Module 1: Chapter 1 (Week 2)

Project
Management in
Today's Time
FRANCIS ROSE H. CALARANAN
PROJECT
A project is a temporary unique group activity intended to meet specific
objectives with constraints and requirements in scope, budget, schedule,
resources, performance factors and value designed to meet customer needs.
A project is different from other organizational efforts being undertaken by
most organizations because of the following reasons:
1. It has an established objective
2. it has a defined life span with beginning and an end
3. it requires the involvement of several department and professionals
4. it is doing something that has never been done before
5. it has specific time, budget, resources, performance and value added
requirements
PROJECT
A project must come up with an output upon its completion called deliverable, a
deliverable is the measurable and tangible outcome or the result of the completion
of the project or the end of the project's life cycle. It could be in the following
forms:

1. Hardware Deliverable – these are items like tables, prototype or a piece of

equipment

2. Software Deliverable – these are items like reports, studies, handouts and
documentation

3. Interim Deliverable – these are items that could be hardware or software and
gradually advances as the project progresses.
CLASSIFICATION OF A PROJECT
Management always makes emphasis on
projects that address the needs and objectives
of the organization. These are five
classifications of projects in the portfolio of
most organizations-compliance, emergency,
mission critical operational and strategic
projects.
 Project Type Definition Example
Compliance It is a “must” project to meet the Healthcare information protection
new requirements enforced by projects Environmental
management itself and regulating regulations projects
bodies like the government.
Penalties await non-compliance.

Emergency t is a “must-do” project that is Rebuild factory damaged by fire

required to meet emergency Renovate plant destroyed by a
condition, if not done will impair strong typhoon
operation and will not be able to
fulfil the core competencies of the
firm.

Mission critical It is a critical to the mission of the Construction of a data center for
firm. If not accomplished shall an application services provider A
cause immediate and new facility to test products
unacceptable negative impact to
the business.
 Project Type Definition Example
Operational Operational project is considered Six sigma products (problem
necessary in order to give full solving tools)
support to the present operations
like delivery systems upgrading
for efficiency, product costs
cutbacks and performance
enhancement.
Strategic It is a project that is vital to New product design
support the long term mission of Development projects
increasing revenue and market
share
 ACTIVITY
In your own idea, based on the three forms of deliverables
what is the most effective form of deliverable when making a
project?
Specify and explain your answer.
THE PROJECT LIFE
CYCLE
A project life cycle is also referred to as project lifespan. A project life
cycle is a compilation of a commonly sequential project phases from
the time it is originally envisioned until the time it is either make use
of as a success or discarded as a failure. The life cycle of a project
serves as a basis for managing a project considering its limited life
span. There are expected changes in the degree of effort and focus for
each stage in the cycle of the project. There are a number of life cycle
models based on the kind of industry or type of project.
Commonly, each project sequentially undergoes four stages namely
initiating, planning, executing and delivering. The project starts as
soon as a "go ahead" signal from management is given.
 DIFFERENT PHASES IN
THE PROJECT LIFE
CYCLE
1. Conceive/Initiation - In this stage the preliminary objective and technical
specifications for the project is developed; the scope of work is decided; the
necessary resources are identified; teams are formed and important organizational
stakeholders are sought for commitments.

2. Planning - During this phase all comprehensive specifications, schematics,

schedule and other plans are developed; the individual pieces of the project are
broken down; individuals assignments are prepared; and the process of completion
clearly described.

3. Execution - In this step the actual work of the project is executed, the system
developed, or the product created or constructed. Here the bulk of project team
labor is carried out. The calculations made on time, cost and specification during
the previous stages are used for control.

4. Transfer/Delivery/Closure - This leg occurs when the project is completed and

transferred to the customer, its resources reassigned and the project formally ends.
 THE PROJECT LIFE
CYCLE WITH ACTIVITIES
There are five components of a project that might vary over the
course of its life cycle that may pose as challenges:

1. Client interest – This is the intensity of eagerness or concern by the

project's intended internal or external clients.

2. Project stake – It is the amount of investment by the organization

in the project which may increase as the life of the project
becomes longer.

3. Resources – This is the commitment of financial, human and

technical resources that might amplify over the course of the life
cycle of the project.
 THE PROJECT LIFE CYCLE WITH
ACTIVITIES
The project life cycle also provides a beneficial way of imagining the challenges to be encountered at some point in the
life of a project.

There are five components of a project that might vary over the course of its life cycle that may pose as challenges:

1. Client interest – This is the intensity of eagerness or concern by the project's intended internal or external clients.

2. Project stake – It is the amount of investment by the organization in the project which may increase as the life of the
project becomes longer.

3. Resources – This is the commitment of financial, human and technical resources that might amplify over the course
of the life cycle of the project.

4. Creativity – It is the level of innovation needed by the project principally at some point in the development stages.

5. Uncertainty – This is the degree of risk related with the project. Normally, the riskiest is in the beginning of the
project when many challenges are still unknown and have not been discovered and dealt with.
PROJECT ATTRIBUTES
Project attributes provide as the foundation for gathering and evaluating
project statistics. Usually, they are utilized in planning, monitoring,
measuring and controlling project activities. Various project attributes are
used in project. analysis in order to discover unsettled risks, verify cut-off
date status, keep an eye on milestones, allot resources, deal with changes, and
act on other activities of the project management process.

Here are some attributes that characterizes a project:

1. Importance – The project must be significant enough to the top

management in order to rationalizé putting up a unique organizational unit
beyond the routine structure of the organization. The project will surely fail
if majority of those in the organization believe that the project is not really
essential.
Some signs that the project is not important consists of the following:

a. top management does not talk about it

b. the project leader belongs to a low stature or rank

c. the assignment of the project is delegated to an overstuffed employee

d. progress of the project is not being monitored

e. failure to oversee the needed resources for the project

2. Scope – A project is a one-time activity that has a detailed set of desired
outcomes. In order to attain the project goals, the project must be broken down
into subtasks. These subtasks needs cautious synchronization and control
concerning time, precedence, cost and scope due to the difficult nature of a project.

3. Life span with a fixed deadline – A project has a life cycle just like any natural
bodies. It usually starts slow, then advances into a peak, passes to a decline before
completed within a deadline. A successful project ends by being a part of the
customary, current operations of the parent organization. However, a project may
also fail.

4. Interdependencies – A project may interrelate with other projects being

undertaken at the same time by the parent organization. This interrelation is
ordinary, particularly in competing for scarce resources. Besides, a project always
interrelates with the parent organization's customary and current operations. A
project may also interrelate with the functional departments of marketing, finance,
operations, human resources and the like. Unlike the normal and pattemed
interrelationship of the functional departments, that with a project is variable.
5. Uniqueness – No two projects are exactly the same due to some degree of
customization. The presence of uncertainty in a project makes it impossible
to complete it in a routine manner.

6. Resources – Majority of the resources required of a project has a restricted

budget. Budget is usually implied rather than comprehensive, but is firmly
limited.

7. Conflict – A project normally struggles with functional departments in

terms of human resources and other resources. In a multi-project
organization, the battle is the project vs. project clash for resources. On the
other hand, personnel working on a project must report to two bosses at the
same time. The problem with this situation is the differing objectives and
priorities of these two superiors.
 PRIMARY GOALS OF A PROJECT
Project goals prioritize what is most essential. Yet, at some meetings of people
involved in a project these primary goals are not even discussed. In order for
the project to progress smoothly each meeting must be planned. A small leap is
alright for as long as people who are responsible for the completion of the
project should be driving it onward in a speedy, secure, and realistic manner.

The prime goals of a project are as follows:

1. Conclude the project within the planned timetable.

Within the specific time decided, the project must be completed. This means
that personnel responsible must do all feasible means to end the project on
time. Presumption and ineffectiveness during planning of the scope has to be
avoided. This avoidance will give realistic time schedule with which to work.
2. Complete the project within the programmed budget.

Budgets are set in order to ensure that expenditures are well managed and the money
goes to where it is intended. Completion of the project within the programmed budget
makes obvious that personnel working on it has manage the project responsibly.

3. End the project with the identical level of quality.

Regrettably, quality is commonly given up when a project delay happens in order to

catch up with the deadline. In order to conclude a project in a speedy manner, some
portions of it will require slimming down or slashing entirely. Any revisions on the
project plan due to problems encountered must in no way barter with quality. It is
evenly vital to maintain the high quality of the entire project while keeping pace with
the target date.

4. Terminate the project within the detailed guidelines.

In order to delight the customers, it is imperative to meet the customer's needs.

Concluding the project with the essentials the customer truly hunted creates the "wow"
feeling.
5. Make the best of the task that has been given.

A perfect project is unattainable. A project may experience major

peculiarities and setbacks like terror attacks, severe calamities of
typhoons and earthquakes, or war. With great project team leaders
and teams a project could still be successful despite these disasters.
Project goals were attained because they have done their best with
what appeared their way.