PROJECT MANAGEMENT

Vien Jamaica D. Samson

 RECAPITULATION
WHAT WAS DISCUSSED LAST WEEK?
 PROJECT
Projects fill an essential need of society. Indeed,
projects constitute the major mode in which change
is accomplished in a society.
 PUBLIC PROJECT
A public project is a temporary endeavor,
undertaken, managed, or overseen by one
or more publicly funded organizations to
create a unique product of public value
(Kassel 2010).

Source: DA-PRISP (1998)

 PUBLIC PROJECT
It is any deliberate undertaking or activity intended to bring about
favorable changes in individual, or organization income,
community or municipal revenues, provincial or regional growth,
leading to the improvement in the quality of life (DA PRISP 1998).

the smallest, separable investment unit that can be

planned, financed and implemented independently (NEDA. 2005)

Source: DA-PRISP (1998)

 CHARACTERISTICS OF PUBLIC PROJECT
Usually, it is a unique activity different from It has well-defined sequence of investment
preceding, similar investments, and is likely to and production activities.
be different from succeeding ones.

It is not a routine segment of an ongoing

It has a clearly understood geographic area
program.
of concentration.

An activity for which money will be spent in It is the smallest independent operational
expectation of returns. element of a national plan.

It is a specific activity with a specific

It is undertaken to accomplish specific
beginning and end.
objectives.

Source: DA-PRISP (1998)

 PROJECT
MANAGEMENT
 PROJECT MANAGEMENT

Project management includes formulating plans,

assigning roles, acquiring appropriate tools and
materials, developing and managing schedules,
conveying information, promoting good communication,
meeting milestones (significant stages in development),
and exhibiting strong leadership skills to ultimately
resolve and complete the project within the agreed-
upon deadline (Stanly and Gross, 2020)
 QUESTION
IS PROJECT
MANAGEMENT AN
ART OR A SCIENCE?
 PROJECT MANAGEMENT
ART- project management deals with people (project team
members and stakeholders), creating and developing
activities to address the needs of the
organization/community.

SCIENCE- the project management aims to follow the project

management process or cycle from project planning,
implementation and evaluation.
 PROJECTS
Projects are constrained by 3 factors
TIME
• Duration, start and end date
SCOPE
• Quality desired
• Requirements of the project
• Specification of the product or service
BUDGET
• Cost
• Resources
• Funding availability and level
 PROJECTS
The triple-constraint model of project management
simply
implies that there must be a balance in every
project between
(1) the project’s scope
(2) the time available for the project, and
(3) the resources available for it.
 SCOPE OF PM
The triple constraints can easily be solved if the following scope of
PM are practiced

PROJECT PREPARATION PROJECT SCOPING TIME MANAGEMENT

Developing project Defining what the project Identifying activities;
proposals and other can do; understanding the sequencing; estimating
documents, operations limits of the project; resources needed for
guidelines, etc. developing work-breakdown activities; developing project
schedules schedule
 SCOPE OF PM
The triple constraints can easily be solved if the following scope of
PM are practiced

COST MANAGEMENT QUALITY MANAGEMENT HUMAN RESOURCE

Estimating project costs; Planning quality assurance; MANAGEMENT
determining budget; performing quality assurance Developing HRM plan;
preparing budget cash flow and control mobilizing and organizing


project team; managing
project team
 SCOPE OF PM
The triple constraints can easily be solved if the following scope of
PM are practiced

COMMUNICATION RISK MANAGEMENT PROCUREMENT

Identifying critical audiences; Planning for risk management; MANAGEMENT
creating communication plan; identifying risks; performing
Preparing a procurement plan;
sending out information and risk analysis; planning risk
administering procurement;
messages; reporting performance; responses; controlling and
managing procurement
managing stakeholder expectations monitoring risks
process

 PROJECT
MANAGEMENT
PROCESS
Source: ILAGO (2023)
 The project management process is the knowledge,

PROCESS
skills, and tools needed for managing projects that are
usually grouped into activities or processes.

identify the problem, define

INITIATION the project as solution

Define scope, tasks, dependencies,

planning and schedule; develop risk
management plan
Implement, organize, monitor,
execution correct and control

Hand over, evaluate, do post

closure assessment
Stripped down model
INITIATION
PHASE The need is identified
and an appropriate
response to the need is
determined and
described..
PLANNING
PHASE The project solution is
further developed in as
much detail as possible.
Intermediate work products
(interim deliverables) are
identified, along with the
strategy for producing
them.
EXECUTION
PHASE
The prescribed work is
performed under the
watchful eye of the
project manager.
CLOSE-OUT
PHASE
The emphasis is on
verifying that the
project has satisfied or
will satisfy the original
need.
STEP 1. IDENTIFY AND
FRAME THE PROBLEM
OR OPPORTUNITY.
The need is then quantified with respect to
factors such as its size, shape, and extent. This
leads to the creation of a Requirements
Document, which articulates the need in as
much detail as possible.

AVOID SOLUTION JUMPING!!!!

 According to Miller (2017), this is true in business, government
policy, personal relationships, sports, personal health. We tamper
with systems. We mask symptoms. We throw money at it. We
temporarily relieve pain. Solution-jumping is insidious. Not only
does it fail to get to the root of a problem, but solution-jumping
consumes resources and attention, and creates problems all of
its own.
STEP 2. IDENTIFY AND
DEFINE THE BEST
PROJECT SOLUTION.
Early determinations should be made
regarding which workgroups should be
involved.This step begins by
identifying all reasonable alternatives.
STEP 3. IDENTIFY TASK
AND RESOURCE
REQUIREMENTS.
Consideration should be given to the preferred
methods for doing the work and how much of the
work will be done using internal resources.
"SCOPE MANAGEMENT"
STEP 4. PREPARE THE
CONTROL SCHEDULE
AND RESOURCE
ALLOCATION PLAN.
First, a network or logic diagram is prepared
to display the optimum sequencing of the
tasks. Next, the length of time required to
complete each task (its duration) is
estimated.
STEP 5. ESTIMATE
PROJECT COSTS AND
PREPARE A PROJECT
BUDGET.
the project manager coordinates the
preparation of a cost estimate for the
project. A variety of methods may be used
to estimate cost, depending upon the level
of detail that exists at that time.
STEP 6. ANALYZE RISK
AND ESTABLISH
STAKEHOLDER
RELATIONSHIPS.
This is an excelent time to identify and try to
deal with anything that might pose a threat to
the successful completion of the project. This is
called risk management.
PROJECT
STAKEHOLDERS
Anyone who has a vested interest in your project.
This group ordinarily includes those who stand to
gain or lose through the success or failure of your
project, those who participate in the execution of
your project, those who supply resources to your
project, and those who are affected by the
outcome or outputs of the project
STEP 7. MAINTAIN
CONTROL AND
COMMUNICATE AS
NEEDED DURING
EXECUTION.
You’ll spend most of your time in this step.
During project execution, people are carrying
out the tasks and progress information is being
reported through regular team meetings. The
team uses this information to maintain control
over the direction of the project and takes
corrective action as needed.
STEP 8. MANAGE TO
AN ORDERLY CLOSE-
OUT.
This step is often characterized by the
development of a punch list. A punch list is a
relatively small list of tasks that the project
team needs to complete in order to close out
the project.
 REFLECTION
What happens what “After
the Project” Is more
Important
than the Project?

THANK YOU!