Uganda Christian

University

Project Planning and

Management
School of Business.
By;

Aston Aryamanya
Munanura
[email protected]/ 0777-192 238
 Course Description
• Projects are all around us. Virtually every
organization runs projects, either formally or
informally. We are engaged in projects at
home and at work. Across settings, planning
principles and execution methodologies can
offer ways in which projects can be run more
effectively and efficiently.
• Project planning and management provides
organizations (and individuals) with the
language and the frameworks for scoping
projects, sequencing activities, utilizing
resources, and minimizing risks.
 Course Description
• Project planning and management is the
activity of planning, organizing, and managing
tasks within a certain timeframe, usually with
defined stages, and with designated
resources and people to achieve the specific
goals of a project.
• This introductory course will provide the
concepts and foundational skills associated
with structured project-management programs
and the effective use of tools and techniques
to help manage project activities.
 Session objectives
Participants to gainfully appreciate and utilize:-

- The Concept of Project Management

- Various concept definitions

- Attributes

- Differences between projects and programme

- Projects Vs Routine operations

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What is a project?

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 Definitions
1. Association of project managers (1984): “A project
is a task of creating an outcome with
predetermined objectives. It involves the complex
interaction of resources, services and
organizations”
2. Einsiedel, A.A.(1984): “ A project is a solution to a
problem”
3. Project Management Institute (1987): “Any
undertaking with a defined starting point and
defined objectives, involves a variety of resources
and is unique.

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 Definitions cont’d
4. Haynes (1991): “A project is any undertaking that
has a beginning and end, and is carried out to meet
established goals within cost, schedule and quality
objectives”
5. Turner, J.R. (1993): “An endeavor in which human,
material and financial resources are organised in a
novel way to undertake a unique scope of work, of a
given specification, with constraints of cost & time
so as to achieve beneficial change defined by
quantitative and qualitative objectives.

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 Definitions cont’d
6.Duncan (1993): “ A temporary process undertaken to
create one or a few units of a unique product or
service whose attributes are progressively
elaborated”.
7.Project Management Institute (1996): “ A temporary
endeavor undertaken to create a unique product or
service”
Note: A project is a temporary, organized human
endeavor to provide a solution to an identified need.
- It is not an on-going operational organizational
activity.
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Definitions cont’d
A project is a temporary and one-time
endeavor undertaken to create a unique
product or service, that brings about
beneficial change or added value.

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 A Project as a Process
• A project is a process aimed at the
achievement of specified objectives. Thus, it is
vital to emphasize that a project refers to a
process and not the end product or result.

Process can be defined as a series of actions or

operations directed towards a particular result.

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Example of a project as a
Process
• In a construction project, the final constructed
building is not the project but the product of
the project. The project is a process by which
the building is constructed. Projects produce
deliverables referred to as end items/Outputs.
However, the product of the process usually
has a life beyond the process.

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 Project Attributes
• A review of the various project definitions gives rise
to distinctive characteristics of projects:

1. Unique: A project is a unique, one-off discrete

undertaking. Although similar projects may have
similar objectives, every project faces a unique set of
environmental, political and resource issues as well as
constraints. In addition, every project results to some
extent in new, unique deliverable or set of
deliverables.

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 Uniqueness cont’d
• It is never repeated exactly. E.g even though
many thousands of office buildings have been
developed, each new facility has a degree of
uniqueness about it (Different owner,
different design, different location, different
contractors).

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 2. Finite
A project is a temporary process, i.e
finite/limited duration. A project has a
beginning and an end at which point one can
say its objectives have been accomplished.
Even the resources used on a project are
temporary, only needed for the project life
time.

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 3. Multiple Resource, Discipline &
Organizations
• Each project has a different mix of discrete skills,
technologies, and resources which are brought
together to focus on the attainment of project
specific objectives. These disciplines are frequently
supplied by separate organizations with different
affiliations, goals and values, but all involved in the
achievement of the same end result. This means that
project work requires a team approach that typically
cuts across conventional lines of structure and
authority in organizations.

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 4. Life Cycle
• Projects have a unique and distinctive life cycle that
passes through several distinct phases. The activities
and resources change as the project progresses
through the cycle. The cycle is characterized by a
slow start, through a progressive build-up and peak,
followed by a decline and final termination. At the
end, some projects may be incorporated into the
normal on-going operations of the parent
organization.

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 5. Dynamic
• A project operates in a dynamic operational
and managerial environment compared to
relatively stable environments of conventional
enterprises. Project goals are such that the
project must be constantly pushed (expedited)
to achieve its stated objectives. Also project
use a variety of resources.

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 Dynamic cont’d
• The dynamic nature of projects means that the
mixture of resources changes frequently
throughout the project life cycle, varying with
the needs of the project.

• Think about food kiosks developing along a

road being constructed.

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 6. Discrete end
objectives
• Projects are formed to meet identifiable
objectives or constraints, usually specified in
terms of scope, time, cost and quality
requirements. The end results must be
definable at the beginning. So a project is a
goal directed with a single set of objectives
and when these objectives have been
achieved, the project is completed.

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 7. Progressive elaboration of
specifications
• A project emerges out of the awareness by someone
that a problem or opportunity exists. From this initial
recognition, an idea is conceived and developed. The
uniqueness of projects means that their
specifications are progressively elaborated through
their life cycle so that specifications will be broadly
described early in the project and developed in more
and more details as the project progresses.

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 8. Part-time use of
resources
• Projects frequently use resources on a part-
time basis, whereas permanent organizations
try to use resources on a full-time basis. The
sharing of resources frequently requires skillful
negotiation to see that projects get the
necessary resources to meet objectives
throughout their project life.

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 9. Conflict
• More than most managers, the project
manager lives in a world characterized by
conflicts. Conflict can be created by
competition for the use of organizational
resources; conflict between the project and
the project team members’ objectives, etc.
• The need to meet tight project objectives
while dealing with the complexity and dynamic
nature typical of projects, or because of
project team members’ being often
accountable to two superiors at the same
time, may generate some conflicts.
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 10. Change
• Projects are implemented to create change.
Projects are the change efforts of society. The
turbulence and dynamic nature of the world,
necessitates project managers to be effective
at managing change. All managers must
manage change through projects. We
undertake projects because we cannot
produce or achieve the benefit by doing
routine things.

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Project Management definition
Project Management is the discipline of
organizing and managing resources in such a
way that these resources deliver all the
work required to complete a project within
defined scope, quality, time and cost
constraints.

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 Project management definition

• Project management is the application of

knowledge, skills, tools, and techniques to
project activities in order to meet or exceed
stakeholder needs and expectations (Project
Management Institute, 2000).
• The art of managing and coordinating human
and material resources throughout the project
life cycle using techniques of modern
management to attain the predetermined
objectives
Project Management Challenges

• The first challenge of project management is to ensure

that a project is delivered within defined constraints.

• The second, more ambitious challenge is the optimized

allocation and integration of inputs needed to meet pre-
defined objectives.

A project therefore is a carefully defined set of activities

that use resources (money, people, materials, energy,
space, provisions, communication, quality, risk, etc.) to
meet the pre-defined objectives.
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 Project Management
• Project Management is categorized into two
aspects:
(a) Core functions
(i) Project Time management
(ii) Project cost management

(iii) Project quality management

(iv) Project scope management

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 (b) Facilitating functions
• Project Human Resource Management

• Project Communication Mgt

• Project Procurement Mgt

• Project Risk Management

• Project Stakeholder Mag;t

• Project Integration Manage

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 Project management
It involves balancing competing demands:
– Identifying requirements
– Addressing the various needs, concerns, and expectations
of the stakeholders in planning and executing the project
– Balancing the competing project constraints, which
include, but are not limited to: Scope, time, cost , quality,
schedule, budget
– Setting up, maintaining, and carrying out communications
among stakeholders that are active, effective, and
collaborative in nature
 Project management
It also utilizes the four general management
functions of planning, organizing, directing and
controlling, but within a project process. “All
managers, including project managers, are
responsible for universally accepted managerial
functions of planning, organizing, staffing,
directing and controlling (Stuckenbruck, 1988).
Greater detail of these functions is shown below.
 Project management
Planning (What are we aiming for and why?)
• Develop project objectives, goals, and strategies
• Develop work breakdown structure
• Develop precedence diagrams to establish logical
relationship of project activities and milestones
• Develop time-based schedule for the project
based on the precedence diagram
• Plan for resource support of the project
 Project management
Organizing (What’s involved and why?)

• Establish organizational structure for the team

• Identify and assign project roles to members of the
project team

• Define project management policies, procedures, and

techniques

• Project management charter and other delegation

instruments. A Project Charter outlines the purpose of
the project, the way the project will be structured and
how it will be successfully implemented.
 Project management
The Project Charter describes the project vision,
objectives, scope and deliverables, as well as the
Stakeholders, roles and responsibilities. The
Project Charter is also known as a "Project
Definition Report".

• Establish standards for the authority,

responsibility and accountability of the team
 Project management
Motivation (What motivates people to do their best
work?)
• Determine project team member needs
• Assess factors that motivate people to do their best
work
• Provide appropriate counseling and mentoring as
required
• Establish rewards program for project team members
• Conduct initial study of impact of motivation on
productivity
 Project management
Directing (Who decides what and why?)
• Establish “limits” of authority of decision making for
allocation of project resources
• Develop leadership style
• Enhance interpersonal skills
• Prepare plan for increasing participative management
techniques in managing the project team
• Develop consensus decision making techniques for
project team
 Project management
Control (Who judges results and by what standards?)
• Establish cost, schedule, and technical performance
standards for the project
• Prepare plans for the means to evaluate project
progress
• Establish a project management information system
for the project
• Prepare project review strategy
• Evaluate project progress
 The Role of the Project
Team Lead
• Interpreter- translating technical issues to team
members and beneficiaries
• Coach- building skills and confidence to handle
complex and unexpected problems in the team.
• Coordinator – directing, orchestrating and
integrating different functions.
• Conceptual champion - ensuring that decisions and
actions are consistent with overall goal
 Programmes and
Projects
(a) Differences

(i) Time: A programme is a long term intervention with

different aspects, all tailored towards the
attainment of the targeted programme deliverables.
A project on the other hand is a temporary endeavor
aimed at generating unique outputs. Thus, whereas
the programme can be long-term, a project can be a
short term intervention.

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 Differences cont’d
(ii) Scope: In terms of the content scope, a
programme takes a wider coverage. A single
programme can have different projects. For
example, a community development
programme can have a project in health,
income security, sanitation and hygiene,
agricultural production and even income
security.

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 Differences cont’d
(iii) Taking the organisational structure, a programme is
a concern of the organizational goal while a project
addresses a mere purpose. It is thus, a sum of
different purposes (projects) that will lead to the
attainment of the goal (at a programmatic level).

(iv) Programmes are evaluated by their impact while

projects are evaluated by considering the outcomes.

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 PROJECT VS. PROGRAMME
PROGRAMMES PROJECTS

• Focus on context • Focus on content

• Manage portfolios • Manage projects

• Focus on people, politics and • Focus on scope, schedules,
negotiating resources
• Perform more strategic tasks
• Perform more technical tasks
• Handle change management
(program and environmental • Handle risk management
changes)
• Deal with project requirements
• Deal with business strategies
and objectives • Are responsible for ensuring
projects get completed on time,
• Are responsible for maximizing within budget
ROI and value delivery
 (b) Similarities
• Note that projects that are complex and spread over
a long period can also be called programmes.
• Projects and programmes may use the same
resources, whether human or materials resources. In
terms of the human resources, the same persons that
design the programme can be the same to design a
project. It is more advisable that those who design a
programme go ahead to design the various projects
so as not to lose the original concern of the
programme.

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 Similarities
• Projects refine the programme aspects and
make them specific for the purposes of
practical implementation. But the overall
outcome may never take cognizance of the
differences between the programme and
project.

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 Project Performance
Effectiveness: It refers to doing the right things. It
constantly measures if the actual output meets
the desired output

Effectiveness therefore is measured by :

• Obtaining the anticipated results (project goals)
• Meet clients requirements
• Providing satisfaction to clients
 PROJECT PERFORMANCE
MANAGEMENT
Efficiency: It refers to doing things in a right manner.
Scientifically, it is defined as the output to input ratio and
focuses on getting the maximum output with minimum
resources.
Efficiency therefore looks at:
• Making good use of resources
• Timely delivery
• Meeting the estimated budget
• Consuming a reasonable quantity of resources
 PROJECT PERFORMANCE
MANAGEMENT
Satisfaction:

• Ensuring stakeholders satisfaction

• Delivering output beyond stakeholder

expectations
 WHAT IS A SUCCESSFUL PROJECT?

• Three Aspects of Project Success

• Achieving project objectives

• Respect of performance constraints

Cost – time – quality
• Satisfaction of stakeholders and beneficiaries
 PROJECT SUCCESS FACTORS
• Project Mission definition

• Support from top level managers

• Project planning

• Consulting/Involving the client/stakeholders

• Workforce

• Acceptance by the client/beneficiaries /stakeholders

• Feedback Monitoring

• Communications

• Resolving Problems
 Project Environment
Management
• The project operates within two types of
environments:

(i) The internal Environment

(ii) External Environment

• Micro-Enviro- benefi, suppliers, media,
(Intermediar, banking,
• Macro Enviro –PESTEL

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PROJECT ENVIRONMENT
• Identify the variables of the environment
that are pertinent for the project’s success

• Identify the current state of these variables

• Determine the future development of

pertinent variables

• Evaluate the positive and negative impact of

the variables with regard to project success.
 END OF PRESENTATION

COMMENTS, QUESTIONS ARE WELCOME