BASIC PRINCIPLES OF PROJECT

MANAGEMENT
Lecturers : Prof . Nguyễn Văn Hùng
Assoc. Prof. Nguyen Hải Đăng
MSc . Nguyễn Lâm Cường

Assistant Lecturers :
Dr. Nguyễn Tường Lan
Ms : Đỗ Hoàng Yến

Academic Year : 2024-2025

 Review of PART I : Introduction of The Project
Management

-The access to Project Management Course

I- Concept of projects : - Historical projects

- Definitions of project
There are various definitions of projects from different
basis : 14 deffinitions

“A project is a temporary endeavour undertaken to create

a unique product, service or result in order to achieve an
outcome.”
endeavour/ɪnˈdevə(r)/ an attempt to do something, especially something
new or difficult
 II. Classification of projects
There are different basis to classify projects .
-Based on the following fundamentals .
-Accoding to: the sourse of fund ; forein aid projects ;
techniques ; function ; service sector project ; scale and
size ; time frame and speed ; nature ; orientation

-Representative project examples :

-USTH ,VGU

– Official development assistance (ODA)

– NGOs project definition
– Bilateral project : Koica ,Jica
– Loan project : ADB-USTH
VGU – World Bank
III. Representative project examples

– Bilateral project – USTH

( Establishment and Development of the University of
Science and Tecnology of Hanoi )
– Loan project - USTH Hoa Lac Campus (ADB –Loan
Pro - VGU ( World Bank –Loan
Projcct )

– Disaster Prevention Project :

- Climate change
- Earthquake – tsunami
-Mangrove
in Vietnam : ?
 Review – Chapter 1 -Part II: P.M Basics

I -Value of Project Management

1 - Evaluation of implemented projects
2 - Value of Project Management
•Project management is, in fact, shorthand for project, program
and portfolio management.
•And more companies are clearly seeing the payoff from
investing time, money and resources to build organizational
project management expertise : lower costs, greater efficiencies,
improved customer and stakeholder satisfaction, and greater
competitive advantage.
•An Economist Intelligence report showed that 80 percent of
global executives believed having project management as a core
competency helped them remain competitive during the recession.
II. The Need of Project Management

1- Definition of Project Management

-Project management is application of knowledge, skills,

tools, and techniques to project activities to achieve project
requirements.

-Project management is accomplished through the

application and integration of the project management
processes of initiating, planning, executing, monitoring and
controlling, and closing.
accomplish verb /əˈkʌmplɪʃ /
accomplish something to succeed in doing or completing something ; hoàn
thành ( trọn vẹn , hoàn hảo )
 Review of Chapter 1 - PART II : P.M Basics

II- The needs of Project Management

•Leading organizations across sectors and geographic borders have

been steadily embracing that Project Management as a way to
control spending and improve project results. When the recession
began, this practice became even more important.

•Executives discovered that adhering to project management

methods and strategies reduced risks, cut costs and improved
success rates—all vital to surviving the economic crisis.

Embrace /ɪmˈbreɪs/ an act of putting your arms around somebody as a

sign of love or friendship ; Ôm, ôm chặt, ghì chặt. Nắm lấy (thời cơ... )
3- The rules of Project management

The first rule of project management is that the people who must
do the work should help plan it.

“Leadership is the art of getting others to want to do something

that you believe should be done.” —Vance Packard

Project management : It is Not Just Scheduling!

 II. The Need of Project Management

Time

Scope

Quality Cost

Triangles showing the relationship between Q, C, T, and S.

III. The Phases of a Project

Life cycle of a troubled project.

 III. The Phases of a Project

Definition Phase
5 Basic Phases of Project Management

1. Project conception and initiation

2. Project definition and planning
3. Project launch or execution
4. Project performance and control
5. Project close
IV. The Steps in Managing a Project

•Define the Problem

(Sự xác định rõ nhiệm vụ của Dự án)
•Develop Solution Options
(Triển khai giải pháp lựa chọn)
•Plan the Project
(Lập kế hoạch Dự án)
•Execute the Plan
(Thực hiện kế hoạch Dự án)
•Monitor and Control Progress
(Khảo sát và kiểm tra quá trình thực hiện Dự án)
•Close the Project
(Kết thúc Dự án)
The Project Management Body of Knowledge
(Kiến thức Chuẩn mực về quản lý Dự án)

•Project Processes
(Các qui trình của Dự án)
•Initiating
(Sự khởi động Dự án)
•Planning
(Kế hoạch thực hiện Dự án)
•Executing
(Quá trình thực hiên Dự án)
•Monitoring and Controlling
(Theo dõi và quản lý công việc)
•Closing
(Kết thúc Dự án)
Knowledge Areas
(Lĩnh vực kiến thức về quản lý dự án)

•Project Integration Management

•Project Scope Management
•Project Cost Management
•Project Quality Management
•Project Human Resources Management
•Project Communications Management
•Project Risk Management
•Project Procurement Management
 Success factors are contributions made by the
management towards a successful project. These can be classified
broadly into five groups as follows:
•The project manager - The person needs to have an array of skills
under his arm to use during the project.
•Project team - The team needs to consist of variety of skills and
experience. Collectively as a team, success is easy to achieve with proper
guidance.
•Project - The scope and timeline ,budget of the project are crucial.
•Organization - The organization needs to provide support to both the
project manager and the project team.
•External environment - External constraints should not affect the
project. Back-up plans need to be in place in case daily tasks cannot be
carried by the team.

factor /ˈfæktə(r)/ one of several things that cause or influence something .

nhân tố , yếu tố
constraint noun /kənˈstreɪnt/ a thing that limits something, or limits your
freedom to do something , những hạn chế .
 Further Project Success Criteria

The criteria for a successful project are not restricted to only above.
However, following are some of other supporting factors that need to be
considered when it comes to a successful project management and
execution:
•Negotiations
•Proper and conducive project plan
•Assigning tasks to the team members
•Developing a plan to achieve common tasks
•Reviewing and doing a rework when needed
•Managing project risks efficiently
•Allocating time for process improvement
•Learn from the learning curve
•Proper estimation of project in terms of not only quantitatively but also
qualitatively

Criteria /kraɪˈtɪəriə/ tiêu chuẩn đấnh giá

 Indicators to ensure the success of a project

•Meeting the deadline

•Within the budget
•Completing the amounts of tasks/work shown by
quantitative criteria for evaluation

Indicator /ˈɪndɪkeɪtə(r)/ a sign that shows you what

something is like or how a situation is changing . chỉ báo
 Law of project management
*No major project is ever installed on time, within budget, or with the
same staff that started it. Yours will not be the first.
•Projects progress quickly until they become 90% complete, then they
remain at 90% complete forever.
•When things are going well, something will go wrong.
•When things just cannot get any worse, they will.
•When things appear to be going better, you have overlooked something.
•No system is ever completely debugged. Attempts to debug a system
inevitably introduce new bugs that are even harder to find.
•A carelessly planned project will take 3 times longer to complete than
expected.
•A carefully planned project , which will be completed on time .
•Project teams detest progress reporting because it vividly manifests
their lack of progress.
•detest /dɪˈtest/ to hate somebody/something very much , ghê tởm
•Vividly /ˈvɪvɪdli/in a way that produces very clear pictures in your mind , sinh động , sâu sắc
.
 Key Points to Remember

•A project is a temporary endeavor undertaken to produce a

unique product, service, or result.
•A project is also a problem scheduled for solution.
•Project management is application of knowledge, skills, tools,
and techniques to project activities to meet project requirements.
Project management is accomplished by applying the processes
of initiating, planning, executing, monitoring and controlling,
and closing.
•All projects are constrained by Performance, Time, Cost, and
Scope requirements. Only three of these can have values
assigned. The fourth must be determined by the project team.
•Projects tend to fail because the team does not take time to
ensure that they have developed a proper definition of the
problem being solved.
•The major phases of a project include concept, definition,
planning, execution and control, and closeout.
 Lecture 5

PROJECT MANAGEMENT BASICS

PART II- Chapter II

Manager, Organization, and Team in Project

Management
The Roles , Functions of :

-Project Manager
-Project Organization
-Project Team in Project
Management
Project Stakeholders

“Project stakeholders are individuals and organisations who are actively involved in the
project, or whose interests may be positively or negatively affected as a result of project
execution or successful project completion”.
 Success Factors of Projects

Success factors are contributions made by the management towards a successful project.
These can be classified broadly into five groups as follows:
•The project manager - The person needs to have an array of skills under his arm to
use during the project.
•Project team - The team needs to consist of variety of skills and experience.
Collectively as a team, success is easy to achieve with proper guidance.
•Project - The scope and timeline of the project is crucial.
•Organization - The organization needs to provide support to both the project manager
and the project team.
•External environment - External constraints should not affect the project. Back-up
plans need to be in place in case daily tasks cannot be carried by the team.

Factor /ˈfæktə(r)/ nhân tố , yếu tố

external adjective /ɪkˈstɜːnl/connected with or located on the outside of
something/somebody , bên ngoài
constraint /kənˈstreɪnt/a thing that limits something, or limits your freedom to
do something , sự hạn chế
 The concepts : CEO and General
Manager

CEO oversee as a leader of an entire organisation, from developing

business plans to budgets and strategies
- General manager oversee a specific department where he
manages employees and provide leadership.
-Learning the difference between these two positions can help you
determine which career path is right for you.
CEOs and General Managers share similar responsibilities, but their
roles differ in important ways.
-CEOs oversee /ˌəʊvəˈsiː/ an entire organisation, from developing
business plans to budgets and strategies,
-whereas general managers oversee a specific department where
they manage employees and provide leadership.
Learning the difference between these two positions can help you
determine which career path is right for you.
-Herein, we discuss the differences between a general manager and
a CEO and outline the steps you may take to begin a career in one of
these roles.

•oversee/ˌəʊvəˈsiː/oversee somebody/something to watch somebody/something and make

sure that a job or an activity is done correctly ; trông nom , giám sát
Differences between a general manager vs. a CEO
While they're both responsible for the oversight of a business's operations, there
are significant differences between a general manager vs. a CEO. Here are some
of the key differences:

Experience
General managers and CEOs are both experienced workers, typically in the
senior stage of their careers. Because CEOs are the highest-ranking individuals in
an organisation, they usually hold more experience than general managers.
Many CEOs have had experience working as a general manager before gaining
the position of CEO.
Education
Two careers typically have different educational requirements. General managers
may hold a bachelor's degree in accounting and finance, business or commerce. -- -
While there can be general managers who have advanced degrees, holding a
bachelor's degree and having a significant amount of industry experience can often
suffice/səˈfaɪs/ for the position. CEOs often have advanced degrees, such as a
master's degree in business administration, economics or another related field.

Salary
Another important difference between a general manager and a CEO is their pay.
Although pay may vary by an organisation's size and scope, a CEO can typically earn
more than a general manager. For example, the average salary for a CEO is $151,062
per year, and the average salary for a general manager is $131,061 per year.
 A – Project Manager
1- Overview

1.1- A project manager is a person who has the

overall responsibilities for:

•the successful initiation

•planning
•design
•execution
•monitoring
•controlling
•closure of a project
1.2- Requirements for project managers:

* The project manager must have a combination of skills

including an ability to ask penetrating questions, detect
unstated assumptions and resolve conflicts, as well as more
general management skills.

•Key among a project manager's duties is the recognition that

risk directly impacts the likelihood of success and that this
risk must be both formally and informally measured
throughout the lifetime of a project.

•Penetrating adjective /ˈpenətreɪtɪŋ/making you feel uncomfortable , thâm nhập,

thấm thiá, sáng suốt
• Assumption noun/əˈsʌmpʃn/a belief or feeling that something is true or that
something will happen, although there is no proof , sự đảm đương , sự gánh vác
Refreshment ( 10 min )
 A – Project Manager
1- Overview

1.1- A project manager is a person who has the

overall responsibilities for:

•the successful initiation

•planning
•design
•execution
•monitoring
•controlling
•closure of a project
1.2- Requirements for project managers:

* The project manager must have a combination of skills

including an ability to ask penetrating questions, detect
unstated assumptions and resolve conflicts, as well as more
general management skills.

•Key among a project manager's duties is the recognition that

risk directly impacts the likelihood of success and that this
risk must be both formally and informally measured
throughout the lifetime of a project.

•Penetrating adjective /ˈpenətreɪtɪŋ/making you feel uncomfortable , thâm nhập,

thấm thiá, sáng suốt
• Assumption noun/əˈsʌmpʃn/a belief or feeling that something is true or that
something will happen, although there is no proof , sự đảm đương , sự gánh vác
 1- Overview
1.3 control risk
* A project manager is a person who is responsible for
making decisions, both large and small. The project manager
should make sure they control risk and minimize
uncertainty/ʌnˈsɜːtnti/. Every decision the project manager
makes must directly benefit their project.

* Project managers use project management software, such

as Microsoft Project, to organize their tasks and workforce.
These software packages allow project managers to produce
reports and charts in a few minutes, compared with the several
hours it can take if they do it by hand.
•Risks arise from uncertainty !
• The successful project manager is the one who focuses on
this as their primary concern.
• Most of the issues that impact a project result in one way
or another from risk.
•A good project manager can lessen risk significantly,
often by adhering to a policy of open communication,
ensuring every significant participant has an opportunity
to express opinions and concerns.

• lessen (verb )/ˈlesn/to become or make something become

smaller, weaker, less important, etc.
• limit something to somebody/something
2- The project manager roles and Responsibilities
• The role of the project manager encompasses
many activities incuding:

• Planning and Defining Scope

• Activity Planning and Sequencing
• Resource Planning
• Developing Schedules
• Time Estimating
• Cost Estimating
• Developing a Budget
• Documentation
2- The project manager roles and Responsibilities
• Creating Charts and Schedules
• Risk Analysis
• Managing Risks and Issues
• Monitoring and Reporting Progress
• Team Leadership
• Strategic Influencing
• Business Partnering
• Working with Vendors
• Scalability, Interoperability and Portability
Analysis
• Controlling Quality
• Benefits Realisation
 2- The project manager roles and responsibilities
(continued)

• The primary responsibility of the project manager

is to ensure that all work is completed on time,
within budget and scope, and at the correct
performance level
• Project managers must understand the mission
and vision of the organization first, then they must
see how the project they are managing meshes
with the organization’s mission, and they must
steer the project to ensure that the interests of the
organization are met.
Another Roles

* Facilitator

• Manager-as-supervisor versus manager-as-facilitator

• Systems approach versus analytical approach
• Must ensure project team members have appropriate
knowledge and resources
• Micromanagement
 Three Overriding Responsibilities
• Acquiring resources
– Getting necessary quantity and quality can be key
challenge
– “Irrational optimism”
• Fighting fires and obstacles
• Leadership and making trade-offs

Irrational/ɪˈræʃənl/not based on, or not using, clear logical thought-Phi lý , không

hợp lý , lạc quan tếu
Obstacle /ˈɒbstəkl/a situation, an event, etc. that makes it difficult for you to do
or achieve something-Vật chướng ngại , sự trở ngại
Trade-off /ˈtreɪd ɒf/ (between something and something) the act of balancing
two things that are opposed to each other –Sự cân bằng , sự điều hòa
overriding adjective/ˌəʊvəˈraɪdɪŋ/more important than anything else in a
particular situation , quan trọng hơn cả..
* Project Manager is a Communicator

Communication Paths Between a Project’s Parties-At-Interest

 Tasks of Virtual Project Manager

• Geographically dispersed projects

• Communication via
– Email
– Web
– Telephone
– Video conferencing
• “Never let the boss be surprised!”

• Virtual adjective /ˈvɜːtʃuəl/made to appear to exist by the use of computer

software, for example on the internet , Thực sự
• Virtual P.Manager : Người đieu hành dự án thực sự
 Negotiation, Conflict Resolution,
and Persuasion(/pəˈsweɪʒn/ )

• Necessary to meet three overriding responsibilities

SELECTION OF A PROJECT MANAGER
 Key Criteria for Project Manager
• Credibility /ˌkredəˈbɪləti/
– technical credibility
– administrative credibility
• Sensitivity - Politically astute /əˈstjuːt/ and aware of interpersonal
conflict
• Leadership, Style, Ethics - Ability to direct project in ethical
manner
• Sensitivity /ˌsensəˈbɪləti/the ability to experience and understand deep
feelings, especially in art and literature- sự nhạy cảm , sự tinh tế , độ cảm nhận
Credibility/ˌkredəˈbɪləti/the quality that somebody/something has that makes
people believe or trust them- . Sự tín nhiệm , độ tin cậy
Astute/əˈstjuːt/very clever and quick at seeing what to do in a particular
situation, especially how to get an advantage – sắc sảo , tinh khôn .
Ethical/ˈeθɪkl/connected with beliefs and principles about what is right and
wrong –Luân lý , đạo đức , chuẩn mực
 what is the difference between
criteria and standards
A criterion is a property, characteristic or attribute, from the Greek
word kriterion – a means for judging. In the context of assessment,

a standard is a level of attainment, or a degree of quality viewed as

a prescribed object of endeavour, from the Roman estendre – to
extend
attainment/əˈteɪnmənt/ something that you achieved .
Một hành động đạt được . cái gì đó đã đạt được ; một sự đạt được cá nhân;
thành tựu.
Leadership

• Leadership is the art of getting others to WANT to

do something that you believe should be done
(Packard, 1962).
• Since you have very little authority anyway, consider
the job to ensure that everyone in the project team
has what they need to do their job well.
• “People skills”: if you can deal with people, you can
either learn to do everything else or delegate it to
someone who can do it.
Do you really want to be a project manager?

• Do you like having responsibility with very limited

authority?
• Do you enjoy working to impossible deadlines, with
limited resources, and unforgiving stakeholders?
 Questions for Midterm Test

Do please , write down and clarify detailedly ( in detail ) the following

questions :
1- why do we have to study project management ?
2- which are the reasons to study project management ( National University of
Carlifornia ) ?
3- which are the benefits of studying project management ?
4- Which are the Success factors contributions made by the management
towards a successful project ?
5 -Which are the key points you have learned for the first 4 lectures ? .
Why do we have to study the Project
management ?
- When you study project management, you learn all the
specific techniques, skills and programs you need to
effectively manage your working schedule against a
deadline.
- When you plan your projects well, you can foresee
challenges to manage risks, prioritise accordingly and keep
your eyes on the end goal
 National University (California –USA)
Three reasons ,why project management is so
important .

Project management is important because it helps

ensure that projects are :
-completed on time, within budget, and to the
expected quality of work.
-It also helps identify and mitigate risks, manage
resources effectively.
-ensure stakeholders are well informed and involved
throughout the project .
April/2022
5 Benefits to study P.M
 5 benefits to study P.M
1.Work smarter, not harder
-You can be busy all day; running a million miles an hour, answering
every single email the moment it appears, attending every meeting
and yet be making almost no impact on your work. What you need is a
working strategy.
-Planning, budgeting, developing effective strategies, managing
stakeholders, achieving tasks on a deadline and mastering the efficient
management of time are all central to P.M.
-When you study project management, you learn all the specific
techniques, skills and programs you need to effectively manage your
working schedule against a deadline.
- When you plan your projects well, you can foresee challenges to
manage risks, prioritise accordingly and keep your eyes on the end
goal. Instead of spending time staying afloat, you’ll be anticipating and
riding the waves like a project.
 2-Improve your chances of achieving the desired result
“Project managers are highly effective at achieving outcomes, because
of their unique and specialised training.
- A big part of effective project management involves working
backwards: firstly identifying your goal and what it requires, and then
learning how to break down a project into manageable parts on a
timeline to reach that goal.
- When you study project management, you learn how each project
can be broken down into a clear process of assigned tasks, milestones,
and deadlines, and how to delegate each component to an assigned
task manager to manage stakeholder expectations. This approach
allows project managers to react to issues as they come up with
greater agility and to direct their teams more effectively to deliver on
strategy.
- Instead of winging it and hoping for results, your team members will
be looking at you for specific advice and direction. You will know
exactly what you want to achieve and precisely how to get .
 3. Gain competitive advantage and stand out from the crowd
According to the World Economic Forum, 7 out of the 10 most in-demand skills from now until
2025 are almost all soft skills:
- - Analytical thinking and innovation
--Active learning
- Problem solving
- Critical thinking
- - Leadership and social influence
- Reasoning, problem solving and ideation
- Resilience, stress tolerance and flexibility
. These are all skills that you get to learn and practise when you study to become a project
manager. Project management is all about innovation, problem solving, communicating,
critical thinking, leadership, ideation of project outcomes and resilience under pressure.
. As part of a typical project management course, you get to practise these skills in group
assignments, through work placements, and via industry-led learning focused around real
world problems that need to be solved.
. When you can prove to others you are a reliable leader who is skilled in all these in-
demand areas, you can expect to be a hot commodity in and out of your organisation.
 4. Improve the quality of your work
-Project managers don’t just plan, strategise, delegate and execute tasks to achieve
an outcome, they also monitor performance for quality control along the way.
-When you study project management, you learn how to develop and monitor key
performance indicators (KPIs) and milestones against your project timeline.
-KPIs allow you to measure the progress of each stage of your project as it develops,
ensuring you are continuing to work in line with your original goals. This kind of
monitoring is essential to ensuring that work is completed at the intended level of
quality as well as within the intended timeframe.
-Project managers also anticipate and respond to issues as they come up,
developing solutions along the way and ensuring the final product still meets all
parties' expectations.
Being an effective project manager means being able to come up with innovative
new strategies, if for whatever reason the project cannot go according to the
original plan.
When you understand project management, you will be handing in work that you
are proud of , every time
KPls : ? Knowing P.M lets us
 5. Gain skills in a growing industry
.
Project managers are needed across all industries, but they are
particularly in the following industry areas
- Engineering and Construction
- Community Services and Healthcare
- Banking and Financial Services
- Infrastructure
- Manufacturing law
-Information Technology

+ Other Important areas :

Government and Defence ; Education and Training
 Success factors are contributions made by the
management towards a successful project. These can be classified
broadly into five groups as follows:
•The project manager - The person needs to have an array of skills
under his arm to use during the project.
•Project team - The team needs to consist of variety of skills and
experience. Collectively as a team, success is easy to achieve with proper
guidance.
•Project - The scope and timeline ,budget of the project are crucial.
•Organization - The organization needs to provide support to both the
project manager and the project team.
•External environment - External constraints should not affect the
project. Back-up plans need to be in place in case daily tasks cannot be
carried by the team.

factor /ˈfæktə(r)/ one of several things that cause or influence something .

nhân tố , yếu tố
constraint noun /kənˈstreɪnt/ a thing that limits something, or limits your
freedom to do something , những hạn chế .
 Key Points to Remember

•A project is a temporary endeavor undertaken to produce a

unique product, service, or result.
•A project is also a problem scheduled for solution.
•Project management is application of knowledge, skills, tools,
and techniques to project activities to meet project requirements.
Project management is accomplished by applying the processes
of initiating, planning, executing, monitoring and controlling,
and closing.
•All projects are constrained by Performance, Time, Cost, and
Scope requirements. Only three of these can have values
assigned. The fourth must be determined by the project team.
•Projects tend to fail because the team does not take time to
ensure that they have developed a proper definition of the
problem being solved.
•The major phases of a project include concept, definition,
planning, execution and control, and closeout.