Learner Guide

Transcription

Learner Guide

Learner Guide
Fundamental Project Management
July/August 2013
A training programme delivered by
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Contents
Introduction.............................................................................................................................................. 6
Welcome Note ..................................................................................................................................... 6
Learning Outcomes ............................................................................................................................. 7
Glossary of Terms ............................................................................................................................... 9
Case Study: Upgrading of IT System ............................................................................................... 11
Learning Unit 1: Introduction to Project Management ......................................................................... 13
Learning Map .................................................................................................................................... 14
Introduction........................................................................................................................................ 15
1.1. Characteristics of a Project ............................................................................................... 15
1.2. Project Goals ..................................................................................................................... 17
1.3. Project Management versus Operational Management ................................................... 19
1.4. Project Management Body of Knowledge (PMBOK) ........................................................ 21
1.5. Project Stakeholders and Role-players ............................................................................ 23
1.6. Project Resources ............................................................................................................. 27
1.7. Project Success Factors ................................................................................................... 29
1.8. Project Management Best Practices ................................................................................. 30
1.9. Project Life Cycle .............................................................................................................. 31
1.10. The Project Manager’s Role ........................................................................................... 34
1.11. The Dreaded Scope Creep ............................................................................................. 37
1.12. Project Failure ................................................................................................................. 38
Self-Evaluation .................................................................................................................................. 39
Learning Unit 2: Project Initiation ......................................................................................................... 41
Learning Map .................................................................................................................................... 42
Introduction........................................................................................................................................ 43
2.1. Initiating a Project.............................................................................................................. 43
2.2. Project Scoping ................................................................................................................. 44
2.3. Project Deliverables .......................................................................................................... 45
2.4. The Most Suitable Project Team ....................................................................................... 47
2.5. Risk and Constraints Identification .................................................................................... 50
2.6. The Project Charter/ Statement of Work ........................................................................... 56
Self-Evaluation .................................................................................................................................. 62
Documents for Use in the Initiation Phase ........................................................................................ 64
Project Charter .................................................................................................................................. 64
Project Team Charter ........................................................................................................................ 67
Team Member Responsibilities ......................................................................................................... 68
Stakeholder Analysis ......................................................................................................................... 69
Learning Unit 3: Project Scheduling ..................................................................................................... 70
Learning map .................................................................................................................................... 71
Introduction........................................................................................................................................ 72
3.1. Work Packages ................................................................................................................. 72
3.2. Work Breakdown Structure (WBS) ................................................................................... 73
3.3. Project Milestones and Milestone Charts.......................................................................... 75
3.4. Project Timelines............................................................................................................... 76
3.5. The Network Diagram ....................................................................................................... 77
3.7. The Critical Path of a Project ............................................................................................ 80
Self-Evaluation .................................................................................................................................. 81
Documents for Use in the Scheduling Phase ................................................................................... 82
Work Breakdown Structure in a Spreadsheet ................................................................................... 82
Risk Analysis ..................................................................................................................................... 83
Learning Unit 4: Project Planning ........................................................................................................ 84
Learning Map .................................................................................................................................... 85
Introduction........................................................................................................................................ 86
4.1. The Gantt Chart ................................................................................................................ 86
4.2. Project Costing and the Budget ........................................................................................ 88
4.3. The Communication Plan .................................................................................................. 91
Self-Evaluation .................................................................................................................................. 93
Documents for Use in the Planning Phase ....................................................................................... 94
Budgeting Worksheet ........................................................................................................................ 94
Gantt Chart ........................................................................................................................................ 95
Communication Plan ......................................................................................................................... 96
Learning Unit 5: Project Execution and Monitoring .............................................................................. 97
Learning Map .................................................................................................................................... 98
Introduction........................................................................................................................................ 99
5.1. Implementing and Monitoring a Project According to Best Practices ............................. 101
5.2. Change Control ............................................................................................................... 103
5.3. Budget Control ................................................................................................................ 104
5.4. Progress Meetings .......................................................................................................... 106
5.5. Project Reports ............................................................................................................... 107
5.6. Delegating During a Project ............................................................................................ 108
5.7. Monitoring Team Performance ....................................................................................... 112
Self-Evaluation ................................................................................................................................ 113
Documents for Use in the Execution Phase ................................................................................... 114
Progress Report .............................................................................................................................. 114
Milestone Report ............................................................................................................................. 116
Change Control Request ................................................................................................................. 117
Change Control Log ........................................................................................................................ 118
Scope Control ................................................................................................................................. 119
Progress Meeting Agenda............................................................................................................... 120
Learning Unit 6: Project Closure ........................................................................................................ 122
Learning Map .................................................................................................................................. 123
Introduction...................................................................................................................................... 124
6.1. The Close Out Report ..................................................................................................... 125
6.2. Project Handover ............................................................................................................ 127
6.3. Project Review ................................................................................................................ 129
Self-Evaluation ................................................................................................................................ 132
Documents for Use in the Close Out Phase ................................................................................... 133
Project Close Out Checklist ............................................................................................................ 133
Project Management Check Sheet ................................................................................................. 135
Conclusion....................................................................................................................................... 138
References ...................................................................................................................................... 139
Learner Guide
July/August 2013
Introduction
Welcome Note
Welcome to this learning programme in which you will be introduced to the fundamentals of managing
a project in the workplace. You will be taken through the basic terminology and then introduced to the
project life cycle and details about each phase of the cycle.
The activities included in this workbook have been designed to assist you in applying newly learnt
skills and knowledge and can be used to track your learning progress.
Activities included range from questionnaires to multiple-choice questions and case studies, with
some self-evaluation questions at the end of each learning unit.
You will be required to complete all activities in full by the end of the learning programme. The
facilitator will assist you to complete the workbook by giving you clear instructions and answering all
questions related to your learning experience.
At the end of each learning unit, you will also find useful templates of the relevant project
management documents. These can be used and modified as needed. In addition there is a short
reference list at the end of the learner guide for your use.
Please note that this learning programme is non-credit bearing. The activities contained in this
workbook will not be assessed for purposes of awarding you credits towards a qualification.
However, we hope that you will acquire a number of skills and a broad body of knowledge about
project management that will assist you in making decisions when next you have to manage a project
in the workplace.
Please identify either a project that you are currently busy with or one that is going to take
place in the next six months. Please note that the project that you decide on will be the project
that you will use for the remainder of your workbook exercises.
Should you not have a specific workplace-based project, please make use of the case study
contained named ‘Upgrading of IT System’ contained at the end of this section.
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Learning Outcomes
Upon completion of each learning unit, the learner will be able to accomplish the following:
1. Identify and describe the characteristics of a project,
2. Set project goals and objectives,
3. Distinguish between project management and operational
management,
4. Explain the concept of PMBOK within project management,
Learning Unit 1:
Introduction to Project
Management
5. Identify the project stakeholders and role-players and their
particular roles,
6. Identify and select the resources required for a project,
7. List the project success factors and best practices,
8. Describe the project life cycle,
9. Describe the project manager’s role in a project,
10. Explain the term scope creep as it relates to a project,
11. Identify the reasons why projects can fail.
1. Initiate a project in the correct manner,
2. Scope the project according to project stakeholder needs,
3. Identify the project deliverables,
Learning Unit 2:
4. Select the most suitable project team,
Project Initiation
5. Determine the project risks and constraints and plan to mitigate
these,
6. Prepare a Project Charter/Statement of Work for approval by
the project sponsor.
1. Identify the work packages for the project,
2. Compile a Work Breakdown Structure for a project,
Learning Unit 3:
3. Identify the milestones of the project,
Project Scheduling
4. Estimate the timelines for the project,
5. Compile the project’s Network Diagram and identify its Critical
Path.
1. Compile the Gantt for a project,
Learning Unit 4:
2. Identify the type of budget to be used for a project,
Project Planning
3. Compile the projected budget for the project,
4. Compile the communication plan for a project.
Continued on next page…
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1. Implement the project plan within best practices,
2. Monitor the project according to best practices,
Learning Unit 5:
Project Execution and
Monitoring
3. Initiate change control actions when required,
4. Control project expenditure,
5. Determine the need for progress meetings,
6. Compile the necessary project reports,
7. Delegate tasks during the project execution,
8. Monitor team performance during project execution.
Learning Unit 6:
Project Closure
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1. Compile the close out report for a project,
2. Conduct the project handover,
3. Review the project as a whole and the team’s performance.
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Glossary of Terms
Work through the glossary of terms to familiarise yourself with the basic terminology of
project management:
Activity
Task, job or process that is the smallest self-contained unit of work in a project.
Activity Network
Diagram of all the project activities.
Bar Chart
Chart on which activities and their durations are represented by lines drawn to a
common time scale (Gantt chart is the most common).
Baseline
Reference levels against which the project is monitored and controlled.
Breakdown structure
A hierarchical structure by which project elements are broken down.
Business case
Change
Change control
Close out
Closure
Constraints
Information necessary to assess benefits of a project against costs and resources
to assess whether the proposal should go ahead.
Changes to the deliverables, scope or objectives of a project.
Process that ensures that potential changes are recorded evaluated authorised
and monitored.
A process of finalising all activities across the project.
Formal end point of a project either because it has been finished or terminated
early.
Restrictions that will affect the scope of the project or the project activities.
The path through a series of activities, taking into account interdependencies, in
Critical path
which the late completion of activities will have an impact on the project end date
or delay a key milestone (there may be more than one critical path).
Deliverable
Dependency
Float
End products of a project or the measurable results of intermediate activities.
The relationship between different products and tasks, so that one activity or
product may not be able to begin until a dependent task is complete.
The maximum amount of time that an activity can slip past its earliest completion
date without delaying the rest of the project.
Gantt chart
A time phased bar chart showing planned activity against time.
Key performance
Measurable indicators that will be used to report progress that is chosen to reflect
indicators
the critical success factors of the project.
Life cycle
A sequence of defined stages over the full duration of a project.
Microsoft Project
Microsoft Project software application.
Milestone
A key event in the project.
Objective
The predetermined results towards which project is directing its efforts.
Phase
That part of the project during which a series of interlinked activities are carried out.
Plan
The project plan is owned by the project manager; it is the basis of the project
controls and includes the ‘what’, the ‘how’, the ‘when’ and the ‘who’.
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Product
Project deliverable.
Product breakdown
A hierarchy of deliverable products which are required to be produced on the
structure
projects.
Project brief
Statement that describes the purpose, cost, time performance requirements and
constraints of a project.
The document which sets out in detail what the project will entail. It is the
Project charter
document which is signed off by the project owner prior to its launch. (see also
Statement of Work).
Project management
Project management is the application of knowledge, skills tools and techniques to
project activities to meet project requirements.
Project manager
Person with the responsibility and authority to run the project.
Project team
People responsible to the project manager for carrying out project tasks.
Quality Assurance
The process of evaluating overall project performance on a regular basis to ensure
that it will satisfy relevant quality standards.
Quality
A characteristic used to measure the degree of excellence of a product or service
Requirements
A negotiated set of measureables that the customer wants and needs.
Resource allocation
Risk
Schedule
Scheduling
Scheduling of activities and the resources required by those activities so that
predetermined constraints of resource availability are not exceeded.
Defined threat or opportunity for the project.
A timetable for the project It shows how project tasks and milestones are planned
out over a period of time.
The process of analysing activities, durations and resource requirements to create
the project schedule.
Scope
The products, services and results to be provided as part of the project.
Sponsor
Individual or body for whom the project is undertaken.
Stakeholder
A person or group who have a vested interest in the outcome and deliverables of a
project.
Also called a Project Charter. This is the document which is submitted to the
Statement of Work
project owner or project sponsor for approval prior to the project being initiated.
(See Project Charter)
Termination
Completion of the project on formal acceptance of the deliverables by the
customer.
A group of related tasks that are defined at the same level within a work
Work package
breakdown structure. Usually each work package is distinguishable, has a
scheduled start and finish date, assigned budgets and agreed milestones.
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Case Study: Upgrading of IT System
The management of your business unit has taken the decision to upgrade the 64 computers in the
small organisation to Windows 8. They view this as a formal project that will be initiated at the
beginning of August 2013 and needs to be completed within 3 months and the Procurement Division
has set aside a budget of R500, 000 for the project.
You have been appointed as project manager and have been instructed to identify three other
persons to assist you. You will all still have to continue with your normal duties.
You identify the following people:

Lara Reynolds, an administration clerk who is 23 years old, single parent with a daughter of
18 months.

Sipho Mangane, an IT expert. He takes Friday morning off for religious purposes.

Barry Le Roux, a colleague and someone whose organisational skills you trust and is 52
years old.
You have to produce the Project Proposal within the first week of the project and the WBS within one
week of the Proposal being approved.
Of the 64 computers, only 26 have been identified as desktop computers. Some of the laptops are
used by employees who move from site to site and are not permanently in the office.
When the scope document is presented to management, they decide that the project can only take
place over 10 weeks and the budget must be increased to R550, 000 so that WiFi can be accessed
on the desk top computers in the office.
When the project actually gets underway, you have progress meetings on the third Friday of every
month.
You send 2 status reports to management: one at the end of April and one at the end of May.
On 23 August the service provider informs you of a strike that may delay the installation of the
operating systems on the laptops by 2 weeks.
On 13 September Sipho Mangane is offered a new post and leaves the organisation immediately.
The WiFi installation cost increases by 15%.
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Before the project started rolling out, you made sure that there was a direct line to a private consultant
for any queries that might arise.
Barry can still attend to his management duties in the Procurement Division on three days of the
week, but the other two days he needs to be working on the project.
You hold an orientation meeting with the team and ensure that they understand that you follow an
open door policy and they can contact you at any time regarding the project.
Lara has actually turns out to be a lazy worker, which infuriates Barry, who is very task orientated and
wants things done “yesterday”. Several arguments take place between the two of them during the
project execution. One argument arose because Lara failed to let the project team know about the
increase in the price of the WiFi installation.
You ultimately spend R482, 395.00 on the project.
The project is finalized 7 days after the amended deadline, but within the original deadline.
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Learning Unit 1: Introduction to Project
Management
Image source: http://www.biteslide.com
When you have completed this learning unit, you will be able to:
1. Identify and describe the characteristics of a
project,
2. Set project goals and objectives,
3. Distinguish between project management
and operational management,
4. Explain the concept of PMBOK within project
management,
5. Identify the project stakeholders and role
players and their particular roles,
6. Identify and select the resources required for
a project,
7. List the project success factors and best
practices,
8. Describe the project life cycle,
9. Describe the project manager’s role in a
project,
10. Explain the term scope creep as it relates to
a project,
11. Identify the reasons why projects can fail.
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Learning Map
You are here
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Introduction
The most common definition of a project is a sequence of activities which are connected over a
period of time, with a unique and defined outcome. Almost any major activity can be classified as a
project of a sort. However, when we talk of projects we are talking more especially about the defined
timeframe in which the activities have to take place and its unique goals and the fact that it is
therefore of a temporary nature.
1.1. Characteristics of a Project
Based on what has been stated in the previous paragraph, we can now say that a project differs from
the usual workplace interventions and has the following characteristics which make it distinctive:

Differs from the normal, run-of-the-mill activities of the workplace,

Has a clear scope,

Has the purpose of bringing about a change,

Has clearly defined goals which have to be achieved within the set timeframe,

Has clear start and end dates in terms of time,

Requires human resources with certain skills and expertise,

Requires the correct physical resources,

Involves specific and therefore a specific budget,

The needs of the client determine the nature and context of the project.
All projects are work but not all work is a project.
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Activity 1
Which of the following characteristics of a project as identified in 1.1,
could also be aligned to routine tasks completed in the workplace?
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1.2. Project Goals
Goals are important to project success because they are linked to the initial purpose of a project. The
goals also allow for understanding of the project’s process flow and why the deliverables are
important for the success of the project.
An easy way to remember the elements of a good goal is the SMART acronym.

Specific,

Measurable,

Achievable,

Realistic,

Time-bound.
You also need to remember the three P’s of goal setting:

Goals need to be put in writing,

Goals need to be personal; that is, every team member must have buy-in,

Goals must positive.
Goals are not only part of the project plan – they are the benchmarks when the project starts.

Project goals need to be reviewed regularly to ensure the progress of the project,

All participants in the project need to be kept up to date on progress towards achieving the
goals,

Accomplished goals should be announced and celebrated!
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Activity 2
What are the goals for your project?
Goal 1:
Goal 2:
Goal 3:
Goal 4:
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1.3. Project Management versus Operational Management
Due to the nature of a project, there is a distinct difference between managing a project and
managing operations in a workplace.
Here are two definitions of project management:
Wikpedia.org suggests that project management is the discipline of planning, organising,
motivating, and controlling resources to achieve specific goals.
The Project Management Institute sees it as the application of knowledge, skills and
techniques to execute projects effectively and efficiently.
If we look closer we can determine further that project management involves:

A set of specialist skills, knowledge and experience, needed to diminish the level of risk
within a project and improve its success rate.

A set of various tools and instruments used to ensure the smooth running of the project.
These instruments would include document templates, checklists report formats and review
forms.

A series of processes required to monitor and control time, cost, quality and scope on the
project, all of which have to be formalised prior to the project being executed.
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Activity 3
Given the three elements described above, list the characteristics of
project management for a project in your environment:
Project management is…
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1.4. Project Management Body of Knowledge (PMBOK)
The Project Management Institute (PMI) has attempted to determine a minimum body of knowledge
that a project manager needs in order to be effective. As from 2013, PMI has identified these general
areas of knowledge, which are briefly described. Further information can be obtained from PMI’s
website.
1. Project integration management ensures that the project is properly planned, executed,
and controlled.
2. Project scope management includes approving the project; developing a scope statement
that defines the parameters of the project; structuring the work into manageable components
with defined deliverables; verifying that scope planned has been achieved; and implementing
scope change control procedures.
3. Project time management, specifically developing a plan that can be attained and then
controlling the work packages to ensure that it is.
4. Project cost management which involves estimating the cost of all resources, including
people, equipment, materials, and items such as travel and other support details and then
compiling and controlling the budget.
5. Project quality management which includes both quality assurance (planning to meet
quality requirements) and quality control (steps taken to monitor results to see whether they
match the requirements).
6. Project human resource management which involves identifying the people required to
complete the job; defining their roles, responsibilities, and reporting relationships; sourcing the
most suitable people; and then managing them as the project is executed.
7. Project communications management which involves planning, executing, and controlling
the dissemination of all information relevant to the project at any given time. This information
includes project status, achievements, changes etc.
8. Project risk management including the identification and addressing potential and apparent
project risks and constraints.
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9. Project procurement management, involving decisions about purchases, selection of
vendors, contract administration, and ending contracts during the project closure phase.
10. Stakeholder Management – Stakeholders are crucial to the success of the project and the
impact of identifying the relevant stakeholders and their roles in the success of the project is
therefore an important aspect of project management.
The diagram below shows how these areas of knowledge correlate with each other.
Source: www.pmi.org.za
Overview of Project Management Knowledge Areas and Project Management Processes
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1.5. Project Stakeholders and Role-players
Every project is different in its structure. However there are commonly certain key stakeholders and
role-players who fit into the project organisational structure. The following organogram indicates a
common structure. The solid lines indicate lines of authority and generally the lines of direct
communication, while the broken lines show communication structures when necessary.
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1.5.1. The Sponsor
This is the person or party who initiates the project and provide the authority for the project to take
place. Generally the sponsor has identified a need and wants the project to be undertaken but does
not wish to do it.
The sponsor’s responsibilities can include:

Representing the interests of the organisation,

Ensuring goals, objectives, and the project itself has benefit,

Providing resources,

Making the project team aware of constraints,

Helping to inspire and motivate the team.
1.5.2. The Project Manager
This is the team leader who is responsible for making sure the project is completed and the goals and
objectives are achieved.
1.5.3. Stakeholders
Stakeholders are parties who may either be affected by the outcome of the project or they may simply
have a vested interest in the project. Often a stakeholder may be involved only at certain stages of the
project. Their main responsibilities include providing feedback and guidance.
Stakeholders can be mapped and classified in terms of the level of Interest and Power they may
have on a project – and therefore the potential Impact: This table indicates how to categorise the
stakeholder(s) of a project. It helps to ensure communication takes place with the stakeholder as
required.
OF POWER
LEVEL
LEVEL OF INTEREST
LOW
HIGH
LOW
HIGH
Minimal Effort
Keep Informed
A
B
Keep Satisfied
Key Players
C
D
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1.5.4. Project Team Members
These people are the people who do the actual work during the execution of the project. Members
focuses on a few tasks (or perhaps only one task), as assigned by the project manager.
1.5.5. Key team members
Those people who have expertise in a particular area and are used only for their expertise are termed
key team members. They typically assist the project manager directly, acting in a consultative
capacity when their expertise is required.
1.5.6. Suppliers
These are the people who provide the resources for a project and are crucial to the success of the
project. Resources could include services, materials, or products. Their sole responsibility is to work
with the project manager to deliver the promised items or services on time and at the agreed cost.
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Activity 4
Using the table below, identify the stakeholders and role-players in your
project and provide the details of their responsibility.
Stakeholder/Role-player Details
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Details of Responsibility
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1.6. Project Resources
Project management requires resources. These may be physical, financial or human resources,
depending on the project. We have already discussed some of the human resources and we will be
focusing on the budget as a tool for managing the financial resources in due course.
The physical resources must be identified early in the project cycle in order for arrangements to be
made for these to be available. What the physical resources will be can only be determined once the
project has been scoped.
Every project will have different physical resources. However, the project documentation to be used
during the project is a crucial resource and should be available from the outset, whether hard copy
templates or electronic.
Physical resources are generally of two types: direct resources and indirect resources.

Direct resources include those physical resources which will be needed by the project team
members themselves for use during the project, e.g. laptops, telephones.

Indirect resources include those physical resources which suppliers or specialists might
require to complete their tasks as part of the project execution and which they will access
themselves, e.g. equipment needed to complete a work package in the project.
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Activity 5
Using the table below, identify both the direct and indirect resources
your project will require and where these will be sourced from.
Required physical Resource
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Where will they be sourced from?
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1.7. Project Success Factors
In his book, Project Management: A Systems Approach to Planning, Scheduling, and Controlling,
Harold Kerzner writes about the Project Triangle. He explains that a project is like a triangle that
balances time, cost and scope. Changes in any one of the three elements will affect the other two
elements.
Time
Cost
Quality
Scope
For example, if the scope is increased, this will adversely affect the cost and will imply time
constraints. If the time constraints are not correctly managed, then the cost required for the project will
increase.
A project manager needs to manage all three elements to ensure a successful project, completed
within the allocated time frame and budget.
These three elements, when properly managed, should ensure the quality (which is defined by the
customer or sponsor) of the deliverables and the processes followed during execution.
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1.8. Project Management Best Practices
According to the experts in project management at high levels, the following key points can serve as a
guideline of what every successful project contains:
1. Clear, concise project definition, which includes project scope, purpose, objectives and
deliverables,
2. Clear project plan that outlines the project phases and stages and the related time lines of
each stage and phase,
3. Clear outline of role players, their responsibilities, required resources and logistics,
4. A clear risk management strategy, with risks, contingency plans and alternative actions
identified,
5. Clear outline of time schedule, break down of activities, and allocation of roles to project
resources,
6. Financial resources clearly outlined and realistically allocated, a payment plan and budget
control mechanisms indicated,
7. A strategy for scope creep and change management is in place,
8. Clear reporting mechanisms indicated and adhered to,
9. Clear evaluation and close out strategy is indicated.
It would be to the advantage of any project manager, to keep these in mind when working on a
project, be it large or small.
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1.9. Project Life Cycle
There is a very specific cycle which effective, successful projects follow. The cycle can be
categorised into the following phases, sometimes given different names:
1
2
3
4
5
Phase 1: Initiation
What the phase entails
Tasks to be undertaken
Sometimes called the Concept phase this is

Establishing the need for the project,
when the project is determined as viable or not.

Determining its feasibility,
If viable, it takes shape.

Considering alternatives,

Preparing proposals,
It often begins after the project has been

Developing basic budgets and timeframes,
selected. The purpose of this phase is to provide

Identifying the project team.
direction to the team, to decide what is to be
accomplished, and to identify constraints and
risks.
Output of this phase:

Project charter
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Phase 2: Scheduling and Planning
This is where the project team identifies the steps

Setting goals,
and develops the plan for how and when the

Developing the Work Breakdown Structure
project will be accomplished.
and relevant work packages,

Listing tasks to be done,
This is the most critical and most often neglected

Developing sequenced schedules,
phase of the project. Poor planning or lack of

Compiling the budget,
planning here can have consequences all down

Obtaining approval from stakeholders,
the line

Putting the required systems in place.

Approved project plan.
Phase 3: Execution
In this phase the plan is put into action. This is

Implementation of the work packages,
the time when the tasks are undertaken and

status meetings being held,
deliverables are the result.

Progress reports being compiled,

Communicating with the stakeholders,

Meeting objectives.
To make sure the work is on track; the team (or
the project manager) must monitor progress, and
if required, recommend changes.

Progress reports

Minutes of meetings

Updated project

Updated Budget
plan
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Phase 4: Closure
At this phase the project has been completed and

Project completion checklist,
the client/sponsor has indicated satisfaction with

Finalising the project close out report and
the results.
submitting to the client,
Deliverables have been finalised and handover of

Project handover to client,

Holding a project review meeting to consider
the project product takes place.
the successes and challenges of the project,

Making recommendations for future projects,

Reassigning project personnel.

Final Project Report

Signed off handover
Project Review Report
document
Phase 5: Control
Although strictly not a phase in itself, it is an important element of a project’s implementation.
Project control implies continually monitoring the

Status meetings being held,
progress of the project and the achievement of

Analysis of the budget,
the deliverables by all concerned.

Analysis of progress reports,

Corrective actions being implemented when
It also includes following a change control
process when changes need to take place and
necessary,

Change control taking place appropriately.
ensuring that everyone knows about the
changes.

A successful project without scope creep or major budget

Change Log
discrepancies
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1.10. The Project Manager’s Role
The project manager’s role can never be underestimated. Without an effective project manager, the
project is not guaranteed to be successful. Although much of the project execution is undertaken by
other team members, the project manager has several overarching responsibilities to fulfil.
These include:

Producing documents such as the project charter and project plan,

Keeping an eye on the big picture to ensure the progress is on track,

Motivating the project team and assisting them when necessary,

Communicating with sponsors, stakeholders, and others to make sure activities are clearly
understood,

Acting as representative for the customers of the project.
The project manager holds accountability for the success of a project.
Some of the traits of an effective project manager include:

Leadership skills,

Self-control,

Critical thinking, problem solving and decision making ability,

Negotiation skills and conflict management,

Client relations, operational flexibility and change management ability,

Ability to get things done – plan and follow a schedule,

Organised and systematic,

Ability to get things going,

Results orientated, but having concern for others,

Effective time management skills.
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Activity 6
Read this short case study and then answer the questions
which follow.
John Latham is a project manager in charge of a project to investigate and implement an MBO
(Management by Objectives) programme in the organisation. Including himself, the project team
consists of five team members. Since two of the members are more experienced than the others two,
John has appointed them to the position of team leaders. The team was allocated a large office that
accommodated the whole team.
One day, one of the junior members approached John with a question. He listened patiently and then
called for the entire team’s attention. “Lindi has a problem,” he said, “Let’s all listen to it.” He
suggested that everybody bring a chair and sit around the table. Once Lindi had explained the
problem, John asked if anyone had a solution to the problem. An hour was spent discussing the issue
at the end of which it was left to Logan, one of the team leaders, to decide what he considered the
best solution would be.
A week later, John called the team together. “We have a real challenge facing us,” he said,
“Management has just brought our deadline forward by 6 weeks. We cannot tolerate people going off
on a tangent again. Please concern yourselves with my direct instructions and nothing else.”
1. If you were a member of this team, what would your reaction be?
2. How consistent is John? Be sure to give reasons for your answer.
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3. What role should this project manager be playing?
4. What skills do you think John still needs to acquire:
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1.11. The Dreaded Scope Creep
Scope creep refers to the change in a project's scope after the project work has started. Generally,
the scope increases when new elements or activities are added after the project scope, plan and
budget have been approved. As a result, the project drifts away from its original purpose, timeline,
and budget.
This change in scope often comes about from small, seemingly insignificant change requests that the
project team accepts to keep the project sponsor happy and often without thinking of the
consequences. Eventually, the change requests start negatively influencing the project or one of the
requests turns out to require much more work than expected and timeframes and costings are
severely affected.
Scope creep can come about from:

Inadequate project monitoring,

Poor change control,

Weak project manager,

Demanding sponsor.
Due to the risk of possible project scope creep, it is essential to
document, as part of the charter, what is EXCLUDED from the project
scope!
It is the project manager’s responsibility to guard carefully against scope creep and to ensure that all
changes to project scope are documented, discussed and approved with the necessary additional
changes to timeframes and budget.
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1.12. Project Failure
The reasons for project failure are numerous and varied. Here is a brief list comparing why some
projects succeed and why others fail.
Fail
Succeed

Poor planning,

Thorough planning,

No communication,

Good time management,

Lack of resources,

Clear goals,

Lack of commitment/team,

Available resources,

Poor choice of leader,

Commitment by all project role-players,

Setting unrealistic goals,

Good project leader,

Lack of experience,

Setting realistic goals,

Unclear objectives.

Subject matter expertise
This learning unit has addressed the generic issues of projects and project management. It has given
broad guidelines for better understanding the processes involved in project management. We will
now be considering the individual phases of the project cycle and what needs to be done at each
phase.
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Self-Evaluation
1. What is a “Project”? Define in your own words:
2. What does “Project Management” refer to?
3. What is the purpose of any project?
4. List the phases of a project.
5. Which elements do you think are critical for consideration when scoping a project?
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6. How can scope creep be avoided?
7. Consider the elements of PMBOK. Which is the most significant when working with a
project team and why?
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Learning Unit 2: Project Initiation
1. Initiate a project in the correct manner,
4. Select the most suitable project team,
2. Scope the project according to project
5. Determine the project risks and constraints
stakeholder needs,
3. Identify the project deliverables,
and plan to mitigate these,
6. Prepare a Project Charter/Statement of Work
for approval by the project sponsor.
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Learning Map
You are here
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Introduction
In today’s world, many of us are accidental project managers: people who never intended to lead
projects until suddenly we find ourselves heading up one at the request of a line manager or top
management. At these times it is easy to think it will be a walk in the park, but very often things go
wrong – no matter how enthusiastically tasks were addressed - and the project fails because we didn’t
plan properly and then use the plan to run the project effectively.
2.1. Initiating a Project
The initiation phase of the project is very important. This is the phase when the feasibility of the
project is considered. Very often a project is started without any thought given to its viability and
simply because it sounds like the right thing to do. Then, halfway down the line, the project team
and/or sponsor realise that the outcome of the project is not worth the effort, time and money spent.
Proper planning could have obviated this.
It is also the phase where goals and objectives are identified.
Broadly, these are some of the key questions to answer when initially considering the feasibility of a
project:

Background information about your company or organisation?

Name of your project?

Why you are doing it (the purpose)?

Who will be involved?

Whether this is a project you have asked to do or if it has been assigned to you?

How it will benefit you, your department, a specific group of individuals, or your organisation
as a whole?

How much time you expect it to take?

Whether you have identified any costs?

What planning and tracking tools you will use?
The answers to these questions form part of the scoping process.
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2.2. Project Scoping
Project scope is the part of project planning that involves determining and documenting a list of
specific project goals, deliverables, tasks, costs and deadlines.
The project's scope explains the parameters of the project; establishes responsibilities for each team
member; and sets up procedures for how completed work will be undertaken and approved. The
scope statement also provides the project team with guidelines for making decisions about change
requests during the project. It is natural for parts of a large project to change along the way, so the
better the project has been scoped initially, the better the project team will be able to manage change.
When documenting a project's scope, stakeholders should therefore be as specific as possible.
Effective scope management requires good communication to ensure that everyone understands the
scope of the project and agrees upon exactly how the project's goals will be met. As part of project
scope management, the team leader has the responsibility to ensure approvals and sign-offs from the
project sponsor.
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2.3. Project Deliverables
Deliverables for a project need to be specified right at the outset, as these determine the project work
packages and activities, as well as providing a benchmark for progress. A deliverable is the end
product of the objective, and must reflect the quantifiable, measurable state of the objective.
The difference between an objective and a deliverable can be seen in the examples below:
Objective
Deliverable
Outline a QMS Model for the organization
QMS Scope document
Train 200 learners on a life skills programme
Attendance register showing evidence of 200
learners’ attendance.
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Activity 7
Identify the objectives and deliverables for your project,
by populating the table below:
Objective
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Deliverable
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2.4. The Most Suitable Project Team
When you are assigned a project, your first task is to choose the members of your project team. Think
carefully about who you choose!
To start, think about the areas that the project will involve and consider people who will meet the
needs of the project. You will also want people with skills in a variety of areas, including planning,
communicating, scheduling, and budgeting. You definitely want people who have the potential to be
high performers and good team workers.
Once you have identified the skills that you want, take a look at the people in the organisation.
Determine who matches your project’s needs. You may even want to list your desired team members
by role. (If you do this, make sure you include a second choice for the major roles.)
If your project is in a particularly specialised area (especially if this area is new for your company), you
may want to consider adding consultants or subject matter experts to your list.
Ask yourself:

Can general experience be sufficient? Does the individual need specific experience?

What interpersonal skills are required?

How many of each of these skilled people will be needed?

What level of supervision will be required for this role?

Not everyone is a team player. Is this important?
One of the obstacles to getting the right people on the project team may be that a certain person
works in a different department. It would then require some negotiation and following the correct
procedures to ensure that person is available for the period of the project.
There are additional issues to consider once the project team members have been identified and
welcomed to the project.
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Assigning Work
Once the work packages have been identified, the work needs to be assigned. Knowing how to give
effective work assignments can be a powerful motivational tool which encourages employee creativity
and commitment. Likewise, poorly assigned work can cause a project to come unglued.
Consider the training, experience and skill requirements and compare staff members against these
needs. At the same time, include opportunities for employee development and growth. Make sure the
expected results of a team member’s tasks are clear in your mind. Communicate the tasks clearly and
help the person to understand the bigger picture.
Make sure you have allowed for adequate time to explain the assignment fully and why it is being
done. Communicate objectives and standards of performance expected. The communication should
be a two-way process. Allow time for questions and clarification, and get feedback from the employee
as to how they see the tasks being completed. It is imperative to obtain commitment from the person
that he/she will do the task.
There are four issues that are critical to the success of the project team.

Accountability: Project team members must realize that they will be accountable for all work
undertaken and delegated to them.

Leadership: A project team needs a leader with more than technical expertise. Team leaders need
to understand brainstorming, group dynamics, and the ability to get information from others. Team
leaders also need to meet the same expectations as their team.

Resources: Teams should not be formed and then have to search for resources or technical
expertise. The manager accountable should see that these resources are provided.

Responsibility: Teams formed to address strategic issues should not be formed at too low a level.
Hands-on workers can deal with operational concerns, but they frequently do not have enough
information to address strategic considerations.
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Activity 8
Identify possible team members for your project, and populate the table below:
Name of project team member
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Brief description of the role of the
Briefly outline the relevant
team member in relation to the
experience the team member
project
brings to the project
Internal employee or
consultant/contractor
Name of project team member
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2.5. Risk and Constraints Identification
MURPHY’S LAW
Anything that can possibly go wrong – will.
Project managers must plan for risk. They must:

Identify potential problems and confront them before they occur,

Focus on the project’s goals and look for things that may affect quality throughout the
lifecycle,

Identify potential problems early in the planning cycle,

Involve personnel at all levels of the project.
Within the project environment, there are three types of risks:

The known risks are those that you or your stakeholders can identify from experience.

The predictable risks which are those that might occur.

The risks that catch the team unawares and are not predicted.
The most common risks to be considered include:

Funding: It may get cut or dry up,

Time: Other projects may land on your desk at the same time,

Staff: The person or persons you were relying on get sick, quit, or get assigned to another
project,

Customer Relations: You have customers from other departments, or external customers,
whose needs conflict with this project,

Project size or complexity: The project gets more complex than originally intended,

External factors (such as weather).
In general, risk has two characteristics:

Uncertainty: it may or may not happen,

Loss: the event has unwanted consequences.
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In order to plan for the possible risks in a project and to utilise the above mentioned
characteristics, the project manager needs to follow certain steps:
1. Identify the risks
There are a few ways to identify risks facing your project.

Talk to stakeholders about risk,

Brainstorm with the project team,

Learn from past projects,

Get information from others who have done similar projects and gather differing perspectives.
As you receive information about possible risks record it in a table. For example:
Risk Description
Probability
Impact
Priority
Response
Action Plan
Admin staff go on
strike
2. Determine the probability of it happening
Consider how likely it is that the risk will occur, on a scale of 1 to 5 (with 1 being very unlikely and 5
being almost certain). Enter this information in your chart.
Risk Description
Probability
Admin staff go on
2
Impact
Priority
Response
Action Plan
strike
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3. Identify the impact of the risk if it did happen.
Think about the consequences of the risk occurring. On a scale of 1 to 5 (with 1 being very little
impact and 5 being disastrous) rate each risk and enter this information in your chart.
Risk Description
Probability
Impact
Admin staff go on
2
4
Priority
Response
Action Plan
strike
4. Determine the priority of the risk
This is done by multiplying the probability score with the impact score. The higher the score the more of
a priority risk it should be.
Risk Description
Probability
Impact
Priority
Admin staff go on
2
4
8
Response
Action Plan
strike
5. Determine the response
The Project Management Body of Knowledge Guide identifies four ways that you can choose to
address the risk.

Avoid it.
One option is to change your project in such a way that completely avoids the risk. It is crucial that
the project can still be completed even if you change tasks to avoid the risk.

Transfer it.
Shift the risk to someone besides yourself. This is commonly done with a warranty, guarantee or
insurance.
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
Mitigate it.
This is one of the most common ways of managing risk. Using this strategy means that you look
for ways to reduce the probability and impact factors. For example, if you know that the bank may
not approve you for as much money as you need, you may want to look for other sources of
funding.

Accept it.
With this strategy, you may look at the risk and decide it’s not worth acting upon. You are
accepting the fact that the risk may happen. This is often done with risks that have low impact and
probability ratings.
Risk Description
Probability
Impact
Priority
Response
Admin staff go on
2
4
8
Mitigate:
strike
Action Plan
Employ casuals
for the duration of
the strike
6. Decide on the action plan
Once you have completed your risk chart, it’s time to finish off the process with an action plan. For
each risk, you will want to make sure that someone is assigned to it, just like a task.
Risk Description
Probability
Impact
Priority
Response
Action Plan
Admin staff go on
2
4
8
Mitigate:
Each
Employ casuals
departmental
for the duration of
manager to
the strike
compile a list of
strike
casuals and
contact details
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When initiating, considering and scoping the project, one significant issue to reflect on is that
of project constraints.
In other words, identifying and discussing those aspects which could possibly derail the project during
execution or even prevent the project from starting. Such possible constraints are as follows:
Resource Constraints

Key staff resources will be available only on a part-time basis,

Computer resources will be available on a limited basis,

Key customer resources will be available on a restricted basis,

A significant percentage of the project staff will not be experienced in the project’s required
skills.
Delivery Constraints

Deliverables submitted for approval will require working days for review,

There is no limit to review and approval cycles,

Equipment order lead times cannot be specified with accuracy.
Environmental Constraints

A significant percentage of the project staff will not be familiar with the operating environment,

Key decision-makers are difficult to contact when issues arise,

The project does not have a sponsor or steering committee,

The project environment is new and the components have not yet been successfully
integrated,

The project depends upon the successful and timely completion of associated projects.
Budgetary Constraints

Statistics used in preparing the estimates are unreliable,

Outside consulting requirements cannot be accurately estimated.
Source: http://ccis.ksu.edu.sa/
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Activity 9
Using the risk categories listed in the table below, identify and rate
potential risks to your project:
RATING
Risk category
Probability
Impact
Priority
1. Funding
2. Time
3. Staff
4. Customer relations
5. Project Size and complexity
6. External Factors
7. Other
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2.6. The Project Charter/ Statement of Work
The terms Project Charter and Project Statement of Work (SOW) are often used interchangeably. The
Project Charter is the documented outline of the project, and includes:

Purpose (why and how the project has been scoped)

Scope (Areas of work included and excluded from project)

Objectives (project objectives and deliverables)
The Project Charter or Statement of Work includes the following sections:
1. The Purpose Statement: The purpose of the project should be clearly spelled out in this
section.
2. The Scope Statement: The scope statement clearly defines what the project will and will not
do.
3. The goals and objectives: This section defines the criteria for success. It lists the measureable
goals and objectives to be achieved throughout the project.
4. The project deliverables: The tangible results or end products of one or more work packages
are the deliverables. These need to be closely aligned to the stipulated objectives of the project.
Even regular status reports, change requests, and other reports can be specified as part of the
deliverables.
5. Project benefits: This section will outline the benefits of the project when it has been
successfully completed. Remember that a project’s ultimate purpose is to bring about change.
6. Cost and time estimates: This section provides rough but well researched estimates of both
the costs and the schedule for the project. It should also explain how the figures for the budget
were derived and how the deadline was determined.
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7. List of stakeholders: This is where you identify all the key stakeholders such as managers,
sponsors, etc. and provide the names and roles of the project manager, key project team
members, and other team members as well as their contact details.
8. The chain of authority: The section defines who reports to whom on this project. A project
organogram usually suffices. Another useful tool is a responsibility matrix (a table that defines the
important roles and responsibilities on the project). Such a matrix is important because projects
often cross departmental and even organizational boundaries. If this isn’t spelled out, conflicts
about decision-making and who does what can derail a project.
9. Assumptions and Agreements: This section will contain a list of all agreements that would
form the basis for proposed interactions during the project should be detailed here.
10. The Communication Plan: The communication plan will indicate the communication channels;
who will communicate with whom; the reports that will need to be produced and how often; and
what meetings will be held throughout the project. It is also very important to show the
communication planned with the project sponsors.
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Activity 10
Complete the following Project charter for your identified project.
Project title:
Project duration:
Background to the
project’s identification:
Purpose Statement:
Scope Statement:
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Project goals and
objectives:
Project deliverables:
Project benefits:
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Project tasks:
Approximate cost:
Timeframe:
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Stakeholders:
Chain of authority:
Assumptions and
agreements:
Communication plan:
Approval:
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Signed:
Date:
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Self-Evaluation
1. Distinguish between an objective and a deliverable in a project:
2. Identify the two characteristics of risk and explain how they impact on the viability of a
project:
3. Explain the purpose of the Project Charter:
4. Why should the benefits of a project be stipulated in the Project Charter:
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5. When choosing a project team, what would be the most significant aspect to consider?
Explain your reasoning:
6. Many project managers spend a great deal of time identifying the risks and constraints
of a project. Why would they consider this task so vital?
7. Broadly based, what should be covered in the project scope?
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Documents for Use in the Initiation Phase
Your company letterhead
Project Charter
Project title:
Prepared by:
Date:
Version:
Executive summary:
Business objectives:
Keep track of all changes through version control
Give an overview of the project
List the specific objectives
Provide sufficient detail for each of these sections. The success
of the project scope lies in the detail:

Project scope inclusions – deliverables.

Project scope does not include – be specific.

Project completion criteria.

External dependencies – for example the weather or delivery
Project description:
of imported material.

Assumptions – it is very important that you clarify and record
these. If not the project sponsor can hold you responsible for
deliverables you did not agree to.

Project constraints – once again this has to be completed in
detail. Look at all the constraints including resources, time,
budget, performance criteria.
Project milestones:
This deals with the estimated schedule and target dates.
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
Primary plans: Give an indication of the primary plans.
Describe what you plan to do and what approach will be
followed. This will be described and updated in more detail
in the project plan.

Scheduled status meetings: How often will status meetings
be held, where will it be and who will attend. It is a good
Project approach:
idea to schedule the meetings in advance to ensure people
are available for them.

Scheduled status reports: How often will you give formal
feedback? What will the format be? Who will the reports be
addressed and delivered to? As with the meetings, it is a
good idea to schedule these dates up front.
Issue management:

How will issues be tracked and dealt with?

How will they be reported and to whom?

It is impossible for everything to run as initially planned due
to the fact that we live and work in a changing environment.
It is therefore important to identify the control procedures
and how changes should be logged and requested.
Change management:

Also indicate how these changes will be recorded and
reflected on the project plan and possibly even the project
scope.

Communication management:
Communication is probably the most important aspect of
any project. Identify and spell the communication policies
out and how communication strategies will be used.
Procurement management:

Who will be responsible for procurement?

Who has the signing powers on purchases?

What procurement contracts are or should be in place?

Who are allowed to sign contract with providers?

What are the consequences and how will the situation be
dealt with should providers not deliver on time?
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Resource management
Authorisations

The team will provide a resource management plan.

The resource plan will reflect on

o
The goods and services required,
o
Who is assigned to the project, and
o
Where will resources be obtained from
Signing power and levels of authority are very important in any
project and it is critical that these are determined at the
beginning stages and brought into the project scope document

It is important to list who will be able to sign for what, for
example:
Project scope approval /
signatures
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
o
The scope statement and changes,
o
The work breakdown schedule,
o
Risk management plan budget,
o
Performance changes,
o
The approval of project deliverables.
At the end of the scope document you need the stakeholders
to sign the document. These will include:
o
The project sponsor or owner,
o
The project manager representing the project team.
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Project Team Charter
Project title:
Project purpose:
PROJECT TEAM
Name
Title
Company/Department
Contact Information
TEAM MEETING SCHEDULE
Date
Approval:
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Time
Signed:
Location
Call-in
Date:
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Team Member Responsibilities
PERSONNEL
TASKS/ACTIVITIES
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Stakeholder Analysis
The purpose of stakeholder analysis is to inform the project manager and sponsor who should contribute to the project, where barriers might be, and the
actions that need to be taken prior to detailed project planning.
Stakeholder
Their interest or
What the project needs from them
Perceived attitudes and/or risks
Actions to take
requirement from the project
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Learning Unit 3: Project Scheduling
1. Identify the work packages for the project,
4. Estimate the timelines for the project,
2. Compile a Work Breakdown Structure for a
5. Compile the project’s Network Diagram and
project,
identify its Critical Path.
3. Identify the milestones of the project,
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Learning map
You are here
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Introduction
Once the Project Charter has been approved by the sponsors, it is time to do the preparation for the
project. Essentially, the preparation can be categorised into two stages: the scheduling stage
(when the sequencing of the different work packages is determined) and the actual, detailed
planning stage. This learning unit deals with the former stage of the process.
New project managers often attempt to schedule activities in sequence, one after the other. However,
much time and money can be saved by creating a plan that has several activities happening
simultaneously. If this is not planned carefully, though, the project could result in bottlenecks occurring
and confusion and misunderstanding occur. Avoiding these issues while still executing the project in
the minimum amount of time can be done by means of several project planning techniques.
We will now consider these techniques and how to use them to full effect.
3.1. Work Packages
A work package is a quantitative and qualitative description of an activity to be carried out in the
project - for example, the work to be done and the result to be achieved for a clearly defined task
within the project. Therefore, a work package can be broken down even further into several tasks and
sub tasks.
A work package can be generated by using a task or an activity in the project that needs to be done.
Work packages can be on any level in the work breakdown structure and are characterised by:

Clear timeframes,

Clear description of the work to be performed,

Costing,

Responsible parties.
Work packages assist the project team in compiling the Work Breakdown Structure, but in practice,
the two techniques are used side by side.
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3.2. Work Breakdown Structure (WBS)
The Work Breakdown Structure is the baseline tool which will help to ensure that the rest of the
project monitoring tools are effective. The more precise the WBS is, the better you will be able to
monitor other areas of the project in relation to the WBS.
The Work Breakdown Structure (sometimes called Product Breakdown Structure) includes a detailed
set work packages to be undertaken on the project. At this stage it is not viable to schedule the
activities, i.e. to decide the hierarchy of which comes first, second and so on – the idea is to simply
outline what must be done and how these work packages are linked
The WBS diagram will show clearly all the activities that must take place for the project to be
successful.
This is an example of a WBS:
Each organisation uses its own terminology for classifying WBS components according to their level
in the hierarchy. For example, some organisations refer to different levels as tasks, sub-tasks, and
work packages, as shown in the above outline. Others use the terms phases, entries, and activities.
Once the WBS has been outlined, it is much easier to see the overall picture of the project’s process
and where and how in the process simultaneous activities would be viable. It also assists with
resource identification and timeline determination.
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Activity 11
Compile a basic WBS for you project, using the
space provided below:
Project title:
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3.3. Project Milestones and Milestone Charts
Milestones are the major elements or steps of a project. A milestone is that point in the project which
is reached when a particular project objective has been reached and a deliverable has been
produced. It is not necessarily at the end of each work package, as we will see.
A milestone chart is exactly that: a chart, showing all the milestones to be reached during the project,
which can be displayed for all project team members to refer to and view the progress of the project.
The manner in which a milestone chart is produced is limited only by the creativity of the compiler(s).
Consider this format below as an example. MS Project utilises something similar to indicate
milestones.

If the milestone has been completed in full, it can be filled with a colour.

If the milestone is still being finalised, the diamond can be left as is.
A milestone chart can be even more useful if you use it to chart project progress. This is usually done
by crossing off each milestone in a different colour when the milestone has been reached or simply
using the colour as explained previously.
Remember, it is not necessary to use MS Project. A project manager can be creative in the way
projects are planned, charted and monitored.
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3.4. Project Timelines
Once the WBS has been finalised and agreed upon, the timelines for the project can be identified.
This can be based on a work package in general or each individual task, according to the needs of
the project.
Timelines of shorter projects are usually indicated by task, while longer projects are more suited to
timeline identification for the individual work packages.
Generally, it's a good idea to work backwards, since you know when your project is due. Make
adjustments depending on your time estimates to complete each milestone. In setting timelines, don't
forget to consider how much time you'll need to gather resources and do the work. It is also a wise
practice to allow extra time for the unexpected.
The timeframes need to be included in the WBS document – after careful consideration!
Activity 12
Write in the timelines for your project, using the WBS
you completed in the previous activity.
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3.5. The Network Diagram
Source: www.cnx.org
Once the WBS has been completed the Network Diagram is compiled. This is a tried and proven way
to organise and sequence the steps in a project and that is where it differs from the WBS. A
network diagram is a sequence of steps (activities), commonly represented by blocks, that are linked
together in the logical sequence they need to be carried out. Detailed task lists and a Work
Breakdown Structure are a good start, but they don’t draw the complete picture. They aren’t very
effective when it comes to coordinating tasks and resources. Network diagrams reveal the workflow,
not just the work.
If you are the only person working on your project, you will probably complete your tasks in sequence,
one after the other, until the project is completed. However, if your project involves more than one
person, people will be working on different tasks at the same time, and some tasks may depend on
others to be completed before they can be started and completed.
These interdependencies can be hard to figure out in your head. That’s when you really need a
network diagram — to help you picture how the pieces fit together.
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The network diagram shows the path of the projects, lists starting and completion dates, names the
responsible party for each task, and most importantly, shows where tasks can take place
simultaneously. You could display the network diagram on a wall where the whole project team can
see it. Then use a bright colour to mark off what has been done.
This is a powerful way to communicate a project’s progress and can often be used in collaboration
with the other forms of project progress control such as the Gantt Chart, the income and expenditure
statement, the milestone chart and progress reports.
3.5.1. A Checklist of Steps to follow in order to Create a Network Diagram
The Project Management Institute lists these steps to creating an effective network diagram:

Step
Description
1
List the tasks using your task list or your WBS (Work Breakdown Structure).
2
Establish the interrelationships between tasks.
a) What precedes this task? (What other tasks must be completed
before this one can start?)
b) What tasks follow this task? (What tasks can’t be started until this
task is done?)
c) What tasks can take place concurrently with this one? (What tasks
can be worked on while this is being completed?)
3
Identify milestones.
4
Lay out the tasks and milestones as a network.
5
Review the logic of the network.
6
Check whether the tasks are properly sequenced
I.
Are all preceding tasks identified
II.
Are all the tasks necessary?
III.
Are any tasks missing?
IV.
Do these tasks represent all that needs to be done in order to
meet the project goals specified?
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Activity 13
Using your WBS, compile a network diagram for at least two work packages
in your project. You may use the space provided below for this activity.
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3.7. The Critical Path of a Project
The critical path shows the longest necessary path and therefore the longest time needed to complete
a project. Any delay of an activity on the critical path directly impacts on the planned project
completion date and indicates scope creep.
This is an example of a critical path chart for a project:
The shaded nodes in the diagram above represent the critical path.
Source: www.cnx.org
The critical path can determine the following:

The maximum time needed for a project to be completed.

Which are the crucial activities to be completed along the critical path.
Activity 14
Mark off the critical path on the network diagram you compiled in the
previous activity.
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Self-Evaluation
1. Explain the link between the project objectives, work packages and milestones:
2. How does a project team identify the critical path on a network diagram?
3. Describe how you would involve your project team in scheduling a project:
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Documents for Use in the Scheduling Phase
Work Breakdown Structure in a Spreadsheet
WBS
1
1.1
1.1.1
1.2
1.2.1
1.3
Task
Predecessor
Responsibility
Reporting
Status Report
Weekly Status Report to xxx
Team Meeting
Regular Team Meeting
Compliance Progress Reporting
1.3.1
Create Compliance Progress Report template
1.3.2
Create Compliance Progress Report baseline
1.3.1
1.3.3
Receive data updates
4.2.2, 4.3.2, 4.4.5, 4.5.3
1.3.4
Update Compliance Progress Report
1.3.3
1.3.5
Distribute Compliance Progress Report
1.3.4
2
Planning
3
Analysis
4
Execution
Recipient Legend
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Risk Analysis
Risk Description
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Probability
Impact
Priority
Response
Action Plan
Responsible Person
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Learning Unit 4: Project Planning
1. Compile the Gantt for a project,
3. Compile the projected budget for the project,
2. Identify the type of budget to be used for a
4. Compile the communication plan for a
project,
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project.
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Learning Map
You are here
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Introduction
Once the scheduling and the WBS have been finalised, it is an easy task to finalise the actual,
detailed planning. The most common method of doing this is to use a Gantt Chart.
4.1. The Gantt Chart
Gantt charts are bar charts that show activities as blocks of time and are extremely useful, both as a
time planning tool as well as a method of controlling the timeframes. When a project is under way,
Gantt Charts help you to monitor whether the project is on schedule. If it is not, it allows you to
pinpoint the remedial action necessary to put it back on schedule.
A Gantt chart consists of a horizontal scale divided into time units (days, weeks, months) and a
vertical scale showing the work packages and sub activities. The work packages, tasks and sub
tasks are then listed in sequence of time, taking into account which elements must be completed
before others can start (task dependency) or which tasks occur simultaneously because they are
independent of each other.
Generally, the use of different colours (see legend and bars) has significance in the project monitoring
phase. Different colours can be used to indicate that a project is:

On track or overdue,

Completed tasks or tasks still in progress.
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Activity 15
Compile the Gantt Chart for two of your work packages identified in the previous activity.
You may use the grid provided below for this purpose.
Project Title:
Id
Task
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Start
Finish
Duration
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4.2. Project Costing and the Budget
Most projects run on a tight budget. Often, everything costs more and takes longer than you expected
it to. A common cause for this is that the budget was compiled in a hurry and the costing of key tasks
got left out of the process. Developing, analysing or evaluating a project budget is all about ensuring
that there is enough money to do what needs to be done.
There are two main methods of estimating costs:

Bottom-up budget: The project team compiles the budget by identifying costs, item by item.

Top-down budget: Senior managers estimate the costs and allocate that amount to you to
the team for execution.
Any Project Budget should be made up out of the following costs:
Cost Type
Description
Examples
Direct

Costs related to the use of

Salaries of team members,
resources that are required for

Materials, supplies & equipment,
completing the project activities.

Associated labour costs, contribution

Direct cost of labour to manage
to overhead, overtime.
project / project workforce.
Indirect

Overheads, expenditure to support

operations expenditures that are
incurred to support project activities.

Institution proportionate
management fee,

“Time x cost trade off” – elements
Stationery, cleaning material,
security,
that increase over time – if project

Admin, depreciation, rent, taxes,
life is extended or shortened, it

PC’s, printers, faxes, photocopiers,
directly impacts on these costs Time

Rent, water, electricity,
related costs which increase over a

Contract labour, temp staff.
Costs used to ensure project quality,

Monitoring & Evaluation, Audit fees,
direction and success.

Marketing, advertising &
period of time.
Contingency
Costs

communication,

Additional travel and
accommodation,

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Project Risks.
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It is best to compile the project budget in an orderly fashion,
task by task, step by step.
Identify the costs (time, people, supplies, equipment, external consultants, etc.) associated with each
task/activity in your project.
You will also want to add in funds for rewarding project staff and for emergencies.
Remember:

Costs are tied to project goals,

Costs are tied to time frames and schedules.
Establishing a reliable budget is possibly the most difficult task a project manager faces. For instance,
management will rarely accept your budget as reasonable: they will attempt to decrease amounts,
even if it means putting the project at risk. You will therefore need to document and negotiate what
you really need.
The template the project manager uses for the budget will be determined by the organisational
processes. Very often there will be one in place that can be utilised. If one is not available there are
many reputable project management websites where one could access such a template.
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Activity 16
Compile a basic budget/costing for your project. You may use the template provided below for this purpose.
Budgeting Worksheet
Project title:
Date completed:
Completed by:
Estimated costs
Phase
Task
Start date
End date
Equipment
Materials
Labour
Communication
Overheads
Total
1
1.
2
3
4
2.
5
6
Total
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4.3. The Communication Plan
Good two-way communication among all stakeholders is key for the success of a project. Good
communication prevents surprises, duplication of effort, and can help to reveal discrepancies and
scope creep early enough to allow for proactive action.
Prior to the execution phase, it is necessary to identify how each of the stakeholders will be kept
informed of the progress of the project. For this purpose one uses a communication plan. The
communication plan identifies the types of information to be distributed, the methods of distributing
information to stakeholders, the frequency of distribution and responsibilities of each person in the
project team for distributing information regularly to stakeholders.
A good communication plan generally includes the following elements:

Communication objectives,

Target audiences,

Key content for the communications,

Communication method and frequency.
In addition, you may want to develop templates for status reports, newsletters, or other
communications that you plan to issue. This will help your communications stay consistent and
professional.
When you are assigned the project, you should schedule separate meetings with the sponsor and
those meetings with the team members.
Once you have formed your communication plan, let your sponsor and others know what to expect
from you: weekly voice mails, monthly newsletters, or status reports at a particular interval. Also let
them know that if they do have questions to contact you directly. Make sure you provide your office
and cell phone numbers, and an alternate contact that you trust.
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The table below lists the steps for developing a project communication plan:
Focus on the following
Questions to ask
1. Communication

objectives:
2. Target audiences
(internal and external)
and the makeup of each
communications?

Who do you want to communicate with?

Refer to the roles established for the project. Consider a broad
range of stakeholders.
audience:
3. Purpose of the
communication for each
audience:
4. Key communication
messages and the
What are you hoping to achieve with your project

Why are you communicating with them?

What would they like to know?

What do you want to say?

The content should address the reason the audience will be
content of the message:
interested in the project.

Where will you find the information you need to collect for your
communications?
5. Information sources:

Some information may be from official sources, and other
information will be created as part of the project and stored in
documents or on the computer.
6. Frequency of the
communication:
7. Format and delivery
mechanism for the
communication:
8. The messenger:

How often do you want the communication to take place?

Weekly, bi-weekly, monthly, at the end of a stage, etc.

How does the target audience prefer to receive this information?

Report, phone, website, meeting, formal presentation, etc.

Who is the responsible communicator?

Who prepares and distributes or presents the communication?

Usually the project manager and project sponsor are the main
communicators, but the size of the project may require a person
who acts as the project communicator.
9. Communication

How will you know if your plan is working?
milestones and

Establish some simple performance indicators and evaluation
measurements of
measures to determine if the communication plan is effective.
success:
(Example – use of a Meeting Evaluation form after a meeting.)
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Self-Evaluation
1. Why is time important when you are creating budgets?
2. How can you communicate progress and motivate others to continue giving their best?
How can you motivate others to be as interested in the project as you are?
3. An effective and comprehensive Gantt Chart has many advantages. What are they?
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Documents for Use in the Planning Phase
Budgeting Worksheet
Project title:
Date completed:
Completed by:
Estimated costs
Phase
Task
Start date
End date
Equipment
Materials
Labour
Communication
Overheads
Total
1
1.
2
3
4
2.
5
6
7
3.
8
9
Total
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Gantt Chart
Project Title:
Id
Task
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Start
Finish
Duration
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Communication Plan
Project Title:
Deliverable
Description
Delivery Method
Frequency
Owner
Audience
<Deliverable>
<Description>
<Delivery Method>
<Frequency>
<Owner>
<Audience>
<Deliverable>
<Description>
<Delivery Method>
<Frequency>
<Owner>
<Audience>
<Deliverable>
<Description>
<Delivery Method>
<Frequency>
<Owner>
<Audience>
<Deliverable>
<Description>
<Delivery Method>
<Frequency>
<Owner>
<Audience>
Project
<Deliverable>
<Description>
<Delivery Method>
<Frequency>
<Owner>
<Audience>
Announcements
<Deliverable>
<Description>
<Delivery Method>
<Frequency>
<Owner>
<Audience>
Reviews and
<Deliverable>
<Description>
<Delivery Method>
<Frequency>
<Owner>
<Audience>
Meetings
<Deliverable>
<Description>
<Delivery Method>
<Frequency>
<Owner>
<Audience>
Team Morale
<Deliverable>
<Description>
<Delivery Method>
<Frequency>
<Owner>
<Audience>
<Deliverable>
<Description>
<Delivery Method>
<Frequency>
<Owner>
<Audience>
Reports
Presentations
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Learning Unit 5: Project Execution and
Monitoring
1. Implement the project plan within best
practices,
2. Monitor the project according to best
practices,
3. Initiate change control actions when required,
5. Determine the need for progress meetings,
6. Compile the necessary project reports,
7. Delegate tasks during the project execution,
8. Monitor team performance during project
execution.
4. Control project expenditure ,
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Learning Map
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Introduction
The execution phase is normally the longest phase of the project. It is the phase within which the
activities and tasks are undertaken and the deliverables are achieved. It is also the phase where the
project manager does the most quality assurance.
The tasks that would need to be performed by the project manager can include:

Performing the tasks of the project: The project manager’s priority is to perform the tasks that
were allocated specifically to him/her.

Maintaining resources: Those identified and required resources should be available when
needed and be utilised properly.

Providing training: Some project members may require training to perform their tasks effectively
and the project manager must ensure that this takes place. This is not always at the beginning if
a project, though.

Managing human resources: The project manager must be available to the project team to help
them execute their tasks. He/she will also need to provide informal feedback and provide a formal
evaluation of the team’s and each individual’s performance at the end of the project.

Monitoring the achievement of objectives and deliverables: During the execution of the
project, the project manager needs to make sure that the team is making progress towards
meeting the objectives of the project and putting the deliverables on the table.

Monitoring risks: It is also required to monitor the risks, both previously identified and new ones,
and respond as necessary. Continual communication with the project team is important in this
respect.
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Activity 17
List the five most important tasks that you see for yourself as
manager of your project:
1.
2.
3.
4.
5.
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5.1. Implementing and Monitoring a Project According to Best Practices
Planning a project takes time and energy and careful thought. Why
waste that by being negligent about the execution of the plan?
Of course, no project ever proceeds entirely as it was estimated and planned. The team’s challenge is
having the determination and discipline needed to apply the general project management skills
correctly and proactively.
No project should be implemented without being monitored. The objectives of project monitoring are
to identify the current status of the project; the potential for project failure; and the need to change the
way the project is being managed or planned.
The following methods could be used to monitor and evaluate on-going projects:
Method
Description
Project Review meetings
Standard agenda with monthly/quarterly feedback discussions against
targeted items from the base line plan.
Interviews
Talking to Project Owner and other stakeholders.
On-site Validations
Site visit based review of actual practices.
Desk-top Review
Information review through evaluation of submitted information
regarding the project progress, deliverables, financial status etc.
The following are what the experts believe are some of the best ways in which to implement a
project effectively:

Review the project plan on a regular basis to determine how you are progressing in terms of
schedule and budget. If your project is small, this may need to be weekly. For larger projects,
the frequency might be every two weeks.
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
Identify activities that have been completed and update the project plan to show that they
done and dusted. This helps with motivation to proceed, especially when things get tough.

Determine whether there are tasks that should be have been completed but are still in
progress – or at a standstill. Address this scope creep immediately by looking for ways to
accelerate these activities to get the project back on track.

Most project managers know to raise scope change management procedures if they are
asked to add a major new function or a major new deliverable to their project. However,
sometimes the project manager doesn’t recognise the small scope changes that get added
over time.

With scope creep, a series of small changes — none of which appear to affect the project
individually — can accumulate and have a significant overall impact on the project. Many
projects fail because of scope creep and the project manager needs to be diligent in guarding
against it.

Look for signs that the project may be in trouble. These could include the following:
o
A small variance in schedule or the budget starts increasing, especially early in the
project. There is a tendency to think you can make it up, but this is a warning. If the
tendencies are not corrected quickly, the impact will be unrecoverable.
o
You need to rely on unscheduled overtime to hit the deadlines, especially early in the
project.
o
Team morale starts to decline.
o
Deliverable quality or service quality starts to deteriorate.
o
Quality-control steps and project management time starts to be cut back from the
original schedule.
o
If these situations occur, raise visibility through risk management, and put together a
plan to proactively ensure that the project stays on track. If you cannot successfully
manage through the problems, raise an issue.

“Issues” are significant problems in a project and need to be resolved as quickly as possible.
The project manager should manage open issues thoroughly to ensure that they are actually
being resolved and not merely being addressed. If there is no urgency to resolve the issue or
if the issue has been active for some time, it may not really be an issue. It may only be a
potential problem (risk), or it may be an action item that needs to be resolved at some later
point. Real issues, by their nature, must be resolved with a sense of urgency.
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5.2. Change Control
Uncontrolled change is one of the biggest headaches of a project manager. Even a minor change
made to the design of one of the project components could affect whether or not the project comes in
on time, on schedule, or whether it meets its objectives. Uncontrolled changes will create confusion,
and confusion will erode commitment to the project. Decrease in product quality, overall morale and a
general loss of interest on the part of the project team will most likely take place when a project
manager does not control the project properly.
That is why a solid change management process needs to be implemented. Putting this kind of
process in place enables you to achieve the objectives, within the timeline required, and within the
projected budget. Without change control, the project scope becomes a moving target and you are at
risk of missing one or more of your project success factors. Project change is inevitable and you must
be prepared to deal with it when — not if — it happens.
The change control process is therefore fundamental to the successful delivery of the project. It
ensures that each change introduced to the project environment is appropriately defined, evaluated
and approved prior to implementation.
Change control follows six key, formal processes after the need for change has been
identified:
1. Submission and receipt of change a request, regardless of how large or small these are. This is
accomplished by completing the necessary change request form.
2. Review and logging of change requests in the Change Log. This is an administrative action
involving using a database within which all requests for changes are registered and tracked.
3. Determination of the feasibility of change requests. This takes place either through meetings,
document review or research.
4. Approval of change requests, which is documented correctly.
5. Dissemination of information regarding the change.
6. Implementation and closure of change.
It is essential that project members understand the importance of addressing all project changes by
means of this process. Remember than one unauthorised change can cause the whole project to fail.
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5.3. Budget Control
Apart from ensuring tasks are completed on time, budget control is the most crucial aspect of a
project. Spending more money than the project was allocated can ruin the project. Even if the
project objectives are met and the deliverables are of an excellent quality, the fact that more money
was spent than originally anticipated causes questions to be asked, explanations to given and, very
often, conflict.
The purpose behind monitoring the project budget is to see if there are any discrepancies between
the project budget (what is available to spend on specific items) and the expenses already incurred
for those items. This comparison of planned expenditure and actual expenditure is important to
determine the position of the project budget and to prevent considerable over expenditure. However,
it is expedient to consider income variances as well, if these are part of the budget.
In comparing the actual expenditure with the planned budget, it is possible to determine the cost
variance (difference between planned and actual). For instance, work achieved thus far has cost
less, or more, than what was budgeted for or work completed so far is less than scheduled, but has
cost more to complete. Negative variances need to be addressed through some corrective action.
In order to control the project budget and specifically the expenditure during the project
implementation, the following should take place:

Manage the scope of a project carefully. Scope creep has a nasty way of eating at the
budget without the project manager realising it. For instance, unplanned tasks impact
negatively on the man-hours of the project and, with that, the “salary” of the people involved in
these tasks. Changes to the project must follow the change control process in order to be
costed so that the impact on the budget is identified.

Use a formalised budgeting document where all information is displayed. A template which
can be populated with the projected and actual income and expenditure, such as an income
statement, assists greatly in this regard.

Regular review of the budget and changes made to the projected budget within reason is
necessary. A small correction on a budget immediately is much easier to deal with than
major changes at a later stage.
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
Sometimes, appointing a trustworthy team member or team leader to implement budget
control, frees the project manager for other tasks. This person then has responsibility for
keeping the budget up to date, reporting regularly on its status and generally ensuring
overspending does not take place without valid reason. A person with a financial background
is suitable but, if such a person is not available, the team member with strong organisational
and analytical skills is the best.

Providing information to the project team members and possibly, the sponsor regarding the
budget and specifically discrepancies is required. This ensures that everyone can commit to
ensuring that the budget stays on track and possibly discuss ways in which this can be done.

Continually identifying the most cost effective way of performing tasks and checking that it
stays in the budget. This includes looking at using the resources properly and actually
comparing quotations to get the best deal from a supplier. Keep in mind that the lowest
quotation is not necessarily the best.

Keeping regular track of the resource usage and implementing cost saving mechanisms.
Talking to the team members about saving on costs and encouraging them to do this helps a
great deal. Very often a team member puts forward a way to save costs that the project
manager has not even considered.

Documenting and filing all paperwork assist with budget control, as everything is there for
reference purposes, both immediately and in future.
However, discrepancies which indicate that less has been spent than projected are also to be
reviewed and the question asked as to why this has happened. This may seem innocuous, but if a
project manager consistently spends less than projected, his/her judgement on expenditure can be
questioned and the next time a budget is requested the chances are that it might be cut because
he/she “always asks for money than needed”.
By using the budget appropriately and keeping track of variances, however minor, the project
manager and the team will be well on the way to a successful project which will impress the project
sponsor and satisfy the stakeholders.
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5.4. Progress Meetings
Status or progress meetings are common and are probably the most appropriate means of monitoring
a project with the team
Before you begin executing the project, you should schedule status meetings. These meetings are
typically held once a week, although they can be less frequent, depending on the project.
Status meetings allow the project manager to keep track of the progress of the project tasks, and they
provide much-needed support for project team members because issues can be discussed, ideas can
be put forward by all team members and decisions can be made for the way forward. This should
ensure buy in from the team as well.
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5.5. Project Reports
A project report is essentially a summary of information related to the activities of the project. There
are a number of different reports that need to be compiled at various intervals and the project
manager will have to identify the type of the report needed and the frequencies of each report.
Examples of these are:

Progress or status reports,

Special reports,

Financial reports,

Management reports,

Final project report.
Progress reports must be generated on a regular basis, and in order for them to be effective,
they need to be:

Easily understood,

Easy to read,

Concise,

Based on facts,

Clearly structured,

Well prepared documents.
A tidy, systematic and consistently formatted document makes for easier reading and implies a
careful and professional attitude towards its preparation. Remember that quantity does not
automatically guarantee quality. Conciseness, clarity and elegance are invaluable qualities in report
writing.
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5.6. Delegating During a Project
It is essential that the Project Manager understands the process of delegation in the execution phase.
The successful delegation of tasks and responsibilities not only by the Project Manager but also the
Team Leaders within the project team will ensure that tasks can be carried properly and timeously.
Tasks were allocated during scheduling and planning and now the responsible parties must step up
and deliver.
As a project manager, in order to determine when delegation is most appropriate, there are five key
questions you need to ask yourself:
1. Is there someone else who has (or can be given) the necessary information or expertise to
complete the task? Essentially is this a task that someone else can do, or is it critical that you
do it yourself?
2. Does the task provide an opportunity to grow and develop another person’s skills?
3. Is this a task that will recur, in a similar form, in the future?
4. Do you have enough time to delegate the job effectively? Time must be available for
adequate training, for questions and answers, for opportunities to check progress, and for
rework if that is necessary.
5. Is this a task that you should delegate? Tasks critical for long-term success (for example,
recruiting the right people for your team) genuinely do need your attention.
To whom should you delegate tasks?
Although tasks were allocated prior to the execution of the project, it very often happens that the
project manager finds himself/herself in the position of having to delegate even further during
execution. The factors to consider in this case (and during the initial allocation) include the following:

The experience, knowledge and skills of the individual as they apply to the delegated task.
o
Will the person need training and is there time for this?
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
The individual’s preferred work style.
o
How independent is the person?
o
What are his/her long-term goals and interest, and how do these align with the work
proposed?


The current workload of this person.
o
Does the person have time to take on more work?
o
Will you delegating this task require reshuffling of other responsibilities and workloads?
Matching the amount of responsibility with the amount of authority. Should the person:

Wait to be told what to do?

Ask what to do?

Recommend what should be done, and then act?

Act and then report results immediately?

Initiate action and then report regularly?
Tips for delegating

Understand that you can delegate some responsibility; however you can’t delegate away ultimate
accountability.

Delegate to the lowest possible organisational level. The people who are closest to the work are
best suited for the task, because they have the most intimate knowledge of the detail of everyday
work. This also increases workplace efficiency, and helps to develop people.

Provide adequate support, and be available to answer questions.

Focus on results. Concern yourself with what is accomplished, rather than detailing how the work
should be done: Your way is not necessarily the only or even the best way! Allow the person to
control his or her own methods and processes. This facilitates success and trust.

Avoid “upward delegation”. If there is a problem, don’t allow the person to shift responsibility for
the task back to you: ask for recommended solutions; and don’t simply provide an answer.
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
Build motivation and commitment. Discuss how success will impact on financial rewards, future
opportunities, informal recognition, and other desirable consequences.

Provide recognition where deserved.

Establish and maintain control.
o
Discuss timelines and deadlines,
o
Agree on a schedule of checkpoints at which you’ll review project progress,
o
Make adjustments as necessary,
o
Take time to review all submitted work.
You can do anything, but not everything.
-David Allen
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Activity 18
List those tasks in your project that could possibly be delegated by
you at any given point in the project.
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5.7. Monitoring Team Performance
The monitoring of team performance is not only essential in project management, but also to
management in general. Through the monitoring and review of employee performance the manager
is able to establish if the human resource of the project is in fact on track and in line with the proposed
project plan and scope.
This monitoring and review practice will provide the project manager with a clear picture indicating
whether the team members are performing to the identified standards, and/or whether there are areas
that require retraining or on the job coaching. There are certain actions which assist in monitoring
project team performance more effectively. These include the following:

Set standards for team performance. Make sure that team members have been involved in the
development of these standards to ensure commitment and adherence. Make sure there is a
common understanding of the deliverables to be produced, the quality requirements for each
deliverable, the standards and procedures to be followed, and the cost estimates and schedule
that each person is being asked to commit to.

Meet with the team. Conduct regular meetings with team leaders to review issues, share
experiences, and resolve problems and concerns. Insist that team leaders hold similar meetings
with their team members, and that identified issues are recorded, communicated, and followed
through to closure.

Communicate project information. This will ensure that everyone is thoroughly informed and
there is no excuse for discrepancies. On a small project, effective communication may require
nothing more than routine, informal, interaction among the team. On a project with multiple subprojects and/or a distributed project team, a more formal communications programme will be
required to address the needs of all stakeholders in the project.

Acknowledge achievements. Positive reinforcement is a key element of effective team building
and monitoring. This can be as simple as a few words of praise or public recognition, or
nomination for a more formal rewards and recognition.

Conduct team performance reviews. Reviews should take place at the end of each major
project phase, whenever the team member is about to leave the project, at the end of the project,
or on a minimum six-monthly basis.
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Self-Evaluation
1. What are the essential elements that one should aim to control during a project?
2. What have you learnt about ensuring that the project team progress is monitored and
recorded against the project plan?
3. What is the relationship (if any) between project planning and project control when
implementing a project?
4. Describe the purpose and usage of the ‘project change control log’.
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Documents for Use in the Execution Phase
Progress Report
Project Title:
Reporting Period:
Project Manager:
Project Sponsor:
Prepared by:
Date Prepared:
Project Status:
Project Description:
Key Deliverables Completed this period
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Eg: On schedule
Project End Date:
Key Deliverables Outstanding this period
Delivery Date
Key Deliverables for next reporting period
Project Phase:
0
dd/mm/yyyy
Delivery Date
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Risk Management
Log No
Risk
Issue Management
Action/Status
Log No
Issue
Change Management
Action/Status
Item No
Details
Approved
Financial Statement
Capital
Source
Budget
Actual
Revenue
Remaining
Forecast
Source
Budget
Actual
Remaining
External
Forecast
Source
Budget
Actual
Remaining
Forecast
Signed:
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Milestone Report
Project Title:
Deliverables due
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Date of Milestone meeting/discussion:
Due date
Action to take to bring deliverable or task back on schedule
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Change Control Request
Project Title:
Project
Project Number:
Manager:
CHANGE REQUEST
Originator:
Phone:
Date of request
Change request no.
allocated by Change
Controller
Items to be changed
Reference(s)
Description of change (reasons for change, benefits, date required)
Estimated cost and time to implement (quotation attached? Yes
No )
Priority/Constraints (impact on other deliverables, implications of not proceeding, risks)
CHANGE EVALUATION
What is affected
Work required (resources, costs, dates)
Related change requests
Name of evaluator
Date evaluated
Signature
CHANGE APPROVAL
Accepted
Rejected
Deferred
Name
Signed
Implementer
Date completed
Date
Comments
CHANGE IMPLEMENTATION
Asset
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Signature
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Change Control Log
Project Title:
Project Number:
Change number
Project Manager:
Description of change
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Date received
Date evaluated
Date approved
Date completed
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Scope Control
Project Title:
Project Number:
Activity
Project Manager:
Planned Time
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Actual Time
Variance
Planned Cost
Actual Cost
Variance
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Progress Meeting Agenda
Date:
Time:
Venue:
Project Title:
Meeting Objectives
State in one or two sentences the overall purpose and objective of the meeting.
Action Item: Review
Name of Topic: Chair
15 minutes
The first thing to cover in a project meeting is the action items from the previous meeting. Action
items and who they were assigned to were sent out in the meeting minutes from the previous
meeting. This section lists the assignees and their action items. The Chair for this topic will call on
each of the assignees for them to state the status of their action items. Before the meeting be sure to
let the assignees know that they will be presenting the status of their action items during the meeting,
if they are unable to attend the meeting then they should have their representative attend the meeting
and present for them.
Name
1. First Action Item from last meeting
2. Second Action Item from last meeting
Name
1. First Action Item from last meeting
2. Second Action Item from last meeting
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Schedule Review
45 minutes
The Project schedule is reviewed during this meeting topic. The review covers the status of all work
completed since the last meeting, work performed since the last meeting and work which will be
performed prior to the next meeting.

Work Completed

Planned Work for next two weeks
Risk Management
10 minutes
Risks are typically identified in the project plan and the project schedule. This topic discusses risks
which are being actively monitored, risks which have been closed out since the last meeting and risks
which need to be actively monitored and managed in the coming few weeks. Responses to any risks
which were realized since the last meeting are also discussed along with the response taken.

Risk 1

Risk 2

Risk 3
New Action Items
5 minutes
Before the meeting adjourns all new action items assigned during this meeting are reviewed. The
review is to ensure that all action items are clearly defined, assigned to someone, and agreed upon
by the meeting attendees. Be sure to include due dates for action items as some are expected to be
completed prior to the next meeting; whereas, others may have a shorter or longer due date.
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Learning Unit 6: Project Closure
1. Compile the close out report for a project,
2. Conduct the project handover,
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3. Review the project as a whole and the
team’s performance.
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Learning Map
You are here
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Introduction
The project is closed only when all activities identified in the Project
Closure Report have been completed.
Project Closure is the last phase in the project and must be conducted formally so that the business
benefits delivered by the project are fully realised by the customer. Following the completion of all
project deliverables and acceptance by the customer, a successful project will have met its objectives
and be ready for formal closure.
Project Closure always includes at least 5 areas, regardless of the type of project or
intervention:
Number
Area of project closure
Description
1
Contract management

Service providers and temporary staff contracts end.
2
Stakeholder management

Communication to all relevant stakeholders.
3
Project Administration

Administration and document archiving,

Finance,

Asset distribution.
Impact evaluation.
4
Project Evaluation

5
Close Out Report
Final project report must reflect on matters such as:
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
Project Evaluation Results,

Contract management,

Stakeholder management,

Project Administration.
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6.1. The Close Out Report
The project close out report is usually produced in a standard format with the broad
categories as suggested below:
1. Project Purpose & Deliverables.
2. Project Outputs (targets, budgets, time-frames).
3. Financials.
4. Evaluation: objectives met impact of intervention.
5. Risks and Challenges.
6. Lessons learnt.
7. Recommendations for future interventions.
The close out report is generally not a short report: it is comprehensive and fairly detailed. It takes
some time to compile and it is always beneficial for its compilation to be the concerted effort of all
project team members. A close out report meeting (not to be confused with the review meeting)
should be held. At this meeting the focus is on factual, objective information that needs to be included
in the report.
In longer projects (and shorter complex projects), it is difficult to remember everything of significance
by the time the project reaches its end. To this purpose, it is recommended that everyone, and
particularly the project manager, keeps notes during the execution of the project. These notes later
become the reference material for compiling the close out report. Minutes of progress meetings and
all reports filed during project execution also serve as reminders of what took place.
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Activity 19
List those heading and sub headings you would include in
your project’s close out report:
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6.2. Project Handover
The handover stage of a project comes along and you could be forgiven for thinking that all of the
hard work has been done. After all, by this point in the project you have identified and implemented
the necessary tasks and the work is just about completed. However, this is a stage you shouldn’t take
too lightly, as it professionally reflects - to the client, sponsor and everyone else - all the effort and
energy expended during the project.
Here are a few guidelines for effective project handover, specifically for the project manager:

Don’t rush it
If you have been working on the same project for a long time then there could be a real
temptation to rush through the handover process. Unfortunately, this could result in something
significant being omitted out or something going wrong. After you have spent so much time and
energy on the project you should be keen to get the handover exactly right and avoid any
negative issues. Take extra time to ensure that it has been done properly and then feel quite
certain that the handover took place properly rather than worrying about whether you did
everything professionally at the end of the hard work.

Get the right signoff
Every project needs to be signed off by the appropriate parties. You should have identified these
people at the very beginning of the project. These are usually the project sponsors who initially
gave approval for the project and should therefore know exactly what the project entailed. As the
project manager it is your responsibility to obtain the correct sign off without relying on anyone
else.

Document everything
Don’t forget that a lot of the knowledge you built up during the project is known only to you. Very
often questions arise regarding the project long after the project has been finalised. These notes
mean that there will be no problem when these questions are asked in the future and you have
forgotten about the subject. If you write everything down then it is all clear and available for
anyone to use even when you are working on something else and this project is little more than a
distant memory.
Continued on the next page…
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
Whatever happens after project handover, let it go...
It sometimes happens that project owners change what you and your project team put in place
during the project. Although this may seem to be an insult and questioning what you and the
team did, there isn’t very much you can do about it. If you have followed the correct handover
process and the sign off took place as required, the project is no longer yours and they can now
make whatever changes they feel are needed. It can be a rather bitter end to a project when this
happens but you need to remember that you have done your job well and it is now up to others to
take the process forward.
Project handover generally includes the following activities:

Finalisation of any contracted services - including any unresolved items.

Collection and handover of documents.

Demonstration of the benefits of the project to the key stakeholders, if necessary.

Formal sign off of the project by the sponsor.

Celebration with the project team and key stakeholders – a very important aspect in order for the
team members to have closure for themselves.

Archiving of all project documentation.

Reallocation of team members, either back to routine operations or on to new projects.
The project closure phase signifies the end of the project. If properly managed, it results in a feeling
of satisfaction and the opportunity to reflect on another successful intervention.
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6.3. Project Review
Reviewing the project as a whole is an important aspect of the project processes. Although it reflects
on the history of the project, its benefit is future focussed. What one project team learns from a
project can influence the way the next team tackles a similar project.
The project review should:
Identify things that went wrong in the project,

Identify why things went wrong,

recommend corrective actions, so that the same things don't go wrong on future projects,

Identify areas that can be improved on future projects,

Develop methods, processes and procedures to ensure the improvements are implemented
on future projects,

Identify areas where staff performance can be improved,

Suggest methods of improving staff performance, for example training.
The outcome of the project review is a concise report that covers the above.
Ideally the project review should be carried in out in a blame free, supportive atmosphere, but
realistically the project review can be a sensitive exercise and it is not uncommon for some members
of the project review meeting to be either aggressive, defensive or offended by observations made at
the review meeting. It therefore necessitates careful and sensitive handling by the project manager.
Taking good notes for the duration of a project can be of enormous benefit. Documentation on
research and initial planning is important. However, the execution phase generates information on
what could (and did) go wrong and the solutions you developed. This information is critical to help the
next team create a better plan.
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Activity 20
List those tasks in your project that would need to be reviewed:
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The project review meeting:
The meeting must not be recriminatory and it is not an opportunity for
people to criticize other project team members.
Preferably the meeting should be held after the project has been finalised but before people have had
time to forget the problems encountered on the project. The experts suggest that the project review
meeting be held about 2 weeks after project sign off. Of course, if problems are involved obtaining
sign off, the project review should be held when required, probably with a view to resolving the sign
off problem.
The aim of the project review meeting is to analyse why mistakes and problems arose during the
implementation of the project and, most importantly, to make recommendations that will ensure that
these or similar problems do not arise during future projects. Apart from this very important objective,
the meeting participants should also look at ways to improve performance on future projects.
If the meeting agenda is made available to those attending a reasonable time before the meeting and
they are requested to bring constructive ideas to the meeting with a view to suggesting improvements,
it is likely the meeting will be successful and produce effective results.
The meeting must not be seen as an opportunity to discipline staff. This should have already taken
place during project execution. However, performance appraisals would probably also take place
after completion of the project and these are an individual concern between the team member
concerned and the project manager or possibly another line manager.
A full set of progress meeting agendas and minutes, together with agreed actions should be produced
for the meeting as a reference for the discussions to take place. Remember to acknowledge the good
work that took place during the project and “celebrate” particular individual’s achievements.
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Self-Evaluation
1. Describe the value of an effective project review meeting:
2. What process would you follow if the project sponsor refuses to sign off the project and
maintains that the aim of the project has not been met?
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Documents for Use in the Close Out Phase
Project Close Out Checklist
Project Close Out Checklist (would need to be extended for effective use)

1. How close to the scheduled completion date was the project actually completed?
2. What did we learn about scheduling that will help us on our next project?
3. How close to budget was the final project cost?
4. What did we learn about budgeting that will help us on our next project?
5. Upon completion, did the project output meet customer specifications without
additional work?
6. If additional work was required, please describe.
7. What did we learn about writing objectives that will help us on our next project?
8. What did we learn about staffing that will help us on our next project?
9. What did we learn about monitoring performance that will help us on our next project?
10. What did we learn about constraints that will help us on our next project?
11. What techniques were developed that will be useful on our next project?
12. What recommendations do we have for future research prior to a project?
13. What lessons did we learn from our dealings with outside contractors?
14. If we had the opportunity to do the project over, what would we do differently?
15. What would we do the same?
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DETAILS

16. Original project purpose, scope and deliverables reflected in the final Project Closure
Report?
17. All change requests reflected in the final Project Closure Report?
18. Final Project Closure Report consistent with findings of project Progress Reports?
19. Financial management and status (recon’s and audits) satisfactory?
20. Implementation and management of the project satisfactory?
21. Closure strategy sufficient, given the scope and impact of the project?
22. Project purpose and deliverables met?
23. Time lines met?
24. Project activities within the project plan, or evidence of “scope creep”?
25. Project finances within the project plan, or evidence of wasteful/unsound expenditure?
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Project Management Check Sheet
DETAILS
Y
N
COMMENTS
A:SET UP - INITIATION
1
Developed the business case?
2
Is a full options appraisal necessary?
3
Is the project in line with the strategic plan?
4
Has the project received sign off by sponsor or
project board?
B: SET UP - DEFINITION
1
Has a PID or project definition form been
completed?
2
Are roles explicit and documented?
3
Are levels of authority clear?
4
Have you carried out a stakeholder analysis and
planned accordingly?
5
Have you assessed risks and put a plan into
action to monitor them?
6
Are you clear what is driving the project Quality,
Cost or Time (1 only)
7
Have clear project review procedures been
established?
8
Has planning started for a start-up workshop (or
series of workshops)?
9
Team selection - have you got the correct mix of
skills and professional experience?
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DETAILS
Y
N
COMMENTS
C:DELIVERY PLANNING
1
Have you broken the project down into its
component parts – work breakdown
2
How accurate are your estimates? If a low
percentage then recalculate.
3
Have you developed a milestone chart or
produced a Gantt chart?
Have you developed an overall project budget?
Have you sought advice from financial experts
4
Have you identified the critical path for the
project?
5
Have you developed a communications plan
and included its component parts into the
Gantt charts?
6
Are you continuing to carry out risk analysis
throughout the project?
7
Are quality standards high? How do you
know?
D:DELIVERY
1
Have you identified the appropriate type of
control – loose versus tight?
2
Project reporting – are you clear who reports
what and to whom and how?
3
Do you have a clear procedure for managing
change?
4
Have you developed a planned versus actual
schedule? How up to date is it?
5
Tolerance – have you an agreed tolerance
figure?
6
Variations – are these quickly flagged?
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DETAILS
Y
N
COMMENTS
E: CLOSEDOWN AND REVIEW
1
Post project review has been planned?
2
Learning identified?
3
Is the project still delivering the benefits
intended?
4
Is there a case for abandoning the project – off
schedule or delivered a significant part of it?
5
End of project review reports are produced
and circulated?
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Conclusion
Projects are not always easy – but then they’re not always difficult either!. Like every major event in
life, what transpires (and how it takes place) in a project depends very much on how the planning and
preparation is undertaken.
A project manager and his/her team should keep this in mind so that they can ultimately reflect on a
project well managed and walk away knowing that the objectives of the project have been met to the
best of the team’s ability.
Initially, it was stated that projects are work. This is, indeed, true – but projects can be fun too and the
most rewarding aspect of a project is seeing progress and watching the deliverables put on the table,
one by one.
All the best with your projects. May they be rewarding to all concerned and may you go from strength
to strength as a project manager.
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References
Baca, C. M. Project Management for Mere Mortals. Pearson Education, 2007.
Baker, K and Baker, S. The Complete Idiot’s Guide to Project Management. Alpha Publishing, 2003.
Brookson, S. Essential Managers: Managing Budgets. DK Publishing, 2000.
Bruce, A and Langdon, K. Essential Managers: Project Management. DK Adult, 2000.
Mintzer, R. The Everything Project Management Book. Adams Media Corporation, 2002.
Project Management Institute. A Guide to the Project Management Body of Knowledge, Third Edition.
Project Management Institute, 2004
www.projectmanagement.org.za
www.projectmanagement.co.za
www.projectoffice.co.za
www.projectmanagementdocs.com
www.microsoft.com/en-za/templates/project-management
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Transcription

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