2. Understanding Project Terms
Project
• Project – is a temporary endeavor to create a unique
product, service, or information
• It is divided into several phases to improve management
control and provide links to the ongoing operations of the
performing organization
• Collectively the project phases are known as the project life
cycle
3. How to write a project plan?
• Know exactly what you to
do.
• Be able to differentiate a
portfolio, program,
and project
• Phases: 1 single phase
or multiple phases
• Know project
methodologies
Project
Project Phases/
Project Life Cycle
• Initiating.
• Planning.
• Executing.
• Monitoring
• /controlling.
• Closing.
Project Management
Process
• Project processes
• Process Group
• Process interaction
• Customizing Process
Interactions
• Mapping of Process
Management Processes
4. Portfolio
Program
Project
Multiple programs put together
Project portfolio management
Multiple projects put together
A temporary endeavor to create a
unique product or solution.
With sub projects
Note: Not interchangeable
5. Project Life cycle – sequential steps of various phases that
are unique to your needs/projects
Human Life Cycle
• Conceiving
• Birth
• Childhood
• Teenage Hood
• Adulthood
• Death
• Business needs
• Solution framework
• Common disciplines
and shared
responsibility
• Operations Framework
• Service delivered
IT Project
• Serve to define the beginning
and the end of the project
• Determine the transitional
actions at the beginning and the
end of the project are included
and which are not
• Typical sequence defined by
most project life cycles:
- Requirement to design
- Construction to operation
- Design to manufacturing
6. Element of Project Management Process
There are five processes that are not quite customizable
1. Initiation – Determine project needs, scale industry ( simple/complex)
2. Planning – No easy tasks. It’s difficult. More detailed than initiation. It answers to
what, and why you’re doing it (objective, scope, cost, time, key stakeholders, key
milestones)
Planning
What are we
going to do?
How are we
going to do it?
How do we
know when
the project is
done?
7. Cont.
3 Executing
4 Monitoring and Control
5 Closing - Conclusion of the Project:
a) Determine if the project should continue in its next phase;
b) To detect and correct errors cost-effectively
Note: Not all companies have their own in-house methodology, framework, or terminologies
8. Project Plan and Development
Inputs
• Other planning outputs
• Historical information
• Organizational policies
• Constraints
• Assumptions
Tools and Techniques
• Project planning m
methodology
• Stakeholder skills &
knowledge
• Project Management
Information System (PMS)
• Earned Value Management
Outputs
• Project Plan (s)
• Supporting
details
9. I
N
I
T
I
A
T
I
O
N
Project
Project – is a temporary
endeavor to create a
unique product, service,
or information, or
deliver a certain output
or outcome, with scope,
stakeholders’ schedules,
budget, and milestone.
Stakeholders
Develop a Project
Charter
Stakeholders are specific people that
have stake on the outcome of the
project either internal or external to the
organization (ie. Project sponsor,
Executive Committee, Supplier)
Project Charter is a document
that kicks off the project. It has
scope objectives, risk
assumptions, project
organizational chart, and
statement deliverables, created
by PM and sent to all
stakeholders who are part of the
projects for signatures.
Inputs:
• Product
Description
• Strategic Plan
• Project Selection
Criteria
Tools & Techniques
• Project Selection
Methods
• Expert judgment
Outputs:
• Project Charter
• Project
Manager
identified/Assig
ned
• Constraints
• Assumptions
10. P
L
A
N
N
I
N
G
S
T
E
P
S
Requirement
Scope
Statement
Work Breakdown
Structure (WBS)
Time
Management
Cost
Management
Closing
Process
Why – Product, service, information
What – deliverables (Scope) Expenses (Costs)
When - Start/End
Who – Who does what (Resources)
How – How to get there?
Defining what the
project is all about,
critical aspects or
focus. Background
info, justification (why
are we doing it?)
Supporting
details, what
stakeholders
wants
Break down project
deliverables, a
hierarchical fashion in
manageable sections,
chunks
L1 Directors
L2 Middle management
L3 Doers
Creating Action plans,
bringing accountabilities
Project
timing
Direct, indirect,
variables, risk
registers,
contingencies
Cost baseline +
management
reserves
Hand project
to the client,
final lessons,
team
members go
back to their
base,
celebrate
11. P
L
A
N
N
I
N
G
M
A
P
Start Finish
Timelines
Deliverables
• Brainstorm project process. Review process and look for areas of improvement
• Explain the whys of working from start to finish
• Sequential steps – linearly step by step of what should be exeuted
• How deep of a PM do you create?
• High Level – in depth
• Middle level – process map
Note: The conclusion of a project is marked by a review of both key deliverables and project
performance to date
Phase-end-review are called -phase exits, stage gates or kill points
12. Project Deliverable Definition
• A project deliverable is a good or
service produced by your project that
must be delivered at the end of the
project.
• A deliverable is always going to be
within the scope, budget, and timeline
that you’ve set for the project.
• Your deliverable is going to be
something that you have approval for
from all your key stakeholders
(particularly the sponsor and the
steering committee) as to what exactly
you are delivering.
13. Examples of Project Deliverables
• Your deliverable will be dependent upon the scope of your project:
What exactly you’re meant to do on the project.
• Your project scope can encompass so many different things! It
really depends on what kind of project you’re doing.
14. Deliverable Diagram
Build a House
Structure
Design Electrical Inside work Outside
Works
Scaling
Modifying
y
Finalize
design
foundation
Framing
Wiring
Plumbing
Appliance
Cabinets
landscaping
Security
Roofing
Sub
works
• Deliverable is a tangible, verifiable work product such as FS, detail design, or a working prototype
• Each phase s marked by the completion of one or more deliverables
15. Deliverable Diagram
Build a House
Structure
Design Electrical Inside work Outside
Works
Scaling
Modifying
y
Finalize
design
foundation
Framing
Wiring
Plumbing
Appliance
Cabinets
landscaping
Security
Roofing
Sub
works
16. Requirements
• The requirement is a condition or capability that is required to be present in a product,
service of information to satisfy a contract or other formally imposed specification.
• Collecting the requirements of what the stakeholders want (interview)
• Project charter – fully signed ( in agreement with what is expected of them)
• WBS
• Action Plan
• Risk Plan
• Consider the budget, quality, and scheduling
• Change Control Documents
• Docs for reference
• Learn to create key docs file/email/chat windows
18. Project Management Team
• Identify stakeholders
• Determine their requirements
• Manage and influence those requirements to ensure successfully
project completion
19. Stakeholders
• Stakeholder registry (internal and external).
• Individuals and organizations that are actively involved in the project or
whose interests may be positively or negatively affected as a result of
project execution or project completion.
• May also exert influence over the project and its result,
• Key stakeholders: Project Manager, Customers, Performing organizations,
Project team members, sponsors, and many others who may have an
interest.
Note: Managing stakeholder’s expectations may be difficult because most
often they have different objectives that may come into conflict
20. • Customers and Users: Customers are the people or
organizations who will approve and manage the
project’s product, service, or result. Users, as clear from
the name, use the product.
• Sellers: Sellers, also known as vendors, are external
companies that enter into a contractual agreement to
provide services or resources necessary for the project.
• Business Partners: They are external organizations that
have a special relationship or partnership with the
enterprise.
• Organizational Groups: Organizational groups are
internal stakeholders who are influenced by the actions
of the project team. For example, human resources,
marketing, sales, legal, finance, operations,
manufacturing, etc.
• Functional Managers: They are key individuals who
play the role of management within an administrative or
functional area of the business. For example, human
resources, finance, accounting, etc.
•Sponsor: A sponsor is a person or group who provides supplies and support for the project
and is liable for assisting success. He may be external or internal to the organization.
•Other Stakeholders: They are additional stakeholders which include financial institutions,
government regulators, subject matter experts, consultants, and others, which have a financial
interest in the project, contributing inputs to the project, or have in the outcome of the project.
Reference: https://www.invensislearning.com/blog/who-are-project-stakeholders/
21. Process Mapping
• Visual tools that explain way of working from start
to finish, explaining all steps in a sequential order
of the inputs and the actual activities for the
output and in the visual representation.
• Easy to understand
22. Why project mapping?
• It is a great way to explain to other people the current state map
from start to finish.
• Future state. Brainstorm with team members on the new process,
and present the sequential ways of working. Review and take a look
at the current process. And find areas for improvement.
• With great details, project mapping lays all the activities out.
• Amazing tool for training documents.
• Big challenge is how deep a project mapping to create (too high level,
in depth, overwhelming)
23. Project Charter
Understanding project charter
• Justification (why of the project)
• Background information
• Scope statement
• Roles/responsibilities ) Sponsor, Steering Committee, Team Members
• Schedule
• Communication channel
• Risks
24. Project Scope
• The most critical aspect of the project. It is the work performed to deliver a
product, service or information with the specified features and functions
(described in a contract or other formally imposed specification)
• Defining project scope (clear not vague)
• Defining what the project is all about (Project Charter)
• Requirements, justification, assumptions, constraints
• Summary of deliverables for greater clarity
• Supporting details (overall project timelines)
• Standard processes
• Get assumptions/risks from a high level ( project and organization related). Reach
out to sponsor, executive committee
• Quality products at a reasonable cost
• Success criteria
• Finally, the scope goes to project plan
Note: Solicit comment from the
sponsor – clarity on the deliverables
25. Concept of Scope
Baseline
Scope Statement
Work Breakdown
Structure
WBS Dictionary
• From top to below, decomposed deliverables into smaller
manageable pieces called things not action
• If it’s a hybrid model, go in-depth. How many layers do you
want to go? (work packages/work segments)
• Can you confidently estimate time, and cost? If you can not,
breakdown further
26. Work Breakdown Structure
• Breakdown into manageable chunks, break it
down systematically
• Creating activities in sequential order (input-
actual activities-outputs)
• Bridging accountabilities
• Amount of work totally understood the scope
• Translate into an action plan with the
comment section
• Action plan as the communication plan
• Easy way to handle the project
• Correct scope and timing
27. Boat Making
Manufacturing
Design Electonics Rigging Testing
Scaling
Modify/
Adjusty
Finalize
design
Decide or not
Procure
materials
Wiring
Plumbing
Laminate
Electronics
Pull Trial
Sea Trial
Framing
hull/deck
Assemble
Cosmetics
Sanding
/Painting
Segments
Note: everything happens after the WBS. Calculate
costing using the WBS
Scope Creep – extending its boundary – not to stretch
its limit. Put boundaries around it
28. Boat Making
Manufacturing
Design Electronics Rigging Testing
Scaling
Modify/
Adjusty
Finalize
design
Decide or not
Procure
materials
Wiring
Plumbing
Laminate
Electronics
Pull Trial
Sea Trial
Framing
hull/deck
Assemble
Cosmetics
Sanding
/Painting
Segments
Project A : Engr. Ryan Fernandez
Project B : Engr. Louie Valenzuela
Project C : Engr. Norwin Rapin
REACTOR: William Dovin Vinluan
29. Time Cost
Scope
In management literature, this equilateral
triangle is also referred as the “Quality
triangle” of the project
Quality Planning
Inputs:
• Quality policy
• Scope Statement
• Product Description
• Standards & Regulations
• Other Process Outputs
Tools & Techniques
• Benefits/Cost Analysis
• Benchmarking
• Flow Charting
• Design of experiments
• Cost of Quality
Outputs
• Quality Management Plan
• Operational definitions
• Checklists
• Inputs to other processes
In public administration, quality management is communicated
as an attitude that stresses customer satisfaction, improves
internal processes and empowers employees to make
decisions
30. Project Team Members
• Whose in the team
• Where are they from
• Team confirmation (full/part time)
• How much time dedicated (estimate)
• Buy in – bring everyone together, behavior expectations, work
teamwork tone should be working together. If not address, you can
have fires that you have to fight
31. Some
consideration
• Need to decide on what vital technical work
should be done in each phase
• Who should be involved in each phase
• Cost and staffing levels are low at the start,
higher towards the end, and drop rapidly as
the project draws to a conclusion
• The probability of project completion has
the lowest. Hence, risks and uncertainty are
the highest, at the start of the project
• The influence on the final characteristics of
the project’s product and the final cost of
the project is the highest at the start and
gets progressively lower as the project
continues.
Initial
phase
Intermediate
phases 1 or
more
Final
Phase
Start Finish
Cost &
staffing
pattern
32. Project Timing
• Estimate how long to complete the difficult
project. Breakdown further, putting in
sequence
• Priority matrix due to budget constraints
• Use Gantt Chart – easy to use from start to
finish
• Optimize, be flexible
A Gantt chart is a commonly used graphical depiction of
a project schedule. It's a type of bar chart showing the
start and finish dates of a project's elements such as
resources, planning and dependencies.
Project crashing. crash project, the
additional cost of resources (resources and
additional labor)
Fast-tracking – the practice of
overlapping phases (starting from one phase
before the previous phase deliverables).
33. Project Risks
• Initial risks
• Stretch resource
• Contingency plan bring to
sponsors attention
Note: Risk Registers, contingencies estimates
are to be included in your
Risk Management Planning
Inputs
• Project Charter
• Organization’s Risk Management Policies
• Defined roles & responsibilities
• Template Organization’s risk management plan
• WBS
Tools & Techniques
• Planning meeting
Outputs
• Risk Management Plan
Project A : Erika Cruz
Project B: Christopher Rosario
34. Budget
• Assumptions about budget - Capital cost, operational costs, variable
expenses
• Can you deliver with the amount of money that you have
• Risk Registers, and contingencies estimates are to be included in your
budget.
85% 15% 5% 100%
Project Budget Contingency Reserve Management Reserve Total Project Budget
38. Product Scope
“we need to deliver a website based on WordPress (It’s a
platform that half on the internet used) with minimum
customer software development. This site needs a
homepage, blog archive, an article template as it was
designed, and a special form to collect emails”.
39. Project Scope Statement
• A project scope statement is a narrative description of a product and
project scope.
• Justification of the project.
• Product scope
• Acceptance criteria
• Deliverables
• Project exclusions
• Constraints
• Assumptions
Project Scope Management
• Scope Initiation
• Scope Planning
• Scope Definition
• Scope Verification
• Scope Change Control
40. Project Scope Statement
• A project scope statement is a narrative description of a product and
project scope.
• Justification of the project.
• Product scope
• Acceptance criteria
• Deliverables
• Project exclusions
• Constraints
• Assumptions
1 Ramil Y Ferreol
2 Rojenel T. Gaetos
3 Katya Santos
4 Mary Ann Opetina
Discuss one project scope
Time Cost
Scope
Reactor: Madel M. Cruz
41. Project Justification
“I” as a customer need a platform to host my articles on project
management and build an audience of loyal readers. It’s a
cornerstone of my business”.
42. Product Deliverables
• Homepage with texts, images, and form to collect emails.
• Blog archive that lists 10 recent articles with side bar
• Blog spot template
• A form at the end of each article
43. Project Exclusions
• Websites will be created on WordPress so custom software
development is beyond this project
• (Explicit exclusion) for the perfect Junior Project Manager Program is
out of the scope of the project.
44. Project Deliverables
• Project definitive with start and end and with deliverables at the end
of the project.
• Understand deliverables at the beginning stages (Initiation/Planning
stage).
• Do not assume deliverables. Once you assume it you are in trouble
• Deliverables should be crystal clear
• WBS
• Project schedule
45. WBS
End Product
1.1 Deliverable # 1
1.1.1 Work Package
1.2 Deliverable # 2 1.3 Deliverable # 3
1.1.2 Work Package
1.1.3 Work Package
1.1.4 Work Package
1.2.1 Work Package
1.2. 2 Work Package
1.2.3 Work Package
1. 3.1 Work Package
1. 3.2 Work Package
1. 3.1 .1 Work Package
1. 3.1 .2 Work Package
47. Acceptance Criteria
“We agree this is delivered when I can access the pm basics 101.com
site on the internet and see the main deliverables”. There should be
no defects that prevent using the main functionality doesn’t have a
single workaround. Visually and functionally, the site should look and
perform as described in specifications and designs.
“Client should provide a sign off on the final results
48. International Project (UNDP)
Program
med
Strategic
Planning
UNDAP
UNDP
CPD
Analysis
for a
Program
Implementing
Programme
Projects
Joint
Programmes
SSC Projects
Evaluating
Prorgamme
Programmed
Completion
& Transition
National
Priorities
and SDGs
Strategic
Plan
Justifying
a project
Defining
a Project
Initiating
a Project
Implementing
a Project
Closing a
Project
Major Steps in Lifecycle of UNDP Programme
49. Internationalization
• Projects can span national boundaries.
• Must consider
1. Effect of time zone differences
2. National and regional holidays
3. Travel requirements for f2f meetings
4. Logistics of teleconferencing
5. Volatile political differences
51. Kick-Off Meeting – Establishing the Project Rhythms
1st official meeting (Project Manager; Team Members) to get orientation and
timelines of what exactly to do (Project Charter)
1. Opening Remarks from Sr Officials
2. Meeting reminders house keeping time outs
3. Meeting Logistics
4. Team intro – cross department
• Sets up expectations – accountability down the road
• Charter Review and O & M (Provide copy in advance)
• Ways of working – Communication plan (Channel) where to upload
docs?
52. Cont:
5. WBS Creation
• High-level and complex break it down into buckets
• Version A Project Manager
• Version B Team Members contributing
Note: need longer hours for inputting; team creating it
taking note of vacation/travel sched
6. Layout next step for everybody
• Initial tasks to execute
• Tasks items in WBS are send to team members.
• Guide, lead, make sure that team members are accountable down the road
• Bring agility from A-Z
53. Cont:
7. Closing
• Thanks team for attending, reminding them of the WBS status
• establish project share points (tasks, expectations, when to do it)
54. Negotiating
• Involves conferring with others to come to terms with them or reach
an agreement.
• Negotiated directly or with assistance; mediation and arbitration are
two types of assisted negotiation/
• Occurs around many issues, at many times at many levels of the
projects
• Scope, cost, and schedule objectives
• Changes to scope, cost, or schedule
• Contract terms and conditions
• Assignments
• Resources
55. Project Plan Approval
• Follow the hierarchy of command and channel of command.
• Present to decision-makers. Negotiation for both parties
56. Effective Meetings
Pre-meeting preparation
• Documents are in order
• Meeting kit preparation
Post meeting
• Resolutions
• Management approval
• 2-3 hrs after the meeting info
are collected within 24 hrs
Actual meeting (F2F or Virtual)
• Arrive early, Get everything set up
• Admin announcements: Meeting rules, Timeouts,
etiquette, Face the window, virtual – cam eye level, mute
yourself, use chat or raise hand functionality, keep it
professional, check your background, check what you are
wearing, Video off when snacking, coffee
• Agenda
• Share innovative ideas; Brainstorming; create ideas
• Avoid updates (email update summary)
• Last 10-15 minutes – Summarize all the times all items
acted upon review tasks lists, emphasize responsibilities,
and due dates associated with the tasks.
Do not waste precious time
57. Project Management
• Competing demands for (scope, time, cost, risks, quality).
• Stakeholders with different needs
• Identified rquirements
58. Basic Principles to Project Management
• Define the job in detail
• Get the right people involved
• Estimate the time and costs
• Break the job down using the 40-hour rule
• Establish a change procedure
• Agree on acceptance criteria
59. Relationship to Other Management
Disciplines
• Functional Departments and supporting disciplines
• Technical elements
• Management Specialization
• Industry groups
64. Key General PM Skills
1. Communication skills. Listening to a lot of information. Keep
people aware of the foundation, changes, and direction, getting
everyone aware of new information. Repeat things over and over,
practicing and repeating.
2. Organization skills. Have a macro view, zooming into a particular
activity. Activities should impact everybody else. Use SharePoint
clickable updates on track.
3. Leadership skills. Using leadership hut. Office politics – competing
players, inspire and motivate them, provide guidance (ie. Technical
team and digital teams), removing roadblocks, ensuring that team
has clear path.
65. Cont.
4. Problem-solving. Involves a combination of problem definition and
decision making
• Problem definition: Requires distinguishing between causes and
symptoms ( internal or external, technical, managerial, and I
interpersonal)
• Decision-making – It includes analyzing the problem to identify
viable solutions.
• Once made, decisions must be implemented
68. How to Organize at Work
1. Stop multitasking people cant control multitasking. Hence, stop the
myth that multi-tasking works.
2. Organize your brain – de-stress your brain, have the right amount
of sleep, have min break, and be physically well.
3. Organize your workspace/ 360 degrees circle. Things you don’t
need, get rid of it. Avoid clutter. What you need is within your
fingertips. Get the habit of checking your emails. Touch it once.
Make sure you have 20 things in your inbox. Organiza your email
calendar.
69. Project Success/Failure
• Do not avoid conflict.
• Address that elephant in the room, if not, it will spiral out of control and will
impact the scope, time, and budget
• Vague/unrealistic team expectations. Motivate team on the job deliverables and
due dates.
• Poor communication. Over-communication, check on your team, validate what
you’re looking to jobs done.
• Non-Project Manager. Understand the basics of project management skills from
start initiatives.
• Poor Risks Management or no risk management. Risks are part of projects. Have
a simple analysis. Ie members have several workloads- apply mitigation and
contingency.
• If you don’t understand deliverables, the project become loose and muddy.
70. • Guidance to think big pic, a task list on your tactical approach.
Remind why and where they’re doing it.
• Focus on time management and prioritization. Whose urgent for? Do
not get lost in the needs of all your tasks
• Look back, step back, look at everything around you
• Prioritization. Must have a clear timetable as you will be bombarded
with a lot of “urgent” things. Where is the priority sequence that
would get things done?
• On the important item, where does if fit in? = negotiation skills.
• Make a big difference in your project.
Cont.
71. If you are a new Project Manager
• Know your HR policies
• Continuous education
• Emotional Quotient
• Psychology 101
• Look at the companies strategies
• Get to know your team, talk to people, get feedback. Start the
relationship on the right foot.
• Find a mentor. bounce off ideas, situations,
• Avail of a mentorship program, business coaches, get 2nd opinions
72. Cont
• Lead by example. Be on time. Show the way, Be the shining
representation of the expectations.
• Time management techniques. List of things. Do thngs in the
morning, book off power but come back later
73. Organizational System
1. Project-Based Organization
• Organizations that derive their revenue primarily from performing
projects for others ( architectural firms, engineering firms,
consultants, construction contractors, government contractors,
NGOs, etc.
• Organizations that adopted management by projects
2. Have management systems in place to facilitate project
management
3. The project management team should be acutely aware of how the
organization’s systems affect the project.
74. Organizational Culture and Styles
• Most organizations have
developed unique and
describable cultures as
reflected in share values,
norms, beliefs,
expectations, policies and
procedures, authority
relationships, etc.
• There will have a direct influence on the
project
- a team proposing an unusual or
high–risk approach is more likely to
secure approval in aggressive
/entrepreneurial organizations.
- Managers with a highly participative
style are apt to encounter problems
in a rigidly hierarchical organization.
75. Cultural Influences
• is the “totality of socially transmitted behavior patterns, arts, beliefs,
institutions, and all other products of human work and thought”.
• Every project must operate within a context of one or more cultural
norms
( political, economic, demographic, educational, ethical, ethnic,
religious – areas of practice, belief, and attitudes that affect the way
that people and organizations interact.
77. Some nuggets of wisdom
• Integrate social justice – ventilate issues thru councils, capacitate
them pm how they can represent their interest in a discussion table
(playing field), fully support the marginalized, bring in stakeholders
decision makers, government listens, responding appropriately and
commensurately, need of a society approach, collaboration with GAs,
CSOs and private sectors
78. Building the resilience can be achieved by adopting a
development path that is disaster resilience, risk sensitive,
eco system based and correlated withy poverty reduction.