project mgt. cycle

PROJECT MANAGEMENT CYCLE
Christine Joyce B. Mendoza
Assisstant Professor
DCERP, College of Human Ecology
University of the Philippines Los Baños
20 January 2017
Calapan City
Short Course on Environmental Planning
DCERP & HUMEIN Phils. Inc.
1

LECTURE OBJECTIVES
By the end of the lecture, participants are expected to:
 Explain the importance and functions of project
management and the project management cycle
 Understand the different stages of the project
management cycle
2

PROJECT MANAGEMENT
• The application of knowledge, skills, tools and
techniques to project activities to meet the
project requirements
• A set of principles, methods and techniques
used to effectively plan and control project
work
3Short Course on Environmental Planning

BENEFITS OF
PROJECT MANAGEMENT
• Defined goal and objectives
• Specified measurement of achievement
• Planned processes and decision-making
routes
• Allocated and coordinated use of resources
• Identified and managed risks, bottlenecks
• Better prospect of achieving the planned
outcome

PROJECT MANAGEMENT
Introduction/ History of project management

FUNCTIONS OF PM
Planning Directing Organizing
Staffing Controlling Coordinating

FUNCTIONS OF PM
• As a process, (1) identify the
gap between the current
state and the desired future,
(2) evaluate alternative
approaches, and (3)
recommend a preferred
course of action into a viable
plan
Planning

FUNCTIONS OF PM
• Communicates goals, purposes, procedures
and means to those who will do the work
Directing

FUNCTIONS OF PM
• Brings together non-human
resources to achieve the
project objectives
• Manages procurement life
cycle of the project
Organizing

FUNCTIONS OF PM
• Brings together the human resources (number
and mix of individuals in terms of skills,
competency levels, costs per unit of time, etc
Staffing

FUNCTIONS OF PM
• Process of measuring progress toward an
objective, evaluating what remains to be done,
and taking the necessary corrective action to
achieve the objectives
Controlling

FUNCTIONS OF PM
• Act of synchronizing activities
to ensure they are carried out
in relation to their importance
and with a minimum of conflict
Coordinating

AREAS OF PM
Integration
management
Scope
management
Time
management
Cost
management
Quality
management
Human
resources
management
Communications
management
Risk
management
Procurement
management

AREAS OF PM
Integration management: identifying, defining,
combining and coordinating various processes
and PM activities
Scope management: collecting requirements,
defining scope, creating a work breakdown
structure, verifying scope and controlling scope
Time management: managing timely completion
of the project

AREAS OF PM
Cost management: estimating, budgeting and
controlling costs to complete the project within
the approved budget
Quality management: determining quality
policies, objectives and responsibilities to satisfy
the project objectives and needs
Human resources management: organizing,
managing and leading the project team

AREAS OF PM
Communications management: Ensuring timely
and appropriate project information – from
generation, collection, storage to disposition
Risk management: conducting risks planning,
identification, analysis, response planning and
monitoring and control on a project
Procurement management: purchasing or
acquiring products, services or results needed
from outside the project team

PROJECT
MANAGEMENT CYCLE (PCM)
• A methodology for the preparation,
implementation and evaluation of projects
based on the principles of the logical
framework approach
• Describes activities of the management and
procedures in decision-making during the
project life

PROJECT
MANAGEMENT CYCLE (PCM)
Answers the questions:
How will the project work?
What will the project achieve?
What factors can contribute to its success?
How to address risks and bottlenecks?
How progress will be measured?

PLANNING
Set Objective
Survey Resources
Formulate Strategy
EXECUTION
Allocate Resources
Guide Execution
Coordinate Efforts
Motivate Staff
CONTROL
Measure Achievement
Compare with Goal
Report
Resolve Problems
19

PLANNING
Set Objective
Survey Resources
Formulate Strategy
EXECUTION
Allocate Resources
Guide Execution
Coordinate Efforts
Motivate Staff
CONTROL
Measure Achievement
Compare with Goal
Report
Resolve Problems
20

PLANNING:
SETTING OBJECTIVES
Includes initiating and defining the project and
its subprojects
- Nature and scope of the project
- What, why, how, where, how much, who
Subprojects can be classified based on
chronological time, geographical location,
physical units, departments, or using a work
breakdown schedule (WBS)

PLANNING:
SETTING OBJECTIVES
Common Levels of Program or Project Logic
Impact: The ultimate durable change, long-term condition,
or end-state being sought
Outcomes: Intended results – can be short or long-term
Outputs: What is produced through the activities
Activities: Development of materials or training programs,
construction of infrastructure, etc.
Resources: Financial resources, staff and equipment

PLANNING:
SETTING OBJECTIVES
Goal Breakdown Structure
Hierarchy of Goal
Goal
Purpose
Outputs
Activities

PLANNING:
SETTING OBJECTIVES
Results Chain

PLANNING:
SETTING OBJECTIVES
Logical Framework
Project
Description
Objectively
verifiable
indicators
Sources and
means of
verification
Risks and
assumptions
Goal
Purpose
Outputs
Activities Means and Costs

PLANNING:
SETTING OBJECTIVES
Project Triangle
Time Cost
Scope

PLANNING:
SETTING OBJECTIVES
Work breakdown schedule (WBS)
• Describes the work needed to create the
project deliverables that will meet the
determined requirements
• Defines and organizes the total scope of a
project in a hierarchical breakdown of
activities and end products
• Work package is a deliverable component at
the lowest level of each branch of a WBS

PLANNING:
SETTING OBJECTIVES
Sample WBS in list/outline format
1. Formulate testable hypothesis and research design
1.1 Conduct literature search
1.2 Identify design variables
1.2.1 Experimental group
1.2.2 Control Group
1.3 Construct research protocol
1.4 Secure necessary approvals
1.4.1 Institutional approvals
1.4.2 Patients
1.4.3 Participating clinicians
1.4.4 Oversight and regulatory bodies

PLANNING:
SETTING OBJECTIVES
Sample WBS in graphical/chart form
Process
improvement
project
Phase 1:
Research
Component 1.1
WP 1.1.1 WP 1.1.2 WP 1.1.3
Component 1.2
Phase 2:
Implementation
Component 2.1
WP 2.1.1
Component 2.2
WP 2.2.1 WP 2.2.2
Component 2.3
WP 2.3.1

PLANNING:
SETTING OBJECTIVES
Sample Work Package Detail
Project: Expansion to Full Scale
Production
Work Package: Test Assembly
Hardware
Description: Plan, conduct, evaluate, and
report results of tests to ensure proper
function of the assembly hardware
Deliverable: Test results summary
Inputs: Assembly hardware prototype
Activities Resource Expected duration Cost ($)
Prepare test plan Production analyst 8 h 720.00
Conduct test Production analyst 16 h 1,440.00
Evaluate result Production analyst 6 h 540.00
Prepare result
summary
Production analyst 8 h 720.00
Total 38 h $ 3,420.00

PLANNING:
SURVEYING RESOURCES
• Includes preparing list of organizational
responsibilities for each sub-project in terms of
all the activities and resource requirements
• Identification of what the project needs in terms
of people, materials, equipment, supplies, travel
and other anticipated expenses
• Resource and budget plans are prepared and
linked to project schedules

PLANNING:
SURVEYING RESOURCES
Project schedule shows the roll-up of all work
items to indicate total duration and the
scheduled project completion date

PLANNING:
SURVEYING RESOURCES
Sample Project Schedule as a Table
ID Task Name Duration
(days)
Lead
staff
Early
Start
Early
Finish
Late
Start
Late
Finish
Total
Slack
1 Project 60
2 WP 1 10 2
3 WP 2 2 2
4 WP 3 15 4,5,6
5 WP 4 3 3
6 WP 5 12 2,3,4,5
7 WP 6 5 7
8 WP 7 5 5,6
9 WP 8 8 8
10 EOP 0

PLANNING:
SURVEYING RESOURCES
Sample Project Schedule

PLANNING:
SURVEYING RESOURCES
Sample Monthly Project Budget Template
Tasks Month 1 Month 2 Month 3 Month 4 Month 5
Work package 1
Labor
Labor overhead
Materials
Work package 1
Labor
Labor overhead
Materials
Total

PLANNING:
SURVEYING RESOURCES
0
1
2
3
4
5
6
7
8
9
10
June July August September
Senior engineers
General contractors
Carpenters
Laborers
Sample Resource Histogram

PLANNING:
SURVEYING RESOURCES
Sample Work Package and Activity List with Duration and Resource
Work Package WBS
ID
Activity Lead
staff
Duration
(weeks)
Resource
Type
Focus group 1.1.1.1 Identify focus group
targets
Focus group 1.1.1.2 Prepare FG
objectives
Surveys 1.1.2 Perform survey
Research
Analysis
1.1.3 Perform analysis
Market research
findings
1.1.4 Create market
research findings
Research
evaluation
1.2.1.1 Review and develop
design options

PLANNING:
FORMULATING STRATEGIES
• Includes preparing, reviewing, scheduling and
approving network plan
• Network plans show logic inter-relationships
of project activities to obtain project duration
and critical path
• Needs reviewing and approval to confirm logic
and acceptability of project duration estimates
prior to execution of the project

PLANNING:
Sample Network Plan/ Diagram

PLANNING:
Resource
utilization plan
Budget plan Milestone plan
Organizational
plan
Risk
management
plan
Communication
plan

PLANNING:
Resource
utilization plan
Budget plan Milestone plan
Organizational
plan
Risk management
plan
Communication
plan
distribution of people,
equipment, material,
supplies and other assets
cost plan of budget,
revenue projection, etc
key deliverables, due dates,
responsible persons/lead
relationships between
departments and work items
risk identification, qualitative and
quantitative assessments,
strategies, recovery and
restoration functions
how information flowing during
the project should be kept,
reported and cascaded

PLANNING
Set Objective
Survey Resources
Formulate Strategy
EXECUTION
Allocate Resources
Guide Execution
Coordinate Efforts
Motivate Staff
CONTROL
Measure Achievement
Compare with Goal
Report
Resolve Problems
42

EXECUTION
Execution stage include the following:
• Work is authorized and performed according
to plan
• Variances between plan and actual are
detected promptly
• Causes of variances are identified and
provided with alternative correction actions
• Plan document is updated to reflect reality

EXECUTION:
LEADING AND DIRECTING
Project Manager Leadership Roles
Communicate
Solve
Problems
Motivate

EXECUTION:
Project Management Skills for Success
RECENT PAST
Expertise
PM Tools
and
Techniques
Project
Leadership

EXECUTION:
CURRENT ENVIRONMENT
Expertise
PM Tools
and
Techniques
Project
Leadership

EXECUTION:
VISION FOR THE FUTURE
Expertise
PM Tools
and
Techniques
Project
Leadership

PLANNING
Set Objective
Survey Resources
Formulate Strategy
EXECUTION
Allocate Resources
Guide Execution
Coordinate Efforts
Motivate Staff
CONTROL
Measure Achievement
Compare with Goal
Report
Resolve Problems
48

CONTROL
• Designed to make reality conform to what
was planned and, if not possible, a new plan
conform to reality
• Include tools such as approved plan, current
status information, current and future
variances with impact assessment,
completion estimates, alternative solutions
with evaluation and recommendations

CONTROL
• A project baseline should be established as a
control point
• The elements of the project triangle served as
the project performance baselines
• Project change management is the practice of
controlling and documenting changes to the
baseline project plan

TYPES OF PROJECT CONTROL
Formal Informal
• Formal peer review
results
• Q/A reports
• Formal technical
reviews
• Deliverables reviews
and approvals
• Updated and
distributed project plan
• Weekly status
meetings
• Management by
wandering around
• Action item list
• Informal peer reviews

PROJECT CONTROL PROCESS
1. Determine the
most recently
approved version of
the execution plan
2. Collect current
status information
for open work
packages
3. Collect estimates-
to-complete for
open work
packages
4. Determine current
and forecast
variances from the
plan

PROJECT CONTROL PROCESS
5. Determine
impact of
variances, decide
whether corrective
action is required
6. Identify
alternatives for
corrective
action
7. Select
preferred
alternative
8. Secure
necessary
approvals and
authorizations
9. Update plan
10. Publish
and distribute
revised plan

SOURCES OF CHANGES
• Changes to project may come from several
sources that has to be anticipated
• It may be internal or external to the project, or
in terms of scope, schedule or budget

SOURCES OF CHANGES
Scope
• User change mind
• User identifies new requirements
• Design review uncovers unsolvable problem
• Market conditions change
• Strategy changes or priorities change
• Organizational changes rearrange reporting
relationships and hierarchies
• Technology changes
• Public policy changes (e.g. election, law, regulations)

SOURCES OF CHANGES
Schedule (shortened) Budget (cut)
• Market conditions
change
• Management
commitments change
• Key team members get
pulled
• Previously committed
member no longer
available
• Expense budget is cut

REFERENCES
CERP 152: Environmental Project Planning and Administration Lecture
Materials
Kloppenborg, TJ. Contemporary Project Management: Organize, Plan,
Perform. 2nd Edition. 2012
Larson, EW and Gray CF. Project Management: The Managerial Process.
Richman, L. Improving your Project Management Skills. 2nd Edition. 2012.
57

THANK YOU!
58

project mgt. cycle

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