The project manager

THE
PROJECT MANAGER
A Guide for Project Managers, Project Management Professionals,
Technical Consultants, Students and Research Degree Candidates
1. How to become a project manager
2. How to write a project initiation document (project charter)
3. Project Quality management
4. Procurement and Contract management
5. Project leadership
6. Organizational structure in project management
Soala Sunny Koko
B.sc, M.sc, MBA, PMP

DEDICATION
This book is dedicated to God Almighty, who preserved my life and gives me
inspiration, wisdom and understanding to write this book. Moreso, the book is
dedicated to my late parents, Mr. Sunny Kubie Koko and Mrs. Ibimina Sunny
Koko.
Beside God and my late parents this book is specially dedicated to my beloved
wife Mrs. Chidimma Soala Koko
- A caring wife
- A devoted friend
- A special gift from God
- A reliable wife
- An untiring supporter who believes in my ability to excel,
And my loving children Miss Elizabeth Soala Koko and Miss Favour Soala
Koko.

ACKNOWLEDGEMENT
This book is not replete without acknowledging the following persons whose
contributions make my dreams come true.
My sincere regards to my foster mother madam Ibimie Warikubu for her
motherly care and had wanted me to go to school.
Engr. Kalada M. Koko for his immensed advices and encouragement.
My academic supervisors and mentors professor Yusuf Olawale, African
coordinator, Chartered institute of management and leadership, USA. Bishop
Dr. Ibioku Gospel Bob-Manuel former 1st
vice president, institute of strategic
management, Nigeria. Rev Itia Otabor, national secretary institute of strategic
management, Nigeria.
Not forgetting a thoroughbred, professor (Chief) Isaac Zeb-Obipi, dean of
students Affairs, Rivers State University of science and technology, Port
Harcourt. Professor Isaac Elijah Eseme, Academic Director, pebble Hills
University, U.S.A.
Chief Samuel Epelle, RSSDA PH, and Senior Lecturer, British School of
Project Management UK.

INTRODUCTION
This book contains the globally recognized and acceptable standard and guide
for the project management profession. A standard is a formal document that
describes established norms, methods, processes and practice. As with other
professions, the knowledge contained in this book has evolved from the
recognized good practices of project management practitioners who have
contributed to the development of the standard.
This book also provides guidelines for managing individual projects and defines
project management related concepts. It describes the project management life
cycle and its related processes, as well as the project life cycle.
My aim of writing this book is to ensure that these standards of the profession is
practiced in Nigeria. If you would agree with me, some so called project
professionals in this part of the world do not have the necessary skills and
techniques in managing projects. The most reason why projects fail in Nigeria is
because engineers, technical consultants, project managers and executives have
disregarded and ignored the essence of having the necessary skills to manage
projects by allowing the engineers or technical consultants to act as a project
manager and assume superiority on the project which is very wrong, thereby
exposing the projects to negligence and unaccountability.

This book stand as a source and symbol of project management knowledge in
Nigeria and the world at large. It is a source of research and format for
managing and executing projects especially with the full introduction and
expansion of the project planning and the project charter document. The book is
recommended for undergraduates, graduates and research degree candidates. It
is also recommended to individuals and organizations to enable them manage by
projects, draft, initiate and execute projects. This book will help students to
prepare for the global professional examinations e.g Project management
professional (PMP) exams, certified British project professional exams (CBPP)
etc.

FORWARD
The book, “The Project Manager”, is a collection of the author’s thoughts on a
range of related issues involved in the management of projects. Some of these
issues include: Project Management, Project Quality Management, Project
Procurement Management, Project Risk Management, Contract Management,
and Project Leadership. All these are relevant to the management of any
project from conception to completion.
Every author chooses his/her style and form of writing based on a number of
factors. The author’s style in this book can be described as academic and
employed mainly an outline form. There are only few citations of authorities
and the ideas are presented in itemized structure, using numbers and bullet
points. A desire to be pragmatic and facilitate understanding could have
accounted for this style and form of presentation. Indeed, the language is very
simple; “down-to-earth” some people would say.
Business practitioners, scholars and students would find this book useful. For
the practitioners, those involved in project management, it would serve as
easy-to-use manual in their field of work. For scholars, those involved in
research, teaching and consultancy, it would serve as a quick reference on key
aspects of project management. Students taking courses related to project
management would also find the book very useful in enriching their learning
and preparation for certification through applicable examinations.
I, therefore, recommend this book as a worthy companion to anyone with one
interest or the other in the subject matter of the book. Even for the purpose of
contrast with other books on the theme, one can gain some additional
perspectives from this book. Any wonder then why our people liken
knowledge/wisdom to a “thread of beads” that only approximates completion
with the beads coming from different sources. The book, “The Project
Manager” is a knowledge bead with a spot on the beads’ thread of project
management. Grab a copy for your library, work, examination and life-long
learning now.
Chief Isaac Zeb-Obipi PhD
Associate Professor of Management
RSUST, Port Harcourt

CHAPTER ONE
WHAT IS A PROJECT?
- It is the process of bringing about a new product or service.
- A group of activities to bring about change or create a new product or
service.
- It is an introduction of change of an existing process, structure or service.
ATTRIBUTES OF A PROJECT
1. One off delivery
2. Fixed time scales ie start and end
3. It has a define and measurable benefits
4. It has a unique value (no 2 projects are exactly the same)
5. Definite defined life span
HOW DO PROJECTS COME ABOUT
1. As a problem or opportunity which may result to inefficient or
cumbersome process or financial losses.
2. As an idea - ie wouldn’t it be easier or better if we change this process or
add value of an existing process.

3. As a need or necessity for business expansion, new branch, expanding
premises or office.
4. Industry requirement and change process
5. Government laws and initiative e.g new economic policy, new taxation
6. Technologising ie taking advantage of innovations and technology e.g
analogue to digital network services
THERE ARE TWO BASIC TYPES OF PROJECTS
1. Internal Projects: This is done within an organization. e.g Office
expansion.
2. External Projects: These are services an organization offers to clients or
customers as part of its core operations and business.
THE PROJECT ENVIRONMENT
1. The industry – Projects which fall within a specific or the same business
environment e.g construction, agricultural extensions etc.
2. Technology – e.g Information and telecommunications
3. Project is the core - the core business or project of an organization.
WHAT IS PROJECT MANAGEMENT?
1. It is the application of knowledge, skills, tools and techniques to project
activities to meet the project requirements.

2. Project management is a discipline of planning, organizing and managing
resources to bring about the successful completion of a specific project
goals and objectives.
3. Monitoring the development of a goal from start to end
4. Project management is a skill or competence which comprises techniques,
concepts and processes.
The equation for successful project management is = knowledge and experience
WHY PROJECT MANAGEMENT?
1. To ensure timely delivery or project deliverables.
2. To ensure cost, people and equipment efficiency.
3. To eliminate noise ie project interference and politics, reducing conflict
and delays.
4. It is a specialist skill to deal with people planning and problem solving in
ONE.
5. To achieve goal set with agreed time frame.
6. To ensure synchronized effort- not a scattered approach.
7. To effectively control time, cost, scope, resource and quality.
8. To ensure correctness and quality of the end product.

THE PROJECT MANAGER
Who is a project manager?
1. The person assigned by the performing organization to lead the team that
is responsible for achieving the project objectives.
2. The individual accountable for the successful delivery of a project usually
from inception to completion.
3. An agent responsible for managing the process of change.
JOB DESCRIPTION FOR PROJECT MANAGER
1. Planning activities of the project
2. Defining and scoping a project
3. Reporting to senior management to all project activities from inception to
completion.
4. He provides management oversight for a functional or a business unit.
5. He reports to a programme or portfolio manager who is responsible for
enterprise wide projects.
6. The project manager accomplish work through the project team and
stakeholders.
7. He plans the activities of the project.
8. He manages the available resources.
9. He is concerned with issues, risk and change management process.

TEN TOP CHALLENGES FACING PROJECT MANAGERS
1. Shifting organizational priorities
2. Lack of clarity in the scope of the project
3. Project changes not well managed
4. Project risk not assessed or managed
5. Lack of project management skills
6. Loss of control due to lack of detail in project plan
7. Project does not include all stakeholders need
8. Project not linked to organizational goals
9. Conflict among project team members
10. Lack of senior management support or buy in
Why are project managers needed?
1. To turn the client’s dream into reality
2. One who would be accountable for all project activities
3. As a single point of contact between client or senior management and
team
4. Effective use of resources “in and out” approach
5. To work out project requirements effort, resources, times scale
6. To ensure successful delivery of project

QUALITIES AND PERSONALITIES OF A PROJECT MANAGER
1. Good judgment
2. Excellent leader
3. Negotiator
4. To be fair. Listens to both (all) sides
5. Organized (structured and control)
6. As a team builder- focus on team synergy
7. Great communicator
8. Multi-dimensional person – people skills
9. One who instills confidence – can do and does do attitude
10. Be organized- project file and project book- recording of project activities
and documentation in one place.
EVERY INDUSTRY REQUIRES PROJECT MANAGEMENT
1. Because it is the preferred method of delivery in the 21st
century.
2. Because it requires accountability on the side of project manager,
stakeholders and management and guarantees achievement and effective
use of resources.

PEOPLE IN PROJECT MANAGEMENT
- The client/sponsor – Is responsible for the job. The
Project owner, who sponsors the project with necessary resources e.g
finance.
Example
- Government of Rivers State has contracted Julius Berger to re-construct
roads in the state. In this scenario the Government is the sponsor of the
project and can be referred to as the client to Julius Berger.
- Supplier – One who ensures all tangible and intangible resources are
available to the project site at the right quality, quantity and time.
- Project stakeholders- Are members of the project team as well as
anyone who has interest in the project e.g youths, chiefs, elders, team
members, sponsor, customer, client, government etc.
WHY PROJECT FAILURE IN NIGERIA
1. Project management skills are lacking in the country
2. Government projects are largely due to corruption. Inflate price of project
work and abandon the project because no will power to enforce
punishment of corrupt individuals, companies and government officials.
3. When the goals of the project is distorted by tribal sentiments.
4. When the project goals and objectives are not properly defined and
communicated as required in the project.

5. Refusal of the project team to appreciate the potential, importance and
relevance of the project thereby leading to low motivation.
6. When money meant for project is diverted to individual pockets.
7. When technical consultants and engineers of the project fail to lead by
project.
8. When project sponsor or executives fail to employ a project manager to
manage the project than using an engineer or technical consultant to act
as a project manager instead.

CHAPTER TWO
ORGANIZATIONAL STRUCTURE IN PROJECT MANAGEMENT
1. Project Management Office – PMO
- It is a management structure that has the authority to act and a key
decision making organ throughout the life circle of each project.
- Its primary functions is to support project managers with resources,
manpower, training and maintaining, monitoring compliances, ensuring
best practices, development and managing projects
- PMO manages major portfolio/program
- PMO is where projects are initiated.
- You can find the executive director, program manager, program
coordinator, program administrator, technical consultant, top
management staff etc in the project management office. PMO
2. Program Management – Is a group of related project activities managed
in a coordinated way to obtain benefits. It is the management of multiple
related projects e.g Housing estate, treasury single account (TSA),
national malaria eradication, etc for instance, the construction of a single
duplex or bungalow is a project while the entire housing scheme is a
program. Therefore, the program manager who is usually in the project
management office is in charge of the Housing state (program) while the

project manager is in charge of a single project (construction of duplex or
bungalow.(project) in the estate.
3. Program Manager – He coordinates all projects activities. All project
managers report to him. He provides directions, ensures compliance on
all project managers and distributes adequate resources e.g finance,
technical and manpower to them.
4. Program coordinator – He/she act as a deputy and assistant to the
program manager or program director. He represents the program
manager or director in his absence.
5. Program Administrator – He/she act as the administrative director in
the project management office. He handles all administrative functions of
the program. All project administrative officers report to him. He supplies
all office equipments and tools to all projects. He provides support to all
people at the project. His or her work is especially on the paper work,
data information management etc.
He/she assist project managers in preparing reports and documents,
maintaining internal records, type and distributes meeting minutes etc.
6. Technical consultant (TC)
The TC is a technical specialist in a particular field or industry e.g
construction, oil and gas, information technology, who can be described
as:

1. Risen through the ranks
2. Cream of the crop
3. Been there, done that
- The TC in some cases is the deputy and adviser on technical matters to
the project manager or the program manager as the case may be.
- He assist with recruitment and selection of the technical team.
- He is involved in the quality assurance of the technical aspects of the
project.
- He has in-depth knowledge in the area of specialism or industry of the
project.
7. Project coordinator – He can be described as a project manager deputy.
- The PC must have experience on a project life circle
- He must possess the core skills of a project manager such as leadership,
team building, people management etc.
- The PC is responsible for the smooth running of the project and helps the
project manager attain success.
- Assist with coordinating the entire project team.
- Assist with recruiting the project team
8. Project team – These are the skilled workers, project staff, work men etc
who has roles or responsibilities on the project to achieve project
objectives.

ORGANIZATIONAL CHART
Program Management
Program Manager/Director
Program Coordinator
Technical Consultant
Program Administrator
Project Manager Project Coordinator Project Administrator Project Team

ORGANIZATIONAL CHART
Project Management
Project Manager
Project Coordinator
Technical Consultant
Project Administrator
Project Team Project Team Project Team Project Team

CHAPTER THREE
PROCESS GROUPS AND STAGES OF PROJECT MANAGEMENT
Every project needs the 5 process groups
1. Initiating process- The purpose of this process is to align stakeholders
expectations with the projects purpose. Give them visibility about the
scope and objectives and help set the vision of the project.
- It is the process performed to define a new project or a new phase of an
existing project by obtaining authorization to start the project or phase.
During this process the initial scope is defined and initial financial
resources are committed. Internal and external stakeholders are identified
and a project manager will be selected.
2. Planning Process- It consists of those processes performed to establish
the total scope of work. It defines and refines the objectives and develop
the course of action required to attain set objectives.
- The planning process develops the project document plan and the project
documents that will be used to carry out the project.
- It defines how task would be accomplished. helps to develop a work
schedule.
3. Executing Process- This process has to do with the coordinating of
people and resources, managing stakeholder expectations as well as

integrating and performing the activities of the project in accordance with
the project management plan.
4. Monitoring and controlling process
This process involves to track, review and orchestrate the projects and
performance of the project. It monitors and controls execution of projects
and to discover problems and come up with a solution.
5. Closing Process- Or closure- has to do with finish project work, evaluate
performance of team members and discus experiences gained. close out
all procurement activities, ensuring termination of all relevant agreements
and finally to obtain acceptance by the customer or sponsor to formally
close the project.
It would be nice your project walked through each of these groups in a neat,
linear order. You will spend time in each process and then maybe go round
again during the next phase. Monitoring and controlling happens from day 1. It
ramps while the project is in delivery phases but it goes on throughout. You can
close a particular activity at any point, not just at the end of the project.

CHAPTER FOUR
PROJECT PLANNING AND PROJECT CHARTER
The primary purpose of this document is to describe the frame work that is used
by the organization in initiating, planning, executing, monitoring and
controlling and closing projects. This document describes the methodology and
reference other documents, templates and outlines that are used in support of the
methodology.
PROJECT INITIATION
Every project starts with an idea. That idea may be the result of a unique
thought or design. It may respond to a regulatory mandate, it may answer a call
for operational maintenance or it may be providing schedule updates. In
essence, projects are generated for many reasons. The purpose of the initiation
stage and the resulting deliverables, the project charter is to help ensure the
success of the organization projects. The project charter documents the business
case and other key facts. This process is designed to help guide thinking about
projects and to assist project managers and others in articulating and evaluating
key aspects of proposed project.
The purpose of creating the project charter provides a basis for communication,
understanding and agreement among project managers, department directors,
and other project stakeholders regarding the proposed projects. It allows for

evaluation of a proposed information system/technology solution to a business
problem or opportunity to help ensure that the solution is realistic, a good
investment, likely to improve operations, consistent with department and
organization’s strategy. Project will vary in terms of complexity, but all should
have some level of project charter. For some projects it may take a few hours or
days to complete the document, for others, it could take weeks. The document is
critical to guaranteeing buy-in on a project. The goal of the project charter is not
to generate large document but rather to provide information necessary to
review and thus determine and carried into the planning stage.
CRITICAL SUCCESS FACTORS
1. Identification of the sponsor
2. Formal acceptance by the sponsor of responsibility for the project
including achievement of the benefits and cost described in the project
charter.
3. Alignment with business strategic plan/direction
4. Acceptance of the project charter by the sponsor

List of Activities necessary for successful development of a project charter
and initiation of a project
1. Assign a project champion/leader- although a project manager may not
have yet been selected, a project champion/leader should be assigned.
The project champion who may likely be the eventual project manager or
not is responsible for defining the project purpose, gathering strategic and
background information, determine high-level planning data and develop
estimated budgets and schedules for the life of the project. The champion
will coordinate resources and activities to complete the necessary
activities in order to develop the project charter
Checklist
i. Select a project champion or leader
ii. Identify a team to assist with initiation stage activities
2. Identify a Sponsor
The sponsor is an executive responsible for the strategic direction of a
project. A sponsor should have the authority to define project goals,
secure resources and resolve organizational and priority conflicts.
The sponsor’s primary role is to:
i. Participate in the development and selling of the project business cases
ii. Present overall vision and business objective for the project

iii. Assist in determining final funding and project direction
iv. Serve as executive liaison to key organization stakeholders e.g
management, department directors and managers
v. Support the project team.
Checklist
a. Identify a sponsor
b. Obtain acceptance of project accountability from sponsor
3. Define the business need/ opportunity
The need/opportunity statement should provide a general discussion to
address the essence of the project, the profit and economic value of the
project, the problem to be solved, the advancement to be made and the
solution to issues.
i. What created the need or how the opportunity was recognized
ii. The magnitude of the need/opportunity
Checklist
i. Identify the business need/opportunity
ii. Determine the magnitude of the business need/opportunity
iii. Determine the essence to which the business need/opportunity would be
addressed if project were approved.

v. Determine the consequence for not addressing the business
need/opportunity
4. Define Overall Project Scope
Provide a concise, measurable statement of what the project will
accomplish and where appropriate, what it will not try to accomplish.
Project scope is documented at a high level in the project charter.
The level of detail in this section must be sufficient to allow for detail
scope and solution development in the scope statement developed in the
planning stage.
NOTE: “Scope Creep” adding work without corresponding updates to
costs, schedules and quality may render original plans unachievable.
Therefore, initial clarification of scope, and adherence to the plan
throughout the project, are of utmost importance.
Checklist
i. Determine what the project will accomplish
ii. Determine what the project will not accomplish
iii. Determine benefits of meeting business objectives
iv. Described the propose or solution

5. Define Project Objectives
Define the objectives of the project as they relate to the goals and
objectives of the organization. Project objectives are used to establish
performance goals.
Project Objectives can be described in two ways
1. Hard objectives –related to time, cost and operational objectives (scope)
of the product or process
2. Soft objectives – relate more to how the objectives are achieved, and
which may include attitude, behaviour, expectations and communication.
Project objective can also be seen as objective statement
i. Outcome- be specific in targeting an objective
ii. Metrics – Establish a measurable indicator of the progress
iii. Ownership- Make the objective assignable to a person for completion
vi. Time frame – State what can realistically be done with available
resources
The project objectives are communicated in the project charter to ensure that all
stakeholders understand the organization’s needs that the project address.
Checklist
i. Define project objective
ii. Define outcomes for each project objective
iii. Define metrics for each objective
iv. Establish a time frame for each objective

6. Identify project constraints and assumptions
All projects have constraints, and these need to be defined from the outset.
Projects have resource limits in terms of people, money, time and equipment
while these may be adjusted up or down they are considered fixed resources. It
is assumed that a department will have the foresight to make the necessary
budget appropriations to fund internal projects. Project assumptions need to be
defined before any project activities take place so that time is not wasted on
conceptualizing and initiating a project that has no basis for funding. Finally,
describe the major assumptions and constraints on which this project is based
Checklist
i. Identify resources limits that is people, money, time and equipment
ii. Describe major project constraints
iii. Describe major project assumptions
7. Identify and engage key stakeholders
Stakeholders are individuals and organizations that have a vested interest
in the success of the project.
The identification and input of stakeholders helps define, clarify, drive,
change and contribute to the scope and ultimately the success of the
project.

To ensure project success, the project management team needs to identify
stakeholders early in the project, determine their needs and expectation
and manage and influence those expectations over the course of the
project.
Checklist
i. Identify internal stakeholders
ii. Identify external stakeholders
iii. Determine stakeholders needs and expectations
iv. Manage stakeholders needs and expectations
8. Identify Key Potential Risks
Projects are full of uncertainty. As such, it is advisable to perform and
document an initial risk assessment to identify, quantify and establish
mitigation strategies for high-level of risk events that could adversely
affect the outcome of the project. A risk is any factor that may potentially
interfere with successful completion of the project. A risk is not a
problem perse-a problem has already occurred, a risk is the recognition
that a problem or opportunity might occur by recognizing potential
problems, the project manager can attempt to avoid or minimize a
problem through proper actions.

Checklist
i. Identify high-level risk
ii. Assess impact and probability of risks occurring
iii. Establish mitigation strategy for identified risks
9. Determine cost and schedule estimate
a. Cost – Estimate the one time development and acquisition costs, as well
as the ongoing maintenance and operations costs expected to be
associated with the project.
Explain how the proposal alternative is to be funded. If the project is to
be funded from multiple sources indicate the percentage from each
source. Also indicate whether funds have been budgeted for this purpose.
If a request budget augmentation will be submitted, identify it.
b. Schedule – Identify the high-level tasks for the project. For example,
tasks could include the typical steps of any project life circle, and the
following procurement, conversion, training for end-users, training for
technical staff, post-implementation support etc.
Provide a schedule that includes the durations of critical tasks, major
management decision points and milestones. Milestones should be products or
major events may be readily identified as completed or not completed on a
specified due date.

When planning for phased project implementation, specific phase should have
an independent and substantial benefits, even if no additional components are
acquired. Describe the phases planned for this project and what each phase will
deliver or explain why phasing is not appropriate. Many late or over-budget
projects deemed failures are actually only estimating failures. I recommend re-
estimating when starting each major project phase, only with confidence in the
relative accuracy of an estimate is time and cost tracking useful for anything but
historical purposes. Estimating from flawed requirements increases the risk of
scope creep or delivery of an ill-fitting application needing major rework. even
with accurate requirements, though, estimating duration without a reasonable
knowledge of the application or product development team’s productivity is a
known risk. Finally, although application or product development project tend
mainly to incur labour expense, the costs of any additional services, middle
wave, tools and temporary staff should be included
Checklist
i. Cost -Estimate the one-time development and acquisition cost.
Finally, the project charter is a point in time document that provides the sponsor
with adequate information to determine If the proposed project lacks sufficient

merit to continue, to the next stage. If the proposed project lacks sufficient merit
to continue, the sponsor does not approve the project charter. If the sponsor
approve the project charter, it authorizes the team to present the project charter
to the project selection team. If the project is given high enough priority by the
project selection team, the project team including additional resources should
then create the scope statement
PROJECT INITIATION DOCUMENT (PID)
KEY ELEMENTS IN THE PID
1. Background (including authority) and project sponsor
2. Project definition including
- Approach
- Customer(s)
- Scope (Drivers)
- Constraints
3. Assumptions
4. Business cases
5. Project organization structure (including roles and responsibilities)
6. Communication plan
7. Initial project plan
- Costs/budget
- Resources

- Deliverable/products
- Project phase and timetable
8. Project controls
9. Exception process
10. Initial risk log
11. Contingency plan
12. Project filing structure
Work Breakdown Structure WBS
Work breakdown structure helps organize your project by breaking down the
project into more manageable chunks or tasks.
Level 1 - Project name or objective
Level 2 - Subsections, department, functional
Level 3 - Tasks
Level 4 - Sub tasks

WBS (Organizational Chart Style)
Level I
Project Name
Level 2
Project Management
Level 2
Process
Level 2
IT
Level 2
Staff
Level 3
Go Ahead
Level 3
Manage
project
Level 3
Accept-
ance
Level 3
Map
current
process
Level 3
Establish
requirement
Level 3
Establish
training
needs
Level 4
Link forms
to system
Level 4
Design
materials

PROJECT CHARTER/PID
A. GENERAL INFORMATION
Project Title:
Brief Project
description:
Prepared by:
Date: Version
B. PROJECT OBJECTIVE:
Explain the specific objectives of the project for example, what value does this
project add to the organization? How does this project align with the strategic
priorities of the organization? What results are expected? what deliverables are
there? what benefits will be realized? what problem will be resolve.
C. ASSUMPTIONS
List and describe the assumptions made in the decision to charter this project.
Please note that all assumptions must be validated to ensure that the project
stays on schedule and on budget

D. PROJECT SCOPE
Describe the scope of the project: The project scope establishes the boundaries
of the project. It identifies the limits of the project and defines the deliverables.
E. PROJECT MILESTONES
List the major milestones and deliverable of the project.
Milestones Deliverables Date
F. IMPACT STATEMENT
List the impact this project may have on existing systems or units
Potential Impact System/unit impact

G. ROLES AND RESPONSIBILITIES
Describe the roles and responsibilities of project team members followed by the
names and contact information for those filing the roles.
Sponsor: provides overall direction on the project responsibilities include,
approve the project charter and plan, secure resources for the project, confirm
the project goals and objectives, keep abreast of major project activities, make
decision on escalated issues and assist in the resolution of road blocks.
Name Email/phone
Project Manager: Leads in the planning and development of the project,
manages the project to scope, develop the project plan, identify the project
deliverables, identify risks and develop risk management plan, direct the project
resources (team members)
Team Member: Works toward the deliverables of the project responsibilities
include; understand the work to be completed, complete research, data
gathering, analysis and documentation as outlined in the project plan, inform the
project manager of issues
Name Email/Phone
Customer: The person or department requesting the product, service or change
responsibilities includes; partner with the sponsors or project manager to create

the project charter, partner with the project manager to manage the project,
work with the project team to identify the technical approach to be used etc.
Name Emails/phone
Technical consultant or subject matter expert provides expertise on a specific
project or subject. responsibilities include; maintain up-to-date experience and
knowledge on the subject matter, and provide advice on what is critical to the
performance of a project task and what is nice to know
Name Emails/phone
Human Resources:
Identify the initial funding, personnel, and other resources committed to this
project by the project sponsor.
Resource Constraint
Project budget
I. PROJECT RISK
Identify the high level project risk and the strategies to mitigate them.
Rick Mitigation strategy

J. SUCCESS MEASUREMENTS
Identify metric and target you are trying to achieve as a result of this
project. For example, overall cost savings of N50k or reduce processing
time by 25 percent.
K. SIGNATURES
The signatures of the people below document approval of the project
charter. The project manager is empowered by this charter to proceed
with the project as outlined in the charter.
Customer:
Name Signature Date
Project Sponsors:
Name Signature Date
Project Manager:
Name Signature Date

CHAPTER FIVE
PROJECT QUALITY MANAGEMENT
Quality and its management are key aspects of modern business, and have a
great impact on both individuals, industrial and service sector enterprise. This
book aims to develop an understanding of the issues involved and the
approaches employed in quality management, and knowledge of the techniques
of quality improvement.
Quality management is not an event- It is a process, a consistently high
quality product or service cannot be produced by a depictive process. Quality
management is a repetitive circle of measuring quality, updating processes,
measuring, updating processes until the desired quality is achieved.
THE PURPOSE OF MANAGEMENT OF QUALITY
1. To ensure the project will meet or exceed stakeholder’s needs and
expectations.
2. Quality must be viewed on an equal level with scope, schedule and
budget. If a project donor is not satisfied with the quality of how the
project is delivering the outcomes, the project team will need to make
adjustment to scope, schedule and budget to satisfy the donor’s needs and
expectation.

3. Quality is ultimately measured/ defined by the client or donor. The old
adage about quality being in the eyes of the beholder is true.
Steps in Quality management
1. Quality definition
2. Quality assurance
3. Quality control
4. Quality improvements
1. QUALITY DEFINITION
The first step on the quality management is to identify quality, the project
manager and the team must identify what quality standards will be used in the
project, it will look at what the donor, beneficiaries, the organization and other
key stakeholders to come up with a good definition of quality. In some instance
the organization or the area of specialization of the project (health, water or
education) may have some standard definitions of quality that can be used by
the project.
Quality management implies the ability to anticipate situations and
prepare actions that will help bring the desired outcomes. The goal is the
prevention of defects through the creation of actions that will ensure that the
project team understands what is defined as quality as part of the defining
quality. Part of defining quality involves developing a quality plan and quality
checklist that will be used during the project implementation phase. This

checklist will ensure the project team and other actions are delivering the
project output according to the quality requirement. The quality plan also
includes the procedure to ensure that the quality standards are being followed by
all project staff. The plan also includes the steps required to monitor and control
quality and the approval process to make changes to the quality standards and
the quality plan.
2. QUALITY ASSURANCE
Quality assurance occurs during the implementation phase of the project and
includes the evaluation of the overall performance of the project in a regular
basis to provide confidence that the project will satisfy the quality standards
defined by the project. One of the purposes of quality assurance is to find errors
and defects as early in the project as possible. Therefore, a good quality
management process will end up taking more effort, hours and cost up front.
The goal is to reduce the chances that products or services will be of poor
quality after the project has been completed.
QUALITY AUDITS
By quality Audit I mean the procedural steps and control measures drafted that
ensured participants are adequately following the required procedures to achieve
quality of the project. Quality Audits are structured review of the quality
management activities that help identify lessons learned that can improve the

performance of current or future project activities. Audits are performed by
project staff or consultant with expertise in specific areas. The purpose of
quality audit is to review how the project is using its internal processes to
produce the products and services it will deliver to the beneficiaries.
Quality Assurance is something that must be planned for from the earliest stages
of a project, with appropriate measures taken at every stage. Therefore, quality
assurance is a systematic approach to obtaining quality standards.
3. QUALIFY CONTROL
It is the process that monitors specific project results, relevant standards and
identifies different approaches to eliminate the causes for the unsatisfactory
performance. The goal of quality control is to improve quality and involves
monitoring the project outputs to determine if they meet the quality standard.
FEATURES
- Acceptance: The beneficiaries, the donor or other key project
stakeholders accept or reject the product or service delivered.
- Rework: Is the action taken to bring the rejected product or service into
compliance with the requirements, quality specification or stakeholders
expectations. rework is expensive that is why the project manager must
make every effort to do a good job in quality planning and quality

assurance to avoid the need for rework. note: Rework and all the cost
associated with it may not be refundable by the donor and the
organization or you may end up covering those costs.
- Adjustments: Correct or take the necessary steps to prevent further
quality problems or defect based on quality control measurements.
QUALITY CONTROL TOOLS
There are couple of good tools that can be used to control quality on a project,
these are cause and effect diagrams, Pareto charts and control charts.
- Cause and effect diagram also known as fishbone diagrams or Ishikawa,
a Japanese quality control statistician, who developed the concept in the 1960s,
it is named fishbone diagram because of its fish like appearance. It is an analysis
tool that provides a systematic way of looking at effect and the cause that create
or contribute to those effects. It enables the team to focus on why the problem
occurs and not on the history or symptoms of the problem, or other topics that
digress from the intent of the session. It also displays a real time “snap-shot” of
the collective inputs of the teams as it is updated. The possible causes are
presented at various levels of detail in connected branches with the level of
detail increasing as the branch goes outward ie an outer branch is a cause of the
inner branch it is attached to, thus, the outermost branches usually indicate the
root cause of the problem.

FISH BONE DIAGRAM
- Pareto charts: Based on Pareto rule which states that 80 percent of the
problem are often due to 20 percent of the cause. The assumption is that
most of the results in any situation are determined by a small number of
causes and helps identify the vital few contributors that account for most
quality problems. The chart is a form of histogram that orders the data by
frequency of occurrence, it shows how many defects were generated by a
type of category of identified causes. For example, to determine the errors
in the collection of beneficiary data. the project team identified five
causes and for each cause the frequency they contained errors, the data is
plotted as shown in the chart below, the bars represent each category and
Cause A Cause B Cause C
Cause
A1
Cause A2
Cause D2
Cause
D1
Cause D
Cause B1
Cause B-2
Cause C-1
Cause C-2 Major
Defect
Cause E2
Cause E1
Cause E Cause F
Cause F-2
Cause F-1
quality
error

the line the cumulative percentage of the errors, the charts allows to
identify that 80% of the errors could be reduced just by improving the
collection of data in two categories instead of focusing efforts to correct
all categories.
PARETO CHART
Control Chart:
Is a graphical display of data that illustrates the result of a process over time, the
purpose of a control chart is to prevent defects, rather than defect them or reject
them, the chart allows to determine whether a process is in control or out of
50
45
40
35
30
25
20
15
10
5
Frequency
0%
20%
40%
60%
80%
100%
120%
Percentageoferrors
NoSignature
NoAddress
Can’tread
Notabeneficiary
Other
Baseline data errors

control over specified length of time. charts are often used to monitor the
production of large quantities of products, but can also be used to monitor the
volume and frequency of errors in documents, cost and schedule variance and
other items related to project quality management.
4. QUALITY IMPROVEMENT
It is the systematic approach to the process of work that looks to remove
waste, loss, rework, frustration. In order to make the processes of work more
effective, efficient and appropriate. quality improvement refers to the
application of methods and tools to close the gap between current and expected
levels of quality by understanding and addressing system deficiencies and
strengths to improve or in some cases, re-design project processes.
PROCESS OF QUALITY IMPROVEMENT
1. Identify: What you want to improve on the project using the data found
in the quality control process and identifies the areas that needs
improvement.
2. Analyze: The problem or system, the team then investigates the cause for
the problem and its implications to the project. The cause may be internal
or external to the project.
3. Develop: Potential solutions or changes that appear likely to improve the
problems or system. The team brainstorms ideas and potential solutions

to the problem, taking into consideration its impact to the project
schedule and budget. After careful considerations the team decides and
chooses the best alternative.
4. Test: and implement the solutions. The team may decide to test the
solution on a small scale to verify that it is capable of fixing the problem.

CHAPTER SIX
PROJECT PROCUREMENT MANAGEMENT
INTRODUCTION
Projects can rarely be resourced completely from internal source or
personnel, so external resources need to be found. Once the requirements have
been defined, suppliers are invited to bid for the work and from these responses
a supplier must be chosen to provide the service, product or result.
Throughout this process, the project manager will call upon experts in the
procurement department to assist and were necessary assigned to the project
team. Decision as whether to outsource and whom are made by the relevant
stakeholders with the assistance of the project manager.
When dealing with suppliers, there will inevitably be a legally binding
contract involved that represents a mutually binding agreement. This obligates
the suppliers to provide the specific product services or results and obligates the
buyer to provide the payment in return. These contractual obligations are the
way in which risks in the project faced can be alleviated or transferred to the
provider.
The legally binding nature of a contract means that it needs to be
subjected to an approval process. This ensures that it not only describes the
products, services or results that will satisfy the identified project needs but it
complies with organizational procurement policies.

Most organization will have documented policies and procedures
describing who has authority to sign and administer such agreements on behalf
of the organization. In addition, the project management team may be required
to take advice from the organization’s legal representatives.
PROCUREMENT POLICIES AND PROCEDURES
1. Define who is an organization
2. Approve and sign contracts by value
3. Authorize contract closure
4. Sign- off invoice payment
All contracts have a lifecycle in which the supplier is first viewed as a bidder
then as the selected provider and finally as the contracted supplier. By actively
managing this lifecycle and carefully wording the terms and conditions of the
contract, some identifiable project risks can be avoided, mitigated or
transformed to the supplier. This book discusses procurement in terms of a
customer/supplier relationship where the customer is part of the project
management team and the supplier is an external organization. However, most
of the information is equally applicable to non-contractual work, entered into
with other departments within the performing organization.
In order to keep things simple this book refers to the parties involved in
procurement as the buyers and the seller/supplier. The buyer is the party who

are purchasing or procuring the goods or services, the seller or suppliers is the
party that provides or delivers the products or services to the buyer. This is the
case even where no money is involved or where the parties are part of the same
performing organization.
1. Plan procurement management
2. Conduct procurement
3. Control procurement
4. Close procurement
1. PLAN PROCUREMENT MANAGEMENT:
This process determines which product or services a project will need to procure
from an external source.
Once this has been decided the project manager will determine the appropriate
types of contracts that will need to be used on the project.
The decision being made here is either to “make or buy” and the requirements
of the project schedule and consideration of the resources available will both
Project Manager
All play a
role in
procurement
of resources
Stakeholders
Procurement
department

have an influence on the project. Part of these decision-making processes
involves the project manager liaising with the relevant stakeholders for each
potential procurement.
Question to ask
1. What products or services is the best for the project?
2. How could this best be done?
3. How much is needed?
4. When does this need to be done?
2. CONDUCT PROCUREMENT
This is the process of obtaining seller responses, selecting a seller and awarding
a contract. It may need to occur multiple times if there are multiple contracts
and for each instance it will include issuing the bid package to potential sellers,
evaluating potential seller proposals and finally selecting the winning seller
proposal
1. Receive seller responses
2. Short list suppliers
3. Award contract
For major procurement items, a shortlist of qualified sellers can be established
based on preliminary proposal before a more details evaluation is conducted
based on a more specific and comprehensive requirements document requested
from the seller on the shortlist.

3. CONTROL PROCUREMENT
This is the process of managing relationships with sellers, monitoring contract
performance, taking corrective actions if required and controlling change. This
is the most time consuming of the procurement process as far as the project
management team is concern as it covers monitoring the seller’s performance
against the terms specified in the contract.
1. Managing relationship with sellers
2. Monitoring contract performance
3. Taking corrective actions as needed
4. Controlling change
The project management team needs to keep in mind the legal implications of
any actions they take when dealing with the seller.
During this process, the project manager needs to monitor progress against the
procurement plan;
1. Are the goods or services being delivered on time?
2. Is the quality as specified in the contract?
3. Are the conditions of the contract being met?
4. Is the relationship being properly managed
If the organization has a purchasing department then it may be a good idea to
have someone seconded from it to the project, specifically to handle contract
administration, particularly if the project is dealing with multiple sellers.

4. CLOSE PROCUREMENT
This is the process of completing individual project procurements and involves
verification that all work and deliverables were acceptable, as well as
administration activities such as finalizing open claims, updating records to
reflect final results and archiving this information for future use.

CHAPTER SEVEN
PROJECT RISK MANAGEMENT
WHAT IS A RISK?
The meaning of the term “risk” must be understood clearly for effective project
risk management. In the context of a project, we are concerned about potential
impacts on project objectives such as cost and time.
Risk is an uncertainty that matters, it can affect project objectives negatively or
positively.
The uncertainty may be about a future event that may not happen and the
unknown magnitude of the impact on project objectives if it does happen.
Therefore, a risk is characterized by its probability of occurrence and its
uncertain impact on the project. Please note; that risk and issue are two words
that are often confused when it comes to their usage.
Actually there is some difference between them.
A risk is an uncertain event that has a probability associated with it. An issue
does not have this attribute. issues are problems right now that the project term
has to do something about.
Risk management is a proactive activity while issue management is reactive.
Throughout the project lifecycle, a future event that may occur at any time in a
project’s lifecycle is a risk. It has a probability of occurrence and an uncertain
impact if it does occur during planning and design. uncertainty in the total cost

estimate due to uncertain quantities and unit prices is a risk. In this case the
probability is 100% (the estimate and its uncertainties exist) and the
uncertainties impact the project cost.
Also during construction, a notice of potential claim has a probability of
becoming a contract change order (CCO) and an uncertain cost/time if this
happens. This risk is retired from the register if the claim is dismissed or if it is
replaced by a contract change order (CCO).
PROCESSES INVOLVED IN RISK MANAGEMENT
All approaches to project risk management strive to maximize both efficiency
and effectiveness. Although the details of risk processes may differ depending
on the project, risk management has three important parts; which are;
identification, analysis and action. Before risk can be properly managed it must
first be identified, described, understood and assessed. Analysis is a necessary
step but if is not sufficient. It must be followed by action. A risk process which
does not lead to implementation of actions to deal with identified risks is
incomplete and useless. The ultimate aim is to manage risk not simply to
analyze it.
The project risk management process is to offer structured way to think about
risk and how to deal with it.
The full risk management process are thus:

1. Risk management planning- Deciding how to approach, plan and execute
the risk management activities for a project.
2. Risk identification – Determining which risks might affect the project and
documenting their characteristics
3. Qualitative risk analysis – Prioritizing risks for subsequent further
analysis or action by assessing and combining their probability of
occurrence and impact.
4. Quantitative risk analysis – Analyzing probability of the effect of
identified risks on overall project objective.
5. Risk response – Developing options and actions to enhance opportunities
and to reduce threats to project objectives.
6. Risk monitoring – Tracking identified risks, monitoring residual risks,
identifying new risks, executing risk response plans, and evaluating their
effectiveness throughout the project lifecycle.
Questions to ask while project risk management process
1. What risk might negatively (threats) or positively (opportunities) affect
achieving the project objectives? (risk identification)
2. Which of these are most important? (qualitative risk analysis)
3. How could these affect the overall outcome of the project probabilistic
terms of cost and schedule? (quantitative risk analysis)
4. What can be done about it? (risk response)

5. Having taken action, how did the responses effect change, and where is
the project now? (risk monitoring)
6. Who needs to know about this? (communication)
ORGANIZATION
The project risk management team (PRMT) is the core group performing
updating and reviewing risk management activities under the direction of the
project risk manager (PRM) who has been trained in the processes. The PRMT
will include members of the PDT but not necessarily all members. The PRMT
risk management meetings may be scheduled to follow the PDT meeting.
ROLE AND RESPONSIBILITIES
1. The project manager: With input from the project development team
(PDT) determine the project’s risk register requirement based on project
estimate and complexity and the need for a written project risk
management plan.
- Promote and direct risk management for the project
- Request project- specific changes to minimum risk management
requirement
- Consume proactive responses to all risks and opportunities that will
impact the successful delivering of the project.

- Produce risk management responds for sponsors
- Schedule and conduct project risk meeting
- Monitor and update risk
- Take lead role in obtaining sign-offs at accountability check points
2. District Risk Management coordinator
- Assist project managers with the implementation of PRM requirements
- Provide expertise, direction and assistance
- Obtain expert services as needed
- Liaise with headquarters risk management
3. Project Delivery Team
- Identify and assess risk
- Develop responses to risk
- Document risk response actions and report to project manager for
inclusion in risk management updates
- Communicate with project manager about newly identified risk, risk
assessments and retirements of risks

THE RISK REGISTER
A risk register is a tool that the project management teams can use to address
and document project risks throughout the project lifecycle. It is a living
document. A comprehensive listing of risks and the manner in which they are
being addressed as part of the project risk management process. The risk
register is maintained as part of the project file that also include information
related to uncertainties in the cost estimate and schedule.
Why use the risk register
A new project team is formed for every project and disbanded when the project
is complete. Although not desirable, project team members sometimes change,
and the project experience change over the course of the project.
Communication among project team members about the project objectives,
costs, risks, etc is vital. The risk register communicates project risks and helps
the team members understand the status of the risks as a project moves from
inception toward completion.
Managers should view the risk register as a management tool through a review
and updating process that identifies, assesses, manages and reduced risks to
acceptable levels.

WHEN TO USE THE RISK REGISTER
A risk register is required to be prepared in conjunction with the first published
cost and schedule estimate of a project (at the PID phase)
Therefore, a full review and update of the risk register should be undertaken at
the beginning of each subsequent phase of the project. The register will be
updated at least quarterly during the construction (execution) phase of the
project.
HOW TO USE THE RISK REGISTER
A risk register is best used as a living document throughout the project’s entire
life cycle, from PID through construction, to record the evolution of project
risks. There is no prescription for how extensive a project’s risk register should
be. The project team decides the most beneficial use of the risk register, with the
objective of minimizing the risk impact.

CHAPTER EIGHT
CONTRACT MANAGEMENT
- What is contract management?
Contract management is the process that ensure both parties to a contract fully
meet their respective obligations as efficiently and effectively as possible
in order to continually deliver both the business and operational objective
required from the contract.
A successful contract should define the following
1. The arrangement for service delivery continue to be satisfactory to both
customer and supplier
2. Expected business benefits and value for money are being delivered and
realized
3. The supplier is co-operative and responsive
4. All parties know their obligations under the contract
5. Disputes are rare
6. The contract is fully compliant and satisfies both legislative and audit
requirements.

CONTRACT MANAGEMENT IN PROCUREMENT PHASE
A successful contract management is significantly dependent upon what
happen during the planning, tendering, evaluation and award phases.
1. Identify need and planning
2. Tender and quotation process
3. Evaluation of offers and negotiation
4. Award contract
Ten good elements to consider in contract management process
1. Planning phase
2. Contract establishment
3. Contract of administration and record keeping
4. Contract management role and responsibilities
5. Managing relationship
6. Performance assessment
7. Negotiate contract variations
8. Managing and settling contract disputes
9. Ethical business conduct and conflict of interest
10. Contract completion and closure

The importance of the contract management phase is further reinforced when
we consider where the output of the procurement project occurs which is
delivery of the required goods or services.
ORGANIZATIONAL REQUIREMENT FOR EFFECTIVE CONTRACT
MANAGEMENT
1. Leadership – to provide leadership at all levels across all departments to
ensure buy-in and a commitment to improvement. Clear ownership of
contract management is established across the organization with a senior
officer charged with the responsibility for project or service delivery.
Regular reporting to the executive should take place on contract
management performance issues and opportunities.
2. People and skills- Contract management responsibilities need to be
clearly identified and people in these important roles supported to
develop and execute their skills appropriately.
- Induction and training programs is established and all contract staff have
been inducted and receive training in project procedures.
- Experienced contract managers are appointed for key contracts.
- Contract management responsibilities are clearly identified in position
descriptions.
- Contract managers has appropriate delegated authority to manage the
contract effectively.

3. Processes, documentation and technology. Consistent record-keeping and
administrative processes are vital and important to ensure projects are
delivered as planned.
- A clear set of contract management guidance and procedures is in place
- A clear record management process is in place for all contract
documentation
- Hard copy contracts and soft copy files are stored and logged, and are
easily accessible when required.
- A contract register is in place, centrally maintained and updated regularly.
- There is well understood audit plan in place to ensure the contract
remains fully compliant.

CHAPTER NINE
PROJECT LEADERSHIP
As the project manager you are accountable for the success of the project or
programme.
To succeed, it is essential you develop an effective leadership style which
facilitate successful delivery through team management. People are not robots
or machines that can be manipulated at will, therefore you need to have the right
skills to lead and develop your team to prevent project failure. Having
knowledge of leadership styles and techniques is essential when managing your
team to win.
Project failure is one experience you do not want to have in your career. A
management expert once said “projects don’t fail people do” this statement is
very true.
In today’s business environment, managers know that the best way to ensure
project success is to build a motivated and committed project team. High-
performance teams are the result of an exemplary leader who creates the
conditions in which individual team members can contribute their best.
As project management becomes the preferred and formal method for delivering
new business initiatives, innovative and creative products and services. The
business, CEO’s, directors, clients have great expectations of project managers

in terms of their ability to deliver superior products to record time, excellent
quality and all this within budget.
Cost, time and quality are the triple constraints of projects.
LEADERSHIP DEFINITION
Leadership is a process by which a person influences others to accomplish an
objective and directs the organization in a way that makes it more cohesive and
coherent
- Leaders carry out this process by applying their leadership attributes,
such as beliefs, values, ethics, character, knowledge and skills.
- Although your position as a manager supervisor, lead etc gives you the
authority to accomplish certain tasks and objectives in the organization,
this power does not make you a leader, it simply makes you the boss.
- Leadership differs in that it makes the followers want to achieve high
goals, rather than simply bossing people around.
CAN WE ALL BE LEADERS?
Good leaders are MADE not born. Some people have a predisposition for
leadership based on inherited personality and characteristics, however, these
abilities need to be developed to reflect the environment they are operating in.
If you have the desire and will power, you can become an effective leader.
Good leaders develop through a never ending process of self-study, education

training, and experience. This guide will help you through that process. To
inspire your workers into certain things you must BE, KNOW and DO. These
do not come naturally, but are acquired through continual work and study. Good
leaders are continually working and studying to improve their leadership skills,
they are not resting on their laurels.
TWO MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP
1. Trust and confidence
2. Effective communication through helping employee understand the
projects overall business strategy and how they can also contribute to the
success of the business.
PRINCIPLES OF LEADERSHIP
1. Know yourself and seek self-improvement, that is, understand your BE,
KNOW and DO attributes, and continually strengthening your attributes.
2. Be technically proficient- As a leader you must know your job and have a
solid familiarity with your employees tasks.
3. Seek responsibility and take responsibility for your actions – search for
ways to guide your organization to a new heights
4. Make sound and timely decision- Use good problem solving decision
making and planning tools and techniques to achieve deliverables.
5. Set the example- Be a good role model for your employees

6. Know your people and lookout for their well-being.
7. Ensure that tasks are understood, supervised and accomplished.
8. Train as a team
FACTORS OF PROJECT LEADERSHIP
There are four major factors in project leadership
1. Follower – A new hire requires more supervision than an experienced
employee. A person who lacks motivation requires a different approach
from one with a high degree of motivation. you must know your people.
2. Leader – You must have an honest understanding of who you are, what
you know, and what you can do. If your team do not trust or have
confidence in you, then they will be uninspired.
3. Communication – What and how you communicate either builds or
harms the relationship between you and your employees. You lead
through two way communicate, much of it is nonverbal for instance,
when you set the example, that communicates to your people that you
would not ask them to perform anything that you would not be willing to
do.
4. Situation- All are different. What you do in one situation will not always
work in another. You must use your judgment to decide the best course of
action and the leadership style needed for each situation.

In conclusion, various forces will affect these factors which are, your
relationship with your seniors, the skills of your people, the informal
leaders within your organization, and how your company is organized.
PROJECT LEADERSHIP STYLE
There are many ways to lead and every leader has his or her own style. Some of
the more common styles include autocratic, bureaucratic, democratic and laissez
faire.
1. Autocratic Leadership Style: This is often referred to as the classical
approach. It is one in which the project manager retains as much power
and decision-making authority to himself. He does not consult employees
and do not allow them to give inputs. They are all expected to obey
orders.
2. Bureaucratic Leadership Style – This is a situation where the project
manager manages by the books. He does everything according to laid
down procedures and policies. If it isn’t covered by the book, the project
manager refers it to the programme manager or the project office
executives above him. He is more of policy officer then a leader.
3. Democratic Leadership Style – This is otherwise known as the
participative style because it encourages employees to be a part of the
decision making. Here the project manager keep his or her employees
informed about everything that affects their work and shares decision
making and problem solving responsibilities.

4. Laissez – Faire leadership style- Here the project manager provide little
or no direction and supervision and gives employees as much freedom as
possible to ensure project deliverables are achieved
FACTORS WHICH CAN AFFECT THESE STYLE
1. The project manager’s personal background
2. The employees being supervised
3. The company or organization ie traditions, values, philosophy can
influence the project manager’s acts.

REFERENCE
Kerzner 1994: The Growth of Modern Project Management Journal.
Kerzner H. 1998: Project management: A System Approach to planning,
scheduling and controlling 6th
edition new work.
Wide Man, RM 2000. First Principles of Project Management, Van couver,
Canada.
Harrison, FL 1992, Advanced Project Management. A structured Approach 3rd
Edition England.
Project Management Methodologies and Tools: Project Management College,
England.
Project Management body of knowledge (PMBOK) 5th
Edition: Project
Management Institute, America.
Mullaly ME 1998: An Organizational Project Management Model, Alberta,
Canada, Interthink consulting.
PM4DEV 2008: Project Management for Development organizations. A project
Quality Management Series.
PMMS- Global Specialist in Procurement: Contract Management Guidelines.
Project Management Theory: Project Management College. England.

About the author
Soseipiriala sunny koko is the President/CEO of the Hartford Leadership And Management
Academy, Port Harcourt and
Former Assistant Secretary, Institute of Strategic Management, Nigeria. Rivers State
Chapter.
He hails from Ibunemsa Tomonitemeka koko family, Pokudiki, in Obudibo war canoe
house of Ogoloma town in Okrika LGA of Rivers State, Nigeria. He had his primary
education at UPE and Salvation Army primary schools in Port Harcourt and proceeded to
Okrika grammar school for his secondary education. He holds a Bachelor of science
degree(B.sc) in Adult and Community Education from the Rivers State University of
Science and Technology.
And a double masters degree. Master of Business Administration(MBA) in Project
management from the CIML Business School, USA. And Master of Science(M.sc) in Human
Resources Management from the Pebble Hills University, USA.
He is at Present a Phd candidate.
The author also holds professional certificates in several areas of his career,including
- Professional Certificate in Human Resources Management from Carrington
Heritage Centre for professional Development UK.
- Professional Certificate in Project Management from Project Management College
UK. He is a project management professional (PMP) and a Certified British project
professional.
The author is a member of the following institutions, British Project Professional Society
UK, Chartered institute of management and leadership USA, Institute of strategic
management Nigeria, and the Chartered institute of Administration, Nigeria.
Email contact: soala.koko@yahoo.com

The project manager

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