Institute of Business Management
of Southern Africa
Established 1973
Project Management Study Guide
Module 1
Fundamentals of Project Management
©Institute of Business Management of SA – IBM of SA
https://www.institutebm.org.za
Project Management Fundamentals
© Copyright IBM
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Published by
The Institute of Business Management of Southern Africa
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Institute of Business Management - IBM
Table of Contents
Chapter 1: Overview
Chapter 2: Defining Projects and Project Management
Chapter 3: The Role of a Project Manager
Chapter 4: Aspects of a project
Chapter 5: How Can Projects Help Me?
The Benefits of Projects
Case Study
Chapter 6: A Project’s Life Cycle
Chapter 7: Selling a Project
The Priority Matrix
Chapter 8: Creating a Vision
Chapter 9: Project Goals
SMART Goals
Your Project’s Goals
Chapter 10: Using a Target Chart
Chapter 11: Preparing Your Project
Chapter 12: Laying Out the Project
The SOW
Individual SOW
Project Planning Worksheet
A Personal Action Plan
Recommended Reading List
OUR ANSWERS
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Chapter 1: Overview
Project management isn’t just for construction engineers and military logistics experts anymore.
Today, in addition to the regular duties of your job, you are often expected to take on extra
assignments - and to get that additional job done well, done under budget, and done on time.
This module is not intended to take you from a supervisory or administrative position to that of
a project manager, but will familiarise you with the most common terms and the most current
thinking about projects.
Learning Objectives
At the end of this module, you will be able to:
Understand what is meant by a project
Understand what project management means
Identify benefits of projects
Identify the phases of a project’s life cycle
Enhance your ability to sell ideas and make presentations
Prioritise projects
Begin conceptualising your project, including goals and vision statements
Use a target chart and other planning tools
Complete a Statement of Work
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Chapter 2: Defining Projects and Project
Management
2.1 What is a Project?
If we understand what projects are, hopefully we will be more successful. Projects differ from
other kinds of work. How do they differ?
One important distinction is that they have a beginning and an end. They require a budget of
their own, separate from or as a separate part of, operating expenses. They may demand some
new or different skills from those you use in your regular job.
Projects differ from ordinary work and thus need special management techniques to
make them successful.
The factors of time, resources, results, and customer satisfaction are interrelated. If you
change one of these, you must change the others to keep things in balance.
Even though projects share attributes, they are still unique because of their different
contexts and their particular use of resources, time, and results.
All projects are work but not all work is a project.
Think of your own definition or words that might describe what a project is or is not.
(DO NOT SUBMIT)
A project is… A project is not…
REVEAL OUR ANSWER
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Conclusion
A project is:
A unique venture that has a start and an end and that is conducted by people to meet
established goals within parameters of cost, schedule, and quality.
A unique venture that has a start and an end, with its own budget, perhaps intended to
create something new, to meet established goals within parameters of cost, schedule
and quality.
2.2 What is Project Management?
The following definitions describe what project management is:
A set of tools, techniques, and knowledge that helps you produce better results for your
project, so it can be successfully completed within established goals.
A set of tools, techniques, and knowledge that when applied, helps you produce better
results for your project.
The application of knowledge, skills, tools, and techniques to a broad range of activities
in order to meet the requirements of the particular project.
Project management knowledge and practices are best described in terms of their component
processes. These processes can be placed into five process groups:
Initiating
Planning
Executing
Controlling
Closing
Processes can also be placed into nine knowledge areas:
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communications Management
Risk Management
Procurement Management
2.2.1 Project management requires resources. What are some examples?
Examples are:
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Materials
Technology
Inflation
Staff
Funding
Management
2.3. Who Are the Key Players?
There are typically seven key players in a project, although the roles may overlap.
There are typically seven key players in a project, although the roles may overlap.
2.3.1 The Sponsor
This person is the most senior team member. They typically initiate the project
and provide the authority within the organisation.
Their responsibilities can include:
Representing the interests of the organisation, ensuring goals, objectives, and the
project itself benefits the company as a whole.
Providing resources.
Making the team aware of constraints. (Constraints are factors that may interfere with
things getting done on time, such as other projects, construction, labour disputes,
budgets, etc.)
Helping to inspire and motivate the team.
2.3.2 The Project Manager
This is the team leader who is responsible for making sure the project is
completed and the goals and objectives are achieved.
This team member has some of the more hands-on responsibilities, including:
Producing documents such as the plan of action, vision statement, target chart, planning
tools. Some of these projects will be done by the manager; others will be done by the
team and led by the manager.
Keeping an eye on the big picture to ensure the progress is on track.
Motivating the project team and helping them grow.
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Communicating with sponsors, stakeholders, and team members to ensure everyone is
on the same page.
Acting as representative for the customers of the project.
2.3.3 Stakeholders
The name says it all: this team member is someone who has a stake in the
project. They may be affected by the outcome of the project, or they may
simply have an interest in the project. This person is often involved only at
particular stages. Their main responsibilities include providing feedback and
guidance.
2.3.4 Key Team Member
This is a team member who has expertise in a particular area. They typically
assist the project manager directly, contributing their expertise when necessary.
Their responsibilities include:
Helping to determine whether or not the project is feasible
Helping to plan the project
Ensuring that the project comes in on time and on budget
2.3.5 Team Member
These people are the workhorses of the team. Typically, each member focuses
on a few tasks (or perhaps just even one task), as assigned by the project
manager. They may also act in a consulting capacity if specialized expertise is
needed.
The major responsibilities include completing the task(s) as laid out in the project plan.
2.3.6 Customers
Believe it or not, customers are a part of your project plan, too. These are the
people internal or external to your company who are affected by the project.
Although the customer may not have a direct role on the project team, the
customer should influence some decisions made by the project manager,
including the objectives, how success is measured, and the direction for the
project.
2.3.7 Suppliers
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These are the people who provide the resources for your project. These
resources can include services, materials, or products. These people are crucial
to the success of the project.
Their sole responsibility is to work with the project manager to deliver the promised items or
services on time and at the agreed cost.
2.4. Example
Top Products Inc. has just received a contract to build 10,000 special widgets for Smith
Manufacturing. However, they need to build a separate area in the factory for this new product.
This has been assigned to Adrian Kronsky as a project.
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Chapter 3: The Role of a Project Manager However it happens, doing a project can be extremely rewarding work. Because projects are
usually set up to accomplish an important purpose, the success of a project can do wonders for
a supervisor’s career aspirations.
As a project manager, you need a clear idea of what you are to accomplish. So what do you do?
First of all, sit down with your supervisor to discuss in some detail his or her expectations. Try to
get down on paper exactly what your goal is, what the project is to accomplish, how long you
have to complete it, how many staff members are to be involved, to whom you must report, and
so forth. (See the following sample.)
3.1. Improvement Proposal
Part 1 – To Be Completed By Proposer
From (proposer): Date:
To (manager): Department:
Idea/Problem/Opportunity for Improvement: Measure(s) of Success:
Anticipated Benefits of Tackling this Project:
Part 2 – To Be Completed By Your Manager
Yes No If No, provide details.
This proposal is within my authority:
This proposal is approved:
Agreed sponsor:
Agreed team leader:
Agreed facilitator:
Signed:
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If the project team is to be members of your department, hold a meeting to discuss the
upcoming effort and define the objectives. Give project assignments based on what your staff
members are capable of handling. If you are charged with the task of selecting a project team,
you should consider exactly what skills will be needed before making any team assignments. We
discuss selecting the team in detail in a later module.
Some of the most important skills a project manager needs are:
All encompassing
Goals met as soon as possible (product, time, and money)
Applies knowledge, skills, and techniques
Balance competing demands
Work with a mixture of people/technology
Multi-task
Define the scope of the project
Define goals you can meet and keep them
Time management
Management identity clusters
Strong project management identity
Good at documenting steps
Self-confidence
Flexibility
Here is a look at some of the key skill areas a project manager should have.
Problem Solving Achievement Time Management Influence
Diagnostic thinking Concern for
achievement
Time Management Team building
Systematic Results orientation Cost management Developing others
Conceptual Initiative HR Management Client/user
orientation
Monitoring
Info gathering
Business orientation Risk Management
Quality Management
Self-control
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Chapter 4: Aspects of a Project
In today’s world, many of us are accidental project managers: people who never intended to
lead projects until suddenly we found ourselves heading up one at the request of our manager.
Think of a project you would like to do or a project you have just been assigned to do. Use it to
see how what we talk about applies to your specific project.
Some key questions to answer when planning include:
Background information about your company or organisation
Name of your project
Why you are doing it (the purpose)
Who will be involved
Whether this is a project you have asked to do or if it has been assigned to you
How it will benefit you, your department, a specific group of individuals, or your
organisation as a whole
How much time you expect it to take
Whether you have identified any costs or not (remember time is a cost)
What planning and tracking tools you will use
4.1 Eight Aspects of a Project
Scope
Clearly define what the project will and will not encompass. What is the expected outcome and
final product?
Time
Time required seeing this project through to completion.
Money
Costs: equipment, materials, labour or staffing needs, financing, or real estate.
Quality
Is there a need as outlined by the organization or the clients for the outcomes to meet certain
standards?
Communication
Who needs to be told of project progress? Why must they be told? What should they be told?
How or what medium will be used to communicate?
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Human Resources
Who will be involved? Why those individuals? Is there a need on the project for special
skills/needs or qualifications? How will they be motivated?
Contracts
Are there contracts? With whom? Are they third party (outside of the supplier and customer,
such as subcontractors)? Is there a requirement for training and development?
Risk
How much risk is associated with the project? How much can be risked? Who decides the level
of risk?
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Chapter 5: How Can Projects Help Me?
5.1 The Benefits of Projects
There are really two types of projects: those that have been assigned to you (usually by your
boss) and those you want to take on because they interest you or because you see a special
need for them.
The first type of project is often a project that your boss has been given, or they want to take it
on, and they look to you for help. You are the de facto project manager. Your supervisor may
have little or no understanding of what it is they are trying to achieve, and usually no
understanding of the components involved. Therefore it is vital to set the stage by identifying
some benefits of taking on a project.
What is the advantage to you or to me to take on an extra project when we feel already
worked to the max?
Possibilities are:
Builds a relationship with your boss. You work closely together and can showcase your
own skills.
A project could establish your reputation within the department or the company as
somebody to go to when there are things that need to be done.
You learn new skills, perhaps by working outside your comfort zone. These skills can
make you more marketable.
This may be an opportunity to showcase skills that do not come to the fore during an
ordinary day of work.
You may be able to demonstrate your skills to your manager and stand out from the
pack.
Can have more opportunities to network. You never know who you may connect with
while doing a project.
However, sometimes we feel overwhelmed by the thought of taking on one more project and
we feel like we are sinking. What do you do when that happens? The following case study is
about that very thing: learning how to handle another project when you are already carrying
more work than you can do.
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5.2 Case Study: Mary Marvellous
One day, Mary Marvellous was seated at her desk working on a project when her boss, Dianne
Delegator, requested a couple of minutes of her time. Dianne began the conversation by
congratulating her for being selected as the person who had been chosen to develop the new
health insurance policy. She explained that she was giving Mary this opportunity because of her
extensive experience and management skills.
Dianne continued to explain, "We require a new health insurance policy for retiring employees
who qualify for the special pension fund. A recent change in government policy requires
immediate action. Normally, this type of change would require approximately 8 months, but we
have to have our policies in place in 4 months. We may also require a preliminary report within
3 weeks in order to update our new government." After a brief pause Dianne said, "Get back to
me if you have any questions on what has to be done."
On the way back to her office Mary felt proud and enthusiastic. She was happy that the boss
was finally beginning to recognise her skills and abilities. When she arrived back at her desk and
had a moment to reflection this new assignment, reality hit. She remembered the large number
of projects already in progress. She sat down and wrote down a list of existing projects. Then
she added "Employees’ Health Insurance Policy" at the.
She realises that if she drops everything else to work on this Employee Health Insurance Policy,
Dianne will be pleased. But sooner or later, she is going to want results from these other
projects. Not only that, there are a couple of projects here that have high profile because of
agreements with other departments and it would look bad if they fell behind. She realises she
can't let them slide very long. She thinks to herself, "I'm already working two evenings a week at
home on office work and my family doesn't appreciate that."
Something is definitely not right here, Mary Marvellous tells herself. This is an interesting job,
but Dianne doesn't realize that I can't do everything at once. There is no use telling her that I am
overloaded, because she always says, “So is everybody. We've just got to do the best we can!”
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Consider the case study and answer the following:
(DO NOT SUBMIT)
What should Mary do?
REVEAL OUR ANSWER
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Chapter 6: A Project’s Life Cycle
The sequence of activities from the beginning of a project to its completion is essentially the
same, whether we are talking about a small two or three day project or a large project that will
span several months. These activities can be grouped into four different phases. (A phase of a
project is a major set of activities that must be performed within the project management
process.)
6.1 Phases
Phase One
The first phase is Initiation, sometimes called the Concept or Create phase. This phase shapes
the project. It often begins after the project has been selected. The purpose of this phase is to
provide direction to the team, to decide what is to be accomplished, and to identify constraints
and risks.
Basic tasks include:
Establishing a need
Determining feasibility
Searching for alternatives
Preparing proposals
Developing basic budgets and schedules
Naming the starting project team
Once the team has been formed, they must:
Study, discuss, and analyse
Write the project definition
Conceptual
Phase
Planning
Phase
Execution
Phase Termination
Phase
Time
Pro
ject
Act
ivit
y
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Set an end-results objective
List imperatives and desirables
Generate alternative strategies
Evaluate alternatives
Choose a course of action
The output for this stage is the Project Charter or Statement of Work.
Phase Two
The next phase is the Planning phase, sometimes called the Sell stage. This is where the project
team identifies the steps and develops the plan for how and when the project will be
accomplished. This is the most critical and most often neglected phase of the project. Poor
planning or lack of planning here can have consequences all down the line. If everybody knows
what is to be done, and they are all on the same page, the project will go much more smoothly.
Tasks to be done include:
Setting goals
Listing tasks to be done
Developing schedules in a sequence and a budget
Getting your plans approved by stakeholders
Conducting studies and analyses
Designing systems
Building and testing prototypes
Analysing results
Obtaining approval for production
Planning usually includes the following steps:
Establish the project objective
Choose a basic strategy for achieving the objective
Break the project down into subunits or steps
Determine the performance standards for each subunit
Determine how much time is required to complete each subunit
Determine the proper sequence for completing the subunits and aggregate this
information into a schedule for the total project
Determine the cost of each subunit and aggregate costs into the project budget
Design the necessary staff organisation, including the number and kind of positions, and
the duties and responsibilities of each
Determine what training, if any, is required for project team members
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Develop the necessary policies and procedures
Market study
Pilot test
Computer simulation
The output for the planning phase is a project plan document, a complete plan for how the
project will be executed. The sponsor and other key shareholders should all approve this
document.
Phase Three
After the project plan is approved, we move into the Execution phase, where the plan must then
be executed or put into action. Here is where you get down to working on the project and
creating the deliverables. To make sure the work is on track, the team (or the project manager)
must monitor progress, and if required, recommend changes. Progress reports go to the
stakeholders.
Tasks include:
Finding the time
Obtaining money
Recruiting people
Getting equipment
Meeting and leading the team
Communication with all stakeholders as you plan and complete tasks
Controlling the work in progress means:
Establishing standards
Monitoring performance
Inspection
Interim progress reviews
Testing
Auditing
Taking corrective action
o Renegotiate
o Recover
o Narrow Project Scope
o Deploy More Resources
o Accept Substitution
o Seek Alternative Sources
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o Accept Partial Delivery
o Offer Incentives
o Demand Compliance
At the end of the execution phase, the final deliverable is delivered to the project customer or
sponsor.
Phase Four
Close out or Termination is the final phase in a project. The customer decides whether he or she
is satisfied with the project. The sponsor assesses the project in terms of goals met and costs
incurred. The team discusses lessons learned and ways the next project can be improved upon.
A final status report is issued and sent to all key stakeholders. This is also the time to celebrate
success and thank everyone involved with the project.
Tasks can include:
Project completion checklist
Test project output to see that if it works
Write operations manual
Complete final drawings
Deliver project output to client
Train client's personnel to operate project output
Reassign project personnel
Dispose of surplus equipment, materials, and supplies
Release facilities
Summarise major problems encountered and their solution
Document technological advances made
Summarise recommendations for future research and development
Summarise lessons learned in dealing with interfaces
6.2 Milestones
Milestones are the major elements or steps of a project. The first three milestones in every
project are the “go or no go” phase gates. For example, after all the preliminary work has been done to shape what the project will look like, a critical decision has to be made. Is this project
worth doing? Shall we move forward with it?
If the answer is yes, you move into the planning phase. When all the plans have been made, you
once again stand at the edge of the cliff and decide, “Go or no go?” Has all the planning been
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done? No? Go back and finish it. Is this project still something we want to do? In that case, let’s move forward.
The third phase gate is at the end of execution. Have all the deliverables been given to the
customer? If no, then back you go to finish the job. If the final deliverable has been completed,
then you can move to the final phase.
6.3 Why do Projects Fail?
A project’s failure is usually due to several key factors, one of which is the manager or team is not involved in the conceptualisation stage. The further down the organisational hierarchy the
manager is, the less information they are privy to, the more likely they are to fail or be less
successful in their projects, and the more stressed they will be as a result.
A coping technique should include asking for more information, or after having been briefed,
summarising their understanding of what took place. This can be followed by a statement such
as, “This is my understanding of the project; if I do not hear differently, I will assume that this is
as it should be.”
Here is a brief list comparing why projects succeed and why they fail.
Fail Succeed
Poor planning Good Planning
No communication Communication plan
Lack of resources/Rand Enough resources
Lack of commitment/Team Committed team
Poor choice of leader Good leader
Setting unrealistic goals Clear, realistic goals
Lack of experience Experienced team
Unclear objectives Clear objectives
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6.4 Three Ways to End a Project
Extinction
The end of all activity on a project, usually before meeting its stated objectives. The end results
of a project terminated by extinction are terminated by neither inclusion nor integration.
Inclusion
A way of terminating a project by incorporating the project operations and team into the
organisation as an ongoing entity. The project work still exists, but the project is no longer
separate from the business operations.
Integration
A way of terminating a project by bringing project team members back into the organisation and
distributing project results and outcomes among existing functions. The project as an entity no
longer exists after integration.
The following activities can be categorised under the different stages of a project:
i) Conceptualisation Phase
Getting an idea
Establishing a need
Determining feasibility
Searching for alternatives
Preparing proposals
Finding support for the idea
Finding a sponsor
Developing a basic budget with ballpark figures
Drafting a tentative schedule
Naming the project team
ii) Planning Phase
Setting goals
Listing tasks to be done
Developing a project plan
Preparing schedules in a sequence
Drawing up a budget
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Getting your plans approved
Conducting studies and analyses
Designing systems
Building and testing prototypes
Analysing results
Obtaining approval for implementation
iii) Execution Phase
Complete tasks
Hold team meetings on progress
Track expenditures
Have resources available when needed
Keep stakeholders informed
Keep communication about the project flowing
Do any training that may be required
Make decisions as a team
Celebrate milestones
iv) Termination Phase
Thank team members
Celebrate success
Evaluate the project results
Release resources
Prepare others to maintain the system
Let go of the project
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Chapter 7: Selling a Project
7.1 Tom Peters
Tom Peters, one of the darlings of the business world, has written a lot about projects. He says
that if you get assigned a project, get excited about it, not defeated. In fact, he suggests we take
any project that is given us, and figure out a way to make it even better; not necessarily bigger,
but better.
“Never, ever, accept a project or assignment as it is given. Resist the status quo.”
Peters also says that if you haven’t been assigned a project, but you can see the possibilities, go out and find a project to tackle. Perhaps you got an idea as to how you could redesign your
boss’s office for increased efficiency, or you were walking through the mall and saw a wellness program advertised that you thought would work in your office. Maybe you heard of something
another organisation or department is doing that you think would work well in your own.
Project ideas are all around us and if you feel ready to tackle them don’t wait for someone to notice you. Bring your idea forward.
The question you have to ask yourself is, “How will I sell it to my manager, or to the powers that
be?”
It’s pretty clear you must have the ongoing support of management and key stakeholders before you initiate any project. This will involve both communication and negotiation skills.
Start by determining why the project is worth doing. How do you believe it will benefit the
organisation? Can you justify how the cost of the project (in time, money or other resources)
will be justified by the outcomes? Ask yourself:
Is there a need or an opportunity for this project?
What is the relative cost in time and money for this project?
Is there any risk of failure? What would this mean to me?
Can I get support for my project?
Will this project impact the bottom line profitability of my organisation?
Remember, pet projects that are personally interesting but which will not benefit the company
or have a low priority for other people can negatively affect business.
Identify the stakeholders (all the people you have to get on board if this project is going to be
successful). What role will each stakeholder take in the project?
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Can you find a project sponsor (someone willing to give you the resources you need to move the
project forward) for your idea?
7.2 The Priority Matrix
How do you get your own ideas accepted? How can you be sure these ideas are good enough to
push for? There are a number of ways you might do this but one of the most useful is to create a
visual reference to demonstrate our priorities.
For example, we might create a matrix to identify priority criteria for projects. I have chosen
three criteria to consider but there are other things you might want to consider as well, such as
“Will my manager support this project?” If your manager does not support your project it is usually dead in the water.
Project
Benefit
A
Easy to do
B
Contribution to
priority area
C
Total
A+B+C
A
B
C
D
You can make this work by assigning points to each criterion, say on a scale of 1-10, or you may
assign points depending on their overall value. For example, contribution to priority area may
rate 15 points, while benefit rates 10 points, and easy to do rates 5 points.
For project A for example, you may feel the benefit rates 7/10 points, it is very easy to do so you
give it 5/5, but the contribution it would make is not really a priority in your department so it
gets no points there. It would only get perhaps 15 out of twenty points.
On the other hand, Project B would be quite beneficial, so you will give it another 7/10, but it
isn’t so easy to do, so it gets 3/10. Nevertheless, it is in a priority area so it earns a 10/15. Thus
its total score is 20.
Now, deciding between the two projects is easy; the one that scored 20 should be the project to
do.
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There is another matrix we can use. Draw two bisecting lines; one is for a high payoff vs. a low
payoff. The second bisecting line is for difficulty vs. ease of doing a project. Mark each project in
the appropriate quadrant.
Which would you consider a priority? A is 1st
; C is 2nd
; B a low 3rd
; and D 4th.
These are simple matrices, but they are graphic and they can sometimes help you make a
decision you have been wrestling with.
Difficult to
do
Easy to do
High pay-off
Low pay-off
1 2 3 4 5 6
1
2
3
5
6 A
B
D
C
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Chapter 8: Creating a Vision
At this stage you’ve chosen a project. But do you really know what you’re trying to achieve?
Try this exercise: Sit at your desk with a sheet of blank paper in front of you. In an ideal world,
what would your project do? Don’t think about what it can’t do, or why certain things aren’t possible. List all ideas and goals, no matter how lofty.
8.1 Example:
You will agree that it’s pretty unlikely for NASA to express interest in our new sales system and project us to worldwide fame, but what if…
Say you have an idea to implement a new sales computer program in a small chain of retail
stores. What objectives can you envision for the project?
Some likely objectives would be:
Our sales will likely increase, making employees happier.
Our customer service should get better, resulting in happier customers, and hopefully
contributing to more sales.
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This may eventually give us the ability to expand.
Create a vision statement. This statement should explain what will change and how it will
change as a result of your project. It should also be attainable and worthwhile.
8.2 Example:
“As a result of the new sales computer program, our staff will be able to service customers 40% faster, resulting in a 75% sales increase within one year.”
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Chapter 9: Project Goals
9.1 SMART Goals
Goals and objectives are important to project success. They are the heart and purpose for
creating a project. Any project you undertake must make sense in terms of an overall goal that
benefits people in some way. You should be able to clearly describe the outcomes, deliverables,
and benefits to stakeholders and end users. You must make certain your manager has described
those goals to you in very clear terms, or if that hasn’t happened, that you go back to him/her for clarification.
Project goals should provide the criteria you need to evaluate your success in completing the
project. These criteria include measure of the time, costs, and resources to achieve your desired
outcomes.
An easy way to remember the elements of a good goal is the SMART acronym.
Specific
Measurable
Action-Oriented / Attainable
Realistic
Time-limited
You also need to remember the three P’s:
Goals need to be put in writing.
Goals need to be personal; that is, every team member must have buy-in.
Goals must positive. It’s easier to achieve something than to not do something.
(Example: “We will reduce turnover by 25%,” or “We’ll stop our employees from quitting.”)
However, when we are working on projects, we have other criteria to remember, particularly
that goals must be agreed upon and come with clear responsibility.
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Therefore, there are actually six parts to any good project goal:
Some tips about project goals:
Project goals need to be reviewed periodically to make sure you have consensus, and as
you move from stage to stage in a project.
All members of a team must be involved in goal setting and kept up to date on goal
progress.
Set goals high but make sure they are achievable.
It might be useful to keep a goal chart on the wall.
Celebrate when you accomplish a goal.
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9.2 Your Project’s Goals
Set some goals for a project of your choice. Some points to remember:
Do they follow the six points of project goals?
Are the three P’s addressed?
Would all team members agree on this goal?
Is the goal attainable?
Own answers – DO NOT SUBMIT
Goal 1
Goal 2
Goal 3
Goal 4
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Chapter 10: Using a Target Chart
A target chart can help you identify the biggest priorities in your project and help you see how
to achieve your goals. It looks like this:
Objective Indicator Priority Current Level Target Level
First, we’ll list our objectives. These are the items that, if achieved, will mean the project has been successful. Let’s look at our new sales system project as an example.
Objective Indicator Priority Current Level Target Level
Better customer service
Happier employees
Improve sales
These are all good objectives, but the first two are pretty vague. That’s where the next column (Indicator) comes in. How will we tell if we’ve been successful or not?
Objective Indicator Priority Current Level Target Level
Better customer service Less hotline traffic
Happier employees Turnover reduced
Improve sales More add-ons sold
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Now let’s identify where these objectives fall in terms of priority on a scale of 1 to 10, with 1
being minimally important to the project’s success and 10 being crucial.
Objective Indicator Priority Current Level Target Level
Better customer service Less hotline traffic 6
Happier employees Turnover reduced 2
Improve up-selling More add-ons sold 10
Once you’ve identified priorities, review your objectives. Are there any that we may want to drop? In the example above, making employees happier is minimally important to the success of
the project. If this can be achieved with a small amount of work (or as the result of another
objective being completed), that’s fine. However, if this objective will take a significant amount of time and/or resources, we may want to save it for another project.
Now we should note the current level of performance for each objective and where we would
like to be.
Objective Indicator Priority Current Level Target Level
Better customer service Less hotline traffic 6 10 per week 2 per week
Happier employees Turnover reduced 2 Averaging 3 per
month
Less than 1 per
month
Improve sales More add-ons sold 10 R40,000 per
month
R100,000 per
month
This chart should be posted where all project members can see it, to keep everyone on track.
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Chapter 11: Preparing Your Project
Once you have decided which project to promote to others and identified your vision and goals,
there are some considerations you want to be prepared for.
See if you can arrive at a response to each consideration.
DO NOT SUMBIT.
Anticipation
How might I anticipate objections to my idea and thus be better prepared to overcome them?
Assistance
In what ways might other persons or groups be of help to me in applying my idea?
Location
What places or locations might be advantageous for putting my idea into practice?
Timing
In what ways might I take advantage of special times, days, dates, etc. for implementing my
idea?
Precautions
What ways might I use to pre-test my chosen idea? In what ways might I safeguard or fortify it
to insure its effectiveness?
Rewards
In what ways might I reward others for helping me implement my idea? Rewards are not
necessarily money, but perhaps recognition like a creative gift. How might these others benefit
from implementation of my ideas?
REVEAL OUR ANSWER
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Chapter 12: Laying Out the Project
12.1 The SOW
The terms Project Charter and Project Statement of Work (SOW) are often used
interchangeably. Many companies use the word Charter to refer to the document that is
actually the SOW.
The Project Management Institute (PMI) uses the term Charter to refer to the announcement
that recognises the authority of the project manager. The SOW, on the other hand, is the formal
project definition document. This is an important distinction between the two.
The Statement of Work is a formal project management document that establishes expectations
and agreements about the project. It is not a contract but a tool for clarifying responsibilities
and working relationships among project stakeholders.
As they work on their Statement of Work, this becomes an opportunity for individual members
of the group to see if they truly understand their project. A SOW can be anything from a one-
two page document to a 100-page document. The usual minimum of a SOW includes the
following elements.
12.1.1 The Purpose Statement
Why are we doing this? The answer to this question should be clearly
spelled out in this section. In addition, the business case for the project
is referenced but not necessarily detailed. (If you need a business case
for a project it is typically done in a separate document, often called a
cost-benefit analysis.)
12.1.2 The Scope Statement
What is included in this project? The scope statement clearly defines what the
project will and will not do. The relationship of the project to other priorities or
business endeavours should be mentioned here as well, especially if this is a
sub-project of a much larger project.
How big is this project? Sometimes little projects like cleaning off a desk lead to
big projects like reorganizing an office. Be prepared for “project creep.” Any of
you who have ever done a home renovation project knows about project creep.
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(You wanted a new railing on the back steps but before you could put on the
railing, the step had to be repaired and painted. Then when you started to
repair the step you realised it would be better to use cedar rather than spruce,
so the whole step had to be torn apart. Once the step had been rebuilt, and you
got the railing on, you realised the whole thing needed a coat of paint, and since
you were going to paint the step and the railing, you might as well do the whole
deck, and…)
12.1.3 The Project Deliverables
What results are we to achieve or what are we to produce? This helps focus the
team on outcomes. The intermediate as well as the final deliverables should be
mentioned by name. Even regular status reports, change requests, and other
reports should be specified as part of the deliverables.
12.1.4 The Goals and Objectives
Outline specific goals to be met. This section defines the criteria for success. Not
only will the on-time and within-budget criteria be specified, all the other goals
should be listed here as well. (Example: New customer sales will increase by
25% within four months of introducing the new Web site.)
12.1.5 SWOT
The SOW should also briefly review the big picture in terms of the organisation’s
Strengths, Weaknesses, Opportunities, Threats (SWOT).
The rationale for this is that projects, just as regular work, flow back into the
organisation in terms of what business we are in, where we are going and how
we are going, to get there from here.
Make sure you include all aspects:
Big Picture - Little Picture
Corporate Goals - Departmental Goals
Long Term Goals - Short Term Goals
If your team does not know what the project will ultimately do, how do they know what impact
it will have in terms of scheduling, budgets, outcomes, and how the termination/ roll-over will
impact their department?
Another way to think of this is the “Snapshot of Success.” What will this project look like when it
is completed to your satisfaction?
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12.1.6 Cost and Schedule Estimates
Prepare a draft budget. This section provides rough but well researched
estimates of both the costs and the schedule for the project. You should be able
to answer the questions, “How did you arrive at that figure for the budget?” and “How was the deadline determined?” in this section of the SOW.
(Projects are usually done in addition to regular work, so having an idea of how much time,
materials, and other resources are required can be a very smart move. A fairly simple way of
getting an idea of costs is to figure out how much time will be required and how much that
person’s time costs per hour.)
12.1.7 List of Stakeholders
Who will be involved? Here is where you identify all the key influencers such as
managers, sponsors, etc. At a minimum you should include the names and roles
of the project manager, key project team members, the sponsor, managers with
an interest in the project, and the customer contacts.
12.1.8 The Chain of Command
The section defines who reports to whom on this project. A project organisation
chart would be useful here. Another useful tool is a responsibility matrix (a table
that defines the important roles and responsibilities on the project). Such a
matrix is important because projects often cross departmental and even
organisational boundaries. If this isn’t spelled out, conflicts about decision-
making and who does what can derail a project.
12.1.9 Assumptions and Agreements
What prior assumptions and agreements are in place? Any assumptions that
limit the project or agreements that form the basis for interaction should be
detailed here. Don’t leave anything out that could affect the future
management of the project. If you want the project to be a success, all side
agreements must be agreed to in the SOW.
12.1.10 The Communication Plan
Who will we communicate to? What basic reports will be produced and how
often? What meetings will be held, particularly during the planning phase?
Specify frequency, audience of all meetings and status reports. Large projects
may require more detailed communication plans.
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You will likely be in charge of the formal communication. Who needs to know and who should
be kept informed periodically? While you don’t want to send info to people who won’t know what you are talking about, omitting someone from the information loop is a great way to ruffle
feathers unintentionally. Try not to do this.
Individual SOW (Use own example)
Purpose Statement
Scope Statement
Project Deliverables
My project has these goals:
My project has these tasks: Cost Schedule
Stakeholders will include:
The chain of command will look
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like this:
Assumptions and agreements
that have already been made:
My communication plan:
12.2 Project Planning Worksheet
Once the SOW has been completed, the Project Planning form doesn’t pose much of a problem.
Following is a sample form with additional information. See if you can complete this.
DO NOT SUBMIT.
Name of Project: _______________________________
Brief description and overall benefits:
Project Number ________ Priority rating __________
Request Date ________ Other Reference dates __________
Time Management
Time targets: Start ________ Finish _________ Accuracy ________
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What are the primary objectives?
What are the secondary objectives?
Milestone descriptions and dates:
Plan for Time Control:
Cost Controls
Budget or Estimate __________ Accuracy __________
Cost (Budget) milestones and dates
#1 _____________________________________________
#2 _____________________________________________
#3 _____________________________________________
Financial Benefits to be obtained
Target product cost _________ Cost per day of delay __________
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Costs include: All external? Y/N All internal? Y/N
Other?________________________________
Plan for Cost Control:
Results Expected
Specific objectives/results expected in order of importance
For further details, refer to documents:
Constraints on Solutions
Plan for Control of Results
Trade-off guidelines
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A Personal Action Plan
I know where I’m starting from. I know I am already good at these things, and I can do them more
often:
I can learn this, I am learning this, and I am doing what I can at this stage as well. I have already
learned:
I will start with small steps, especially in areas that are difficult for me. My short –term goals for
improvement are:
I promise to congratulate and reward myself every time I do something, no matter how small, to
maintain and improve my skills. My rewards will be:
I’m setting myself up for success by choosing long-range goals to work for gradually. My long-term
goals for success are as follows:
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Recommended Reading List
Baca, Claudia M. Project Management for Mere Mortals. Pearson Education,
2007.
Baker, Kim, and Sunny Baker. The Complete Idiot’s Guide to Project Management. Alpha Publishing, 2003.
Bates, Jefferson D. Writing with Precision. Penguin, 2000.
Bennis, Warren, and Burt Nanus. Leaders: Strategies for Taking Charge. Collins,
2007.
Blanchard, Ken, and Sheldon Bowles. High Five! The Magic of Working Together.
William Morrow, 2000.
Bruce, Andy, and Ken Langdon. Essential Managers: Project Management. DK
Adult, 2000.
Carnegie, Dale. How to Win Friends and Influence People. Pocket Books, 1998
(Reprint).
Covey, Stephen. The Seven Habits of Highly Effective People. Free Press, 2004.
Guffey, Mary Ellen. Essentials of Business Communication . South-Western
College Pub, 2006.
Hamilton, Cheryl, and Cordell Parker. Communicating for Results. Wadsworth
Publishing, 2007.
Haynes, Marion E. Project Management: Practical Tools for Success (Crisp Fifty-
Minute Series). Thomson Learning, 2002.
MacKenzie, Kyle. Making It Happen: A Non-Technical Guide to Project
Management. Wiley, 1998.
Martin, Paula, and Karen Tate. Getting Started in Project Management. Wiley,
2001.
Mintzer, Richard. The Everything Project Management Book. Adams Media
Corporation, 2002.
Murphy, Kevin J. Effective Listening. Bantam Publishers, 1988.
Project Management Institute. A Guide to the Project Management Body of
Knowledge, Third Edition. Project Management Institute, 2004.
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Chapter 2
Ask participants to give a definition or words that might describe what a project is or
isn’t. Responses may include: Unique and singular task
Has a beginning, middle, and end
Has an objective
Dedication of resources
Different types of skills coming together
Temporary endeavor to achieve a particular aim
Not an ongoing operation
Constraints and risks relating to cost, schedule or performance outcomes
Projects have limited resources that are planned, executed, and controlled
Chapter 5: Case Study – Mary Marvellous
A written complaint of a heavy workload is more effective than a verbal complaint.
Likewise, providing written evidence of a heavy workload is more effective than a verbal
report of a heavy workload.
Rather than just say “no,” which may mean you won’t get other projects to do, work collaboratively with your manager to solve the problem.
Discuss priorities with Dianne to determine which projects need to be done first.
Ask for assistance; perhaps you can delegate some minor tasks to someone else on the
team.
Schedule regular update sessions with Dianne to help prevent that sinking feeling
Chapter 11: Considerations
Anticipation
Brainstorm objections, either solo or within your team, and identify appropriate responses that
negate or overcome these objections.
Assistance
Look for ambassadors and supporters: people who have something to gain from seeing your
project completed or who can see the benefits of your project.
Location
Think of the person or persons you want to persuade. Would your pitch work better in the
person’s space or in some neutral location like the cafeteria or the board room?
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Timing
If you know your person well, would they prefer to discuss a project over lunch or at the end of
the day? Fridays are often more open and informal. Just before a holiday might get you a
hearing but will it then be forgotten?
Precautions
Remember the old proverb, “A stitch in time saves nine.” One possibility is to run it by an external contact or someone from another department. Perhaps you know somebody who can
be counted on to spot the flaws in any argument. Their black hat thinking could be useful here.
Rewards
Don’t forget the magic of a simple thank you or of public recognition in front of peers. Hand-
written notes of thanks are appreciated. And of course if the project pays off handsomely, then
a more substantial financial reward might be appropriate.
Chapter 12: Project Planning Worksheet
Basics
Name of Project: For some reason, it really helps to give a project a name. It sets it apart
from regular work and creates positive energy.
Brief description and overall benefits: If you can describe your project and how it will
benefit the department, or office, you are well on your way to a successful project. If
you can’t describe it, you need to think it through further or find more information. Project Number: Not always applicable
Priority rating: Not always applicable
Request Date: When were you tasked with this project?
Time Management
Time targets: When are you or did you start? When are you expected to finish?
What are the primary objectives of the project? Refer to our discussion on the Scope of
Work.
What are the secondary objectives that may be accomplished if all goes well? These may
not have been identified by your manager but you can see them as benefits. They are
not the main reasons for doing this project but they are still worth mentioning
Milestone descriptions and dates (short-term goals along the way to completion). For
example, when you are preparing for your parent’s anniversary, you may have several milestones, such as putting together the invitation list, sending the invitations,
completing the menu plan, and decorating the hall.
How will you plan your time so you can still get your other work done? Only you can
answer this one, but you should have an answer and a plan in place.
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Cost Controls
Budget or Estimate (estimate in terms of dollars or hours): We discussed this under
scope of work. You are more valuable to your manager when you are aware of what
projects cost.
Cost milestones and dates: You may decide to divide the money/budget up on a
monthly basis or on a resource basis, but having some milestones in place can help you
determine how well you are doing. For example, if you’ve spent most of your Christmas gift budget and you still have most of your people to still buy for, you’re in trouble.
Financial benefits to be obtained: Are there any? Don’t say no too hastily. Costs include: All external? All internal? (Are external resources required?)
How do you plan to keep time or dollar costs under control? What can you do to make
certain the budget stays within its bounds? This is like going grocery shopping with a list.
Results Expected
Specific objectives/results expected in order of importance: Already discussed in the
SOW.
Are there any constraints you are aware of? Already discussed in the SOW.
Plan for Control of Results: Probably not in your hands, but try to answer anyway.
Plan to minimize risks: Again, some risks will be beyond your control. Others you may be
able to keep in control if you know about them.
Approvals
Project Manager
Project Manager's Supervisor
If possible, get your project plans approved by your manager. This not only protects you,
but it helps clarify exactly what you are expected to do. Sometimes this helps you
manager too, who has not yet taken time to think through a project he/she has just
passed off to you.
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