Project Management

Fundamentals
Introduction to Project Management
Course Objectives
This course will increase your ability to:
• Understand the Project Lifecycle
• Understand what Project Management is
• Understand what makes a project succeed
• Initiate and define a project
• Plan steps to move a project forward
• Keep a project on track
• Bring a project to a close and evaluate its success
What a Project is Not?
A one-time undertaking, of any size or scope, with a specified, desired outcome.

What a project is not:

• A series of tasks
• A process
• A procedure
• An ongoing activity
What is a Project?
Characteristics
• Temporary endeavour with a clear beginning and end
• Creates a unique product, service, or result
• Done for a purpose
• Has interrelated activities
• Is progressively elaborated
• Ends when objectives are met/not met

Definition
“A project is a temporary endeavour undertaken to create a unique product,
service or result”
PMI® PMBOK™ 6th Edition, 2018
Projects vs Operations?
Projects: Operations:
Unique Repetitive in Nature

Finite Eternal

Change (Revolutionary) Change (Evolutionary)

Transient resources Stable resources

Flexibility Stability

Effectiveness Efficiency

Goals Roles
Project Management
Project Management (PM) is the application of knowledge, skills, tools and techniques to
project activities to meet project requirements through the project management processes of
initiating, planning, executing, monitoring & controlling and closing.

Project Integration Management

Project Scope Management
Project Schedule Management
Project Cost Management
Project Quality Management
Project Resource Management
Project Communication Management
Project Risk Management
Project Procurement Management
Project Stakeholder Management

Act Professionally, Responsibly & Ethically

Project Management Lifecycle

1. Initiating and defining the project

2. Planning the project
3. Implementing the project
4. Closing and evaluating the project
Why do Projects Fail?

• Lack of planning
• Misalignment with business goals
• Unrealistic/unachievable goals
• Unrecognized and unaddressed problems
• Wrong leader/team
• Lack of resources and support
• Unresponsiveness to change
What Makes a Project Succeed?

• Relevant, clearly defined outcome

• Achievable, relevant goals
• Careful planning
• Clear, ongoing communication
• Careful monitoring
• Responsiveness to problems, issues, and changes
Types of Project Barriers

• People or resources unavailable

• Approvals not forthcoming
• Loss of team members
• Internal or external change
• Significant delays and issues
Balancing the Constraints

COST

Balance the Constraints

SCOPE
TIME QUALITY
Project Management 101: Taking Projects from Inception to Completion

Introduction
Projects represent much of the work done in today’s organizations. Unfortunately, many
organizations devote valuable resources, including employees’ time, to poorly conceived and
implemented projects that do not achieve meaningful goals or are never completed. In fact, an
extensive study by PricewaterhouseCoopers found that fewer than 3% of companies successfully
completed all of their projects.

The effects of poorly conceived and implemented projects can be devastating to company success.
Effective project management is essential if organizations are to succeed in today’s rapidly changing
and highly competitive environment.
Learning to manage projects effectively not only benefits your organization, it benefits you.
Today’s organizations rely on employees who can carry a project through from inception to
completion, on time and on budget, making a more efficient use of resources and achieving a quality
outcome.

What is a Project?
PMI® defines a project as “…a temporary endeavor undertaken to create a unique product, service
or result. A project is temporary in that it has a defined beginning and end in time, and therefore
defined scope and resources. “
Projects are one-time undertakings, of any size or scope, with a specified, desired outcome.
They are not:
• a series of tasks (part of a project)
• a process
• a procedure
• an ongoing activity (such as a program to improve employees’ health)

The Project Lifecyle

All projects have these key stages:
Stage 1: Initiating and defining the project
Stage 2: Planning the project
Stage 3: Implementing the project
Stage 4: Closing and evaluating the project
Project Management 101: Taking Projects from Inception to Completion

What Makes Projects Succeed?

Here’s what it takes for a project to succeed:
• A clearly defined need—the “why.” Consider:
o Why are we doing this?
o Why is it important?
• A relevant outcome for meeting the need—the “what.” Consider:
o What do we specifically want to achieve?
o What are our goals?
• Careful planning—the “who,” “what,” and “how.” Consider:
o Who needs to be involved?
o What support and approvals, time, resources do we need?
o When do tasks need to be completed?
o How will each task be completed?
• Clear, ongoing communication among everyone participating in and/or impacted by the project
• Careful monitoring to keep the project on track
• Responsiveness to problems, issues, and changes that may impact the project goals or the way
the project is carried out

Types of Project Barriers

• People are unavailable.
• Resources are unavailable.
• Approvals are not forthcoming.
• Loss of team members.
• Internal or external change.
• Significant delays and issues.
Project Management 101: Taking Projects from Inception to Completion

Assessing Your Current PM Skill Level

Individual Activity: Self-Assessment - For each statement, circle the number that best reflects how
well it describes you. Use the following scale:
1 = doesn’t describe me at all
2 = describes me to a small extent
3 = describes me to a moderate extent
4 = describes me very well

Statement Rating

I have excellent organizational skills. 1 2 3 4

I communicate ideas and information clearly. 1 2 3 4
I work well when collaborating with others. 1 2 3 4
I am able to respond to change quickly and appropriately. 1 2 3 4
I can delegate work effectively. 1 2 3 4
When making decisions, I seek and consider other people’s ideas and perspectives. 1 2 3 4
I know how to help people increase their motivation and commitment. 1 2 3 4
I know how to work with others to resolve conflicts. 1 2 3 4
I am able to help others set priorities and manage their time. 1 2 3 4
I enjoy putting together the parts of a puzzle. 1 2 3 4

Total________
Add up the ratings you assigned to each statement. Then turn to the next page to see how your
project management skills measure up.
Project Management 101: Taking Projects from Inception to Completion

Locate your total score in the table below and read the corresponding interpretation.

Total Score Interpretation

10 - 15 You may have difficulty managing projects.
16 - 20 Your project management skills could use improvement.
21 - 25 Your ability to manage projects is not bad, but you could do better.

You are on your way to managing projects successfully, but there are some
26 - 30
skills you need to work on.

31 - 35 You manage projects well, but you can still improve.

You have excellent project management skills! You can use what you learn in
36 - 40
this course to become even better.

Individual Activity: A Project of My Own

Instructions: Think of project you have recently been tasked with or would like to pursue. Briefly
describe it below. As you learn strategies for managing projects more successfully, think about how
those strategies can be applied to that project.
My project:
Project Management 101: Taking Projects from Inception to Completion

Module 2:
Planning a Project
Objectives
• Develop the contents of a project plan
• Examine the components of a proper project schedule
• Discover how to select the right people for your project team

2.1 Developing a Project Plan

The entire team should be involved in developing the project plan. That holds true even for team
members who will not be responsible for doing any of the work until the later stages.
The project plan will vary depending on the nature and complexity of the project, but it should
include at least:
• The necessary resources to carry out the project and where they will be obtained
• A schedule of work, including team members’ roles and responsibilities
• Contingency plans, in case of problems or situational changes that impact the project

Identifying the Tasks and Activities - WBS

To start out, the project manager and subject matter experts determine the main deliverables for
the project. Once this is completed, they start decomposing the deliverables they have identified,
breaking them down to successively smaller chunks of work. Generally, the WBS-building process
finds all these people in a room with plenty of white boards and markers, or pads of paper and sticky
notes. Out of this brainstorm session should come a first draft of the project WBS. It should be one
that will foster “buy in” because the core project personnel participated in its development.
"How small?" you may ask. That varies with project type and management style, but some sort of
predetermined “rule” should govern the size and scope of the smallest chunks of work.
Use the 8/80 rule, where no chunk would take less than 8 hours or longer than 80 hours to
complete. Determining the chunk size “rules” can take a little practice, but in the end these rules
make the WBS easier to use.
Project Management 101: Taking Projects from Inception to Completion

2.2 Creating a Project Schedule

Generally speaking, a schedule helps us to logically arrange what we have to do so that we can make
the best use of our time and resources. More specifically, it is a plan for carrying out a process or
procedure, giving lists of intended events and times.
Schedules are important for individuals, but even more important for teams who work on a variety
of interrelated tasks over a period of time.

Components of a Project Schedule

No matter what the size and scope of a project, the project schedule should always include:
• The sequence of tasks and activities
• When each task/activity will start and be completed
• Which team member will be responsible for each task/activity
• Project deadlines and milestones

The Scheduling Process

The larger and more complex your project, the more time and effort it will take you and your team
to develop a workable schedule. Following a logical series of steps can help.
1. List the specific tasks/activities needed to accomplish each goal. Do not stop to organize or
evaluate them. For example, if the overall task/activity was to design the facility and the specific
goal for that was to hire a consultant by April 10 to develop a floor plan, then the specific tasks
are to hire the consultant and meet with them to tour the space and discuss requirements.
2. Organize task/activity lists into major tasks and subtasks. One key to completing a project
successfully is to break tasks and activities into manageable parts or smaller milestone goals.
Example:
• Major task: Hire a design consultant
• Subtask: Interview potential consultants
• Subtask: Check consultants’ references
3. Determine the order in which all tasks and activities (main tasks and subtasks) should be worked
on. Some aspects of the work can be done simultaneously, while others must be done in a
specific order; i.e., if one task is dependent upon the completion of another. Obviously, Carlos’s
team can’t start construction until a space has been found and the design completed. But the
search for a contractor can be done while the design is being developed.
Project Management 101: Taking Projects from Inception to Completion

4. Determine how long each task/activity will take and set deadlines. Some of the work may take
only a couple of hours; some may take weeks or even months. What’s important is to be
realistic. Things often take longer than you think they will, and it’s better to over-estimate the
time than to under-estimate it. Leaving some “lag” time in the schedule can help keep you from
falling behind.
5. Determine who will be responsible for the work. One team member should take on the
responsibility for each of the primary tasks and activities needed to accomplish a goal. That
person may not actually do the work, but he or she should be in charge of making sure it gets
done.

Presenting the Schedule

Once your schedule is done, put it in a visual form that lets everyone involved see what needs to be
done, the time frames, and the relationships between the various aspects of the work.
There are lots of scheduling tools that can help you do that. Try out a few of them until you find one
that works well for your project.

2.3 Assembling a Project Team

Just about every project requires the collaborative efforts of a number of people. The project team
is made up of those who will be involved at least throughout the planning and implementation
stages.
The team may be formed when defining the project and setting goals or the project manager may
assemble the team at the start of the planning phase. No matter when the team is formed, it is
crucial to select the right people because the team has a great impact on the project’s success.

Selecting the Right People

An effective project team is more than a group of people who take on various tasks. It’s a cohesive
yet diverse group of people who can make specific contributions, who care about the success of the
project, and who can work well together. To help you identify those people, consider the questions
below.
• Who has the necessary skills and experience? You may need the help of people with specific
skills or expertise that you do not possess
• How large should the team be? There are no one-size-fits-all criteria. The team should be large
enough to get the work done and include a sufficient diversity of skills, experience, and
perspectives. And it should be small enough so that people can meet as needed and so that
coordinating team activities doesn’t take up all your time
Project Management 101: Taking Projects from Inception to Completion

• Who has an interest in the success of this project? Projects are more successful when team
members recognize the importance of the project to the organization and themselves and are
committed to achieving the outcome
• Who has the time to work on this project? Projects often fail because the team members, no
matter how well-intentioned, have too many other priorities. Seek team members who can free
up enough time for project activities and who have a history of honoring their commitments
• Who works well in a collaborative situation? A project is a collaborative effort. Team members
need to be able to communicate clearly, share information, discuss issues openly, support one
another’s efforts, and respect each other even when they disagree

Individual Activity: My Insights

What have you learned in this module that will help you manage the planning of your projects more
effectively?
Initiating and Defining a Project
Types of Resources

• Money • Software
• Space • Equipment
• Expertise • Information
Dealing with Unavailable Resources

• Rethink the project scope and goals

• Look for other ways to obtain resources
• Find alternative ways to achieve the outcome
• Put the project on hold, or call a halt
Identify Stakeholders

Stakeholders are people who have a vested interest in the success of a project,
such as:
• Those who are directly affected by the outcome
• Those whose participation is essential for the project to succeed
• Those whose approvals and support you need
 Stakeholder Influence
 The Project Manager - responsible for
Project Stakeholders
managing the project
Other Operations
Stakeholders management  The Customer/Client - the organisation
Functional
Portfolio Sponsor Managers
or individual who will use the end
Manager
product
 The Performing Organisation - the
Project Team
Sellers/ organisation whose employees are
Program Project Other Business
Manager Management Project Team Partners directly involved in doing the work on the
Project
Team
Manager
Members project
Project
Customers/
 The Sponsor - the individual or group
Management
Office
Users within the performing organisation who
provides the financial resources for the
project

The Project
How Can You Meet Stakeholder Needs?

1. Identify criteria
2. Brainstorm
3. Discuss and narrow ideas
4. Evaluate remaining options
S.M.A.R.T. Goals
 Insights
What have you learned in this module that will help you
manage the initiation and definition stages of your
projects more effectively?
Project Management 101: Taking Projects from Inception to Completion

Module 1:
Initiating and Defining a Project
Objectives
• Understand how to identify essential resources
• Discover how to identify a project’s stakeholders
• Identify a need and how it can best be achieved
• Learn how to translate tasks and activities into specific project goals

1.1 Types of Resources

The specific resources that project teams need fall into these general categories. Your project may
not require all the resources listed here, but these are the types of resources you may need to
obtain to achieve your goals.
• Money. CAPEX projects typically require some form of funding to deliver change whereas OPEX
projects use funds available within the department budget.
• Expertise. Many projects require the help of people with certain expertise, these are your
subject matter experts.
• Software and/or equipment. Project teams may need specialized software or equipment to meet
their goals.
• Information. Teams may need studies, reports, and other information to carry out their projects.

Dealing with Unavailable Resources

Projects are likely to fail if you if you try to move things forward without essential resources. To
avoid these kinds of failures, do the following when it becomes clear that you do not have or cannot
obtain one or more of those resources.
• Rethink the project scope and goals. Perhaps you can re-size and reshape the project to fit the
budget and the time available
• Look for other ways to obtain the essential resources. Perhaps you can convince management to
increase the budget or find the expertise you need outside the company rather than within it
Project Management 101: Taking Projects from Inception to Completion

• Find an alternative. There may be another way to achieve the desired outcome, one that
requires a different set of resources
• If necessary, put the project on hold, or call a halt. It’s a waste of everyone’s time and the
organization’s money to continue without the resources you need to succeed. You may need to
delay the project until resources become available. In some cases, you might realize that it is
simply too impractical to proceed

1.2 Identifying Stakeholders

Stakeholders are people who have a vested interest in the success of a project. They may include
managers and executives, colleagues within or outside of your department, and/or your customers.
The specific stakeholders depend on the project and the situation. They generally include:
• Those who are directly affected by the outcome
• Those whose participation is essential for the project to succeed
• Those whose approval and support you need

Stakeholders
• Individuals and organisations actively involved in the project
• Anyone whose interests may be affected, positively or negatively by the project
execution
The Project Manager - responsible for managing the project
The Customer/Client - the organisation or individual who will use the end product
The Performing Organisation - the organisation whose employees are directly involved in doing
the work on the project
The Sponsor - the individual or group within the performing organisation who provides the
financial resources for the project

1.3 How Can the Need be Met?

There are nearly always several ways for achieving a desired outcome. Here are the steps you can
take to help generate options and decide which one is best.
• Identify the criteria the outcome must meet, such as within a certain budget, by a certain time,
with the use of certain resources, or to a certain standard of quality
• Brainstorm all the possible ways to achieve the outcome. Take the time to generate as many
ideas you can – one idea may trigger others. Jot down ideas without discussing, judging or
evaluating them
Project Management 101: Taking Projects from Inception to Completion

• Discuss and narrow the ideas. Eliminate those that are unrealistic, impractical, or unlikely to
achieve the outcome. Also eliminate any that are not aligned with the organization’s goals. New
ideas may come up at this stage — include them in your discussion
• Evaluate the remaining options to select the one that appears to have the best chance of success
at achieving the outcome. Describe this option in specific terms—what product, facility,
procedures, service, etc. will exist when the project is complete.

Developing S.M.A.R.T. Goals

S Specific (goal is clear and unambiguous)

M Measurable (progress can be measured by observation or results)

A Achievable (goal can be realistically attained)

R Relevant (goal matters to the employee, to the manager, and to the organization)

T Time-based (goal is to be accomplished within a certain period or by a certain date)

Individual Activity: My Insights

What have you learned in this module that will help you manage the initiation and definition stages
of your projects more effectively?
Project Planning
What to Include in a Project Plan

• The goals of the project

• Project scope
• Schedule of work, including roles and responsibilities
• Project budget
• Necessary resources and how to obtain them
• Contingency plans, in case of problems, changes and risks
• Stakeholder management and communication plan
Project Planning Tools

1. WBS

2. Network Diagram 3. Gantt Chart

 Work Breakdown Structure
Highest Level - Project 0 Level 1

Summary level
Also called
1 2 3 4 5 6 7 Level 2
sub-projects or major
deliverables
1.1 2.1 3.1 4.1 5.1 6.1 7.1 Level 3

Activity Level 1.2 2.2

Cost
Account

Lowest Level – Work Package Work

1.3 2.2.1 2.2.2 Level 4
Packages

1.4
Components of a Project Schedule

• Sequence of tasks and activities

• When each task/activity will start and be completed
• Which team member is responsible for each task/activity
• Project deadlines and milestones
The Scheduling Process

• List tasks/activities needed for each goal

• Organize lists into major tasks and subtasks
• Determine an order of completion
• Determine how long each task/activity will take; set deadlines
• Determine who will be responsible
Network Diagram
A B C
4 3 1

Start D End
0 8 0

E F G
5 6 2

H
1
Gantt Chart
Selecting the Right People

• Who has the necessary skills and experience?

• How large should the team be?
• Who has an interest in this project?
• Who has the time to work on this project?
• Who works well in a collaborative environment?
 Reflection
What have you learned in this module that will help you
manage the planning of your projects more effectively?
Project Management 101: Taking Projects from Inception to Completion

Module 2:
Planning a Project
Objectives
• Develop the contents of a project plan
• Examine the components of a proper project schedule
• Discover how to select the right people for your project team

2.1 Developing a Project Plan

The entire team should be involved in developing the project plan. That holds true even for team
members who will not be responsible for doing any of the work until the later stages.
The project plan will vary depending on the nature and complexity of the project, but it should
include at least:
• The necessary resources to carry out the project and where they will be obtained
• A schedule of work, including team members’ roles and responsibilities
• Contingency plans, in case of problems or situational changes that impact the project

Identifying the Tasks and Activities - WBS

To start out, the project manager and subject matter experts determine the main deliverables for
the project. Once this is completed, they start decomposing the deliverables they have identified,
breaking them down to successively smaller chunks of work. Generally, the WBS-building process
finds all these people in a room with plenty of white boards and markers, or pads of paper and sticky
notes. Out of this brainstorm session should come a first draft of the project WBS. It should be one
that will foster “buy in” because the core project personnel participated in its development.
"How small?" you may ask. That varies with project type and management style, but some sort of
predetermined “rule” should govern the size and scope of the smallest chunks of work.
Use the 8/80 rule, where no chunk would take less than 8 hours or longer than 80 hours to
complete. Determining the chunk size “rules” can take a little practice, but in the end these rules
make the WBS easier to use.
Project Management 101: Taking Projects from Inception to Completion

2.2 Creating a Project Schedule

Generally speaking, a schedule helps us to logically arrange what we have to do so that we can make
the best use of our time and resources. More specifically, it is a plan for carrying out a process or
procedure, giving lists of intended events and times.
Schedules are important for individuals, but even more important for teams who work on a variety
of interrelated tasks over a period of time.

Components of a Project Schedule

No matter what the size and scope of a project, the project schedule should always include:
• The sequence of tasks and activities
• When each task/activity will start and be completed
• Which team member will be responsible for each task/activity
• Project deadlines and milestones

The Scheduling Process

The larger and more complex your project, the more time and effort it will take you and your team
to develop a workable schedule. Following a logical series of steps can help.
1. List the specific tasks/activities needed to accomplish each goal. Do not stop to organize or
evaluate them. For example, if the overall task/activity was to design the facility and the specific
goal for that was to hire a consultant by April 10 to develop a floor plan, then the specific tasks
are to hire the consultant and meet with them to tour the space and discuss requirements.
2. Organize task/activity lists into major tasks and subtasks. One key to completing a project
successfully is to break tasks and activities into manageable parts or smaller milestone goals.
Example:
• Major task: Hire a design consultant
• Subtask: Interview potential consultants
• Subtask: Check consultants’ references
3. Determine the order in which all tasks and activities (main tasks and subtasks) should be worked
on. Some aspects of the work can be done simultaneously, while others must be done in a
specific order; i.e., if one task is dependent upon the completion of another. Obviously, Carlos’s
team can’t start construction until a space has been found and the design completed. But the
search for a contractor can be done while the design is being developed.
Project Management 101: Taking Projects from Inception to Completion

4. Determine how long each task/activity will take and set deadlines. Some of the work may take
only a couple of hours; some may take weeks or even months. What’s important is to be
realistic. Things often take longer than you think they will, and it’s better to over-estimate the
time than to under-estimate it. Leaving some “lag” time in the schedule can help keep you from
falling behind.
5. Determine who will be responsible for the work. One team member should take on the
responsibility for each of the primary tasks and activities needed to accomplish a goal. That
person may not actually do the work, but he or she should be in charge of making sure it gets
done.

Presenting the Schedule

Once your schedule is done, put it in a visual form that lets everyone involved see what needs to be
done, the time frames, and the relationships between the various aspects of the work.
There are lots of scheduling tools that can help you do that. Try out a few of them until you find one
that works well for your project.

2.3 Assembling a Project Team

Just about every project requires the collaborative efforts of a number of people. The project team
is made up of those who will be involved at least throughout the planning and implementation
stages.
The team may be formed when defining the project and setting goals or the project manager may
assemble the team at the start of the planning phase. No matter when the team is formed, it is
crucial to select the right people because the team has a great impact on the project’s success.

Selecting the Right People

An effective project team is more than a group of people who take on various tasks. It’s a cohesive
yet diverse group of people who can make specific contributions, who care about the success of the
project, and who can work well together. To help you identify those people, consider the questions
below.
• Who has the necessary skills and experience? You may need the help of people with specific
skills or expertise that you do not possess
• How large should the team be? There are no one-size-fits-all criteria. The team should be large
enough to get the work done and include a sufficient diversity of skills, experience, and
perspectives. And it should be small enough so that people can meet as needed and so that
coordinating team activities doesn’t take up all your time
Project Management 101: Taking Projects from Inception to Completion

• Who has an interest in the success of this project? Projects are more successful when team
members recognize the importance of the project to the organization and themselves and are
committed to achieving the outcome
• Who has the time to work on this project? Projects often fail because the team members, no
matter how well-intentioned, have too many other priorities. Seek team members who can free
up enough time for project activities and who have a history of honoring their commitments
• Who works well in a collaborative situation? A project is a collaborative effort. Team members
need to be able to communicate clearly, share information, discuss issues openly, support one
another’s efforts, and respect each other even when they disagree

Individual Activity: My Insights

What have you learned in this module that will help you manage the planning of your projects more
effectively?
Implementing a Project Plan
The Purpose of a Project Kick-Off

• Introduce people
• Gain commitment
• Clarify understanding
Who to Invite

• Team members
• Stakeholders
• Other key people
What to Cover

• People’s relationship to the project

• Desired outcome and why they are important
• Critical deadlines
• Roles and responsibilities
• How information will be communicated
How to Keep Things Moving
Monitor the work

• Set up a system
• Check with everyone regularly

Communicate clearly with everyone involved

• Hold regular face-to-face team meetings

• Use email and other electronic media
• Request written progress reports
How to Handle Issues and Problems

• Act right away

• If necessary, revise the plan and schedule
• Respond quickly to change
 Reflection
What have you learned in this module that will help you
manage the implementation of your projects more
effectively?
Project Management 101: Taking Projects from Inception to Completion

Module 3:
Implementing a Project Plan
Objectives
• Understand how to launch a project
• Discover ways to keep a project on track
• Learn how to handle issues and problems that arise

3.1 Launching the Project

What’s the Purpose?
The project launch serves several functions:
• It gives those who will be involved in the project in some way the opportunity to meet the
project team and vice versa
• It provides an opportunity to obtain commitment from the people who are key to the project’s
success
• It ensures everyone has the same understanding of the project’s importance, goals, and the roles
and responsibilities of those involved

Who do you Invite?

For the launch meeting to be useful, the right people need to be there. You’ll want to invite: team
members, stakeholders, and key people from other areas whose participation in the project will be
important.
Try to hold the meeting when key people can be physically present. If it is not possible to gather
everyone in the same place at the same time, use videoconferencing or other software so that
people can be present virtually.
Project Management 101: Taking Projects from Inception to Completion

What do you Cover?

Topics for a launch meeting should include:
• Each person’s relationship to the project
• A description of the desired project outcome and why it’s important
• The project goals and timetables, including critical deadlines
• Roles and responsibilities of team members and others
• What will be done to keep everyone informed during the project

3.2 Keeping the Project on Track

Implementing a project is somewhat like completing a jigsaw puzzle: all the pieces need to be put in
the right place at the right time. Making that happen requires time and attention. Here are
suggestions for helping to ensure the pieces fit together properly.

Monitor the work

The project schedule describes what needs to be done and when specific tasks and activities need to
be completed.
• Work with your team to set up a system for monitoring that work
• Check with the responsible team members to make sure that things are getting started at the
right times and being done the right way

Communicate clearly with everyone involved

Clear communication with team members, the people doing the work, and stakeholders is essential
for a project to succeed.
• Hold regular face-to-face team meetings to review progress, resolve problems, and discuss
issues. If team members are in different locations, use meeting software or videoconferencing so
people can see one another. Use an agenda to keep meetings focused and to ensure time is used
efficiently.
• Use email and other electronic media as needed to share information and ideas and to keep
team members and others up to date. Try to avoid inundating people with email they do not
need by considering who needs to be on the distribution list.
• Request written progress reports. Written reports at key stages of the project, such as
milestones, summarize accomplishments, issues, and any significant changes to the goals or
schedule. They help the team and the stakeholders see what has been done and what is left to
do. Once the project is over, the written reports can be used to evaluate the project.
Project Management 101: Taking Projects from Inception to Completion

3.3 Handling Issues and Problems

The way the project manager and team handle the issues that are undoubtedly going to come up
can make the difference between a successful project and one that fails to meet its goals. Here are
some guidelines.
• Address issues and problems promptly. Most problems can be resolved quickly if they are caught
at the early stages. To keep problems from escalating, address them right away. Determine the
extent to which the problem is likely to impact the project plan and schedule. Calculate whether
the problem can be solved with available resources and within the allotted time frame
• If necessary, revise the project plan and schedule. If a problem is serious enough to throw the
project off track, call the team together. Review the project plan and schedule to determine
what, if any, changes you may need to make and decide how best to proceed
• Respond quickly to change. As soon as you become aware of a change that might affect your
project, work with the team to respond quickly. Review your project goals and scope, explore the
possible impacts, and decide what actions to take. If the project or any part of it no longer seems
relevant, it’s better to abandon it so everyone can move on to other priorities

Individual Activity: My Insights

What have you learned in this module that will help you manage the implementation of your
projects more effectively?
Closing and Evaluating a Project
Wrapping Things Up

• Finish administrative tasks

• Make a formal announcement of completion
• Thank team members and other participants
• Help team members move on
How to Evaluate a Project

• Desired outcome met?

• Deadlines and milestones achieved?
• Stayed within budget?
• What was learned?
Best Practices
• Define outcome and its importance
• Develop S.M.A.R.T. goals
• Identify stakeholders
• Assemble the right team
• Communicate often
• Develop a project plan
• Hold a kick off meeting
• Monitor the project carefully
• Let everyone know when project is completed
• Thank participants
• Evaluate what went well and what could be
improved
 Reflection
Think about your current or upcoming projects

What one or two things have you learned that you will use to manage
that project and other projects more effectively?
 Project Management 101: Taking Projects from Inception to Completion

Module 4:
Closing and Evaluating a Project
Objectives
• Understand the importance of letting everyone know the project has been completed
• Learn how to wrap things up after a project has been completed
• Discover why and how to evaluate a project

4.1 Bringing the Project to a Close

It’s not unusual for a project to be abandoned once the desired outcome has been achieved. But to
make sure that all the i’s have been dotted and t’s crossed, it is important to bring the project to a
proper close and wrap up any loose ends. As a project comes to an end, take the time to:
• Ensure there are no remaining administrative tasks to be completed, such as processing
outstanding vendor invoices.
• Make a formal announcement of the project’s completion to all involved or impacted by it.
o Let them know what happens next, if appropriate.
o Thank them for their participation and contributions to the project’s success.
• Help team members move on to something else, if appropriate. This is particularly important
when people have been devoting all or most of their time to the project.
Project Management 101: Taking Projects from Inception to Completion

4.2 Evaluating the Process

What is the Purpose of a Project Evaluation?
Any project, even one that is unsuccessful, offers a valuable learning opportunity that team
members, stakeholders, and others can use to help future projects succeed.

What Questions Should You Consider?

These kinds of questions can help you and your team determine what went well and what could be
improved in the future. You can discuss these questions among yourselves and/or meet with
stakeholders and others who were involved to get their thoughts and perspectives.
• How well was the desired outcome met? Was the outcome the one envisioned by the people
who initiated the project? Did it differ in any way? Exceed expectations? Did it fall short? If it fell
short, what were the reasons?
• Were all the deadlines and milestones achieved? Was the team able to stick to the schedule? If
not, why not, and what were the impacts when the schedule went off track? Was there anything
that could have been done to avoid getting off schedule or deal more effectively with those
impacts?
• Did the project stay within the budget? If the project went over budget, what were the reasons?
Was there anything that could have been done to stay within the budget?
• What did we learn? What went right, and what went wrong? What did we do well? Were there
any problems we could have avoided? How? What could we have done differently to improve
the process and/or the outcome?

Best Practices for Managing Projects

No matter what a project’s size and scope, these best practices can increase the likelihood that it will
go smoothly and achieve the desired outcome.
• Begin a project by clearly defining the desired outcome and why it is important
• Take the time to explore options for achieving the outcome, decide which will be best, and
develop S.M.A.R.T. goals that describe how to achieve it
• Identify stakeholders, assemble the right team, and set up a system for communicating
information throughout the project
• Develop a detailed project plan that includes essential resources, a realistic schedule, roles and
responsibilities, milestones, and contingency plans
• Hold a launch meeting to ensure that key stakeholders and participants have the same
understanding of the project and to encourage commitment to the project
Project Management 101: Taking Projects from Inception to Completion

• Monitor the project carefully to ensure it stays on track and to address problems, issues, and
changes right away
• Let everyone know when the project has been completed and thank people for their
participation
• Learn from the experience by evaluating what went well and what could have been done
differently

4.3 Putting it all Together

Individual Activity: My Insights
Think about the current or upcoming project you identified at the beginning of this course. What
one or two things have you learned that you will use to manage that project and other projects
more effectively?