Objectives:

 To be able to define and understand what is Project Management.

 To understand the definition of a Project.
 To comprehend the types of Project Management methodologies.
 To identify and determine when should a Project management methodology be used.
 To know the roles and responsibilities of a Project manager.
 To understand the Project Life Cycle.
 To know the Triple Constraints of Project management.
 To understand the role of Project management in the society.

WHAT IS PROJECT MANAGEMENT?

> is the application of methodologies, tools and processes to successfully plan and execute
projects. Project management intelligently makes use of teams and resources to complete
project activities within the boundaries of time, cost and scope.
> The project objective is defined by the client or stakeholder, and a project manager uses the
methodologies of project management to create a plan that defines the resource allocation,
tasks, milestones and deliverables necessary to meet the stakeholders’ requirements.

> The plan must adjust to the triple constraint, or project management triangle, which refers to
the time, cost and scope limitations that apply to every project. This concept is a cornerstone of
project management, and therefore managers must pay special attention to the schedule,
budget, and work breakdown structure during the planning phase.

>Projects are often planned, scheduled, executed and tracked with the help of project
management software. This vital tool keeps projects on track and teams productive.

PROJECT
THE MANAGEMENT
DEFINITION MODULE 1
OF A PROJECT
1
INTRODUCTION
A project is work that has a specific objective (or deliverable) that is to be completed within a set
timeline, and upon completion, a product or service is created. Projects are unique in that they
end, unlike other business functions that repeat or continue regularly.

The project life cycle is made up of five stages: initiation, planning, execution, monitoring and
control and closure. Depending on the industry, objectives and stakeholder requirements,
different types of project management methodologies will be employed to manage these five
stages and achieve a successful outcome.

A project is temporary in that it has a defined beginning and end in time, and therefore defined
scope and resources.
A project is temporary in that it has a defined beginning and end in time, and therefore defined
scope and resources.
And a project is unique in that it is not a routine operation, but a specific set of operations
designed to accomplish a singular goal. So a project team often includes people who don’t
usually work together – sometimes from different organizations and across multiple
geographies.
The development of software for an improved business process, the construction of a building
or bridge, the relief effort after a natural disaster, the expansion of sales into a new geographic
market — all are projects.

PREPARED BY: SHERNAN P. MABBORANG 1

And all must be expertly managed to deliver the on-time, on-budget results, learning and
integration that organizations need.

Time, cost and quality are the building blocks of every project. 

Time: scheduling is a collection of techniques used to develop and present schedules that show
when work will be performed.

Cost: how are necessary funds acquired and finances managed?

Quality: how will fitness for purpose of the deliverables and management processes be
assured?

THE TRIPLE CONSTRAINT

The triple constraint, also known as the project management triangle, refers to the boundaries of
time, scope and cost that apply to every project. The project management processes
responsible for controlling these constraints are schedule management, cost management and
scope management. There are many tools and techniques used to keep track of these
important variables:

Time
Project managers must estimate the time required to complete a project by using tools such
as PERT charts or the critical path method. This must be done during the initiation and planning
phases of the project life cycle to develop a schedule that covers the duration of all the
activities. Once the execution phase begins, the status of the project must be monitored to
make changes to the schedule baseline.

Scope
PROJECT MANAGEMENT MODULE 1
2
INTRODUCTION
The scope refers to all the work necessary to complete a project and it must be identified during
the planning stage by using a work breakdown structure. If the scope is not properly defined
early in the project, it can expand during the execution phase due to unplanned activities. This is
known as scope creep, and might cause projects to fail.

Cost
There are many costs associated with a project. Project managers are responsible for
estimating, budgeting and controlling costs so that the project can be completed within the
approved budget.

You can see how important the triple constraint is to any project. The three points of this triangle
are always influencing one another. If you suffer a setback in time, then you’re going to have to
adjust either scope or cost. The same being true for the other points.

The success of any project rests on these three pillars, but there are also other internal and
external factors that might affect a project.

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TYPES OF PROJECT MANAGEMENT METHODOLOGIES

1. Waterfall Project Management

Waterfall project management is easily one of the oldest methods, but still used by many
development teams. This style involves working in waves, with each step being heavily
dependent on the one before it.

While waterfall style is much slower than its counterparts, it can be useful for those looking to
have a lot of structure or predictability. Unfortunately, it can result in numerous hangups,
especially if bugs are detected during a later step in the process and previous steps must be
revisited.

2. Agile Project Management

Agile is a faster and more versatile solution to the dated waterfall model. Agile isn't a precise
project management methodology, but a mindset or ethos that is applied to other versions of
project management. It involves working in smaller chunks, or sprints, that allow projects to
pivot when needed.

3. Scrum Project Management

Scrum is the epitome of agile. It's fast, very small in scope, and able to turn on a dime. Scrum is
all about using sprints to accomplish projects in small pieces, often based on a one-month
timetable. Scrum is great for smaller teams that are looking to iterate quickly.
PROJECT MANAGEMENT MODULE 1
3
INTRODUCTION
4. Kanban Project Management

Kanban is another variant of agile project management. Unlike Scrum, which is focused on
time-based pieces, Kanban is all about organization. To accomplish this, Kanban looks primarily
at the number of tasks that go into any process and how they can be streamlined, reduced, and
so on. This is an especially great model for those with a factory-like output that doesn't vary.

5. Lean Project Management

Lean management is similar to Kanban in that it's all about process, but it has an even higher
emphasis on trimming the fat. Lean is all about focusing on a customer-first mindset and how
processes can be stripped away to deliver the best, most affordable, timely experience for
customers.

6. Six Sigma Project Management

The Six Sigma method focuses on improving the quality of a project's output. This is especially
helpful if you've undergone a lean management style and found the end result less than
satisfactory, as Six Sigma emphasizes creating a better end result for the customer. This
method can be tacked onto other management styles, and is a great way to refine.

7. PRINCE2 Project Management

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The PRINCE2 method is often used by private sectors in the government, and is focused on
efficiency and minimizing risks and errors. This detail-focused method is all about chunking
projects up into product-based steps that can be tackled one at a time, ensuring no stone is
unturned anywhere in the process.

Other Reference and Definition:

PROJECT MANAGEMENT METHODOLOGIES
To save you from reinventing the wheel, over the years people have come up with some tried-
and-tested ways of getting project work done. Here are some of the most common project
management methodologies:

1. Agile
Agile is often used in software projects but it’s becoming more common on other types of
projects, like marketing. It involves iterative working in short bursts called “sprints.” The work is
time-boxed and the team gets as much done as they realistically can before moving to the next
set of requirements.

The Agile principles have been used to develop methods like scrum, extreme programming,
crystal, among others.

Good for: projects where you want to incorporate quick wins and build iteratively.

Avoid when: you work in a traditional environment and the change to agile methods hasn’t yet
been completed or even understood.

2. Scrum
PROJECT MANAGEMENT MODULE 1
Scrum is a short “sprint” approach to managing projects. It’s ideal for teams of no more than 10 4
INTRODUCTION
people, and often is wedded to two-week cycles with short daily meetings, known as daily scrum
meetings. It’s led by what is called a Scrum master. Scrum works within an agile framework and
it consists of time boxes, collaborative team interactions, a product backlog, and feedback
cycles.

When to Use It: Like agile, scrum has been used predominantly in software development, but
proponents note it is applicable across any industry or business, including retail logistics, event
planning or any project that requires some flexibility. It does require strict scrum roles however.

3. Waterfall
The waterfall model is a linear approach to delivering work. You come up with the stakeholders’
requirements, put the design together, build the solution, test and implement it and then move it
into a maintenance stage.

Good for: projects where the requirements are clear or little change is expected along the way.

Avoid when: you don’t really know how you are going to get to the end result and the
requirements aren’t clear.

4. Lean

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Lean has come to mean a couple things recently, since the advent of the Lean Startup
movement, which favors an iterative approach to product development and involves bringing in
end-users early and often for feedback on the project’s delivery.

Traditionally in project management, Lean PM is a way of eliminating waste in processes and

making sure that the people involved work effectively together. It streamlines the handoffs
between teams, eliminating downtime. A common feature of lean working is to only work on one
project at a time.

Good for: process improvement projects and critical initiatives that need focus.

Avoid when: we’re not sure! Every piece of work can benefit from trying to make the processes
involved as simple and easy to use as possible.

5. Kanban
Kanban is visual approach to project management. The name is literally billboard in Japanese. It
helps manage workflow by placing tasks on a Kanban board where workflow and progress is
clear to all participants. Kanban helps improve inefficiencies, and has been used to schedule
lean manufacturing in Agile projects.

With the dawn of visual planning boards in software in our era, like Trello, there are now new
uses for Kanban tools and Kanban methods. Agile teams use Kanban boards for story-boarding
user stories and for backlog planning in software development.

6. Six Sigma
Introduced by engineers working at Motorola in the mid-1980s, Six Sigma works to improve
quality by identifying what is not working in the project. It applies quality management, including
PROJECT MANAGEMENT MODULE 1
empirical statistics, and employs personnel who are experts in these disciplines. There is also a 5
INTRODUCTION
Lean Six Sigma that adds lean methodology to eliminate waste.

As a doctrine, it says that continued efforts to achieve results that are stable and expected are
most important to success. Processes can be defined and improved. It takes the whole
organization, from the top down, to sustain quality in a project.

When to Use It: This methodology works best in larger organizations. Even companies with a
few hundred employees are likely too small to take advantage of its benefits. It requires a
certification to practice. Learn about six sigma certification here.

7. Critical Path Method (CPM)

Consists of building a model that includes all the activities listed in the work breakdown structure
to identify the project’s task sequences and their duration. With this information, you identify the
critical activities that must be completed on time to avoid affecting the project schedule.

When to Use It: CPM works better with smaller or mid-sized projects. The larger the project, the
more difficult it can be to take all the data you need to diagram and make sense of it without
software.

8. Critical Chain Project Management (CCPM)

In CCPM, you’re focusing on resources that you’ll be using to complete the project, such as
teams, equipment, office space, etc. It’s a less technical method of project management that

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doesn’t put as much emphasis on task order or scheduling, but rather on balancing resources
and keeping them flexible.

First introduced in 1997, in the book “Critical Path” by Eliyahu M. Goldratt, it has been credited
with making projects anywhere from 10-50% faster and/or cheaper.

When to Use It: Can be applied to both large and small companies, and for projects that include
industries such as construction, software development and tech research and development.

PROJECT MANAGER RESPONSIBILITIES

A project manager, with the help of their team, is charged with multiple responsibilities that span
the five project phases of a project life cycle (initiating, planning, executing, monitoring and
closing) below.
The project management phases intersect with 10 knowledge areas. The knowledge areas
include integration, scope, time, cost, quality, human resources, communication, risk
procurement and stakeholder management.

A. Initiating phase

1. Integration management: Developing a project charter

2. Stakeholder management: Identifying stakeholders

B. Planning Phase

1. Integration management: Developing a project management plan

2. ScopeMANAGEMENT
PROJECT management: Defining
MODULE and1 managing scope, creating a work breakdown
structure (WBS), and requirements gathering 6
INTRODUCTION
3. Time management: Planning, defining, and developing schedules, activities, estimating
resources and activity durations
4. Costs management: Planning and estimating costs, and determining budgets
5. Quality management: Planning and identifying quality requirements
6. Human Resource management: Planning and identifying human resource needs
7. Communications management: Planning communications
8. Risk management: Planning for and identifying potential risks, performing qualitative and
quantitative risk analysis, and planning risk mitigation strategies
9. Procurement management: Planning for and identifying required procurements
10. Stakeholder management: Planning for stakeholder expectations

C. Executing

1. Integration management: Directing and managing all work for the project
2. Quality management: Performing all aspects of managing quality
3. Human resource management: Selecting, developing, and managing the project team
4. Communications management: Managing all aspects of communications
5. Procurement management: Take action on securing necessary procurements
6. Stakeholder management: Managing all stakeholder expectations

D. Monitoring and Controlling

1. Integration management: Monitoring and controlling the project work and managing any
necessary changes

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2. Scope management: Validating and controlling the scope of the project
3. Time management: Controlling the scope of the project
4. Costs management: Controlling project costs
5. Quality management: Controlling the quality of deliverables
6. Communications management: Controlling all team and stakeholder communications
7. Procurement management: Controlling procurements
8. Stakeholder management: Controlling stakeholder engagements

E. Closing

1. Integration management: Closing all phases of the project

2. Procurement management: Closing all project procurements

WHAT EXACTLY DOES A PROJECT MANAGER DO?

A project manager is the individual tasked with planning and executing the project. As noted,
there are many ways to manage a project—and depending on the methodology used, a project
manager can operate in vastly different ways.

However, most project managers share common roles and responsibilities. Some of the more
traditional duties of a project manager include the following:

 Scope Management: Defining the work needed to complete the project

 Task Management: Planning tasks and defining their deliverables
 Resource Management: Using people, capital, materials and all other resources
efficiently
 Team Management: Assembling and leading a team
 Schedule Management: Consists in analyzing the duration of activities to create a
PROJECT MANAGEMENT
project schedule. MODULE
Once the 1 phase begins, the project status must be monitored
execution
7
INTRODUCTION
to update the schedule baseline
 Quality Management: Establishing a quality policy for the project’s deliverables and
implementing quality assurance and quality control procedures
 Cost Management: Estimating costs and creating a budget
 Stakeholder Management: Satisfying stakeholders expectations and communicating with
them throughout the project life cycle
 Risk management: Identifying, monitoring and minimizing project risk
 Status Reporting: Monitoring and tracking progress and performance by generating
reports and other documentation
Project managers learn about their role through certification from the Project Management
Institute (PMI), which has codified standards in the often updated Project Management Book of
Knowledge (PMBOK). Armed with their knowledge, project managers rely on project
management software to execute all of the tasks necessary for a successful project.

THE FIVE STAGES OF THE PROJECT LIFE CYCLE

Because projects have a life cycle, they all go through a series of phases. If you can grasp
these five phases, then you’ll have a good grip on what project management is all about.

Project Initiation
This is the starting phase of your project when you must prove the project has value and is
feasible. This stage includes creating a business case, to justify the need for the project, and a

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feasibility study to show that it can be executed within a reasonable time and cost. This is also
the time to create a project charter, a document that sets out exactly what the project is going to
deliver.

This stage of the project culminates in a project kickoff meeting, where you bring together the
team, stakeholders and other relevant parties to lay out the project goals, schedule, processes
and the chain of communication.

Project Planning
The second stage is project planning, which occurs after the project has been approved. The
deliverable of this phase is the project plan, which will be the guide for the execution and control
phases. The project plan must include every component associated with the execution of the
project including the costs, risks, resources and timelines.

During this phase, the work required to complete the project, which is known as the project
scope, is defined using a work breakdown structure (WBS). The WBS divides the project into
activities, milestones and deliverables. This allows project managers to create schedules and
assign tasks to their team members.

Project managers often visualize their project plan using a Gantt chart, which represents the
order of tasks and how they are interdependent. This gives you a roadmap for the work until the
project reaches its conclusion.

Project Execution
The third stage is project execution, which is where the majority of the work happens. This is the
phase where you complete the project activities and milestones to produce the deliverables to
the client’s or stakeholder’s satisfaction by following the plan created in the previous stage.
PROJECT MANAGEMENT MODULE 1
8
INTRODUCTION
Along the way, the project manager will reallocate resources as needed to keep the team
working. They will also work to identify and mitigate risks, deal with problems and incorporate
any changes.

Project Monitoring and Control

The fourth stage is project monitoring and control, which occurs at the same time as the
execution phase of the project. It involves monitoring the progress and performance of the
project to ensure sure that it stays on schedule and within budget. Quality control procedures
are applied to guarantee quality assurance.

The biggest issues in a project are typically related to three things—time, cost and scope, which
collectively are referred to as the triple constraint. The main goal of this phase is to set firm
controls on the project to ensure that those areas don’t go off track.

Project Closure
The fifth stage is project closure, in which the final deliverables are presented to the client or
stakeholder. Once approved, resources are released, documentation is completed and
everything is signed off on. At this point the project manager and team can conduct a post-
mortem to evaluate the lessons learned from the project and learn from the experience.

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Depending on the project, the closure phase may also include handing over control to a different
team, such as the operations management team. In this case, it is the job of the project
manager to ensure that such a transition occurs smoothly.

PROJECT MANAGEMENT TOOLS

We no longer live in the same world as Henry Gantt, where project schedules were produced
meticulously by hand. We can all be grateful that project management tools have evolved
dramatically since then.

Today, there are a wide range of project management tools, both online and mobile, available to
help you manage your projects.

Gantt Chart
The online version has come a long way from Lego pieces on a peg board. Today’s Gantt
charts are interactive and collaborative. But they retain their basic structure, which is a
spreadsheet to the left and a timeline to the right. Tasks are listed to the left and populate the
timeline, with a status bar stretching from the start date to the end date. They are used to plan
and schedule projects.

But there is much more that a Gantt chart can do, such as the online Gantt chart maker from
ProjectManager.com, which allows you to set milestones, assign and link dependent tasks, so
that if one task’s date changes, all downstream tasks will adjust as well. Editing is easily done
by dragging and dropping.

PROJECT MANAGEMENT MODULE 1

9
INTRODUCTION

Dashboard
A project dashboard can be easy or complex to make. Essentially a dashboard is a compilation
of project data points such as budget, task status, team workload and overall plan status. It
provides a high-level view of the project and its progress as mapped by several metrics.

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The dashboard is an ideal tool to keep stakeholders updated on the project, as they usually
don’t want to get into great detail. That way you know the dashboard is up-to-date. Some
dashboards have to manually assemble a bunch of disparate reports and then compile them in
yet another program to “create” a dashboard.

Task List
Project management tools are used to manage tasks, to assign and track them over the course
of the project to make sure they’re meeting the demands of the project schedule. A good task
management tool will give MODULE
PROJECT MANAGEMENT teams more
1 control over their tasks and managers more
transparency into the process. 10
INTRODUCTION

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Project Calendar
A project calendar is a great way to track due dates and other important milestones in a project.
It is wedded to the project schedule and its timeline. Calendars can also mark holidays, days off,
vacations and other scheduling resources.

PROJECT MANAGEMENT MODULE 1

11
INTRODUCTION
Kanban Board
Kanban is a visual workflow tool that is part of the just-in-time lean manufacturing method. It
means that work is only ready when the resources and capacity to it is ready.

Kanban is made up of a board with columns that represent the production cycle and cards
under those columns that represent the tasks. Cards are then moved from column to column as
the work is scheduled, executed and completed. Kanban provides transparency and keeps
teams focused on the work at hand.

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Workload Tools
This is the amount of work that has been assigned. But workload can often be poorly
distributed, with some taking the brunt of it and others being left relatively idle. This is called an
imbalanced workload. When assigning and when tasks are being executed, it’s important to
know how much work each team member is responsible for.

PROJECT MANAGEMENT MODULE 1

12
INTRODUCTION

Resource Management Software

Resources are anything you need for the project. That means, tools, equipment, supplies and
even people. Managing resources, so that they’re available when needed is a project within the
project, especially when dealing with outside vendors and suppliers.

Therefore, you need a tool that keeps track of these resources, how much they cost and when
you’ll need them in the project, and then coordinate all that to work with your plan.

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Timesheet
Keeping track of team members’ or contractor’s hours is part of the responsibility of the project
manager. They need a tool that can track hours and then submit them for approval to make sure
everyone is paid on time and for the work they’ve done.

PROJECT MANAGEMENT MODULE 1

13
INTRODUCTION

Collaboration Tools
Collaboration is simply working together for greater efficiency and productivity. It can be hard
enough when everyone is in the same room, let alone in different time zones.

Whether your team has a lot of remote workers or external clients, or is mostly in-house, using
collaboration tools can drastically cut down on email time and helps keep vital project
communication with the project. This can be especially helpful when doing project post-mortems
or when simply searching for essential project files and conversations on a larger project.

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PROJECT MANAGEMENT ROLES
Projects aren’t just tools and phases: projects are made possible by people. Those people have
specific jobs to do. A project works best when those roles are well-defined. While there are
methods of project management that allow for more fluidity, these are the main roles on a
project:

Project Sponsor
This is the person accountable for the outcome. They are often the senior manager who has
come up with the idea for the project and their team will get the benefit. For example, the sales
director would sponsor a project to introduce a new online sales tool.
PROJECT MANAGEMENT MODULE 1
14
INTRODUCTION
Ultimately, they represent the customer of the project. Depending on the organization, there can
be different levels of project sponsors, such as an executive project sponsor.

Project Manager
This is the person responsible for leading the team and organizing the work. In more formal,
structured organizations and on larger, more complex projects, the project manager is usually a
certified project management professional (PMP) by the PMI.

In more informal organizations, the project manager does not require certification. Project
managers are responsible for all the different project management processes that take place
throughout the project life cycle, such as risk management, task management, resource
management, among others. In simple terms, they supervise the planning, execution,
monitoring, and closure of the project.

Supplier
Someone is doing the work, and that might be an internal supplier such as a development team
or an external contractor. The supplier is represented on the project team by their main point of
contact who might be their technical expert, an account manager or a project manager.

Team Member

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This is a person tasked with completing a part of the project. Team members are skilled
professionals, who work to contribute to the project objective.

They are tasked with completing the deliverables and working with the user to figure out what
their business needs are and how to meet them. Often they are tasked with documenting the
process, as well.

Stakeholder
This is a person or a group who has a vested interest or “stake” in the project. It might be an
internal group or agency within an organization or it might be the public at large for a public
works project.

The project manager usually works to communicate the project to the stakeholders throughout
the lifecycle of the project and seeks feedback on project deliverables and performance while
managing their expectations, as well.

Clients
This is a group or a person for whom the project or a key component of the project is delivered.

PROJECT MANAGEMENT PROCESSES

The roles in project management are the people who man the processes. While we have
touched on this topic earlier, it deserves closer attention.

Each of the project management processes has a specific purpose through the project life cycle
and when done right, they guarantee the successful completion of projects.

PROJECT MANAGEMENT MODULE 1

 Scope Management
INTRODUCTION
15
The scope refers to all the work required to complete a project which is defined by a work
breakdown structure during the planning phase. In simple terms, scope management consists of
including all the activities, and clarifying what won’t be done. This is the base for scheduling,
budgeting, and task management.

 Task Management
This process begins with careful planning. Once you’ve constructed your work breakdown
structure, you’ll be able to know every task needed to complete your project. Then you can
assign these tasks to your team members. It is important to understand the task dependencies
so that you know the order in which they need to be completed.

 Resource Management
Consists in effectively identifying, acquiring and allocating resources such as people, capital,
equipment and materials to complete tasks and produce deliverables. Once you have defined
the project scope you’ll be able to determine the resources that will be needed for each activity.
As the project progresses, the use of resources must be controlled.

Related: Resource Plan, Resource Breakdown Structure (RBS)

 Schedule Management

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The schedule management process can be divided in 3 sub processes: estimating, scheduling
and controlling. First you estimate the time for each activity, milestone and deliverable. Then
you develop schedules based on your time estimates. Once the execution phase begins, you
have to monitor the project schedule.

 Risk Management
The risk management process helps you identify what might happen to throw your project off
track and then define a response so you’ve got contingency plans in place.

This is usually done on larger projects, rather than smaller. Although even for small teams, a
short sync up with the team to help identify potential problems in the plan would be useful to
guard against the unexpected and have plans of action in case it does. There are several types
of risks, but the most important are those that affect the triple constraint.

 Quality Management
During the initiation phase, the stakeholders express their quality requirements for the project
deliverables. Based on that, project managers develop a quality policy which defines the quality
control procedures that will guarantee quality assurance.

 Stakeholder Management
Stakeholders are the soul of a project. By understanding their needs and frequently
communicating with them throughout the project life cycle, you’ll be able to meet their
requirements.

 Cost Management
This process is applied to every stage of the project life cycle. It involves cost estimation,
PROJECT budgets
establishing MANAGEMENT
and costMODULE 1
control. Simply put, you begin by estimating the cost associated 16
INTRODUCTION
with each task, and then you create a budget that will cover those expenses. Once the
execution phase begins you have to monitor the cost of the project as it progresses.

 Issue Management
An risk is a problem that has affected the project. Issue management is how you deal with
problems when they turn up on your project and it’s worth working out what this is going to look
like for you because something is bound to go wrong.

The process will cover who needs to be notified, how you make decisions about what to do
next, and who has the authority to take action.

 Change Management
Every project has changes. Sometimes that’s because the objective wasn’t defined particularly
well at the outset. Or because the business strategy has changed and the project needs to be
updated accordingly. You must create a change management plan, which will include your
project’s change management procedures and forms.

 Procurement Management
Many projects involve working with suppliers and there is normally a process around how you
engage and contract with them so that everyone knows what to expect and what you are getting
for your money.

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  Communications
Yes, communication is a process! You have to identify who needs to get which message when
and which method of communication is most appropriate. A communication plan will help you do
this.

Pro Tip: If you do nothing else on your project, make sure you develop a communication plan
and actually communicate! This is the fastest and most efficient way to stay on top of your
project performance.

These are the most common processes, but you can also create in-house bespoke processes
to help you deal with the quirks of your organization. The key thing is to make sure you aren’t
starting from scratch every time, and that you are introducing standardization into how you
manage projects as much as possible.

PROJECT MANAGEMENT MODULE 1

17
INTRODUCTION

PREPARED BY: SHERNAN P. MABBORANG 17