Project management

1. What a Project Is Not?
• Projects should not be confused with everyday work.
• A project is not routine, repetitive work! Ordinary daily work
typically requires doing the same or similar work over and over
• A project is done only once; a new product or service exists
when the project is completed.
• Recognizing the difference is important because too often
resources can be used up on daily operations which may not
contribute to longer range organization strategies that require
innovative new products.

2. Importance of Project Management
• Compression of the Product Life Cycle
• Knowledge Explosion
• Triple Bottom Line (planet, people, profit)
• Corporate Downsizing
• Increased Customer Focus
• Small Projects Represent Big Problems

3. Project management is the application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements. Project management is accomplished through the
appropriate application and integration of the project management processes identified for the
project. Project management enables organizations to execute projects effectively and
efficiently.
Effective project management helps individuals, groups, and public and private organizations
to:
• Meet business objectives;
• Satisfy stakeholder expectations;
• Be more predictable;
• Increase chances of success;
• Deliver the right products at the right time;
• Resolve problems and issues;
• Respond to risks in a timely manner;
• Optimize the use of organizational resources;
• Identify, recover, or terminate failing projects;
• Manage constraints (e.g., scope, quality, schedule, costs, resources);
• Balance the influence of constraints on the project (e.g., increased scope may increase cost
or schedule); and
• Manage change in a better manner.

4. Poorly managed projects or the absence of project
management may result in:
• Missed deadlines,
• Cost overruns,
• Poor quality,
• Rework,
• Uncontrolled expansion of the project,
• Loss of reputation for the organization,
• Unsatisfied stakeholders, and
• Failure in achieving the objectives for which the
project was undertaken.

5. Program versus Project
• A program is a group of related projects designed to accomplish a
common goal over an extended period of time.
• Each project within a program has a project manager. The major
differences lie in scale and time span.
• Program management is the process of managing a group of ongoing,
interdependent, related projects in a coordinated way to achieve strategic
objectives.
• For example, a pharmaceutical organization could have a program for
curing cancer. The cancer program includes and coordinates all cancer
projects that continue over an extended time horizon.
• Coordinating all cancer projects under the oversight of a cancer team
provides benefits not available from managing them individually. This
cancer team also oversees the selection and prioritizing of cancer projects
that are included in their special “Cancer” portfolio. Although each project
retains its own goals and scope, the project manager and team are also
motivated by the higher program goal.
• Program goals are closely related to broad strategic organization goals.

6. Types of Projects
Type of Project Product of Project (Examples)
1. Administrative -installing a new accounting system
2. Construction -a building or a road
3. Computer Software Development -a new computer program
4. Design of Plans -architectural or engineering plans
5. Equipment or System Installation -a telephone system or an IT system
6. Event or Relocation -Olympiads or a move into a new building
7. Maintenance of Process Industries -petro-chemical plant
8. New Product Development -a new drug or aerospace/defense product
9. Research -a feasibility study or investigating a chemical

7. The Project Life Cycle

8. The Project Life Cycle
1. Defining stage: Specifications of the project are defined;
project objectives are established; teams are formed; major
responsibilities are assigned.
2. Planning stage: The level of effort increases, and plans are
developed to determine what the project will entail, when it will
be scheduled, whom it will benefit, what quality level should be
maintained, and what the budget will be.

9. The Project Life Cycle
3. Executing stage: A major portion of the project work takes
place—both physical and mental. The physical product is
produced (a bridge, a report, a software program). Time, cost,
and specification measures are used for control. Is the project
on schedule, on budget, and meeting specifications? What are
the forecasts of each of these measures? What
revisions/changes are necessary?
4. Closing stage: Closing includes three activities: delivering
the project product to the customer, redeploying project
resources, and post-project review. Delivery of the project
might include customer training and transferring documents.
Redeployment usually involves releasing project
equipment/materials to other projects and finding new
assignments for team members. Post-project reviews include
not only assessing performance but also capturing lessons
learned.

10. Project Managers
• Are project manager and other manager same?
• what makes them unique is that they manage
temporary, non-repetitive activities, to complete a
fixed life project.
• They must decide what and how things should be
done.
• They must meet the challenges of each phase of the
project life cycle, and even oversee the dissolution of
their operation when the project is completed.
• Project managers are ultimately responsible for
performance.

11. Effective and Ineffective PM
Effective Project Managers Ineffective Project Managers
Lead by example Set bad examples
Are visionaries Are not self-assured
Are technically competent Lack technical expertise
Are decisive Avoid or delay making decisions
Are good communicators Are poor communicators
Are good motivators Are poor motivators

12. Skills of Project Managers
• Technical project management. The knowledge, skills, and
behaviors related to specific domains of project, program, and
portfolio management. The technical aspects of performing
one's role.
• Leadership. The knowledge, skills, and behaviors needed to
guide, motivate, and direct a team, to help an organization
achieve its business goals.
• Strategic and business management. The knowledge of and
expertise in the industry and organization that enhanced
performance and better delivers business outcomes.

14. TECHNICAL PROJECT MANAGEMENT SKILLS
• Focus on the critical technical project management elements
for each project they manage. This focus is as simple as having
the right artifacts readily available. At the top of the list were
the following:
– Critical success factors for the project,
– Schedule,
– Selected financial reports, and
– Issue log.
• Tailor both traditional and agile tools, techniques, and methods
for each project.
• Make time to plan thoroughly and prioritize diligently.
• Manage project elements, including, but not limited to,
schedule, cost, resources, and risks.

15. STRATEGIC AND BUSINESS MANAGEMENT SKILLS
Project managers should be knowledgeable enough about the business
to be able to:
• Explain to others the essential business aspects of a project.
• Work with the project sponsor, team, and subject matter experts to
develop an appropriate project delivery strategy; and
• Implement that strategy in a way that maximizes the business value
of the project.

16. STRATEGIC AND BUSINESS MANAGEMENT SKILLS
The project manager should be knowledgeable enough to
explain to others the following aspects of the organization:
• Strategy;
• Mission;
• Goals and objectives;
• Products and services;
• Operations (e.g., location, type, technology);
• The market and the market condition, such as customers,
state of the market (i.e., growing or shrinking), and time-to-
market factors, etc.; and
• Competition (e.g., what, who, position in the market place).

17. LEADERSHIP SKILLS
• Leadership skills involve the ability to guide, motivate, and direct a
team.
• These skills may include demonstrating essential capabilities such
as negotiation, resilience, communication, problem solving, critical
thinking, and interpersonal skills.
• Projects are becoming increasingly more complicated with more
and more businesses executing their strategy through projects.
• Project management is more than just working with numbers,
templates, charts, graphs, and computing systems.
• A common denominator in all projects is people. People can be
counted, but they are not numbers.

18. LEADERSHIP SKILLS
DEALING WITH PEOPLE
• A large part of the project manager's role involves dealing with
people.
• The project manager should study people's behaviors and
motivations.
• The project manager should strive to be a good leader, because
leadership is crucial to the success of projects in organizations.
• A project manager applies leadership skills and qualities when
working with all project stakeholders, including the project team,
the steering team, and project sponsors.

19. LEADERSHIP SKILLS (Cont.)
QUALITIES AND SKILLS OF A LEADER
Research shows that the qualities and skills of a leader include
but are not limited to:
• Being a visionary (e.g., help to describe the products, goals,
and objectives of the project; able to dream and translate
those dreams for others);
• Being optimistic and positive;
• Being collaborative;
• Managing relationships and conflict by:
• Being respectful (helping others retain their autonomy),
courteous, friendly, kind, honest, trustworthy, loyal, and
ethical;
• Exhibiting integrity and being culturally sensitive,
courageous, a problem solver, and decisive;
• Giving credit to others where due;
• Being a life-long learner who is results- and action-oriented;

20. LEADERSHIP SKILLS (Cont.)
• Having a holistic and systemic view of the project, taking into
account internal and external factors equally;
• Being able to apply critical thinking (e.g., application of
analytical methods to reach decisions) and identify him or
herself as a change agent.
• Being able to build effective teams, be service-oriented, and
have fun and share humor effectively with team members.

21. Leadership Skills (Cont.)
POLITICS, POWER, AND GETTING THINGS DONE
• The project manager understands how the organization works, the more
likely he or she will be successful.
• The project manager observes and collects data about the project and
organizational landscapes.
• The data then needs to be reviewed in the context of the project, the people
involved, the organization, and the environment as a whole.
• This review yields the information and knowledge necessary for the
project manager to plan and implement the most appropriate action.
• The project manager's action is a result of selecting the right kind of power
to influence and negotiate with others.

22. Leadership Skills (Cont.)
• Exercise of power also carries with it the responsibility of being sensitive to and
respectful of other people.
• The project manager's action results in the right people performing the activities
necessary to fulfill the project's objectives.
• Power can originate with traits exhibited by the individual or the organization.
• Power is often supported by other people's perception of the leader. It is essential
for project managers to be aware of their relationships with other people.
• Relationships enable project managers to get things done on the project.
• Top project managers are proactive and intentional when it comes to power.
• These project managers will work to acquire the power and authority they need
within the boundaries of organizational policies, protocols, and procedures rather
than wait for it to be granted.

23. COMPARISON OF LEADERSHIP AND MANAGEMENT

24. Project Manager Responsibilities and Duties
Coordinate with customers to develop project plan including project scope,
release schedule, milestones, deliverables etc.
Manage effective project implementation and delivery to ensure customer
satisfaction.
Manage project activities to meet business goals.
Track and monitor project execution to make sure that the customer
requirements are met.
Identify and manage resource requirements, required skill sets, training plans,
quality reviews, documentations and weekly meetings required for project
execution
Develop process improvements to meet customer needs.

25. Improve customer relationship by providing timely and accurate responses
to their inquiries.
Validate project plan and schedule to incorporate any changes requested by
customers.
Coordinate calls, meetings and communications between customers and
project team throughout the project implementation phase.
Inform project status, schedule and key issues to customers and
management on regular basis.
Perform negotiations on project activities with customer when required.
Maintain and update a database of project related documents.
Inform management on customer needs and business opportunities.
Make adjustments to the billing rates and estimations according to
company’s policy.

26. Project Management Body of Knowledge (PMBOK)
• PMI defines the project management body of knowledge
(PMBOK) as a
• term that describes the knowledge within the profession of
project management.
• The project management body of knowledge includes proven
traditional practices that are widely applied as well as
innovative practices that are emerging in the profession.
• The outcomes of any projects are the results of leaders and
managers applying project management practices, principles,
processes, tools, and techniques to their work.
• .

27. • The managers of these projects used a set of key skills and
applied knowledge to satisfy their customers and other
people involved in and affected by the project.
• By the mid-20th century, project managers began the work of
seeking recognition for project management as a profession.
• One aspect of this work involved obtaining agreement on the
content of the body of knowledge (BOK) called project
management.
• This BOK became known as the Project Management Body of
Knowledge (PMBOK).
• The Project Management Institute (PMI) produced a baseline
of charts and glossaries for the PMBOK.

28. PM : Integration approach
The rationale for integration of project management was
to provide senior management with:
• An overview of all project management activities;
• A big picture of how organizational resources are being used;
• An assessment of the risk their portfolio of projects represents;
• A rough metric for measuring the improvement of managing projects
relative to others in the industry;
• Linkages of senior management with actual project execution
management.

30. Integration of Projects with Organizational
Strategy
• Projects are the “modus operandi” for implementing strategy.
• strategic alignment of projects is of major importance to
conserving and effective use of organization resources.
• Selection criteria need to ensure each project is prioritized and
contributes to strategic goals.
• Ensuring alignment requires a selection process that is
systematic, open, consistent, and balanced.

31. Integration of Projects through Portfolio
Management
The major functions of portfolio management are to
• Oversee project selection.
• Monitor aggregate resource levels and skills.
• Encourage use of best practices.
• Balance projects in the portfolio in order to represent a risk level
appropriate to the organization.
• Improve communication among all stakeholders.
• Create a total organization perspective that goes beyond silo
thinking.
• Improve the overall management of projects over time.

32. Integration of the Processes of Implementing
Actual Projects
• Senior management is often
involved in selecting projects but
seldom involved in implementing
them. Implementing the project is
the challenge.
• There are two dimensions within
the actual execution of projects:
• The Technical and Sociocultural
Dimensions of the Project
Management Process.

33. Project Charter
• A project charter refers to a document that authorizes
the project manager to initiate and lead the project.
• This document is issued by upper management and
provides the project manager with written authority to
use organizational resources for project activities.
• Often the charter will include a brief scope description
as well as such items as risk limits, customer needs,
spending limits, and even team composition.

34. Project sponsor
• Project sponsors champion/supports the project and use their
influence to gain approval of the project.
• Their reputation is tied to the success of the project, and they
need to be kept informed of any major developments.
• They defend the project when it comes under attack and are a
key project ally.

35. Stakeholder
“Any individual or group who can affect the firm’s
performance or
who is affected by the achievement of the organization’s
objectives”
“those groups who are vital to the survival and success of
the corporation” .
“those groups or individual with whom the organization
interacts or has interdependencies” or
“groups or individuals who have an interest in the actions
of an organization and ... the ability to influence it.”

36. Internal stakeholders
Those persons and groups involved in the organization itself, or within the
event, including staff, volunteers, directors/owners and key advisers;
co-producers of events might be included here, such as occurs when various
organizations combine their efforts to produce an event, or
at the destination level it arises through inter-company marketing
collaborations.
External stakeholders
Those external to the organization or event, including community, suppliers,
regulators, supporters and partners, lobby groups, and the public at large.
The existing audience and target market segments are crucial external
stakeholders, as are the media, politicians and possibly other events – even if
they are potential competitors.

37. Feasibility Study

38. Understanding a Feasibility Study
A feasibility study is an assessment of the practicality of a
proposed plan or project.
A feasibility study analyzes the viability of a project to
determine whether the project or venture is likely to succeed.
The study is also designed to identify potential issues and
problems that could arise while pursuing the project.
As part of the feasibility study, project managers must
determine whether they have enough of the right people,
financial resources, and technology.
The study must also determine the return on investment,
whether this is measured as a financial gain or a benefit to
society, as in the case of a nonprofit project.

39. The feasibility study might include a cash flow analysis,
measuring the level of cash generated from revenue versus the
project's operating costs.
A risk assessment must also be completed to determine whether
the return is enough to offset the risk of undergoing the venture.
Benefits of a Feasibility Study
There are several benefits to feasibility studies, including
helping project managers discern the pros and cons of
undertaking a project before investing a significant amount of
time and capital into it.
Feasibility studies can also provide a company's management
team with crucial information that could prevent them from
entering into a risky business venture.
.

40. Such studies help companies determine how they will
grow. They will know more about how they will
operate, what the potential obstacles are, who the
competition is, and what the market is.
Feasibility studies also help convince investors and
bankers that investing in a particular project or business
is a wise choice

41. Main Objective of a Feasibility Study
A feasibility study is designed to help decision-makers
determine whether or not a proposed project or investment is
likely to be successful.
It identifies both the known costs and the expected benefits.
In business, "successful" means that the financial return
exceeds the cost.
In a nonprofit, success may be measured in other ways.
A project's benefit to the community it serves may be worth
the cost.

42. Steps in a Feasibility Study
A feasibility study starts with a preliminary analysis. Stakeholders
are interviewed, market research is conducted, and a business
plan is prepared.
All of this information is analyzed to make an initial "go" or "no-
go" decision.
If it's a go, the real study can begin.
This includes listing the technological considerations, studying the
marketplace, describing the marketing strategy, and outlining the
necessary human capital, project schedule, and financing
requirements.

43. 4 Types of Feasibility?
The study considers the feasibility of four aspects of a project:
Technical: A list of the hardware and software needed, and the
skilled labor required to make them work.
Financial: An estimate of the cost of the overall project and its
expected return.
Market: An analysis of the market for the product or service, the
industry, competition, consumer demand, sales forecasts, and
growth projections
Organizational: An outline of the business structure and the
management team that will be needed.

44. Baseline Plan

45. A baseline in project management is a clearly defined
starting point for your project plan.
It is a fixed reference point to measure and compare your
project’s progress against.
This allows you to assess the performance of your project
over time.
For example, let’s say your project is on target to finish in
six weeks.
Is that good or bad? If your schedule baseline has a four-
week completion, you can tell that there is a problem, and
your team may need to make adjustments to speed up
your progress.

46. A project baseline typically has three components:
schedule,
cost, and
scope.
Often, these three baselines are separately monitored,
controlled, and reported to ensure each is on track.
When fully integrated, it may be referred to as a performance
measurement baseline (PMB).
A PMB provides the ability to efficiently monitor and manage how
a change in one component affects the others.
For example, when your baselines are integrated, you can quickly
tell how a schedule delay will impact project costs.
However, many organizations do not have the tools and processes
required to fully integrate the three baselines.

47. SWOT analysis
• A SWOT analysis is a strategic planning technique that project
managers can use to help them analyze their projects' strengths
and weaknesses, as well as any opportunities and threats they may
face.
• Think of it as a way of creating a project management contingency
plan, that accounts for the potential pitfalls and opportunities that
may arise throughout your project.
• Incorporating SWOT analysis in project management can help you
improve your project planning, reduce project risk, and increase
the likelihood of overall project success.

48. What does SWOT stand for
• A SWOT analysis is a technique that businesses often use to assess
four key aspects of their organization.
• This analysis can help companies better understand how likely they
are to succeed and what areas they should focus on to improve.
• So, what is a SWOT analysis in project management? Just as
business owners and managers can use a SWOT to assess their
company, project managers can use the same technique to assess
their projects.

49. • Here's an overview of the four focus areas that make
up the acronym SWOT and how they apply to project
management:
• Strengths: These are internal factors
(factors you can control) that set your
up for success.
• Project strengths include any aspects of the
make it likely to succeed.
• Some examples are detailed project
engaged customer, robust project
and experienced team members.
•

50. • Weaknesses:
• Weaknesses are internal factors that may
make it difficult for you to succeed.
• For instance, if your team has never worked
together before and several members are new
and inexperienced.
• Other internal weaknesses could be
overallocated resources, a lack of visibility into
progress, disengaged stakeholders, or a lack of
project funding.

51. • Opportunities:
• Opportunities are factors that are outside of your
control (external factors) that could help your
project succeed.
• They could be current opportunities that exist
now but have not yet been taken advantage of or
future opportunities that you think may happen.
• If your primary material vendor suddenly offered
a discount, it would be an opportunity to save
your project money.
• If another project at your company finished early,
it could free up resources you can then use to
help your project succeed.

52. • Threats:
• These are external factors that could harm your
project if they were to take place.
• As with opportunities, they can be current or
future threats.
• The possibility of one of your vendors going out
of business would be a threat.
• Other threats could be bad weather (such as a
snowstorm causing employees to miss work),
increased costs of supplies, materials, or
contractors

53. What is the purpose of a SWOT
analysis
• SWOT analysis in project management helps you plan
out your project and consider factors that may help or
hinder its success.
• The purpose of SWOT is to identify risk areas as well as
controllable factors that you need to pay attention to
and monitor throughout the project.
• A SWOT is a straightforward and cost-effective way to
brainstorm and plan for your project.
• When you fully understand your project's strengths,
weaknesses, opportunities, and threats, you're able to
plan a strategy for success that addresses these four
factors.

54. • Conducting a SWOT analysis can help you produce new ideas
to help you take advantage of what you and your team do best
and potential opportunities that might arise.
• A SWOT also helps increase your awareness of weaknesses and
potential threats to your project so that you can defend against
them

55. SWOT analysis template
• A SWOT analysis doesn't have to be an overly complicated process. You can start
with a simple table and build upon it for any project. Let's take a look at an example
template.
Strengths Weaknesses
1.
2.
3.
4.
5.
1.
2.
3.
4.
5.
Opportunities Threats
1.
2.
3.
4.
5.
1.
2.
3.
4.
5.

56. • As we can see, our SWOT analysis has been split into four sections:
• Strengths:
What your team is already doing well
• Weaknesses:
Where could you improve?
• Opportunities:
What are the goals you'd like to reach with this project?
• Threats:
Which factors might prevent you from reaching those
goals?

57. Project Organization

58. • A project management system provides a
framework for launching and implementing
project activities within a parent organization.
• A good system appropriately balances the
needs of both the parent organization and the
project by defining the interface between the
project and parent organization in terms of
authority, allocation of resources, and eventual
integration of project outcomes into
mainstream operations.

59. Organizing Projects within the Functional
Organization
• Organizing projects is to simply manage them within
the existing functional hierarchy of the organization.
• Once management decides to implement a project, the
different segments of the project are delegated to the
respective functional units with each unit responsible
for completing its segment of the project.
• The functional organization is also commonly used
when, given the nature of the project, one functional
area plays a dominant role in completing the project or
has a dominant interest in the success of the project.
• A high-ranking manager in that area is given the
responsibility of coordinating the project.

60. The major advantages of organizing projects within functional organization are
as follows:
1. No Change. Projects are completed within the basic functional structure
of the parent organization. There is no radical alteration in the design and
operation of the parent organization.
2. Flexibility. There is maximum flexibility in the use of staff. Appropriate
specialists in different functional units can temporarily be assigned to
work on the project and then return to their normal work. With a broad
base of technical personnel available within each functional department,
people can be switched among different projects with relative ease.
3. In-Depth Expertise. If the scope of the project is narrow and the proper
functional unit is assigned primary responsibility, then in-depth expertise
can be brought to bear on the most crucial aspects of the project.
4. Easy Post-Project Transition. Normal career paths within a functional
division are maintained. While specialists can make significant
contributions to projects, their functional field is their professional home
and the focus of their professional growth and advancement.

61. The major advantages of organizing projects within
functional organization are as follows:
1. Lack of Focus. Each functional unit has its own core routine work to do;
sometimes project responsibilities get pushed aside to meet primary
obligations. This difficulty is compounded when the project has different
priorities for different units.
2. Poor Integration. There may be poor integration across functional units.
Functional specialists tend to be concerned only with their segment of the
project and not with what is best for the total project.
3. Slow. It generally takes longer to complete projects through this
functional arrangement. This is in part attributable to slow response
time—project information and decisions have to be circulated through
normal management channels. Furthermore, the lack of horizontal, direct
communication among functional groups contributes to rework as
specialists realize the implications of others’ actions after the fact.

62. 4. Lack of Ownership.
The motivation of people assigned to the project can be weak.
The project may be seen as an additional burden that is not
directly linked to their professional development or
advancement.
Furthermore, because they are working on only a segment of the
project, professionals do not identify with the project.
Lack of ownership discourages strong commitment to project-
related activities

63. Organizing Projects as Dedicated Teams:
• The creation of dedicated project teams which operate as separate units
from the rest of the parent organization.
• Usually a full-time project manager is designated to pull together a core
group of specialists who work full time on the project.
• The project manager recruits necessary personnel from both within and
outside the parent company.
• The subsequent team is physically separated from the parent organization
and given marching orders to complete the project.
• The interface between the parent organization and the project teams will
vary. In some cases, the parent organization maintains a tight rein through
financial controls.
In other cases, firms grant the project manager maximum freedom to get
the project done as he sees fit.

65. The following are recognized as strengths:
1. Simple. Other than taking away resources in the form of specialists
assigned to the project, the functional organization remains intact with
the project team operating independently.
2. Fast. Projects tend to get done more quickly when participants devote
their full attention to the project and are not distracted by other
obligations and duties. Furthermore, response time tends to be quicker
under this arrangement because most decisions are made within the
team and are not deferred up the hierarchy.
3. Cohesive. A high level of motivation and cohesiveness often emerges
within the project team. Participants share a common goal and
personal responsibility toward the project and the team.
4. Cross-Functional Integration. Specialists from different areas work
closely together and, with proper guidance, become committed to
optimizing the project, not their respective areas of expertise.

66. Disadvantages of organizing projects as dedicated teams:
1. Expensive. Not only have you created a new management position (project
manager), but resources are also assigned on a full-time basis. This can result in
duplication of efforts across projects and a loss of economies of scale.
2. Internal Strife. Sometimes dedicated project teams take on an entity of their own
and a disease known as projectitis develops operations but also the assimilation of
project team members back into their functional units once the project is
completed.
3. Limited Technological Expertise. Creating self-contained teams inhibits
maximum technological expertise being brought to bear on problems. Technical
expertise is limited somewhat to the talents and experience of the specialists
assigned to the project. While nothing prevents specialists from consulting with
others in the functional division, the we–they syndrome and the fact that such
help is not formally sanctioned by the organization discourage this from
happening.
4. Difficult Post-Project Transition. Assigning full-time personnel to a project
creates the dilemma of what to do with personnel after the project is
completed. If other project work is not available, then the transition back to their
original functional departments may be difficult because of their prolonged
absence and the need to catch up with recent developments in their functional
area.

67. Organizing Projects within a Matrix arrangement:
• Matrix management is a hybrid organizational form in
which a horizontal project management structure is
“overlaid” on the normal functional hierarchy.
• In a matrix system, there are usually two chains of
command, one along functional lines and the other
along project lines.
• Instead of delegating segments of a project to different
units or creating an autonomous team, project
participants report simultaneously to both functional
and project managers.

69. Types of matrix
Weak matrix—
• This form is very similar to a functional approach with the exception that
there is a formally designated project manager responsible for coordinating
project activities.
• Functional managers are responsible for managing their segment of the
project.
• The project manager basically acts as a staff assistant who draws the
schedules and checklists, collects information on status of work, and
facilitates project completion.
• The project manager has indirect authority to expedite and monitor the
project.
• Functional managers call most of the shots and decide who does what and
when the work is completed.

70. Types of Matrix
Balanced matrix—
• This is the classic matrix in which the project manager is responsible for defining what needs
to be accomplished while the functional managers are concerned with how it will be
accomplished.
• More specifically, the project manager establishes the overall plan for completing the project,
integrates the contribution of the different disciplines, sets schedules, and monitors progress.
• The functional managers are responsible for assigning personnel and executing their segment
of the project according to the standards and schedules set by the project manager.
• The merger of “what and how” requires both parties to work closely together and jointly
approve technical and operational decisions.

71. Types of Matrix
Strong matrix—
• This form attempts to create the “feel” of a project team within a
matrix environment.
• The project manager controls most aspects of the project, including
scope trade-offs and assignment of functional personnel.
• The project manager controls when and what specialists do and has
final say on major project decisions.
• The functional manager has title over her people and is consulted on a
need basis.
• In some situations a functional manager’s department may serve as a
“subcontractor” for the project, in which case they have more control
over specialized work

72. Advantages of Matrix arrangement:
1. Efficient. Resources can be shared across multiple projects as well as
within functional divisions. Individuals can divide their energy across
multiple projects on an as-needed basis. This reduces duplication required
in a projectized structure.
2. Strong Project Focus. A stronger project focus is provided by having a
formally designated project manager who is responsible for coordinating
and integrating contributions of different units. This helps sustain a
holistic approach to problem solving that is often missing in the
functional organization.
3. Easier Post-Project Transition. Because the project organization is
overlaid on the functional divisions, specialists maintain ties with their
functional group, so they have a homeport to return to once the project is
completed.
4. Flexible. Matrix arrangements provide for flexible utilization of resources
and expertise within the firm. In some cases functional units may provide
individuals who are managed by the project manager. In other cases the
contributions are monitored by the functional manager.

73. Disadvantage of matrix arrangement:
1. Dysfunctional Conflict. While the intent is noble, the effect is sometimes analogous to
opening Pandora’s box. Legitimate conflict can spill over to a more personal level, resulting
from conflicting agendas and accountabilities. Worthy discussions can degenerate into
heated arguments that engender animosity among the managers involved.
2. Infighting. Any situation in which equipment, resources, and people are being shared
across projects and functional activities lends itself to conflict and competition for scarce
resources. Infighting can occur among project managers, who are primarily interested in
what is best for their project.
3. Stressful. Matrix management violates the management principle of unity of command.
Project participants have at least two bosses —their functional head and one or more project
managers. Working in a matrix environment can be extremely stressful.
4. Slow. In theory, the presence of a project manager to coordinate the project should
accelerate the completion of the project. In practice, decision making can get bogged down
as agreements have to be forged across multiple functional groups. This is especially true
for the balanced matrix.

74. CUSTOMER NEEDS

75. Customers
• The party that "orders" the project
• A customer, often also referred to as client, can be a person or an
organization that orders and buys products or services that a
business offers.
• In project management, the customer is the one defining the
requirements of the project and often setting the parameters such
as budget and deadlines.
• The customer, therefore, influences the constraints of a project
heavily and plays an active part in the project’s process.

76. Customers' role
Customers' role includes tasks such as:
• approving the project plan
• requesting changes to the project
• approving or declining the product or service at the end of a
project.
We can distinguish between two types of customers:
• Internal customer: from the same organization
• External customer: belongs to another organization

77. Role of Customers
• Generally, customers play the following responsibilities during project planning
• Review and approve project plan – As mentioned, the project is for the needs of the
customers.
• The customer must evaluate the proposal.
• He may revise or add something to improve the project.
• He may also give suggestions and constructive criticisms to assure project quality.
• Attend project requirement reviews – Communication is an essential factor to create a
relationship between the customer and the project managers and all stakeholders.
• Project planning requires discussions to ensure that requirements are met.
• In this case, the customer must always be present during that critical meeting so that he can
give suggestions feedback.

78. • Finalization of scope and acceptance criteria – In project planning,
everything must be documented especially scope and acceptance
criteria between customer and project manager.
• Providing written agreement is already the responsibility of the
customer.
• He needs to enumerate the criteria he is looking for in
implementation of the project.
• Once the criteria have been set, this would be written as an
agreement.
• This would then be the bases of the project manager in creating a
project plan,

79. • Provide input in deployment planning – Once the plan had
been approved the customer’s role does not just stop there.
• Customer still needs to give suggestions and input while the
plan is being executed.
• Along the way of the project plan, the customer might discover
potential risks which need to be addressed.
• Regular reviews of the project is must for achieving the goals of
the project

80. Types of Customer Needs
• Businesses ought to understand customer needs as it is vital to
match the competitive market place.
• Broadly, customer needs are about delivering a better
experience by exceeding their expectations.
• When you anticipate what your customers want, you can
create content, expand your product features or services to
meet those needs early.

81. Types of customer needs
• Types of customer needs
• Customer needs can be classified on the basis of customers of
the market demographics. However, customer needs can be
bifurcated under two verticals.
1. Product needs
2. Service needs

82. 1. Product needs
• Product requirements are associated with and around the product.
If your product matches your customer needs they become your
potential buyers and vice-versa.
• The main attributes of product needs can be:
• Price – Customers generally set their budgets for any product
purchase.
• Features – Customers look for features that would solve their
problem and reliability in functioning while using the product.
• Effectiveness – The product should be effective in streamlining the
process to save time.

83. 2. Service needs
• refer to the emotional needs of the customers. Being able to
quench the customer service needs, can give your business a
competitive edge and set good example for other brands to follow.
• The key attributes of good service can be:
• Empathy – Customers stick to brands that serve them with an
empathetic attitude.
• Clarity– Customers look for transparent information from the brand
related to pricing, refund policy, etc.
• Information – Customers need information from the point of
interaction until the end. Build FAQ pages, Knowledgebase, how-to
videos to educate the customers

84. Project Teams
The following is a set of characteristics commonly associated with high-performing
teams that exhibit positive synergy:
• The team shares a sense of common purpose, and each member is willing to work
toward achieving project objectives.
• The team identifies individual talents and expertise and uses them, depending on the
project’s needs at any given time. At these times, the team willingly accepts the
influence and leadership of the members whose skills are relevant to the immediate
task.
• Roles are balanced and shared to facilitate both the accomplishment of tasks and
feelings of group cohesion and morale.

85. Project Teams
• The team exerts energy toward problem solving rather than allowing
itself to be drained by interpersonal issues or competitive struggles.
• Differences of opinion are encouraged and freely expressed.
• To encourage risk taking and creativity, mistakes are treated as
opportunities for learning rather than reasons for punishment.
• Members set high personal standards of performance and encourage
each other to realize the objectives of the project.
• Members identify with the team and consider it an important source of
both professional and personal growth.

86. Five stages of Project Team development

87. Forming
• The initial stage is the forming stage.
• At this point, team members are generally concerned about their
role in the team and who calls the shots.
• As a project manager, you will have a dominant role in team
building and people will be looking to you for guidance and
reassurance.
• This stage can be relatively short in comparison to the other stages
and may only last a meeting or two

88. Storming.
• At this stage, the team addresses the problems they are going to
solve and how they are going to function as a unit.
• Team members will become more open with each other as they
express their own ideas and thoughts and will often confront the
project manager about certain aspects of the project.

89. Norming
• The third stage is one in which close relationships develop and
the group demonstrates cohesiveness.
• Feelings of friendship and shared responsibility for the project
are heightened.
• The norming phase is complete when the group structure
solidifies and the group establishes a common set of
expectations about how members should work together.

90. Performing
• At this stage, the project manager’s job is easier.
• Team members will work together as a unit and significant
progress will be made.
• Project management will focus on the delegation of work and
on future team building.
• Less supervision will be required as the team will be highly
motivated and independent

91. Adjourning
• The final stage is adjourning or as it’s sometimes referred to as,
“mourning”.
• This is when the team is finished its project and is expected to
break apart.
• The project manager should afford the team members time to
celebrate a (hopefully) successful project.
• It is likely that there will be sadness and anxiety in a successful
group who must finish their time together.