Introduction to Project Management

1.0 Introduction

Realization of these objectives requires systematic planning and careful implementation. To

this effect, application of knowledge, skill, tools and techniques in the project environment,
refers to project management. Project management in recent years has proliferated, reaching
new heights of sophistication. It has emerged as a distinct area of management practices to
meet the challenges of new economic environment, globalization process, rapid technological
advancement, and quality concerns of the stakeholders.

The primary challenge of project management is to achieve all of the project goals and
objectives while honoring the constraints on scope, time, quality and cost. Projects need to be
managed to meet their objectives, which are defined in terms of expectations of time, cost, and
quality. Monitoring of inputs, activities and outputs is important for the success of the project.
Assumptions that were made within the project logical framework should be monitored to
ascertain their effect on the achievement of the stated outputs and objectives. Work plan which
indicates which activities are ongoing should be monitored. The monitoring plan should set
measurable indicators of inputs, the activities and outputs to be used as milestones or
performance standard for monitoring. Monitoring provides regular feedback that helps to track
costs, personnel, implementation, time, organizational development and economic and financial
results to compare what was planned to actual events. In addition, it provides managers and
major stakeholders with regular feedback on the things shown on the diagram in figure 1.1
below:

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Figure 1

Project management requires competent staff for efficiency and effectiveness. A competent
project manager will be able to plan and monitor, control and direct resources of the project
effectively. An effective and efficient system of management will increase organizational
performance and make the organization more efficient and effective through better
organizational behavior principles. Project management allow organizations to lower cost of
operations by accomplishing more work in less time and with fewer resources without any
sacrifice in quality. In some organizations planning tools such as Gantt Charts and Critical plans
are employed to ensure that similar task is accomplished simultaneously to save time and cut
costs.

The project management plays a supervisory role of the staff mentioned above. He ensures that
the staff have submitted their work plans according to the Gantt chart and objectives of the
project. The management gets reports of the work done as well as carry routine checks and
field visits to access progress of activities. The management is also responsible of reassigning
and delegating tasks where there are shortfalls so as to meet set targets. According to
Passenheim (2019) a project management team not only requires a particular set of skills - how
to communicate, to control and to motivate people, but also the specific knowledge about tools
and techniques required to run a project successfully. It is in this case that project management
hinges on the project management team competency to run the project.

The duties of a project management teams are to ensure the effectiveness and efficiency flow of
the project in achieving its mandated goals. The project management team is responsible for
controlling and allocating resources according to the budgets outlines. In some cases, the
management reserves the right to make changes to budget allocation to ensure that the project
is successful. The management develops strategies to ensure that the company is able to
balance the scope of the project. Priority areas are emphasized in the project hence resources
are allocated accordingly. The management makes follow ups to ensure that indeed tasks have
been completed with the intended and expected quality. In some cases, demo plots are visited
and accessed on how they have been set up and in some cases on the job appraisal of staff is
done in the field.

In conclusion the Project management is important in project planning. It is the center of

operations in project and its ineffectiveness and incompetency can grossly affect the outcome or
results of the project. Its planning, monitoring, negotiation and communication skills should be

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up to standard as it manages the project through the project cycle. The writer explains the
terms project and project and management and explained the duties of a project manager using
a local project as an example while dwelling on the phases: initiation phase, definition phase,
designing phase, development phase, implementation phase, closing and follow up phase as
the research unfolds.

2.0 Body of Assignment

2.1 Definition of key terms

2.1.1 Project

A project can be defined as a series of activities and tasks that consume resources and have a
specific objective to be completed with certain specifications, defined start and finish dates, and
financial limitations. Construction project management has evolved from business project
management which is defined as the planning, organizing, staffing, coordinating, directing, and
controlling of company resources for a relatively short-term objective that has been established
to complete specific goals and objectives. Construction project management is defined as the
process of applying project management principles in managing construction projects leading to
their successful execution.

2.1.2 Project Manager

The project manager manages the influence, advice and involve stakeholders in the project
management. The project manager’s single, overriding responsibility is to integrate the work
efforts of all participating functional support areas to achieve the project goals. The project
manager is accountable for the entire project and should be totally dedicated to achieving its
goals. PMBOK (2013) defines stakeholders as individuals, group, or organization who may
affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a
project.

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Figure 4. Manager planning, carrying the giant vision and juggling tasks.

Project Managers are essentially jugglers. They must make sure that everything keeps to task,
that potential issues are quickly eliminated and the project is delivered on time, all the while
making sure everyone knows what is happening and the project quality and budget are
acceptable.

2.1.3 Project Management

Passenheim (2019) states that Project Management deals with tracking this process' execution,
from a schedule and cost perspective. It includes functions for developing the optimal project
schedule, producing a financial model of the project, scheduling and tracking of effort against
plan, managing costs against budget, and reporting of status.

Figure 2

The effectiveness and efficiency of project management ensures the success of projects to
meet their objectiveness. Most failed projects are characterized by poor project management.

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An obscure and faulty management system leads to increased overhead costs and poor quality
as shown in figure 2.1 below:

Figure 3

2.1.4 The Project Management Team

These are the individuals and groups brought together to form a single, cohesive team working
towards a common goal. Project work is teamwork because it is accomplished by a group of
people, often from different functional areas and organizations, who participate whenever and
wherever they are needed.

2.1.5 The project management system

Refers a body which comprises the organizational structure, information processing system,
and the practices and procedures that permit the integration of vertical and horizontal elements
of the project organization.

2.2 Summary of the topic

2.2. 1 Project Scope

Scope is a core element of the project management triangle, alongside cost and time. It defines
the boundaries and objectives of a project, creating a framework for team members and setting
expectations for stakeholders both of which are crucial for successful completion. This involves
defining the project's required products or outputs and listing all activities to be performed within
the resource constraints. Since the scope of a project must first be identified and developed and
may then change during the project's life cycle, there is a need for continual scope
management.

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Project scope is documented in a scope statement, which is an integral part of any project plan.
And what is a scope statement exactly? It's a written document that is used as the basis for
project decisions down the line. The scope statement clearly delineates what is in scope (the
work required). Everything else is out of scope. What does out of scope mean in project
management? Simply put, this is anything that does not fall within the required functionalities
and specifications that are documented in the scope statement. There are six major scope
management processes involved in managing and defining a project's parameters. These are:

2.2.1.1. Planning scope management

A scope management plan is created based on input from the project plan, the project charter,
and consultation with stakeholders.

2.2.1.2. Collecting requirements

A requirements management plan is created based on the scope management plan plus
stakeholder input. Interviews, focus group discussions, surveys, and more will be used to
understand requirements. This will all be documented.

2.2.1.3. Defining scope

A project scope statement is produced based on all the requirements documentation plus the
project charter and the scope management plan. This definition will be the basis for all project
activity.

2.2.1.4. Creating the Work Breakdown Structure

A Work Breakdown Structure (WBS) is built after analyzing the project scope statement and the
requirements documentation. The WBS is basically the entire project broken down into
individual tasks, and deliverables are clearly defined.

2.2.1.5. Validating scope

Here, deliverables are inspected and reviewed. Either they're accepted as complete or further
revisions are requested.

2.2.1.6. Controlling scope

As the project is executed, scope must be controlled. Performance reports are compared
against project requirements to see where gaps exist, which may result in changes to the
project plan

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2.2.2 Project stakeholders

Stakeholders are all the parties with an interest in your project. The list is long and consists of
contributors such as the client, (sub)contractors, designers, the local and national authorities,
residents and business owners around the site, politicians and government officials, etcetera.
Stakeholders are commonly divided into two main groups, namely direct (internal) and indirect
(external) stakeholders.

2.2.2.1 Direct/internal stakeholders

Direct stakeholders are all people and groups directly involved in or associated with your
project. The most important direct stakeholders are your client, your sponsors, the project
manager and his or her team, consultants, suppliers, (sub)contractors and end users.

2.2.2.2 Indirect/external stakeholders

Indirect stakeholders are indirectly involved in or associated with your project. The most
common indirect stakeholders in construction projects are local residents and shops,
government bodies, labour unions, inspecting- and licensing organizations, public utilities and
professional bodies.

2.2.3 Project Planning

Project planning is the specific process a construction manager uses to lay out how they will
manage and execute a construction project, from building design to completion. It lists the
activities and schedule for each part of the construction process.

A construction plan defines the scope of work, sets timelines, allocates resources, and
establishes communication protocols. In short, it’s the master plan that ensures a construction
project runs smoothly and meets all its deadlines, budget constraints, and quality standards.

2.2.4 Project Team

Project management is not a one-person operation; it requires a participative group of

individuals dedicated to the achievement of specific project objectives. The project team with the
project manager as team leader consists of a combination of project office personnel and
functional employees. While the project team members who work out of the functional units may
spend only a portion of their time on the project, project office personnel in large project
undertakings are assigned full-time to the project.

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 Figure 4

The full-time project office personnel report directly to the project manager but may still be under
the control of a line function for administrative control. For high task efficiency and productivity,
a project team should exhibit certain traits and characteristics. The project manager expects the
project team to: be committed to the project; show the potential for innovative and creative
behavior; be results-oriented; interface effectively; and be change-oriented.

2.2.5 Project Risk Management

Risk management. Because of the relative uniqueness of every project and the rapidly changing
conditions during a project's life cycle, the final outcome of every project is uncertain.
Uncertainty is associated with probability and risk. Management should take steps to mitigate
the possibility that requirements will not be met by reducing the project risk wherever this can be
achieved in a manner compatible with the overall project objectives. Project risk management is
summarized below:

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Figure 5

2.2.6 Project Communication

Control of projects requires the development of a plan, collecting information on the status of the
work at any given time, comparing it to the plan and, if necessary, taking appropriate corrective
action. Consistent and accurate feedback from both internal and external sources is important.
An integrated project management like the one below requires communication as illustrated
below.

Figure 6

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2.2.7 Project Monitoring and Control

Acting as the focal point of information for both in-house control and customer reporting.
Controlling time, cost and performance to adhere to contractual requirements. Ensuring that all
work required is documented and distributed to all key personnel. Ensuring that all work
performed is both authorized and funded by contractual documentation.

2.2.8 Project Documentation

A typical construction project has several types of documentation that are required to be
maintained. The purpose of project documentation is to record information of the project that
can assist with the management of the project. Documents need to be in legal format, factual
and consistent so that comparisons can be made to previous reports. Major types of project
documents include: Daily logs, Progress reports, testing reports, Photographs, Accident
reporting, As-built drawings, Submittals and transmittals, Requests for Information (RFI),
Telephone calls and letters, Construction field office files containing correspondence, job
drawings, shop drawings, payment applications, samples and many others.

2.2.9 Project Quality Management

For a project to be considered satisfactory, certain standards of quality must be defined and
achieved. This involves carrying out a project throughout the four basic phases of the project life
cycle with zero deviation from the project specifications.

Time management is very important also since the life of a project is finite, consequently the
time available for completion is limited. Time is an inflexible resource, which means that
activities required for the project must be carefully planned and scheduled if they are to be
completed within the time available

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Figure 7

Cost management is equally important since the phrase time is money is a well-recognized
phrase in the modern society which closely associates inflexible time with the more flexible
monetary resource.

Scope management among all involves defining the project's required products or outputs and
listing all activities to be performed within the resource constraints. Since the scope of a project
must first be identified and developed and may then change during the project's life cycle, there
is a need for continual scope management.

2.3 Personal Opinions and Analysis

2.3.1. Constraints and Challenges

The writer perceives that the construction projects in Zimbabwe face several constraints and
challenges that can impact project management. These include limited access to finance,
volatile economic conditions, political instability, and shortages of skilled labor and materials.
These factors can lead to delays, increased costs, and hindered overall project efficiency.

2.3.2. Infrastructure Development

Despite the challenges, the writer’s opinion is that there is a significant need for infrastructure
development in Zimbabwe. This creates opportunities for project management professionals to
contribute to the growth of the construction industry. Effective project management can play a
crucial role in overseeing infrastructure projects to ensure they are completed on time, within
budget, and meet quality standards.

2.3.3. Stakeholder Engagement

Another analysis from the writer is that the successful project management in construction
requires effective stakeholder engagement. This involves engaging various parties, such as
government agencies, local communities, contractors, and suppliers. It is essential to maintain

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clear communication, manage expectations, and resolve any conflicts that may arise during the
project lifecycle.

2.3.4. Regulatory and Legal Framework

The construction industry in Zimbabwe operates under various regulations and legal
frameworks. Project managers need to understand and navigate these policies, including
building codes, occupational health and safety regulations, environmental requirements, and
procurement rules. Compliance with these regulations is crucial to avoiding disputes and
potential legal issues.

2.3.5. Technology Adoption

The adoption of modern technologies, such as project management software, Building
Information Modeling (BIM), and remote collaboration tools, can enhance project management
efficiency in construction projects. However, the implementation of these technologies may be
limited in Zimbabwe due to cost constraints and limited access to reliable internet connectivity.

2.3.6. Capacity Building

Developing the capacity of project managers in Zimbabwe is essential for successful project
execution. This includes investment in training and education programs to enhance project
management skills and ensure adherence to best practices. Organizations and institutions can
play a vital role in providing such opportunities to professionals in the construction industry.

2.2.7. Sustainability and Green Construction

There is an increasing global emphasis on sustainability and green construction practices.
Project managers in Zimbabwe should consider incorporating sustainable principles into
construction projects to minimize environmental impact and ensure long-term viability.

Overall, project management in construction in Zimbabwe faces numerous challenges but also
presents opportunities for growth and development. It requires a strong focus on stakeholder
engagement, compliance with regulations, leveraging technology, and capacity building to
ensure successful project outcomes.

2.4 Personal Recommendations

2.4.1. Strengthen Education and Training

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The researcher recommends companies to invest in educational programs and training
initiatives to enhance the skills and knowledge of project managers in the construction sector.
This can include formal project management courses, certifications, and workshops tailored
specifically to the construction industry.

2.4.2. Promote Collaboration and Networking

Encourage project managers in Zimbabwe to participate in industry associations, conferences,
and networking events. This will foster knowledge sharing, collaboration, and the exchange of
best practices among professionals, leading to improved project management practices.

2.4.3. Foster Public-Private Partnerships

Public-private partnerships can help address the financial constraints faced by construction
projects. Encourage collaboration between government entities, private organizations, and
international financing institutions to enhance project funding and bring in expertise to improve
project management.

2.4.4. Streamline Regulatory Processes

Simplify and streamline regulatory processes related to construction projects. This can reduce
bureaucratic hurdles and delays, enabling project managers to execute projects more efficiently.

2.4.5. Enhance Risk Management Practices

Implement robust risk management strategies to proactively identify and mitigate project risks.
This includes conducting thorough risk assessments, developing contingency plans, and
regularly monitoring and managing potential risks throughout the project lifecycle.

2.4.6. Embrace Technology

Encourage the adoption of modern project management tools and technologies to improve
efficiency, communication, and collaboration. This can include project management software,
Building Information Modeling (BIM), and digital communication platforms that enable real-time
collaboration between project stakeholders.

2.4.7. Foster Sustainability and Green Practices

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Promote the adoption of sustainable and environmentally friendly construction practices.
Encouraging project managers to integrate sustainability principles into projects can not only
benefit the environment but also lead to long-term cost savings and improved project outcomes.

2.4.8. Enhance Public-Private Communication

Foster open lines of communication between government entities and private construction
organizations. Regular dialogues and consultations can help identify construction industry
challenges, address concerns, and collectively develop strategies to overcome them.

2.4.9. Encourage Knowledge Transfer and Mentorship

Create mentorship programs that pair experienced project managers with younger
professionals. This will facilitate knowledge transfer, skill development, and the cultivation of
future project management leaders in the industry.

2.4.10. Monitor and Evaluate Project Performance

Establish mechanisms to monitor and evaluate project performance at different stages. Regular
project assessments can provide feedback and insights to identify areas for improvement and
optimize project management practices. These recommendations aim to enhance project
management practices in the construction industry in Zimbabwe, improve project outcomes, and
contribute to sustainable economic development.

2.5 Personal Experiences

2.5.1. Planning and Design

As architects we are typically involved in the early stages of projects as project managers,
working closely with clients to understand their needs, creating design concepts, and producing
drawings and specifications. Project managers collaborate with other professionals, such as
engineers and quantity surveyors, to ensure all requirements are incorporated into the project's
design. The writer has learnt to professionally engage the clients, understand their needs,
creating design concepts, and producing drawings and specifications. The writer has learnt to
collaborate with other professionals for a finished product for example on the project shown in
Diagram 1 below;

2.5.2. Stakeholder Engagement

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 Projects managers act as intermediaries between clients, contractors, suppliers, and regulatory
bodies. The writer facilitated effective communication and coordination between various
stakeholders throughout the project, ensuring that everyone is aligned with project goals,
timelines, and quality standards. The writer facilitated and acted as a liaison officer between
him, client and other professionals on the above mentioned project.

2.5.3. Contract Administration

The writer as a projects manager often oversee the contract administration process, ensuring
compliance with contractual obligations, reviewing work progress, and certifying payments to
contractors. They may also handle variations to the original designs, managing their impact on
project cost, schedule, and quality. An example is the construction of Garage (Fuel station at
…..

2.5.4. Quality Control

As project managers, the writer has personal experience in which he was responsible for
ensuring that construction work meets the design intent and complies with applicable
regulations and quality standards. This involved conducting regular site inspections, addressing
any issues or discrepancies, and coordinating with contractors to rectify them.

2.5.5. Problem Solving

The writer regularly was faced with unexpected challenges during construction projects, such as
unforeseen site conditions or design conflicts. The writer employed their problem-solving skills
to identify solutions and make timely decisions that maintained project momentum and minimize
disruptions.

2.5.6. Project Documentation

The researcher generated and maintained project documentation, including design drawings,
specifications, contracts, and reports. These documents served as crucial references
throughout the project and can help address disputes or claims that may arise during or after
construction. For example, on shown on diagram 3.

2.5.7. Sustainability and Green Design

Project manager focused on incorporating sustainable design principles and green building
strategies into construction some of the construction projects. This included implementing
energy-efficient systems, using sustainable materials, and designing for optimal natural lighting
and ventilation. Refer to diagram 4.

2.5.8. Budget and Cost Control

Architects collaborate with quantity surveyors and clients to establish accurate cost estimates
and budgets for projects. They work to ensure that design decisions align with available
resources and keep the project within the predetermined financial constraints.

2.6 Case Examples

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Diagram 1. Shows a project in Zimbabwe’s low density where the Architect as a project
manager did planning and designing as well as stakeholder engagement.

Diagram 2. This is another low density apartment the writer did documentation on as a projects
manager.

Diagram 4

Diagram 5

3.0 Conclusion

In general, project management is concerned with the management of projects. A project is

defined as any series of temporary, non-routine and non-repetitive activities which are
undertaken to accomplish project objectives. An integral part of a project is its life cycle. When
divided into some logical phases of development, such as conceptual, development, execution
and termination, the consistent application of management to all phases is enhanced. The

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inherent characteristics of projects, as reflected by their complexity and uncertainty, necessitate
that they be differently managed to simpler, ongoing, repetitive type operations. Project
environments call for adaptability and rapid response to change. They require more organic and
flexible forms of structure and management procedures.

Project management is defined as a systems approach to planning, organizing, leading and

controlling human and material resources for the duration of a project established in order to
achieve and complete the project objectives. Project objectives must be specific, verifiable and
attainable and stated in terms of budget (cost), schedule (time), performance (quality) and
stakeholder's acceptance. A management-by-objective (MBO) approach may be utilized to
achieve the all-embracing scope objective of a project. The tools for the implementation of
formalized project management are embodied in the three main elements of project
management, namely the project manager, the project team and the project management
system. The different roles, responsibilities and authority of the project manager determine the
desired personal characteristics and important skill requirements. Skills in interface
management and conflict resolution are viewed as critical elements of the leadership role
required from the project manager.

The project team, with the project manager as team leader, consists of a combination of project
office personnel and functional employees. Project office personnel provide support for the
project manager while functional members are usually assigned to only some specific phase of
the project. Roles outside the project team which are also important are the role of manager of
projects and the role of top-level management.

The project management system should ensure that the project manager and project team
perform effectively. A part of this system which provides for integrative planning and control is
the organizational structure. While many different structures may be identified, the matrix form is
deemed the most appropriate for project management. Conversion to such a new structure
requires transitional management.

Eight project management functions may be distinguished. The four core functions of scope,
quality, time and cost management lead to the specific project objectives but must be integrated
with one another and with the project life cycle. The four facilitating functions of risk, human
resources, procurement and communication management provide the means through which the
objectives of the basic functions are achieved. The project environment is composed of both

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internal and external interfaces. The internal environment reflects the events within the project
organization. Linkages outside the project comprise the external environment.

Project success is implicated when the expectations of all the parties involved are satisfied. But
project success is not equal to project management success. Only when a continuous stream of
successfully managed projects occurs, can project management success be claimed. Several
factors may either cause project management failure or project management success. Using the
force field analysis technique, the forces which may influence projects may be identified and
used to determine where emphasis is needed in order to increase the likelihood of success.

The characteristics of a particular effort are used to determine whether the application or
conduct of project management is appropriate or not. Project management has found wide
application in many industries and is further also applied in several forms. Generally, formal
project management is applicable in project-driven organizations which utilize the matrix
organizational structure.

Bibliography

Gittinger, JP. (2022), Economic Analysis of Agricultural Projects, Switzerland: Economic

Development Institute-World Bank

Newton , P (2022) www.free-management-ebooks.com

Passenheim , O. (2019) Project Management, Olaf Passenheim & Ventus Publishing, London.

PMBOK (2015) A Guide to the Project Management Body of Knowledge, Project Management
Institute, Inc., Pennsylvania

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Walsch, A. (2020) Introduction to the Logical Framework Approach (LFA) for GEF-financed
Projects; German Foundation for International Development; Berlin

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