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DEMBAL COLLEGE

DEPARTMENT OF c
Project Management Contexts and Practices (MPM611)
Individual assignment (20%)
Discussion Questions
1. Discuss the basic characteristics of Characteristics of a project

1. Uniqueness: Each project is a unique endeavor, meaning it is not a routine


or repetitive task. Every project has its own set of objectives, constraints,
and resources that make it distinct from other projects.

2. Temporary Nature: A project has a defined beginning and end, with a


specific duration. Once the project objectives are achieved, the project is
considered complete and closed. This temporary nature distinguishes
projects from ongoing operations or processes.

3. Progressive Elaboration: As a project progresses, the project plan is


gradually developed and refined. The initial plan is often revised and updated
as more information and details become available, allowing the project team
to respond to changing circumstances and requirements.

4. Defined Objectives: Every project has specific objectives that need to be


achieved within a given timeframe and budget. These objectives are typically
measurable and clearly defined, providing a clear direction for the project.

5. Specific Resources: Projects require the allocation of various resources,


such as people, materials, equipment, and finances, to accomplish the
project's objectives. The efficient and effective management of these
resources is crucial for the project's success.

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6. Multifunctionality: Projects often involve the collaboration of individuals
from different departments or disciplines, each with their own expertise and
responsibilities. This multifunctional nature requires effective communication
and coordination among the project team members.

7. Uncertainty: Projects inherently involve a certain degree of uncertainty, as


unexpected events or challenges may arise during the project's execution.
Project managers must be prepared to manage and mitigate these
uncertainties to ensure the project's success.

8. Customer Involvement: Projects are often initiated to meet the needs or


requirements of a specific customer or stakeholder, who may be involved in
the project's planning and execution. Effective communication and
management of stakeholder expectations are essential.

9. Constraints: Projects are typically subject to various constraints, such as


time, budget, scope, and quality, which must be managed effectively to
ensure the project's success. Project managers must balance these
constraints to achieve the desired outcomes.

10. Life Cycle: Projects have a defined life cycle, which typically includes the
initiation, planning, execution, monitoring and controlling, and closing
phases. Each phase has its own set of activities and requirements, and the
project team must navigate through these phases to successfully complete
the project.

Understanding these characteristics is crucial for effective project


management, as they highlight the unique challenges and considerations
involved in planning, executing, and completing a project.

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Example: An example of a project could be the construction of a new office building. It is a
unique endeavor with a specific goal 𝑏𝑢𝑖𝑙𝑑𝑖𝑛𝑔 𝑡ℎ𝑒 𝑜𝑓𝑓𝑖𝑐𝑒, a defined timeline completion within
12months , and involves multiple departments architecture, engineering, construction etc. working
together. The project will have constraints such as budget limitations and the need to adhere to
building codes and regulations. As the project progresses, details such as material specifications
may be progressively elaborated based on new information and requirements.

2. There is an axiom that “A project is a problem scheduled for solution.” What does this
mean? Explain
 This axiom highlights the essence of a project as a structured approach to solving a
particular issue or achieving a specific goal within a defined timeframe. Projects are
initiated to address problems, seize opportunities, or meet needs in a systematic manner
through planned activities and resources.

The axiom "A project is a problem scheduled for solution" captures the essence of what
a project is and the purpose it serves.

The key points this axiom conveys are:

1. Problem-Solving Orientation:

- A project is initiated to address a specific problem, challenge, or opportunity that


needs to be resolved.

- The project aims to find a solution to this problem through a series of planned and
coordinated activities.

2. Structured Approach:

- The "scheduled for solution" part of the axiom implies that a project follows a
structured, methodical process to arrive at the desired solution.

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- Projects have a defined start and end, with specific milestones, deliverables, and a
timeline to guide the problem-solving efforts.

3. Temporary and Unique Nature:

- Projects are temporary endeavors, meaning they have a finite duration and are not
ongoing operations.

- Each project is unique, as it addresses a specific problem or need that may not have
been encountered before.

4. Stakeholder Involvement:

- Projects involve various stakeholders, such as the client, project team, and end-users,
who have a vested interest in the successful resolution of the problem.

- The project aims to meet the requirements and expectations of these stakeholders
through the delivery of the solution.

In essence, the axiom highlights that a project is not just a random set of activities but a
purposeful, structured, and time-bound effort to find a solution to a problem or capitalize
on an opportunity. The project management process provides the framework to plan,
execute, and control the activities necessary to achieve the desired outcome.

3. Discuss. the differences between ongoing operations and projects.


 Operations are ongoing and repetitive while projects are temporary and unique.
 The purpose of a project is to attain its objective and then terminate whereas the
objective of an ongoing operation is to sustain the business

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 Operations are repetitive, routine activities aimed at sustaining the
business, while projects are unique endeavors with a specific goal.

 Operations are continuous and ongoing, whereas projects have a defined


start and end date.

 Operations are focused on maintaining the status quo, while projects bring
about change or deliver something new.

 Operations are part of the organization's day-to-day functions, while


projects are temporary and separate from regular operations.

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4. Successful accomplishment of a project is not an easy endeavor. It demands a series of
tasks to meet stakeholder and client requirements. Briefly discuss the Project Life Cycle
 The Project Life Cycle consists of phases such as initiation, planning,
execution, monitoring and controlling, and closure. - Each phase has
specific tasks and deliverables that contribute to the overall success of
the project. - The Project Life Cycle provides a structured approach to
managing projects from start to finish, ensuring alignment with
stakeholder expectations and project objectives.

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 Successful completion of a project calls for a series of tasks to meet stakeholder
and client project requirements; a lot is involved in the process before the project
reaches the completion phase.
 The Project Life Cycle is the stages through which the project passes from
inception to its completion.
 Project Cycle Management refers to a process-oriented project management
system covering the whole project cycle from project conception to project
completion.
 The Project Life Cycle is the stages through which the project passes from
inception to its completion
 A continuous process made up of separate and complementary stages (phases) each
with its characteristics and each setting ground for the next one
The Project Life Cycle is a framework that describes the typical stages a project
goes through from start to finish. The main phases of the Project Life Cycle are:

1. Initiation:
- This is the starting point of the project, where the need or opportunity is
identified.
- Key activities include defining the project scope, objectives, and high-level
requirements.
- Stakeholders are identified, and a project charter is developed to formally
authorize the project.

2. Planning:
- In this phase, the project team develops a detailed plan to achieve the project
objectives.
- Activities include defining the work breakdown structure, estimating resources
and timelines, and creating the project schedule and budget.
- Risks, quality, and communication plans are also developed during this phase.

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3. Execution:
- This is the implementation phase where the planned work is carried out.
- The project manager coordinates the team, manages resources, and ensures tasks
are completed according to the plan.
- Regular status updates, progress monitoring, and change management are crucial
during execution.

4. Monitoring and Controlling:


- Throughout the project, the team monitors progress, identifies issues, and takes
corrective actions as needed.
- Performance is measured against the project plan, and adjustments are made to
keep the project on track.
- Stakeholder engagement and communication are maintained during this phase.

5. Closure:
- In the final phase, the project is formally completed and closed out.
- Activities include obtaining stakeholder acceptance, releasing resources,
documenting lessons learned, and archiving project records.
- The project team is disbanded, and a post-project review is conducted to evaluate
the overall success of the project.

The Project Life Cycle provides a structured approach to managing projects, ensuring
that all necessary steps are taken to meet the project's objectives and satisfy
stakeholder requirements.
5. Organization can be defined as groups of people who must structure their activities to
meet organizational objectives. Explain the three ways of organizing projects within the
parent organization
A. Functional (Line)structure
 It is a structure where authority rests with the functional heads;
 The structure is sectioned by departmental groups based on division of work.

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 Staff members are divided into groups (e.g. financial, planning, public relations,
engineering, legal, etc) according to their specialized knowledge.
 Some of these groups can be further subdivided into smaller functional groups.
B . Projectized (pure) organizations
 Projectized organization is a project focused organizational structure where project
manager has the final authority over the project to make project decisions, priorities,
acquire and assign resources.
 A projectized organization refers project manager leads the group and in which the
project manager has the ultimate authority to make any and all decisions involving
the organization.
 In a projectized structure, all the work is looked at as a project.
 Resources are assigned to projects on a full-time basis, and the project manager has
control over budget, schedule, and scope.
C. Matrix organization
 A matrix organization combines elements of both functional and projectized
structures. Each team member has two bosses; they report both to the functional
manager and the project manager.
 Because of its complexity, this type of structure can lead to problems if it is not used
carefully and properly.
The choice of organizational structure depends on factors such as the size and complexity of
the project, the organization’s culture, the availability of resources, and the level of integration
required between the project and the broader organization. Organizations may also use a
combination of these structures, with different projects organized in different ways to best suit
their needs.

6. The first stage in the project life cycle is to find potential projects. List at least 8 sources
of Project Ideas

Here are 8 common sources of project ideas:

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1. Customer/Client Requests - Existing or potential customers may have specific needs or
problems that could be addressed through a new project.

2. Organizational Needs - The company or organization itself may identify areas for
improvement, new initiatives, or opportunities for growth that could be pursued through a
project.

3. Competitive Analysis - Examining what competitors are doing, or identifying gaps in the
market, can inspire new project ideas.

4. Industry Trends - Staying up-to-date on emerging technologies, regulations, or market


shifts in the industry can uncover project possibilities.

5. Employee Suggestions - Frontline employees often have valuable insights into operational
inefficiencies or ideas for enhancing products/services.

6. Research and Development - Dedicated R&D efforts can yield innovative project
concepts, whether for new products, services, or internal process improvements.

7. Unsolicited Proposals - Individuals or organizations may proactively submit project


proposals that the company may not have considered.

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8. Brainstorming Sessions - Facilitated group ideation sessions can generate a wide range of
creative project concepts to explore further.

The key is to cast a wide net and continuously scan for new opportunities, trends, and unmet
needs that could be addressed through well-planned projects. A robust pipeline of potential
projects is essential for an organization to stay competitive and innovative.

7. What is meant by work breakdown structure? Why it is important for the efficiency
and effectiveness of project management.
A work breakdown structure (WBS) is a hierarchical decomposition of the total
scope of work to be carried out by a project team to accomplish the project's
objectives. It is a fundamental tool used in project management to define and organize
the total work required for a project.

The work breakdown structure is important for the efficiency and effectiveness of
project management for the following reasons:

1. Scope definition: The WBS helps to clearly define the scope of the project by
breaking down the overall project into smaller, more manageable work packages or
tasks. This ensures that all the necessary work is identified and accounted for,
reducing the risk of scope creep or missing critical tasks.

2. Resource planning: By breaking down the project into smaller work packages, the
WBS enables more accurate resource planning, including the allocation of personnel,
equipment, materials, and other resources required to complete each task.

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3. Cost and time estimation: The WBS provides a framework for estimating the cost
and time required to complete each work package, which can then be aggregated to
determine the overall project budget and schedule.

4. Task assignment and responsibility: The WBS helps to assign specific tasks and
responsibilities to team members, ensuring clear accountability and ownership of the
work.

5. Progress monitoring and control: The hierarchical structure of the WBS allows
project managers to monitor the progress of the project at different levels, from the
overall project down to individual work packages. This enables better control and
identification of potential issues or delays.

6. Communication and collaboration: The WBS serves as a common framework for


communication and collaboration among project team members, stakeholders, and
other interested parties, ensuring a shared understanding of the project's scope and
objectives.

7. Risk management: By breaking down the project into smaller, more manageable
tasks, the WBS helps to identify and mitigate potential risks associated with each
work package, improving the overall risk management of the project.

In summary, the work breakdown structure is a crucial tool for project management,
as it enhances the efficiency and effectiveness of project planning, execution, and
control, leading to better project outcomes.

8. Think of a project you were part of that, or ever listed failed. What contributed to the
failure?

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One project that I was part of that failed was the implementation of a new software
system in a company I used to work for. The project failed due to a combination of
several factors:
1. Lack of clear goals and objectives: The project team did not have a clear
understanding of the goals and objectives of the software implementation. This led
to confusion and misalignment among team members, resulting in a lack of focus
and direction.
2. Poor planning and inadequate resources: The project was not adequately planned
in terms of timelines, budget, and resources. There was a lack of proper resource
allocation, including human resources, technology, and financial resources, which
hindered the progress of the project.
3. Resistance to change: Many employees within the organization were resistant to
change and were not adequately prepared or trained to use the new software
system. This resistance resulted in low adoption rates and decreased efficiency in
the organization.
4. Lack of communication and collaboration: There was a lack of effective
communication and collaboration among team members, stakeholders, and
departments involved in the project. This lack of communication led to
misunderstandings, delays, and conflicts, further contributing to the failure of the
project.
5. Inadequate risk management: Risks were not properly identified, assessed, or
mitigated throughout the project. This lack of risk management led to unexpected
challenges and setbacks that the project team was not prepared to address.
In conclusion, the failure of the software implementation project can be attributed to a
combination of factors including lack of clear goals, poor planning, resistance to change,
lack of communication, and inadequate risk management. These factors highlight the
importance of effective project management practices and the need for proper planning,
communication, and collaboration to ensure the success of projects .

N.B:
Copying from others or letting others copy leads to disqualification of the assignment

Use proper referencing and citation

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