Cotemporary Issues in Project Management

Fesseha Afework (A/Professor)

Certified Management Educator and Trainer
Addis Ababa University
College of Business and Economics
School of Commerce

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1. Contemporary Issues in Project Management

• Learning objectives
1.0. Introduction
1.1 Contemporary Issues
1.2. Generic Contemporary Issues in Project Management
1.3 Issues in Traditional Project Management
1.3.1 Scope a TPM project
1.3.2 Planning a TPM Project
1.3.3. Launching a TPM Project
1.3.4. Monitoring & Controlling a TPM Project
1.3.5. Closing a TPM Project
 Learning objectives
After completing this unit you should be able to:
• Plan and handle issues in Project Scoping.
• Identify and manage issues in project planning
• Identify and manage issues in project launching
• Identify and Handle issues in project monitoring
and evaluation
• Identify and Handle issues in project closing

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 1.0. Introduction
• Contemporary issues are problems, gaps,
inconsistencies or conflicts that occur
unexpectedly during the life cycle of a project.
• Contemporary issues in project management
are critical current contentious problems that
are associated with project management.
Knowledge of these issues is important to deal
and improve the management of projects.

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 Generic Contemporary Issues in Project
Management
1. Scope creep
2. Lack of communication
3. Lack of clear goals and success criteria
4. Budgeting issues
5. Inadequate skills of team members
6. Inadequate risk management
7. Lack of accountability 5
Generic Contemporary Issues in Project Management…

8. The limited engagement of

stakeholders
9. Unrealistic deadlines
10. Absence of structure
11. Inadequate support
12. Weak workplace culture
13. 6
 1. Scope creep
• Scope creep is a natural and expected
phenomenon for any project. There are
times when it can be beneficial but mostly
the cons outweigh the pros.
• Clients who don’t precisely know what
they want and have vague requirements
are one of the biggest project management
challenges for both managers and the
project team.
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 Scope creep…
• How to deal with it:
• Proactively engaging with clients during the
project planning phase can help you get their
exact requirements as well as understand their
expectations. Additionally, planning your
resource and talent usage accurately is also
key. It’s also important to not take up ad-hoc
change requests during project execution as
this can result in delays and added costs. Stick
to the initial plan. 8
 2. Lack of communication

• Effective
communication in project management is
extremely important for a successful project.
You need to have timely and transparent
methods of communication to ensure that all
stakeholders are involved in the process.
• Miscommunication is also dangerous for
project teams because it affects their
teamwork. It can cause conflicts among team
members and can potentially delay the project.
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 Lack of communication…
• How to deal with it:
• Project managers often rely on various collaborative
and project management software available in the
market in order to ensure that everyone stays updated.
• Project collaboration tools not only make it easier for
managers to carry on their duties but also ensure
greater transparency in projects and accountability
within the team.
• This is achieved through features such as contextual
comments, and priority assignment capabilities.
• In addition, regular, short stand-up meetings a few times
weekly can go a long way in preventing miscommunication.
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 Manage Barriers to Effective
Organizational Communication

Barriers to effective communication

might happen within organizations
at three different levels: personal,
group, and organizational.
 Practice the 7C’s of communication
 Following checklist comprising of 7C’s that serve as
good guideline for potential managers and
leaders(for written and spoken communication):
1. Completeness
2. Conciseness
3. Consideration
4. Concreteness
5. Clarity
6. Courtesy
7. Correctness
3. Lack of clear goals and success criteria
• Clarity is one of the most important requirements for
the successful completion of the project and the lack of
it creates several project management issues. A study
states that about 39% of projects fail due to the lack of
a project plan and a clearly defined project goal.
• It is also important for a project manager to come up
with a way of quantifying project progress by setting
up project milestones and quality tests. In addition to
helping your team progress, having a clear set of
objectives will also help project managers defend their
vision in front of the upper management and the
customers.
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Lack of clear goals and success criteria
• How to deal with it:
• Popular approaches to goal setting like SMART and
CLEAR can help a project manager come up with a
set of effective goals right from the start of a project.
• This can help overcome the barriers of
project management. Additionally, one must keep in
mind that not clearly defining goals is a mistake.
Therefore, once you create goals for your project
team, make them obvious to teammates.
• Document them.
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 4. Inadequate skills of team members
• A chain is as strong as its weakest link and in
the case of project teams, performance highly
depends on their individual skill levels. As a
project manager, you can create the most ideal
environment but if the team does not possess
the necessary skills to tackle the problem at
hand, your project is bound to fail.
• This is a huge project management problem
that can only be solved with proper experience
and foresight.
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 Inadequate skills of team members…
• How to deal with it:
• Effective project managers pre-determine the needed
project management skills and competencies and
assess the available workforce to determine whether
additional staff and skill sets are required or not.
• An effective project initiation plan will deal with the
needs of the project and the resources required to
accomplish it. These resources include the human skill
component as well. The project plan will further build
upon the groundwork of the initiation document.

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 Teamwork
• “Teamwork is the ability to work
together toward a common vision. The
ability to direct individual
accomplishments toward organizational
objectives. It is the fuel that allows
common people to attain uncommon
results.” Andrew Carnegie

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 Teamwork…
• A good team leader can make or break a team
when it comes to troubleshooting development
issues.
• A team leader that takes an active role in team
development can help avoid establishing negative
norms.
• Leadership skills include a combination of soft and
technical skills, such as using your interpersonal
skills to motivate your team or applying your
technical knowledge to solve problems and complete
tasks.
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 5. Leadership
• Ability to influence.
• Inspiring passion and motivation in
followers
• Influence, inspire and help others
become their best selves, building
their skills and achieving goals along
the way.
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 Leadership Style
• A leader’s methods and behaviors
when directing, motivating and
managing others.
–Autocratic
–Democratic
–Laissez-faire

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Balancing Task and Process
 Creating an effective project team
• The key components making up
effective teams can be grouped into
four variables( key components of an
effective team):
–Context,
–Composition,
–Work design, and
–Process.
 6. Inadequate risk management
• Having the foresight to identify
potential ‘what if’ scenarios and
making up contingency plans is an
important aspect of project
management.
• Projects rarely go exactly as planned
because there are so many variables
that can create unlimited possibilities.
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 Inadequate risk management…
• How to deal with it:
• It is the job of every project manager to come
up with alternate plans that the team may adopt
if the project begins to spiral out of control.
Having a project risk management system
helps in identifying the types of risks and
mitigating them. Having a contingency plan in
place is critical. This plan should identify all
risks that the course of action to be taken if
they materialize it.
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 7. Managing Conflict
• Conflict is a relationship between
two or more parties (individuals or
groups) who have, or think they
have, incompatible goals and who act
on the basis of those perceived
incompatibilities”,
Schneider et al, 2016

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 Types of Workplace Conflict
 Four different types of team
conflicts common to workplace
environments:
Task-based conflicts
Leadership conflicts
Work style conflicts
Personality clashes
 Conflict Management Strategies
Which of these strategies are suitable and not
suitable for you?
1) Avoiding,

2) Defeating,

3) Compromising,

4) Accommodating,
and

5) Collaborating
 Which one is best?
Choosing a conflict management style is often intuitive.
It is possible to train yourself on using different conflict
management styles based on the situation at hand.
There is no BEST way to handle conflict. Each conflict
is different and requires a different response.
However:
“Two heads are better than one.” (Collaborating)
“Kill your enemies with kindness.” (Accommodating)
“Split the difference.” (Compromising)
“Leave well enough alone.” (Avoiding)
“Might makes right.” (Competing)
 Finding Your Management Style
• Each statements on the next two slides provides
a strategy for dealing with a conflict
• Rate each statement on a scale of 1 -4
indicating how likely you are to use this strategy
1. Rarely
2. Sometimes
3. Often
4. Always
 Finding Your Management Style...

1. I explore issues with others so as to find solutions that meet

everyone’s needs.
2. I try to negotiate and adopt a give-and-take approach to
problem situations.
3. I try to meet the expectations of others.
4. I would argue my case and insist on the merits of my point of
view.
5. When there is a disagreement, I gather as much information as I
can and keep the lines of communication open.
6. When I find myself in an argument, I usually say very little and
try to leave as soon as possible.
7. I try to see conflicts from both sides. What do I need? What
odes the other person need? What are the issues involved?
 Finding Your Management Style...
8. prefer to compromise when solving problems and just move on.
9. I find conflicts challenging and exhilarating; I enjoy the battle of
wits that usually follows.
10. Being at odds with other people makes me feel uncomfortable
and anxious.
11. I try to accommodate the wishes of my friends and family.
12. I can figure out what needs to be done and I am usually right.
13. To break deadlocks, I would meet people halfway.
14. I may not get what I want but it’s a small price to pay for
keeping the peace.
15. I avoid hard feelings by keeping my disagreements with others
to myself.
Finding Your Management Style...
Total your answer:
Collaborating: 1, 5, 7 ___________
Competing: 4, 9, 12 ___________
Avoiding: 6, 10, 15 ___________
Accommodating: 3, 11, 14 ___________
Compromising: 2, 8, 13 ___________
 Conclusion
 Different conflict management styles may be used
when faced with different situations.

 Knowing yourself and fully understanding each

situation will help you understand the conflict
management style needed.

 Try a scenario-based approach to test the

effectiveness of different approaches to specific
situations.
 8. Budgeting issues

• Most managers consider financial issues as

one of the biggest hurdles in effective project
management. A study in 2017 revealed that
49.5 % of manufacturing managers report
costs as the biggest project management
challenge they face.
• By efficient cost management, a manager can
avoid various common complications a
project may face and strive for better and
quicker results. 37
 Budgeting issues,,,

• How to deal with it:

• It is absolutely necessary to adopt a proper
project scheduling tool, budgeting procedure and
make realistic assumptions to avoid cost
overruns.
• Planning the project scope must be done keeping
in mind the budget in hand. Else, budget
limitations could threaten the very success of a
poorly budgeted project. Like everywhere else in
project management, documenting is key.
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 9. Lack of accountability
• A project team performs really well
when every member feels
responsible and tries to fulfill the
role assigned to them.
• Lack of accountability on the part
of team members can sink an entire
project.
39
 Lack of accountability…
• How to deal with it:
• Effective project managers assign
responsibilities to team members and direct the
team toward the common goal of
successfully completing their project.
• Having a project tool that allows
responsibilities to be assigned and tracked is
key to fostering accountability.
• Additionally, having regular check-ins within
the team also fosters accountability.
40
 10. limited engagement of stakeholders

• It is important for project managers to

ensure that all the project stakeholders are
on the same page and have a clear vision of
the project.
• An uninvolved client can cause a lot of
problems in the final stages of a project so
it’s important to consider the customer’s
feedback and keep them updated throughout
the project. 41
 limited engagement of stakeholders…
• How to deal with it:
• Invite your client and other stakeholders to your
project management tool so they can actively
participate in shaping the project and providing
feedback.
• Further, ensure that you keep all internal and
external stakeholders in the loop right from the
project planning stage.
• Schedule regular meetings with all stakeholders
and address their concerns as required.
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 11. Unrealistic deadlines

• Having an impossible deadline is another

project management challenge that can
severely affect the quality of the end
product.
• Any effective project manager knows the
capability of the project team and
negotiates the project timeline by
prioritizing deadlines and project tasks.

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 Unrealistic deadlines…
• How to deal with it:
• In agile project management, velocity, which is the
measure of work completed in a single sprint, is
decided collectively by taking inputs from all
stakeholders.
• This is done during the planning phase of the project.
• Further, frequent monitoring of deadlines by the
project manager is a must.
• This ensures that any increase in scope (scope creep)
during the execution of the project is either avoided or
timelines modified as required.
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 12. Absence of structure
• A common challenge that managers
face in the workplace is the absence of
structure, especially when overseeing a
new team.
• Depending on the work environment,
some teams may need to be supervised
more closely than others in order to
maintain productivity levels.
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 Absence of structure
• How to deal with it:
• Take time to develop an
organizational structure that helps
employees know what you expect of
them.
• In addition, show your team respect
to encourage loyalty.
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 13. Inadequate Top Management Support
• Managers sometimes need approval
from the executive team of a company
or the business owner before moving
ahead with a project.
• When the decision-making process
takes longer than expected, it may slow
down their team's progress overall.

47
 Inadequate support…
• How to deal with it:
• The most important thing to do in this
situation is to be honest with your team
members. Let them know that you are
waiting for information from the executive
team, and if possible, allow them to work on
other projects.
• Try to arrange for a one-on-one with the
decision-maker to expedite progress.
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 14. Weak workplace culture
• When teams feel like they're not
connected with the rest of the
workplace, they could experience a
decrease in motivation.
• Teams that feel they are part of a
larger group, experience more
confidence and trust.
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 Weak workplace culture
• How to deal with it:
• Promote a strong work culture
by planning outings and
rewarding employees who
exceed expectations.

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 Project Teamwork

 “Teamwork is the ability to work

together toward a common vision.
The ability to direct individual
accomplishments toward
organizational objectives. It is the
fuel that allows common people to
attain uncommon results.”
Andrew Carnegie
 Team
Together only if Total
Everyone there Effort from
Achieves All
is
More Members
 What can you do as a project leader ?
• Whether you're leading a team or a meeting, developing
and owning leadership skills can help you succeed at
any stage in your career.
• A good team leader can make or break a team when it
comes to troubleshooting development issues.
• A team leader that takes an active role in team
development can help avoid establishing negative norms.
• Leadership skills include a combination of soft and
technical skills, such as using your interpersonal skills to
motivate your team or applying your technical
knowledge to solve problems and complete tasks.
 Positive Attitudes Major Project Framework Issues
Affecting Project Success

External Factors
Context Definition
 Politics
 Objectives
 Environment
 Community  Strategy
 Geophysics  Design
Finance  Technology
 Cost/Benefit  Standards
 Financeability
Timing
 Phasing
 Overlaps

Organization
Structure Behavior Systems
 Life cycle  Decision making  Planning and Reporting
 Project/Matrix/Functional  Staffing  Systems and Procedures
orientation  Sponsor/ Champion  IT Strategy
 Sponsor/Owner/Contractor role
role  Stakeholders
Procurement  Team building
 Aims  Communication
 Supply chain configuration  Conflict
 Risk allocation  Industrial Relations
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 Project management issues
• Project management issues may
be classified into two categories:
–Traditional project management
issues (Chapter 1)
–Contemporary
project ,management issues
(Chapter 2)
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 Traditional Project Management

• A set of techniques and tools that

can be applied to an activity that
seeks an end product, outcomes
or a service(PMBOK).

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Traditional Project Management (TPM) Issues

• Traditional Project Management

(TPM) is the historical root of
modern project management.
• These are the well-defined projects
that populate the project landscape
and provide a good starting point..

57
 Traditional project management
• The traditional project management uses
orthodox methods and techniques in the
management process. These methods and
techniques have been evolved for decades
and are applicable for most of the domains.
But for some domains, such as software
development, traditional project
management is not a 100% fit.

58
 Traditional Project Management…

• Project management is a practice that can be found

everywhere. Project management does not belong to
any specific domain or a field. It is a universal practice
with a few basic concepts and objectives.
• Regardless of the size of the activities or effort, every
'project' requires project management.
• There are many variations of project management that
have been customized for different domains. Although
the basic principles are the same among any of these
variations, there are unique features present to address
unique problems and conditions specific to each
domain. 59
 Traditional Project Management (TPM)
Issues…

• Five basic Issues:

–Scope a TPM project
–Plan a TPM project
–Launch a TPM project
–Monitor and control a TPM project
–Close a TPM project
60
 How to Scope a TPM project
• Project scope
–Project scope is a component of
project implementation that helps
determine goals, constraints,
workflow management strategies,
tasks, and deliverables.

61
 How to Scope a TPM project
• The Scoping Process Group defines all of
the tools, templates, and processes needed to
answer two questions: “What will you do?”
and “How will you know you did it?”
• If you don’t know where you are going, how
will you know when and if you ever get
there? So many times we have seen projects
get off to a terrible start simply because
there never was a clear understanding of
exactly what was to be done. 62
 How to Scope a TPM project,,,

• Effective scoping of a project is as much an art as it is a

science.
• A number of tools, templates, and processes can be used
during the scoping effort; that is the science of scoping.
• Knowing your client, your organization’s environment,
and the market situation and how to adapt the tools,
templates, and processes to them is part of the art of
scoping.
• Virtually all of the scoping effort involves an interaction
and collaboration between the client who is requesting a
service or product and the project manager who is
providing the service or product.
63
 How to Scope a TPM project,,,

• Managing Client Expectations

• Somehow clients always seem to expect more
than project managers are prepared for or capable
of delivering.
• The project manager assumes he or she knows
what the client is asking for and the client
assumes the project manager understands what
they are asking for. In many cases that is simply
not true and little is done to check the validity of
either of those assumptions.
64
 How to Scope a TPM project,,,

• Wants versus Needs

–The root cause of many
communications problems originates
from disconnects between what the
client says they want and what they
really need.

65
 How to Scope a TPM project,,,

• Conducting Conditions of Satisfaction(COS) session

• The process of developing the COS involves the following four
phases:
• Request: A request is made by the client.
• Clarification: The provider explains what he or she heard as the
request. This conversation continues until the client is satisfied that
the provider clearly understands the request. Both parties have now
established a clear understanding of the request in the language of the
requestor.
• Response: The provider states what he or she is capable of doing to
satisfy the request.
• Agreement: The client restates what he or she understands the
provider will provide. The conversation continues until the provider
is satisfied that the client clearly understands what is being provided.
66
 How to Scope a TPM project,,,

• The Project Scoping Meeting

• The Project Scoping Meeting is the first substantive
encounter with the client.
• After conducting a COS session and agreed on a high-
level scope for the project you need more detail in
order to write a POS.
• The Project Scoping Meeting takes the COS
deliverable to the next level of detail. In this meeting,
the core project team will be present, as well the
client, several key managers, staff, a facilitator, and
representative users of the project deliverables.
67
 How to Scope a TPM project,,,

• Project Scoping Meeting Deliverables

Creating the Requirements Breakdown Structure (RBS)

• Requirements definition takes place immediately
following the COS session and before the POS is
written. Requirements decomposition, which involves
describing in detail how each requirement will be met,
can take place at different times in the project life
cycle:
– As further clarification for the POS
– During the Project Scoping Meeting as clarification of “the
what” 68
 How to Scope a TPM project,,,

• During the Project Planning Meeting as definition of “the

how”
• The RBS is not static but in fact is quite dynamic. The
details can change several times throughout the life of the
project for one or more of the following reasons:
– Changes in market
– Actions of a competitor
– Emergence of new or enhanced technologies
– Changes in organizational priorities
– Changes in sponsors
– Learning and discovery from simply doing the project
69
 How to Scope a TPM project,,,

• The Scoping Meeting has two purposes.

– The first is to create the Requirements
Breakdown Structure (RBS).
– The second is to draft the POS. The RBS
is used to help the team decide which
project management approach is the best
fit for this type of project.

70
 How to Scope a TPM project,,,

• Approaches to Requirements Elicitation and

Decomposition:
• Facilitated Group Sessions
• One single-group session
• Separated group sessions
• Interviews
• Prototyping
• Requirements Workshops

71
 How to Scope a TPM project,,,

• Types of Requirements
• Requirements are separated into the
following four categories:
– Functional requirements
– Non-functional requirements
– Global requirements
– Product and/or project constraints

72
 How to Scope a TPM project,,,

• Parts of the POS

• The POS has the following five
component parts:
– Problem or opportunity
– Project goal
– Project objectives
– Success criteria
– Assumptions, risks, and obstacles
73
 How to Scope a TPM project,,,

• Participants in the Approval Process:

– Core project team
– Project team
– Project manager
– Resource managers
– Function or process managers
– Client
– Senior management
74
 How to Scope a TPM project,,,

• Project management scope steps

Step 1. Define the project scope structure
– A work breakdown(WBS) is a planning
tool that helps project managers visualize
the tasks required to complete the tasks
required to complete a project, prioritize
them and identify deliverables and
dependencies.
75
 How to Scope a TPM project,,,

Step 2. Write a project scope statement

- Project goals and objectives
- Project deliverables
- Project exclusions and constraints
- Project assumptions
- Project milestones
- Scope baseline
76
 How to Scope a TPM project,,,

Step 3. Create a scope management plan

- Include the scope statement
- Show the work breakdown structure that was ued to
define the project scope
- Describe the scope baseline
- Explain who are the team members and what their roles
and responsibilities are
- Establish acceptance criteria for project deliverables
- Describe what are the major milestones and project
phases
- Explain what change control procedures will be used to
change the project scope. 77
 How to Scope a TPM project,,,

• Step 4.Define a scope baseline to control

the scope
• A scope baseline describes the project
scope that was approved by both the
project stakeholders and the project
management team.
• It is used during the project execution
phase to ensure the project scope is
executed as planned.
78
 How to Scope a TPM project,,,

• Step 5. Monitor and control your

project scope during the project
lifecycle.
• Besides creating project documents,
most prt management project managers
use project software tools like Gantt
charts, Kanban boards and project
Dashboards to jeep track of their
project scope. 79
 How to Scope a TPM project,,,

• Importance of project management scope

– Creating realistic project plans
– Avoid issues like cost overrun and cope creep.
– Set clear expectations for project stakeholders
– Hire team members with the right skills and
qualifications for the project
– Meet project deadlines
– Produce high quality deliverables
– Establish change management procedures
80
 How to Plan a TPM Project

• Benefits of a good project plan:

–Planning Reduces Uncertainty
–Planning Increases
Understanding
–Planning Improves Efficiency.

81
 How to Plan a TPM Project…

• Planning and Conducting Joint Project

Planning Sessions (JPPS )
• Attendees
– Facilitator
– Project manager
– Other project manager
– JPPS consultant
– Technographer (expert in the software tools)
82
How to Plan a TPM Project…
–Core project team
–Client representative
–Resource managers
–Project champion
–Functional managers
–Process owner

83
 How to Plan a TPM Project…
• Deliverables
• The deliverables from the JPPS:
– Work Breakdown Structure
– Activity Duration Estimates
– Resource Requirements
– Project Network Schedule
– Activity Schedule
– Resource Assignments
– Project Notebook
84
 How to Plan a TPM Project…
• Contents of the Project Proposal
• Executive Summary
• describing one of the following topics:
– Business situation (expanded from the POS)
– Your project goal (expanded from the POS)
– Business value (expanded from the POS)
• Background
• Objective
85
 How to Plan a TPM Project…

• Overview of the Approach to Be

Taken
• Detailed Statement of the Work
• Time and Cost Summary
• Appendices

86
 How to Plan a TPM Project…
• Gaining Approval to Launch the
Project, basic considerations:
– The cost-benefit
– The risks of failure
– The total project cost and available
funding
– Other projects competing for the same
resources
87
 Basic Steps on project planning
1. Define your goals and objectives
2. Set success matrics
3. Clarify stakeholders and roles
4. Set your budget
5. Align on milestones, deliverables, and
project dependencies
6. Outline your timeline and schedule
7. Share your communication plan
88
 Launch a TPM project
• Recruiting the Project Team
– Core team
– Client team
– Contract team
• Selection Criteria for Core Team Members
– Commitment to the project
– Shared responsibility
– Flexibility

89
 Launch a TPM project…
• Selection Criteria for Core Team Members,,,
– Task-oriented
– Ability to work within schedules and
constraints
– Trust and mutual support
– Team-oriented
– Open-minded
– Ability to work across structure and
authorities
– Ability to use project management tools 90
 Launch a TPM project…
• Conducting the Project Kick-Off
Meeting
– Purpose of the Project Kick-Off Meeting
• This is the meeting that gets the project
started. You will want to make it an event
to remember.

91
 Launch a TPM project…
• Sample Project Kick-off Meeting agenda:
– Introduce the sponsor to the project team
– Introduce the importance of the project by the sponsor
– Introduce the project (client)
– Introduce the project (project manager)
– Introduce the project team members to each other
– Write the PDS
– Establish the team operating rules
– Review the project plan
– Finalize the project schedule
– Write work packages 92
 Launch a TPM project…
• Attendees For Project Kick-Off
Meeting:
– Sponsor
– Other managers
– Project team
– Contractors and vendors

93
 Launch a TPM project…
• Conflict Resolution
• The other area for which operating rules are
needed deals with how the team resolves
conflicts.
• Conflicts arise when two or more team
members have a difference of opinion, when
the client takes issue with an action to be
taken by the project team, or in a variety of
other situations involving two parties with
different points of view. 94
 Launch a TPM project…
• Conflict resolution styles:
– Avoidant
– Combative
– Collaborative:

95
 Launch a TPM project…
• Managing Scope Changes
• Regardless of the project management life cycle (PMLC)
model you choose, you will have to deal with scope change
requests coming from the client and from the project team.
In some cases, you’ll be expecting these change requests,
and you’ll be ready to process them. In other cases, you will
not be expecting them (or at least won’t want them), but
that doesn’t absolve you from having a way to process
them.
• You need to have a scope change management process in
place as you start the project so you can deal with both the
expected and unexpected changes that will come your way.
96
 Monitor and control a TPM project
• The project plan is a system as defined by the
scope triangle.
• As such, it can get out of balance, and a get-well
plan must be put in place to restore balance to the
system.
• The longer the project manager waits to put the fix
in place, the longer it will take to restore balance.
• Regularly measuring progress on a project to
ensure it continues meeting objectives and
addressing current organizational needs.
97
 Monitor and control a TPM project…
• Activity reviewing the status of project as it
proceeds, evaluating potential obstacles and
implementing necessary changes.
• Elements
– Time and cost aspects
– Planning and scheduling
– Risk management(includes identification and
assessment)
– Cost estimating and management
98
 Monitor and control a TPM project…

• Types of Project Status Reports

– Current Period Reports
– Cumulative Reports
– Exception Reports
– Stoplight Reports
– Variance Reports

99
 Close a TPM project

• Project closure defines a project success.

• Project closure is the critical last phase
in the project management lifecycle.
• During project closure the team reviews
the deliverables, then compare sand tests
its quality to the intended project
outcome. Then they share the
deliverables with the projects client.
100
 Close a TPM project…
• Steps to closing a project
1.Getting client acceptance of deliverables
2.Ensuring that all deliverables are installed
3.Ensuring that the documentation is in
place
4.Getting client sign-off on the final report
5.Conducting the post-implementation
audit
6.Celebrating the success 101
Traditional Project Management…
• Therefore, there have been a few
modern project management
practices introduced to address the
shortcomings of the traditional
method. Agile and Scrum are two
such modern project management
methods.
102
Traditional Project Management…
• Traditional project management is a
project management approach that will
work for most domains and
environments. This approach uses riged
tools and techniques for management and
solving problems.

103
 Traditional Project Management…
• Traditional project management is a
step-by-step predictive approach to
project management-also called the
Waterfall methodology-in which you
breakdown and plan an entire project
before launching it.
• Process in the requirements stage help
you predict and mange risks.
104
 Traditional vs Contemporary
Project Management
• Traditional project management is a
well-established approach in which
projects are completed in sequential
order.
• Traditional project management methods
place a strong focus on linear
procedures, documentation, upfront
planning, and priority.
105
 Traditional vs Contemporary…
• Since time and money are variable and
requirements are set in the traditional
technique, it frequently encounters
financial and timeframe challenges.
There are tools and procedures
established by the standard
methodology for each phase that
project managers use.
106
 Traditional vs Contemporary…

• Teams using this methodology

frequently run into budget and
timetable issues. Traditional project
management cannot be used for
complicated workflows since there are
too many points of failure in a
complex, interdependent system.
107
 Benefits Of Traditional Methodology

• Clearly defined objectives

• Controllable processes
• Clear documentation
• More accountability

108
 Contemporary Project Management

• CPM places a strong emphasis

on cooperation, communication,
task timeboxing, and the ability
to adjust to change as soon as
feasible.

109
 Benefits Of CP M

• Flexible prioritization
• Early and predictable delivery
• Predictable costs and schedules
• Improves quality
• More transparency
• Scope for Feedback
• Customer Satisfaction 110
 Summary Of Differences Between
Contemporary And The Traditional Approach
Characteristics Contemporary Approach Traditional approach

Organizational structure Iterative Linear

Scale of projects Small and medium scale Large-scale

User requirements Interactive input Clearly defined before implementation

Involvement of clients High Low

Development model Evolutionary delivery Life cycle

Customers are involved from the time work is Customers get involved early in the project but
Customer involvement
being performed not once the execution has started

When problems occur, the entire team works

Escalation management Escalation to managers when problems arise
together to resolve it

Model preference Agile model favors adaption The traditional model favors anticipation

Product or process Less focus on formal and directive processes More serious about processes than the product

Test documentation Comprehensive test planning Tests are planned one sprint at a time

Scrum master facilitates, and the team does The project manager provides estimates and gets
Effort estimation
the estimation approval from PO for the entire project

Reviews and approvals Reviews are done after each iteration Excessive reviews and approvals by leaders
111
Contemporary Project Management…
• CPM emphasizes four key values:
–Individuals and relationships are prioritized
above processes and tools.
–Comprehensive documentation is less
essential than working software.
–Customer cooperation is more important
than negotiating.
–Rather than simply following a plan, the
process should adjust to change.
112
 Project Management Methodologies
• Project management plays a vital role in
accomplishing goals, following schedules,
and course correction during projects.
However, getting your team organized and
keeping the project on track can be a
daunting task.
• This is where project management
methodology can help project managers
make the best use of available resources for
achieving desired project outcomes. 113
 Project Management Methodologies…
• Lean Methodology • PRINCE2
• Agile Methodology • PMI’s PMBOK
• Six Sigma • Joint Application
• Critical Path Development
• SCRUM • Hybrid Project
Management
• Kanban
Methodologies
• XP or eXtreme – Agile and Waterfall
Programming
– Scrumban
• Waterfall Methodology
– Lean Agile
• Iterative PMLC Model
114
 Project Management Methodologies…
• Lean Methodology
• Lean methodology is a method for optimizing
resources to create value for the end-user or
customer. With principles of continuous
improvement, it is used in many industries
ranging from software development to sales.
‘Lean’ was originally developed at Toyota to
reduce waste and inefficiency. Lean
methodology aims to value customers and
provide perfect value through a process of zero
waste. 115
 Project Management Methodologies…
• Agile Methodology
• Agile methodology is a new approach to project
management. It is more of an umbrella term that
consists of a number of methodologies. Agile
methods are more flexible and focus on an
iterative approach towards software
development, with a focus on the delivery of
outcomes rather than one-time. Agile
methodologies divide the project into smaller
tasks, with scope for reversal in case of errors.
116
 Project Management Methodologies…
• Six Sigma
• Aims to streamline business processes while reducing
errors and improving customer satisfaction
• Six Sigma prioritizes dara and statistical analysis to
remove any chance pf operating based on gut assumptions-
this methodology helps teams make objective decisions,
which in turn leads to more efficiency and less waste.
• The goal of this methodology is continuous improvement,
which is especially helpful if you notice customer retention
dropping or have data reasily available about the project.
• Six Sigma is popular in large organizations.

117
 Project Management Methodologies…
• Critical Path
• Works well with projects with multiple dependencies.
• Iy focuses on using resources efficiently to complete
project tasks.
• The critical path is the longest stretch of dependent
activities based on particular resource( a team
member, resource, budget, time window, etc.) and
measuring them from start to finish.
• This methodology helps project managers minimize
risk and increase the likelihood of completing projects
on schedule.
118
 Project Management Methodologies…
• SCRUM(Simple Project Management
Methodology)
• SCRUM is an agile framework for project
management, which focuses on teamwork,
accountability, and an iterative approach for
achieving defined goals. In software
development, SCRUM is considered a
popular methodology with Agile concepts
by empowering self-managing teams.
119
 Project Management Methodologies…
• Kanban
• Kanban is a Lean manufacturing system that focuses
on work that is continually released in better quality.
• Kanban project managers use sticky notes or
online tools for whiteboards and workflow
management. Trello is a famous Kanban
tool for representing a teams workflow. Trello can
be used for a variety of task and project management
purposes, including one-time projects or ongoing
activities like content project management.
120
 Project Management Methodologies…
• XP or eXtreme Programming
• XP or eXtreme programming is an Agile software
development framework. It provides processes
and defined values meant for improving the
quality of software.
• Similar to SCRUM, the values revolve around
communication, feedback, courage, simplicity,
and respect. If you’re confused regarding the
value of ‘courage’ in the framework, it implies
that software developers evaluate their work and
are ready to adapt to make changes. 121
 Project Management Methodologies…
• Waterfall Methodology
• The Waterfall methodology, which is also known as the
Software Development Life Cycle or SDLC is a
methodology which unlike the Agile approach, focuses on
doing things once, in the appropriate manner.
• In this methodology, the requirements are defined at the
beginning, this is followed by work completion in phases.
• In a waterfall approach, the outcomes of the next phase
are typically the input of the previous phase. The term
waterfall implies that the project is executed in a
cascading manner, where one phase is completed before
the next can begin.
122
 Project Management Methodologies…
• PRINCE2
• PRINCE2 (PRojects IN Controlled Environments) is a process
based project management methodology. It was developed as an
information systems standard for the UK government. The
methodology has its roots in PROMPT II (Project Resource
Organization Management Planning Techniques).
• The six aspects of PRINCE2 are tolerances or what you can call
performance goals. These include scope, timescale, risk, quality,
benefits, and costs. Furthermore, PRINCE2 consists of seven
principles including continued business justification, learn from
experience, defined roles and responsibilities, manage by stages,
manage by exception, focus on products and tailor to suit the
project environment. PRINCE2 is a great project management
methodology for large scale and predictable projects.
123
 Project Management Methodologies…
• PMI’s PMBOK
• A framework of standards, Project Management
Body of Knowledge or PMBOK provides
standards, conventions, best practices, guidelines,
terminologies and processes which make up the
project management industry. Due to this it is
often considered as a methodology on its own,
though this can be considered debatable. PMBOK
has five process steps for project management
which include initiating, planning, executing,
monitoring and closing. 124
 Project Management Methodologies…
• Joint Application Development
• JAD focuses on including the client in the early
stages and getting user participation in project
design.
• This method is design to improve communication
by allowing the client to provide feedback and
ideas as early as possible in collaborative setting.
• Clients are included in meetings throughout the
project lifecycle to develop a greater sense of
partnership and consensus, leading to an
increased commitment to the project. 125
 Hybrid Project Management & Methodologies

• The modern project manager no longer works in a

rigid hierarchy or a predictable working environment.
• Hybrid project management is a combination of Agile
and Waterfall methodology meant for a fast changing
environment, where project managers might need to
adapt to quick changes, while maintaining quality.
• Hybrid methods break down projects into components
which can be easily managed by function or discipline
using Work Breakdown Structure (WBS). Whereas
the Agile approach is used to speed up development
of each component and its sub components.
126
 Project Management Methodologies…
• Wagile
• In order to better understand if a hybrid
methodology falls closer to Waterfall or
Agile, the terms Wagile and Agifall are
used. Wagile for instance, is a group of
software development methodologies where
the waterfall approach is adopted by
reversing the Agile approach.

127
 Project Management Methodologies…
• Agifall
• The Agifall approach uses both the
speed and fluidity of the Agile
approach, while introducing more
project information beforehand like
the waterfall method.

128
 Project Management Methodologies…
• Scrumban
• The Scrumban methodology is a
combination of both SCRUM and Kanban.
It limits the work in progress by allowing
teams to focus on their current tasks.
Scrumban retains the aspects of reviews and
retrospectives for improvement, whereas it
uses aspects of Kanban for managing small
iterations of teams using a visual board.
129
 Choosing the Right Project Management
Methodology

• There are a number of factors that you

should consider before choosing a
project management methodology.

130
 Factors affecting choice of Methodologies

• Strategic goals
• Core values
• Business drivers
• Constraints
• Stakeholders
• Risk
• Project complexity
• Project size/scope
• Flexibility
131
 Choosing the Right Project Management
Methodology…
• Factors which can help you identify the right project management
methodology.
1. Project Factors
• Are you developing software? Does your project include
large-scale infrastructure development or the production
of a standard product? Your project management
methodology will depend on your project factors such as
project needs, constraints, available resources, and
finances. Some projects might need a more traditional
Waterfall approach. Whereas other projects might need to
be more fluid in output and project management
approach, requiring Lean or Agile frameworks. 132
 Choosing the Right Project Management
Methodology…
2. Organizational Goals
• Does your organization intend to satisfy
customers amidst changing needs, or
wishes to provide a high-quality product
which is old school and standardized?
Your organizational goals will play a
major role in the type of methodology
you use.
133
 Choosing the Right Project Management
Methodology…
3. Organizational and Team Values
• It isn’t easy incorporating Lean and Agile
frameworks in a working environment
where people are not used to adaptability.
The corporate culture, values of an
organization and team values instilled by the
senior management play an important role
in what methodology is used for project
management in an organization.
134
 Choosing the Right Project Management
Methodology…
4. The Rigidity or Flexibility of Your Work
Environment
• Organizations in the IT industry are always looking
to adapt to ever changing environments, new
devices released every year if not every quarter
amidst the need to address customer needs. On the
contrary, the need for producing a standard product
such as infrastructure for a government department
might not be as fluid, with rigid controls, lengthy
paperwork and red tape.
135
 Choosing the Right Project Management
Methodology…
5. Methodology which Delivers the Most Value
• A methodology which adapts quickly to changes
after an operating system update cannot be
applied for a rigid environment, where customers
like to stick with a traditional product, with little
or no change. The methodology which adds the
most value and addresses customer needs should
be a top consideration when picking a project
management methodology.
136
 Choosing the Right Project Management
Methodology…
• In conclusion, while there is a debate over whether the
traditional, Agile or Hybrid project management
methodologies and frameworks provide more value, we can’t
disagree with the fact that the modern project manager needs
to adapt to an environment where technology and customer
needs can usually be hard to predict on a long-term basis.
• Even when using the Waterfall approach, the modern project
manager might need to use tools which might be similar to
Kanban boards.
• As new technology, methods and changes in the way we
conduct business shape our future, we are likely to see more
hybrid and perhaps something even more novel in terms of
project management methodologies. 137
 Common Project Management Methods

• The waterfall method requires that

one task be completed before the next
one can begin. Before project kickoff,
sequential phases are mapped out to
clarify the project’s scope. This
strategy allows little room for
flexibility once the project is underway.
138
 Common Project Management
Methods…
• The agile project management
method is an iterative approach that
starts with the client's needs. Teams
break projects down into time intervals
called sprints, then complete a specific
unit of work in a given sprint. An agile
method can be successful if a client is
available to offer revisions as work is
completed. 139
 Common Project Management Methods…
• Adaptive project management helps
project managers adjust to unknowns
and potential risks. Teams get the
chance to prepare and respond to
unexpected shifts in project direction.
Team members, customers and
stakeholders must communicate
effectively for the adaptive method to
work. 140
 Matching With a Project Management Style

A little A moderate A lot

amount
How much risk are you willing Adaptive Agile Waterfall
to take on?
What depth of resources do
you have for project planning? Waterfall Adaptive Agile

How much turnover do you Agile Adaptive Waterfall

have?
How often do your clients Waterfall Adaptive Agile
expect project updates?
How much does your team
need to change project scope? Waterfall Agile Adaptive

To what extent do you need Waterfall Agile Adaptive

quantitative analysis?
141
 Drawbacks of Traditional Project Management

• A set period of time is allocated for each task,

which doesn’t allow your team to adjust to
last-minute, high-priority projects.
• Clients don’t feel like active participants in
their projects, since tasks and timelines are set
up well in advance and quite inflexible.
• This approach doesn’t work for complex or
nontraditional projects because of its
sequential nature.
142
 Modern Project Management
• In contrast to traditional project
management, modern project
management tends to look more
like an agile or adaptive method

143
 Modern Project Management …
• One clear benefit of using agile or adaptive
methodologies is that they sync well with
smart automated software. With a platform
that logs time, tracks utilization and offers
increased visibility over your team and
projects, you’ll be able to see when a certain
task is putting a project at risk of going over
budget. You can address the issue before any
real damage is done to your bottom line or
client relationships. 144
 Activity
• Modern Vs. Traditional
Project Management:
Which Is Better?

145
 Activity…
• Every business size, from small to medium to
giant, relies on project management to effectively
carry on their business operations.
• Modern has taken the world of project
management and software development by storm
in recent years. This project management
technique appears to be gaining popularity. Part of
the reason is that the business world is changing
rapidly, and so, companies are seeking techniques,
systems, and methodologies that will help them
run their operations in a highly responsive way.146
 Key project management softwares
1. Asana
• This is a tool that helps teams
orchestrate their work, from strategic
initiatives to smaller projects.
• It provides a living system where team
members can discuss, execute, and
make changes to project prioritirs and
tasks.
147
 Key project management softwares…

2. Smartsheet
• Provides users with an enterprise
platform for dynamic work.
• This cloud-based platform makes it
easy for organizations and teams to
plan, execute, and report on work for a
more efficient process and more
successful otcomes.
148
 Key project management softwares…
3. monday,com
• This is an open platform where it’s
simple to create the tools needed for
every aspect pf work.
• It is easy-to-use, provides a visual
interface with tons of apps, and
allows teams to customize
dashboards to their exact preferences.
149
 Key project management softwares…
4. ClickUp
• Is more than just task and project
management, it boasts reminders,
goals, calendars, docs, and more
• Plus, its fully customizable and works
well with all different types of teams
and organizations.
150
Key project management softwares…
5. Wrike
• This is used daily to manage
projects across the marketing
team.
• Wrike helps us stay on track
customizing task statuses

151
Chapter 1 Ends

152