Assignment Cover Page
HRM&OD Department
Programme Name
Diploma in Human Resource Management
Tick
BA Human Resource Management
Tick
Module Name:
Project Management
Year of Study (e.g. Year 1
Sem1)
Year 2
Semester 1
Student Number
202220181
Student Surname
Nkambule
Student Name
Takhona
Lecturer’s Name
Siphiwosami Simelane
Due Date
May 2023
IMPORTANT: This statement must be read & signed:
To the best of my knowledge, except where otherwise documented, the material submitted here
for assessment is all my own original work and has not been submitted previously, either in whole
or part, for assessment in any other course, at IDM or at any other institution. I have also retained
a copy of this assignment.
SIGNED:…………………………
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TABLE CONTENTS
QUESTION 1............................................................................................................................. 3
QUESTION 2............................................................................................................................. 5
QUESTION 3............................................................................................................................. 8
QUESTION 4........................................................................................................................... 11
QUESTION 5........................................................................................................................... 13
REFERENCES ........................................................................................................................ 16
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QUESTION 1
Project management is the use of specific knowledge, skills, tools and techniques to deliver
something of value to people. There are three key concepts that base projected management
and they are; Scope management, Cost manage and Time management.
Scope management
Project scope management is a process that helps in determining and documenting the list of
all the project goals, tasks, deliverables, deadlines and budgets as part of the planning process
(Dumont, Gibson & Fish 2016).
Elements include:




Conceptual development
According to Walker (2015) conceptual development is the process of choosing or
documenting the best approach to achieving the project objectives. For example,
succession planning.
“The project scope statement tries to reduce uncertainty by defining the scope and
ensuring all key stakeholders are on board and have a clear understanding of the
project” says (Walker 2015)
Scope statement
Scope statement provides a detailed description of the work that must be done to deliver
the output of a project on time and within the allocated budget. The scope statement
should include a list of everything needed to create the framework for the project
including: project goals, deliverables, features. Project scope statement characteristics.
It should:
- Define the boundaries of the project.
- Define the business need and the expected outcome of the project.
- Identify contains that limit a project team’s opinions for developing a solution.
Scope reporting
Scope reporting is a process of periodically documenting the status of basic project
parameters during the course of a project.
Work authorization
The process entails examining project scope definition, planning documents and
subsequent contract document in light of project objectives and assuring that they are
mutually supportive prior to authorizing the commencement of work. Work
authorization is used by the project manager and his or her designees in order to approve
all project work throughout the course of the current project management venture.
Time management
This is the coordination of tasks and activities to maximize the effectiveness of an individual’s
efforts. Essentially, the purpose of time management is to enable people to get more and better
work done in less time. Hazar (2014) mentions that the elements of time management include
organization, planning and scheduling to best take advantage of the time available. Time
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management techniques also take into account an individual’s particular situation and their
relevant capabilities and characteristics. The main elements of time management in project
management include:






Planning: this involves defining the project goals, objectives, scope, timeline, and
deadlines. This includes breaking the project down into smaller actionable steps that
can be easily tracked and measured.
Prioritizing: prioritizing helps to determine which tasks are most important and which
can wait. This helps ensuring that the most important tasks are completed first, and the
less important ones are completed later.
Scheduling: scheduling helps to define when each task will be completed and how long
it will take. It provides a clear timeline for each task and helps to ensure that the project
is completed within the timeline.
Delegation: delegation involves assigning tasks to team members based on their skills
and expertise. This helps to optimize resources and ensure that tasks are completed
efficiently and effectively.
Monitoring: this involves the tracking of progress and tweaking plans as necessary to
ensure that tasks are completed on time. This involves regular check-ins, progress
reports, and communication with team members.
Managing interruptions: interruptions are a natural part of any project, but they can be
minimized by identifying potential distractions in advance and finding ways to manage
them.
Cost management
According to Smith (2014) cost management is a function which includes the processes that
are required to maintain effective financial control of projects. Cost management is crucial
because it helps monitor and control spending during a project’s lifecycle. Analyze cost trends
to determine whether current spending is sustainable. Cost management helps identify ways to
reduce cost by comparing estimated costs with actual costs
An example of cost management can be; a budget for training and development. This includes
a detailed plan that on how money will be spent.
According to Spencer (2022) cost management can be divided into three:



Direct costs can be directly tied to the work being done on project- related tasks. They
may include material costs, time spent by employees on the project, travel expenses for
fieldwork, subcontractors’ cost, etc.
Indirect costs are general business costs such as rent, utilities, and equipment crucial
in keeping the project operational. It also includes salaries for non-project employees,
and insurance.
Contingency costs are extra funds reserved for unforeseen events that have low
probability but high impact if they occur. Reserve analysis can help estimate the need
for a project.
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QUESTION 2
THE WORKBREAKDOWN STRUCTURE
A work breakdown structure (WBS) is a visual, hierarchical and deliverable-oriented
deconstruction of a project. It is a helpful diagram for project managers because it allows
them to break down their project scope and visualize all the tasks required to complete their
projects.
Globerson (2018) assets that a WBS is an essential tool for a project manager as it provides a
comprehensive and structured way to plan, schedule, estimate costs and allocate resources. It
can be described as follows;
Initiation is the first step in starting a new project. Project charter provides a preliminary
delineation of roles and responsibilities, outlines the project objectives, identifies the main
stakeholders, and defines the authority of the project manager. For example in recruitment and
selection the project sponsor , for instance if the need was identified in the Finance department
would submit a project charter to HR in the initiation stage.
Planning sets out the project scope.it establishes what tasks need to get done and who will do
them. Execution is when the deliverables are created. It allows teams to ensure that risks can
be mitigated against and that smaller tasks roll up into milestones that meet with the larger
goals of the project.
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Execution is the phase where the project is put into action. For example still in recruitment and
selection a candidate is being put onboard.
HOW CAN A WORKBREAKDOWN STRUCTURE SUPPORT ACTIVTIES OF A
PROJECT MANAGER
According to Haugan (2001). A thoroughly prepared work break down structure can me a
project successfully and help manager implement, monitor and evaluate the process by:
1. The first benefit of using WBS Project Management is that it helps prevent work from
slipping through the cracks. Since WBS Project Management shows the project
deliverables and work that needs to be completed in a project, it actually guides
the project team on what needs to be done in an organized manner.
2. Another benefit of using WBS Project Management is that it provides the project team
members an understanding of where their pieces fit into the overall project management
plan and it gives them an indication of the impact of their work on the project as a
whole.
3. WBS Project Management facilitates communication and cooperation between and
among the project team and other stakeholders. WBS Project Management shows the
hierarchy of the project work and deliverables of project scope, completed work,
remaining work, and project team members working on the same work package, etc.
4. Using WBS Project Management helps prevent changes. Changes are inevitable in a
project. But, preventive and corrective actions must be taken to prevent the root cause
of changes in a project. Changes might happen because of unclear project scope or
missing requirements in a project as well. WBS Project Management shows the
breakdown of the project scope, work that needs to be performed, and also deliverables
as granular as much in a project. Therefore, WBS Project Management helps prevent
changes since it helps to clear the project scope for all project stakeholders.
5. WBS Project Management provides a basis for estimating staff, cost, and time. This is
a very important benefit of using WBS Project Management. It is always hard to make
estimations about staff requirements, cost and time for a big amount of work. There
will be a higher possibility of deviations in actual results if estimations are done over
bigger work packages. But if all work is divided into smaller parts, it will be easier to
do an estimation.
6. WBS Project Management is the foundation of the project. Almost everything that
occurs in the planning process after the creation of WBS, is directly related to WBS
Project Management. This is a crucial benefit of WBS. Since WBS Project
Management shows the snapshot of project work and deliverables to complete the
project scope, it is actually the foundation of planning. Cost estimation, time estimation,
resource estimations, schedule planning, etc. are all done with the help of WBS Project
Management. Therefore, WBS plays a vital role in project planning.
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


Project costs are estimated at the work package level. Since WBS Project Management
shows smaller pieces of project work and deliverables, project cost estimation can be
done at the work package level. Then, the cost of each work package level is summed
up towards the 1st level of WBS Project Management to estimate the overall project
budget.
Risks are identified by the work package. Therefore, during risk planning, risks that are
associated with each item in the WBS Project Management are outlined and all project
risks are identified with the help of WBS.
Work packages are assigned to individuals or parts of the organization. Since WBS
Project Management breaks down each work or deliverable into smaller pieces, it
makes management, execution, coordination, and monitoring easier. Generally, each
work package is small enough to assign to a project team member, or part of the
organization, for instance, assignment to the training department, test team, etc.
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QUESTION 3
1st option available for collecting estimate for labour time.
Request for Proposal
According to Walker (2015) a request for proposal (RFP) is a business document that
announces a project, describes it, and solicits bids from qualified contractors to complete it. It
is a document, prepared by the sponsor/customer, which defines the project requirements and
is used to solicit a proposal from potential contractors to do the project. A proposal is a
document that includes a proposed approach, schedule and budget for meeting the project
requirements and accomplishing the project scope (Gido & Clement, 2015)
Steps on how to write a request for proposal according to Cabrera (2017)
I.
II.
III.
IV.
V.
Define project, scope and budget
Before issuing the RFP, take time to define the project you are looking to complete, its
scope, and how much can the organization afford to spend. For example, training and
development is a project. The scope will include detailed sets of deliverables or features
of training and development. This information provides the framework of the RFP and
helps ensure that it strikes a balance between too general and overly detailed.
Provide background and introductory information
With the budget and scope in hand, the organization can start drafting the RFP. Provide
some background and introductory data about the organization. This helps set the stage
of potential customers by giving them a sense of your current market, business goals,
and current challenges.
Describe the services you’re looking for
Detail the selection criteria and timelines
Highlight what skills, services, and market expertise are required for consideration.
This is the time to be specific. Clear description of selection criteria will help reduce
the risk of sorting through multiple RFPs that do not meet your needs. Be upfront with
the timelines. Give the potential customers a date for RFP submission, a date for final
selection, and a clear start to finish project timeline so companies making a proposal
can fine tune their bid.
Proofread the RFP and go live
Small mistakes can derail project timelines. It is important to double check the RFP
before submission.
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2nd option available for collecting estimate for labour time.
Tools to Estimate Activity Duration
John (2022) says while preparing a project schedule it is critical to define the duration of each
activity. Because overall project duration is associated with the duration of activities in the
network system. If the durations of activities are not properly estimated, the project completion
date will be wrong and the critical path will not be realistic. So there are six essential techniques
widely used by schedulers and planning engineers to estimate activity duration and crate the
network system. These techniques are;
1. Expert Judgment
2. Analogous Estimating
3. Parametric Estimating
4. Three-Point Estimates
5. Reserve analysis
6. Group Decision Making Techniques
Each estimation tool has its own characteristics. For example, parametric estimation
necessitates a statistical correlation and subsequent calculation. Three-point estimates rely on
three different estimates and a mathematical formula. On the other hand, expert judgment and
analogous estimating are performed without using mathematical calculations. No matter which
estimation technique you use, it is essential to create the document called ‘basis of estimates’
to set out the assumptions and constraints and estimate ranges while making estimations.
Now we are going to look deep in two tools of estimation and explore its advantages and
disadvantages;
1. Expert Judgment
Expert judgment means using experts who have knowledge of the related field and experience
in estimating activity duration. It's an estimation methodology for project planning that relies
on the expert's opinion to estimate quantitative project details, such as timelines and potential
resources. Expert Judgment can be provided by a member or multiple members of the project
management team. The expert who is the most familiar with the type of work often provides
more accurate estimates. The accuracy of expert judgment depends on the knowledge and
experience of the estimator. The characteristics of the project are also an important factor that
affects the accuracy of the estimates. For example in recruitment and selection, the HR
department may decide to hire and expert judgment, if the company want to hire a lot of people
so that everything is done clearly and accurately.
2. Analogous Estimating
Accordign to Port-Roth (2002) assets that analogous estimating analyzes a similar project
completed in the past and makes a rough estimation for the current project by the use of this
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past project’s data. For instance, let’s say you have to estimate the duration of a Training of
employee project with the help of analogous estimating. In case you will use your previous
training project’s data such as task durations, milestones, and their relationships to determine
the new project’s activity durations. Although this method enables to make duration
calculations easily and quickly, estimations are not accurate enough. Analogous estimation
provides an entire duration estimation. You can perform this estimation when you have a
limited time to make a proper estimation.
Advantages and disadvantages of using estimation tools
Estimation tool
Expert Judgment
Analogous Estimating
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Advantages
- Most accurate
- Allows more
consideration for risk,
judgment and
uncertainty
- Process iterates until
some census reached
to produce accurate
result though that is
time consuming.
- Least time consuming
estimating technique
- Can be used along
with other estimating
methods
Disadvantages
- Costly (hiring from
outside may increase
the cost , for paying
the expert)
- Very subjective
- Experts may
introduce bias
- Qualification of
experts may be
questioned
- Least accurate
QUESTION 4
First of all, what is a success and what is a failure when it comes to a project? Project success
can be defined as an achievement of what was outlined and planned at the very start of the
project. If the purpose is accomplished and the goals are met, the project can be called
successful.
On the other hand, anything short of success is a failure. That means, if the project does not
deliver the desired goal if it does not succeed to perform the expected action, it is a failure.
Among the failed projects are not only those that never see their completion but also those that
are delivered too late, their cost exceeds the budget and the quality of their outcome product or
service is below the expected standard.
One of the great ways to a project manager can avoid the pitfalls (which include Lack of
structure, Poor definition of scope, Lack of management support and Lack of control) is to
employ the rule including four steps: plan, lead, communicate, manage.
1. Plan
Planning is the most important part of managing a project! Planning includes identifying the
stakeholders, analysing project risk, developing the project plan, defining requirements and
establishing communication with the team members. Good planning will save the project from
problems with poor scope definition, lack of structure and unrealistic milestones.
2. Lead
A project manager is a leader and the quality of the leadership will reflect in the success of the
project. As a project manager, be proactive in setting clear expectations for the team and
establishing well-defined directions for their work. Do not be afraid to ask for assistance when
needed and connect to the management for further support. At the same time, do not forget the
importance of regular control and step in when the project takes on the wrong direction.
3. Communicate
Communication is not an easy step, yet its good execution pays off. Communication includes
sharing objectives and recognizing different perspectives. A good communicator is not afraid
to face different opinions or address assumptions. Only by communication the goals and
expectations are clearly defined. Part of the art of communication is to allow for feedback and
criticism that lead to improvement of work, environment and relationships.
4. Manage
Good managing means leading by example, setting the expectations and requirements and
remaining at the scene at all times. A project manager is a teacher and mentor, so part of good
management involves taking time to train the team and offer consultation along the way.
Project management is a balancing act, since constraints will always exist and will differ with
every project. By learning effective strategies to manage project constraints you can increase
your project performance. Methodologies, such as Agile, Waterfall or Hybrid practices,
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encourage a flexible approach alongside collaboration, which aid management of project
constraints.
These are our top five project constraint management techniques:
Understand your projects possible constraints and plan around them. This might mean building
buffers into your schedule to provide contingency. This allows for successful management of
any constraints. Create a project plan that strategically avoids the main constraints highlighted
within your project plan.
Maintain focus within the project. Adopting a ‘task completion’ approach, reducing the
number of tasks assigned to each team member and limiting multitasking will allow focus to
be achieved.
Monitor progress and maintain quality. Transparency through communication is key.
Achieve project objectives through open communication with team members, stakeholders,
and by setting priorities.
Every project will require a different level of project management to manage any constraints
of a project. For instance, as small internal project within one department may require a lowkey level of project management, whereas a large-scale project that requires a business case,
holds stakeholders' interests and is forecasted to provide huge financial gain, will require
intensive project management.
A knowledgeable and experienced project manager is essential for the successful
implementation of the different project management phases:





Initiation
Planning
Execution
Monitoring and Controlling
Closing
Conclusion
However, even by planning ahead, managing project management constraints, as well as
constraints of a project, is not always successful. Sometimes seeing the constraints in real time
through project management tools is the best form of management. Utilizing tools within a
project management system can help keep track of your project’s life cycle at every stage. All
in all, it is essential for project managers to know how to overcome project failure by adopting
both leadership and proper management. Proper techniques of project management will surely
result in project success.
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QUESTION 5
What is the project management lifecycle?
The project management lifecycle is a step-by-step framework of best practices used to
shepherd a project from its beginning to its end. It provides project managers a structured
way to create, execute, and finish a project.
This project management process generally includes four phases: initiating, planning,
executing, and closing. Some may also include a fifth “monitoring and controlling” phase
between the executing and closing stages. By following each step, a project team increases the
chance of achieving its goals.
The project management lifecycle provides projects with structure and tools to ensure they
have the best chance of being successful. As a project manager, it’s a process you’ll want to
know well.
The Project Management Lifecycle: 4 Steps
1. Initiating
In the initiation phase, you’ll define the project. You’ll sort out the project goals, scope, and
resources of the project, and what roles are needed on the team. Clarifying what stakeholders
expect out of the project, and what exactly the project is aiming to achieve (and why) will give
the project and team clear direction. This is a crucial phase to the project’s success. Without
clarity around what needs to be achieved and why, the project runs the risk of not
accomplishing the end goals and meeting the expectations of stakeholders.
Some steps in the initiation phase include:
-
Communicating with stakeholders to understand the purpose and desired outcomes of
the project
Identifying project scope
Determining SMART goals (specific, measurable, achievable, relevant, and timebound)
Clarifying resources like budget and time constraints
Confirming team size and roles required
Determining how often and which stakeholders will be involved throughout the
project
Compiling a project proposal and project charter
Tools and documents used in the initiation phase can include:
Project proposal: The project proposal defines a project and outlines key dates,
requirements, and goals.
Project charter: This is a definitive document that describes the project and main details
necessary to reach its goals. This can include potential risks, benefits, constraints, and key
stakeholders.
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2. PLANNING
In the planning phase, you’ll determine the steps to actually achieve the project goals—the
“how” of completing a project.
You’ll establish budgets, timelines, and milestones, and source materials and necessary
documents. This step also involves calculating and predicting risk, putting change processes
into place, and outlining communication protocols. If the initiation phase is assembling your
troops, the planning phase is deciding what to do with them.
The planning phase can include the following steps:
-
Developing a schedule for tasks and milestones, including time estimates and
potential time buffers
Establishing change processes
Determining how and how often to communicate with team members and
stakeholders
Creating and signing documents such as non-disclosure agreements (NDAs) or
requests for proposal (RFPs)
Assessing and managing risk by creating a risk register
Holding a kick-off meeting to start project
Tools you might use in at this phase include:
Gantt chart: A horizontal bar chart in which members can see what tasks must be completed
in what order, and how long each is expected to take
Risk register: A chart that lists risks associated with the project, along with their probability,
potential impact, risk level, and mitigation plans
3. EXECUTE AND COMPLETE TASKS
Executing a project means putting your plan into action and keeping the team on track.
Generally this means tracking and measuring progress, managing quality, mitigating risk,
managing the budget, and using data to inform your decisions.
Specific steps might include:






Using tools like GANTT or burndown charts to track progress on tasks
Responding to risks when they manifest
Recording costs
Keeping team members motivated and on task
Keeping stakeholders informed of progress
Incorporating changes via change requests
Some tools you might use include:
Change requests: These are documents used to propose changes to a project’s scope or goals
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Burndown chart: This chart breaks down tasks on a granular level and visualizes the amount
of time remaining.
4. CLOSE PROJECTS
In the closing phase of the project management lifecycle, you’ll conclude project activities,
turn the finished product or service over to its new owners, and assess the things that went
well and didn’t go so well. It’ll also be a time to celebrate your hard work.
Steps in the closing phase can include:





Conducting retrospectives and take notes of changes you can implement in the future
Communicating to stakeholders of the end of the project and providing an impact
report
Communicating with the new owners of a project
Creating a project closeout report
Celebrating the end of the project and your successes
Tools used in the closing phase include:
Impact report: This report compiles a series of metrics that showcase how your project
made a difference and is presented to your stakeholders.
Project closeout report: A project closeout report provides a summary of your project’s
accomplishments, and provides key learnings for future project managers to reference.
https://www.projectmanagement.ie/blog/successful-project-manager-vi-how-to-avoid
failures/#:~:text=Planning%20includes%20identifying%20the%20stakeholders,of%2
0structure%20and%20unrealistic%20milestones.
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REFERENCES
Cabrera, E. F. (2017). A Guide or the project management body of knowledge. Chicago.
Dumont, P.R., Gibson Jr, G.E. and Fish, J.R., 1997. Scope management using project definition
rating index. Journal of Management in Engineering, 13(5), pp.54-60.
Hazar, H.H., 2014. Time management tools and techniques for project management. Socioeconomic research bulletin, (4), pp.57-62.
Hannah, H. (2015). Project management quarterly. 13-16.
John Martin. (2022). Project scope management. In Project Management (p. 227). Bingley,
UK: Emerald Group Publishing.
Porter-Roth, B. (2002). A Guide for effective RFP proposal. Chicago: Addison Wesley.
Smith, P., 2014. Project cost management–Global issues and challenges. Procedia-Social and
Behavioral Sciences, 119, pp.485-494.
Haugan, G.T., 2001. Effective work breakdown structures. Berrett-Koehler Publishers.
Walker, A., 2015. Project management in construction. John Wiley & Sons.
Globerson, S. (2018). Impact of various work-breakdown structures on project
conceptualization. International Journal of Project Management, 12(3), 165-171.
https://www.projectcubicle.com/estimate-activityduration/#:~:text=In%20this%20article%20we%20will,Techniques%20to%20estimat
e%20activity%20duration
https://www.projectmanagement.ie/blog/successful-project-manager-vi-how-to-avoidfailures/#:~:text=Planning%20includes%20identifying%20the%20stakeholders,of%2
0structure%20and%20unrealistic%20milestones.
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