Project Management
UMP – School of Computing and Mathematical Sciences
Compiled by: Dr Mncedisi Bembe (2024)
Edited by: Ms DZ Masuku (2025)
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Reading Materials
Prescribed - Project Management: A Strategic Managerial
Approach
Edition: 10th edition
Author: Shafer, S. M.; Meredith, J. R. and Mantel Jr, S. J.
Year of Publication: 2017
Place of Publication: N/A
Publisher: John Wiley and Sons Inc.
ISBN: 978-1-119-36909-7
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Assessment Methods
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Where are we going?
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Reference Book
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Introduction
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Chapter Goals
After completing this chapter, you will be able to:
- Define precisely what a project is.
- Discuss both the objectives and characteristics of projects
- Address the emergence of project management, the forces that have
- fostered project management, and recent trends in project management.
- Conclude with the description of a project life cycle.
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Introduction
• There are new developments and growth in PM (in society, practice, and research)
• Projects are getting complex and sophisticated
Because the focus is given to mega-projects, multiple organizations, and more money
• Execution of standard projects has been successful, but not nontraditional projects
• In the past, most projects were external to the organization
Building a new skyscraper, creating a new ad campaign, Launching a rocket
• Growth lately is in internal projects
Developing a new product, Opening a new branch, Improving the services provided
• PM provides tools that improve the ability to plan, implement, and activity control
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Projects Tend to be Large
• Projects tend to be large
- The Channel Tunnel, or Chunnel
- King Fahd International Airport (in the world)
- Renewal energy project in Mpumalanga (biggest in SA)
• The more we can do, the more we try to do
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Project Management Also Getting Smaller
- More people are seeing the advantages of project management techniques
- The tools have become cheaper
- The techniques are becoming more widely taught and written about
Examples of PM techniques or Methodologies (Waterfall, Agile, Scrum, PRINCE2, Kanban, Lean, and Six
Sigma)
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Three Project Objectives: The “Triple Constraint”
(This applies to most projects = small or big)
It is also referred to as the “Iron Triangle.”
• Time
• Cost
• Scope
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The Definition of a “Project”
• A temporary endeavor undertaken to create a unique product, service, or result
• As the tools and techniques were developed, the use of project organization began to spread
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Major Characteristics of a Project
Temporary Nature
Projects have a definite start and end date
• They are not continuous processes
• Completion occurs when objectives are met
Unique Deliverables
•Every project has a distinct output
•Even similar projects differ in scope, execution, and constraints
Defined Objectives
•Aims to achieve specific business, technical, or organizational goals
•Clear objectives guide planning and execution
Progressive Elaboration
•Plans and strategies evolve as more details emerge
•Continuous improvement and refinement occur throughout the project lifecycle
Requires Resources
•Projects need human effort, technology, finances, and materials
•Resources are allocated based on budget and constraints
Cross-functional Involvement
•Collaboration across multiple teams or departments
•Stakeholders contribute different expertise and resources
Follows a Project Life Cycle
•Projects progress through key phases: Initiation, Planning, Execution, Monitoring & Controlling, and Closure.
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Project Success
• Impact on the customer
• Business impact on the organization
• Opening new opportunities for the future
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Why Project Management?
• The main purpose for initiating a project is to accomplish some goal
• Project management increases the likelihood of accomplishing that goal
• Project management gives us someone (the project manager) to spearhead the project and to be held
accountable for its completion or non-completion.
Project manager
is a professional responsible for planning, executing, monitoring, controlling, and closing projects.
Negative Side to Project Management
• Greater organizational complexity
• There is a higher probability organizational policy will be violated
• Sometimes, managers cannot accomplish the desired outcome
• Conflict
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Forces Fostering Project Management
Several key forces have contributed to the growth and importance of Project Management as a discipline.
These include:
1. Globalization and Market
Competition
• Organizations must adapt to a rapidly changing global
market.
• Increased competition demands efficiency, cost-
2. Technological Advancements
• Emerging technologies require structured project
management to ensure successful implementation.
• Rapid advancements in IT, AI, and automation necessitate
well-managed development projects.
effectiveness, and innovation.
3. Increased Complexity of Projects
• Modern projects involve multiple stakeholders, international
teams, and complex requirements.
• Effective project management ensures smooth execution and
stakeholder alignment.
4. Organizational Efficiency and Cost
Control
• Companies are increasingly focusing on cost reduction and
efficiency.
• Project management helps streamline processes and
optimize resource allocation.
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PMI Certifications
Project Management Professional
Program Management Professional
Portfolio Management Professional
Certified Associate in Project Management
PMI Professional in Business Analysis
PMI Agile Certified Practitioner
PMI Risk Management Professional
PMI Scheduling Professional
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Trends in Project Management
Global Market and Technology Influence
•
Rapid market changes and advancing technology drive project management evolution
•
Increased competition requires faster response times and innovation
Strategic Project Alignment
•
Organizations prioritize projects aligned with strategic goals
•
Non-strategic projects are discontinued to optimize resource allocation
Improving Project Effectiveness
•
Establishing Project Management Offices (PMOs) to enhance project success
•
Focus on increasing project management maturity and efficiency
Virtual projects
• Many projects now involve global teams working across different locations and time zones
• Advanced telecommunications and computer technologies enable seamless collaboration
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The Project Life Cycle
Projects follow a structured life cycle from start to
completion
• Start-Up Phase: Project is initiated, a manager is
selected, and resources are allocated
• Execution Phase: Work begins, and momentum
builds as teams collaborate
• Completion: Project objectives are met, and the
project is finalized
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The Project Life Cycle
• A stretched S-shaped project follows a lifecycle
where progress is slow at the beginning (due to
planning and setup), accelerates during execution,
and slows down again as the project nears
completion. Examples include:
Developing a new enterprise software system
- Requirements gathering and system design take time, and
coding progresses rapidly
- and testing/debugging slows it down
Construction of a bridge
- Initial planning and approvals take time
- Execution speeds up, and then final inspections slow
down progress
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Another Possible Project Life Cycle
• A J-shaped project refers to a project where initial
progress is slow, with high initial costs and low
benefits. Still, the benefits increase significantly over
time, forming a J-curve when plotted on a graph.
These projects often require substantial upfront
investment before yielding significant returns.
Example 1. Education and Training Programs
• Corporate training programs: Employee training costs
time and money but leads to productivity and revenue
increases over time.
Technological Adoption Projects
• Implementing new ERP systems: Initially, there are
disruptions and costs, but efficiency gains and cost
savings increase over time.
• AI and automation in manufacturing: High capital
investment, but long-term savings through efficiency
and reduced labor costs.
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Risk During the Life Cycle
• Uncertainty about our ability to meet project goals due to various factors in the project life cycle
Uncertainty at Project Start
• It is difficult to predict scope, time, and cost with certainty.
• Routine projects may allow more accurate forecasting, but many
do not.
Uncertainty Over Time
• Initial uncertainty grows as the project progresses.
• As work is completed, uncertainty gradually decreases.
• Uncertainty applies to cost, scope, and schedule
Regular forecasts refine estimates for scope, time, and cost.
Risk management is crucial to project success
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Agile Project Management
Manifesto for Agile Software Development
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
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Foundations of Project Management
Agile Principles
1. Our highest priority is to satisfy the customer through early
and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development.
Agile processes harness change for the customer's competitive
advantage.
3. Deliver working software frequently, from a couple of weeks to
a couple of months, with a preference for a shorter timescale.
4. Business people and developers must work together daily
throughout the project.
5. Build projects around motivated individuals. Please give them
the environment and support they need, and trust them to do
the job.
6. Face-to-face conversation is the most efficient and effective
method of conveying information to and within a
development team.
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Agile Principles continued
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be
able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its
behavior accordingly.
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Characteristics of Agile Approaches and
Scrum




The project is divided into iterations called sprints
Based on its roots in lean management, there is an emphasis on simplicity
Project teams are self-managing
Progress on the project is measured in terms of working product functionality
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Benefits of Agile
 Higher customer satisfaction as a result of receiving customer input and feedback throughout the
project
 Increased flexibility to incorporate changing requirements
 Less waste on non-productive work
 Faster delivery of products with working functionality
 Higher quality and faster problem detection
 Reduced risk of project failure
 Increased collaboration among stakeholders and team members
 Higher team morale resulting from the use of self-managed teams
 Enhanced performance visibility
 Improved predictability of key project outcomes
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Why Agile
• Agile may be complimentary to traditional approaches
• Developed specifically to deal with projects that have high levels of uncertainty
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Implementing Agile
• Organizationally sponsored book clubs
• Establish a Center of Excellence
• Organization-sponsored workshops and training
• Networking with other professionals
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Projects in Contemporary Organizations
Questions?
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The End
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