1. Project Cycle Management Assoc. Prof. Erkan DEMİRBAŞ 1

2. First of all What is your expectation from taking this course ? (as a stakeholder) Do you have any experience on PCM? What do you know! What & how it will contribute us? How can I use learning outcomes of this course? What is your target as a student here? 2

3. Where can I follow the Call Proposals? 3

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6. http://ec.europa.eu/contracts_grants/grants_en.htm 6

7. Adres: http://www.abgs.gov.tr/online_egitim/ http://www.abgs.gov.tr/online_egitim/ 7

8. www.cfcu.gov.tr www.mfib.gov.tr IPA projects (Instrument for Pre-Accession Assistance ) Follow Developmeny Agencies in Turkey 26 agency National Agency projects 8

9. Shall I write a project proposal? Yes, But in this stage the boss factor is an important factor. I want to apply but he does not= ıt can not be written I do not want but the boss wants=it will be written any case Why shall I do? 9

10. why? To contribute your organization, yourself, your colleaques, And your environment How can I do that? 10

11. Contribution to company; Will develop management capacity (human res., time planning, quality planning etc.) Will be known by more people More costumer Better sales, Greater experince on PCM Easier project applications in the future. Will have new equipment Will contribute internationalization process Become a good model, Develop relation with public org. &universities etc. 11

12. Contribution to boss Opportunity to be close with staff During the travels Opportunity to improve your language Meeting new people More experince on PCM A better resume Put planning in the core of your life 12

13. Contribution to other staff; More experince, An extra income An extra job, Writing Project proposal, Being an assessor (during the working or after retirement), CFCU, SODES, Nat. Agency, Development Agency, (weekly 2 thousandsTL) Get another skill, (PMP certification) A better CV, More friends, More planning in daily life. May contribute your academic life 13

14. Contribution to environment ; Increase the awareness in some important issues (health, consumer rights, human rights, employment, democracy, poverty) Money will enter the economy Create new jobs and areas Increase employment, Growth in production (new equipmnet: Made in Turkey& Made in EU, no second hand) Contribute equal income distribution Also especially for teen., youth Social inclusion for drug addictives, and other vulnerable groups 14

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16. What is project? A project is a temporary attempt undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end. The end is reached when the project’s objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. Temporary does not necessarily mean short in duration. Temporary does not generally apply to the product, service, or result created by the project; most projects are undertaken to create a lasting outcome. For example, a project to build a national monument will create a result expected to last centuries. Projects can also have social, economic, and environmental impacts that far outlast the projects themselves. 16

17. Every project creates a unique product, service, or result. A project can create: A product that can be either a component of another item or an end item in itself, A capability to perform a service (e.g., a business function that supports production or distribution), or A result such as an outcome or document (e.g., a research project that develops knowledge that can be used to determine whether a trend is present or a new process will benefit society). 17

18. Examples of projects include, but are not limited to: Developing a new product or service, Effecting a change in the structure, staffing, or style of an organization, Developing or acquiring a new or modified information system, Constructing a building or infrastructure, or Implementing a new business process or procedure. 18

19. Here are some of the characteristics OF PROJECT Projects are different from ordinary work. It has to be different from your ord. Work, assessor may ask that «you are already doing this») Intended to change things Projects have a timeframe with a beginning and an end Projects have to be planned Projects use resources and need a budget Projects require evaluation – the criteria for evaluation need to be established from the beginning Projects have an outcome, which is not necessarily known at the outset The outcome is very often a “product” of some kind At the end of a project, decisions need to be taken about whether to use or institutionalise the outcome Projects involve people 19

20. Projects and innovation So, a good first question in project planning is “do we need to change?” A good first principle is: Look at present practice Is it OK? Yes!! – keep it and reinforce it No!! – change and innovate (the needs are the eagle-eyed guide of inventions) Wikings used crystals called «sunstones» when the weather was cloudy. 20

21. Understanding the three main components that define a project Large or small, a project always has the following three components: ✓ Specific scope: Desired results or products ✓ Schedule: Established dates when project work starts and ends ✓ Required resources: Necessary amounts of people, funds, and other resources 21

22. These three components are the basis of a project’s definition for the following three reasons: 1. The only reason a project exists is to produce the results specified in its scope. 2. The project’s end date is an essential part of defining what constitutes successful performance — the desired result must be provided by a certain time to meet its intended need. 3. The availability of resources shapes the nature of the products the project can produce. 22

23. PROJEct constraints 1-Scope; indicates what the output is; Let’s create a new product A baby’s bed Starts to swing wher she cryies, Stops after 2 mimutes when she goes to sleep. Stops if she tries to stand on the bed, If she falls down……. 2-Time; we have 8 months 3-Resources: Staff (5 technical, 3 adminis., 1 advisor, 1 translater) equipment, (3 driller) Raw material (10 kg. copper, 10 mt. cable, …) Premises (at least 50 m2) Budget; 23

24. Recognizing the diversity of projects Projects come in a wide variety of shapes and sizes. For example, projects can ✓ Be large or small Installing a new subway system, which may cost more than $1 billion and take 10 to 15 years to complete, is a project. Preparing an ad hoc report of monthly sales figures, which may take you one day to complete, is also a project. ✓ Involve many people or just you Training all 10,000 of your organization’s staff in a new affirmative action policy is a project. Rearranging the furniture and equipment in your office is also a project. 24

25. ✓ Be defined by a legal contract or by an informal agreement A signed contract between you and a customer that requires you to build a house defines a project. An informal promise you make to install a new software package on your colleague’s computer also defines a project. ✓ Be business-related or personal Conducting your organization’s annual blood drive is a project. Having a dinner party for 15 people is also a project. 25

26. Describing the four stages of a project Starting the project: Organizing and preparing: Carrying out the work: Closing the project: 26

27. Describing the four stages of a project ✓ Starting the project: This stage involves generating, evaluating, and framing the business need for the project and the general approach to performing it and agreeing to prepare a detailed project plan. Outputs from this stage may include approval to proceed to the next stage, documentation of the need for the project and rough estimates of time and resources to perform it (often included in a project charter), and an initial list of people who may be interested in, involved with, or affected by the project. 27

28. Organizing and preparing: This stage involves developing a plan that specifies the desired results; the work to do; the time, the cost, and other resources required; and a plan for how to address key project risks. Outputs from this stage may include a project plan documenting the intended project results and the time, resources, and supporting processes to help create them. 28

29. ✓ Carrying out the work: This stage involves establishing the project team and the project support systems, performing the planned work, and monitoring and controlling performance to ensure adherence to the current plan. Outputs from this stage may include project results, project progress reports, and other communications. 29

30. ✓ Closing the project: This stage involves assessing the project results, obtaining customer approvals, transitioning project team members to new assignments, closing financial accounts, and conducting a postproject evaluation. Outputs from this stage may include final, accepted and approved project results and recommendations and suggestions for applying lessons learned from this project to similar efforts in the future. 30

31. For small projects, this entire life cycle can take a few days. For larger projects, it can take many years! In fact, to allow for greater focus on key aspects and to make it easier to monitor and control the work, project managers often SUBDIVIDE larger projects into separate phases, each of which is treated as a miniproject and passes through these four life cycle stages. No matter how simple or complex the project is, however, these four stages are the same. 31

32. KIM People often confuse the following two terms with project: ✓ Process: A process is a series of routine steps to perform a particular function, such as a procurement process or a budget process. A process isn’t a one-time activity that achieves a specific result; instead, it defines how a particular function is to be done every time. 32

33. ✓ A Program is defined as a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. A project may or may not be part of a program but a program will always have projects. Projects will contribute the objectives of the program. Please. Show examples from CFCU 33

34. Be flexible In a perfect world, you complete one stage of your project before you move on to the next one; and after you complete a stage, you never return to it again. But the world isn’t perfect, and project success often requires a flexible approach that responds to real situations that You may face, such as the following: 34

35. ✓ You may have to work on two (or more) project stages at the same time to meet tight deadlines. Working on the next stage before you complete the current one increases the risk that you may have to remake tasks, which may cause you to miss deadlines and spend more resources than you originally planned. If you choose this strategy, be sure people understand the potential risks and costs associated with it. 35

36. ✓ Sometimes you learn by doing. Despite doing your best to assess feasibility and develop detailed plans, you may realize you can’t achieve what you thought you could. When this situation happens, you need to return to the earlier project stages and rethink them in light of the new information you’ve acquired. 36

37. ✓ Sometimes things change unexpectedly. Your initial feasibility and benefits assessments are sound and your plan is detailed and realistic. However, certain key project team members leave the organization without warning during the project. Or a new technology emerges, and it’s more appropriate to use than the one in your original plans. Because ignoring these occurrences may seriously jeopardize your project’s success, you need to return to the earlier project stages and rethink them in light of these new realities. 37

38. What is Project Management ? Project management is the process of guiding a project from its beginning through its performance to its closure. Project management includes five sets of processes, which will be described in more detail in the following sections: 38 KIM: these five process groups help support the project through the four stages of its life cycle.

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40. Five sets of processes of Project management ✓ 1- Initiating processes: Each project starts with an idea. Who will pull the trigger, who will say YES. (you may start) Clarifying the business need, defining high-level expectations and resource budgets, and beginning to identify audiences that may play a role in your project ✓ 2- Planning processes: Detailing the 1-project scope, 2-time frames, 3-resources, and 4-risks, as well as intended approaches to 5-project communications, 6-quality, and 7-management of external purchases of goods and services ✓ 3-Executing processes: Establishing and managing the project team, communicating with and managing project audiences, and implementing the project plans Preparation: Introduce the members of project Introduce them with project Tell them what to do or ask them what they can do Decide how often to come together Introduce project to environment Implementation: Do your duty Reach the expected qualification Lead the team Share the information ✓ 4-Monitoring and controlling processes: Tracking performance and taking actions necessary to help ensure project plans are successfully implemented and the desired results are achieved. ınform everone Make adjustment if needed ✓ 5-Closing processes: Ending all project activity. ınform everone Close the budget Arrange an evaluation meeting Write a final report 40

41. Project Management Process Groups are linked by the outputs they produce. they are overlapping activities that occur throughout the project. The output of one process generally becomes an input to another process or is a deliverable of the project. e.g. The Planning Process Group provides the Executing Process Group with the project management plan and project documents, and, as the project progresses. 41

42. ALWAYS REMEMBER Project Life Cycle has 4 Stages 42 Projects vary in size and complexity. No matter how large or small, simple or complex, all projects can be mapped to the following life cycle structure (see Figure 2-1): Starting the project, Organizing and preparing, Carrying out the project work, and Closing the project.

43. Characteristics of the Project Life Cycle 43

44. The generic life cycle structure characteristics: 44

45. Life Cycle Stages of a project 45 As illustrated in Figure 1-2, these five process groups help SUPPORT the project through the four stages of its life cycle.

46. How do five processes groups SUPPORT 4 stages? Initiating processes support the work to be done when starting the project, Planning processes support the organizing and preparing stage. Executing processes guide the project tasks performed when carrying out the work, Closing processes are used to perform the tasks that bring the project to an end. The figure highlights how you may cycle back from executing processes to planning processes when you have to return to the organizing and preparing stage to modify existing plans to address problems you encounter or new information you acquire while carrying out the project work. Finally, monitoring and controlling processes are used in each of the four stages to help ensure that work is being performed according to plans. 46

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48. Successfully performing these processes requires the following: ✓ Information: Accurate, timely, and complete data for the planning, performance monitoring, and final assessment of the project ✓ Communication: Clear, open, and timely sharing of information with appropriate individuals and groups throughout the project’s duration ✓ Commitment: Team members’ personal promises to produce the agreed-upon results on time and within budget 48

49. Examining the initiating processes All projects begin with an idea. Perhaps your organization’s client identifies a need; or maybe your boss thinks of a new market to explore; or maybe you think of a way to refine your organization’s procurement process. Sometimes the initiating process is informal. For a small project, it may consist of just a discussion and a verbal agreement. In other instances, especially for larger projects, a project requires a formal review and decision by your boss and/or other members of your organization’s senior management team. 49

50. Decision makers consider the following two questions when deciding whether to move ahead with a project: ✓ Should we do it? Are the benefits we expect to achieve worth the costs we’ll have to pay? Are there better ways to approach the issue? ✓ Can we do it? Is the project technically feasible? Are the required resources available? If the answer to both questions is “Yes,” the project can proceed to the organizing and preparing stage, during which a project plan is developed. 50

51. Performing a benefit-cost analysis A benefit-cost analysis is a comparative assessment of all the benefits you anticipate from your project and all the costs to introduce the project, perform it, and support the changes resulting from it. 51

52. Considering the planning processes When you know what you hope to accomplish and you believe it’s possible, you need a detailed plan that describes how you and your team will make it happen. Include the following in your project-management plan: ✓ An overview of the reasons for your project ✓ A detailed description of intended results ✓ A list of all constraints the project must address ✓ A list of all assumptions related to the project ✓ A list of all required work ✓ A breakdown of the roles you and your team members will play ✓ A detailed project schedule 52

53. Also ✓ Needs for personnel, funds, and nonpersonnel resources (such as equipment, facilities, and information) ✓ A description of how you plan to manage any significant risks and uncertainties ✓ Plans for project communications ✓ Plans for ensuring project quality 53

54. The success of your project depends on 1-the clarity and accuracy of your plan and 2-on whether people believe they can achieve it. Considering past experience in your project plan makes your plan more realistic; involving people in the plan’s development encourages their commitment to achieving it. 54

55. Examining the executing processes After you’ve developed your project-management plan and set your appropriate project baselines, it’s time to get to work and start executing your plan. 55

56. Preparing Preparing to begin the project work involves the following tasks your plan. Assigning people to all project roles: Confirm the individuals who’ll perform the project work, and negotiate agreements with them and their managers to assure they’ll be available to work on the project team. ✓ Introducing team members to each other and to the project: Help people begin developing interpersonal relationships with each other. Help them appreciate the overall purpose of the project and how the different parts will interact and support each other. ✓ Giving and explaining tasks to all team members: Describe to all team members what work they’re responsible for producing and how the team members will coordinate their efforts. ✓ Defining how the team will perform its essential functions: Decide how the team will handle routine communications, make different project decisions, and resolve conflicts. Develop any procedures that may be required to guide performance of these functions. ✓ Setting up necessary tracking systems: Decide which system(s) and accounts you’ll use to track schedules, work effort, and expenditures, and set them up. ✓ Announcing the project to the organization: Let the project audiences know that your project exists, what it will produce, and when it will begin and end. (leaflets, brochures etc) 56

57. Suppose you don’t join your project team until the actual work is getting underway. Your first task is to understand how people decided initially that the project was possible and desirable. If the people who participated in the start of the project and the organizing and preparing stages overlooked important issues, you need to raise them now. When searching for the project’s history, check minutes from meetings, memos, letters, e-mails, and technical reports. Then consult with all the people involved in the initial project decisions. 57

58. Performing Finally, you get to perform the project work! The performing subgroup of the executing processes includes the following tasks: ✓ Doing the tasks: Perform the work that’s in your plan. ✓ Assuring quality: Continually confirm that work and results conform to requirements and applicable standards and guidelines. ✓ Managing the team: Assign tasks, review results, and resolve problems. ✓ Developing the team: Provide needed training and mentoring to improve team members’ skills. ✓ Sharing information: Distribute information to appropriate project audiences. 58

59. Examining the monitoring and controlling processes As the project progresses, you need to ensure that plans are being followed and desired results are being achieved. Comparing performance with plans: Collect information on outcomes, schedule achievements, and resource expenditures; identify deviations from your plan; and develop corrective actions. 59

60. ✓ Fixing problems that arise: Change tasks, schedules, or resources to bring project performance back on track with the existing plan, or negotiate agreed-upon changes to the plan itself. ✓ Keeping everyone informed: Tell project audiences about the team’s achievements, project problems, and necessary revisions to the established plan. 60

61. Acknowledging the closing processes Finishing your assigned tasks is only part of bringing your project to a close. In addition, you must do the following: ✓ Get your clients’ approvals of the final results. ✓ Close all project accounts (if you’ve been charging time and money to special project accounts). ✓ Help team members move on to their next assignments. ✓ Hold a post-project evaluation with the project team to recognize project achievements and to discuss lessons you can apply to the next project. (At the very least, make informal notes about these lessons and how you’ll use them in the future.) 61

62. Knowing the Project Manager’s Role The project manager’s job is challenging. For instance, she often coordinates technically specialized professionals — who may have limited experience working together — to achieve a common goal. Although the project manager’s own work experience is often technical in nature, her success requires a keen ability to identify and resolve sensitive organizational and interpersonal issues. 62

63. Looking at the project manager’s tasks The project manager must be involved in developing the plans because she needs the opportunity to clarify expectations and proposed approaches and then to raise any questions she may have before the project work begins. 63

64. The key to project success is being proactive. Instead of waiting for others to tell you what to do, ✓ Seek out information because you know you need it. ✓ Follow the plan because you believe it’s the best way. ✓ Involve people whom you know are important for the project. ✓ Raise issues and risks, analyze them, and elicit support to address them. ✓ Share information with the people you know need to have it. ✓ Put all important information in writing. ✓ Ask questions and encourage other people to do the same. ✓ Commit to your project’s success. 64

65. Staying aware of other potential challenges New people on new teams: People who haven’t worked together before and who may not even know each other may be assigned to the same project team. This lack of familiarity with each other may slow the project down because team members may Have different operating and communicating styles Use different procedures for performing the same type of activity Not have the time to develop mutual respect and trust 65

66. Do You Have What It Takes to Be an Effective Project Manager? Questions 1. Are you more concerned about being everyone’s friend or getting a job done right? Answers 1. Although maintaining good working relations is important, the project manager often must make decisions for the good of the project that some people don’t agree with. 66

67. 2. Do you prefer to do technical work or manage other people doing technical work? 2. Most project managers achieve their positions because of their strong performance on technical tasks. However, after you become a project manager, your job is to encourage other people to produce high- quality technical work rather than to do it all yourself. 67

68. 3. Do you think the best way to get a tough task done is to do it yourself? 3. Believing in yourself is important. However, the project manager’s task is to help other people develop to the point where they can perform tasks with the highest quality. 68

69. 4-Do you prefer your work to be predictable or constantly changing? 4. The project manager tries to minimize unexpected problems and situations through responsive planning and timely control. However, when problems do occur, the project manager must deal with them promptly to minimize their impact on the project. 69

70. 5. Do you prefer to spend your time developing ideas instead of explaining those ideas to other people? 5. Though coming up with ideas can help your project, the project manager’s main responsibility is to ensure that every team member correctly understands all ideas that are developed. 70

71. 6. Do you handle crises well? 6. The project manager’s job is to provide a cool head to size up the situation, choose the best action, and encourage all members to do their parts in implementing the solution. 71

72. 7. Do you prefer to work by yourself or with others? 7. Self-reliance and self-motivation are important characteristics for a project manager. However, the key to any project manager’s success is to facilitate interaction among a diverse group of technical specialists. 72

73. 8. Do you think you shouldn’t have to monitor people after they’ve promised to do a task for you? 8. Although you may feel that honoring one’s commitments is a fundamental element of professional behavior, the project manager needs both to ensure that people maintain their focus and to model how to work with others cooperatively. 73

74. 9. Do you believe people should be self-motivated to perform their jobs? 9. People should be self-motivated, but the project manager has to encourage them to remain motivated by their job assignments and related opportunities. 74

75. 10. Are you comfortable dealing with people at all organizational levels? 10. The project manager deals with people at all levels — from upper management to support staff — who perform project-related activities. 75

76. Project Management Knowledge Areas When you are following the 5 process of project management, KIM Project Management Knowledge Areas as well. There are 9 Project Management Knowledge Areas. 1. Project Integration Management 2. Project Scope Management 3. Project Time Management 4. Project Cost Management 5. Project Quality Management 6. Project Human Resource Management 7. Project Communications Management 8. Project Risk Management 9. Project Procurement Management 76

77. Project Management Process Groups and Project Management Knowledge Areas Table 3-1 reflects the mapping of the 42 project management processes into the 5 Project Management Process Groups and the 9 Project Management Knowledge Areas 77

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80. 5 Process Groups And 9 Knowledge Area are LINKED each other. 80

81. Example: To make it more clearer, just focus on the Project Time Management (Knowledge Area) And Planning Process Group. It means, when you are Planning the project, in what issues you have to be cautious regarding timing. 81

82. We need to answer during the planning? 5 W+1H 1. Who will do that? 2. What will be happened? 3. Where will it take place? 4. When will it take place? 5. Why will that happen? 6. How will it happen? We may also consider & make a plan budget, quality and risks. When we are shaping the processes ALWAYS bear in mind the knowledge areas. 82

83. Case stduy: sheep, wolf and hay take them across the river. (Constraint: two of them at same time in the boat) Keep in mind the integration 1-(Project Integration Managemet), sheep, wolf, and hay have to be transferred together. What am I expected to do, (what, where, why, how? 3 W +1 H rule) 2-(Project Scope Managemet) (sheep and hay will not be eaten and consumed, will be transferred with wolf) Cautious with Timing (1W) 3-(Project Time Managemet) (in a day, I must across the river) Cautious with your constraints, 4-(Project Budget Managemet) (Renting&buying a boat) Cautious with Quality, 5-(Project Quality Managemet) (live sheep, live wolf, not consumed hay, ) About staff, (Who will do that? 1W rule) 6-(Project Human Resources Managemet) (a sheperd who is good at boating. ) Cautious with Communications, 7-(Project Communication Managemet)(a rope for sheep, and strap for wolf) Cautious with Risks evaluation, 6W 1H 1I 8-(Project Risk Managemet) (sheep may be eaten; sheep and wolf may jump into the river etc/ and solutions) Cautious with procurement, 9-(Project Procurement Managemet) (boat has to be ready when I reach there.) Those mentioned above arecalled “Project Knowledge Areas”. 83

84. What to do right know? Could you please raise your right hand? (ımagine they are the 5 Project Process Groups) Please raise your left hand (ımagine they are the 9 Knowledge Areas) and clasp right and left hand fingers. Interaction between Project process groups and knowledge areas are also same. 84

85. Matching Project Management Process Groups and Project Management Knowledge Areas 85 Initiating Process Group Planing Process Group Executing Process Group Monitoring & Controlling Process Gr. Closing Process Group Process Groups Knowledge Areas Project Integration Management Scope Man. Time Man. Scope Man. Time Man. Cost Man. Quality Management Human Res. Man. Communication Man. Risk Man. Procurement Man. no. of subprocess share %

86. 3.3 Initiating Process Group The Initiating Process Group consists of those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. 86

87. 3.3.1 Develop Project Charter Develop Project Charter is the process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder’s needs and expectations. 87

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91. Who is stakeholder Stakeholders are persons or organizations (e.g., customers, sponsors, the performing organization, or the public), who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project. Stakeholders may also exert influence over the project, its deliverables, and the project team members. The project management team must identify both internal and external stakeholders in order to determine the project requirements and expectations of all parties involved. 91

92. The following are some examples of project stakeholders: Customers/users. Sponsor. Portfolio managers/portfolio review board. Program managers. Project management office. Project managers. Project team. Functional managers. Operations management. Sellers/business partners. 92

93. 3.3.2 Identify Stakeholders Identify Stakeholders is the process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success. 93

94. A project can be perceived as having both positive and negative results by the stakeholders. An important part of a project manager’s responsibility is to manage stakeholder expectations. This can be difficult because stakeholders often have very different or conflicting objectives. Part of the project manager’s responsibility is to balance these interests and ensure that the project team interacts with stakeholders in a professional and cooperative manner. 94

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