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Tools and Best Practices

Project Management
Basics Knowledge

MTN CAMEROON, 2020

REF : ISO 9001:2015

 Reveal the Ambitious Manager who is in you!

Presentation Plan
What's is a project? P5

Your Project has value P6

SOW ( Project Statement of Work) P5

Project Constraints P10

Project Stakeholders P13

Project Milestones P16

Project Work Breakdown Structure (WBS) P18

Requirements Traceability Matrix (RTM) P22

Formal Acceptance P23

RACI Matrix P24

Process Group P27

Project Phases P29

Anatomy of a process P32

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Presentation plan
Project Knowledge Area P34

Getting The Job Done : Global Overview P35

Getting The Job Done : Project Charter P37

Getting The Job Done : KeckOff Meeting P39

Getting The Job Done : Plan your Project P40

Getting The Job Done : Direct and Manage Project Work P47

Getting The Job Done : Handling unexpected problems P51

Getting The Job Done : Monitoring & Controlling P53

Getting The Job Done : Change Control System P55

Getting The Job Done : Close the Project P58

MTN WORKSHOP P60

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Wishes to build his own house (Needs)

 Realization period: from January 05 to December 25, 2020

 Available budget: 75,000,000 XAF
 A house with 1 living room, 3 bedrooms, 2 showers, 1 kitchen ...
 Location: on its 500m2 plot at logpom

As Mr. Waffo is not an expert in house

construction, he asks Mr. ABEGA Pierre
(Project Manager) who is an expert in
civil engineering and house construction

Mr. WAFFO Jean

Currently rented
(Sponsor)

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What's is a project?
Project is a temporary endeavor undertaken to create a unique product, service or result.
If we take the case of Mr. WAFFO, the expected result (deliverable) is a house that will have to be
built from January 05 (Start) to December 25, 2020 (end) :

 Mr. WAFFO who pays to get the house is called the sponsor;
 Mr. ABEGA who will be responsible for building the house is called the project manager;

The requirements formulated by Mr. WAFFO are elements that Mr. ABEGA will have to take into
account when he builds the house. these requirements constitute constraints.

 Realization period: from January 05 to December 25, 2020

 Available budget: 75,000,000 XAF
 A house with 1 living room, 3 bedrooms, 2 showers, 1 kitchen ...
 Location: on its 500m2 plot at logpom

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Your Project has value

Mr. WAFFO wishes to have a house that meets his expectations. This house should be comfortable
and meet its criteria as specified. it must be built according to international standards. The sponsor
expects concrete benefits from the realization of his project. Mr. ABEGA must fully understand
the benefits expected by Mr. WAFFO to be able to build a house that meets expectations.

What do good practices recommend?

As a Project Manager, you must get closer to the Sponsor to reassure yourself that you understand
the benefits he expects from the completion of the project. It’s important to think about the value of
your project with every decision you make.

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 Project Management - Basics Knowledge

In our construction project

What can happen if Mr. ABEGA (Project Manager) does not have a clear idea of the
needs and expectations of Mr. WAFFO (Sponsor)?

If Mr. ABEGA (Project Manager) does not have a clear idea of the needs and expectations of Mr.
WAFFO (Sponsor), he will produce deliverables which will not be accepted by Mr. WAFFO. will this
result in Mr. ABEGA not being paid for his work and may even lead to legal proceedings?

What do good practices recommend in this case?

Mr. ABEGA must obtain from Mr. WAFFO a document entitled "Statement of Work (SOW)“ which is a
formal document that defines the entire scope of the work involved for a vendor and clarifies
deliverables. It is vital that the SOW is clear to all stakeholders in order to clarify the metrics for
success and to avoid disputes involving deliverables.

The Sponsor must produce the SOW and submit it to the Project Manager

Sponsor SOW Project Manager

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 Project Management - Basics Knowledge

In our construction project

in the SOW, needs and expectations must be transformed into requirements

SOW

the sponsor generally expresses their

Sponsor needs and expectations. for example:
Madame WAFFO wants a large kitchen

The Project Manager must be sure to The requirements help to avoid

transform the Sponsor's needs and any ambiguity and provide key
Project
Manager
expectations into requirements. For our performance indicators essential
example, if Madame WAFFO wants a large for receiving deliverables
kitchen, what is the desired area? what is at the end of the project.
the desired shape (rectangular? square ...)?

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 Project Management - Basics Knowledge

In our construction project

SOW

For our construction example, can you list

some deliverables from the SOW?

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 Project Management - Basics Knowledge

Project Constraints
Project Manager need to prioritize work in environments with limited resources, budgets, risk
tolerance, and many other constraints that set up the environment for their Project success.

Deal with project constraints

Every project, regardless of what is being produced or who is doing the work, is affected by the
constraints of time, scope, cost, quality, resources, and risk. These constraints have a special
relationship with one another, because doing something to deal with one of the constraints always
has an effect on the others.

What do good practices recommend?

Any time your project changes, you’ll need to know how that change affects all of the constraints.
Time, Cost, Scope, Resources, Quality, Risk. If you don’t manage all six constraints at the
same time, you risk managing in favor of just one constraint. If Project Manager doesn’t manage
these six constraints at the same time, he’ll find that his project is either late, over budget,
or unacceptable to his customers.

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 Project Management - Basics Knowledge

In our construction project

How to behave if one of the six constraints (Time, Cost, Scope, Resources, Quality, Risk)
of the project changes?

Take the case where the house plans specified that the kitchen should have a rectangular shape and
an area of 35m2 and that Madame WAFFO currently wants a kitchen with an area of 49m2. how to
proceed?

The Scope changes

(35m2 for 49m2)
The Project Manager must assess the impact of the change in scope on the 05 other constraints before doing anything

What impact on Time What impact on Cost What impact on Quality What impact on Risks What impact on Resources

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 Project Management - Basics Knowledge

In our construction project

The Sponsor (Mr. WAFFO) defines the baselines (key performance indicators) in terms
of Scope, Time and cost?

The Scope can be represented by the different plans of the house, the time is the period of
realization of the project (from January 05 to December 25, 2020) and the cost is the budget
defined for this project (75,000,000 XAF).

Can the Project Manager modify one of the 03 elements constituting the baselines
without the formal agreement of the Sponsor?

During the realization of the project, if one of the elements constituting the baselines must be
modified, the Project Manager will document a "Change Request" explaining in detail the desired
modifications and submit it to the sponsor who can validate or not the modification requests.
Without formal authorization from the sponsor, the modification will not take place.

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 Project Management - Basics Knowledge

Project Stakeholders
Project stakeholder refers to, "an individual, group, or organization, who may affect, be affected
by, or perceive itself to be affected by a decision, activity, or outcome of a project.

Project Team includes the project manager and the group of individuals
who work together on a project to achieve its objectives. It consists of the
project manager, project management staff, and other team members who
are maybe not directly involved with management but carry out the work
related to the project.

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Project Stakeholders
The project management staff is part of the project team. These are people or members of the
project team who do project management activities like communications, scheduling and risk
management. They are also involved in making the budget, reports as well as other types of activities
related to administrative support.

In the WAFFO couple, Madame WAFFO is a key stakeholder making decisions about the house. As
Project Manager, what would happen if you deliver a 35 m2 kitchen that is not rectangular in shape
as desired by Madame WAFFO?

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 Project Management - Basics Knowledge

In our construction project

SOW

For our construction example, can you list

some key stakeholders?

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Project Milestones
The Milestones are the stopping points of the project, evaluation of what has been done and
projection on what remains to be done and decision-making

After After

Task 01 Task 02
Task 03 Task 04 Task 05 Task 06

Before
Milestones Before
Milestones
01
02

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 Project Management - Basics Knowledge

In our construction project

Milestones

For our construction project, can you specify

3 milestones?

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Project Work Breakdown Structure (WBS)

Breaking work into smaller tasks is a common productivity technique used to make the work more
manageable and approachable. For projects, the Work Breakdown Structure (WBS) is the tool that
utilizes this technique and is one of the most important project management documents. Work
Breakdown Structure is a “deliverable oriented hierarchical decomposition of the work to be
executed by the project team.”

There are two types of WBS: 1) Deliverable-Based and 2) Phase-Based. The most common and
preferred approach is the Deliverable-Based approach. The main difference between the two
approaches are the Elements identified in the first Level of the WBS.

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 Project Management - Basics Knowledge
The lowest Levels of each Leg and
Project Work Breakdown Structure (WBS) Branch of the WBS are called Work
Packages. Work Packages cover
information related to the
Going from the main deliverable deliverable, such as owner,
(House) to specific deliverables milestones, durations,
(Work Package) is called resources, risks, etc.
decomposition

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 Project Management - Basics Knowledge

Project Work Breakdown Structure (WBS)

The lowest Levels of each Leg and Branch of the WBS are called Work Packages. Work Packages cover information
related to the deliverable, such as owner, milestones, durations, resources, risks, etc.

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Project Work Breakdown Structure (WBS)

The lowest Levels of each Leg and Branch of the WBS are called Work Packages. Work Packages
cover information related to the deliverable, such as owner, milestones, durations, resources, risks,
etc. You must then take each Work Package and break it down into tasks that will be
carried out by the operational teams.

2.2 Steel Erection Work Package

Going from Work Package

Cut the scrap
to Tasks is called decomposition
Assemble the soles
tasks that will be carried out
position the soles by the operational teams
to deliver the Workpackage
Pour the soles with concrete

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Requirements Traceability Matrix (RTM)

Requirements traceability matrix is a document that demonstrates the relationship between

requirements and other artifacts. It's used to prove that requirements have been fulfilled. And
it typically documents requirements, tests, test results, and issues.

Stakeholders Requirements Work Packages Tests Results

once the foundation is
finalized, the team in
Mrs Waffo wants a kitchen of
charge of quality control
Mrs Waffo 35m2 in rectangular shape 7m 2.1 Excavate Pass
will take the
long and 5m wide
measurements of the
kitchen

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 Project Management - Basics Knowledge

Formal Acceptance E1: The test result

must be validated
Obtaining Formal Acceptance requires the following steps:
Stakeholders Requirements Work Packages Tests Results
once the foundation is
finalized, the team in
Mrs Waffo wants a kitchen of
charge of quality control
Mrs Waffo 35m2 in rectangular shape 7m 2.1 Excavate Pass
will take the
long and 5m wide
measurements of the
kitchen

E1 : The Deliverable
must be verified
E3 : Formal according to the
predefined criteria and
Acceptance
accepted by the
stakeholders

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 Project Management - Basics Knowledge

RACI Matrix
A RACI matrix is the simplest, most effective means for defining and documenting project
roles and responsibilities. Knowing exactly who is Responsible (R), who is Accountable (A),
who needs to be Consulted (C), and who must be kept Informed (I) at every step will significantly
improve your chances of project success.

Responsible (R) : People or stakeholders who do the work. They must complete the task or objective or make the
decision. Several people can be jointly Responsible.

Accountable (A): Person or stakeholder who is the "owner" of the work. He or she must sign off or approve when
the task, objective or decision is complete. This person must make sure that responsibilities are assigned in the
matrix for all related activities. Success requires that there is only one person Accountable, which means that "the
buck stops there.“

Consulted (C): People or stakeholders who need to give input before the work can be done and signed-off on.
These people are "in the loop" and active participants.

Informed: People or stakeholders who need to be kept "in the picture." They need updates on progress or
decisions, but they do not need to be formally consulted, nor do they contribute directly to the task or decision.

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 Project Management - Basics Knowledge

RACI Matrix

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 Project Management - Basics Knowledge

In our construction project

RACI
Matrix

For our construction project, Propose a RACI

matrix containing 2 Tasks to be carried out?

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 Project Management - Basics Knowledge

This is where the bulk of

the project work is done.
Closing
Initiating Process Planning Process Executing Process Process
Needs Group Group Group Group
making sure
This is where you Then you initiate your Next, you determine what you get paid
figure out what it project—researching and “ingredients” you already
is you need: To deciding what you’re going have and which ones you Monitoring and
build a home to build to fulfill the still need. You’ll figure out Controlling
project’s needs where to get those missing Process Group
resources, and think about
what they’ll cost.
keeping an eye on
everything that’s
happening, and
adjusting processes as
needed

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 Project Management - Basics Knowledge

Each project, whether small or large, must go through the 5 process groups

 Initiating 05 process Group

 Planning
Needs  Executing
 Monitoring and controlling
Deliverables
 closing

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 Project Management - Basics Knowledge

A lot of project managers manage projects that are big or complex, or simply need to be done in
stages because of external constraints, and that’s when it’s useful to approach your project in phases.
Each phase of the project goes through all five process groups, all the way from Initiating to
Closing. The end of a phase is typically a natural point where you want to assess the work that’s
been done so that you can hand it off to the next phase.

 Initiating Phase 01: Carry out  Initiating Phase 02: Realize the
 Planning the foundation of a  Planning ground floor of the

 Executing building  Executing building

 Monitoring and Controlling  Monitoring and Controlling
 Closing  Closing

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Sometimes you need teams to work independently on different parts of the project, so that one team
delivers their results while another team is still working. That’s when you’ll make sure that your
phases have an overlapping relationship. But even though the phases overlap, and may not even
start at the same time, they still need to go through all five process groups.
 Initiating Phase 02: Realize
 Planning the ground floor of the
 Executing building
 Monitoring and Controlling
 Closing

 Initiating Phase 03: Realize the

 Planning Level one of the building
 Executing
 Monitoring and Controlling
 Closing

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 Project Management - Basics Knowledge

There’s a third approach to phased projects that’s partway between sequential and overlapping.
When your phases have an iterative relationship, it means that you’ve got a single team that’s
performing the Initiating and Planning processes for one phase of the project while also doing the
Executing processes for the previous phase. That way, when the processes in the Executing and
Closing process groups are finished, the team can jump straight into the next phase’s Executing
processes. Iteration is a really effective way to run certain kinds of software projects. Agile
software Development is an approach to managing and running software projects that’s based on
the idea of iterative phases
When the team is done with the first phase, the second
While the team’s in Executing for the one’s already planned, so they can jump right into the
first phase Executing processes!

they’re also in Initiating and Planning for

the second one

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 Project Management - Basics Knowledge

You can think of each process as a little machine. It takes the inputs information you use in your
project and turns them into outputs: documents, deliverables, and decisions. The outputs help your
project come in on time, within budget, and with high quality. Every single process has inputs, tools
and techniques that are used to do the work, and outputs.

Tools and Techniques

Inputs Outputs

Here’s where you put all the All the project work happens All the things you make during
information you need to do your here. The tools and techniques your project are outputs—
work (like templates for your take the inputs and turn them documents, plans, schedules,
documents or policies and rules into outputs. budgets, and the actual product
that your company follows—that that you’re building.
kind of thing).

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 Project Management - Basics Knowledge

The process groups help you organize the processes by the kind of work you do.
The knowledge areas help you organize by the subject matter you’re dealing with.

Scope : here we define the Stakeholder: here we identify the

content of the project and all the stakeholders and manage their needs,
effort to be made expectations

Time: here we define the Procurement: here we manage

project tasks and the scheduling 10 Project purchases and suppliers
of these Management Communication: here we manage
knowledge areas communications
Cost: here we define the costs
and the budget of the project Quality : here we manage the
Resources : we define here requirements
how the resources will be
Integration: Making sure all the right
managed in the project
parts of the project come together in the
Risk: here we identify the risks, right order, at the right time
analyze them and provide
answers

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 Project Management - Basics Knowledge

Project managers make projects run well. They plan for what’s going to happen on the project.
A big part of the job is watching closely to make sure the plan is followed, and when things go
wrong, making sure they’re fixed. And sometimes the plan itself turns out to be inadequate!
Project managers look for those kinds of problems, and fix them too.

Then you make sure the work And once it’s finished,
First you get assigned Then you plan out all the
is done properly, dealing with you close out the
to a project. work that will get done.
changes along the way project.

Here’s where every Executing and

project or subproject begins. Monitoring and Controlling
his is done by the process processes make sure the
in the Initiating group. project runs smoothly.

Every project follows the same kind of pattern. First it gets initiated,
then planned, then executed (and monitored), and finally closed.

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 Project Management - Basics Knowledge

A project manager has to integrate the work of everyone on the team through all of these major
activities to keep the project on track:

Being authorized by the project charter to Planning all of the work that’s going to
control the budget and assign happen throughout the project
1 resources 2

Monitoring the way the work progresses

Directing the work once it gets started
and looking for potential problems
3 4
Looking out for changes, understanding Closing out the project and making sure
their impacts, and making sure they that there are no loose ends when it’s
5 don’t derail the project 6 over

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 Project Management - Basics Knowledge

The very first thing that’s done on a new project is the development of the
Project Charter project charter. That’s the document that authorizes you to do your work. But you’re
not always involved in making it oftentimes it’s handed to you by the sponsor. The
sponsor is the person who pays for the project.

tells everyone in the company why the project is needed, and gives you
Project the authority you need to make it happen. It means the project officially
starts and you’re authorized to work on it. The project charter officially
Charter
sanctions the project. Without a charter, the project cannot
begin.

Best Practices
It is the sponsor's duty to produce the Project Charter. However, a good project manager
should not run a project if he has not received a project charter. If the sponsor does not
produce the project charter, the Project Manager has a duty to approach the sponsor and
discuss with him, then produce a draft project charter that he will formally sign by the sponsor.

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 Project Management - Basics Knowledge

 Project Title and Description

 Project Manager Assigned and Authorithy Level
What is included
 Business Case
in a Project
 Resources preassigned
Charter?
 Stakeholders
 Stakeholders as known
 Product description/Deliverables See an Example of
 Assumptions Project Charter
 Constrainsts
 Measurable Project Objectives
 Project approval requirements
 High-Level Project Risk
 Project Sponsors authorizing the project
 Signature of the sponsor and the project manager

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 Project Management - Basics Knowledge

The project manager must review the key points of the project charter to confirm with
the sponsor that he understands what is expected of him and that they are on the
Project Charter
same page. Once the revision is done and the 02 parts agree with the content, the
Review
project manager can sign the project charter and the project Kickoff meeting can be
held. The Project Manager should use a checklist to review the project charter.
Some examples of questions to use YES NO
Does the Project Charter clearly identify a technical or business problem/need?
Are the project success criteria measurable?

Are the planned milestone dates realistic?

Have all the high Level risks to the project been identified?
Have all resources been identified and confirmed?
Have all interdependencies on other departments been identified and confirmed?
Where external resources are needed, have the costs been included in the project budget?

Additional COmments

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 Project Management - Basics Knowledge

A project kickoff meeting is the first meeting between a project team and
Project
the client or sponsor of a project when kicking off a new project. It’ll take
place after contracts have been signed and there’s agreement on the statement of Work
Kickoff Meeting
(SOW), costs, and timeline, although sometimes with new clients this paperwork may
not be finalized. The kickoff meeting is such a critical moment in a project. The project
kickoff meeting is an opportunity to establish common goals and purpose in completing
the work.

The purpose of a project kickoff meeting is to

introduce the team, understand the project background,
understand what success looks like, understand what needs
to be done, and agree on how to work together effectively
it’s a chance to level set and get the team and client on the
same page.

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 Project Management - Basics Knowledge

Planning the project is when you really take control. You write a plan that says
Plan your
exactly how you’re going to handle everything that goes on in the project. This is where
project you organize all of the information's about your project into one place, so everyone
knows exactly what needs to happen when they do the project work, no matter what
their jobs are.

Project Project Management

Charter Plan

Best Practices
After carrying out the Project Charter Review, signing it and holding the Kickoff Meeting, the
Project Manager and his management staff must now plan the project

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 Project Management - Basics Knowledge

Planning the project is when you really take control. You write a plan that says
Plan your
exactly how you’re going to handle everything that goes on in the project. This is where
project you organize all of the information's about your project into one place, so everyone
knows exactly what needs to happen when they do the project work, no matter what
their jobs are.

Project 1
Project Management
Charter Plan

Best Practices Note :

After carrying out the Project Charter The project management staff is part of the project team. These are
Review, signing it and holding the people or members of the project team who do project management
Kickoff Meeting, the Project Manager activities like communications, scheduling and risk management. They are
and his management staff must now also involved in making the budget, reports as well as other types of activities
plan the project related to administrative support.

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 Project Management - Basics Knowledge

Plan your
project The Planning process group is where you figure out how you’re going to do the
Project because you need to come up with a plan before you bring the team in
to do the work. This is where you think about everything that will happen on your
project, and try to plot a course to completing it with as few errors as possible.
And it’s where you figure out how you’ll handle changes—because every project has
plenty of problems, but not all of those problems mean that you need to change
course. If you plan well, your project will make only the right changes.

The Project Management plan is a single document, but it’s broken into a bunch of
pieces called subsidiary plans. There’s one subsidiary plan for each of the other
knowledge areas: Scope, Time, Cost, Quality, Resources, Communications, Risk,
Procurement, and Stakeholder.

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 Project Management - Basics Knowledge

The Project Management plan is all about planning for problems, and having the
Project information you need to correct those problems when they occur
Management If you take over a project that’s already under way, but there isn’t a Project
Plan Management plan or it’s out of date, the first thing you need to do is get a current,
accurate plan written up.
You always begin The Project Management plan also has baselines. A baseline is a snapshot of the
dealing with change scope, schedule, or budget that you can use for planning.
by consulting the
Project Management
the project management plan is a document which includes the baselines (scope, cost,
plan.
time) and which must be formally approved and signed by the sponsor

What is a Project Baseline? A baseline in project management is a clearly defined

starting point for your project plan. It is a fixed reference point to measure and compare
your project’s progress against. This allows you to assess the performance of your
project over time.

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 Project Management - Basics Knowledge

What is a Project Baseline?

Project
Management For example, let’s say your project is on target to finish in six weeks. Is that good or
Plan bad? If your schedule baseline has a four-week completion, you can tell that there is a
problem and your team may need to make adjustments to speed up your progress.

A project baseline typically has three components: schedule, cost, and scope.
Often, these three baselines are separately monitored, controlled, and reported to
ensure each is on track. When fully integrated, it may be referred to as a performance
measurement baseline (PMB).

A PMB provides you with the ability to efficiently monitor and manage how a change
in one component affects the others. For example, when your baselines are integrated,
you can quickly tell how a schedule delay will impact project costs. However, many
organizations do not have the tools and processes required to fully integrate the three
baselines.

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 Project Management - Basics Knowledge

What is a Project Baseline?

Project
Management A baseline should be documented and controlled. It should not be changed
Plan without following formal change control procedures, such as using a change request
form and following a documented change approval process. Changing a baseline
frequently will make it difficult to use as a measurement for progress. The baseline
may even become meaningless. However, when a significant project change occurs, a
project may be re-baselined.

This means you’re issuing a new, updated baseline to measure against. If this
happens, it’s recommended practice to save the old baseline first. Then create the new
one as a new plan, so you do not lose that historical data.

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 Project Management - Basics Knowledge

Once you have a Project Management plan, your project is ready to begin. And as the
Direct and project unfolds, it’s your job to direct and manage each activity on the project,
Manage every step of the way. That’s what happens in the Direct and Manage Project Work
Project Work process: you simply follow the plan you’ve put together and handle any
problems that come up.

Project Direct and

1 2
Project Management Manage Project
Charter Plan Work

Without the Project Plan containing the

Baselines (Scope, Cost, Time) formally
signed by the sponsor, you cannot
perform any task of the project.

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 Project Management - Basics Knowledge

Direct and
Manage
Project Work

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 Project Management - Basics Knowledge

Direct and
Manage
Project Work

The word deliverable is pretty self-explanatory. It means anything that your project
delivers. The deliverables for your project include all of the products or services that
you and your team are performing for the client, customer, or sponsor.

But deliverables include more than that. They also include every single document,
plan, schedule, budget, blueprint, and anything else that gets made along the
way…including all of the project management documents that you put together.

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 Project Management - Basics Knowledge

Direct and
Manage
Project Work

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 Project Management - Basics Knowledge

Handling
unexpected
problems

Notice how there’s a loop between the Executing and the Monitoring and
Controlling processes? That’s because when your team is executing the plan
and working on the deliverables, you need to keep a constant lookout for any
potential problems. That’s what the Monitor and Control Project Work process
is for. When you find a problem, you can’t just make a change…because what
if it’s too expensive, or will take too long? You need to look at how it affects the
project constraints—time, cost, scope, resources, risks, and quality—and figure out if
it’s worth making the change.

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 Handling
unexpected
problems

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 Project Management - Basics Knowledge

Monitoring &
Controlling You need to stay on top of any possible changes that happen throughout your project,
and that’s what the Monitor and Control Project Work process is for. Usually the
work is progressing just fine. But sometimes you find out that you need to change
something, and that’s when you use the Perform Integrated Change Control
process to see if the change is worth the impact it will have on your project

The Monitor and Control Project Work process is where you find the changes that you
may want to make. The Perform Integrated Change Control process is where you
decide whether or not to make them. But you’re not the one actually making that
decision—a big part of Perform Integrated Change Control is that you need to get
your changes approved by the change control board

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 Project Management - Basics Knowledge

Monitoring &
Controlling

Sometimes a change you make will have a direct impact on other teams and
projects, and it’s a good idea to be sure that everybody who will be impacted
knows that it’s coming and thinks that it’s worth it before you make the change.
You can’t always know everything that might happen as a result of a change, and
that’s why it’s a good idea to get buy-in from key people in your company before
you go through with it. And that’s what a change control meeting is all about!

It’s your job as a project manager to know the impact of requested changes to
your project and prioritize them for the change control board. Once you’ve done
that, the change control board can make informed decisions about whether or not
to approve them.

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 How the
processes
interact with
one another

Change Control
System

P54
 Change
Control
System

P55
 Project Management - Basics Knowledge

Monitoring &
Controlling

When you make a course change on your project, that’s taking corrective action.

It’s also possible that you might see problems that are going to occur
even though they haven’t happened yet. If you do, you will want to take
preventive action, or steps that you take to avoid potential problems.

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 Project Management - Basics Knowledge

Monitoring &
Controlling

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 Project Management - Basics Knowledge

Close the
Project
You can’t finish the project until you get paid! Most projects start with
contracts, and when they do you need to make sure the terms are met.
more important part of this process is that you create the
lessons learned and add them to your company’s
organizational process assets. That way you and other project
managers can learn from this historical information in the future.

Every project needs to end, and that’s what the Close Project or
Phase process is all about. Even if your project ends early, you still
need to follow the Close Project or Phase process.

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 Project Management - Basics Knowledge

MTN WorkShop

MTN WORKSHOP
To illustrate the knowledge acquired during the
training, the participants will form 4 working groups of
5 participants each and respond to the issues that will
follow.

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 Project Management - Basics Knowledge

MTN WorkShop
Each group will define a project adapted to the context of MTN with the
following elements:

 Completion period
P1.
 Estimated budget
 Associated constraints
 Sponsor
 Project Manager
P2. Then specify what is the value of this project
Specify whether this project is part of a program or a project portfolio and
P3.
explain why

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 Project Management - Basics Knowledge

MTN WorkShop
P4. List the Deliverables of the SOW (Project Statement of Work)
Indicate the constraints relating to the following elements: Time, Cost,
P5. Scope, Resources, Quality, Risk. Next, explain what attitude to adopt if one
of these constraints changes
P6. Indicate What are the project baselines
P7. list the key stakeholders of the project
list 03 milestones of the project and indicate for each milestone what there
P8.
will be to do
P9. Create a WBS (Deliverable-Based) on 03 levels maximum
P10. Take a Work Package of your choice and list 05 tasks to be performed
Create a Requirement Traceability Matrix containing at least 02 of the 05
P11.
identified tasks
Take a task from the Requirement Traceability Matrix and explain how the
P12.
"Formal Acceptance" will be obtained
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 Project Management - Basics Knowledge

MTN WorkShop
Realize a RACI Matrix presenting the 02 Tasks of the Requirements
P13.
Traceability Matrix
P14. Specify if the project will be managed in several phases or not
Considering that the project will have at least 3 phases, indicate how the
P15. phases will be managed "Sequential" or "Overlap"? explain the advantages
and disadvantages of each mode
Briefly explain how you will behave as a project manager in the 05 process
P16.
groups
As Project Manager, Briefly explain what to take into account in the different
P17.
knowledge areas
As Project Manager, Briefly explain what is the value of writing a project
P18.
charter for your project
As Project Manager, Explain the change management process during the
P19.
realization of your project

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 Project Management - Basics Knowledge

MTN WorkShop
Realize a RACI Matrix presenting the 02 Tasks of the Requirements
P20.
Traceability Matrix
As Project Manager, Explain the value of doing:
P21. The Project Charter Review, the Kickoff Meeting, the Project Management
Plan,

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