Basic Concept of Project Management

A temporary endeavor undertaken to create a unique product, service, or result.

The tangible or intangible results of a project, like a completed building or a new drug.

The measure of how intricate a project is. Factors like team size, number of companies involved and geographical scope influence its complexity.

The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.

A project undertaken by a single organization, such as a company's internal project team.

A project involving specialists from different fields of expertise.

A project involving collaboration between multiple organizations and companies.

The competencies and techniques needed to effectively manage various types of project, regardless of complexity levels.

A temporary endeavor to create a unique product or service, with specific goals within time, cost, and quality constraints.

Each project is distinct; even seemingly identical tasks face different circumstances (location, team, etc.).

Projects have limitations on time, cost, and quality that need to be met.

Projects involve a series of connected tasks to achieve the desired outcome.

Projects use various resources: people, equipment, materials, premises, and information.

Project success needs a leader (project manager) who has a clear vision and tracks progress.

Projects often involve a team of people with various skills to cover different tasks.

Project managers coordinate different team members and resources to achieve goals.

Projects always bring about change, whether big or small.

Projects have a defined beginning and end, unlike ongoing business operations.

Projects have distinct phases, from start to finish.

Projects need financial resources to operate.

Project size and complexity.

People may resist change introduced by a project.

Triad of factors a project manager must balance.

The process of assigning and coordinating the necessary resources (materials, people, financials) to complete a project.

A clearly defined individual or team is ultimately accountable for the project's success.

Different professionals work together, each with specific roles and responsibilities within a project team.

A systematic process of setting goals and outlining the actions needed to achieve them.

A comprehensive document that outlines the planning policies for a specific area, including goals, objectives, and land use strategies.

Planning for the long-term goals and direction of an organization, often with a timeframe of 5-10 years.

Translating strategic goals into specific actions and objectives for departments or divisions, typically with a timeframe of 2-5 years.

Planning for the day-to-day activities and implementation of departmental plans, often with a timeframe of 1-2 years.

There are different types of plans categorized based on their timeframe, specificity, and frequency of use.

A long-term plan that sets the overall direction for an organization. It's directional, broad, and used once.

A short-term plan that focuses on specific actions and objectives. It's detailed, specific, and used repeatedly.

A plan that covers day-to-day activities and very specific details. It's used constantly.

A comprehensive document outlining a project's objectives, scope, timeline, budget, resources, and communication strategy. It ensures alignment, manages conflicts, and tracks progress.

Specific, Measurable, Achievable, Relevant, and Time-bound objectives that define the project's desired outcomes.

Unique Selling Point: What makes a project stand out from others, highlighting its value and appeal to the target audience.

Specific actions and outputs required to meet the project objectives. They define what needs to be done and what will be produced.

A schedule that lays out the project's key activities, deadlines, and milestones to track progress and ensure timely completion.

A financial plan outlining all project costs, categorized by activities and resources, to manage spending and ensure financial viability.

Anticipating potential risks or unexpected challenges and developing backup plans to ensure project goals are met.

A plan defining how information and updates will be shared with stakeholders, ensuring effective communication and collaboration.

A framework for measuring the project's progress, impact, and effectiveness against set objectives.

A system for organizing and storing project documents, ensuring easy access and accountability.

The lasting impact or value of the project beyond its completion, such as sustainability or social impact.

The initial brainstorming and exploration phase where potential project ideas are identified and evaluated.

Evaluating the feasibility and alignment of identified ideas with organizational goals and resources.

Ideas that have the potential to be successful, meeting the needs of stakeholders and offering significant value.

Evaluating projects based on available resources, expertise, and market conditions to determine feasibility.

Different stages of planning that guide organizations towards achieving their goals. Examples include strategic, tactical, and operational planning.

A high-level plan outlining how an organization will achieve its goals. It answers the 'how' question of planning.

A broader, comprehensive plan that aims to achieve a wider goal, often related to policy or a sector of the economy. It may consist of multiple projects.

The key difference between a project and a program lies in their scope and level of detail. A project is more detailed and focused, while a program is broader and encompasses multiple projects.

A project that is not part of a larger program and is independent in its goals and execution.

These levels of planning are interconnected. A strategy provides the overarching direction, programs implement the strategy, and projects are specific components of the program.

The responsibility of top management to allocate resources towards projects and programs that align with the organization's goals.

The responsibility of operational level managers to execute the project plans and ensure the project's successful completion.

Sound planning requires strong projects, and good projects need strong planning. They are mutually dependent and enhance each other.

Evaluating the feasibility, viability, and impact of a project to determine its potential contribution to the overall goals and objectives.

The process of developing a detailed project plan, outlining the scope, objectives, resources, timeline, and budget.

Ensuring that projects are consistent with national policies and development plans to maximize their impact and benefit.

Policies affect entire sectors, while projects focus on specific aspects of the sector. Policies are broader and more long-term, while projects are specific and short-term.

Ensuring a coherent connection between policies, plans, and projects for greater effectiveness of investment decisions and development initiatives.

Projects often start as responses to crises, emergencies, or government policies. They also emerge from the needs and ideas of local leaders, technical specialists, entrepreneurs, or even national development plans.

A tool used to identify a company's strengths, weaknesses, opportunities, and threats. It helps generate new project ideas by understanding what a company can do well and where it can improve.

Clear goals that a company aims to achieve through a project, such as reducing costs, improving production, or expanding into new markets. Articulating them focuses employees on the direction.

A workplace that encourages creativity and entrepreneurial spirit. This involves fostering a culture of open communication, innovation, and risk-taking.

The initial step in the project lifecycle, focusing on finding potential projects. This involves carefully examining new ideas to determine their feasibility and desirability.

Various sources from which project ideas can originate, ranging from technical specialists and local leaders to entrepreneurs and government policies.

Technical specialists are key sources of ideas for industrial projects. Their expertise and research findings can lead to new products or process improvement.

Local leaders are crucial in community and social projects. They understand the needs and issues of their communities and can suggest solutions.

Entrepreneurs bring a vision and motivation to turn their ideas into viable projects. They're the driving force behind many commercial and industrial ventures.

National development plans, government documents, and policy guidelines provide direction and opportunities for new projects. Individuals need to align their projects with these plans.

A method to understand stakeholders' interests and concerns related to a project. It aims to involve people affected by the project in the decision-making process.

Different groups with interests in a project, such as local residents, businesses, government agencies, or NGOs. Identifying them helps to analyze their needs and potential impacts of the project.

The main group the project aims to benefit. It's selected from among stakeholders, considering which group has the most pressing needs and deserves priority.

A technique for identifying and visualizing different solutions or courses of action to achieve a goal.

A planning tool that uses a four-by-four matrix to identify project goals, outputs, inputs, and assumptions.

A preliminary assessment of a project's financial, economic, and technical viability, focusing on whether a detailed feasibility study is needed.

A study focusing on specific aspects of a project, such as market research or environmental impact assessments.

A pre-feasibility study is a quick initial assessment, while a feasibility study is a detailed and comprehensive analysis involving more research and data gathering.

To determine the viability of a project by assessing its economic, financial, technical, social, and environmental impacts.

Involves detailed planning, answering questions like 'what, when, and how' to do the project.

The process that includes pre-feasibility and feasibility studies to assess a project's potential viability.

Assessing the target market, demand, competitors, and marketing strategies.

A timeline for completing the tasks and activities of the project.

Analyzing the potential effects of a project on the environment.

Assessing the project's potential effects on the economy.

Classifying stakeholders based on how they are associated with a project, including beneficiaries, negatively affected groups, decision makers, funding agencies, implementing agencies, community leaders, potential opponents, and supporting groups.

Groups expected to gain positive outcomes from a project's implementation.

The connections and relationships between different groups involved in a project, understanding how their actions or needs affect each other.

A visual tool to identify the root cause of a problem and its effects, displaying them as cause-and-effect relationships.

The main issue or challenge that needs to be addressed in a problem tree analysis.

Identifying the core problem, listing related problems and conditions, understanding causes, and then structuring them into cause-effect relationships for a complete picture.

The people or groups directly affected by the problem being analyzed.

A visual tool to identify the objectives that will be achieved by solving the problems identified in a problem tree.

Objectives that can be directly obtained by reversing a problem statement from negative to positive.

A visual representation of the objectives to be achieved by solving the problems identified in the problem-tree. It shows the cause-and-effect relationship between the objectives.

Objectives that require solutions beyond simply reversing the problem statement, requiring different approaches.

Recognizing that some problems are surface-level manifestations of a deeper, underlying issue requiring deeper scrutiny.

The depth and complexity of information included in the objective tree is a judgment call, considering the analysis's purpose.

A positive capability or attribute of a stakeholder group.

A limitation or disadvantage of a stakeholder group.

Assessing a project's financial feasibility by analyzing costs, benefits, and profitability. It helps determine if the project is a good investment.

Analyzing a project's broader impact on the economy and society, considering social costs and benefits.

Adjusting market prices to reflect true social value for economic analysis.

Examining the social implications of a project on different groups and regions, focusing on community well-being and fairness.

Assessing a project's impact on the environment and its resources, considering sustainability and potential risks.

Financial analysis focuses on profit for investors, while economic analysis considers broader societal impacts.

To determine whether an investment proposal will provide a return acceptable to the investor.

To eliminate distortions resulting from government policies and social factors, thus reflecting true social value.

Income distribution, adverse effects on specific groups, project's impact on quality of life, and alternatives' contributions.

Impacts on air and water pollution, dangerous chemicals used, and potential disease spreading.

A detailed analysis of a project's market, technical, financial, economic, and ecological aspects to determine its viability and whether it's worth pursuing.

An initial evaluation to quickly assess if a project idea is worthy of further investigation.

A project proposed by influential individuals within an organization, often given priority.

A method for selecting from multiple projects by ranking them based on their benefits and potential outcomes.

A project initiated to keep a system running or to address a critical operational need.

A project implemented to gain a competitive advantage over other organizations.

A project focused on developing and releasing a new product that expands an existing product line.

Evaluating the project's technology, production processes, and inputs to ensure feasibility and efficiency.

Assessing the project's management structure, institutional fit, and resources to determine its feasibility and success.

Evaluating the project's cost, revenue, and profitability to assess its financial viability.

Examining the project's impact on the overall economy, including job creation, resource allocation, and social benefits.

Assessing the project's potential social impacts, such as job creation, community development, and cultural implications.

Examining the project's potential environmental impacts, such as pollution, land use, and resource depletion.

A preliminary evaluation of a project's potential, often identifying potential issues and suggesting further investigation.