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Project Management

(15 reviews)

project planning and management pdf

Adrienne Watt

Copyright Year: 2014

ISBN 13: 9781774200131

Publisher: BCcampus

Language: English

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Reviewed by Carolyn McGary, Associate Professor, Metropolitan State University of Denver on 10/2/23

From a project management process standpoint, it covers at a high level the majority of what a starting student would need to know. read more

Comprehensiveness rating: 4 see less

From a project management process standpoint, it covers at a high level the majority of what a starting student would need to know.

Content Accuracy rating: 4

Principles are pretty universal, so accuracy still seems good.

Relevance/Longevity rating: 4

A few of the examples in the book are becoming outdated, and could use an update to ensure continued relevancy.

Clarity rating: 5

Written in a straightforward manner, with good separation of topics. Feels clear and provides adequate context.

Consistency rating: 5

Flow was logical, and chapters seem to be consistent.

Modularity rating: 5

Felt the chapters were easily divisible if needed.

Organization/Structure/Flow rating: 5

Structure and flow seem to be logical.

Interface rating: 5

Did not see any significant issues with navigation or interface.

Grammatical Errors rating: 5

Did not see any significant grammatical errors in the text.

Cultural Relevance rating: 4

I did see a variety of examples for the topics. I did not notice anything insensitive, but I could be biased to that.

Overall the book has good data, I like the flow and the content. I would look at updating some of the examples and if possible update some of the graphics and tables for visual effect. I did like that there have been some improvements in 2019, 2021 and 2022 including some reformatting for accessibility. I have adapted portions of this text for my own Construction Project Management course.

Reviewed by Megan Hamilton, Faculty- Coordinator of Civic Engagement Projects, Emory and Henry College on 6/30/23

It covers all the major points that I want my students to understand when learning about the craft of project management. read more

Comprehensiveness rating: 5 see less

It covers all the major points that I want my students to understand when learning about the craft of project management.

While this book does address that project management is applicable to many sectors and careers, it doesn't provide as much a of a non-profit lens on project management as I would like my students to understand. This text is meant to apply to any type of project management though, which is important for my students to understand even though this specific class is about project management in the non-profit world.

Relevance/Longevity rating: 5

It is very up to date and would be easy to update in the future.

It's very easy to read.

Yes, this text provides consistency in the terminology it uses.

One of the reasons I picked this text besides that it was comprehensive and an easy read was because I could easily divide it up into smaller sections to help support our in class learning sessions.

It is organized well and in a thought out manner.

There were no issues when I read this text.

No major grammatical errors in the text.

Cultural Relevance rating: 5

There is nothing that jumped out at me reading this text that would be culturally sensitive, but I wasn't reading looking for that either.

This book does a good job of covering all the aspects of project management. It keeps things simple and basic, which is great for students who are just now learning about the craft of project management.

Reviewed by Michael Botyarov, Lecturer, Metropolitan State University of Denver on 7/24/22

This textbook provides a comprehensive overview of project management, including associated processes and tools. This introductory text can be an excellent supplement to the Project Management Body of Knowledge (PMBoK) given the flow and structure... read more

This textbook provides a comprehensive overview of project management, including associated processes and tools. This introductory text can be an excellent supplement to the Project Management Body of Knowledge (PMBoK) given the flow and structure of the chapters. That being said, project management has evolved over the last several years where a discussion of new methodologies, such as Agile and Critical Chain, could provide additional benefit to readers.

Content Accuracy rating: 5

The textbook accurately describes project management fundamentals and provides accurate definitions of terms.

The fundamentals of project management are unlikely to shift much given the relevance of traditional waterfall approaches. Given that the purpose of the PMBoK, and other introductory texts such as this, is to provide a set of best practices for the field, the material will stay relevant. That being said, new methodology such as Agile is becoming increasingly common, so readers should keep that in mind and review newer methodologies on their own.

The textbook is very clear, providing definitions of key project management terms where needed. Additionally, case study examples provide insight into practical application(s) of the discussed topic, further elaborating on key terms and providing more clarity.

Throughout the entire textbook, the same terms are used and the formatting of chapters is similar such that the reader can get comfortable with the flow of material.

Modularity rating: 4

The textbook does an excellent job of decomposing project management topics into easy-to-digest sections, which the reader can comfortably read in one sitting. That being said, the textbook could benefit from sample exercises or problems after each chapter so the reader could apply the new knowledge in a practical way to enhance retention.

All topics in the textbook are presented in a logical way, similar to the sequence in an actual project, where you begin with stakeholder analysis and conclude with project completion. This organization further allows the reader to understand the structure of project management processes.

The textbook has clear examples, with graphics as needed, that are free from errors and are clearly displayed.

The textbook does not contain any evident grammatical errors and is therefore easy to read and digest.

Given the nature of the textbook and the way material is presented, it is not culturally insensitive or offensive in any way.

This textbook provides an excellent introduction to project management by decomposing relevant structure and processes. I would highly recommend this textbook to students seeking to learn the fundamentals of a dynamic field. Supplemental material regarding Agile, and other new project management processes, can be provided separately to further guide class discussions.

Reviewed by Smita Singh, Lecturer, Metropolitan State University of Denver on 5/13/22

The textbook is pretty comprehensive and covers all aspects of project management. The book is well - organized and provides power points and audio files in the end of each chapter. However some of the chapters are not much in detail. For... read more

The textbook is pretty comprehensive and covers all aspects of project management. The book is well - organized and provides power points and audio files in the end of each chapter. However some of the chapters are not much in detail. For instance, chapter 3 is pretty basic and should cover topics in detail.

I did not identify any accuracy issues.

The book is recommended for a senior level class. All the topics can be introduced in the junior sections, and thereafter, can be reintroduced in the senior sections.

The book is consistent with industry standards.

Consistency rating: 4

Some of the topics in this book are inconsistent and don't follow PMI standards. For instance, the phases of the project lifecycle can be reframed.

All the chapters can be divided into smaller reading sections and the language is very easy to understand.

No issues with the organization of this book.

I did not find any grammatical errors.

The book provides basic understanding of the project management discipline in a global environment and is politically correct.

Few of the chapters can be updated with the upcoming trends in the project management discipline.

project planning and management pdf

Reviewed by Abdullah Oguz, Visiting College Lecturer, Cleveland State University on 7/4/21

The text covers all project management knowledge areas and process groups. The table of content shows all of the topics in an organized way. However, I think some chapters are short, and therefore they should include more content. For example,... read more

The text covers all project management knowledge areas and process groups. The table of content shows all of the topics in an organized way. However, I think some chapters are short, and therefore they should include more content. For example, Chapter 3 “The Project Life Cycle (Phase)” consists of four main phases with limited information for each of them. This chapter can be considered as a summary. There is a lack of clarification regarding the structure of the text after this chapter. Agile project management is addressed with only the Scrum framework in Chapter 4. One important advantage of this OER is that it provides PowerPoint presentation files and audio files for each chapter.

The content looks accurate. However, some parts need more explanation with exercises and case studies.

Relevance/Longevity rating: 3

The book was published in 2014. There are three updates in 2017 and 2019. However, they are mostly related to the formatting, not the content. Although the book covers the main topics in project management, there have been updates in the primary body of knowledge guide (PMBOK Guide) published by the Project Management Institute (PMI). The sixth edition was published in 2017, and the seventh edition will be released in August 2021. Besides, in the meantime, new and emerging technologies changed the corporate and social environment with new opportunities, and the COVID-19 pandemic disrupted the understanding of risk evaluation and mitigation strategies. The content cannot be considered obsolete, but updates are required throughout the chapters.

Clarity rating: 4

The text is well-written, and it can be understood without ambiguity. However, a lack of explanation for some chapters and topics may leave doubts in many students’ minds.

The text is internally consistent in terms of terminology and framework.

The text was structured for modularity with 19 chapters and sections inside each chapter. Therefore, it can be easily and readily divisible into smaller reading sections although some chapters such as Chapter 19 cannot be considered a chapter, but a short conclusion.

Organization/Structure/Flow rating: 3

The chapter titles emphasize planning. Actually, planning is the most important part for a project manager. However, in project management, project monitoring and control, as well as execution (implementation), should be highlighted separately beside the planning. Therefore, it can create a perception that undermines the importance of other phases and process groups.

Interface rating: 4

Although chapter titles are available in the Table of Content, sections of chapters are not provided. The quality of the images is good in general. However, several figures such as Figure 1.1 don’t have a good resolution.

I did not find any grammatical errors. However, this issue should be addressed by an expert in this field.

In parallel with the global nature of project management discipline and diverse teams, the book provides examples of the implementation of projects in other cultures. For example, the “Project Management Expertise” section in Chapter 2 has a subsection “Understanding the Project Environment”. The last paragraph of this section reads “Project managers in multicultural projects must appreciate the culture dimensions and try to learn relevant customs, courtesies, and business protocols before taking responsibility for managing an international project. A project manager must take into consideration these various cultural influences and how they may affect the project’s completion, schedule, scope, and cost.” This positive approach is implemented throughout the book.

I found this book very helpful and included it in my two summer courses as a supplementary resource.

Reviewed by Debbie Austin, Part Time Faculty, Portland Community College on 1/11/21

This text is a comprehensive overview of the basic functions and processes of project management. It is not an in-depth study in any one area of project management but does a great job of covering the end to end process for a survey or basics course. read more

This text is a comprehensive overview of the basic functions and processes of project management. It is not an in-depth study in any one area of project management but does a great job of covering the end to end process for a survey or basics course.

I found the text to be accurate and sufficient for project management topics.

I like this text for the coverage of project management topics for a basic understanding of project methodology. Because it is a basics book, it does not cover agile methods sufficiently or address non-standard approaches to project management that could make it more relevant for today's project environments.

I really like this book for it's easy to understand language and straightforward layout. Students seem to be able to navigate and understand this book and are able to follow the direction that references the textbook.

This book is very consistent throughout with nicely structured chapters that are easy to digest in a single sitting.

This text has equally weighted chapters that are named appropriately and easy to understand. Within the chapters, there are section headers that make it easy to follow the content progression.

I use this book because it is so well organized. The chapters are clear and follow standard project management practice. They are structured by topic so it is easy to assign chapters that align to the content of the course.

The text is well designed with supporting images and examples that make the content more clear.

I have not found any grammatical issues.

I have not found any issues related to cultural sensitivities.

This is my go-to book for basic project management course needs. It is easy to read, understand, and use and I love the basic coverage of project management practice that it provides. This would not be a text for any specific project management topics that need more depth but it is a great basics book for those just starting out in project management. I highly recommend this text.

Reviewed by Andrea Peterson, Faculty: Lecturer, Metropolitan State University of Denver on 8/5/20

This text is perfect for a beginner's level course in Project Management. read more

This text is perfect for a beginner's level course in Project Management.

The text includes all the standard body of knowledge components making up the traditional framework of project management.

As the text is organized according to this traditional framework, it is readily adaptable to updates of current examples and processes.

The text is definitely easy to read and at a level commensurate with a beginner's course.

The text is consistent in its use of terminology true to the body of knowledge of project management.

The text contains 16 chapters which readily fits the format of most college-level courses of 15-16 weeks of study. Additionally, chapters can be easily combined for a more topical study and/or a compressed delivery.

The text follows the traditional methodology of study of the phases of project management and remains true to the body of knowledge required.

The text includes clickable links for some images and figures making it highly interactive.

No grammatical errors were found in this text as it is written in a very professional manner.

There are no cultural issues within this text.

The examples used in this text for explanation of the difficult subject of precedence planning and diagramming are that of planning a wedding, making this a highly valuable text for the hospitality industry and specifically meeting and event project management.

Reviewed by Keivan Sadeghzadeh, Assistant Professor, University of Massachusetts Dartmouth on 6/27/20

This textbook covers many topics in the area but could include more such as "Communications Management" and ... read more

This textbook covers many topics in the area but could include more such as "Communications Management" and ...

I found the textbook error-free and unbiased ...

The textbook is almost up to date but there are rooms for improvement such as numerical examples and case studies. Using more interested real-word examples id recommended ...

Clarity rating: 2

The textbook lacks adequate context for many technical terminologies and concepts specifically quantitative methods such as CPM and PERT. Many project management techniques are not discussed and explained in details and major improvement in this category (clarity) is required ...

Terminology and framework are almost consistence but minor reorganizing in topics using the order of the project management areas according to the standards and guidelines is suggested ...

More breakdown in chapters is suggested specially in chapters 10 to 16. These chapters require developed structure using different level to make the concept and content clear and easy to understand ...

Organization/Structure/Flow rating: 4

As mentioned in "Consistency", using the order of the project management areas according to the standards and guidelines in order to apply minor reorganizing could be effective ...

More graphical presentation and visualization techniques are required. Many areas of project management could benefit table, figures, and charts to present the context in a clear fashion ...

I don't see any errors ...

The textbook is not culturally insensitive or offensive in any way ...

Reviewed by Jonathan de Alderete, Associate Teaching Professor, University of Massachusetts Lowell on 6/10/20

This book is an excellent high level overview perfect for both business majors and engineers who are learning the ropes for staging a project. read more

This book is an excellent high level overview perfect for both business majors and engineers who are learning the ropes for staging a project.

This is a standard overview. I would have liked to see a bit more in depth on the techniques for planning but it is laid out in a similar way to how industry tackles problems.

Luckily barring a major industry overhaul, this is a well established workflow.

The book was written in an approachable non-technical fashion, with minimal use of jargon. Additionally lighthearted graphics increase the engagement.

The table formatting is a bit jarring at times (Colors, styles and fonts) which can be distracting.

The chapters are about the right length for a student to read before class, these would go well with a comprehensive case study.

There is a bit of a jump toward the end of this book (From project development to implementation is a bit glossed in my opinion), and I would have loved to see some implementation case study, but otherwise clear.

While the book does play some service to other cultures, I think a little more expansion on how regions can effect deliverable items as well as expectations is a major player. This won't be an issue to students or to the book, but I would add it as a consideration.

Overall this is a great primer on project management. I plan to use this book with Senior mechanical engineers to drive context on project planning.

Reviewed by Elaine Luther, Professor, Point Park University on 9/5/19

Table of Contents should provide short description of content for each Chapter. Would like to see more Business Examples, since this was listed under Business Area. Missing major projects such as; New Product Development/Acquisition, Capital... read more

Comprehensiveness rating: 3 see less

Table of Contents should provide short description of content for each Chapter. Would like to see more Business Examples, since this was listed under Business Area. Missing major projects such as; New Product Development/Acquisition, Capital Expenditures, Business Plans, Administrative Projects (Health Care Choices, etc.) Also, examples were confusing; some were project types, while others were job types, in C2. The Preface had 5 elements of Project Management, but then C3 only had 4, missing Control. That should be the structure for the textbook, and it should be consistent. Communication Planning should be an earlier Chapter rather than C15. Too late by then. Good coverage of Group Dynamics, Gantt Charts, Budgeting, Quality Conrol, Risk Management, and Implementation. Would like to see links to Excel for NPV calculations. It would also be nice to have a case study of a project that flows through all of the Chapters. ,

As referenced above, there was a discrepancy in steps in Project Management; preface listed 5, C3 only had 4 - dropped Control. I assume this is a country of original difference, but Third Party Contracting is often used over Outsourcing. Same with Charter versus Contract. Not sure. It seemed to be well edited.

It has been around for a long time, but history should be more current/relevant - with examples students could understand. Perhaps steps to develop the iPhone?

Planning a wedding might not be a good example for business. Even planning a vacation or building a tiny home would be more relevant.

I prefer more lists, rather than long paragraphs.

Also, there could be concrete examples.

Have links or examples for finding budget details - trade organizations, franchises, etc.

Chapter 10 and 11 seem to cover the same steps of preparing timelines.

I think there should be an overview chapter that describes the process from start to finish, perhaps with an outline or workbook.

C15 Communication should be up front. Have Overview Chapter.

Interface rating: 2

I could not find the slides. I could not get the audio files to open. Each time I tried, there was no back button, and I had to reopen the PDF and scroll down to the page.

Do PDF's have a find or go to page option?

It was well written. Very clear.

I would skip the wedding example for a business textbook. Event planning could be a substitute.

I was looking for a textbook that I could use with a Capstone course where senior develop a business plan. I wanted a stronger business focus. However, this is close. Thanks.

Reviewed by Micheline Al Harrack, Visiting Faculty, Marymount University on 7/26/19

This book covers all the topics relevant to Project Management. It outlines an overview of Project Management, the Project Life Cycle, and covers all knowledge areas as identified in the PMBOK 5th edition. It does not integrate using a software... read more

This book covers all the topics relevant to Project Management. It outlines an overview of Project Management, the Project Life Cycle, and covers all knowledge areas as identified in the PMBOK 5th edition. It does not integrate using a software like Microsoft Project. The book references Implementation instead of Executing even though it mentions Execution as an alternative. It goes briefly over Integration, and Monitoring and Controlling. It can be used as a textbook to be supplemented with a software package and the changes in the PMBOK 6th edition.

The book is accurate and in line with the PMBOK 5th edition.

The book is relevant and covers the principles of Project Management. It can be used as a basic reference even after the PMBOK 6th edition is out.

This book is clear. The style is simple, easy, and to the point.

The book is consistent in terminology and framework.

The chapters can be easily divided and assigned as readings and reference materials in a course. The chapters are short, to the point, and simple to read and understand.

The book is organized. It starts with the overview, the project life cycle, framework, stakeholder management then moves to the initiation phase and dedicates 9 chapters to planning the different knowledge areas. It covers the Executing phase very briefly in the "Project Implementation Overview" chapter and the Closing phase in the "Project Completion" chapter.

The book interface is clean. It is easy to navigate. Even though the charts are small, they are clear. I did not identify any problems in the display features.

The text is free of grammatical errors.

The text is not culturally insensitive. Most examples are universal. None are offensive, in my opinion.

This book is a good Project Management book. The style is clean and far from verbose. The text can be revised at a certain point to align the terminology with the PMBOK .

Reviewed by Deborah Hommer, Assistant Teaching Professor, Penn State University Altoona on 2/1/18

I feel the book touches upon all the topics of a typical Project Management Book except use of a software tool like Microsoft Project. The book does not go into great detail on many of the project deliverables identified by PMI or PMD. Also... read more

I feel the book touches upon all the topics of a typical Project Management Book except use of a software tool like Microsoft Project. The book does not go into great detail on many of the project deliverables identified by PMI or PMD.

Also recommend: Chapter 12-take slide 8 and add formulas and add to text content.

I believe because it is high level, it will remain relevant. Additionally, the level will negatively impact it use in higher level classes (400-level).

I believe it is well written with nice examples.

I found the book to be consistent within and with industry information.

The chapters are assignable as smaller reading sections. They are in fact very small, high level information which I would augment with case studies.

This books is organized like most other Project Management Books-Project Life Cycle.

I did not experience any issues with the interface when reviewing this text. Limited graphics used had no issues displaying. Might recommend more graphics.

I feel the book is well written with no grammar errors.

I did not note any cultural issues with this text.

I think this would be good for a 100 or 200 level Project Management class. I would like to see some case studies and depth to be added so it could be used for a 400-level course.

Reviewed by Sang-Phil Kim, Assistant Professor, Winona State University on 6/20/17

Project management has soft skills and hard skills. Though the text covers all area and ideas of the subject it seems too concise, especially on hard/quantitative skills, such as critical path method (CPM), earned value analysis (EVA), and risk... read more

Project management has soft skills and hard skills. Though the text covers all area and ideas of the subject it seems too concise, especially on hard/quantitative skills, such as critical path method (CPM), earned value analysis (EVA), and risk analysis.

It can be used a supplementary material.

Content is accurate.I didn't find any error.

Content is up-to-date. The text is written and arranged in such a way that necessary updates will be easy and straightforward to implement.

The text is written in clear, accessible prose. It provides enough explanations for jargons.

The text is consistent in terms of terminology and framework.

The text has 19 chapters. It is easy to divide, to modify, or to rearrange.

The text has a logical structure/organization.

The text has no significant interface issues. The figures and tables are too small, but it can be seen in large version if a reader clicks the figure/table. I reviewed PDF version, but not sure in different formats.

I didn't find any grammatical errors.

The text is not culturally insensitive.

More contents for technical/quantitative skills and examples.

Reviewed by Ziko (Ziad) Rizk, Computer Systems Faculty, LinnBenton Community College (LBCC) on 6/20/17

The book covers the project management topic very well. The author begins the book with why businesses should leverage project management, then moves on to the project definition, the project life cycle, the Project Management Institute (PMI) and... read more

The book covers the project management topic very well. The author begins the book with why businesses should leverage project management, then moves on to the project definition, the project life cycle, the Project Management Institute (PMI) and project methodologies, and finally to each phase of the project life cycle (initiation, planning, implementation, and closing). The book does include an index, a slide set for each chapter, and is available in several different formats (HTML, PDF, etc.)

The book is accurate, up-to-date, and unbiased. The implementation chapter is light. I think a complete chapter on monitoring and controlling would have added much value to the book.

The book content is up-to-date. While the project management field continue to evolve, and core processes and knowledge areas are mature and stable. The book is written in such a way that corrections and revisions will be straightforward to implement. Speaking of revisions, the author covers the five PMI process areas (initiation, planning, executing/implementation, monitoring and controlling, and closing); however, the implementation chapter is light with brief mention of the monitoring and controlling activities. A good chapter on monitoring and controlling would have add much value.

The book is easy to read and follow. While the author used many of the project management technical terminology, she did not go overboard. The majority of the chapters cover the content well.

The book is mostly consistent. The one inconsistent, I think, that requiring refinement is the project management processes. While the author used initiation, planning, implementation, and closing, the PMI uses initiation, planning, executing, monitoring and controlling, and closing. I think, it would be best to stay consistent with PMI.

The book is modular. The book consists of 19 different chapters. Each chapter focuses on a different project management topic. 9 of the 19 chapters focus on planning the different project management knowledge areas, which in my opinion, is appropriate.

The book is well organized and structured. The 19 chapters’ flow well. The content of flow of each chapter is also good. I already stated the implementation chapter is light and a separate chapter of monitoring and controlling would have added value.

The book interface is very good. As far as I can tell, there are no interface and navigation problems. The images and charts are clear and readable. A few of the images are busy and still readable.

The book grammar is very good. While I was not focusing much on grammar, no grammatical errors stood out.

The book is politically correct. I think, I would have noticed if the book was culturally insensitive.

I think, this is a good project management book. I think the implementation chapter should be renamed to executing and beefed up. I also think a new chapter on monitoring and controlling should be added. Finally, the planning chapters could be adjusted to align with the PMI knowledge areas.

Reviewed by Dave Amato, Adjunct Instructor, Portland Community College on 6/20/17

I think the book does a pretty good job of this although I think the representative graphics were difficult to view as part of the book content. They are too small and required enlargement if you wanted to try to get anything out of them. read more

I think the book does a pretty good job of this although I think the representative graphics were difficult to view as part of the book content. They are too small and required enlargement if you wanted to try to get anything out of them.

I was pleased with this aspect of the book.

As long as there are projects to manage, this book will be relevant. As an elementary guide to the process of project management it does a good job.

Many text books are pedantic and verbose. This one is not. Basic language drives to the elemental point.

I think the author did a very good job with her organization of the material, sequential steps and references.

The graphics are poor. I think there should be more use of charts and flow charts. The graphics provided are difficult to interpret or even see in the PDF version.

Grammatical Errors rating: 4

Cultural Relevance rating: 3

Very little opportunity in the subject matter to deal with cultural relevance. I found no insensitive or offensive references of any kind.

The graphics provided were frustrating. Given the nature of this subject, I believe more graphics should be provided; flow charts, story boards, scheduling forms, etc. I am a visual learner and find subjects like this are easier to grasp with visual aids and case studies. Some examples were used but I think following an actual, completed project; supported by photos of the product of the project management effort would be helpful in keeping the learners interest.

Table of Contents

  • 1. Project Management: Past and Present
  • 2. Project Management Overview
  • 3. The Project Life Cycle (Phases)
  • 4. Framework for Project Management
  • 5. Stakeholder Management
  • 6. Culture and Project Management
  • 7. Project Initiation
  • 8. Overview of Project Planning
  • 9. Scope Planning
  • 10. Project Schedule Planning
  • 11. Resource Planning
  • 12. Budget Planning
  • 13. Procurement Management
  • 14. Quality Planning
  • 15. Communication Planning
  • 16. Risk Management Planning
  • 17. Project Implementation Overview
  • 18. Project Completion
  • 19. Celebrate!
  • Appendix 1: Project Management PowerPoints
  • Appendix 2: Chapter Questions
  • Appendix 3: Chapter Audio Files
  • About the Author
  • Versioning History

Ancillary Material

About the book.

This book covers the basics of project management. This includes the process of initiation, planning, execution, control and close out that all projects share.

About the Contributors

Adrienne Watt holds a Computer Systems Diploma (BCIT), a Bachelors in Technology (BCIT) and a Master’s in Business Administration (City University).

Since 1989, Adrienne has worked as an educator and gained extensive experience developing and delivering business and technology curriculum to post-secondary students. During that time she ran a successful software development business. In the business she worked as an IT Professional in a variety of senior positions including Project Manager, Database Designer, Administrator and Business Analyst. Recently she has been exploring a wide range of technology related tools and processes to improve delivery methods and enhance learning for her students.

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  • © 1988

Project Planning and Management

An Integrated System for Improving Productivity

  • Louis J. Goodman 0

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Table of contents (10 chapters)

Front matter, introduction to the integrated project planning and management cycle (ippmc).

Louis J. Goodman

The IPPMC and Case Materials

Feasibility analysis and appraisal of projects, project evaluation.

  • John N. Hawkins

Guidelines for Writing IPPMC Case Histories

Hawaii geothermal project, hawaii bagasse pellets project, the trans-alaska pipeline system, lessons learned from selected ippmc case histories, summary and conclusions, back matter.

Book Title : Project Planning and Management

Book Subtitle : An Integrated System for Improving Productivity

Authors : Louis J. Goodman

DOI : https://doi.org/10.1007/978-1-4684-6587-7

Publisher : Springer New York, NY

eBook Packages : Springer Book Archive

Copyright Information : Van Nostrand Reinhold Company Inc. 1988

Softcover ISBN : 978-1-4684-6589-1 Published: 23 March 2012

eBook ISBN : 978-1-4684-6587-7 Published: 06 December 2012

Edition Number : 1

Number of Pages : 320

Topics : Operations Management

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Project Planning and Management pp 1–16 Cite as

Introduction to the Integrated Project Planning and Management Cycle (IPPMC)

  • Louis J. Goodman P.E. 2  

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The key to economic and social growth in all countries—developed or developing—is better management in all sectors: agriculture, industry, public works, education, public health, government. In the U.S. in recent years, investigators have studied waste and mismanagement on a wide range of construction projects, including nuclear power plants, in the federal government itself, and in numerous other situations. 1,2,3

  • Project Planning
  • Project Team
  • Feasibility Analysis
  • Project Cycle
  • Public Leadership

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“More Construction for the Money,” Summary Report of the Construction Industry Cost Effectiveness Project , New York: Business Roundtable, 1983.

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Easter, William T. and Sarchet, Bernard R. “B.S. Engineering Management Education: A Status Report,” Engineering Education , ASEE, Vol. 70, No. 4, January 1980, pp. 356–362.

Kocaoglu, Dundar R. “Master’s Degree Programs in Engineering Management,” Engineering Education , ASEE, Vol. 70, No. 4, January 1980, pp. 350–352.

Bennett, F. Lawrence. “Engineering Management Education.” Paper presented at the Engineering Education Breakfast, American Society of Civil Engineers, Annual Convention and Exposition, Hollywood, Florida, October 28, 1980.

Geistauts, George and Hauck, Vern. The Trans-Alaska Pipeline . Hawaii: East-West Center, Resource Systems Institute, August 1979.

Goodman, Louis J. “Project Management: The Need for Innovation,” TECHNOS 5, No. 4. Fort Collins: Colorado State University, 1976.

United Nations, “Second United Nations Development Decade: A System of Overall Review and Appraisal of the Objectives and Policies of the International Development Strategy.” New York: United Nations, 1971.

See, for example, “What Now: Another Development—The Dag Hammarskjold Report,” Development Dialogue , Special Issue. The Netherlands: Dag Hammarskjold Foundation, July 1975.

Waterson, Albert. Development Planning: Lessons of Experience . Baltimore: John Hopkins University Press, 1968, pp 249–267.

Baum, Warren C. “The World Bank Project Cycle,” Finance and Development . Washington, D.C., December 1978.

Goodman, Louis J. and Love, Ralph N., eds., Project Planning and Management: An Integrated Approach . New York: Pergamon Press, 1980.

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Goodman, L.J. (1988). Introduction to the Integrated Project Planning and Management Cycle (IPPMC). In: Project Planning and Management. Springer, Boston, MA. https://doi.org/10.1007/978-1-4684-6587-7_1

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Planning, build-up, implementation, and closeout.

Whether you’re in charge of developing a website, designing a car, moving a department to a new facility, updating an information system, or just about any other project (large or small), you’ll go through the same four phases of project management: planning, build-up, implementation, and closeout. Even though the phases have distinct qualities, they overlap.

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Free PDF Project Management Templates

By Kate Eby | August 7, 2023

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This article offers a roundup of our top PDF project management templates. Choose from a comprehensive selection of templates, with and without example copy. All of the templates are printable and free to download.

On this page, you’ll find a project management plan template , a project proposal template , a project closeout report , a project charter template , and many other project management forms.

Project Management Outline Template for Adobe PDF

Project Management Outline Example Template

Download the Sample Project Management Outline Template for Adobe PDF Download the Blank Project Management Outline Template for Adobe PDF

Create a project outline that includes high-level details related to objectives, scope of work, deliverables, and the project timeline. The sample version of this template shows an example outline for a brand awareness campaign. The blank version is a fillable PDF form that you can customize to meet your specific needs.

Learn more about how to write a project outline .

Project Management Plan Template for Adobe PDF

Project Management Plan Template

Download the Project Management Plan Template for Adobe PDF

This project management plan template allows you to create a comprehensive plan with a table of contents and preformatted tables. To use the template, download the fillable PDF document and enter your details. The template includes an appendix for additional reference documents and signature lines for approving the project plan.

For more planning tools, see our collection of free project management plan templates .

Adobe PDF Project Checklist Template

Project Checklist Template

Download the Project Checklist Template for Adobe PDF

Use this checklist template to track and manage tasks at each phase of a project . For each item on the list, enter the priority, status, assigned owner, and due date. Check items off the list as they are completed, and use the notes section for updates or reminders.

Adobe PDF Project Budget Template

Project Budget Template

Download the Project Budget Template for Adobe PDF

This template provides an outline for your project cost management plan and budget. Enter your information in the fillable sections, which include a plan overview, a cost variance action plan, a spending limit authorization, the management approach, a cost estimation, reporting and change control, and a project budget. The template also includes a version history for tracking revisions.

Read this guide to project cost management to learn more about the process.

Adobe PDF Project Proposal Template

Project Proposal Template

Download the Project Proposal Template for Adobe PDF

This simple one-page template for a project proposal covers the basics. At the top of the template, enter project details and contact information. Other fillable sections include a project summary, goals, benefits, projected schedule, budget, and resource requirements. At the bottom of the template, you’ll find space for a signature and due date for approving the proposal.

Adobe PDF Project Charter Template

Project Charter Example Template

Download the Sample Project Charter Template for Adobe PDF Download the Blank Project Charter Template for Adobe PDF

Download the sample version of this project charter to view a template with example data. Viewing a filled-in document provides a clear picture of how your completed charter will appear. The blank version is a fillable PDF form, which can be combined with and serve as a concise breakdown of your narrative written charter. The template provides sections with alternating colors and preformatted tables for a readable document that is easy to use.

Learn more about how to write a project charter .

Project Communication Plan Template for Adobe PDF

Project Communication Plan Example Template

Download the Sample Project Communication Plan Template for Adobe PDF Download the Blank Project Communication Plan Template for Adobe PDF

Designed for project teams, these communication plan templates list communication goals, the roles of team members, and communication channels. Use the second page to add detailed info on meetings, reports, and other communication types. Download the sample template to see an example project communication plan for a software development team.

Get expert tips on how to create a project communication plan .

Adobe PDF Project Closeout Template

Project Closeout Template

Download the Project Closeout Template for Adobe PDF

This project closeout template provides a thorough outline for a final report. Add your text to the fillable sections for project summary and outcomes, lessons learned , performance review, and future recommendations. Document revisions and list stakeholder roles and responsibilities in the space provided on the second page.

Learn more about everything involved in closing a project .

Project Execution Plan Template for Adobe PDF

Project Execution Plan Example Template

Download the Sample Project Execution Plan Template for Adobe PDF Download the Blank Project Execution Plan Template for Adobe PDF

View the sample version of this template to see how a completed project execution plan will appear. Use the blank template to create your own plan. Enter your project details, including scope, goals, quality and technical specifications, resource allocation, and schedule to complete the document.

Learn about creating a project execution plan and everything you’ll need to get started.

Project Status Report Template for Adobe PDF

Project Status Report Template

Download the Project Status Report Template for Adobe PDF

This progress report template can be used for any time period. The simple layout and preformatted tables allow for a concise status report. Enter the project title, estimated completion date, and project manager name at the top of the template. Use the sections below to report on key risks and issues, task timelines, and other project status updates.

Adobe PDF Project Schedule Template

Project Schedule Template

Download the Project Schedule Template for Adobe PDF

This schedule template helps you track the progress of individual tasks and your project as a whole. At the top of the template, enter the project name, starting and ending dates, deliverables, and overall progress. In the table below, list project activities and assigned owners, and add a timeline, duration, and status for each task. This is a fillable, reusable template for planning and tracking project tasks.

Learn more about a project schedule and how to make one.

Adobe PDF Project Scope Template

Simple Project Scope Template

Download the Project Scope Template for Adobe PDF

Create a project scope statement that includes objectives, deliverables, assumptions, and constraints. Link to a work breakdown structure to include a complete list of project tasks. The template also provides a section for describing activities and deliverables that are out of the project’s scope. 

Read this project scope management guide to learn more.

Adobe PDF Project Overview Template

Project Overview Sample Template

Download the Sample Project Overview Template for Adobe PDF Download the Blank Project Overview Template for Adobe PDF

Organize the key elements of your project plan into a succinct summary. Download the sample version of this template to see an example project overview for a marketing campaign. Use the template to provide stakeholders with an overview of the project scope, deliverables, proposed schedule, budget, and other important details.

Project Change Control Template for Adobe PDF

Project Change Control Example Template

Download the Sample Project Change Control Template for Adobe PDF Download the Blank Project Change Control Template for Adobe PDF

Manage change requests with this fillable PDF form. To see an example project change control template, download the sample version. The template includes details about the change request and evaluation, a section for approval or rejection, and a change control tracking sheet. The control sheet lists each change request with dates for evaluation and approval.

Adobe PDF Project Brief Template

Project Brief Sample Template

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Keep stakeholders informed with a high-level overview of your project. This simple project brief template covers basic project elements, including goals, team members, budget, and timeframe. To get a sense of how a completed project brief will appear, download and view the sample version of this template.

Adobe PDF Project Initiation Template

Project Initiation Template

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Define the requirements and purpose of your project with this project initiation template. Use the fillable fields to add your project summary, objectives, selection criteria, project performance, and more.

Project Risk Assessment Template for Adobe PDF

Project Risk Assessment Template

Download the Project Risk Assessment Template for Adobe PDF

Use this template to assess project risks before and after implementing mitigation actions. The template includes a tracking sheet for listing risks, potential severity and likelihood, and remedies. It also provides a risk rating key to help you assess risks and determine whether to proceed, take mitigation efforts, seek support, or put an activity or project on hold.

Read this project risk assessments guide to find tips and more tools.

Adobe PDF Project Sign-Off Template

Simple Project Sign-Off Template

Download the Project Sign-Off Template for Adobe PDF

This project sign-off sheet provides an acceptance statement with approval signatures and a table for listing unresolved issues. Enter your data into the fillable fields, or use the PDF as a model for creating your own customized project sign-off template.

Project Management Rubric Template for Adobe PDF

Project Management Rubric Template

Download the Project Management Rubric Template for Adobe PDF

This printable rubric template offers a method for evaluating how well a project was managed. The template includes a scoring scale and sections for reviewing project initiation, planning, execution, monitoring, and closure. Project managers can use this rubric as a tool for self-reflection and learning. 

For more free downloads, see our broad selection of project management templates , which includes templates for Agile and construction project management.

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Lecture Notes for Project Management

Chapter 3 project planning.

  • Once a project is selected for execution, the structural project planning approach prescribes that the project get planned in detail prior to the actual start of the project.
  • The goal of the risk management stage is to identify project risks and take the necessary precautions.
  • The goal of project scheduling is to make a detailed schedule of all the tasks that need to performed, with specific time frames and resource allocations.

3.1 Risk Management

  • In projects, there is always some uncertainty about the schedule, the costs and the quality of the end product.
  • Project management is to some extent risk management which tries to systematically manage this uncertainty in order to increase the likelihood of meeting project objectives
  • Known unknowns: Identified potential problems. One doesn’t know exactly what will happen, but one is aware of the risks and their potential to damage the project. One can prepare for these risks.
  • Unknown unknowns: These relate to problems that arrive unexpectedly and cannot be anticipated. However, good project managers still expect these to happen.
  • All project management activities can be considered as managing risk, but the risk management process is a specific set of activities performed consciously to identify and manage risks on the project.
  • Business risk relates to creating the right project output. Business risk is seldom the responsibility of the project manager, but rather of the project owner.
  • Project risk relates to making sure the project produces the promised results within budget and on time. This is the responsibility of the project manager.

3.1.1 Risk Management Framework

  • Identify Risks: Find all the factors that threaten project objectives.
  • Analyse and prioritize: Assess each risk in terms of its possible damage and likelihood of occurrence.
  • Develop a response: Create strategies for reducing the possible damage and/or probability the risk will occur.
  • Establish reserves: Set aside additional funding for the project that will be used for known risks and unknown risks.
  • Continuous risk management: Implement strategies and monitor the effects of these changes on the project.

3.1.1.1 Step one: Identify the risks

  • Organize brainstorm sessions with stakeholders to gather potential risks. Generate a list as big as possible with potential risks. Once you have a list of potential risks, organize them by combining similar risks and order this list by magnitude and probability of the risk.
  • Another approach to identify risks is by means of interviews, which is a more structured approach than brainstorming.
  • To support the identification of project risks, one could use a risk profile. This is a list of questions that address traditional areas of uncertainty on projects. Creating such a risk profile should be an ongoing process, such that the end of the project, what has been learned will incorporated into the profile.
  • Another source of risk identification is the other main activity during project planning, i.e. the process of estimating schedules and budgets. Activities and tasks which are hard to estimate often imply a substantial amount of uncertainty. Identifying the cause of this uncertainty will most likely reveal project risks.
  • Note that the goal of this step is NOT (yet) to identify ways to minimize or eliminate risks. The goal is only to identify risks.

3.1.1.2 Step two: Analyze and prioritize the risks

  • To identify the importance of risks, one has to take two dimensions into account, i.e. the likelihood of occurrence and the impact if the risks becomes reality.
  • After creating an initial list of potential risks, a first step is to quickly eliminate risks from your list which are not worth worrying. Next, one should sort the remaining risks in order of importance. This step should be performed quickly and based on intuition.
  • A next step could be to concisely describe and analyse the remaining risks by clearly formulating the condition which causes the uncertainty as well as the consequence of this situation in terms of the possible negative outcomes.
  • Once the risks are defined, the consequences in terms of cost, schedule and damage to the project must be described as well.
  • Finally, each risk must also receive an estimate of the probability that the risk will actually occur.
  • Providing an exact estimate of both the impact and the probability of occurrence is often difficult. This should never be an excuse to skip this step. Instead, when exact estimates are difficult to obtain, one could switch to an ordinal scale with e.g. three categories (from 1 to 3, representing respectively a low, medium or high impact/probability).

3.1.1.3 Step three: Develop Response Plans

  • A first step is to identify those risks that are within the control of the project team and those that are not.
  • Accept the risks. This implies that you understand the risk and decide to do nothing about it. This is a common strategy when the impact or the probability are low.
  • Avoid the risk. You can try to avoid a risk by choosing not do to specific parts of the project or by selecting a lower-risk option for meeting the project goals.
  • Contingency plans. When you cannot ignore, nor avoid the risk and have no impact on the probability, you can try to reduce the negative impact and have a fall-back plan in place when the risk becomes reality. Note that contingency plans require a continuous monitoring of the risks, such that you can activate the continuous plans on time. This implies that this strategy can only be efficient if there is a way to detect the risk on time.
  • Transfer the risk. This strategy typically boils down to paying for insurance. Another approach is setting up a fixed-price contract that will get the work done on time for a fixed price. Note that this could however introduce new risks as more external parties get involved.
  • Mitigate the risk. This strategy tries to reduce the risk and more particularly the probability that the risk occurs. This often implies taking extra actions.

3.1.1.4 Step four: Establish Contingency and Reserve Funds

  • Once the strategies are determined, (financial) reserves must be set aside to allow the strategies to be implemented. Such contingency and reserve funds serve the purpose to account for known un-knowns.
  • Unknown unknowns are never accounted for by such reserves. Instead, management reserves must be used for risks that cannot be anticipated. Risk management only deals with anticipated risks.

3.1.1.5 Step five: Continuous Risk Management

  • Monitoring known risks.
  • Checking for new risks.
  • Repeating the risk management framework for newly identified risks.

3.2 Project Scheduling

  • A second element of the project planning stage is the development of a detailed project schedule.
  • The classical approach of project management relies heavily on upfront planning. We first plan everything prior to execution.
  • Develop a work breakdown structure.
  • Identify task relationships.
  • Estimate work packages.
  • Calculate initial schedule.
  • Assign and level resources.

3.2.1 Work Breakdown Structure

  • A first step is to break down the work into smaller pieces of work which make it easier to accurately estimate the required time and resources. This is typically achieved by developing the Work Breakdown Structure (WBS) of a project, which is a tool for breaking down a project into its component parts.
  • The work breakdown structure identifies all the tasks/deliverables in a project and can be set up graphically or as an textual outline. Traditionally, a WBS focussed on tasks, more recently there has been a shift towards deliverables.
  • Provide a detailed illustration of project scope.
  • Monitor progress. The tasks on the WBS become the basis for monitoring progress, because each is a measurable unit of work.
  • Create accurate cost and schedule estimates.
  • Build project teams as it provides clear work assignments to the team members and provides an overview how his or her work fit into the overall effort.
  • Summary tasks. A summary tasks includes several subordinate tasks and is not actually executed. Its purpose is to summarize more detailed tasks, called work packages.
  • Work packages. These are the tasks that actually require execution.
  • E.g. Creating manual can be the summary tasks which consists of the work packages writing content, setting layout, proofreading and printing manual.
  • List the major deliverables or high-level tasks.
  • Name all the tasks required to produce deliverables.
  • Organize the WBS.

3.2.1.1 WBS Step One: Start from the top

  • A WBS is typically developed in a top-down approach. You can start from the deliverables mentioned in the statement-of-work and turn them into the major summary tasks.

3.2.1.2 WBS Step Two: Identify all tasks required to produce deliverables

  • The next step is to break down each task into lower-level, more detailed tasks required to produce the deliverable.
  • This is often the most difficult step in the planning process and requires a good understanding of how to produce the project outcome.
  • Give each task (work package and summary task) a name that describes an activity which produces some specific output. Therefore, the naming of activities typically follow the “verb-noun” format.
  • Try to avoid open-ended tasks such as “read literature” as these could go on indefinitely.
  • Try to avoid tasks that don’t clearly describe the action which is required, such as e.g. “literature”.
  • No task should be smaller than 8 labour hours or larger than 80. (These limits might need adjustment depending on the kind of project and availability of non-stop working time).
  • No task should be longer than the time between two reporting meetings.
  • It makes the task easier to estimate.
  • It makes the task easier to assign.
  • It makes the task easier to track.

3.2.1.3 WBS Step Three: Organize the WBS

  • Once all the work packages are identified, rearrange them in the most appropriate way.
  • In this step, one often creates new summary tasks and put work packages in new/other summary packages.
  • Different ways of organizing work packages emphasizes different aspects of a project.
  • Make sure that summary tasks are meaningful as their sole purpose is for communication or visibility. These summary tasks communicate what your project is about.
  • Also make sure that the work packages underneath the summary task add up to the summary task. When one has completed all the work packages, the result automatically be that the summary task is completed.

3.2.2 Identify task relationships

  • The sequence in which detailed tasks - work packages - are performed is determined by the relationship between the tasks.
  • Any time a series of tasks is performed, there will be sequence constraints, i.e. some tasks need to be performed before others.
  • Task relationships (arrows) should only be shown between work packages (and not summary tasks).
  • Task relationships should only reflect sequence constraints between work packages, not resource constraints.
  • Milestones are useful anchors. They provide a quick overview how the project progresses.
  • Milestones can be used to mark input from one party to another. It illustrates when the project delivers something to its stakeholders.
  • Milestone allows visualization of events that aren’t represented by a work package or summary task.
  • Finish-to-start relationship. The subsequent activity can only start when then preceding activity finished.
  • Start-to-start relationship. The subsequent activity can already/only start when the preceding activity started.
  • Finish-to-finish relationship. The subsequent activity can start independently of its predecessor, but cannot finish before the predecessor finishes.

3.2.3 Estimate Work Packages

  • Now that the project is broken down into smaller, estimable work packages, the goal is to estimate the duration of each work package.
  • Note that the duration is the time between initiation to completion.

3.2.4 Calculate an Initial Schedule

  • Now that the work packages and their duration and interdependencies are identified, one can start estimating the duration of the project.
  • The first step is to perform a forward pass. This will allow you to determine the earliest starting point (ES) and finish time (EF). The EF of a task equals the ES plus its duration. The ES of a task equals the latest EF of all its direct predecessors. The forward pass starts with the first task, whose ES equals the starting time of the project.
  • The next step is to perform a backward pass. This allows one to determine the latest start time (LS) and latest finish time (LF) of each task. The LS time equals the LF minus its duration. The LF of a task equals the earliest LS of all its direct successors. The backward pass starts with the last task, whose LF equals the project deadline.
  • The set of tasks which zero or negative float is the critical path. Any delay in the critical path will automatically result in a delay in the project (unless corrective actions are taken).

3.2.5 Assign and level resources.

  • Now that the schedule is made, it is time to assign resources to the schedule. It’s goal is to do so in order to optimize the use of people and equipment to the project.
  • It begins with the assumption that, whenever possible, it is most productive to have consistent, continuous use of the fewest resources possible. In other words, try to avoid repeatedly adding and removing resources time and again throughout the project.
  • This goal is achieved by the act of resource levelling which focusses only on people and equipment, not materials. The amount materials needed is dictated by the specifications.
  • Forecast the resource requirements throughout the project for the initial schedule.
  • Identify the resource peaks.
  • At each peak, delay non-critical tasks within their float.
  • Eliminate the remaining peaks by re-evaluating the work package estimates.

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Project Planning and Management

Profile image of Sabawoon Gahiz

Every project, regardless of scope or complexity, goes through a series of stages from conception to completion. These phases of a project life cycle are synonymous to life cycle of living beings. There is no universal consensus on the number of phases in a project cycle. an understanding of the life cycle is important to successful completion of the project as it facilitates typical project consists of four phases: conceptualization (initiation), planning, execution and termination (closure). each phase is marked by one or more deliverables such as concept note, feasibility report, implementation plan, HRD plan, resource allocation plan, evaluation report etc.

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This paper goes on the record and challenges the definitions of “life cycle” and “life span” terminology Kik Piney and Dr. Ken Smith used in their respective articles AND to clarify the confusion between the names of the Asset Life Span PHASES and the PROCESS GROUPINGS, which unfortunately, share similar names and are frequently confused. Ref Piney, C. (2023). On the Subject of Project Life Cycle Terminology, Letter to the Editor, PMWorld Journal, Vol. XII, Issue VII, July https://pmworldjournal.com/article/on-project-life-cycleterminology Ref: Smith, K. F. (2023). Project Life Cycle * Sophie’s Choice: What’s in a Word? Commentary, PM World Journal, Vol. XII, Issue VI, June. Available online at https://pmworldlibrary.net/wpcontent/uploads/2023/06/pmwj130-Jun2023-Smith-project-life-cycle-sophies-choice-2.pdf

ATLANTIC INTERNATIONAL UNIVERSITY

Usman Aleshinloye

Project management principles are the tools and techniques required to the successfully deliver a product or service, the diligent integration of these principles' aids in the attainment of an organization's goals and objectives; these objectives could include an expansion project, a fresh endeavor, or to deliver a product or service. An objective is defined as an outcome toward which work is to be directed, a strategic position to be attained a purpose to be achieved; as a result, to be obtained, a result to be produced, or a service to be performed. (Project Management Institute, 2017). The vast range of project types that exist makes it almost impossible to define one set of processes that applies to all; however, every Project goes through five fundamental stages: • Initiating the Project • Planning for execution • Executing the Project • Monitoring and controlling the Project and • Closing the Project. These five steps form the life cycle of any project, the performance of managers in the integration of these steps tends to determine the success or failure of the Project. Projects vary considerably across different disciplines, industries, organizations, and locations… for most projects, these phases are essentially sequential, with the completion of an earlier phase being input to the start of a latter phase. (Adeola, 2019) This paper seeks to present the necessary processes and procedures, tools, and techniques that form the required mix for the proper integration of all the necessary elements of a project lifecycle. Under the Initiating stage, the paper looks at the process of authorizing the Project, at the Planning stage, it develops tools and techniques on how the works will be executed and managed. The Execution stage describes how the works are to be executed relative to all pre-developed baselines while the Monitoring and Controlling phase ensures strict adherence to all agreed plans and where changes are necessary, these are documented and accepted or rejected. In the closing phase, the paper describes the fundamental process for closing out a project, where project knowledge and lessons learned collected in the course of the Project are properly documented and stored away for future use. This paper covers the integration of the earlier mentioned five steps; it also seeks to explain how these processes are related from the point of view of their sequential arrangement and how they can effectively deliver a project on time, within budget, and within expected deliverables. The five steps provide inputs into each other, the initiating provides inputs to the planning, the planning provides input into the executing, and the executing delivers the product or service for closing while monitoring and controlling runs throughout the lifecycle of the Project, providing inputs as required.

Industrial Project Management

Adedeji Badiru

Emils Pulmanis

The initialization process is one of the most essential constituents of the construction project management model because it incorporates such key conditions as preliminary project analysis, enabling development of the project’s basic concepts on its basis. As a result of the research, alternatives are evaluated and decisions are taken with respect to further action; data analysis in turn provides ground for the basic concepts, which serve as a basis for the detailed concept development, where the project process planning takes into account certain time and resource limitations. The purpose of the article is to analyze, based on the basic principles of project management, already implemented construction projects, deficiencies in their initialization process causing incorrect project plan (bid) development, which in turn affects the further project implementation process, not only in terms of time and financial resources, but also regarding achievement of certain quality indicators....

Jana Kostalova

The project management theory and standards offer a wide range of project management methods and tools. To ensure the maximum possible effectiveness of application of a particular methods or tools, it is necessary to assess suitability of their application within project life cycle stages, and also their suitability from the point of view of the type of the solved project. The paper authors aimed to identify suitable project management methods and tools, and assess their applicability from the point of view of individual project life cycle stages and from the point of view of the type of the solved projects.

Project Management Journal

Didier Gourc , Germain Lacoste

International Journal of Industrial Management

rahah ismail

Victor Tembo

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IMAGES

  1. Project Management Basics PDF Infographics

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  2. FREE 7+ Sample Project Planning Templates in MS Word

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  3. 48 Professional Project Plan Templates [Excel, Word, PDF]

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  4. Planning Team Projects Guidelines and Template (9-page PDF document

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  5. 48 Professional Project Plan Templates [Excel, Word, PDF]

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  6. Project Management Processes and Phases

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VIDEO

  1. Mastering Project Schedule Management: A Comprehensive Guide to Timely Success

  2. What is Project Planning ?

  3. Project Management

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  6. Supercharge Your Projects: Expert Tips for Effective Planning

COMMENTS

  1. PDF Introduction to Project Planning and Development

    1. Have an overview of the project planning and development process. 2. Complete activities that incorporate the 11 steps of project development. The Project Cycle The process of planning and managing projects follows a logical, continuous cycle. Each phase of the project leads to the next.

  2. PDF 12 Principles of Project Management

    Design the project development approach based on the context of the project, its objectives, stakeholders, governance, and the environment using "just enough" process to achieve the desired outcome while maximizing value, managing cost, and enhancing speed. Each project is unique.

  3. PDF Fundamentals of Project Management 4th Edition

    Chapter 1 An Overview of Project Management 1 Chapter 2 The Role of the Project Manager 24 Chapter 3 Planning the Project 32 Chapter 4 Developing a Mission, Vision, Goals, and Objectives for the Project 45 Chapter 5 Creating the Project Risk Plan 55 Chapter 6 Using the Work Breakdown Structure to Plan a Project 68 Chapter 7 Scheduling Project ...

  4. PDF PMBOK Guide

    AND The Stˇndˇrd for Project Mˇnˇgement Seventh Edition A ide to the Project Mˇnˇgement Bod of nowledge PMBO ® UIDE ANSI/PMI 99 001 2021 GLOBAL STANDARD PMBOK® Guide - Seventh Edition AND The Standard for Project Management Over the past few years, emerging technology, new approaches, and rapid market changes

  5. PDF Chapter 11 Project Planning and Project Management

    Project Scope Management—Defining and controlling the functions that are to be included in the system Project Time Management—Creating a detailed schedule of all project tasks and monitoring the progress Project Cost Management—Calculating the initial cost/benefit analysis Project Quality Management—Establishing a comprehensive plan for ...

  6. PDF APM Introduction to Project Planning

    The APM Body of Knowledge (APM BoK) defines project management as 'the process by which projects are defined, planned, monitored, controlled and delivered so that agreed benefits are realised.'. The APM BoK defines planning as 'the process of identifying the means, resources and actions necessary to accomplish an objective.'.

  7. PDF Project Management Absolute Beginner's Guide

    Editor-in-Chief Greg Wiegand Executive Editor Loretta Yates Development Editor Charlotte Kughen Managing Editor Sandra Schroeder Project Editor Seth Kerney

  8. Project Management

    A comprehensive book on the basics of project management, covering the process of initiation, planning, execution, control and close out. The book includes chapters on scope, schedule, resource, budget, procurement, quality, communication, risk and implementation planning.

  9. Project Planning and Management

    Project Planning and Management An Integrated System for Improving Productivity. Home. Book. Project Planning and Management Authors: Louis J ... Available as PDF; Read on any device; Instant download; Own it forever; Buy eBook. Softcover Book USD 109.99 . Price excludes VAT (USA)

  10. PDF FUNDAMENTALS OF PROJECT PLANNING AND MANAGEMENT

    In this course, you will learn the basics of project planning and management so you can run effective projects at work or in daily life. Outline: Learn how to ensure your projects run smoothly. Projects are all around us. Virtually every organisation runs projects, either formally or informally.

  11. PDF 1. Introduction to Project Management

    1. Introduction to Project Management Introduction Realization of these objectives requires systematic planning and careful implementation. To this effect, application of knowledge, skill, tools and techniques in the project environment, refers to project management.

  12. PDF A Practical Guide to Project Planning

    A Practical Guide to Project Planning Figure 1.1 Figure 2.1 Figure 3.1 Figure 3.2 Figure 3.3 Figure 3.4 Figure 3.5 Figure 3.6 Figure 4.1 Figure 4.2 Figure 4.3 Figure 4.4 Figure 4.5 Figure 4.6 Figure 4.7 Figure 4.8 Figure 4.9 The four main stages of planning 5 Inputs, activities and outputs of Defining the Plan 9

  13. PDF Introduction to the Integrated Project Planning and Management Cycle

    Introduction to the Integrated Project Planning and Management Cycle (lPPMC) A BRIEF OVERVIEW OF MANAGEMENT PROBLEMS The key to economic and social growth in all countries-developed or devel oping-is better management in all sectors: agriculture, industry, public works, education, public health, government.

  14. The Four Phases of Project Management

    The Four Phases of Project Management. Planning, build-up, implementation, and closeout. Whether you're in charge of developing a website, designing a car, moving a department to a new facility ...

  15. (PDF) PROJECT MANAGEMENT HANDBOOK

    ISBN: 978-951-799-452-1 (online) Authors: Kirsi Aaltola VTT Technical Research Centre of Finland Abstract and Figures he main objectives of this Project Management Handbook (PMH) are to raise...

  16. Chapter 1 An Introduction to Project Management

    Project Management itself consists of methods, theories and techniques to manage the complexity of project work. As a discipline it has evolved over the past 60 years under the umbrella of several standards organizations, such as the Project Management Institute and the International Project Management Association.

  17. Project management : planning and control techniques

    Project management : planning and control techniques by Burke, Rory, 1952-Publication date 2006 Topics Project management, Project management -- Computer programs, Project management, Project management -- Computer programs Publisher [United Kingdom?] : Burke Pub. Collection printdisabled; internetarchivebooks Contributor

  18. Free PDF Project Management Templates

    Download the Blank Project Management Outline Template for Adobe PDF. Create a project outline that includes high-level details related to objectives, scope of work, deliverables, and the project timeline. The sample version of this template shows an example outline for a brand awareness campaign. The blank version is a fillable PDF form that ...

  19. Chapter 3 Project Planning

    Chapter 3. Project Planning. Once a project is selected for execution, the structural project planning approach prescribes that the project get planned in detail prior to the actual start of the project. Project planning consists of two main stages: Risk Management and Project Scheduling. The goal of the risk management stage is to identify ...

  20. (PDF) Project Planning and Management

    The vast range of project types that exist makes it almost impossible to define one set of processes that applies to all; however, every Project goes through five fundamental stages: • Initiating the Project • Planning for execution • Executing the Project • Monitoring and controlling the Project and • Closing the Project.

  21. (PDF) PROCESS OF PROJECT PLANNING AND SCHEDULING

    Download full-text PDF Read full-text. Download full-text PDF. Read full-text. Download citation. ... This chapter focuses in the very core of project management that is the planning, scheduling ...

  22. PROJECT PLANNING AND MANAGEMENT

    MODULE OUTLINE • Overview of project planning and management • Introduction to project planning and Management • The project lifecycle • Health needs assessment and situation analysis • Feasibility studies and project investment criteria • Writing project proposals (General format) • Implementation of projects in healthcare • Projects implementa...

  23. 8 Tips for Developing Your Leadership Skills

    Read more: 8 Management Styles in Business. 3. Target specific skills. After you identify your areas of strength and weakness, you can choose the specific leadership skills you want to target. With a particular skill in mind, you can set a goal, develop a plan to meet it, and monitor your progress.

  24. PDF BART Agreement Number: 6M8143 Approval Date: 08/02/23 Revised Date: 02

    The project scope Will focus on the Project Controls, Data Analysis/Management, and Reporting division functions as augmented staff support The consultant team Will perform the following duties and responsibilities: a) Plan, review, and schedule appropriate meetings, calendar alerts, and progress updates