This training was about exposing the employees of the Lagos State Public Service to the Contemporary Project Management Practices they can adopt to Enhance Project Delivery in the Pandemic Era for the Lagos State Public Service. Upon successful completion of the training, participants s were to apply the generally recognized practices of project management acknowledged by the Project Management Institute (PMI) to successfully manage projects by: • Getting started with project management fundamentals. • Identifying organizational influences and project life cycle. • Working with project management processes. • Initiating a project. • Planning a project. • Planning for project time management. • Planning project budget, quality, and communications. • Planning for risk, procurements, and stakeholder management. • Executing a project. • Managing project work, scope, schedules, and cost. • Controlling a project. • Closing a project.

1. Theme: Project Management Practices
Zoom Link: http://bit.ly/BPPPMPTrainingDay1
Training Topic:
Adopting Contemporary
Project Management Practices
to Enhance Project Delivery in the Pandemic Era
for the Lagos State Public Service.
BPPEnergy Consulting

2. Presented by: BPP Energy Consulting Limited
Zoom Link: http://bit.ly/BPPPMPTrainingDay1
Organized by:
The Lagos State Ministry of Establishments,
Training and Pension.
Delivered by: MR. IMOH ETUK
Date: 02-06-2021

3. BPP
Executive
Brief
Core
Objectives
Ground
Rules

4. Wednesday 2nd June 2021
Day 1 Schedule
10:00am – 10:35am
5mins break
Overview – Getting Started with Project Management
 Contemporary Project Management Practice
 Project Management Tools and Techniques
 Implications for the Project Manager
11:40 – 12: 15pm
5mins break
 COVID-19: The new reality for project management
 Observations and key lessons
 Themes for delivery of projects in response to the COVID-19 crisis
 Predictions on Project delivery disciplines
12:20pm – 12:55pm
5mins break
 Project Management Methodologies Best Suited For Project Delivery in COVID-19 Era
1:00pm – 1:35pm
5mins break
 Project Management and the Business
 Project Management and the Organization
 Identify Organizational Influences
1:40 pm – 2:15pm
5mins break
 Project Stakeholders and Governance
 The Project Team
 The Project Life Cycle and Processes
2:20pm – 2:45pm
15mins Q & A Session
 Project Management Knowledge Areas
 Identify Project Information
 Conclusion
 Questions & Answer Sessions

5. First Session
Getting Started with
Project Management

6. What is Project Management?
As defined by Gartner , project management is “the
application of knowledge, skills, tools and techniques to
project activities to meet the project requirements”.
In other words, Project management can be defined as the
process of creating, organizing, and executing a plan to meet
specific goals. However, project management is much greater
than its definition. It’s a vast subject covering a wide variety of
topics.

7. Project Management in summary
 The management of activities
concerned with achieving a
set of specific goals.
 Responsibilities:
 Determining project goals
 Managing budgets and
resources
 Reporting Progress
 Evaluating efficiency and
effectiveness

8. Why use Project Management?
 Improved communication among the project
team
 Increased understanding of the project and its
purpose
 Clarification of, and alignment with
organizational goals
 Prioritization of functional and project
activities
 And many, many more!

9. What is a Project?
A unique, transient endeavor, undertaken to achieve
planned objectives, which could be defined in terms of
outputs, outcomes or benefits.
Time, cost and quality are the building blocks of every
project.
 Time: scheduling is a collection of techniques used to
develop and present schedules that show when work
will be performed.
 Cost: how are necessary funds acquired and finances
managed?
 Quality: how will fitness for purpose of the deliverables
and management processes be assured?

10. What is a Project Cont’d?

11. Components of Project Management Plan
 Scope Statement - This is one of the fundamental responsibilities of a
project manager, to know and maintain the boundaries of the project.
 Summary - This section describes the nature of the project
deliverables created to satisfy the project requirements and organization
needs.
Policy and Procedures - This section will describe the procedures that
will be used to control the project.
Schedules - This section describes in detail the schedules and logs that
define the detailed plans for the project.
The creation of the project management plan starts in the concept
phase and is finalized at the end of the definition stage of the
project lifecycle.
Major components of the project management plan are:

12. Components of Project Management Cnt’d
 Timeline plans - This section defines who is responsible for the
completion of each part of the project including such things as delegation
of authority within the projects
Risk Register - Above everything else a project manager is a leader, and
one of the most important traits of leadership is to prepare for the
unexpected.

13. Second Session
Contemporary Project Management
Practice - COVID-19: The new reality for
project management

14. COVID-19: The new reality for project management
Coronavirus (COVID-19) impacts have tested the ability of project
manager to effectively deliver projects.
As we start to return to a new normal, we consider what this will
look like for project management, and what changes, short term
or enduring, we will see.
To prepare for this next stage, project managers sought to
identify learning and themes from a range of on-going projects
and programs in different sectors to develop a view of what is
needed across the multiple time horizons over which the world
will return back to normal

15. Observations and key lessons
The COVID-19 pandemic has highlighted that our working environments
are characterized by volatility, uncertainty, complexity and ambiguity.
How each organization is adapting to the current challenges differs, but
there appears to be four common horizons of response and subsequent
impact to effective project delivery.
Horizon 0 – Reaction. Plan shifting to working remotely
 Horizon 1 – Resilience. Conduct a reassessment of the underpinning
business case to know how you’re reacting to the changing external
business environment
Horizon 2 – Recovery. Having set the new direction, it is now in the
hands of the project manager to create ways and means to enable a
stable and timely delivery of their adjusted projects.
Horizon 3 – The New Reality. As we return to a new normal, it’s likely
that a number of ways of working will be changed forever.

16. Actions relevant to the four horizons

17. Themes for delivery of projects in response to
the COVID-19 crisis
Theme 1: Project delivery disciplines
Projects with organized and defined scope, schedules and governance
structures have adapted better to the current reality.
Observations
 Projects and programs with clear delivery structures, typically led by
experienced and professional project managers, have been better
able to pivot to the new operating rhythms as the documented scope,
plans and governance regimes more effectively withstood the change
impact.
 Conversely, projects being led by project managers with limited
experience, or those juggling other work, with ad-hoc plans and
governance structures have struggled to withstand the changes. Such
projects often require significant effort to establish engagement with
stakeholders to enable effective decision making in remote working
situations.

18. Predictions on Project delivery disciplines
Predictions: More agile, more discipline
 Momentum to increase the adoption of agile thinking in the project
delivery world will increase as organizations recognize the importance
of being able to pivot quickly and maintain focus on benefits delivery
in achievable windows.
 This will be accompanied by an increased emphasis and recognition of
the importance of key project delivery frameworks and disciplines
such as governance committee meetings accompanied by
documented delivery plans, change management processes plus risk
and issues tools.
 The value of the professional project manager will increasingly be
recognized as important to manage the complexities surrounding
scope and in handling stakeholder engagements.

19. Theme 2: The role of the project Manager
Working remotely has highlighted the importance of clear accountability
and outcome ownership structures supporting projects. Emphasis has
also been placed on the need to have clarity of purpose to enable project
activities to pivot quickly and appropriately when responding to
uncertainty and change.
Observations
 Projects that have struggled to adapt to the change in working
conditions have often been met with confusion or uncertainty when
confronted by the need to change direction or deal with limited access
to key resources.
 The imperative to establish good governance practices and executive
involvement to provide support and guidance to projects is difficult to
achieve on the run.
 For many client projects, the role of the sponsor to assist the project
manager has been decisive to provide guidance and assistance when
dealing with significant changes in the external environment.

20. Theme 2: The role of the project Manager
Predictions
 Organizations will invest more in defining, supporting and building
capability within the role of the sponsor to make this more business-
as-usual for the way investment projects are established and run.
 We will see some form of accreditation for project sponsors/business
owners emerge to begin the professionalization of this critical role.
 Project and program managers will need a regular rhythm of steering
committee meetings and related documents such as reporting tools
and issues escalation processes built into the DNA of their projects,
ensuring project leadership is fully informed and involved in the
decision-making.

21. Theme 3: Stakeholder engagement
The rapid adoption of collaboration tools has been critical in keeping
stakeholders engaged and maintaining relevance of project activities.
Unfortunately, not all projects have been able to pivot quickly enough.
Observations
 Remote engagement – quicker and better attended meetings but a
loss of water cooler conversations.
 More formal conversations online leading to poorer outcomes in
terms of transfer of understanding.
 Experienced project managers who use layers of communication
to convey information have kept stakeholders engaged and
momentum.
 The 2019 AIPM and KPMG Project Management Survey identified
that 51 percent of organizations were using collaboration software
to support project delivery.

22. Theme 3: Stakeholder engagement
Predictions
 Increased adoption of project management and collaboration
software to facilitate stakeholder communications,
accompanied by documented delivery plans, change
management processes and risk and issues tools.
 Project managers will need to develop their communication
skills and ability to creatively convey information to their
stakeholders.

23. Theme 4: Management of project resources
With the likelihood that increased remote working and virtual teaming is here to
stay, we will see increasing importance placed on the ability of project leaders to
manage – rather than direct – their team members more effectively.
Observations
 Remote working challenges the capability of the project manager to direct
team efforts and removes the social controls of everybody pulling their weight
in a team working environment.
 Team stand ups have changed dramatically, meaning project and program
managers need to find new ways of connecting with their wider project team.
 Successful project and program managers are placing greater emphasis on
individual recognition and scheduled, regular one-on-one catch ups with team
members.
Predictions
 The skill of facilitation will be increasingly of importance in the project
managers skill set as they strive to coordinate outputs from across a dispersed
team.
 Agile practices involving regular virtual team stand ups will increasingly be the
norm to keep teams aligned and maintain focus and structure across activities.

24. Theme 5: Managing project phases
With remote working being the new norm, project managers will have to
apply different styles during different phases of the project, requiring
flexibility of leadership styles, combined with the necessary adaptations
in team composition and the use of collaboration tools to create
successful outcomes.
Observations
 Every phase of a project demands a different collaboration approach
due to its nature. In a waterfall program the design phase requires
different interactions than a build phase, or a training phase.
 Remote working and distributed teams demand a new leadership
which is adaptable, driven by the collaboration needs of the project
activity/phase of the moment.
 New leadership styles, combined with a thorough reflection of
meeting composition, the type of collaboration tools and a clear
agenda will drive to successful outcomes.

25. Theme 5: Managing project phases
Predictions
 There will need to be an adaptation of leadership styles
during different phases of projects and programs.
 The adaptive project manager who recognizes that not
only the goal is important, but so is the pathway towards
it, will emerge successful.

26. Theme 6: Managing progress and dependencies
How do we track the delivery progress of projects, while maintaining
insight in the dependencies in a changing reality? We are seeing a
shift from tracking deliverables and artifacts to an awareness of
progress.
Observations
With the new operating rhythm the need to have insight into the
team progress is greater.
Predictions
 The time of walking into a project room and hearing there is a
problem is gone. Finding ways to deepen your knowledge of how
teams are tracking and how they can be supported to reach their
goals is becoming more important.

27. Implications for the Project Manager
We have seen the value of the experienced and professional
Project Manager enhanced through this crisis.
There are a few things to do to stay on top of your project
and they are:
 Optimize, not cancelling, the project portfolio - When
confronted with uncertainty and the need to conserve cash,
don’t cancel projects.
Remote leadership – Learn to work remotely with
disconnected team as a leader.
 Get better results with collaboration tools - We have
experienced a shift to the use of on-line collaboration tools to
support project team engagements.
Disciplined agility - The agile practice elements of flexibility in
altering schedules to accommodate changing needs has been
integral during the COVID19 crisis. It will become increasingly
commonplace.

28. Third Session
Project Management Methodologies Best
Suited For Project Delivery in COVID-19 Era

29. Project Management Methodologies Best Suited For Project
Delivery in COVID-19 Era
According to the Project Management Institute (PMI), a methodology is
defined as ‘a system of practices, techniques, procedures, and rules
used by those who work in a discipline.
Different Methodologies for project delivery are:
 Waterfall - follows a sequential order; a project development team
only moves to the next phase of development or testing if the
previous step is completed successfully. E.g. Building Construction
project
 Agile – It is best suited for projects that require flexibility and have a
level of complexity or uncertainty. E.g. Software development project
 Scrum - an agile project management framework. It can be used by
anyone who needs to produce an end product, such as a webpage,
a software program, or even a construction project.

30. Project Management Methodologies Best Suited For Project
Delivery in COVID-19 Era Cnt’d
 Kanban – a visual framework used to implement Agile that
encourages small, incremental updates to projects or systems.
 Lean - promotes maximizing customer value, while minimizing
waste Industries such as software, healthcare, finance,
construction, business, defense, etc. may gain the
same kind of benefits that lean has achieved for manufacturing
 Six Sigma - better understanding of changing customer
requirements, improvement of quality and delivery, reduction
of waste, reduction of cost, development of robust products
and processes, continuous improvement, and enhancement of
competitive position.

31. Project Management Tools for Team Collaboration
Project management tools are the project manager’s answer to manage
projects.
The modern tools and software to support project managers during COVID-19
crisis are:
 Scoro - a comprehensive solution that combines all the features such as
projects & tasks, contact management, quotes, team collaboration, billing,
and reporting.
 ProofHub - offers a replacement for conventional emailing and many other
tools, integrating multiple project management features under one roof.
 Basecamp - the preferred tool for thousands of project management
teams, who enjoy its modern social media-like interface and carefree team
collaboration features.
 Asana - combines elements of project management, file storage, and
collaboration and helps to manage projects across a team without email.

32. Project Management Tools for Team Collaboration Cnt’d
 JIRA : is a cross-platform issue and bug tracking software with advanced
project management capabilities and features.
 Trello: is known for visualizing project tasks on a cardboard-like dashboard
that’s great for managing short and quick everyday assignments.
 ActiveCollab: is a project management software helping your team stay
organized while you outgrow email.
 Ms- Project: lets you plan projects, assign tasks, manage resources, make
reports and more
 Citrix Podio - a flexible and highly customizable online hub for work and
team communication
 Workzone - built by experienced and executives who wanted to help
agencies and creative teams get visibility into all of their work

33. Project Management Communication and File Sharing Tools
 Zoom – Zoom is the leader in modern enterprise video communications,
with an easy, reliable cloud platform for video and audio conferencing,
collaboration, chat, and webinars across mobile devices, desktops,
telephones, and room systems.
 Skype – it is designed for general purpose communication, it is easy to
enlist people from outside the team such as external stakeholders
 Dropbox - for document and file storage.
 Google Drive - for document and file storage
 Slack - you can use it to organize your team, it's designed for team
communication and collaboration
 Microsoft Teams - Is a group chat application from Microsoft. It provides a
combined location with workplace chat, meetings, notes, and storage of
file attachments. A user can be a member of many teams.

34. Project Management Techniques
Given below are some of the most noteworthy project management techniques that
are commonly used in the industry right now
 Classic technique – cover all of the upcoming work activities, which tasks are to be
performed
 Waterfall technique - tasks are handled properly in sequential form
 Agile Project Management - crushing the big project steps into shorter sprints that
help in a detailed analysis of the whole process during the development stage.
 Rational Unified Process (RUP) - prescribes implementing a sequential or iterative
developmental process like the Waterfall technique, but with a slight change as the
feedback is collected
 Program Evaluation and Review Technique - it facilitates the project with quite
complex and amazingly detailed planned scenarios that help the development team
to properly visualize the whole process
 Critical Path Technique - used to detect and confirm the longest path for the tasks
to be performed.
 Critical Chain Technique - flexibility in allocating resources to different tasks and
more attention to analyze how the work time is being spent by the team on
different project activities.
 Extreme Project Management (XPM) - the approach should be open and there
should be a reduction of formalism in the company’s culture and the behavior of
the management should not be stern and deterministic.

35. Fourth Session
Project Management and the Business
- Project Management and the
Organization

36. Project Management and the Business
Business leaders often overlook an important asset in
their organization when it comes to restructuring or
managing transformational change.
The company’s project managers have real insight into
all things good and bad within an organization as they
often have to work round inefficiencies and internal
politics to get things done, through influencing, cajoling
and working around unnecessary bureaucracy.

38. The relationship between Project management and the
business is that Project Management is a specialized form of
management, similar to other functional strategies, that is used
to accomplish a series of business goals, strategies, and work
tasks within a well-defined schedule and budget.
“The essence of project management is to support the
execution of an organization’s competitive strategy to deliver a
desired outcome (i.e., fast time-to-market, high quality, low-cost
products)” (Milosevic, 2003)
Project Management and the Business Cnt’d

39. Project Management and the Business Cnt’d

40. Project Management and the Business Cnt’d

41. Project Management and the Organization
Defining Organization
Organizations are systematic arrangements of entities
targeted at accomplishing a purpose, which may involve
undertaking projects.
An organization’s environment, culture, style, structure, and
many more factors influence the performance of the
projects.
Its level of project management maturity and project
management systems can also affect the project.
In the cases where external entities are involved, like those
that are part of a joint venture or partnering agreement, the
project will be affected by more than one organization

42. Identifying Organizational Influences
Organizational influence are the characteristics or attributes of an
organization and the impact they have on the people and work
completed within, including project management.
This can be tangible, like location, office space, etc. or intangible, like
culture. It can also be intentional and unintentional.
Project managers should specifically focus on values and mission,
structure, and culture of the organization.
Understanding these and how they impact project management will
help you to improve on your project.

43.  Values and Mission - In the context of project
management, values and mission are most relevant when
there are constraints, typically between scope, cost, and
time.
Structure - The next aspect of organizational influence that
project managers must consider is the structure. Structure
dictates the priority of projects and the authority to
manage project team members.
Cultures and Styles - Cultures and styles are group
phenomena known as cultural norms, which are formed
over time. It includes organization’s management style and
nature.
Identifying Organizational Influences Cnt’d

44. Fifth Session
Project Stakeholders and
Governance, The Project Team
and The Project Life Cycle or
Processes

45. Project Stakeholders
Project Stakeholders are the people involved in or affected by
project activities
PROJECT STAKEHOLDERS
Internal External
 Project sponsor
 Project team
 Support Staff
Internal Customers
Top management
Other functional/project
manager
 Project ‘s customers
 Competitors
 Suppliers
Others; such as
government officials

46. Project Stakeholders Cnt’d

47. Project Stakeholders in summary
Stakeholders are people or bodies:
 Who are actively involved in the project
Who have an interest in the project or change
Whose interests may be positively or
negatively influenced by the performance or
completion of the project
Stand to lose or gain from the project
Finally, according to the Project Management Institute, a
stakeholder is an individual, group, or organization who may
affect, or be affected by, or perceive itself to be affected by, a
decision, activity or outcome of a project

48. Project Governance
Project governance can be defined as an organization’s overall
process for sharing decision rights about projects and monitoring
the performance of project interventions.
 designed a set of project governance mechanisms
(committees, budgeting processes, approvals, etc.)
 encourage behavior consistent with the organization's
mission, strategy, values, norms, and culture.
Some form of project governance

49. The objective of project governance
 to establish clear levels or authority and decision making including the
planning, influencing and conducting of the policy and affairs of the project
It involves the people, policies and processes that provide the framework
within which project managers make decisions and take actions to optimize
outcomes related to their areas of responsibility.
This is achieved by defining and identifying the roles, responsibilities and
accountability of all people involved in a project, including their interaction
and level of coordination with internal and external dependencies.
The organization’s management team is responsible for setting up and
supporting the governance structure before the project initiates its activities to
ensure that all key decisions are made at the right time.
How project governance work?

50. Project governance document helps projects by
 defining the procedures to follow escalation of issues,
defines the decision making structure,
defines the roles and responsibilities of each key stakeholder
about the different processes in the project from
communications to budget change authorizations.
Role of Management in Project governance
The management team defines the project governance in a
document that outlays the roles and responsibilities for decision
making in the project team and stakeholders; this may include: –
the creation of a project committee and its high level operating
rules.
Role of Project governance document

51. Project governance committee
Project governance committee are those that oversees all
projects and defines the decision making structure for each
project.
Some responsibilities of Project governance committee
includes:
 decisions about project proposal approvals and
supervision of the organizations’ project portfolio in
general,
 the selection or appointment of project managers.

52. Importance of Top Management commitment
Project managers need adequate resources
Project managers often require approval for unique project
needs in a timely manner
Project managers must have cooperation from people in
other parts of the organization
Project managers often need someone to mentor and coach
them on leadership issues.

53. The Project Team
 Functional Managers - Organization managers responsible for
activities and resources in a specialized department or function.
 Team Members - Internal organizational owners of the project whom
establish project priority within their organization and hold a majority
of the resources for its success.
 Project Participants - Parties involved in or being affected by the
project activities.
 Stakeholders - Individuals either needed to support the project, or
who will be affected by the project.
 Project Manager - Individual with authority and responsibility for
delivering the documented project requirements on time and within
budget.

54. The Project Life Cycle or Processes
The five key process groups are initiating, planning,
executing, monitoring and controlling and closing. Most
processes that we can think of will fall under these five
basic processes; for example, in the construction
industry, budgeting, costing and estimating falls under
planning.

55. The Project Life Cycle Explained
 Initiating - This process helps in the visualization of what is to be
accomplished. This is where the project is formally approved by the
sponsor, initial scope defined, and stakeholders identified.
 Planning - This phase is crucial because it is at the heart of the project
activity cycle, and gives guidance to stakeholders on where and how to
undertake the project.
 Executing - This process is also known as the implementation phase, in
which the plan designed in the previous phase of the project activity cycle
is put into action.
 Monitoring and controlling - This process oversees all the tasks and metrics
needed to guarantee that the agreed and approved project that is undertaken is
within scope, on time and within budget so that the project proceeds with
minimum risk.
 Closing - This is considered to be the last process of the project activity cycle. In
this stage, the project is formally closed and then a report is produced to the
project sponsor on the overall level of success of the completed project.

56. Sixth Session (Last Session)
Project Management Knowledge
Areas
Identify Project Information
Conclusion
Questions & Answer Sessions

57. Project Management Knowledge Areas
The project management knowledge areas are essentially
what you need to know about effective project management.
Below we’ll cover each of the 10 knowledge areas of project
management at a high level along with a few of the process
groups or action items associated with each of them.
 Project integration management - Project integration
management is the umbrella that covers all other project
management knowledge areas.
 Project Scope Management - This must be well-defined
and defended throughout the process.
 Project time management - Nearly all projects rely on
several different timelines and the schedules of multiple
people.

58. Project Management Knowledge Areas Cnt’d
 Project cost management - With or without a budget, your project
will cost money. Keeping costs low, or at least at an expected or
reasonable level, is a fundamental part of showing ROI on a project.
 Project Quality Management - In project management, quality isn’t
the same as perfection. The goal of project quality management is to
achieve consistency across your projects.
 Project Resource Management - One of the most crucial task of a
project manager is proper management of resources allotted for the
completion of a project
 Project Communication Management - How many times have you
heard the phrase, “Keep me in the loop?” And yet, when changes
happen, maybe important stakeholders were left out?.

59. Project Management Knowledge Areas Cnt’d
 Project Risk Management -The truth is that no project goes
off without a hitch, and it’s unrealistic to look at a project and
assume that everything will go smoothly.
 Project procurement management - the creation of
relationships with outside vendors and suppliers for goods
and services needed to complete a project.
 Project stakeholder management - Ultimately, the success or
failure of a project depends on the delivery of your project to
the stakeholders. But, who are your stakeholders?

60. Identify Project Information
Detailed planning is critical to the development of usable,
high quality information deliverables that meet the needs of
internal and external information users.
The Project Information Management Plan is a document
that defines the actions and responsibilities to manage
project information.

61. How to Identify Project Information
Project information management strategy should be developed.
Likely questions are:
 Is information being collected, processed and stored?
 Is information being reported and distributed
appropriately?
The project team needs to discuss the content and structure of
the overall project information plan
By incorporating project management into the project’s
comprehensive information management system
A written plan for project information management system
should be established.

62. Information Management Plan
A successful PMIS usually requires creation of a formal, documented
information management plan. Elements of such a plan describe:
 Information Requirements - What information must be available and to
whom?
 Information Collection - How will information be collected?
Information Analysis - How will the information be edited, tested and
analyzed?
 Reporting Information - How will the information be disseminated?
 Historical Information - How will historical information be maintained?
 Access to Information - How will information be secured from unauthorized
access?
 Personnel - The roles, responsibilities, qualifications and training of the
personnel necessary to implement the plan
Technology - The technology necessary to support the plan's goals and
objectives
 Internal Controls - The internal controls necessary to ensure the plan is
working.

63. Project Information final note
Whatever project you are currently handling or plan to handle
in the near future, note that a project's data needs are dictated
by:
Legal and regulatory requirements imposed by donor and
local governments.
Requirements imposed internally by headquarters and
regional management.
Beneficiary and partner demands for information
Internal operations

64. Conclusion
In conclusion, great Project Managers understand the contribution of
their projects and programme portfolios to the business strategy and
plan.
They build business cases showing those clear relationships and link,
with strategy. In managing a project, with costs and benefits, they are,
in effect, managing a small business within a business, with defined
budget, spend and return on investment.
As with business leaders, the great project manager should understand
when a project investment is worthwhile and provide a good pay-back,
but also be able to decide quickly if it is not worth starting, if the
benefits don’t add up or to stop when the project conditions become
adverse.
The worse thing the project manager can do is to continue when
common sense or ‘intelligent disobedience’ is telling him/her to stop.