Chapter 11 Managing projects, crises and business
continuity
‘Waterfall’ Project Management
Two basic approaches to project management: waterfall and agile
Originated from Winston W. Royce in 1970; it is based around achieving a tightly specified outcome,
a great deal of planning in advance, and assumes that project implementation will be through a
series of phases or tasks that must be completed in order
Project is a temporary endeavor. It has a definite beginning and end and the delivery of the project
outcomes is constrained by certain criteria which need to be delivered to a certain quality standard,
in a certain time and at an agreed cost.
Differences between operation and project: uniqueness and operations are typically managed by a
hierarchical structure, while by their very nature projects are cross-functional
Project stages
1. Project scope – consists the following: project objectives, main outputs or deliverables,
milestones or significant events, technical requirements, limits and exclusions, how the
project will be evaluated and approved by the customer it is basically their agreed
contract
2. Planning phase – discuss the feasibility of the project, agree on specific outcomes, plan all
activities necessary to allow the project to be delivered on time; technique is work
breakdown structure (WBS), once this been set then it is usual to instigate a computer-based
planning tool to creates a series of steps to be followed throughout the project. Two most
common planning tools: Gannt chart and network diagram
3. Implementation phase – phase where the action is taken
4. Evaluation phase – formal acceptance stage of the project; evaluate during the process by
continuous improvement, but also in the end
Project standards
The Project Management Institute (PMI) standard A Guide to the Project Management Body of
Knowledge (PMBOK Guide) includes 9 areas of project management knowledge:
1. Integration management – ensuring that the project plans are coordinated
2. Scope management – concerning what is and what is not included in the project
3. Time management – estimates of the time to carry out each activity
4. Cost management – including cost estimating, budgeting, and controlling
5. Quality management – ensures adherence to quality standards
6. Human resource management – effective planning of the use of human capital in the project
continuity
‘Waterfall’ Project Management
Two basic approaches to project management: waterfall and agile
Originated from Winston W. Royce in 1970; it is based around achieving a tightly specified outcome,
a great deal of planning in advance, and assumes that project implementation will be through a
series of phases or tasks that must be completed in order
Project is a temporary endeavor. It has a definite beginning and end and the delivery of the project
outcomes is constrained by certain criteria which need to be delivered to a certain quality standard,
in a certain time and at an agreed cost.
Differences between operation and project: uniqueness and operations are typically managed by a
hierarchical structure, while by their very nature projects are cross-functional
Project stages
1. Project scope – consists the following: project objectives, main outputs or deliverables,
milestones or significant events, technical requirements, limits and exclusions, how the
project will be evaluated and approved by the customer it is basically their agreed
contract
2. Planning phase – discuss the feasibility of the project, agree on specific outcomes, plan all
activities necessary to allow the project to be delivered on time; technique is work
breakdown structure (WBS), once this been set then it is usual to instigate a computer-based
planning tool to creates a series of steps to be followed throughout the project. Two most
common planning tools: Gannt chart and network diagram
3. Implementation phase – phase where the action is taken
4. Evaluation phase – formal acceptance stage of the project; evaluate during the process by
continuous improvement, but also in the end
Project standards
The Project Management Institute (PMI) standard A Guide to the Project Management Body of
Knowledge (PMBOK Guide) includes 9 areas of project management knowledge:
1. Integration management – ensuring that the project plans are coordinated
2. Scope management – concerning what is and what is not included in the project
3. Time management – estimates of the time to carry out each activity
4. Cost management – including cost estimating, budgeting, and controlling
5. Quality management – ensures adherence to quality standards
6. Human resource management – effective planning of the use of human capital in the project
