Review

Planning - is the process of thinking about and

organizing the activities required to achieve a
desired goal. Planning involves the creation and
maintenance of a plan. As such, planning is a
fundamental property of intelligent behavior. This
thought process is essential to the creation and
refinement of a plan, or integration of it with other
plans; that is, it combines forecasting of
developments with the preparation of scenarios of
how to react to them.
Problem
How the corporate planning involve in project
management?
How importance of project management in planning a
project?
How the project management cycle works out?
What are the advantages of project management?
Why is that the Project Manager is a complex role in
planning?




Definition of Terms
Plan a total, comprehensive, long-range effort to attain a set of goals
by deciding upon one or mix of alternative strategies. ( 10-25 yrs.)

Program an immediate activity which breaks down the strategic
decision in a plan into different components or projects. ( 5 10 yrs. )

Project a specific and complex effort made up of interrelated task
performed by various functional units, with well-defined objectives,
schedule, and budget. ( 1- 3yrs. )

Task a short-term effort performed by one functional unit, which
when combined with other tasks, make up a project. ( 6 12 mos. )
A Project
What is a project ?

Defined start and end, specific scope, cost and duration

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

A series of activities aimed at bringing about clearly
specified objectives within a defined time period and with a
defined budget

A Project
Unique process
Coordinated and controlled activities
Start and finish dates
To achieve an objective
Specific requirements
Constraints of time, cost and resources

PART I
The Context to Project Management:
Understanding Corporate Planning
Integration of the Corporate Planning
Corporate planning can be defined as the process of
coming up with long term business goals and objectives
and how they will be achieved in a business.

Corporate planning is a systematic approach to
clarifying corporate objectives, strategic decision making
and checking progress toward objectives.

Corporate planning is the context of project management; its
proper understanding will make interlocking relationships
clearer when we focus on projects.
There are concrete and functional differences between
the concepts of project, program and plan. These three can
be processes at given period of time. For example, as a
process, you can:
Plan a plan
Program a plan
Projecticize a program
The planning process is a continuous and never ending
process. The results of planning such as in the form of a
plan, a program or a project are interim and tentative in the
sense that these results always require constant updating and
change. The assumptions used in the planning process
inevitably undergo revisions and trigger a chain reaction
throughout the stages or sequences of a plan.
The Concept of Corporate Planning
1. Strategic or long-range planning. This made by top
management and senior divisional heads. The process involves
the definition of a corporate mission or a desired future state
from among a number of alternatives, and the making of
choices among these alternatives.

2. Tactical or Developmental planning. This is made by operating
management. It is intermediate in terms of scope and consists
of programs. Thus tactical planning elaborates the strategic
decisions made by top management into programs and
projects.

3. Annual Operating planning. This is made by all functional
units within the strategic policies and guidelines mandated by
top management. A budgetary process specifies the activities
required of each unit resulting in the next calendar year
allocation of financial resources.
CORPORATE PLANNING PROCESS
Strategic
Planning
Corporate
Plan
Planning for
Long-range
Futures
Tactical
Planning
Development
Programs
Control of
Current
Operation
Operational
Planning
Annual Plan
and Project
Management
Implementation
of Plans,
Routine and
Special
PART II
Project Management
Overview of the Project Management
In todays business environment, two factors have
become common: change and complexity. The nature of
business has incorporated these factors into our
everyday lives. We work in an environment of constant
change and increasing complexity, and must be
competitive, productive, customer-focused, and
profitable.
Characteristics of Projects
A project has boundaries, so its extent is defined.
A project is a one-time effort, usually requiring finite
resources.
There are distinct start and end dates for projects.
You know when you have reached the end of the
project.
Project management
is the process and activity of planning, organizing,
motivating, and controlling resources, procedures
and protocols to achieve specific goals in scientific or
daily problems.
Role of the Project Manager
The person assigned by the performing organization to
lead the team that is responsible for achieving the
project objectives.
Project Success

Project Failure
Concept of Project Management
1. The Single point of integrative management
Each project has a single point of integrative responsibility:
the Project Manager. Complex projects must be broken down
into can-do task. Such task are performed by members of
contributing specialized functional department or
organization. If there is no specific Project manager, The
highest level General Manager will perform the task.

2. Integrative planning and control
The project manager may or may not personally perform the
planning and control work. However, he must always be
involved in the overall planning and must give direction to
those who perform the detail work. He must understand and
utilize the tools and the results to maintain the control of the
project.
3. Multi-disciplinary skills and time bounded
The complexity of the projects demand a multitude of
functional specialists ranging from the engineer,
certified public accountant, to a marketing practitioner,
lawyer and procurement officer, etc. depending on the
project. Team-work is critical as projects are time
bounded. They are managed by teams on a temporary
basis, with starting and ending phases.
Characteristics of Project
1. Project are non-traditional, innovative processes for
development.
The project manager works out independently from the
normal chain of command of the organization. He uses the
functional departments or divisions but welds them together
in united action for given targets. He thus negotiates with the
functional department directly, cutting across staff and line
heirarchies common in the classical organization.

2. Projects are complex efforts
A project produces specific results during a fixed schedule
within an established budget. It cuts across organizational
lines. It is unique endeavor, not completely repetitious of any
previous efforts.
3. A Project is the process of creating a specific result
A project is the entire process needed to produce a new product,
new plant, new system, or other defined results. Both product that
is the result and the process comprise the project.

4. A project has life cycle
The project life cycle has an identifiable start and end points which
can be related to time scale. A project passes through several
distinct phases as it matures. The life cycle includes all phases from
point of inception to final termination and evaluation.

5. Projects need multi-disciplinary skills
A project is a complete operation by itself where the project
manager acts like a general manager, pooling various skills together
in a united assault to achieve specific objectives within a budget
and timetable. This skills will vary according to the nature of the
project.
Advantages of Project Management
1. The advantages of using project management
Project commitments are made only to achievable
technical, cost and schedule goals
Every project is planned, scheduled and controlled so
commitments are in fact achieved.
2. The advantage of appointing a Project Manager
Accountability is placed on one person for overall results
of the project
Assurance that decisions are made on the basis of overall
good of project
Coordination of all functional contributors
Proper utilization of integrated planning and control
methods and the information they produce
3. The advantages of integrated planning and control of
all projects
Assurance that the activities of each functional area
are being planned and carried out to meet the overall
needs of project.
Assurance that the effects of favoring one project over
another are known, such as in resource allocation
Early identification of problems that may jeopardize
the success of the project
Project Management Cycle
Stage I Project Selection and Development
Conceiving/identifying alternative project ideas
Selecting projects idea through concept paper or feasibility
study
Detailed project feasibility study
Approved by top management
Stage II Project Implementation
Activation through choice of project manager, staff and
functional facilities
Design of project organization
Detailed work plans
Coordinating, communicating, monitoring, controlling
Use of problem-solving and decision-making skills
Stage III Project Termination and Evaluation
Phasing out or close-out of project
Evaluation

Stage IV Project Recycling
Diffusion of lessons or outputs through case reports,
pilot-extension, etc.
Replanning of project if it is to be duplicated
elsewhere if institutionalized in parent organization

Project Management Cycle
Stage I Project Selection and
Development
Conceiving/identifying alternative
project ideas
Selecting projects idea through
concept paper or feasibility study
Detailed project feasibility study
Approved by top management
Stage II Project Implementation
Activation through choice of
project manager, staff and
functional facilities
Design of project organization
Detailed work plans
Coordinating, communicating,
monitoring, controlling
Use of problem-solving and
decision-making skills

Stage III Project
Termination and
Evaluation
Phasing out or close-out
of project
Evaluation

Stage IV Project Recycling
Diffusion of lessons or
outputs through case reports,
pilot-extension, etc.
Replanning of project if it is
to be duplicated elsewhere if
institutionalized in parent
organization


Project Management Process
Management Mistakes
Many Filipino school principals and university presidents
especially from family-owned, religious-affiliated institutions
demonstrate a number of management mistakes also
common with state university officials:
Short attention span the executive pays attention just for
short while. Then turns around and forgets about it
completely. Too much politics.
Wrong Emphasis such as the politicians smile, not the
genuine attitude, and Filipinos are quick to spot the
hypocrite and the actor from genuine article.
Rigor mortis if there are too many procedures, too many
rules, too much control, too much fear of mistakes, then
the faculty and staff will not move or do anything and
things just float along.
Conclusion
Corporate planning is total planning. It is a formal and
systematic process to ensure that long-range,
intermediate and annual planning is carried out
regularly within the organization. Programs amnd
projects that evolve out of these processes just have
logical and contributory linkages to the goals and
objectives of the corporate plan. In this way, top
management in collaboration with the senior and
functional managers can direct and control the future
of the organization as a whole organic system.
Recommendation
A very useful way of understanding project management
in operations is to examine its cycle. The cycle consists of
the identifiable start and end points pegged to a time
scale or schedule of a project. It consist of a number of
operational sequences which in reality are not clearly
definable as black and white. A lot of areas slide into
each cycle they pass from phase to phase. Thus a project
has a beginning and an end.