2015 · MBA handbook
Project Management
A practical framework for project thinking, lifecycle management, people, documentation and change
How to cite this handbook
Georgieva, M. (2015). Project management: Handbook for the CASS Europe MBA programme delivered at Ghana Technology University College, Accra. Medical University of Varna; STENO. ISBN 978-619-7137-45-3; 978-954-449-806-1.
Extended Structured Summary
Introduction
Project management converts an idea into objectives, tasks, resources, timelines, responsibilities and measurable outcomes. A project is temporary and unique and therefore requires explicit scope, stakeholders, constraints, risks and success criteria.
Aim and learning design
The handbook develops practical project thinking: the ability to translate a management problem into a project logic that can be justified, funded, implemented, monitored and defended. Six teaching instruments are combined: group work; discussion and challenges; role/team games; regulatory-document exploration; information-source exploration; and preparation/defence of an individual project.
Core terminology
Key terms include assumptions, beneficiaries, calls for proposals, constraints, critical path, deliverables, milestones, objectives, programmes, charters, risks, scope, sponsors, stakeholders and workplans. A shared vocabulary reduces ambiguity in project decisions.
Six-step project logic
- Conceptualization
- Feasibility
- Preliminary planning
- Detailed planning
- Execution
- Termination
The sequence stresses that implementation should follow a clearly formulated concept and a feasibility check.
Five management phases
- Initiating
- Planning
- Executing
- Controlling
- Closing
Together these phases connect objectives, scope, schedule, budget, resources, communication, corrective actions and final learning.
Stakeholders and governance
Stakeholder management identifies actors, evaluates power and interest and plans engagement. The project manager leads management processes, while the sponsor provides strategic support, funding and high-level decisions.
Documentation and scope control
Core documents include the project statement, project proposal and project application. The charter establishes objectives, scope, deliverables, assumptions, risks and governance. Scope changes require explicit approval and recalculation of cost, effort and duration.
People, leadership and change
Project management is also people management. Resistance to change may appear through grievances, high turnover, low efficiency and restricted output. Leadership, communication and stress management are therefore part of project capability.
Six major sources of project failure
- wrong concept;
- wrong formation;
- wrong planning;
- wrong control;
- wrong implementation;
- wrong analysis of factors.
As project complexity increases, uncertainty also increases, reinforcing the need for early planning and risk management.
Competitive project proposals
Strong proposals align with call priorities, start early, define objectives and target groups clearly, use relevant indicators, build a fit-for-purpose consortium, use a realistic bottom-up budget and demonstrate communication, sustainability and transferability.
Project software
Digital tools support Gantt charts, task management, time tracking, workload planning, document sharing and real-time team communication.
Final applied task: My Dream Project
The final assignment integrates the methodology into a complete proposal with 19 core components, covering organisations, scope, objectives, target groups, activities, schedule, team, resources, communication, expected results, indicators, internal audit, budget, funding, sustainability and multiplier effect. Students have 10 minutes to defend the project's viability and significance.
Main contributions
- integration of terminology, lifecycle, documentation and people management;
- distinction between a six-step project logic and five management phases;
- integration of leadership and resistance to change;
- six categories of project failure;
- an applied final assessment simulating real project development and defence.
Conclusions
Project management is a system for managing scarce resources under uncertainty and change. Success requires a sound concept, demonstrated feasibility, detailed planning, disciplined control, competent people and stakeholder alignment.
The key learning outcome is the ability to think in projects: to transform intention into an intervention supported by objectives, evidence, resources, indicators and sustainable results.