Project Management

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Project Management

• If You Fail to Plan, You Plan to Fail

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OUTLINE

• The Basics of Project Management
• Introduction to the Project Management Lifecycle
• Project Initiation
• Project Planning
• Project Execution
• Project Closure
• Templates
• Project Management Fact Sheets
• Questions

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What is a Project?

• A project is a unique endeavor to produce an
  unique product or service within clearly
  specified constraints of time, cost and scope
  (quality)

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Characteristics of a Project

• Projects are unique
• Projects are undertaken to achieve a product or
  service
• Projects have a specific timeframe for completion
• They both refer to the management of a project-
  endeavor or execution of a planned interrelated
  activities
• A balance between time, cost and scope (quality)

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Characteristics of a Project

• Definable, measurable outcomes that relate to the
  organization
• A well defined multi-disciplinary project team
• Involvement of stakeholders
• A project governance structure

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Characteristics of a Project

• Criteria to measure project performance
• Project Size differs from small to highly complex
• Projects come in different shapes

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Why do Projects Need to Be Managed?

• Today, there are increasing accountability
  requirements on public sector agencies, leading
  to greater focus on effectiveness and efficiency
  in the way business is conducted
• The use of moderately rigorous project management
  methodology, improves productivity by 20 to 30
  percent

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Why do Projects Need to Be Managed?

• Research indicates that 85-90 of projects fail
  to deliver on time, on budget and to the quality
  of performance expected. The causes include
• Lack of valid business case justifying the
  project
• Objectives not properly defined and agreed
• Lack of communication and stakeholder management

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Why do Projects Need to Be Managed?

• Additional causes include
• Lack of quality control
• Outcomes of communication and stakeholder
  management
• Poor estimation of duration and cost
• Inadequate definition and acceptance of roles
  (governance)
• Insufficient planning and coordination of
  resources

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Why do Projects Need to Be Managed?

• Applying a formalized project management
  framework can help with
• Clarification and agreement to goals
• Identifying resources needed
• Ensuring accountability of results and
  performance
• Fostering a focus on final benefits to be achieved

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Why do Projects Need to Be Managed?

• Projects need to be preformed and delivered under
  the certain constraints Time, Cost and Scope
  (Quality)
• Project Management Triangle

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Time

• The time aspect refers to the total amount of
  time and each tasks time that the project will
  take from start to finish
• Work Breakdown Structure is commonly used to
  develop the list of tasks each of which is then
  given a time estimate. We will review this
  later!

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Cost

• Cost to develop a project on many variables
  including labor rates, material rates, equipment
  and profit.

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Scope

• The overall definition of what the project is
  supposed to accomplish and a specific description
  of what the end result should be or will
  accomplish, includes
• The outcomes/benefits and other long-term changes
  that are sought from undertaking a project
  (OUTCOMES)

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Scope

• Project customers who will use the outputs to
  generate the outcomes/benefits (UTILIZATIOIN)
• Products and services that the customers need to
  use in order to generate the outcomes/benefits
  (OUTPUTS)
• Work that is required to produce the outputs
  (PROCESS)
• Resources (both human and financial) that
  required to undertake the work to produce the
  outputs (INPUTS)

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Where do Projects come from?

• Projects derive from senior management, business
  owners or steering committees
• These role players make up the key body within
  the governance structure and responsible for
  attaining the project outcomes. This committees
  purpose is to take responsibility for the
  business issues associated with a project

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Steering Committee

• A project Steering Committee or key player is the
  governance body within a government. Their
  responsibilities include
• Taking on responsibility for the projects
  feasibility, business plan and realization of
  outcomes/benefits
• Ensure the projects scope aligns with the
  requirements of the stakeholder groups

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Steering Committee

• Business issues include
• Budgetary strategy
• Defining and realizing benefits
• Monitoring risks, quality and timelines
• Making policy and re-sourcing decisions
• Assessing requests for changes to the scope of
  the project

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What is Project Management
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Project Management

• The discipline of Project Management is about
  providing the tools and techniques that enable
  the project team (not just the project manager)
  to organize their work and to meet these
  constraints (time, cost and scope (quality)
• The management of the project phases is the
  utilization of skills, tools and management
  processes

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The Project Management Challenge

• First Challenge
• Ensuring the project is delivered within the
  defined constraints
• Second Challenge
• Optimized allocation and integration of the
  inputs needed to meet those pre-defined objectives

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Project Management Methodology

• The Project Management Methodology utilizes past
  experience to improve future project which
  results in
• Accomplishing more work with less time
• Reduced overall project risk
• Greater customer satisfaction
• Deliverables (outputs) of a better quality
• Reducing learning requirements with less
  likelihood of repeating past mistakes
• Everyone knowing what to expect

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Key Elements in the Project Life

• Planning and Scoping
• Governance
• Organization Change Management/ Outcome/Benefit
  Realization
• Stakeholder management
• Risk management
• Issues management
• Resource management
• Quality management
• Statues reporting
• Evaluation
• Closure

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Key Elements in the Project Life

• Planning and Scoping
• A clear definition and statement of the areas of
  impact and boundaries of the project should be
  established. The scope of the project includes
  the outcomes, customers, outputs, work and
  resources.

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Key Elements in the Project Life

• Governance
• It is important to establish the management
  structure for the project that identifies the
  specific players, their roles and
  responsibilities and the interaction between them
  for the life of the project

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Key Elements in the Project Life

• Keys to Governance
• Governance, including roles and responsibilities,
  is clearly defined, agreed to and signed-off by
  the Steering Committee, as detailed in the
  Project Business Plan
• Status reporting of the projects progress is
  against the milestones, as outlined in the
  Project Business Plan, as well as identified
  risks and issues for the project

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Key Elements in the Project Life

• Organization Change Management/ Outcome/Benefit
  Realization
• Is the management of realigning an organization
  to meet the changing demands of its business
  environment, including improving service delivery
  and capitalizing on business opportunities,
  underpinned by business process improvement and
  technologies

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Key Elements in the Project Life

• Stakeholder management
• Involves the identification of people or
  organizations that have an interest in the
  project processes, outputs or outcomes/benefits,
  and planning for how their involvement will be
  managed on an ongoing basis

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Key Elements in the Project Life

• Stakeholder management
• Communication strategies are key to managing
  stakeholders. All communication takes place in
  the context of an overall communication strategy
  and plan which is developed in the Communication
  Plan and includes
• Target Audience
• Key Messages
• Communication Tools

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Key Elements in the Project Life

• Risk management
• The purpose of risk management is to ensure
  levels of risk and uncertainty are properly
  managed, so that the project is completed
  successfully. It also describes the processes
  concerned with identifying, analyzing and
  responding to project risk.
• Risk identification, risk analysis, risk
  evaluation and risk treatment

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Key Elements in the Project Life

• Risk identification
• Is introduced in the in the Project Proposal and
  the Business Case. It is then advanced by
  involving key stakeholders to identify and
  clarify the main risks during brainstorming
  sessions

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Key Elements in the Project Life

• Risk identification
• Once all the risks have been identified, a
  filtering process should be used to determine
  which identified risks.
• Are best left as the likelihood is so low
• Need monitoring
• Are avoided by changing the scope of the work of
  the project
• Have to be escalated for the attention of Senior
  Management
• Need planned mitigation strategies

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Key Elements in the Project Life

• Risk Analysis
• Classifies whether there is a low, medium or high
  likelihood that the risk will occur and according
  to whether their level of seriousness/impact will
  be low, medium or high if they happen

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Key Elements in the Project Life

• Risk Evaluation
• Uses the rankings of the risk achieved in risk
  analysis and then prioritize the most significant
  risks for careful management

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Key Elements in the Project Life

• Risk Treatment/Mitigation
• Reduces the chance that a risk will be realize
  and/or reduce the seriousness of a risk that is
  realized. There are two broad types of risk
  mitigation
• Preventative
• Contingency

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Key Elements in the Project Life

• Issues management
• Involves monitoring, reviewing and addressing
  issues or concerns, that may impede the progress
  of the project if they are not resolved, as they
  arise through the life of a project
• Issues Register

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Key Elements in the Project Life

• Resource management
• Planning for managing the people, finances, and
  physical and information resources required to
  perform the project activities is vital.
  Formalized monitoring and reporting on progress
  against budget is an important element in
  reporting to the Steering Committee

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Key Elements in the Project Life

• Quality management
• Is to ensure that the project outputs are
  delivered fit-for-purpose. Quality management
  involves a process for the management of changes,
  problems, issues and incidents that emerge during
  the production of the output

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Key Elements in the Project Life

• Statues reporting
• Formalized regular reporting on the status of the
  project, with regard to project performance,
  milestone, budget, issues and risks
• Project Status Report
• Project Phase Report

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Key Elements in the Project Life

• Evaluation
• No matter what the size or complexity of the
  project, the measurement of project success
  against a well-defined criteria is necessary.
• Established criteria will help to determine
  whether the project is under control, the level
  of adherence to documented plans, methodologies
  and standards, and achievements of
  outcomes/benefits.

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Key Elements in the Project Life

• Evaluation
• Project management involves three stages of
  measurement
• Pre-project measurements generate the baseline
  metrics
• Measurements taken during the project reveal
  whether key performance milestones are being met
• Post-project measurements reveal whether the
  completed project has delivered the specified
  outputs and Target Outcomes are realized

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Key Elements in the Project Life

• Closure
• Essentially, successful project finalization
  involves formal acceptance of project outputs by
  the Business Owners, an internal review of the
  project outputs and outcomes/benefits against the
  Project Business Plan, disbanding the team and
  tying up loose ends.

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Introduction to the Project Management Lifecycle
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The Project Lifecycle

• Project Initiation
• Project Definition
• Project Planning
• Detailed Planning
• Project Execution
• Monitoring Control
• Project Closure
• Post Implementation Review

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Project Lifecycle
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Project Documentation

• In order to manage a project effectively some
  documentation is required.
• Project documentation is an agreement, tracking
  and communication tool for the Business Owner,
  Project Sponsor, Steering Committee members, Key
  Stakeholders, Project Manager and Project team
  members.

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Project Documentation

• You develop Project Documentation
• To obtain agreement on project outcomes
• To manage expectations of the Business Owners,
  Project Sponsor, etc
• To create a reference point for discussion as the
  project progresses
• To identify when the project needs to be
  re-planned
• To define clearly potential project risks and
  manage mitigation strategies

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Project Documentation

• There are 3 Levels of Documentation
• Corporate level
• Steering Committee takes ownership of, and
  responsibility for the Project Business Plan,
  Feasibility Report and/or a Business Case. The
  Steering Committee may require the Project
  Manager or Project Team member to maintain the
  Project Business Plan on their behalf

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Project Documentation

• There are 3 Levels of Documentation
• Business level
• The manager of the Business Owners take
  responsibility required to support the testing,
  training and use of the project outputs to
  achieve required outcomes/benefits

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Project Documentation

• There are 3 Levels of Documentation
• The Project Level
• the Project Manager and Team take responsibility
  for the development of a Project Execution Plan
  and various other project documents used to
  produce the outputs/deliverables

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Project Initiation

• No matter the size or complexity of the project,
  it is vital to manage your resources

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Project Initiation

• Project Initiation is the first phases in the
  Project Lifecycle and essentially involves
  starting up the project
• A project is initiated by defining its purpose
  and scope, the justification for initiating it
  and the solution to be implemented

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Project Initiation

• Project Initiation phases involves the following
  ten key steps
• Project Proposal
• Determine Project Size
• Undertaking a feasibility study
• Develop a business case
• The specifications

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Project Initiation

• Project Initiation phases involves the following
  ten key steps
• Appoint the Project Team
• Set up a Project Office
• Create a Project Issues Register
• Project Status Report
• Perform Phase Review

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Project Initiation

• Step 1- Project Proposal
• A project proposal is developed to provide senior
  management with a broad overview of a proposed
  initiative, including how you intend to manage
  and deliver the results from the initiative and a
  mechanism to facility a formalized agreement to
  continue to a clearly set next step.

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Project Initiation

• Step 2- Determine project size
• Use Management Fact Sheet Project Sizing and
  then scale the supplement material to fit your
  project size
• Remember this guide is based on a Large Project
  so that all the steps can be described and each
  step builds upon the previous step

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Project Initiation

• Step 3- Undertake a feasibility study
• A feasibility study is completed to identify the
  likelihood of the alternative solutions actually
  delivering the benefits stated in the Project
  Proposal

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Project Initiation

• Step 4- Develop a Business Case
• A business case describes the business
  problem/opportunity to be addressed by the
  project and the alternative solutions. It is
  used by senior management to assess the
  justification of a proposed project

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Project Initiation

• The Business Case
• Clarifies the business issues
• Explores the options or possible solutions
• Recommends the preferred option
• Seeks approval for resourcing for the preferred
  option
• Reaches agreement on the scope of the project
• Seek authorization to proceed to the next step of
  the project

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Project Initiation

• Step 5- The Specifications is the definition of
  your project. It includes
• Parameters
• Scope
• Range
• Outputs
• Sources
• Participants
• Budget
• Timeframe
• Implementation Plan

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Project Initiation

• Step 6- Appoint the Project Team
• The project board should be created and a Project
  Manager is recruited to take on the
  responsibility for the project. The Project Team
  should include
• Project Sponsor
• Project Board
• Project Manager
• Team Member

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Project Initiation

• Step 7- Set up a Project Office
• The physical project office environment is
  established as the place of residence for the team

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Project Initiation

• Step 8- Create a project issues register
• A project issues register document records
  details of all the issues identified at the
  beginning and during the life of the project

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Project Initiation

• Step 9-Project Status Reporting
• Project status reporting is regular, formalized
  reporting on the progress of the project against
  the Project Proposal, Project Business Plan and
  Project Execution Plan.
• Usually, a Project Status Report is developed by
  the Project Manager.

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Project Initiation

• Step 10- Project phase review
• A phase review is completed to ensure that all
  required initiation activities have been
  completed and to provide formal approval to
  proceed to the detailed planning phase of the
  project

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Project Planning

• Carefully consider all aspects of how to manage
  a project, and build the right processes for your
  project

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Project Planning

• The project planning stage is the creation of a
  series of planning documents that help guide the
  project team throughout the project. There are 8
  documents
• Project Plan
• Resource plan
• Finance Plan
• Quality Plan
• Risk Management Plan
• Communication Plan
• Procurement Plan
• Control Plan
• Perform a phase review

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Project Planning

• Project Plan
• The project plan identifies the Work Breakdown
  Structure of phases, activities and tasks. It
  identifies the sequencing, duration and
  dependences of tasks as well as the generic
  resources and financial expenditures required to
  complete the project along with key milestones

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Project Planning

• Project Plan Management tool
• Work breakdown Structure

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Project Planning

• Project Plan Management tool
• Critical Path Analysis

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Project Planning

• Project Plan Management tool
• Project Estimation
• Guesstimate
• Estimation

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Project Planning

• Project Plan Management tool
• Gnatt Charts

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Project Planning

• Project Plan Management tool
• Pert Chart

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Project Planning

• Resource Plan
• Describes the physical resources required to
  successfully complete the project. It includes a
  list of the types of resources- such as labor,
  equipment and materials and a schedule of times
  when each resource will be utilized

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Project Planning

• Finance Plan
• A financial plan lists the costs likely to be
  incurred on the project and provides a schedule
  of the timeframes in which those costs will be
  incurred throughout the Project Lifecycle

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Project Planning

• Quality Plan
• Helps ensure that your project meets the
  requirements of the customer
• It forces you to continuously measure the quality
  of the deliverables produced by the project, as
  well as the quality of the management processes
  undertaken to produce the deliverables

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Project Planning

• Risk Management Plan
• A risk plan identifies all the foreseeable
  project risks and includes a suite of actions to
  prevent risk and reduce the impact on the project
  should a risk occur

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Project Planning

• Communication Plan
• It informs people what is happening through
  regular reports. It helps monitor progress,
  promotes cooperation, motivate and detects early
  warnings of danger. Communication is everything
  and it is accomplished through regular reports

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Project Planning

• Procurement Plan
• Project managers often need to outsource a scope
  of work to external suppliers in order to meet
  the objectives of the project. Choosing the
  right supplier is critical. A procurement plan
  will define your outsourcing needs and undertake
  a formal tender process to select the right
  supplier for your project

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Project Planning

• Control Plan
• You need to establish at the start of the project
  plan the means to monitor and influence the
  projects progress. This is achieved through two
  management devises
• Milestones
• Established means of communication (created in
  the Communication Plan)

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Project Planning

• Milestones
• Milestones are a mechanism to monitor progress
  for your team, they are short-term goals which
  are far more tangible.
• The simplest way to construct milestones is to
  take the timing of the information from the Work
  Breakdown Structure, sequence diagram and project
  estimation and assign the tasks to team members.
  This creates responsibility and accountability

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Project Planning

• Time Sheets are a useful tool to monitor and
  track each team members progress

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Milestones Reports, Milestone History Monitor

• Milestones representing the significant scheduled
  events that act as a progress marker in the life
  of a project often change over time
• Use milestone reports to record the changes
• Use milestone history monitor to project
  performance on a time basis, presents a clear
  picture of any milestone slippage and provides
  the Steering committee with a record of the
  milestone slippage.

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Project Execution

• Remember, it is cheaper to get it right the
  first time.

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Project Execution

• This stage is considered the most productive and
  hectic stage of any project, requiring management
  to ensure the production of the project outputs.
  It is concerned with
• Managing people
• Productivity and quality
• Meeting deadlines
• Prioritizing
• Management budgets

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Project Execution

• This stage is considered the most productive and
  hectic stage of any project, requiring management
  to ensure the production of the project outputs.
  It is concerned with
• Maintaining enthusiasm
• Keeping stakeholders involved
• Contingencies
• Managing risks and issues
• Unexpected problems
• Doing the work

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Project Execution

• The phase is accomplished through the creation
  and utilization of two major documents
• Project Business Plan
• Project Execution Plan

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Project Execution

• Project Business Plan
• This document is the Master Control Plan and
  defines the management of the project. It is
  utilized by the Steering Committee to ensure the
  achievements of the defined project outcomes. It
  contains details on how the project is going to
  be managed. The business plan combines the
  previously completed documents into one document

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Project Execution

• Project Execution Plan
• Defines the project delivery schedule. It is the
  road map used by the project team to deliver
  the agreed project outputs. It contains the
  project activities and tasks with specific
  timings and task allocations

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Management Tool

• SMART
• State
• clear and specific about what, where, when and
  how the situation will be changed
• Measurable
• able to quantify the benefits
• Agree
• a common understanding and agreement of the
  intended change
• Realistic
• able to obtain the level of change reflected in
  the objectives and outcomes
• Timely
• a stated time period in which change will occur

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Check, Measure and Review

• Check the progress of activities against the
  plan. Review performance regularly and at the
  stipulated review points. Manage
• Milestones
• Budgets
• Issues
• Risks

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Manage, Motivate and Inform

• Manage the team and activities by meeting,
  communicating, supporting and helping with
  decisions. One of the big challenges for a
  project manager is deciding how much freedom to
  give for each delegated activity

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Project Phase Review

• Remember to conduct a project phase review at the
  end of each phase and obtain the Steering
  Committees approval to move onto the next stage

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Project Closure

• If you have ever crossed a busy street, then you
  know what project management can be like-
  uncertain and hazardous.
• Rainbow Signs Inc.

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Project Closure

• Project closure is the formal ending of a
  project. Closing a project includes creating a
  list of all the actions required to close the
  project. This includes
• Project Sponsor approval
• Releasing the project resources
• Handing over deliverables
• Closing the Project Office
• Informing all stakeholders that the project is
  now closed

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Project Closure

• One month and three months after a project has
  been closed, conduct a Post-Implementation review
  to determine the projects overall success.
• Identify whether the business actually realized
  the benefits stated in the original Business Case
• Document lessons learned for future projects

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Project Management Guide

• Carefully consider all aspects of how to manage
  a project, and build the right processes for your
  project

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Questions