PROJECT MANAGENT
mSCOA
Presented by: xxx Date xxx
mSCOA
Key terms
Project Life Cycle
Initiation the project
Defining the project
Defining the plan
Implementation
Closure
Success vs Failure
AGENDA
Key terms
Project Life Cycle
Initiation the project
Defining the project
Defining the plan
Implementation
Closure
Success vs Failure
AGENDA
What is a project
What is project management
Project stakeholders
Project management skills
Project manager
A good project manager
KEY TERMS
A project is a temporary work effort with a specific beginning and end date and which
has a unique, clearly defined, and measurable outcome
WHAT IS A PROJECT?
“A project is a problem scheduled for solution”
A problem is a gap (achieving your objective) between where you are and where you want to be, with an obstacle that prevents easy movement to close the gap
Where we are: Currently inconsistent, inaccurate reporting across municipalities
Where we want to be: consistent, accurate, comparable information across municipalities – hence mSCOA
The gap: moving from conventional reporting and budgeting to the 7 segments defined by mSCOA
WHAT IS A PROJECT?
To manage the breadth or range of a project, active and proactive project management
is required throughout the duration of the project.
It cannot be simply initiated and/or planned and left alone
WHAT IS A PROJECT?
Project management is the planning, scheduling, and
controlling of project activities to meet project objectives
WHAT IS PROJECT MANAGEMENT?
Project management is a set of tools, skills, techniques, and knowledge that enable you to successfully complete a project (achieve desired results) on time and at or under budget
PROJECT MANAGEMENT IS…
A roadmap for addressing critical questions
A method for measuring results
A means for identifying and addressing problems
A formal mechanism for managing change
A means for results
A mechanism for evaluating the process
A vehicle for communicating project activities to others
In order to manage projects successfully, it is necessary to have a system
A full project management system consists of components
If any one of the seven components is not in place or does not function satisfactorily, then you will have some difficulty
managing projects
A PROJECT MANAGEMENT SYSTEM
Human Factors Method
Culture
Organization Planning
Information Control
THE SEVEN COMPNENTS
Human Factors
A project manager must be able to deal effectively with all of the parts of this component in order to be successful
Leadership
Negotiation
Team building
Motivation
Communication
Decision making
UNPACKING THE 7 COMPONENTS
Human Factors continued…
The Right People
The Right Type of Management
One of the key ingredients is having the right people on the job and managing them appropriately
UNPACKING THE 7 COMPONENTS
Methods refer to the tools of your trade
The culture of an organization affects everything you do
Organisation: every organisation must deal with the assignment and definition of each person’s authority, responsibility, and
accountability
Planning: every organisation needs a good methodology for planning projects if it is to be successful
Information: good historical data is needed for planning projects (in this case information from Piloting municipalities)
Control: The control component is supported by the planning and information components
UNPACKING THE 7 COMPONENTS
Customer
(service provider)
End User
(PT, NT)Project Sponsor Project Leader Team Members
Resource Managers
PROJECT STAKEHOLDERS
General Business Management
(consistently producing results expected by stakeholders)
Leading
(establishing direction, aligning resources, motivating)
Communicating
(clear, unambiguous, and complete)
Negotiating
(conferring with others to reach an agreement)
Problem Solving
(definition and decision making)
• Distinguish causes and symptoms
• Identify viable solutions
Influencing Organisation
(understanding power and politics)
PROJECT MANAGEMENT SKILLS
A project manager is a person who causes things to happen
Key responsibility of the project manager is to
successfully accomplish the project objectives by
balancing the competing demands for quality, scope, time, and cost
PROJECT MANAGER
Takes ownership of the whole project
Is proactive not reactive
Adequately plans the project
Is authoritative (NOT authoritarian)
Is decisive
Is a good communicator
Manages by data and facts not uniformed optimism
Leads by example
Has sound Judgement
Is a motivator
Is diplomatic
Can delegate
A GOOD PROJECT MANAGER
Key terms
Project Life Cycle
Initiation the project
Defining the project
Defining the plan
Implementation
Closure
Success vs Failure
AGENDA
Project Life Cycle
BASIC PROJECT MANAGEMENT CYCLE
Initiating
Closing
Controlling
Planning
Executing
IMPLEMENTATION
For most smaller
projects, the real value of Project Management is in Initiating, Planning
& Closing
THE VALUE OF PROJECT MANAGEMENT
These areas are where projects go from success failure/ dissatisfaction
INITIATING THE PROJECT
Initiating is where you formulate your
“contract” with the client/customer /users/management
Lack of agreement about what’s important is the biggest cause for disagreement
Lack of understanding of the impact of changes is the biggest reason for
escalating costs (in cost, time and quality terms)
WHY IS IT IMPORTANT?
INITIATION – PROJECT OBJECTIVE
The most powerful tool for initiation is a very simple statement of the objective of the project:
To Strategy
WHAT – you are going to do
In a way that Tactics
HOW – you are going to do it, including parameters
So that Objective/Goal
WHY - Measurable business benefit.
DEFINE THE PROJECT
DESCRIBE THE PROBLEM
Takes the original project “proposal” and define it more precisely
What does the business unit project sponsor envision as a desired outcome?
Who are the key stakeholders who are driving this project?
How will the end user benefit from this project?
Identify skills/knowledge required to move the project forward
Identify the resource area from
whence these skills/knowledge will be obtained
Estimate % time required for the project
IDENTIFY PROJECT RESOURCES
DEVELOP THE PLAN
Create a project plan
Be clear of scope and objectives
Establish clear statement of what is to be done
Establish risks to be managed
Establish costs and durations
Establish resources required
KEY POINTS - PROJECT MANAGEMENT
The point of Planning is NOT to follow the plan, but to gain a better understanding of what needs to be done
“In preparing for battle, I have always found that plans are useless, but planning is indispensable” – Eisenhower
PLANNING
The other purpose of a plan is for communication – your
stakeholders care about whether you are
on-track/late/etc.
CORE PLANNING
Scope Planning – written statement
Scope Definition – subdividing major deliverables into more manageable units
Activity Definition – determine specific tasks needed to produce project deliverables
Activity Sequencing – plotting dependencies
Activity Duration Estimating – determine amount of work needed to complete the activities
Schedule Development – analyze activity sequences, duration, and resource requirements
Resource Planning – identify what and how many resources are needed to perform the activities
Cost Budgeting – develop resource and total project costs
Project Plan Development – taking results from other planning processes into a collective document
Quality Planning – standards that are relevant to the project and determining how to meet standards
Organizational Planning – identify, document, and assigning project roles and responsibilities
Communications Planning – determining rules and reporting methods to stakeholders
Risk Identification – determining what is likely to affect the project and documenting these risks
Risk Quantification – evaluating risks and interactions to access the possible project outcomes
Risk Response Development – defining enhancement steps and change control measures
Procurement Planning – determining what to buy and when
Solicitation Planning – documenting product requirements and identifying possible sources
CORE PLANNING CONTINUED…
Order of events
Scope Statement
Create Project Team
Project Plan
Finalize the team
Estimate Time and Cost
Critical Path
Schedule
Budget
Procurement Plan
Quality Plan
Risk Identification, quantification and response development
Change Control Plan
Communication Plan
Management Plan
Final Project Plan
Project Plan Approval
Kick off
PLANNING - EXPLORING SYSTEM IMPLECATIONS
HR
Training and development
IT infrastructure
Core mission/vision
Other
A project management plan is a fundamental tool for the project manger to deliver the project successfully.
This document is a strategic and formalized roadmap to accomplish the project’s objectives by describing how the project is to be executed, monitored and controlled, which includes creating a project work breakdown structure,
identifying and planning to mitigate risk, identifying manners in which to effectively communicate with
stakeholders and other project team
members, and developing a plan to manage changes.
WHAT IS A PROJECT MANAGEMENT PLAN?
It is essentially a guide for executing the project, and a manner in which to gain buy-in and approval from
stakeholders and sponsors prior to commencement.
This plan is a living document that is updated and revised throughout the project at strategic milestones or significant events to accommodate the progressive, elaborative nature of the project.
The project management plan will vary based on size, complexity, risk, and/or sensitivity of the project .
Implementing the project management plan requires
competency in all of the project management knowledge areas and is critical to the success of the project.
WHAT IS A PROJECT MANAGEMENT PLAN?
PLANNING
Quite often, when planning, you DON’T need a detailed task list in a chart
You can trust people in your team to work out how to deliver their parts
All you need to do a plan and schedule for is to – Identify what needs to be done
– Identify who needs to do it
– Identify when things need to be done – Track progress
PLANNING – TRACKING PROGRESS
The solution is not to plan tasks and not to measure progress in
% complete
Instead, only plan milestones – just plan them small enough that it gives you visibility of progress
PLANNING – RISK MANAGEMENT
RISK MANAGEMENT
“Project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on a project
objective”
Threat → Scope → Poor Quality Product Threat → Schedule → Late Delivery
Threat → Cost → Overspend
In addition there are a multitude of threats that must be managed
RISK MANAGEMENT PROCESS
Identify risks
Assess likelihood and impact
Rank risks and prioritise
Define risk management approach & actions
Implement actions
Monitor & review
IMPLEMENTATION
monitoring, controlling & executing
MONOTORING/CONTROLLING/
EXECUTING
Time ResourceQuality
Scope
Unless progress is monitored, you cannot be sure you will
succeed
MONOTORING
CONTROLLING/EXCECUTING – SCOPE MANAGEMENT
You can’t stop the stakeholders changing their minds, or
requirements changing
You CAN make them aware of the impact
Let the stakeholder prioritise – show them the cost of making the scope change
CONTROLLING PROCESS
Controlling Processes – needed to
regularly measure project performance and to adjust project plan
What are you expected to do as a manager?
If a deviation from the plan is discovered, you must ask what must be done to get back on track, or—if that seems
impossible—how the plan should be modified to reflect new realities.
EXECUTING PROCESS
Project Plan Execution – performing the activities
Complete Tasks/Work Packages
Information Distribution
Scope Verification – acceptance of project scope
Quality Assurance – evaluating overall project
performance on a regular basis; meeting standards
Team Development – developing team and individual skill sets to enhance the project
Progress Meetings
Information Distribution – making project information available in a timely manner
Solicitation – obtaining quotes, bids, proposals as appropriate (in this case use the transversal contract)
Source Selection – deciding on appropriate suppliers
Contract Administration – managing vendor relationships
CLOSURE
Closing is important because go-live is not the end of your project
Your project is finished when you have sign-off (agreement) from stakeholders that it is finished
If you did your job well when you
initiated the project, then closing is easy
Customer/client/management knows the exact scope of the project
Closing is just a matter of acknowledging that everything agreed has been
delivered -- WRITE IT DOWN! (incl future support agreement, etc.)
IMPORTANCE
CONFIRM COMPLETION
Ensure design records are complete and accurate
Ensure any outstanding actions or issues are addressed
Ensure maintenance records are produced
Ensure user manuals are produced
Hold a formal post project review
Project Closeout Checklist
Scope Fulfilled?
Internal Audit: Completed on or ahead of schedule?
Internal Audit: Completed at or below budget?
Sponsor supports final deliverable and project closure?
Stake holders accepts final deliverable?
Stake holders has evaluated effectiveness of project?
Team members have evaluated effectiveness of project?
Team has documented “lessons learned?”
Final one-on –one meeting conducted with stakeholder
All stakeholders notified of project completion and project results?
Project documents, files, and records have been archived?
Close--out report has been distributed to customers/stakeholders?
Staff resources reassigned?
Celebration scheduled
checklist Project close-out
Key terms
Project Life Cycle
Initiation the project
Defining the project
Defining the plan
Implementation
Closure
Success vs Failure
AGENDA
SUCCESS VS FAILURE
o
Failure to understand the “problem”
o
Estimates for time/resources are guesses
oTop leadership/senior managers refuse
to accept realities
o
Resource planning was inadequate
o
Project team doesn’t see itself as a team
oImplementation and results aren’t
monitored and tracked against the plan
oPeople lose sight of the original goal
o
Risks to the project aren’t anticipated or calculated
DEADLY SINS
SUCCESS FACTORS
QUESTIONS?
