III PMF MANAGEMENT SOLUTIONS. Course Number Project Management Course Overview

Transcription

1 III PMF MANAGEMENT SOLUTIONS Course Number Project Management Course Overview

2 House Keeping Beep beep (prepare to evacuate): Whoop whoop (evacuate): Follow the red hat (fire warden). Designated evacuation point. Services (library and resources). Toilets (note location). Food/Drink in classroom. Travelling to class (car pooling / public transport). 2

3 Class Introduction Hello my name is Pair up with the person next to you and: Who are they? What is your family s origin (cultural background). Where do they live? What are their hobbies / interests? Why are they studying project management? What is something that sets them apart from others? Now introduce them. 3

4 Course Objectives Identification of the principles, processes and practices of Project Management. Understand how to clearly define the project deliverables (benefits) to support delivery. Clarify the techniques and tools required to develop all project documentation: Business Case / Project Brief. Project Charter. Project Management Plan. Integrated Change Control. Project Execution Documents. Post Project Report. Details on how to analyse deliver performance to enhance project management capability. To educate participants on the knowledge and skills required to contribute to the project environment as a project support officer. 4

5 Course Commitment Duration of the course. Commitment each week: Lectures. Tutorial. Workshop. A sincere commitment to study and research of the topic and the assessment requirements. Regular class attendance. Participation in class activities and discussions. Individual and collaborative team work. 5

6 Assessment Requirements To pass this course you must: Attempt each of the three assessment items. Achieve an aggregate score of 50% or more. Resits of any assessment will be in accordance with the guidelines set out in the Student Rules, and : Must have support of your teaching team. Effort not knowledge equals support. Will be conducted in accordance with teaching team requirements. Will take the form as decided by the teaching team, in accordance with relevant policy guidelines. 6

7 Assignment One Outline the requirements of assignment one. Provide a new slide for each assessment item. 7

8 What is a Project?

9 A Project Includes Change provides a mechanism to introduce change. Temporary it has a definite start & end date. Unique Product known as an output, service or result. Is undertaken to deliver the intended benefits that can be gained from producing the project product. Cross Functional utilises functions from different departments or business units in an organisation. Project delivery relies on the 10 functional / knowledge areas. Uncertainty and /or amendment Includes an element of uncertainty and generally will involve some level of change. 9

10 A Project Does Not Include Business Operations: Consistency a single focus from day to day to year on year. Permanency an ongoing regular endeavour. Functional a sole focus on a business unit function. Service Levels agreed service levels that must be achieved on behalf of, and in support of, the other business units within the organisation s structure. Optimisation has a management focus on the optimisation of the business units functional responsibility. 10

11 A Project May Develop An item, product or component of something bigger. Something tangible (physical) such as: An asset: New product. Plans, drawings or intellectual property. Infrastructure, buildings or machinery. Something intangible (immaterial) such as: An event celebration or ceremony. Knowledge through research and development. Change or organisational behaviour or culture. 11

12 A Project Completes When The project product is developed, delivered and handed over to the project client; or The project is suspended, until such time as a decision is made to recommence the project or not; or The project has been terminated early, due to: Key stakeholders withdrawing or choosing not to continue with the project; or The project deliverables are no longer required or necessary. 12

13 A Project Must Be Linked to the identification of a need. Organisational projects are linked to their strategic direction (corporate plan), and: Often (but not always) seek to return a profit on the investment. Delivery benefits that are achievable, feasible and viable. Monitored for continuance on this basis. Private projects often linked to personal desire: Personal emotional connection to the project benefits. Clearly defined by the project scope: The clients needs and/or requirements. 13

14 Project Management in Brief 14

15 Project Management Frameworks Project Management Body of Knowledge (PMBOK) Project Management Institute (PMI) Currently 5 th Edition. Projects IN Controlled Environments (PRINCE) Office of Government Commerce (OCG) Currently 4 th Edition. Project Management Framework (PMF) PMF Management Solutions Currently 2 nd Edition. All project management frameworks or methodologies require a level of customisations or tailoring. 15

16 Tailoring Considerations Project Scale Portfolio / Program Innovative Project Complex Project Standard Project Simplex Project Characteristic Multiple programs and /or projects and additional support work that provide complexity through integration. Unique one off project. High risk, cost, importance, visibility Delivered via a joint venture or alliance of organisations. Project in which a participating organisation has limited experience. High risk, cost, importance, visibility Multi disciplinary (e.g. construction, IT and business change) Regularly undertaken by the participating organisations. Medium risk, cost, importance, visibility Commercial customer/supplier relationship Routinely undertaken by the participating organisations. Low levels of risk and limited requirement for organisational resources. 16

17 History of PMBOK The Project Management Institute (PMI) of America was established in PMI developed the Project Management Body of Knowledge (PMBOK) in 1991 and released a draft in First full version in Second edition in Third edition in Fourth edition in Latest version on 2013 Fifth Edition. Adapted from: 17

18 History of PRINCE2 Originated from a propriety system known as PROMPT. Purchases and renamed PRINCE by UK Government in PRINCE underwent an extensive revision and was released as PRINCE2 in 1996 as the first edition. Second edition in Third edition in Fourth edition in Fifth Edition in 2009, which included: Major refresh and new publication structure. Adapted from: 18

19 History of PMF Initially developed in response to the need for a framework that addressed intra organisational projects and inter organisational projects. Utilises a project lifecycle approach to project management processes. PMF was released in Second edition in

20 PMBOK PM Knowledge Areas 1. Integration Mgt the collaborative management of all other knowledge areas. 2. Scope Mgt the identification and management of the project and its product. 3. Time Mgt the identification and management of the project duration. 4. Cost Mgt the identification and management of the project budget. 5. Quality Mgt the identification and management of the standards, specifications and requirements of the project product. 6. Human Resource Mgt the identification and management of the people required to develop and deliver the project and its product. 7. Communication Mgt the management of all project communication, information and knowledge. 8. Risk Mgt the identification and management of known unknown circumstances, and suitable responses to the unknown unknowns surrounding the project. 9. Procurement Mgt the identification and management of project purchasing requirements via competitive contracts. 10. Stakeholder Mgt the identification of project stakeholders and the management of the relationships with these stakeholders. Project Management Institute (PMI), (2013), A guide to the project management body of knowledge (5th ed.), Newtown Square, Pennsylvania, PMI 20

21 PRINCE2 PM Principles, Themes and Processes 7 Principles Continued Business Justification Learn from experience Defined roles & responsibilities Managed by stages Focus on products Tailored to suit the project environment 7 Themes Business Case Organisation Quality Plans Risk Change Progress 7 Processes Starting up a project Initiating a project Directing a project Controlling a stage Managing Product Delivery Managing a stage boundary Closing a project Office of Government Commerce. (2009). Managing successful projects with PRINCE2. London: The Stationery Office 21

22 PMF PM Functional Areas 1. Integration the function of managing all functional areas. 2. Scope the function of describing the project and its product. 3. Time the function to set and manage the duration of the project. 4. Cost the function to set and manage the budget of the project. 5. Quality the function to identify and manage the standards, specifications and requirements of the project product. 6. Human Resource the function that supports the engagement and performance of the people required to develop and deliver the product. 7. Stakeholder the function that engages the project stakeholder community. 8. Communication the function that oversees the management of all project communication, information and knowledge. 9. Risk the function that manages the known and unknown circumstances surrounding the project. 10. Procurement the function of purchasing project requirements via contracts. 22

23 Elaboration of Knowledge / Functional Areas Integration management the processes that aim to ensure all aspects of the project and product are collaboratively coordinated and managed. Project integration management focuses on the collaborative consideration and management of the collective project management processes. This includes the other nine (9) knowledge / functional areas and their influence and impact on the project, project product and project benefits. Scope management the processes that aim to ensure the project product and all the work required to delivery this product, and only this work, is identified, recorded and approved. Time management the processes that aim to ensure the duration required to deliver the project product is identified, recorded and approved in order to deliver the product within the time limitations and constraints of the project. 23

24 Elaboration of Knowledge / Functional Areas Cost management the processes that aim to ensure the financial resources required to deliver the project product is identified, recorded and approved in order to deliver the product within the cost limitations and constraints of the project. Quality management the processes that aim to ensure the project product will be fit for purpose and satisfy the needs (standards, specifications and requirements) for which the project is being undertaken. Human resource management the processes that aim to ensure the skills required to efficiently deliver the project and its product are identified, engaged and managed to maximise project performance. Stakeholder management the processes that aim to ensure all project stakeholders are identified, profiled and engage to limit project opposition and increase project support. 24

25 Elaboration of Knowledge / Functional Areas Communications management the processes that aim to ensure that all project communication, information and knowledge is identified, collated, disseminated, recorded and managed in a competent, complete and timely fashion. Risk management the processes that aim to ensure that the known unknowns are clearly identified, comprehensively analysed and responded to proactively; and timely respond to the onset of circumstances that were previously unknown unknowns. Procurement management the processes that aim to ensure the external goods and services, required by the project for the project, are acquired competitively via contractual arrangements. 25

26 Course PM Approach This course will: Utilise the knowledge areas and core processes contained within PMBOK to identify the basic theory of project management. Apply a lifecycle approach to the application of the expanded processes within each of the functional areas as outlined within PMF to provide an expanded view of the practical application to project management. Discuss and consider other project frameworks / methodologies where relevant. 26

27 PwC 2012 Insights and Trends Report Key findings: Project Management is critical to business performance. Projects must be supported by senior management. Evidence of alignment of project scope and strategic direction. A consistent organisational project management framework improves project management success. Engaged and experienced key staff lead to project success. Reported use of Project Management Frameworks /Methodologies. Usage rates of PMBOK in comparison to PRINCE2. PwC, (2012). Insights and Trends: Current Portfolio, Programme and Project Management Practices. 27

28 PMI 2013 Pulse Report The success rates for the management of projects has recently declined from 72% (2008) to 62% (2012). This regression in success rates is due, in part, to: Lack of representation at the highest levels of the organisation. Organisations are undervaluing the practice of project management. Organisational project management maturity levels are deteriorating. This decline does, and will continue to, impact business performance and organisational success. PMI, (2013). PMI's Pulse of the Profession: The High Cost of Low Performance. 28

29 Key Requirements for a PM Framework The critical aspects to any project management framework or methodology includes: It is contemporary; Contributes to organisational knowledge and experience; Consistency in application across the organisation; Commitment to continual learning from application; Commitment to the implementation of the learning; and That work within an organisational structured framework. Evidence of increased project management performance. 29

30 Project Management Authors Essential Scrum: A Practical Guide to the Most Popular Agile Process, Rubin, K.S Managing Successful Projects with Prince2, Fifth Addition, Office of Government Commerce (OGC) Project Management, Ninth Edition, Lock, D Project Management, 24 Lessons to Help You Master any Project, Heerkens, G.R Project Management: A Managerial Approach, Sixth Edition, Meredith, J.R. & Mantel, S.J Jr Project Management: A Strategic Approach, Gardiner, P.D Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Ninth Edition, Kerzner, H.R. 2013, John Wiley & Sons, Hoboken, New Jersey. Project Management: Achieving Project Bottom Line Succe$$, Pinkerton, W.J Project Management Book of Knowledge (PMBOK) 5 th Edition Project Management Institute (PMI) Project Management: Process Improvement, Wysocki, R.K Project Management: Strategic Design and Implementation, Cleland, D.I Project Scheduling and Cost Control: Planning, Monitoring and Controlling the Baseline, Taylor, J.C The Essence of the PRINCE2: Project Management Method, Bentley, C The Project Management Framework: A Structure for all Organisations, Watton, R

31 In Summary A project is a temporary endeavor that delivers a unique output utilising a variety of project functions. A project has a specific purpose, the product, which must be capable of delivering the intended benefits for undertaking the project. Project environments are dynamic and as such often include elements of uncertainty and amendment. Project management frameworks / methodologies may vary from workplace to workplace and project to project, though should be consistently applied across the organisation. Project management frameworks /methodologies must be customised or tailored to suit project and organisational conditions. 31

32 Copyright Intellectual Property: The material contained within this lecture slide comply with the guidelines for educational use and is copyright 2015 by: PMF Management Solutions. All rights reserved: Should any person, organisation or entity require the written permission to use this material please contact PMF Management Solutions via: pmfmanagementsolutions.com or 32