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).

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.

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 manager.

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.

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.

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

8 What is a Project?

9 How Old is Project Management?

10 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.

11 PMI A Project Is A project is a temporary endeavour to create a unique product, service or result. Temporary: definite beginning and end. But not necessarily short. Does not apply to the what is produced. Unique: May include repetitive elements without affecting uniqueness. Project Management Institute. (2013). A guide to the project management body of knowledge (5th ed.). Newtown Square, Pennsylvania: Project Management Institute, p.3

12 OCG A Project Is A project is temporary organization that is created for the purpose of delivering one or more business products according to an agreed business case. Distinguished from business as usual: Change: means of introducing change. Temporary: once desire change implemented, business as usual resumes. Cross functional: involves a temporary team of people with multi disciplinary skills from a variety of functions. Unique: even similar projects may be different (I.e. team, location, customer). Uncertainty: generally higher risk than business as usual. Office of Government Commerce. (2009). Managing successful projects with PRINCE2. London: The Stationery Office, pp.3 4

13 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.

14 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.

15 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.

16 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.

17 Project Management in Brief

18 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.

19 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.

20 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. PMI also produce management standards for Portfolio and Program Management

21 Other PMI PM Text 21

22 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. OCG also has management standards for Managing Successful Programmes, Management of Portfolios & Management of Value

23 Other OCG PM Text 23

24 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 2015.

25 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.

26 Purpose of PMI Knowledge Areas Integration Mgt To identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. Scope Mgt To ensure that the project includes all the work required, and only the work required, to complete the project successfully. Time Mgt To accomplish timely completion of the project. Cost Mgt To plan, estimate, budget, and control costs so that the project can be completed within the approved budget. Quality Mgt To determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken. Project Management Institute. (2013). A guide to the project management body of knowledge (5th ed.).

27 Purpose of PMI Knowledge Areas Human Resource Mgt To organise and manage the project team. Communication Mgt To ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information. Risk Mgt To increase the probability and impact of positive events, and decrease the probability and impact of events adverse to the project. Procurement Mgt To purchase or acquire the products, services, or results needed from outside the project team to perform the work. Stakeholder Mgt To manage the influence of the project s stakeholders. Project Management Institute. (2013). A guide to the project management body of knowledge (5th ed.).

28 PMI Process Groups Project Management Institute. (2013). A guide to the project management body of knowledge (5th ed.).

29 PMF Phases and Core Processes

30 PMI Process Groups - Accessed 7/01/2014

31 Process Group Intensity (2004). A Guide to the Project Management Body of Knowledge. Newtown Square, Pennsylvania: Project Management Institute, p. 68

32 Initiating & Planning Processes Saladis, F. P., & Kerzner, H. (2009). Bringing the PMBOK guide to life: A companion for the practising project manager. Hoboken, New Jersey: Wiley, Chapter 2

33 Executing, Controlling & Closing Processes Saladis, F. P., & Kerzner, H. (2009). Bringing the PMBOK guide to life: A companion for the practising project manager. Hoboken, New Jersey: Wiley, Chapter 2

34 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 Organization 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

35 PRINCE2 Principles Continued business justification: To start a project. Which must remain valid throughout the project lifecycle. Which is documented and approved. Learn from experience: Collected, recorded and acted upon throughout the project lifecycle. Defined and agreed roles and responsibilities: Within an organization structure that engages business, user and supplier stakeholder interests. Manage by stages: Project is planned, monitored and controlled on a stage by stage basis. Manage by exception: Within defines tolerances for each project objective to establish limits of delegated authority. Tolerances: Time, Cost, Quality, Scope, Risk, Benefit. Focus on products: Focuses on the definition and delivery of products, in particular their quality requirements. Tailor/embed to suit the environment: Including size, complexity, importance, capability and risk. Tailoring is adapting the project method to project context. Embedding adapting within corporate environment. Office of Government Commerce. (2009). Managing successful projects with PRINCE2.

36 PRINCE2 Embedding / Tailoring Embedding Done by the organisation to adopt PRINCE2 Focus on: Process responsibilities. Scaling rules/guidance. Standards. Training and development. Integration with business processes. Tools. Process assurance. Tailoring Done by the project management team to adapt the method to the context of a specific project Focus on: Adapting the themes (through strategies and controls). Incorporating specific terms/language. Revising the Product Descriptions for the management products. Revising the role descriptions for the PRINCE2 roles. Adjusting the processes to match the above. Office of Government Commerce. (2009). Managing successful projects with PRINCE2.

37 PRINCE2 Themes Business Case Organization Quality Plans Risk Change Progress How an idea is developed into a viable investment proposition; how project management maintains focus on organizations objectives throughout the project Roles and responsibilities in the temporary project team required to manage the project effectively Ensuring all stakeholders understand the quality attributes of the products to be delivered; defining how project management will ensure these requirements are delivered Projects proceed on the basis of a series of approved plans. Complements the quality theme. Plans matched to the needs of personnel at various organizational levels. Focus for communication and control. Managing uncertainty in plans and environment Assessing and acting upon issues which may affect the project (plans and completed products) e.g. unanticipated general problems, requests for change or instances of quality failure Ensuring ongoing viability of plan determining whether or how projects should proceed. Explains decision making process for approving plans, monitoring actual performance, and escalation process for exceptions Office of Government Commerce. (2009). Managing successful projects with PRINCE2.

38 PRINCE2 Processes Starting Up a Project Initiating a Project Directing a Project Controlling a Stage The project team is assembled, the project approach is decided and business justification is documented. Activities: assemble project management team, create project brief, agree upon project approach, plan for project initiation phase. Project planning and organising is continued. Activities: document the project plan, business case, risks, project controls and the plan for the next stage of the project. The project board (project sponsors) controls the project. This involves a series of authorizations, giving ad hoc direction and confirming project closure. Activities: Project board authorizes project initiation, stage plans and exception plans and oversees the management of the project and product delivery. The project is broken down into stages and each stage is controlled separately, minimum of two stages (1 st project planning and 2 nd project execution). Activities: progress assessments, managing issues, status reviews and reporting, taking corrective actions, issue escalation, receiving completed work packages. Office of Government Commerce. (2009). Managing successful projects with PRINCE2.

39 PRINCE2 Processes Managing Stage Boundaries Managing Product Delivery Closing a Project Includes end of stage activities and planning for the next stage. Also provides and opportunity to decide what should be done for stages that have exceeded tolerance levels. Activities: stage planning, updating the project plan, updating the business case, updating risk log, reporting end of stage performance, creating a exception plan. Managing the acceptance, execution and delivery of project work. Ensures that the work (project) products are delivered to expectations and within tolerance. Activities: accept a work package, execute a work package, deliver a work package and review a work package. A controlled closure to the project, either at the planned end of the project or premature closure of the project. Activities: formally de commission the project, project evaluation, identify follow up actions. Office of Government Commerce. (2009). Managing successful projects with PRINCE2.

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41 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.

42 Elaboration of 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.

43 Elaboration of 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.

44 Elaboration of 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.

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46 Functional Area /Process Group Summary Exception: Functional area not apart of the project being undertaken.

47 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.

48 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.

49 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.

50 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.

51 Hints on Choosing a PM Framework What benefits can be gained by implementing a formal project management methodology within the organization? How would you describe the current project management process or methodology? If there is no formal methodology, try to determine what processes seem to be common or repeated. What is the greatest challenge encountered by the project manager during project planning and execution? There may be a few of these challenges, so make sure you include the ones that seem to be most prevalent. What metrics or performance measures are currently being used to determine project performance levels? If there are no official metrics used, identify the metrics you use to determine performance. These metrics may include: schedule progress, completed deliverables, activities that have begun, activities in progress, quality (number of defects or repairs), actual cost, percent complete of an activity, efficiency in the use of resources. Saladis, F. P., & Kerzner, H. (2009). Bringing the PMBOK guide to life: A companion for the practising project manager. Hoboken, New Jersey: Wiley, Chapter 4

52 Hints on Choosing a PM Framework What metrics are missing and should be included in the process of managing project performance? Compare with other project based organizations. How would you describe the efficiency of the project status meetings that are scheduled and conducted within your organization? How well are your meetings managed? What information is included in project status reports? How does a project team identify all of the project stakeholders? Do project team members understand the true definition of a stakeholder? How are project stakeholder requirements determined and documented? This includes requirements about information distribution. How often is project status communicated to project stakeholders? What criteria are used to determine who should receive information and when? How are projects selected for implementation? What is the specific selection process used for determining which projects are most beneficial for the organization? Saladis, F. P., & Kerzner, H. (2009). Bringing the PMBOK guide to life: A companion for the practising project manager. Hoboken, New Jersey: Wiley, Chapter 4

53 Hints on Choosing a PM Framework What is the process for reviewing/auditing project performance? What formal project management training is available for the organization? What percentage of the organization has attended some form of project training? How are changes to project plans and project baselines managed? What are the organization's policies or processes for managing change? How is a project team selected? What is the role of the project manager? How are project risks identified and managed? What criteria are being used to determine project success? When is a project considered to be complete? What is the process for closing out a completed project? What is the process for project reviews? Saladis, F. P., & Kerzner, H. (2009). Bringing the PMBOK guide to life: A companion for the practising project manager. Hoboken, New Jersey: Wiley, Chapter 4

54 ? My Knowledge of Functional Areas Rate your current project management knowledge on a scale of 0 5: 0 or 1 is a novice; 2 or 3 is competent; or 4 or 5 is expert

55 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

56 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.

57 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