Management Development Programme

Transcription

1 Development Programme PROJECT MANAGEMENT Introduction Name and Surname Your organisation and Department Occupation Any PM experience and / or training?? Family Something that most people don t know about you is HOW DO YOU FEEL TODAY? 1

2 Facilitator Viva Mondli Mbambo BPaed; DipPM; CertPM; MComPM; ELMDP; MSLD; LDR; PrMSProject 17 years PM experience 11 years lecturing PM Practitioner and professional PM Member PMI, PMSA (Professional Member and KZN President) Driven by PASSION! Course Purpose Knowledge PRINCIPLES of Project Skills Tools & Techniques 2

3 Learning Objectives 1. Overview: How projects fit in organizational strategy? 2. Conceptual understanding of project and project management 3. Project management processes and knowledge areas 4. Benefits of Project Please advise me. How long will it take me to finish the project? Which task(s) must I monitor very closely? Why? Task ID Duration in weeks To start after completing and

4 OVERVIEW How projects fit in organisational strategy? 8 4

5 9 SOME Projects have been delivered SUCCESSFULLY 5

6 SOME Projects have been SERIOUSLY CHALLENGED SOME Projects have caused CONTROVERSY 6

7 ORGANISATIONAL VISION, MISSION, VALUES, ETHICS, STRATEGIC GOALS, PORFOLIOS & PROGRAMMES 5 Process Groups 4 Phases 1. Initiation 2. Planning 3. Execution 4. Closeout Time Cost Project SCOPE 10 Knowledge Areas Leadership Project Charter Quality Knowledge Skills Tools Techniques Problem? Need? Scope Time Cost Quality Opportunity? Why Projects? Success 1. Initiating 2. Planning 3. Executing Integration 4. Monitoring and controlling 5. Closing 47 Processes Human Resources Risk Procurement Communications Stakeholders 13 Effectiveness vs Efficiency Leadership 7

8 PM Context: Your Organisation What is your organizational VISION? What is your organizational MISSION? PM Context: Your Organisation An example of an organisational project How does this project fit in organizational strategy? 8

9 TERMINOLOGY Conceptual understanding of project and project management Introduction Projects and project management take place in an environment that is broader than that of the project itself Understanding this broader context helps ensure that work is carried out in alignment with organisation s strategic goals and managed in accordance with the organisation s established practices 9

10 What is a Project? A project is a temporary endeavour undertaken to create a unique product, service or results (PMI, 2013) Deliverables Outputs Results Project Lifecycle START PHASE 1 Initiation PHASE 2 Planning PHASE 3 Execution PHASE 4 Closeout END Phase Deliverables Business Case Feasibility Study Report Project Charter Project Plan Project Deliverables/ Outputs Project Closeout Report 10

11 Triple Constraints Cost Time Project (Scope) Quality Attributes of a project Source: Gido & Clements (2015) Interdependence of activities Resources Objectives Timeframe Degree of uncertainty Uniqueness Sponsor/ customer 11

12 What is Project? Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements Accomplished through the appropriate application and integration of the 47 logically grouped project management processes which are categorised into 5 Process Groups When you suddenly find yourself responsible for managing an important project but are unfamiliar with the science of making it happen, you re an accidental project manager Project Success and Failure 12

13 The Sydney Opera House After the need to build an opera house was identified in the mid 1950s, it was estimated in 1957 that the Sydney Opera House would cost just over $A and that it would be completed by January It was eventually finished in October 1973 at a cost of $A In an attempt to prevent even further cost increases and delays, the internal design had to be changed in such a way that it would not fulfil its original purpose as an opera house! The building was opened without car-parking facilities. Also, the building proved to be very labour intensive to operate: the running costs in the first year amounting to $A Why Projects Fail? 13

14 Project management processes and knowledge areas Case study The Case of the Never Ending Scope Creep Project Knowledge Areas C O R E Project SCOPE 1 Project TIME 2 Project COST 10. Project INTEGRATION 3 Project QUALITY SUCCESSFUL PROJECT Project HUMAN RESOURCE Project COMMUNICATIONS Project RISK Project PROCUREMENT Project STAKEHOLDER F A C I L I T A T I V E 14

15 1. Project Scope Plan Scope Includes the processes required to ensure that the project includes all the work required and only the work required, to complete the project successfully Collect Requirements Define Scope Create Work Breakdown Structure (WBS) Validate Scope Control Scope Decompose your project scope and create WBS for a house building project 15

16 Case Study - Analysis Scope Change Control Establish Change Control System Scope Change Initiation Establish Change Request Assessment Implement Change Develop system Appoint panel Non-conformance Reports (NCRs) Concessions Change request Impact statement Decision Update project plan Issue instructions 16

17 2. Project Time Plan Schedule Define Activities Includes the processes required to manage the timely completion of the project Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule List and sequence project activities for the house building project Activity ID Activity Duration Predecessor 17

18 Draw a Network Diagram Practical Exercise Activity ID Activity Duration Predecessor A Obtain order number 1 - B Prepare training material 10 A C Prepare assessment material 2 A D Get facilitators 1 A E Confirm training venue 1 B,C,D F Train participants 4 E G Assess participants 4 E H Course evaluation 1 E I Report on training and invoicing 2 F,G,H 18

19 3. Project Cost Includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget Plan Cost Estimate Costs Determine Budget Control Costs 4. Project Quality Includes the processes and activities of the performing organisation that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken Plan Quality Perform Quality Assurance Control Quality 19

20 5. Project Human Resource Plan Human Resource Includes the processes that organise, manage, and lead the project team Acquire Project Team Develop Project Team Manage Project Team 6. Project Communications Includes the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information Plan Communications Manage Communications Control Communications 20

21 7. Project Risk Plan Risk Includes the processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Control Risks 8. Project Procurement Plan Procurement Includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team Conduct Procurements Control Procurements Close Procurements 21

22 9. Project Stakeholder Includes the processes required to identify the people, groups, or organisations that could impact or be impacted by the project, to analyse stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in a project decision and execution Identify Stakeholders Plan Stakeholder Manage Stakeholder Engagement Control Stakeholder Engagement 10. Project Integration Includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Process Groups Develop Project Charter Develop Project Plan Direct and Manage Project Work Perform Integrated Change Control Close Project or Phase 22

23 Benefits of Project Applying emotional intelligence in projects Project have strategic impact Organizations that value project management as the strategic capability that drives change already perform better than their counterparts Mark A. Langley, PMI President and CEO,

24 Benefits of Project Satisfied Customers Additional Business Reputation Managing project politically In most cases, we don t manage projects per se: But we manage politics through projects Managing project politics is synonymous with managing relationships Observe shadow organisation: Create a mental map on who is leading the way (not just driving the bus) 24

25 In Conclusion Can PM be applied in any industry? What improvements will you make in your organisation after this course? PM is all about business survival The END!! 25

26 Contact Details Mondli Mbambo Cell