PRINCIPLES AND PRACTICES PROJECT MANAGEMENT [A MASONIC APPROACH] 07/09/2016 DEVON R. SMITH (2016) 1

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1 PRINCIPLES AND PRACTICES PROJECT MANAGEMENT [A MASONIC APPROACH] 07/09/2016 DEVON R. SMITH (2016) 1

2 BEFORE WE GET STARTED SOME HOUSE KEEPING RULES THE PRESENTATION IS INTERACTIVE THEREFORE ASK QUESTIONS AS WE GO ALONG 07/09/2016 DEVON R. SMITH (2016) 2

3 PURPOSE AND OBJECTIVE PROVIDE AN OVERVIEW OF THE KEY SKILLS AND TECHNIQUES IN PROJECT MANAGEMENT. PROVIDE AN UNDERSTANDING OF PROJECT MANAGEMENT PROCESSES TO ACHIEVE THE BEST PROJECT OUTCOME. 07/09/2016 DEVON R. SMITH (2016) 3

4 INTERPRETATION OF A TYPICAL PROJECT THE MASONIC APPROACH How the WM described it How the Committee Chair understood it How the Team design it to be done What was really needed FRUSTRATION!! How the Project was documented What was executed How the Treasurer was billed 07/09/2016 Devon R. Smith (2016) 4

5 DEFINITION OF A PROJECT PROJECT IS A ONE OFF ACTIVITY WHICH HAS A DEFINITE START AND END DATE/TIME. A COMPLEX ASSIGNMENT WHICH INVOLVES MORE THAN ONE TYPE OF ACTIVITIES. IT IS UNIQUE. IT SATISFIES A NEED. THERE IS A CHANGE AT THE END OF THE PROCESS. USUALLY SATISFYING THE ORGANIZATION DIRECTION 07/09/2016 DEVON R. SMITH (2016) 5

6 DEFINITION OF MANAGEMENT Management is directing and controlling a group of people for the purpose of coordinating and harmonizing the group towards accomplishing a goal beyond the scope of individual effort. It focuses on the following: PLANNING DIRECTING ORGANIZING MONITOR AND CONTROL Henry Ford with his T Model Ford 150 Henry Ford, Founder of the Ford Motor Company, Palestine Lodge No 357, Detroit[44] 07/09/2016 DEVON R. SMITH (2016) 6

7 WHAT IS PROJECT MANAGEMENT Project Management is the application of techniques, knowledge, skills, tools, resources to meet project objectives. (PMBOK 2004:8) Project management is the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements of the particular project, which is a temporary endeavour undertaken to achieve a particular aim. 07/09/2016 DEVON R. SMITH (2016) 7

8 EXAMPLES OF PROJECTS The development of a building/infrastructure development The creation of an aircraft (Airbus 380) Software development Man first step to the moon Moses leadership of the Israelites out of Egypt The building of King Solomon s Temple Preparing to be the Worshipful Master of your Craft Lodge Planning a fund raising event for your Lodge 07/09/2016 DEVON R. SMITH (2016) 8

9 PROJECT MANAGEMENT PROCESSES Time Project Constraints Budget Scope/Quality Risk and Safety 07/09/2016 DEVON R. SMITH (2016) 9

10 Level of Effort PROCESS GROUPS INTERACTION Initiation Process Group Executing Process Group Planning Process Group Monitoring & Control Process Group Closing Process Group Gary and Lawson 2006 Project Management: Managerial Process Time DEVON R. SMITH (2016) 07/09/

11 PROJECT INITIATION The first phase of the project management process, is to determine the necessary actions to be performed based on the size, complexity and scope of the project and establish strategic method of implementation. e.g. Identifying the most appropriate approach (method of implementation) Identify team members Internal or external to the Lodge Capturing all relevant requirements of the Sponsor [WM or DGM] Establish the parameters of the project. i.e. The driving force of the project 07/09/2016 DEVON R. SMITH (2016) 11

12 NETWORK OF STAKEHOLDERS Stakeholders group Team members [Inner group] WM/DGM Treasurer Secretary Other members in the Lodge Team Members [Outer group] Venue Operators Other Lodge Participants Sponsors Approval agencies Customers Contractors and Suppliers Gary and Larson 2006 Project Management: Managerial Process 07/09/2016 DEVON R. SMITH (2016) 12

13 THE PROJECT MANAGEMENT KNOWLEDGE AREAS (PMBOK 2004) Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communication Management Project Management Plan Project Risk Management Project Procurement Management 07/09/2016 DEVON R. SMITH (2016) 13

14 PROJECT TIME MANAGEMENT This process involves ensuring duration is assigned to all activities that are developed in the Work Breakdown Structure. This includes: Activity duration Activity sequencing Schedule development Controlling all time timeline activities Done with Microsoft Projects Microsoft Excel can be used 07/09/2016 DEVON R. SMITH (2016) 14

15 PROJECT COST MANAGEMENT This process involves the process of cost planning, estimating and budgeting so that the project can be completed within the agreed budget/price. This includes Estimating Cost budgeting Cost control 07/09/2016 DEVON R. SMITH (2016) 15

16 PROJECT HUMAN RESOURCE MANAGEMENT This process is the management of the project team. The team is made up of people that will allow the project to meet its objectives. This include: Acquire the project team (retain your specialist team members) Provide leadership to the persons that report to you Allow the team to feel valued and they will provide more Aligning your project team with what they like Show them the benefits that will be provided to them 07/09/2016 DEVON R. SMITH (2016) 16

17 PROJECT COMMUNICATION MANAGEMENT This is the knowledge area of the project in ensuring that there is a process of the appropriate generation, collection, distribution, retrieval and ultimately disposition of project information. This include the following Communication planning Information distribution Performance reporting Having the correct tools and equipment Managing stakeholders 07/09/2016 DEVON R. SMITH (2016) 17

18 PROJECT RISK MANAGEMENT This is the process of managing the uncertainty of the project And to ensure that what is planned is implemented. This include the following : Risk management planning Risk Identification (Risk register) Qualitative and Quantitative Analysis Risk response Planning Risk Monitoring and Control 07/09/2016 DEVON R. SMITH (2016) 18

19 TYPICAL PROJECT MANAGEMENT PLAN 1. Introduction of the Project a. Context [give brief overview] b. Determine what are the issues that require attention. c. Determine who is the sponsor of the project d. Alignment of the project to the direction of the Lodge 2. Project Scope a. Develop what is to be done 3. Project Activity Plan a. Work schedule b. Work Breakdown Structure c. Time Schedule 4. Procurement Plan a. Develop a procurement plan b. Determine supply chain management approach [if necessary] 5. Cost Plan a. Develop cost on the project b. Managing of change in cost of the project [variation] c. Mitigation for cost overrun 6 Resource assignment a. Determine internal resources [Human and equipment] b. Determine external resources [Human and equipment] c. Examine assignment of members of the Lodge 7 Risk Management Plan. a. Examine the risk b. Create a risk register 8 Project Execution Plan a. Project supervision b. Evaluation on the progress of the project c. Resolution technical issue [planned vs. actual] 9 Project Closeout plan a. Project close meeting b. Examine shortcomings mainly c. Ensure that all activities are properly completed d. Report to the Lodge 07/09/2016 DEVON R. SMITH (2016) 19

20 THE NEW APPROACH 07/09/2016 DEVON R. SMITH (2016) 20

21 Guarantee the Best Project Outcome 3. The Best From Your Team Member 4. The Best Project Performance 5. The Best Project Solutions 2. The Best Project Strategy Basics of PM 1. The Best Project Leader 07/09/2016 Project Management DEVON R. SMITH Approaches (2016) Utilised 21

22 BEST PROJECT LEADER Strategic in thinking Passionate and Confident Honest and Focus Driven Lead from the front [and motivate brethren] Engage a participatory approach Allow team members to think outside the box 07/09/2016 DEVON R. SMITH (2016) 22

23 BEST PROJECT STRATEGY Purpose Understanding the problem to overcome Vision [goals and objectives] Strategic approach for implementation WBS [activities, resources & timeline milestone] Responsibilities Risks Monitoring System Close out approach Lesson Learnt 07/09/2016 DEVON R. SMITH (2016) 23

24 BEST PROJECT PERFORMANCE Minimizing your uncertainty Proper Scoping Proper scheduling Constant planning [and monitoring of activities] Risk management system Reports showing projected activities [to be done] Strong project team interaction Increased risk assessment 07/09/2016 DEVON R. SMITH (2016) 24

25 BEST PROJECT TEAM Right persons for the specific job Be motivated Enthusiastic Committed Team player People clearly understand what is expected of them Focused oriented They feel supported, and valued They will achieve their best They feel comfortable in what they are doing, and valuable 07/09/2016 DEVON R. SMITH (2016) 25

26 BEST PROJECT SOLUTION Plan Act Check Do Identify the symptom Analyse the core issues Develop a direction for solution Implement the solution Check and Monitor that solution is achieved 07/09/2016 DEVON R. SMITH (2016) 26

27 SOME PROJECT MANAGER s STRATEGIES Samurai Strategy: Launch the project as if nothing else mattered.. Noah s Ark Strategy: Get allies only to participate in the project. Machiavellian Strategy: Weave a network of allies Work like a secret society Participative Strategy: Consultation Work together to make things happen 07/09/2016 DEVON R. SMITH (2016) 27

28 CLOSING REMARKS Albert Einstein /09/2016 DEVON R. SMITH (2016) 28

29 References Guide, A. (2001). Project Management Body of Knowledge (PMBOK GUIDE). In Project Management Institute. Larson, E. W., & Gray, C. F. (2011). Project management: The managerial process. Baylis, P (2007) Guaranteeing the best possible outcome exceptional performance /09/2016 DEVON R. SMITH (2016) 29

30 THANK YOU! 07/09/2016 DEVON R. SMITH (2016) 30