Fundamentals of Project Management, 2 nd June 2018

Transcription

1 Fundamentals of Project Management, 2 nd June 2018

2 About our company

3 Benefits of attending our Saturday courses Revolutionary way of learning! Eat the elephant we simplify the Project Management Body of Knowledge (PMBOK) in bites. -we cover all knowledge areas and you can use our series to prepare for international certification. Convenient learning ½ a Saturday, and soon coming to you online through webinars (learnon-demand). Learn from experts who have learned Project Management through both the school of hard knocks and from global best practice. Network and understand the other side of the fence. We bring together the professionals and the artisans in one class so that they can learn from each other. This approach: Master the ART and SCIENCE of Project Management by doing and theory. You can t learn this in school alone or the field alone. You need both to become a good PM.

4 About instructor Rose Kananu B.Sc Civil Engineering, MBA, Managing Director Howard Aidevo Consulting Ltd. Areas of Expertise Project Management Construction Management Construction Safety Business Architecture Learning Development Accreditation & Certification 18 Years experience in Project Management Project experience Down-stream petroleum retailing and storage facilities capital projects ( , Kenya) Corporate organizational change projects ( , South Africa) Development of a global Project Management Office PMO ( , South Africa) Building a Capital Projects & Infrastructure business at PwC Kenya ( , Kenya)

5 Who s in the room? Your name Your organization Type of organization Your role Years of experience Your expectations of the course

6 This course in a nutshell Practical Application Create Project Charter Develop Project Management Plan Group work Learn from each other through interactive group exercises

7 CHALLENGES IN INTEGRATING PROJECTS

8 Why projects unravel

9 The role of the Project Manager Stakeholders Project Board/Owner/Investor Project Sponsor Stakeholders The PM Integrates the project Stakeholders Project Manager Project Team Stakeholders

10 The role of the Project Manager The Project Manager works with the project sponsor/owner to understand strategic objectives and ensure that project objectives align with them. The Project Manager is responsible for guiding the project team to focus on what is really essential at the project level. The Project Manager should strive to become proficient in all Project Management Knowledge areas because it is the PM s ability to integrate processes in these knowledge areas that makes it possible to achieve desired results. Project Integration Management is specific to Project Managers. Other knowledge areas can be handled by specialists e.g. cost management, schedule management, quality management, but integration management cannot be delegated or transferred.

11 Complexity in projects A simple project - works require few interactions between different individuals and problems can be solved quickly. A complicated project - have much higher technical requirement, require input from more people, have more interacting components, but operate to a discernible pattern. A complex project - increased number of variables that impact on each stage of the decision making process.

12 Sources of complexity in projects Multiplicity projects tend to have a high level of interacting elements. Interdependence individual on projects rely on the work of others to complete their own tasks. Diversity - project completion requires a diverse range of professional and technical backgrounds. Novelty - the extent to which the participants are familiar with the project outcome.

13 Change control in projects Define the change request have clarity on why the change is required. Submit the request for review share the request with parties that can objectively review the request. Define options for response- assess various options including not implementing the change. Make a decision on the request make timely response on the requested change.

14 Risks arising from poor project integration management Project targets become moving goal posts when baselines are not set it becomes difficult to contain your project. Changes are implemented haphazardly absence of a properly managed integrated change control process leaves the project open to abuse. Missing the purpose of the project- inadequate focus on strategic objectives at the onset could result in a project that misses the mark all together. A never ending project a project that is not closed properly could go on for years and never achieve the benefits it was set up for.

15 Aim of the course To help you understand the importance of systematically setting up your project through proper project planning and how to stay within the plan to increase chances of success in your project. Knowledge areas, techniques and tools taught Project Integration Management processes Developing a Project Charter Developing a Project Plan

16 What you will learn An overview of Project Integration Management processes How to develop a project charter How to develop a project plan Project integration processes when executing and closing a project Managing knowledge on your project

17 TYING THE PROJECT TOGETHER

18 Teaching basis of this course About PMBOK Structure of PMBOK 5 Process Groups 49 Processes 10 Knowledge Areas Principle of PMBOK

19 Progressive elaboration in project integration management The plan for the project is being continuously and constantly modified, detailed, and improved as newer and more improved (as well as more highly detailed) sets of information becomes available to the project management team and the project management team leader, as the project

20 Integration in project context Project integration management includes choices about: Resource allocation Balancing competing needs Examining any alternative approaches Tailoring the processes to meet project objectives Managing the interdependencies between Project Management Knowledge areas

21 Section 1: Preparing the project

22 Project Integration Management at a glance It involves processes and activities that identify, define, combine, unify and coordinate various processes and project management activities in the 5 process groups. Characteristics of integration include unification, consolidation, communication and interrelationship. New process: Manage Project Knowledge

23 Develop Project Charter Process The process of developing a document that formally authorises the existence of a project and provides the project manager authority to apply resources on the project. It provides a direct link between the project and strategic objectives of the organisation. It creates a formal record of the project. It shows organisational commitment to the project.

24 Develop Project Management Plan Process The process of defining, preparing and coordinating all plan components and consolidating them into an integrated project management plan. It produces a comprehensive document that defines the basis of all project work and how the work will be performed. The process is performed once or at predefined points in the project.

25 Direct and Manage Project Work Process The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project s objectives. It provides overall management of the work and deliverables thus improving probability of success. It is performed throughout the project

26 Manage Project Knowledge Process The process of using existing knowledge and creating new knowledge to achieve the project s objectives and contribute to organisational learning. Prior organisational knowledge is leveraged to produce or improve knowledge outcomes. Knowledge created by the project is used to improve organisational operations and future projects or phases. It is performed throughout the project.

27 Monitor and Control Project Work Process The process of tracking, reviewing and reporting the overall progress to meet the performance objectives defined in the project management plan. It allows stakeholders to understand the current state of the project. It allows stakeholders to recognise the actions taken to address any performance issues. It allows stakeholders to have visibility into the future project status with cost and schedule forecasts. It is performed throughout the project.

28 Perform Integrated Change Control Process The process of reviewing all change requests; approving changes and managing changes to deliverables, project documents and the project management plan; and communicating the decisions. It allows for documented changes within the project to be considered in an integrated manner while addressing overall project risk, which often arises from changes made without consideration of overall project objectives and plans. It is performed throughout the project.

29 Close Project or Phase Process The process of finalising all the activities of the project, phase or contract. The project or phase information is archived. The planned work is completed. The organisational team resources are released to pursue other endeavours. It is performed once or at predefined points in the project.

30 The Project Charter

31 Best practice for creating a Project Charter Create a document that establishes partnership between the performing organisation (project team) and requesting organisation/entity. Get it approved so as to signify the initiation of the project. A project manager should be assigned as early as possible in the project, and should preferably develop the charter document. The project charter should be developed prior to the start of planning. Document assumptions made during the creation of the charter. The project initiator or sponsor should be at a level that is appropriate to procure funding and commit resources. A charter is not a contract because there is no consideration or money exchanged in its creation.

32 Contents of a Project Charter Project purpose Measurable objectives and success criteria High level requirements Project description, boundaries and key deliverables Overall risks Summary milestone schedule Preapproved financial resources Stakeholder list Project approval requirements and exit criteria Assigned Project Manager, role and authority level Name and authority of sponsor or person approving the charter

33 The Project Management Plan

34 Best practice for developing a Project Management Plan It may either be at summary level or detailed there is no one way of doing it. Each component plan is developed to the appropriate level required by the project. It should be robust enough to respond to the ever changing project environment. It should be baselined and provide project references for cost, time and scope these references are used for comparison during execution. No formal process is required to update the project plan before it has been baselined. After it can only be updated through the Perform Integrated Change Control process.

35 Case study: Last Mile Project

36 Group work What process did you follow? What did you learn (new knowledge)? Where did you struggle? What will you do differently?

37 Section 2: Implementing the project

38 Directing and Managing project work

39 Key pointers when directing and managing work Deliverables are produced as outputs from these processes to accomplish the project work as planned and scheduled. Changes in the project plan may stem from analyzing work performance data and information generated by this process. Work performance data can be used as input into lessons learned to improve performance of future work packages. Project Management Information Systems help automate painstaking tasks such as scheduling, work authorization, and interface into other systems e.g. knowledge repositories.

40 Managing Project Knowledge

41 Keys to good knowledge management Knowledge is commonly split into explicit (words, pictures, numbers) and tacit (personal and difficult to express, know-how) knowledge. Knowledge Management is concerned with both so as to reuse existing knowledge and create new knowledge. Knowledge is not only shared in written format but is also shared through conversations and interactions with people (especially tacit knowledge). Knowledge management ensures that skills, experience and expertise of the project team and other stakeholders are used before, during and after the project. Create an atmosphere of trust so that people are encouraged to share their knowledge (you can t force people to share tacit knowledge).

42 Monitoring and Controlling project work

43 Adherence to the project plan Monitoring and controlling is concerned with: Comparing actual project performance against the project plan. Periodically assessing whether any preventive or corrective actions are indicated, and recommending those actions as necessary. Checking status of project risks. Maintaining an accurate and timely information base about the project. Providing information to support status reporting, progress measurement and forecasting. Ensuring the project remains aligned with the business needs.

44 Performing Integrated Change Control

45 Keys to good integrated change control Before baselines have been established it is not necessary to go through a formal change control process. Changes initiated verbally should be documented and entered into a change management or configuration management system. Some change requests may require estimated cost impact or estimated schedule impact before a decision can be made on them. Each documented change request needs to be approved, deferred or rejected by a responsible individual, usually the sponsor or project manager. Approved changes may require revised cost estimates, activity sequencing, new dates, additional resources, etc.

46 Section 3: Closing the project

47 Closing the Project or Phase

48 Good practice for closing projects Before closing a project the project manager reviews the project management plan to ensure: All the work has been completed and the project objectives have been met. Delivery and formal acceptance of the deliverables by the customer. Open claims have been finalised. Records have been updated to reflect final results. Stakeholder satisfaction has been measured.

49 Conclusion on Project Integration Management Summary Poor planning is the leading cause of failed projects. Good Project Integration Management practice greatly improves risk management on a project. Project Knowledge Management helps integrate existing and new knowledge for use both during and after the project. Important keys to remember Ensure your project plan aligns to the strategic objectives that led to the creation of the project. As a project manager do not delegate Project Integration Management as you are ultimately accountable for the project s success.

50 PULLING IT TOGETHER

51 Insights and discussions Lessons learned in the course What will you do differently?