FIVE D A Y W O R K S H O P
C O P Y R I G H T I N S T I T U T E o f P R O J E C T M A N A G E M E N TA L L R I G H T S R E S E R V E D
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CERTIFIED PROJECT OFFICER
DAY 1.1INSTITUTE OF PROJECT MANAGEMENT
Certified Project OfficerDay 1: Project Initiation
Course structure
Day 1: Initiating projects
Day 2-3: Planning projects
Day 4: Project leadership
Day 5: Project delivery & close
Attendance register
Active participation
Assessment portfolio
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OPEN x.x
CERTIFIED PROJECT OFFICER
DAY 1.2INSTITUTE OF PROJECT MANAGEMENT
Initiating projects
Project frameworks
Projects v operations
The project lifecycle
Project methodologies
Opportunity definition
Concept canvas
Risk profile
Stakeholder identification
Stakeholder engagement
Defining stakeholders
Stakeholder prioritisation
Engagement approaches
The business case
Identifying options
Analysing impacts
Multi-criteria analysis
Project frameworksProjects v operations
The project lifecycle
Project methodologies
OPEN Unit 1: Project frameworks
CERTIFIED PROJECT OFFICER
DAY 1.3INSTITUTE OF PROJECT MANAGEMENT
What is a project?
A temporary endeavour
undertaken to create
a unique product, service or result
OPEN 1.1
ProjectsOperationsOPEN 1.2
CERTIFIED PROJECT OFFICER
DAY 1.4INSTITUTE OF PROJECT MANAGEMENT
Projects
Routine / cyclicTemporary / unique
DISRUPTIVE CHANGE O
RGANIC CHANGE
Established relationshipsNew & complex relationships
Routine planningSignificant planning
Based on precedentUncertain performance
Self-financingUp-front finance
Operations
OPEN 1.3
Project lifecycleOPEN 1.5
CERTIFIED PROJECT OFFICER
DAY 1.5INSTITUTE OF PROJECT MANAGEMENT
Activity 1.1
Reflect on a project you have recently contributed to
How well did you (or the project team)…
…test the project concept with stakeholders?
…plan the project?
…manage change during project delivery?
…capture and communicate lessons learned?
The cost of changeOPEN 1.6
CERTIFIED PROJECT OFFICER
DAY 1.6INSTITUTE OF PROJECT MANAGEMENT
The triple constraintsOPEN 1.7
Discussion
Can a project have too much time or money?
OPEN 1.7
CERTIFIED PROJECT OFFICER
DAY 1.7INSTITUTE OF PROJECT MANAGEMENT
Activity 1.2
In your opinion, why do projects underperform or fail?
OPEN 1.10
Discussion
What are the benefits of a project methodology?
OPEN 1.8
CERTIFIED PROJECT OFFICER
DAY 1.8INSTITUTE OF PROJECT MANAGEMENT
Opportunity definitionConcept canvas
Risk profile
Stakeholder identification
OPEN Unit 3: Choosing the right project
Project initiation
Doing theright project
Doing theproject right
OPEN 3.0
CERTIFIED PROJECT OFFICER
DAY 1.9INSTITUTE OF PROJECT MANAGEMENT
Initiation process
OPEN 3.1
Opportunity definition
OPEN 3.1
CERTIFIED PROJECT OFFICER
DAY 1.10INSTITUTE OF PROJECT MANAGEMENT
Current v ideal state Link to the objectives of the organisationpaying for it
What outcomes / benefits do we need to have?
What outcomes / benefits would be nice to have?
What is out of scope?
OPEN 3.2
Upgrade office technology Improve efficiency and customer service
Improve productivity
Be scalable for growth
Integrate with existing technology
Enable new service channels
Reduce energy costs
Office furniture
Telephones
12 24
now March
40,000 75,000
50,000
Jane S.
Wendy Q.1,000 10
✔ ✔Don J.
OPEN 3.2
CERTIFIED PROJECT OFFICER
DAY 1.11INSTITUTE OF PROJECT MANAGEMENT
Activity 1.3
There are 100 project managers in our organisation
Our CEO wants to recognise and reward high performing PMs
Prepare a project concept canvas for this opportunity
Brainstorm benefits before you decide whether they are ‘must’ or ‘might’ have outcomes for your solution!
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OPEN 3.2
Discussion
What are the risks to the organisation of this opportunity?
The risks to project delivery are analysed in the project plan
OPEN 3.8
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CERTIFIED PROJECT OFFICER
DAY 1.12INSTITUTE OF PROJECT MANAGEMENT
Activity 1.4
Run the risk profile tool over your opportunity
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Who is a stakeholder?
An individual, group or organisation who…
…can influence, AND/OR
…is impacted by, AND/OR
…is (or would be) interested in
…a decision, activity or outcome of the project
OPEN 2.0
CERTIFIED PROJECT OFFICER
DAY 1.13INSTITUTE OF PROJECT MANAGEMENT
Stakeholder management processOPEN 2.1
Stakeholder identification
CERTIFIED PROJECT OFFICER
DAY 1.14INSTITUTE OF PROJECT MANAGEMENT
Activity 1.5
Who are the stakeholders in the case study opportunity?
Project stakeh
olde
rs
OPEN 2.2–2.4
CERTIFIED PROJECT OFFICER
DAY 1.15INSTITUTE OF PROJECT MANAGEMENT
Stakeholder engagementDefining stakeholders
Stakeholder prioritisation
Engagement approaches
OPEN Unit 2: Project stakeholders
Stakeholder prioritisationOPEN 2.6
CERTIFIED PROJECT OFFICER
DAY 1.16INSTITUTE OF PROJECT MANAGEMENT
Activity 1.6
What do stakeholders expect of their project manager?
What can stakeholders do for their project managers?
Are all stakeholders equal?
OPEN 2.7
OPEN 2.6
CERTIFIED PROJECT OFFICER
DAY 1.17INSTITUTE OF PROJECT MANAGEMENT
OPEN 2.6
OPEN 2.6
CERTIFIED PROJECT OFFICER
DAY 1.18INSTITUTE OF PROJECT MANAGEMENT
OPEN 2.6
-4
Resident
OPEN 2.6
+9
Supplier
CERTIFIED PROJECT OFFICER
DAY 1.19INSTITUTE OF PROJECT MANAGEMENT
OPEN 2.6
+20
Project team
OPEN 2.6
CERTIFIED PROJECT OFFICER
DAY 1.20INSTITUTE OF PROJECT MANAGEMENT
Activity 1.7
Prioritise your stakeholders using the power / interest matrix
AB
E
H
F
D
C
G
OPEN 2.6
Stakeholder engagementOPEN 2.7
CERTIFIED PROJECT OFFICER
DAY 1.21INSTITUTE OF PROJECT MANAGEMENT
OPEN 2.7
Discussion
What information should we document on our stakeholders?
OPEN 2.10
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CERTIFIED PROJECT OFFICER
DAY 1.22INSTITUTE OF PROJECT MANAGEMENT
Activity 1.8
Complete detailed stakeholder register entries for one or more key stakeholders in the case study project
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The business caseIdentifying options
Analysing impacts
Multi-criteria analysis
OPEN Unit 3: Choosing the right project
CERTIFIED PROJECT OFFICER
DAY 1.23INSTITUTE OF PROJECT MANAGEMENT
OPEN 3.3
Options identification
Creative thinking
Options identification
Generating ideas
Reflection
Brainstorming
Secondary sources
Organising ideas
Lists
Mind-maps
Flowcharts
Critical thinking
Options analysis
Threshold feasibility
Is this something people want?
Is this something we can do?
Is this something we can afford?
Is this something we are allowed to do?
OPEN 3.3
CERTIFIED PROJECT OFFICER
DAY 1.24INSTITUTE OF PROJECT MANAGEMENT
Activity 1.9
Identify five (5) ways to realise the outcomes identified in the project concept canvas
OPEN 3.3
OPEN 3.4
Feasibility analysis
CERTIFIED PROJECT OFFICER
DAY 1.25INSTITUTE OF PROJECT MANAGEMENT
Relative feasibility
Questions to ask…
Do people want Option A more than Option B?
Is it easier for us to produce Option A than B?
Is Option A more affordable than Option B?
Other methods to use…
Pros and cons
SWOT analysis
OPEN 3.4
OPEN 3.6
Project costs
CERTIFIED PROJECT OFFICER
DAY 1.26INSTITUTE OF PROJECT MANAGEMENT
Estimating project (output) costs
Source data
Commercial norms
Market / catalogue prices
Similar, past projects
Independent cost assessment
Quantity surveyor
Estimation method
Consensus method
Statistical methods
Mean, median, mode
PERT three-point estimates
Pro rata (parametric)
Advanced statistics
OPEN 3.6
Ownership (outcome) costs
Operating costs
Infrastructure
Rent, power, telecoms, water
Labour and materials
Routine maintenance
Interfaces (eg IT)
Compliance and insurance
Strategic costs
New user training
Major repairs
Upgrades / scalability
Decommissioning
OPEN 3.6
CERTIFIED PROJECT OFFICER
DAY 1.27INSTITUTE OF PROJECT MANAGEMENT
Activity 1.10
A new car costs $20,000 to purchase and $5,000 per year to operate
A second-hand car costs $5,000 to purchase and $10,000 per year to operate
Which is the better option over two (2) years?
Which is the better option over four (4) years?
OPEN 3.6
Net financial impact
Post-project revenue less ownership (outcome) costs
Profit / loss
Annualise – if possible – to enable comparison
What is the useful life of each Option?
OPEN 3.6
CERTIFIED PROJECT OFFICER
DAY 1.28INSTITUTE OF PROJECT MANAGEMENT
Discussion
Why is it important to accurately estimate financial costs and impacts?
What are the potential consequences of under-estimating?
What are the potential consequences of over-estimating?
How accurate do we need to be in the business case?
OPEN 3.5
Other impacts
IntangiblesKnowledge / skills
Stakeholder relationships
Brand / reputation
Corporate culture
Competitive advantage
Community well-being
Who is impacted?Our organisation
Our clients
The community
The environment
How can we measure these benefits?
OPEN 3.7
CERTIFIED PROJECT OFFICER
DAY 1.29INSTITUTE OF PROJECT MANAGEMENT
Activity 1.11
What non-financial metrics might you use to baseline and measure…
…improved productivity?
…customer satisfaction?
…employee health and safety?
…corporate culture?
…environmental impact?
OPEN 3.7
OPEN 3.9
Recommendation
CERTIFIED PROJECT OFFICER
DAY 1.30INSTITUTE OF PROJECT MANAGEMENT
Multi‐criteria analysis
Compare options across common criteria
Use standard scores for each criteria
Best score wins!
Criteria should be clearly defined by the organisation
Criteria can also be weighted by the organisation
OPEN 3.9
Multi‐criteria analysis (MCA)OPEN 3.9
CERTIFIED PROJECT OFFICER
DAY 1.31INSTITUTE OF PROJECT MANAGEMENT
Discussion
What criteria could you use to evaluate the options identified in the case study project?
OPEN 3.9
Sample recommendation
It is recommended that detailed planning commence on Option B.
A complete project plan is to be presented for Board approval in four (4) weeks time
The plan should continue the assumptions made in the business case, and include a detailed WBS, schedule, budget, stakeholder and risk registers and any other documentation deemed relevant by the PMO
The PMO should also immediately appoint a suitably qualified project manager and project steering committee
If the assumptions of the business case are invalidated by the planning process, the Board should be duly advised and a new course of action recommended
It is proposed that a budget of $15,000 be allocated to planning the project
OPEN 3.9
CERTIFIED PROJECT OFFICER
DAY 1.32INSTITUTE OF PROJECT MANAGEMENT
Other recommendation detail
Planning constraints
Time – key milestones
Cost – high-level budget
Scope – key deliverables
Quality – acceptance criteria
Critical success factors
For example…
Resource availability assumptions
Other project dependencies
Key stakeholder relationships
Known project risks
OPEN 3.9
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Project charter
The project charter authorises project planning
The project plan authorises project delivery
Stipulates planning constraints
See the business case recommendation as an example
Stipulates high-level project constraints
Scope requirements
Target milestones (schedule)
Expected budget range
Can be stand-alone; best embedded in concept canvas / business case
OPEN 3.10
CERTIFIED PROJECT OFFICER
DAY 1.33INSTITUTE OF PROJECT MANAGEMENT
Project sizingOPEN 8.9
Go / no go decision points
Activity 1.12
What will project success look like for our case study project?