PRAGMATIC PROJECT MANAGEMENT CIMA PRESENTATION 16 MAY 2013

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  • Slide 1
  • PRAGMATIC PROJECT MANAGEMENT CIMA PRESENTATION 16 MAY 2013
  • Slide 2
  • PRAGMATIC Dealing with things sensibly and realistically in a way that is based on practical rather than theoretical considerations
  • Slide 3
  • SEAN MULLINEUX Lead Consultant @ Zebrazoo Consulting (www.zebrazoo.com) Over 10 years experience delivering change for large organisations My Background: B.Com PAAB Articles (Deloittes) CIPD MBA I have delivered change projects locally and internationally in the following sectors: -Biotech / Pharma -Financial Services -Retail -Utilities -Public -Health / NHS
  • Slide 4
  • SEAN MULLINEUX Recent projects include: Implementing near shore and on shore Shared Services Centres Relocating and consolidating operations from high-cost geographical areas to lower-cost areas Outsourcing services and implementing managed service contracts Redesigning business services Designing and implementing new channels to market Delivering new and refurbished capital infrastructure to underpin new, or improved, services Setting up consolidated multi-skilled service desks Business process redesign
  • Slide 5
  • AGENDA Change Project Management Versus Programme Management Structuring Your Project Correctly The Project Lifecycle Sequencing Your Project Plan Correctly The Pragmatic Project Management Checklist For Success Case Study Lessons From The Dark Side
  • Slide 6
  • CHANGE Yes NoMaybe Is your business exactly the same as it was 5 years ago ? Yes NoMaybe Is your business exactly the same as it was 3 years ago ? Yes NoMaybe Is your business exactly the same as it was 2 years ago ? Yes NoMaybe Is your business exactly the same as it was 1 year ago ?
  • Slide 7
  • CHANGE WHY IT IS UNAVOIDABLE POLITICAL ENVIRONMENTAL ECONOMIC SOCIAL LEGAL TECHNOLOGICAL CHANGE OPERATIONS / BAU VALUE YOUR BUSINESS
  • Slide 8
  • COMMUNICATION, CULTURE & CHANGE CHANGE OPERATIONS / BAU VALUE GOOD COMMUNICATION
  • Slide 9
  • PROJECT VERSUS PROGRAMME MANAGEMENT An Analogy : Large City Bus Service Depot A 09:00 09:20 09:50 10:15 Depot B 11:00 The Project Plan Key Milestones Project Closure The Project Manager
  • Slide 10
  • PROJECT VERSUS PROGRAMME MANAGEMENT Schedules when buses leave, who will be driving them & on which route Liaises with bus drivers to ensure service is on schedule Liaises with police & road maintenance companies to pick up on any issues that may impact the bus service Liaises with the council & interest groups to resolve issues or improve the service Balancing delivery of strategic benefits The Programme Manager
  • Slide 11
  • PROJECT VERSUS PROGRAMME MANAGEMENT Project Management Projects comprise specific pieces of work: that are finite in nature, that have a specific scope, that have a clear budget and timeline, where the focus of delivery is very much task orientated. Project Management is the management of these finite pieces of work. Programme Management A Programme usually comprises a number of interrelated projects. Programme Management involves the coordination of all these projects to ensure that a set of strategic benefits are met. This usually involves: distilling strategic requirements into a high level roadmap, maintaining the high-level road map that connects the various projects on a clear path to benefit delivery, managing the project managers, liaising with and balancing the interests of all internal and external stakeholders. Programme Management is predominantly soft skills focused rather than task focused.
  • Slide 12
  • KEY SKILLS REQUIRED TO BE AN EFFECTIVE PROJECT MANAGER You need to be: able to conceptualise what B looks like and be able to visualise how to get from A to B process focussed project management is a process a good generalist (i.e. have a good/working knowledge of your projects key workstreams) a good communicator (and a champion of communication and marketing) able to build relationships up and down the hierarchy pragmatic (sensible, realistic, logical, rational, practical) You do not need to be: Prince 2 or MSP qualified
  • Slide 13
  • STRUCTURING YOUR PROJECT CORRECTLY If a project is to proceed effectively and efficiently to ensure that it is delivered on time and within budget it is critical that a clear project framework exists that will facilitate: Unambiguous understanding of objectives, roles and responsibilities necessary to deliver the project Clear and open communication lines Transparency of decision making, structures and processes Accountability Key requirements: a clear project structure and clear terms of reference
  • Slide 14
  • STRUCTURING YOUR PROJECT CORRECTLY Decision Makers Of Key Impacted Business Areas / Key Stakeholders EXECUTIVE BOARD Executive Sponsor Workstream Lead Project Manager Operations Comms FinanceFacilities Purchasing IT & Telecoms HR Communication Flow Communication Flows Accountability Project Stakeholders Comms Lead PROJECT BOARD / STEERING COMMITTEE Project Manager Project Sponsor
  • Slide 15
  • KEY PROJECT DOCUMENTATION The following documents are required to run a project effectively: Full business case Terms of reference -Remit of the project sponsor and project board -Accountability of the project sponsor and project board -Meeting schedule for the project board, who should attend, proposed agenda and the documentation that will be required -Remit of the project manager and workstream leads -Accountability of the project manager and the workstream leads -Meeting schedule for the project delivery team, who should attend, proposed agenda and the documentation that will be required
  • Slide 16
  • KEY PROJECT DOCUMENTATION Project Initiation Document (PID) Detailed Project Plan (Microsoft Project) Detailed Communication & Marketing Plan RAID Logs, i.e. -Risk Log -Actions Log -Issues Log -Dependencies Log Finance Schedules Status Report (RAG Rated) Milestones Report (RAG Rated)
  • Slide 17
  • THE COMMUNICATION PLAN Step 1: Appoint a competent Communication Workstream Lead Step 2: Identify all your key internal and external stakeholders Step 3: Using the Power/Interest Matrix below identify where each group of stakeholders fits in terms of their level of Power to influence the outcome of the project and their level of Interest in the project
  • Slide 18
  • THE COMMUNICATION PLAN Step 4: Use the results of the Power / Interest Matrix to guide: -The level of resources that should be invested in each stakeholder -The type/content of communication they should receive -The frequency of the communication to them -The media / channel best suited to communicating to them High Power + High Interest (The Key Players) = Manage Closely -Invest significant resources in keeping them informed and on side throughout the project lifecycle -Frequent detailed comms on a face-to-face or direct email basis to keep them fully up to speed on progress High Power + Low Interest (The Meddlers / Blockers) = Keep Satisfied -While their interest is low they have the power to influence progress if they so wish or if they are lobbied by others -Periodic status reports, update emails, 1-2-1 or small group meetings, etc
  • Slide 19
  • THE COMMUNICATION PLAN Low Power + High Interest (Victims / Beneficiaries) = Keep Informed -They are likely to be significantly impacted by the outcome/delivery of the project but lack the power to influence/alter its course. The success of the project will be determined by their level of inertia to the change -Taking them on the journey is important and project resource should be invested in keeping them regularly informed at a detailed level throughout the project lifecycle -Communication should be built around group meetings, written communication on milestone progress and upcoming activity. Communication MUST include listening to their feedback Low Power + Low Interest (The Bystanders) = Monitor -Keep group informed on a general, less frequent basis investment of project resource should be minimal -Comms to this group should be through general newsletters, posters, etc.
  • Slide 20
  • THE COMMUNICATION PLAN Step 5: Prepare a Communication & Marketing Plan as a matrix in line with key deliverables / dates in the main project plan. Proposed heading for the communication and marketing plan should include:
  • Slide 21
  • PROJECT LIFECYCLE Project Initiation Project Planning Project Delivery Project Closure +/- 35% +/- 60% +/- 5%
  • Slide 22
  • PROJECT LIFECYCLE KEY CATEGORIES Project Initiation Project Planning Project Delivery Project Closure Feasibility Study Business Case Project Scope Project Team TenderingProject Office Project Governance / TOR Business Benefits Initiation Phase ReviewStakeholder Analysis
  • Slide 23
  • PROJECT LIFECYCLE KEY CATEGORIES Project Planning Project Initiation Project Delivery Project Closure Contractual Agreements Communication Plan Change Control Financial Plan Legal Support Project Documentation Project Risks Project Interdependencies Project Plan Resource Plan Technical Drawings Technical Specifications Vendor Selection Workstreams Planning Phase Review
  • Slide 24
  • PROJECT LIFECYCLE KEY CATEGORIES Project Delivery Project Initiation Project Planning Project Closure *Communication* RAID Management Training Finance Team Interaction Workstream Coordination Procurement Time Manag