PRAGMATIC PROJECT MANAGEMENT

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PRAGMATIC PROJECT MANAGEMENT. CIMA PRESENTATION 16 MAY 2013. PRAGMATIC. Dealing with things sensibly and realistically in a way that is based on practical rather than theoretical considerations. SEAN MULLINEUX. Lead Consultant @ Zebrazoo Consulting (www.zebrazoo.com) - PowerPoint PPT Presentation

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PRAGMATIC PROJECT MANAGEMENTCIMA PRESENTATION16 MAY 2013PRAGMATICDealing with things sensibly and realistically in a way that is based on practical rather than theoretical considerationsSEAN MULLINEUXLead 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 / PharmaFinancial ServicesRetailUtilitiesPublicHealth / NHSSEAN MULLINEUXRecent 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 redesignAGENDAChange

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

CHANGEYesNoMaybeIs your business exactly the same as it was 5 years ago ?YesNoMaybeIs your business exactly the same as it was 3 years ago ?YesNoMaybeIs your business exactly the same as it was 2 years ago ?YesNoMaybeIs your business exactly the same as it was 1 year ago ?CHANGE WHY IT IS UNAVOIDABLEPOLITICALENVIRONMENTALECONOMICSOCIALLEGALTECHNOLOGICALCHANGEOPERATIONS / BAUVALUEYOUR BUSINESSBUSINESS CULTURECOMMUNICATION, CULTURE & CHANGECHANGEOPERATIONS / BAUVALUEGOOD COMMUNICATIONPROJECT VERSUS PROGRAMME MANAGEMENTAn Analogy : Large City Bus ServiceDepot A09:00

09:20

09:50

10:15Depot B11:00

The ProjectThe ProjectPlanKeyMilestonesProjectClosure

The ProjectManagerPROJECT VERSUS PROGRAMME MANAGEMENT

Schedules when buses leave, who will be driving them & on which routeLiaises with bus drivers to ensure service is on scheduleLiaises with police & road maintenance companies to pick up on any issues that may impact the bus serviceLiaises with the council & interest groups to resolve issues or improve the service

Balancing deliveryof strategic benefitsThe Programme Manager

PROJECT VERSUS PROGRAMME MANAGEMENTProject ManagementProjects 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 ManagementA Programme usually comprises a number of interrelated projects.Programme Management involves the coordination of all these projects to ensure that a set ofstrategic benefitsare 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.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

STRUCTURING YOUR PROJECT CORRECTLYIf 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 projectClear and open communication linesTransparency of decision making, structures and processesAccountability

Key requirements: a clear project structure and clear terms of reference

STRUCTURING YOUR PROJECT CORRECTLYDecision Makers Of Key ImpactedBusiness Areas / Key StakeholdersEXECUTIVE BOARDExecutive SponsorWorkstream LeadProject ManagerOperationsCommsFinanceFacilitiesPurchasingIT & TelecomsHRCommunication FlowCommunication FlowsAccountabilityProject StakeholdersComms LeadPROJECT BOARD / STEERING COMMITTEEProject ManagerProject SponsorKEY PROJECT DOCUMENTATIONThe following documents are required to run a project effectively:Full business caseTerms of referenceRemit of the project sponsor and project boardAccountability of the project sponsor and project boardMeeting schedule for the project board, who should attend, proposed agenda and the documentation that will be required

Remit of the project manager and workstream leadsAccountability of the project manager and the workstream leadsMeeting schedule for the project delivery team, who should attend, proposed agenda and the documentation that will be required

KEY PROJECT DOCUMENTATIONProject Initiation Document (PID)Detailed Project Plan (Microsoft Project)Detailed Communication & Marketing PlanRAID Logs, i.e.Risk LogActions LogIssues LogDependencies LogFinance SchedulesStatus Report (RAG Rated)Milestones Report (RAG Rated) THE COMMUNICATION PLANStep 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

THE COMMUNICATION PLANStep 4: Use the results of the Power / Interest Matrix to guide:The level of resources that should be invested in each stakeholderThe type/content of communication they should receiveThe frequency of the communication to themThe media / channel best suited to communicating to them

High Power + High Interest (The Key Players) = Manage CloselyInvest significant resources in keeping them informed and on side throughout the project lifecycleFrequent 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 SatisfiedWhile their interest is low they have the power to influence progress if they so wish or if they are lobbied by othersPeriodic status reports, update emails, 1-2-1 or small group meetings, etc

THE COMMUNICATION PLANLow Power + High Interest (Victims / Beneficiaries) = Keep InformedThey 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 changeTaking them on the journey is important and project resource should be invested in keeping them regularly informed at a detailed level throughout the project lifecycleCommunication 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) = MonitorKeep group informed on a general, less frequent basis investment of project resource should be minimalComms to this group should be through general newsletters, posters, etc.

THE COMMUNICATION PLANStep 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:

PROJECT LIFECYCLEProject InitiationProject PlanningProject DeliveryProject Closure+/- 35%+/- 60%+/- 5%PROJECT LIFECYCLE KEY CATEGORIESProject InitiationProject PlanningProject DeliveryProject ClosureFeasibility StudyBusiness CaseProject ScopeProject TeamTenderingProject OfficeProject Governance / TORBusiness BenefitsInitiation Phase ReviewStakeholder AnalysisPROJECT LIFECYCLE KEY CATEGORIESProject PlanningProject InitiationProject DeliveryProject ClosureContractual AgreementsCommunication PlanChange ControlFinancial PlanLegal SupportProject DocumentationProject RisksProject InterdependenciesProject PlanResource PlanTechnical DrawingsTechnical SpecificationsVendor SelectionWorkstreamsPlanning Phase ReviewPROJECT LIFECYCLE KEY CATEGORIESProject DeliveryProject InitiationProject PlanningProject Closure*Communication*RAID ManagementTrainingFinanceTeam InteractionWorkstream CoordinationProcurementTime ManagementTestingReportingResource ManagementStakeholder EngagementManagement/Exec SupportTechnical SupportContractor/Vendor ManagementPROJECT LIFECYCLE KEY CATEGORIESContract TerminationsHandover To BusinessPost Project Review / Lessons LearnedProject ClosureProject InitiationProject PlanningProject DeliverySEQUENCING YOUR PLAN CORRECTLYPost Go Live SupportHR Role & Structural (Re)designRecruitment&RedeploymentTraining &Work ShadowingNew Premises Selection& RefurbishmentEstates & Facilities & LogisticsTelecoms & IT Infrastructure SetupSystem / Application Testing & Support ModelCOMMUNICATION & MARKETING PLANFINANCECut Over & Go LiveProject / Program Structure & GovernanceFeasibility & Scope Analysis + Cost Benefit AnalysisBusiness Case / Project ApprovalNew Site / Location

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