project management trevor smith what is a project?

Project Management

Trevor Smith

What is a Project?

What is Project Management?

In simple terms:

“The process of planning and executing apiece of work from inception to completionto achieve safe achievement of objectiveson time, within cost limitations and to the specified standards of quality”

Also important - choosing the optimumposition in relation to the success criteria

Why do some Projects Fail?

Lack of co-ordination of resources and activities

Lack of communication, especially with customer

Poor time and cost estimations

Insufficient measurables

Inadequate planning of resources

Lack of control over progress

Lack of quality control

Time – Cost – Quality continuum

time

quality

cost

Background - PRINCE 2

Sponsored by UK Government – CCTA (now OGC)

From PROMPT 1985 Then PRINCE® 1989 Now PRINCE2TM 1996

OGC owns Copyright Licenses Trainers and Consultants via

APMGroupPRINCE® is a Registered Trade Mark and a Registered Community Trade Mark of the Office of Government Commerce, and is Registered in the U.S. Patent and

Trademark Office.

The Name “PRINCE”

PRojects IN Controlled Environments

PRINCE defines a project as:

“ a management environment that is created for the purpose of delivering one or more business products according to a specified business case”

A PRINCE Project has:

“A finite and defined life cycle defined and measurable business

products a set of activities to achieve these a defined amount of resources an organisation structure”and … its unique!

Structure of the Manual

Introduction

ProcessesComponents

Appendices

Techniques

Processes

Introduction

Processes

Introduction 8 Top-Level Processes Lower-Level Processes

Introduction 8 Top-Level Processes Lower-Level Processes

Components

Introduction

ComponentsBusiness CaseOrganisation

PlansControls

Mgt. of RiskQuality

Configuration Mgt.Change Control

Business CaseOrganisation

PlansControls

Mgt. of RiskQuality

Configuration Mgt.Change Control

Processes

Planning

Components and Processes

©Crown Copyright 2006 Reproduced under licence from OGC

Techniques

Introduction

ProcessesComponents

Techniques

Product-Based PlanningChange Control Quality Review

Product-Based PlanningChange Control Quality Review

PRINCE2TM ….It’s Not Everything


The Process Model

Corporate or Programme Management

Directing a Project

Startingup a

Project

Initiating aProject

ManagingStageBoundaries Closing

aProject

ManagingProductDelivery

Planning

Controllinga Stage

Planning -the re-usable

process at different points & levels

Planning -the re-usable

process at different points & levels

The eightprocessesof PRINCE 2

Board reportscompletion to

Corporate Mgt.

Checking acceptancebefore closure,

loose ends, lessons,follow-up actions, &Post Project Review

Preparing End Stage Report, Next Stage Plan,

Review of Risks & B.Case

Work Packagehanded back foracceptance upon

completion.

Work PackageReceived &

work commencedwith periodic

reporting back toProject Manager

The heart ofday-to-day

projectmanagement

Communicationsbetween the ProjectBoard & the external

worldCan

we proceed withthe work?

Defining theProject ControlEnvironment -

the P.I.D.

Project Board:“Do we have a

project?”

Prepare aProject Brief &

Create a Mgt. TeamControlled Start Controlled Progress Controlled

Close

Four Layers of Organisation

Creators/Change-MakersTeam ManagersTeam Managers

Team ManagementProject ManagerProject Manager

Day-to-Day ManagementProject BoardProject Board

Corporate /Programme Management


ALL 3 INTERESTS MUST BE CONSIDERED& PROTECTED

THROUGHOUT THE PROJECT

ALL 3 INTERESTS MUST BE CONSIDERED& PROTECTED

THROUGHOUT THE PROJECT

Key Stakeholder Groups

Business

User Supplier


The Project Board

Provides overall direction & management

Accountable for success Project’s “voice” to outside world …

Project BoardProject Board

SeniorUser

SeniorUser

ExecutiveExecutiveSenior

SupplierSenior

SupplierProject Assurance Responsibilities

Executive

Ultimate responsibility “Owns” Business Case

Senior User

Responsible for Providing User resources Ensuring products meet user requirements Ensuring products provide expected benefits

Senior Supplier

Represents interests of:• designers, developers, facilitators,

procurers, implementers Accountable for quality of products

delivered Must have authority to commit or

acquire Supplier resources required

Project Manager

“responsible for the project delivering an outcome that is capable of achieving the benefits defined in the Project Initiation Document”

Authority to run project on day-to-day basis:• on behalf of the Project Board• within Project Board’s constraints

Normally from Customer side Manage the work – not do the work…


SeniorUser

SeniorUser


SupplierSenior

Supplier

ProjectManagerProject

Manager

Project Assurance Always the Project Board’s

Responsibility May be delegated


SeniorUser

SeniorUser


SupplierSenior

Supplier

ProjectManagerProject

Manager

ProjectAssurance

Are things going the way we’ve been told?

Project Assurance

Your Experience

How do you currently start up projects?

PLPlanning

DP1Authorising Initiation

SU Starting Up a Project

ProjectMandate

SU1Appointing an Executiveand aProject Manager

SU2Designing a Project Management Team

SU3Appointing a Project Management Team

SU4Preparing a Project Brief

SU5Defining ProjectApproach

SU6Planning anInitiationStage Initiation

Stage Plan

Risk Log

Outline Business Case

ProjectBrief

Approach

CQE


SU4 - Preparing a Project Brief

Why?: The Project Board needs to decide if its worth doing with some reliable statement

Result: Outline answers to What? Why? Who? Where? How? and When?

Outputs:• Project Brief• Risk Log • Daily Log

PLPlanning



ProjectMandate







Stage Plan

Risk Log


ProjectBrief

Approach

CQE


SU5 - Defining the Project Approach

Why?: Before any planning, what is the overall strategy for delivery? E.g.

Output:• Project Approach

Which is input to:• Project Plan• Planning Quality

(IP1)• Planning Process

(PL).

• Bought ‘off the shelf’• ‘made to measure’• developed in-house• contracted out to third

parties• based on existing

product• built from scratch• based on specific

technologies.

PLPlanning



ProjectMandate







Stage Plan

Risk Log


ProjectBrief

Approach

CQE


SU6 - Planning Initiation Stage

Why?: Proper Initiation may take some time

and effort Gives Initiation aim and structure Output: Initiation Stage Plan

IP Initiating a Project

PID

Initiating a ProjectIP

IP5Setting upProjectFiles

PLPlanningDP1

Authorising Initiation

DP2Authorising A Project

IP1PlanningQuality

IP2Planning a Project

IP4Setting upProjectControls

IP6Assembling A ProjectInitiationDocument

IP3Refining the Business CaseAnd Risks

IP5Setting upProjectFiles

Project Brief

InitiationStagePlan

SBManaging Stage Boundaries


IP1 - Planning Quality

Critical Success Factor : Stating & Agreeing Customer Quality Expectations

IP2 - Planning a Project

Plan at summary level Identify key decision/review points Invokes PL Process

High Level Project Plan

Detailed Stage Plan

ID Task Name Duration

1 Moved Shed 6d

2 Kickoff 0d

3 Dismantled shed 3d

8 New Requirements 6d

9 Shed measurements 1d

10 Prepared site 5d

11 New piece requirements 1d

12 Fixtures & Fittings list 1d

13 New Fixtures & Fittings 1d

14 Complete 0d

15 Reassembled shed 2d

18 Completed shed 0d

16/07

23/07

23/07

T F S S M T W T F S S M T W T F S S M T W T F S S M F08 Jul '02 15 Jul '02 22 Jul '02 29 Jul '02 05 Aug '02

IP3 – Refining Business Case “Why are we doing this?”

Business Case…

Business CaseReasons for undertaking the Project:

Options considered for the project:

Benefits expected:(Expressed in measurable terms)

Risks:(Key risks of the project)

Cost:(Extract from Project Plan)

Timescale:(Summarised from Project Plan)

Investment Appraisal

Evaluation

Risk Log…Risk Log

Project Project Manager

Risk ID.

Author Date Identified

Description Risk Category

Impact Probability Proximity Risk Responses Owner Date of Last

Update

Current Status

IP3 - Refining Risks

What problems or threats are out there?

Issue Log…

Issue Log


Project Issue No.

Project Issue Type

Author: (Raised By)

Date Identified

Date of Last

Update

Description Priority Status

Lessons Learned Log…Lessons Learned Log


Management/ Quality Process

Name

Success of process?

Went Well/Badly/Lacking

Description of any Abnormal event causing

deviation

Performance of Specialist

methods/tools: Notes

Project Management Method –

Recommendations for future

modification

Effort measures for creating

products

Effectiveness of Tests/Quality

Reviews

Reasons for them working well or

badly

IP6 - Assembling a PID

Forms the base document for progress measurement

Benefits

Time

Quality

Costs

Risks

Goals

People

Location

PID ContentsStable Information:What? Why? Who? How & When?

Background & Project DefinitionProject DeliverablesAssumptionsProject ApproachProject TolerancesProject ControlsException Process

Dynamic Information:Initial Business CaseInitial Project PlanInitial Risk LogProject Quality PlanProject Organisation StructureCommunication Plan

Product Based

Planning

Product-Based Planning in the Planning Process

Iterate as

necessary


SU6Planning anInitiationStage

Product-Based Planning

4-Step Sequence1. Write a Product Description of the

final product2. Produce a Product Breakdown

Structure 3. Write Product Descriptions4. Produce a Product Flow Diagram… repeat until stable

Footings Services

Room Partitions

Flooring

Chimney

GutteringTilesWindows

External Doors

Brickwork

House

RoofWalls

Roof Frame

Internal DoorsScaffolding

InternalFittings

PurchasedLand

ApprovedPlan

An Example Product Breakdown Structure

Exterior Shell

InternalFabric

Footings

Services Flooring

House

RoomPartitions

BrickworkExternal Doors

Windows

Tiles

Guttering

Chimney

Internal Doors

Roof Frame

PurchasedLand

Approved Plan

InternalFittings

Scaffolding

An Example Product Flow Diagram

Roof

Walls

Benefits of Product-Based PlanningProduct Breakdown Structure is: simple a good early view of scope ensures all products included – none left out

Product Descriptions are : simple unambiguous specify required quality for completed product

Product Flow Diagram is: simple high-level, non-technical “route map” identifies dependencies between products in their

creation leads naturally into activity planning.

As a whole the

technique:

focuses on results - not

busyness

What is Quality?

Does Good Quality always mean High Quality?

External to Project

ProjectBoundary

ISO

Quality Policy

Quality System

Quality Assurance

PROJECT ASSURANCEINTEREST

The Path to QualitySU4 Preparing a Project Brief

AcceptanceCriteria

Customer’sQuality

Expectations

SU5 Defining Project Approach

ProjectApproach

IP1 Planning QualityPROJECT

QUALITY PLANQuality Log(Created)

SB1 Planning a Stage

StageQuality plan

CS1 Authorising a WP/MP1 Accepting a WP

Work Package

MP2 Executing a Work Package

Quality Check

MP2 Executing a Work Package

PL2 Defining & Analysing Products

Product Descriptions & Quality criteria

Quality LogResults Updated

Info/Data from SQP - SB1

Quality LogPlanned Dates

Info/Data from TQP - MP1


What is a Business Case

Reasons for the project – justifications Costs and Benefits Covering the entire scope of change Drives the decision making Aligning progress to business objectives Organisational Standards …driving the project

Business Case - contents

Reasons Options

Risks Costs &

Time

Investment Appraisal

Benefits

Evaluation

Project Mandate

Project Brief

PID

Post-ProjectReview Plan

Project Issues End Stage

Report

BusinessCase

Reasons for the Project Outline Business Case Enhanced and approvedBusiness Case

Expected benefits Reviewed Business Case Updated Business Case

Contains basic

elements of Business

Case

Developed in SU4To enable initiation

to be authorised

Benefits put in

measurable terms – IP3; included in PID – IP6

Business Case

provides much of agenda

CS4 reviews each Issue for impact on

Business Case

SB3 - Revised Business Case; for End Stage Report SB5

What is “risk”?

“…uncertainty of outcome”

whether positive opportunity or negative threat

Identify the risks

Identify suitableresponses to risk

Plan andResource

Risk Analysis Risk Management

Risk Management Cycle Risk Categories

PreventionReduction

TransferenceAcceptanceContingency

Planning the countermeasures

Assigning resources


Select

Evaluatethe risks

Monitor andreport

Mechanisms in place

ProbabilityImpact

Proximity

Balancing risk against

action

Example Risk Log Entry

I/d Author Date i/d Risk Category Imapct Prob Prox Response Owner Updated Status

P37/049

P Taylor 16 Feb Supplier XYZ fails user tests by due date.Critical user acceptance tests reveal unsatisfactory defects in performance with extensive rework required

Tech H

Significant time impact;Possible impact on cost

M Stage 4

•Reduce. Include a penalty clause in contract.•ContingencySlip other work to the next stage to resource essential rework.•ContingencySecond source another supplier for key deliveries

Contracts Manager

22 May No change

High

Medium

Low

1, 2

4

Low

3

6, 9

Medium

5

7, 8

High

Risk tolerance line

Pro

babilit

y

Impact

Risk Profile

May be included in a Highlight Report


Controlling a Stage - Principles

Focus on DeliveryAll work should be authorisedProject Board need feedbackCan only control against a planEarly detection of threats and

deviationsAction taken at appropriate level

CS7Taking CorrectiveAction

CS1AuthorisingWorkPackage

CS2AssessingProgress

CS Controlling a Stage

CS9ReceivingCompleted Work Package

CS8EscalatingProject Issues

CS6Reporting Highlights

CS5ReviewingStage Status CS4

Examining Project Issues

CS3CapturingProjectIssues

DPDirecting a Project

CPClosing a Project

SBManaging StageBoundaries

DPDirecting aProject

1. Work Package Management

2. Monitoring, Reporting,Controlling

3. IssuesManagement

Three Main “Flows”…

CS “drives” MP on a frequent, iterative basis

CS Process

MPManagingProductDelivery


Managing Product Delivery (MP)

Fundamental Principle: it “allows a controlled break between the Project Manager and Team Manager, or Project Manager and product creation/provision by third-party suppliers”

AgreesWork

ReportsProduces/

gets it done

Delivers/hands it back

MP Managing Product Delivery

MP2Executing a Work Package

MP3 Delivering a Work Package

CS1Authorising Work Package

CS2Assessing Progress

CS9Receiving Completed Work Package

MP Managing Product Delivery

MP1

MP1 Accepting a Work Package

UpdatedRisk Log

Quality Log

WorkPackage

Approved WorkPackage

Checkpoint ReportQuality Log

PLPlanning


“The continuing correct focus of the project

should be confirmed at the end of each stage”

CS5Reviewing Stage Status

SB1Planning aStage

SB2Updating a Project Plan

SB Managing Stage Boundaries

SB3Updating aProjectBusiness Case

DP3Authorisinga Stage orExceptionPlan

CS8EscalatingProject Issues

SB6Producing anException Plan

SB4Updating theRisk Log

SB5ReportingStage End

PLPlanning

DP2Authorisinga Project

IP6Assembling aProject InitiationDocument

SB Managing Stage Boundaries

Exception Report

DP4

EA ESA

Updated…Project Plan

Business CaseRisk Log

End Stage Report

Exception Plan

Stage Plan


Why Control?

Ensure the project is:delivering products to Quality

Criteriacarried to budget and schedulestill viable Business Case

The Controlled Environment

CONTROLLEDCLOSE

CUSTOMERSATISFIED?

EVERYTHINGDELIVERED?

BENEFITS REALISED?

LESSONS LEARNED?

ASSESSMENTSCONTROLLED

PROGRESSMONITORING

QUALITY CHECKS

CHANGECONTROL

REPORTSCONTROLPLANS

CONTROLLEDSTART

HOW& WHEN

WHOWHAT

WHY

STAGE SELECTION

WHERE

Major Board ControlsAuthorising Initiation/ProjectStagesEnd Stage AssessmentHighlight ReportsException ReportsException AssessmentProject Closure

Stage 2 Stage 3

PRINCE2 Controls: Communication of Progressto Project Board; and their decision points

PRINCE2 Controls: Communication of Progressto Project Board; and their decision points

Highlight Reports Highlight Reports

End Stage Report

End Stage Report

End Stage Assessme

nt

End Stage Assessme

nt

Project Manager Controls

Adjustments within tolerancesWork Package AuthorisationCheckpointsQuality ControlRisk LogIssues Log

Benefits of Planning

avoids muddle & “ad hoc”eryopportunity to pre-think future actionprovides targetsconfirms targets are achievable before

start communicates intentionsgains commitmentyardstick to measure progress.

SB1Planning aStage

IP2 Planning aProject

SU6Planning anInitiationStage

MP1Accepting aWork Package

SB2Updating a Project Plan

SB6Producing anExceptionPlan

PL Planning

PL1Designinga Plan

PL2Defining andAnalysingProducts

PL4Estimating

PL5Scheduling

PL6AnalysingRisk

PL7Completinga Plan

PL3IdentifyingActivities andDependencies

Iterate as

necessary


IPInitiating aProject

CSControllingA Stage

SBManagingStageBoundaries

CPClosing aProject

SUStarting up a Project

Stage Plan orException Plan PID

DP1AuthorisingInitiation

DP2Authorisinga Project

DP3 Authorisinga Stage or ExceptionPlan

DP5ConfirmingProject Closure

Corporate/programme management

DP Directing a Project

DP4Giving Ad Hoc Direction

Project BriefRisk LogInitiation Stage Plan

Project ClosureProducts

Authorisationto Proceed



Follow-on Action recommendationsLessons Learned ReportPost Project Review Plan

Project Closure NotificationEnd Project Report

Information fromexternal sources

DP1AuthorisingInitiation

Project BriefRisk LogInitiation Stage Plan


Next Stage Plan

Highlight ReportsException ReportsRequests for Advice


How Do Your Projects End?

A clear end to a project:Recognises operations must now take

overHelps avoid waste and take ‘stock’Helps identify unachieved goals &

objectives, for future action

Last Stage:

eg Stage 4

End Project Report

CP

Checkpoint Reports

Highlight Reports

Lessons Learned Report

Follow On Recommendations

Post Project Review Plan

DP4GivingAd HocDirection

DP3Authorisinga Stage

CS5ReviewingStage Status

DP5ConfirmingProject Closure

CP Closing a Project

CS8Escalating Project Issues

CP1Decommissioninga Project

CP2Identifying Follow-OnActions

CP3Evaluating aProject

•Customer Acceptance

•Return of resources•Archiving files

•Post Project Review Plan

•Follow on Actions

•End Project Report•Lessons Learned


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IPMA -Certification of Project Managers

Competence =Knowledge +Experience +Behaviour

Adresa pro korespondenci: Společnost pro projektové řízeníMZLU, Zemědělská 1, bud. E613 00 Brnotelefon: 545135224, Po 17:00 – 19:00e-mail: sekretariát SPŘ: Martina Benešová, [email protected]át Certifikačního orgánu SPŘ: Lucie Chlupatá, [email protected] Prezident společnosti: viz výbor IČO: 47608749, SPŘ není plátcem DPH Smluvní partner pro realizaci certifikace: DNV Czech Republic s.r.o. Kateřina VlasákováRegion střední & jižní Evropa Business Unit Česká a Slovenská republika Thákurova 4Praha 6 - Dejvice 160 00 - CZ

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A project is a temporaryendeavor undertakento create a unique product, service, or result.

9 Knowledge Areas

Integration management

Scope management

Time management

Cost management

Quality management

Human resources management

Communications management

Risk management

Procurement management

Project Management Professional (PMP®)

If you enjoy the prestige that comes from being the best in your field, then you’ll appreciate the professional advantages derived from attaining the PMP, the profession’s most globally recognized and respected credential. The PMP designation following your name tells current and potential employers that you have demonstrated a solid foundation of knowledge from which you can competently practice project management.

To be eligible for a PMP Credential, you must first meet specific educational and project management experience requirements and agree to adhere to a code of professional conduct. The final step to becoming a PMP is passing a rigorous multiple-choice examination designed to objectively assess and measure your ability to apply project management knowledge in the following six domains: initiating the project, planning the project, executing the project, monitoring and controlling the project, closing the project, and professional and social responsibility. This computer-based examination is administered globally with translation aids in 10 languages.