project management v1

Project Management

Project Management

To provide an overview of Project Management To review some of the various methods and

knowledge bases available to Project Managers Who am I?

Project Management

Worldwide, infrastructure spending will grow from $4 trillion per year in 2012 to more than $9 trillion per year by 2025. Overall, close to $78 trillion is expected to be spent globally between 2014 and

2025.

Source: PWC and Oxford economics Capital project and infrastructure spending: Outlook to 2025

Project Management

What is it? Which Project Method? Waterfall? Agile?

Project Management

The 3P’s: Project Programme Portfolio

What is a Project?

A project is a temporary endeavour designed to produce a unique product, service or result with a defined beginning and end, undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual, which are repetitive, permanent, or

semi-permanent functional activities to produce products or services.

What is a Programme?

Programme management is the co- ordinated management of related projects, which may

include business as usual activities that together achieve a beneficial change of a strategic nature

for an organisation.

Source: APM BOK

What is a Portfolio?

Portfolio management is the selection and management of all an organisations projects, programmes and related business as usual

activities taking into account resource constraints.

A portfolio is a group of projects and programmes carried out under the sponsorship of an

organisation. Portfolios can be managed at an organisational , programme or functional level.

Source: APM BoK

Project Management

Project Management is the process and activity of planning, organising, motivating, and controlling resources, procedures and protocols to achieve

specific goals in scientific or daily problems.

Characteristics of a Project

Change Temporary Cross – functional Unique Uncertain

Project Management

A project is usually deemed to be a success if it achieves the objectives according to their acceptance criteria, within

an agreed timescale and budget.

Project Management

The core components of project management are: defining the reason why a project is necessary; capturing project requirements, specifying quality of the

deliverables, estimating resources and timescales; preparing a business case to justify the investment; securing corporate agreement and funding; developing and implementing a management plan for the

project; leading and motivating the project delivery team; managing the risks, issues and changes on the project;

Project Management

monitoring progress against the plan; managing the project budget; maintaining communications with stakeholders and the

project organisation; provider management; closing the project in a controlled fashion when appropriate.

Why Use a Metodology?

Better control of financial, physical, and human resources.

Improved customer relations. Shorter development times. Lower costs. Higher quality and increased reliability. Higher profit margins. Improved productivity. Better internal coordination. Higher worker morale (less stress).

Project Management

Prince2 PMI – PMBOK APM – Body of Knowledge Praxis Framework Agile ISO 21500

Prince2

Prince2 addresses four integrated elements:

The PrinciplesThe ThemesThe ProcessesTailoring

Prince2

What’s excluded?

Specialist AspectsDetailed TechniquesLeadership Capability

Prince2

Benefits of Prince2?Proven best practice and governanceApplicable to any type of projectWidely recognised and understoodRecognises project responsibilityClear project deliveryDesigned to meet varying needsManages by exception

Prince2

Focus on viability vs Business case Structured reporting Ensures stakeholder involvement in planning

and decision making Promotes learning and continuous improvement Consistent Diagnostic tool

Prince2 – The Principles

Continued Business Justification Learn from Experience Defined Roles and Responsibilities Manages by Stages Manages by Exception Focus on Products Tailor to suit the Project Environment

Prince2 – The Themes

Business Case Organisation Quality Plans Risk Change Progress

Prince2 – The Processes

Start – up Directing Initiation Controlling Managing Product Delivery Stage Boundaries Closing

Prince2 - Tailoring

The appropriate use of Prince2 on any given project, ensuring that there is the correct amount of planning, control, governance and use of the processes and themes.

Done by the project team to adapt the methods to the specific project

Prince2 – Tailoring

Adapt the Themes Apply the organisations terms and language Revise the product descriptions Revise the role descriptions Adjust the processes to match the above

PMBoK

The Project Management Institute is a professional PM membership organisation that provide standards and qualifications for project professionals.

The PMBOK Guide contains the processes that project management experts agree are necessary for most projects in most environments. It reflects the evolving knowledge within the profession. Processes are presented by Process Group and Knowledge Area.

Processes overlap and interact throughout a project or its various phases.

PMBoK

Processes are described in terms of: Inputs (documents, plans, designs, etc.) Tools and Techniques (mechanisms applied to

inputs) Outputs (documents, plans, designs, etc.)

There are 47processes that fall into five basic process groups and ten knowledge areas.

PMBoK – Process Groups

Initiating : Those processes performed to define a new project or a new phase of an existing project by obtaining authorisation to start the project or phase.

Planning : Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.

Executing : Those processes performed to complete the work defined in the project management plan to satisfy the project specifications

PMBoK – Process Groups

Monitoring and Controlling : Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.

Closing : Those processes performed to finalise all activities across all Process Groups to formally close the project or phase.

PMBoK – Knowledge Areas

Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.

Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.


Project Cost Management includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget.

Project Time Management includes the processes required to manage the timely completion of the project.


Project Quality Management includes the processes and activities of the performing organisation that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken.

Project Human Resource Management includes the processes that organise, manage, and lead the project team.


Project Communications Management includes the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information.

Project Risk Management includes the processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project.


Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team

Project Stakeholder Management includes the processes required to identify all people or organisations impacted by the project, analysing stakeholder expectations and impact on the project, and developing appropriate management strategies for effectively engaging stakeholders in project decisions and execution

PMBOK Processes Map

Initiating Planning Executing Monitoring & Controlling Closing Integration Develop Project

Charter Develop Project Management Plan Direct and

Manage Project Work

Monitor and Control Project Work Perform Integrated Change Control

Close Project or Phase

Scope Plan Scope Management Collect Requirements Define Scope Create WBS

Validate Scope Control Scope

Cost Plan Cost Management Estimate Costs Determine Budget

Control Costs

Time Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule

Control Schedule

Quality Plan Quality Management Perform Quality Assurance

Control Quality

Human Resources

Plan Human Resource Management

Acquire Project Team Develop Project Team Manage Project Team

Communications Plan Communications Management Manage Communications

Control Communications

Risk Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses

Control Risks

Procurement Plan Procurement Management Conduct Procurements

Control Procurements Close Procurements

Stakeholder Identify Stakeholders Plan Stakeholder Management Manage Stakeholder Engagement

Control Stakeholder Engagement

APM - BoK

The Association for Project Managers is a professional PM membership organisation that provide standards and qualifications for project professionals

Their objectives are “to advance the science, theory and practice of project and programme management for the public benefit.”

The APM BoK has 7 chapters, each broken down into its component parts and amounting to 52 topics in all.

APM - BoK

APM BoK is not a set of rules or practices, it’s aim is to convey knowledge on the discipline of managing projects rather than the processes.

The APM BoK is not in reality a method for project management, but provides a solid foundation of project knowledge.

Derived and published through APM - Praxis is a free framework for the management of projects, programmes and portfolios.

APM - BoK

Project Management in Context

Project Management

Programme Management

Portfolio Management

Project Context Project Sponsorship

Project Office

Planning the Strategy

Project success & benefits management

Stakeholder Management

Value Management

Project Management Plan

Project Risk Management

Project Quality Management

Health, Safety & Environmental Management

Executing the Strategy

Scope Management

Scheduling Resource Management

Budgeting & Cost Management

Change Control Earned Value Management

Information Management & Reporting

Issue Management

Techniques Requirements Management

Development Estimating Technology Management

Value Engineering

Modelling & Testing

Configuration Management

Business & Commercial

Business Case Marketing & Sales

Project Financing & Funding

Procurement Legal Awareness

Organisation & Governance

Project Life Cycles

Concept Definition Implementation Handover & Closeout

Project Reviews Organisation structure

Organisational Roles

Methods & Procedures

Governance of Project Management

People & the Profession

Communication Teamwork Leadership Conflict Management

Negotiation HR Management Behavioural Characteristics

Learning & Development

Professionalism & Ethics

Praxis

Praxis is a free framework for the management of projects, programmes and portfolios. It includes a body of knowledge, methodology, competency framework and capability maturity model.

Praxis Framework provides a single, integrated framework for the management of projects, programmes and portfolios.

Praxis takes the principles of existing, proven guides and adapts them so that they have a common terminology, structure and approach.

Source: Praxis Framework Limited

Praxis Overview

Contextual functions are not directly responsible for achieving project, programme or portfolio objectives but are part of the context which supports that endeavour.

Management functions are the ones that are applied in the completion of projects, programmes and portfolios.

The knowledge section integrates with all the other sections of Praxis.

Praxis Framework

The four core sections of the Praxis Framework are: Knowledge Method Competence Capability Maturity

Praxis Framework

Knowledge

Method

Competence

Maturity

Agile

What is Agile Project Management?

Agile project management is an iterative and incremental method of managing change, that

provides a new product or service in a very flexible and interactive manner.

Agile

Agile project management focuses on continuous improvement, scope flexibility, team input, and

delivering essential quality products. Agile project management methodologies include scrum,

extreme programming (XP), lean and kanban, among others.

Agile Iterative Model

General Agile Principles

The highest priority is to satisfy the customer through early and continuous delivery of valuable software.

Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

Deliver working products frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.


Business people and developers must work together daily throughout the project.

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.


A working product is the primary measure of progress.

Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

Continuous attention to technical excellence and good design enhances agility.


Simplicity — the art of maximizing the amount of work not done — is essential.

The best architectures, requirements, and designs emerge from self-organizing teams.

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.

©Agile Manifesto Copyright 2001

Agile Methodologies

SCRUM A product owner creates a prioritised wish list called

a product backlog. During sprint planning, the team pulls a small chunk

from the top of that wish list, a sprint backlog, and decides how to implement those pieces.

The team has a certain amount of time — a sprint (usually two to four weeks) — to complete its work, but it meets each day to assess its progress (daily Scrum).

SCRUM

Along the way, the Scrum Master keeps the team focused on its goal.

At the end of the sprint, the work should be potentially shippable: ready to hand to a customer, put on a store shelf, or show to a stakeholder.

The sprint ends with a sprint review and retrospective analysis.

As the next sprint begins, the team chooses another chunk of the product backlog and begins working again.

Source: Scrumalliance.org

SCRUM

Beyond the sprint the cycle repeats until enough items in the product backlog have been

completed, the budget is depleted, or a deadline arrives. Which of these milestones marks the end of the work is entirely specific to the project. No

matter which impetus stops work, Scrum ensures that the most valuable work has been completed

when the project ends.

Extreme Programming(XP)

Extreme programming is a software development methodology, which is intended to improve

software quality and responsiveness to changing customer requirements. It advocates frequent

releases in short development cycles, which are intended to improve productivity and introduce

checkpoints at which new customer requirements can be adopted.

Basic XP Values

Communication - the XP practices are designed to keep communication flowing within the development team and with stakeholders.

Simplicity - XP bets that doing the simplest thing that works today and paying tomorrow if a change is needed, is cheaper than doing a more complicated thing today that adds flexibility that may never be needed.

Feedback - concrete feedback based on production-quality, working code enables better communication.

Courage - the courage to make changes both supports and is supported by the other three values.

Respect; respect for other members and roles within the project team and respect for all interested parties.

12 XP Principles

The Planning Game: Business and development cooperate to produce the maximum business value as rapidly as possible. The planning game happens at various scales, but the basic rules are always the same:

Business comes up with a list of desired features for the system. Each feature is written out as a User Story, which gives the feature a name, and describes in broad strokes what is required.

Development estimates how much effort each story will take, and how much effort the team can produce in a given time interval (the iteration).

Business then decides which stories to implement in what order, as well as when and how often to produce a production releases of the system.

12 XP Principles

Small Releases: Start with the smallest useful feature set. Release

early and often, adding a few features each time.

System Metaphor: Each project has an organising metaphor, which

provides an easy to remember naming convention.

Simple Design: Always use the simplest possible design that gets the

job done. The requirements will change tomorrow, so only do what's needed to meet today's requirements.

12 XP Principles

Continuous Testing: Before programmers add a feature, they write a test

for it. When the suite runs, the job is done.

Refactoring: Refactor out any duplicate code generated in a

coding session.

Pair Programming: All production code is written by two programmers

sitting at one machine. Essentially, all code is reviewed as it is written.

12 XP Principles

Collective Code Ownership: No single person owns a module. Any developer is

expected to be able to work on any part of the codebase at any time.

Continuous Integration: All changes are integrated into the codebase at least

daily. The tests have to run 100% both before and after integration.

12 XP Principles

40-Hour Work Week: Programmers go home on time. In crunch mode, up

to one week of overtime is allowed. But multiple consecutive weeks of overtime are treated as a sign that something is very wrong with the process

On-site Customer: Development team has continuous access to a real

live customer, that is, someone who will actually be using the system.

12 XP Principles

Coding Standards: Everyone codes to the same standards. Ideally, you

shouldn't be able to tell by looking at it who on the team has touched a specific piece of code.

ISO 21500

ISO 21500 is the first in a planned family of project management standards. It is designed to align with related International Standards such as

ISO 10006:2003, Quality management systems − Guidelines for quality management in projects,

ISO 10007:2003, Quality management systems − Guidelines for configuration management,

ISO 31000:2009, Risk management – Principles and guidelines,

sector-specific standards in industries such as aerospace and IT.

Purpose

Provides a generic guidance on the concepts and processes of project management & referred to as “an informative standard”

Recognised as a foundational reference for the application of project management knowledge and good practices

One global standard for project management

ISO 21500 Content & Structure

Clause 1 Scope Clause 2 Terms and definitions Clause 3 Project management concepts Clause 4 Project management processes Annex A (Informative) process group:

processes mapped to subject groups

Source: ISO 21500, Guidance on project management, A Pocket Guide: Anton Zandhuis, Rommert Stellingwerf, (c) Van Haren Publishing 2013

ISO21500 Clause 1

Clause 1 covers the scope of ISO 21500, which is to provide guidance for project management and may be used by any type of organisation and for any type of project.

The guideline provides a high level description of concepts and process that are considered to form good practice in project management.

ISO 21500 Clause 2

Clause 2 contains 16 project management terms and their definitions, those specific terms that from a project management practice viewpoint are not properly defined in the standard lists of ISO or Oxford English Dictionary

ISO 21500 Clause 3

Clause 3 describes the concepts which play an important role during the execution of most projects: Project; Project management; Organizational strategy and projects; Project environment; Project governance; Projects and operations;

ISO 21500 Clause 3

Stakeholders and project organisation; Competences of project personnel; Project life cycle; Project constraints; Relationship between project management concepts

and processes.

ISO 21500 Clause 4

Clause 4 identifies the recommended project management processes that should be applied, consisting of: 5 process groups 39 processes divided into 10 project management

themes, called subject groups

ISO 21500 Clause 4

The 5 process groups are:- Initiating Planning Implementing Controlling Closing

ISO 21500 Clause 4

These process groups are based on the Deming Circle (Plan-Do - Check – Act) for continuous improvement.

ISO 21500 Clause 4

There are 39 processes divided into 10 project management themes, called subject groups: Integration Stakeholders Scope Resource Time Cost Risk Quality Procurement Communication

Annex A

SUBJECT GROUPS PROCESS GROUPS INITIATING PLANNING IMPLEMENTING CONTROLLING CLOSINGTIME Sequence activities

Estimate activity durationsDevelop schedule

Control schedule

COST Estimate costsDevelop budget

Control costs

RISK Identify risksAssess risks

Treat risks Control risks

QUALITY Plan quality Perform quality assurance

Perform quality control

PROCUREMENT Plan procurement Select suppliers Administer procurements

COMMUNICATION Plan communications Distribute information Manage communications

INTEGRATION Develop project charter

Develop project plans Direct project work Control project workControl changes

Close project phase or projectCollect lessons learned

STAKEHOLDER Identify stakeholders Manage stakeholders SCOPE Define scope

Create work breakdown structureDefine activities

Control scope

RESOURCE Establish project team Estimate resourcesDefine project organisation

Develop project team Control ResourcesManage Project team

Which Method?

Waterfall or Agile? Waterfall methods – Importance on the process Agile methods – Importance on the result

Can one Method fit all purposes?

Variations on a Theme?

project management v1

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