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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
©Crown Copyright 2006 Reproduced under licence from OGC
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
©Crown Copyright 2006 Reproduced under licence from OGC
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
©Crown Copyright 2006 Reproduced under licence from OGC
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…
Project BoardProject Board
SeniorUser
SeniorUser
ExecutiveExecutiveSenior
SupplierSenior
Supplier
ProjectManagerProject
Manager
Project Assurance Always the Project Board’s
Responsibility May be delegated
Project BoardProject Board
SeniorUser
SeniorUser
ExecutiveExecutiveSenior
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
©Crown Copyright 2006 Reproduced under licence from OGC
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
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
©Crown Copyright 2006 Reproduced under licence from OGC
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
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
©Crown Copyright 2006 Reproduced under licence from OGC
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
©Crown Copyright 2006 Reproduced under licence from OGC
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 Project Manager
Project Issue No.
Project Issue Type
Author: (Raised By)
Date Identified
Date of Last
Update
Description Priority Status
Lessons Learned Log…Lessons Learned Log
Project Project Manager
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
©Crown Copyright 2006 Reproduced under licence from OGC
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
©Crown Copyright 2006 Reproduced under licence from OGC
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
©Crown Copyright 2006 Reproduced under licence from OGC
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
©Crown Copyright 2006 Reproduced under licence from OGC
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
©Crown Copyright 2006 Reproduced under licence from OGC
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
©Crown Copyright 2006 Reproduced under licence from OGC
“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
©Crown Copyright 2006 Reproduced under licence from OGC
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
©Crown Copyright 2006 Reproduced under licence from OGC
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
Authorisationto Proceed
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
Authorisationto Proceed
Next Stage Plan
Highlight ReportsException ReportsRequests for Advice
©Crown Copyright 2006 Reproduced under licence from OGC
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
©Crown Copyright 2006 Reproduced under licence from OGC
The quality and growing recognition of IPMA’s 4 level certification system is one of the most important reasons why practitioners turn to IPMA.Today, project management is used globally by multi-national corporations, governments, and smaller organizations alike as a means of meeting their customers’ or constituents’ needs by both standardizing and reducing the basic tasks necessary to complete a project in the most effective and efficient manner.It is intended for those practitioners who provide project management services to the profession. Obtaining your IPMA CERTIFICATION can go a long way toward enhancing your employment and/or project assignment responsibilities – and getting you recognized in the workplace!
Certified ProjectManagement Associate D
Exa
m
Certified SeniorProject Manager
CertifiedProjectsDirector
C
B
A
CertifiedProject manager
Pro
ject
re
port
Ass
essm
ent
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
Tel.: +420 233 321 231 Fax: +420 233 321 232e-mail: [email protected] e-mail: [email protected]
Vital and forward thinking – focused on the needs of project management professionals worldwide; that’s the Project Management Institute of today. We’ve long been acknowledged as a pioneer in the field and now our membership represents a truly global community with more than 200,000 professionals, representing 125 countries. PMI professionals come from virtually every major industry including, aerospace, automotive, business management, construction, engineering, financial services, information technology, pharmaceuticals, healthcare, and telecommunications.
Prague, Czech Republic (Potential Chapter) ($0 Annually)June 2003Petr SestakVyskocilova 1/1410PRAHA 140 21Czech RepublicPhone: 420/2/61307337E-Mail: [email protected]
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.