Advanced Project Management PM Processes and Framework

Project Management in Public Sector Introduction to Basics of Project ManagementLecture 11 Policy Process

What is Project?A group of milestones or phases, activities or tasks that support an effort to accomplish something.A collection of linked activities, carried out in an organised manner, with a clearly defined START POINT and END POINT to achieve some specific results desired to satisfy the needs of the organisation at the current time

What is Management Coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively.Functions of Management: To planning, To organize, To staffing, To command or direct, To coordinate, To control.Strategic Management: Strategic Management is basically process which can be used to determine the mission, vision, values, goals, objectives,roles and responsibilities, timelines, etc. The elements of strategy are: purpose or mission; policies; objectives or goals; strengths and weaknesses; opportunities and threats(SWOT); key decisions; capabilities or competences; planning and scheduling; implementation; sustainable competitive advantage.

Principles of Management(Henri Fayol (1841-1925): French mining engineer and director of mines who developed a general theory of business administration called Fayolism. In 1916 developed 14 principles of ManagementDivision of Work When employees are specialized, output can increase because they become increasingly skilled and efficient.Authority Managers must have the authority to give orders, but they must also keep in mind that with authority comes responsibility.Discipline Discipline must be upheld in orgzs, but methods for doing so can vary.Unity of Command Employees should have only one direct supervisor.Unity of Direction Teams with same objective should be working under the direction of one manager, using one plan. This will ensure that action is properly coordinated.

Principles of Management (Cont.)Subordination of Individual Interests to the General Interest Interests of one employee should not be more important than those of the group. This includes managers.Remuneration Employee satisfaction depends on fair remuneration for everyone. This includes financial and non-financial compensation.Centralization This principle refers to how close employees are to the decision-making process. It is important to aim for an appropriate balance.Scalar Chain Employees should be aware of where they stand in the organization's hierarchy, or chain of command.

Principles of Management (Cont.)Order The workplace facilities must be clean/tidy/safe for employees. Everything should have its place.Equity Managers should be fair to staff at all times, both maintaining discipline as necessary and acting with kindness where appropriate.Stability of Tenure of Personnel Managers should strive to minimize employee turnover. Personnel planning should be a priority.Initiative Employees be given necessary level of freedom to create & carry out plans.Esprit de Corps Organizations should strive to promote team spirit and unity.

Project ManagementA dynamic process that utilizes the appropriate resources of the organisation in a controlled and structured manner, to achieve some clearly defined objectives identified as needs.It is always conducted within a defined set of constraints.Methodical approach to planning and guiding project processes from start to finish.The processes are guided through five stages: initiation, planning, executing, controlling, and closing.

Project Management ContextProject Stakeholders are;Individuals directly involved in project deliverables or Part of the project organization responsible for the project orIndividuals that are positively or negatively affected by the projectProject Stakeholders include;Project ManagerProject Team MembersCustomerPerforming organizationSponsorEnd Users .SponsorUpper level management that provides guidance and controls effective use of customers money on the projectPerforming OrganizationEnterprise whose employees are most directly involved in doing the work of the project.

The Functions of Project ManagementProjectResourcesCONTROLLINGWho judges results and by what standards?PLANNINGWhat are we aiming for and why?ORGANIZINGWhats involved and why?DIRECTINGWho decides what and when?MOTIVATIONWhat brings out the best in people?The basic functions of general management equally apply to project management10Project Management Body of Knowledge AreasIntegration ManagementScope ManagementTime ManagementCost ManagementQuality ManagementHuman Resource ManagementCommunication ManagementRisk ManagementProcurement ManagementProject Management B0dy of Knowledge Areas (PMBOK11

Project Parameter: GoalAll projects have one prime goal for e.g., the development of a new camera, construction of a railway station, regeneration of a derelict neighbourhood, or process re-engineering for a large organization. The goal must be as specific as possible so that there is no ambiguity about what the project intends to achieve. In addition to the prime goal, projects may have subgoals and sub-sidiary goals (objectives). The project goal and project deliverables along with all the requirements and specifications, which must be met by the project for it to be considered complete, determine the projects scope. A project which does not achieve its goal is seen as failed.

12Project ParametersProject ProposalProject ContractProject CharterElicitation of Project Requirements and SpecificationsProject Statement of WorkProject Scope StatementProject Work Breakdown StructureScope Creep, Control and VerificationProject Change ManagementProject Integration Management13Project Output & Outcome: Highway: ExampleProject PhaseOperations PhaseProject Life-Cycle

Initiation, Planning, Implementation and Closure of the ProjectProject OutputSelectedProject Outcomes

(+ and -)Short-termMedium-termLong-termEconomic Impact on investment, trade, local businesses, tourism, employment, inflation, wealth accumulation and distributionSocial Impact on services like health and education, travel, crime, social relations, communities out-look and values Environmental Impact on fauna and flora, pollution levels, waste accumulation and disposal Projects: Highway extension, widening, recarpeting, con-struction of bridges, additional exit and entrance ramps, petrol stations and rest stops etc.

Not Projects: Routine main-tenance & repairSlide: .....

There may be benefits in other areas (for e.g. political) also which are not reviewed here. 14

Major Projects in Pakistan (Examples)

Jinnah International AirportAllama Iqbal International AirportChashma Nuclear Power StationIslamabad-Lahore MotorwayIslamabad-Peshawar MotorwayShaukat Khanum Memorial HospitalJF-17 Sino-Pakistan Combat AircraftNational Stadium Karachi

Tarbela Dam Mangla Dam Ghazi-Barotha HUBCO Kot AdduKarakorum HighwayMuslim Commercial BankShah Faisal Mosque 15Project Organization StructureFunctionalAn organization structure in which staff are grouped hierarchically by function and may be assigned to projects in a team.MatrixedProject Manager shares responsibility with functional manager to assign priorities and direct work of assigned human resources ; a blend of functional and projectized organization. ProjectizedProject manager maintains complete authority over the entire project resources. Manages and leads the team till project closure.The Functional Form of OrganizationIn the functional form of organization, work activities are structurally segmented according to their function i.e. their similarity of purpose. For example: - Accounting & Finance- Production- Research & Development- Marketing IT Support ProcurementGeneral AdministrationThese are the typical functions one would expect to find in most commercial organizations.Project managers in functional organization must ensure that team understands that conflicting orders will be given by other managers 17Corporation XHuman ResourcesMarketingEngineeringProcurementManufacturingElectronicsEngineeringCustomer ServiceFinance &AdministrationSoftwareEngineeringMechanicalEngineeringDesignPurchasingReceiving & InspectionDomesticSalesInternationalSalesFabricationAssemblyTestingProductionSchedulingProject Coordination in Functional OrganizationsProject Coordination18What is the Project Matrix Organization?The Matrix organization is a form of project organization within the framework of which temporary horizontal (project) levels are applied over the permanent vertical (functional) levels of the organization. Project Management defines three basic project matrix forms: the Functional Matrix, Balanced Matrix, and Project Matrix. The matrix organizational structure divides authority both by functional area and by project. In a matrix structure, each employee answers to two immediate supervisors: functional supervisor and a project supervisor.In practice, the matrix structure can assume many different manifestations and these may change over the course of the project life-cycle. A weak matrix organization complicates team development process and activities19Functional ManagerFunctionalManagerFunctionalManagerStaffPMStaffStaffStaffStaffStaffStaffStaffStaffStaffStaffProject CoordinationThe Balanced Project Matrix20About the Project-Based OrganizationIn a project-based organization, most of the work performed is project work and this is reflected in the organizations structure which is not based on the functional paradigm but changes acccording to the projects which the organization has in its portfolio.Project-based organizations are often found in the defence and construction industries, in the movie industry, in some NGOs and in some outsourced industries. A strong or project matrix organization is best for handling cross-functional project needs for a large complex project. 21Corporation XMarketingHuman ResourcesFinance andAdministrationLegalProject Manager(Project A)Project Manager(Project B)EngineeringManufacturingProcurementEngineeringSubcontractors(X, Y, Z)ManufacturingProcurementStructure of a Project-Based OrganizationOther ProjectsOther Projects22

Project Management Life CycleThe Five Project Process GroupsInitiationPlanningImplementation/ExecutionDefines and authorizes the project (or a phase of the project).Refines the project goal, scope, requirements etc. and develops the project master plan. Brings together all required resources to undertake the project in accordance with the master plan. ClosureFormalizes acceptance of the project output by the project customer and brings the project to its end. Monitoring, Evaluation & ControlMonitors the project to identify and assess shortfalls and variances and initiate corrective action if needed. 24The elements of project managementThree basic elements of project management: the project team, project planningand project control.Project TeamProject team are made up of individuals from various areas and departments within a company. The project team typically consists of a group of individuals selected from other areas in the organization or from outside the organization because of their special skills, expertise, and experience related to the project activities. The project team include managers, staff and workers, such as truck drivers, forklift operators etc.Project PlanningPlanning a project requires that the objectives of the project be clearly defined so the manager and the team know what is expected. Sometime it is in the form of a formal written description of what is to be accomplished, the work to be done, and the project time frame, called a statement of work (or project scope). All activities (or steps) in the project must be identified.Elements of project planningThe elements of project planning process are:Define project objective (s)Identify activitiesMake time estimatesEstablish precedence relationshipDetermine project completion timeCompare project schedule objectivesDetermine resource requirement to meet objectivesproject controlControl include making sure that all activities are identified, included and completed in the proper sequence.Resource needs must be identified as work is initiated and complete and; the schedule must be adjusted to reflect time changes and corrections.

ConceptualizePlanPrepareImplement / MonitorEvaluateIdentify problem, priority needs, solutions & organizational capacity Scope, goals & objectives, actions, inputs.Stakeholders involvement, feedback & resourcesWork Plans/Cash Plans, tasks & activities, monitoring & adjustmentsReview what has happened, value the achievements & feedback for future planningProject Planning30Work breakdown structure (WBS)WBS is a method for project planning and control. In a WBS a project is broken down in its major components, referred to as modules. These components are then subdivided into detailed subcomponents, which are further broken down into activities and, finally, individual tasks.Work breakdown structure (WBS)programProject 1project2Task 1.1Task 1.2Subtask1.1.1Work package 1.1.1.2Work package 1.1.1.1Subtask1.1.2level1234Resources ManagementInstrumentsCash PlanWork PlanActivity Chart ACTIVITY CHART / WORK PLAN NAME OF THE PROJECTACTIVITY 1st Quarter 2nd Quarter 3rd Quarter 4th QuarterJULYAUGSEPOCTNOVDECJANFEBMARAPRMAYJUNELand AcquisitionSelection of landRequest for land acquisitionPreparation of details of land & ownersPayment to Revenue DepartmentNotification under section 4Notification under section 17AwardNotification by Revenue departmentPayment to land ownersTransfer of landPossession of landAny other activity ACTIVITY CHART / WORK PLAN NAME OF THE PROJECTACTIVITY 1st Quarter 2nd Quarter 3rd Quarter 4th QuarterJULYAUGSEPOCTNOVDECJANFEBMARAPRMAYJUNEConstruction Advertisement for pre-qualification of contractorsReceipt of applicationsScrutiny of applicationsPre-qualificaton of contractorsIssuance of tendersRecepit of TendersOpening of TendersScrutiny of TenderApproval by competent authorityAward of worksSubmission of Bid Bond, Perfomance Bond etc.Contractor mobilizedLayout of construction designStructural worksPlaster worksWood/Electric worksUtility connectionsFinishing worksAny other activityMONITORING & EVALUATIONNeed for Monitoring & EvaluationM & E activities provide timely and useful information to the project management/implementation agencies and also a feed back to the policy makers MonitoringMonitoring means to check and asses the implementation status of the project/program/plan during implementation period on regular basis.The system of watching/monitoring the progress of a program/project implementation helps in the identification/removal of bottlenecks and expediting action.EvaluationA process which attempts to determine as systematically and objectively as possible the relevance, effectiveness and impact of activities in the light of the objectives. It is , thus, a critical analysis of factual achievements/result of a project, program or policy. OutcomesIntermediate effects of outputs on clientsOutputsProducts and services producedActivitiesTasks personnel undertake to transform inputs to outputsInputsFinancial, human, and material resourcesGoal(Impacts)Long-term, widespread improvement in societyImplementationResultsResult based monitoring (RBM) frameworkFunctions of Monitoring TeamMonitoring the implementation of ongoing development projects/programs with reference to setout goals and targetsSubmission of quarterly progress reports to Prime Ministers Secretariat on high impact projectsAnalysis of monitoring reports and presentation of the findings to the appropriate fora (CDWP, ECNEC, NEC,) for policy decisions and follow-up of the decisionsContdFunctions of Monitoring TeamEstablish web-based connectivity between project authorities, projects wing, concerned federal ministries and provincial P&D Departments on the flow of data on projects implementationEvaluation of completed projects to assess their output, impact, outcomes and sustainabilityProject Monitoring & Evaluation System (PMES)A web-based software for sustained flow of information on projects implementation to strengthen portfolio performance and to accommodate enhanced monitoring capacity of the Planning Commission, M&E units/cells of federal ministries and provincial P&D departments.