Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Introduction to Project Management

No description
by

Dan Ebanks

on 4 June 2014

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Introduction to Project Management

Introduction to Project Delivery
Structure of this session
1. The basics of project management
2. The ADC Framework for Project Delivery

The basics
We undertake activities every day to meet specific objectives.
Is it a major or a minor project?
Uniqueness
Projects require people to come together temporarily to focus on specific project objectives - a different team, different customer, different location...
Transience
A project has a specific start point and end point and is set up to meet specific objectives, to create a defined and agreed result.
Why does it matter?
What do you think? Why does it matter whether your project is classified as a minor or major project?
Proportionality:
an appropriate level of input for the output achieved - especially in terms of planning and reporting work
Does the mean that everything can be a project?
Project management is, according to the Association for Project Management, a way of managing change. Anything from organising a birthday party to organising the Olympics could be considered a project.
Project management, according to the Association for Project Management, describes the activities that meet specific objectives and can be used to introduce new or existing products and services.
Uncertainty
Projects will create more threats and opportunities - beyond those that we might encounter during routine work. Projects are riskier...
Cross-functionality
Projects typically bring together people with different skills to deliver agreed objectives. Projects often cross traditional 'vertical' functional divisions, and can cut across the entire organisation.
What projects have you worked on recently - can you categorise your projects?
Use the flip chart to assess your projects against the three criteria
Feedback to the group - have you always applied the right levels of governance to your project? Have you always reported sufficiently on progress to your sponsor? Have you communicated sufficiently with stakeholders?

Workshop #1
Workshop #2
Select a project
Create a 'laundry list' of issues - challenges you have faced on your projects
Group your challenges so that they are mutually exclusive and completely exhaustive (MECE) - there is no overlap, and everything is covered
ADC Delivery Framework
A is for accountability
The project sponsor
The project manager
The relationship between project manager & sponsor
What does the project sponsor need?
What does the project manager need?
Effective & timely decision making from the sponsor
The resolution of strategic & tactical risks & issues
Sign off on deliverables
Leadership & direction
Support to the project manager when they ask for it
How can we formalise this relationshop?
This important relationship can be captured in a 'roles and responsibilities' section within business case or within a Terms of Reference
Project Terms of Reference
Is the project manager accountable or responsible for the project?
The project manager is responsible for the day to day running of the project.

she does not OWN the outputs or outcomes

She does not sign off on outputs or outcomes
To support effective decision making
To ensure the accountable officer focuses on the bigger strategic and tactical risks and issues
To create an environment where the project manager and project team can deliver
Responsible or accountable - why it is important?
How can the project manager capture who is responsible and who is accountable?
There are a number of tools you could use to capture responsibilities & accountabilities:
a RACI
Project Business Case
D is for definition
Why do we need to define anything?
To establish a baseline so we can measure change and manage deviations
We can use the Project Business Case to establish a baseline in terms of time, cost and quality
To create a shared understanding with stakeholders
We can also use the Project Business Case to establish a shared understanding
C is for 'Control'
How do we control a project?
Report against an agreed plan
You can use this Gantt chart to create a plan, to be signed off by the project sponsor
Identify risks & issues that affect project scope & objectives
Use this risk & issue log. Remember:
Agree an approach to quality control with the sponsor
The plan will enable you to manage against an agreed timeline (TIME) and review the level of resources (COST)
A risk is something that WILL threaten project delivery
An issue is something that is already threatening project delivery
Agree a set of criteria, or critical success factors, by which you and the sponsor can measure the quality of your project outputs
Using change control
What is change control and when am I likely to use it?
Depends on the type of project....
Some projects take a 'waterfall' approach
Others take have a more iterative lifecycle
Where does your project lie on that spectrum?
If it's towards the iterative end, you may want to think about a formal change control process
Workshop 3
Return to your groupings of your project 'challenges'
Can you re-structure your groupings to they can be characterised as accountability, definition and or control challenges?
What type of tools, templates or processes could you use to structure and problem solve the challenges on your project?
What do we need to define on a project...? Scope
We can break a project scope down into objectives and dimensions:
Time
And project time can be broken down into:

The number of units - hours, days, weeks - to complete a project
The total elapsed calendar time to complete a project
Quality
Quality refers to the useability of the project outputs - do they meet the expectations of the sponsor and of the user?
Cost
Project cost can be determined by calculating and recording the cost of the inputs to the project. The majority of project costs tend to be salary costs
What tool can I use to define the amount of time to be spent on a project?
Project Gantt chart
What tool can I use to define and manage costs?
Project business case
Project Gantt chart
What tool can I use to define and manage the quality of my outputs?
Quality process guidance & templates
... or just a documented conversation with your sponsor.
In essence
The Sponsor must be a good communicator, politically astute and an effective decision maker
The official line
“The Sponsor is ultimately accountable for the project, ensuring that it meets its strategic objectives and realises the expected benefits"
Attributes
Commands resources in relation to the project & controls the budget
Brokers relationships with top table stakeholders
Networks, negotiates & influences
Has a good understanding of the business issues associated with the project
Able to play an active role in the life of the project - not just a figurehead

Also consider the distinction between delivery & reporting
Delivering against an agreed plan is part of managing a project.

The other part is reporting on progress, or otherwise, to your sponsor and stakeholders.
Escalation
No project goes completely to plan, ever

That's why we have project management - to provide a structure for managing change, even within projects

The escalation process is vital for resolving risks and issues that threaten the successful delivery of the project
To escalate a risk or an issue - that threatens the agreed to plan for delivery - is to raise it to the level of authority at which it can be resolved - in other words it's a risk or issue that you cannot resolve
This is why it is important to have a sponsor who has bought into the project, understands her role and can resolve large strategic risks and issues
What tools do you need to apply an escalation process?
A risk and issue log, to record and categorise your risks & issues (not all f them will need to be escalated)
A Project Roles or Terms of Reference that sets out the role of the sponsor, especially in terms of managing down high leven strategic risks & issues - make sure it is signed off by the sponsor!
Objectives
Can you clearly ARTICULATE the objectives to the sponsor and shareholders?

Take care not to confuse objectives with benefits:
Benefits are the measurable improvements achieved when the project outputs are delivered
Objective - the aim or result of the project, a way of describing the outputs or outcomes...

....have you SIGNED THEM OFF with the sponsor?!
In other words to be able to CONTROL the project

A formal change request form summarises the change, and would request the following information:

Description
Reasons
Benefits
Costs
Impacts Any supporting documentation
Approvals.

This does not form part of the South and Vale project management toolkit, but you can download a template from the Online Resource.
Effective & timely communication from his project manager - on the sponsor's terms
Confidence that the project delivery is under control
Confidence that risks & issues are being resolved as they arise
Early sighting of strategic & tactical risks & issues
Robust management information & advice on resolving strategic & tactical risks & issues
Project Business Case
Project Business case
Full transcript