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Project Management Framework 110213

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Susie Lea

on 1 October 2015

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Transcript of Project Management Framework 110213

1. In pairs...

Name & role?
What are your personal objectives for the day?
Stage 1
Stage 2
Stage 3
Stage 4
Stage 5
Opportunity
assessment/
Project
definition

Planning
Delivery
Exit
Evaluation
Project
Management
Framework

Training objectives…
To explore the principles of good project management

To introduce Sustrans Project Management Framework (PMF)

To introduce new tools and resources for managing projects



It is time limited
It involves different resources at different times
It creates change
It is performance orientated
Over to you…
“A project is the work that needs to be done to produce, a predefined outcome within a predetermined period of time and budget”
What is a project?
Sustrans project management framework
training
Ongoing work

Keeping the website updated

Servicing and involving supporters

Running a service



Project work

Designing a new website

Running a campaign to recruit new supporters

Researching and piloting a new service


Project work and ongoing work
Over to you…
Think about your own experience of
project management or being part of
projects managed by others:

Group 1:
What factors lead to a project failing?
and what factors lead to project success?

Group 2:
What are the costs of not managing projects and what are the benefits of successful project management for Sustrans?
Success factors & benefits
Thinking about stakeholders…
involve people throughout the stages
Who can help me?

The Business Development Team
Contact: 0117 915 0112
Businessdevelopment@sustrans.org.uk


Stage 2:
Planning
Stage 3:
Delivery
Stage 4:
Exit
Stage 5:
Evaluation
Stage 1:
Opportunity assessment/ project definition
Project management framework
Stage 1:
Opportunity assessment/ project definition
If…then…
The first stage of the process…
Stage 1:
Opportunity assessment/ project definition
Opportunity assessment
Stage 1:
Opportunity assessment/ project definition
Non-standard project:


Use Susnet form on BDU page
Standard project:


Replication of a successful project already in operation with value of < 10 days work or up to 15k to Sustrans.
How do I decide
who to involve at stage 1?
Stage 1:
Opportunity assessment/ project definition
Stage 2:
Planning the project/ initiation
Stage 1:
Opportunity assessment/ project definition
Looking at stage 1…
Stage 1:
Opportunity assessment/ project definition
Who has a stake in the project?
What is the scope of the project and what is “off limits”?
How will resources for the project be allocated?
What risks are involved?
What do you hope will happen after the project?
What is the bigger picture?
What is driving the project?
What is the background to it?
What is needed for the project to be a success?
What must the project deliver?

Defining the project…
ten useful questions to ask
Stage 1:
Opportunity assessment/ project definition
Impact
Outcomes
Output
Input
Context
Step 1: identify the issue
Step 3 to 6:
Analysis of the logic of the intervention
Step 2: articulate anticipated impacts
Long- term outcomes
Short and medium- term
results
What has been produced?
What is invested, e.g. money, skills, people, activities
The issue addressed and the context in which it is located
Defining the logic framework
The first stage of the process…
Opportunity assessment
6. Who has a stake in the project?
7. What is the scope of the project and what is “off limits”?
8. How will resources for the project be allocated?
9. What risks are involved?
10. What do you hope will happen after the project?
1. What is the bigger picture?
2. What is driving the project?
3. What is the background to it?
4. What is needed for the project to be a success?
5. What must the project deliver?

Defining the project…
ten useful questions to ask
Impact
Outcomes
Output
Input
Step 1: identify
the issue
Step 3 to 6:
Analysis of the logic of the intervention
Step 2: articulate anticipated impacts
Long- term
outcomes
Short and
medium-term
results
What has been
produced?
What is invested,
e.g. money, skills,
people, activities
issue addressed
and the context
in which it is
located
Defining the logic framework
If…then…
Stage 3 resources: 3.1 Project delivery tools
3.2 Regular project review meeting tool
3.3 Key point review meeting tool
3.4 Project change tool
A Guide to Your PMF

Note: You can also ask business development for advice on stage 3 – 5
Stage 3:
Implement/ delivery
Managing project change

Over to you…

What impact would the change have on the project?

As Project Manager, how would you respond to the change?
Managing project change
Review the team’s performance
Go public on early success - highlight achievements
Ensure that the project sponsor is ‘wired in’
Watch out for ‘mission drift’
Build a culture of celebration and achievement, acknowledge effort.
“Plan your work and work your plan.”
~ Vince Lombardi (American football coach)
Act like a conductor…

Lead & co-ordinate efforts
Ensure regular review
Monitor progress
Keep it all on track
Manage change
Inform stakeholders
Project implementation
Context
Don’t absorb requests to add or alter
Change needs an active decision and approval
Watch out for “mission creep”
Negotiate and record agreement using tool provided
But be responsive (see below)!
Accountability <+> Learning <+> Analysis (impact, finance, feedback)
5. Evaluation
Manage the end <+> Apply exit strategy <+> Client Feedback <+> Review
4. Exit
Launch and Roll-out <+> Monitor <+> Keep on track <+> Change management
3. Implementation / delivery
Build on stage 1 <+> Detailed planning <+> Commitment of resources
2. Planning
Review ‘the brief’ <+> Outcomes focused
1. Opportunity assessment / project definition
A quick re-cap!
Stage 5 resources: 5.1 End of project evaluation tool

A Guide to Your PMF

Don't skim it! This is your opportunity to improve future projects and overall organisational operations
A chance to discuss and analyse in depth…

Managing accountability and learning

Can be valuable evidence

Show what works and why it worked

Create an atmosphere of positive learning

Plan how to disseminate the evaluation
More than an ‘end of project’ report…
Let’s have a de-brief!


Issues and challenges encountered
Lessons learnt and recommendations
Financial review
Outcomes/benefits v original objectives
Client satisfaction survey results
A chance to discuss and analyse…
Stage 4 resources: 4.1 Project exit tool
4.2 Customer satisfaction survey
A Guide to Your PMF

“Formal” project closure process:
When a project comes to an end…
stakeholder Involvement
Stage 2 resources:
2.1 Project plan (including schools plan)

A Guide to Your PMF
Who to involve

You can also count on support from the Business Development Unit & Finance
What if things change…

Agree who will be responsible for assessing the impact of changes
and amendments to the plan.
Individuals who will work with the Project Manager to deliver the project
Project Team
Ensures that the project is delivered on time, within budget, and to the required quality standards
Project Manager
Has strategic oversight of the project, responsible to the Charity for the success of the project
Project Sponsor
Definition
Role
Roles & responsibilities - who’s who?
Over to you…

In pairs/small groups, look at your section of the Child Weight Management project plan and consider the following questions:

1. Why do you need to decide and record this information at the outset of the project?

2. What might happen if you didn’t do this?

3. When might you refer to this information again during the project life-span?

The project plan
Project description and objectives, scope of work, project overview planning tool, funding and other pre-requisites information, exit strategy
Overview
Included in this section…
Section
1
Application of Sustrans standards, H&S competencies, incident reporting and investigation process
Health & safety
8
Key risks which might affect the success of the project and mitigation tasks
Risk register
7
Summary of budgeted costs, name of budget manager
Budget
6
Impact M&E, process M&E, use of project findings
Monitoring & evaluation
5
Milestones, Gantt chart etc
Programme of activities
Sustrans staff, external staff, steering groups, governance, reporting, change management
Roles and responsibilities
2
3
The project plan
1. To commit resources to time
E.g. The drafts need to be completed by Friday

2. To commit individual work to the bigger project
E.g. Rob must be on site by Tuesday to keep on track

3. To break the project into manageable chunks and monitor progress
E.g. Lets focus on the design element
Three purposes of a project plan
Pulls all activities together in coordinated way
Identifies dependencies
Incorporates key milestones
Allows for progress monitoring and review

Any tool fine, but identify:
Who, what, when?
Thinking about stakeholders
Over to you…
How can you ensure that your project activities will lead to the outcomes and impact you are hoping for?
Defining the logic framework
Over to you…time for everyone to get on their feet!

Take turns to call out something you would do at the end of a project.

When you've had your turn, feel free to take a seat!
Exit
Keeping the project on track
Over to you…

Think about the stakeholders that would need to be involved. Which would you:

Keep satisfied?
Manage closely?
Keep informed?
Keep informed & share 2-way communication with?

Which would have conditions that need to be fulfilled by you?
Thinking about stakeholders
Project: Child weight management programme for 7-11 year olds and their parents to learn about healthy eating, physical activity and behaviour change in order to lead a healthy lifestyle.

Objective 1: To deliver a series of healthy eating, physical activity and behaviour change sessions to 25 families over the course of a year.
Objective 2: To provide families with knowledge and practical tools to lead a healthy lifestyle.

The following funding/support is in place from partners:
•£55,000 from Bristol City Council
•£10,000 from Bristol NHS Trust (in kind; use of offices and day centre facilities)

Other partners include:
GPs – refer children/families to the programme.
Schools – refer children/families to the programme.
Leisure Centres – provide venue for the programme.
Over to you…

Working in groups use the opportunity
assessment matrix to assess a brief.

Was the opportunity go/don’t know/ or don’t go?
Were there any points that led to a good discussion? Which?
Assessing an opportunity
Planning and using the right tools will provide efficient and consistent outcomes.
Lessons for projects #3
Failure to learn from prior mistakes on the Titanic…
Lessons for projects #6
Lack of management control within the Murdoch Empire…
Lessons for projects #5
Bad management and communication in the retail sector…
Lessons for projects #7
Cost overruns within the IT sector…
Lessons for projects #1
Heart surgeons learn from pilots…
Lessons for projects #2
Millennium Dome vs. National Cycle Network - a tale of two millenium projects....
Lessons from projects #4
Guide to Producing Project Budgets

Susnet – Departments – Projects & Innovation – Business Development – Guide to Producing Project Budgets
Is VAT a cost for my project?

Talk to your finance contact!

Important – costs may increase by up to 20%
VAT in 2 minutes
Day rates
Charity day rates include salary + NI & pension + central support + office expenses + other expenses

Salary costs
Budget at the top of the current appointment salary band
From Apr 2014 central support is 30% of salary + NI & pension

Other costs
Support from central project teams is additional to central support
Monitoring & evaluation 5-10% of project costs (as a guide)
Inflation set at 3% per annum
Key elements of a project budget
Time to prepare a budget...

Preparing a project budget
Management accounts enable:

Project managers to manage project finances
Regional and National staff to manage finances for their area
SMT to oversee Sustrans’ finances

Consistent format across Sustrans
Managing your project budget
Identify
Communicate
Act


Variances
Introducing an example project brief
Project: To deliver a child weight management programme for 7-11 year olds and their parents to learn about healthy eating, physical activity and behaviour change in order to lead a healthy lifestyle.

Objective 1: To deliver a series of healthy eating, physical activity and behaviour change sessions to 25 families over the course of a year.
Objective 2: To provide families with knowledge and practical tools to lead a healthy lifestyle.

The following funding/support is in place from partners:
•£55,000 from Bristol City Council
•£10,000 from Bristol NHS Trust (in kind; use of offices and day centre facilities)

Partners to involve include:
GPs – refer children/families to the programme.
Schools – refer children/families to the programme.
Leisure Centres – provide venue for the programme.
Project managers/teams:
must log all opportunities
participate in opportunity assessment and project definition
leads proposal development (standard)

RD/DD/Head of Function:
must log all opportunities
sign off all project bids/proposals prior to submission (standard and non-standard)

BD:
leads opportunity assessment
leads proposal development (non-standard)
tracks opportunities
sign off all project bids/proposals prior to submission (non-standard)

Stage 1 – Key responsibilities and required actions

Project managers:
Lead project plan development

RD/DD/Head of Function:
Signs off final project plan (standard and non-standard)

BD:
Signs off final project plan (non-standard)

SMT:
Signs off final project plan (high value / innovative / high risk)

Stage 2 –
Key responsibilities and required actions

Project managers:
Arranges mid-project review meeting and completes tool

(Determined by project plan):
Signs off any project change

Coming soon - business development Team:
Track projects across the organisation
Chase review tool documents

Stage 3 -
Key responsibilities and required actions

Project managers:
Completes project closure tool
Sends out customer satisfaction form

RD/DD/Head of Function:
Signs off project closure tool

Coming soon - business development Team:
Tracks projects across the organisation
Chases closure tool documents

Stage 4 -
Key responsibilities and required actions

Project managers (or RD/DD/HOF if necessary):
Arranges project evaluation meeting and completes tool

BD:
Ensures any organisational learning from evaluations are referred to appropriate groups/teams/individuals for action

Coming soon - business development team:
Chases evaluation tool documents

Stage 5 -
Key responsibilities and required actions

Stage 1 resources: 1.1 Opportunity Assessment Matrix 1.2 Project overview planning tool
1.3 Stakeholder planning tool

A Guide to Your PMF
Who to involve

You can also count on support from the Business Development Unit & Finance
Appendix 1:
Promoting Sustrans
Media and fund raising plans
9
Regular review date? key point review date?
4
Project review meetings
the dome was only open for a year
costed £789 million
maintenance costs were £28.4 million
dome's operator only made £189 million
NCN
has been extremely successful
delivered on time and to budget
delivered beyond original scope
Example of "if...then" reasoning


if then if then if then if then
There is
congestion
due to
heavy
traffic at
peak times
Funding is
secured
for bus
improvements
Bus lanes
put in
together
with better
information
on bus
services
Bus travel
becomes a
more
attractive
and sufficient
amount of
commuters
change from
car to bus.
Less
congestion,
better air
quality,
improved
efficiency
etc.
Context Input Output Outcome Impact
Over to you…
Programme of activity
Over to you....

Have a look at your 'blunder trump' cards...

- What issue do you think the person who made the statement was trying to address?

- How might you go about introducing the issue in a more constructive waY?

Evaluation
Full transcript