PROJECT MANAGEMENT

Fundamental Elements

Fundamental Questions
WHAT
WHY WHEN HOW WHERE WHO
I keep six wise serving men.
(They taught me all I knew). There names are What & Why & When, and How & Where & Who
(Rudyard Kipling 1902)

Project Management, Business and Customers

Business today demands faster projects, decreased delivery

times. Customers want to know what is happening and are more demanding as they too are under pressure to deliver faster. This leads to an environment of increased competition. In competitive environments the rewards will go to those organizations which are more flexible, more in tune with their customers' wants and focused on their main product or service,. In order to do this all aspects of business (product delivery, profit, growth & market share) need to be optimised.

Why do we need Project Management?

Project management enables organisations to Identifying problems with the project and enable issues to be escalated which allows Tasks to be done more efficiently by identifying issues earlier which results in Getting things done more cost-effectively and Delivering projects on time, in budget and to the right quality.

Which means that

Problems may be managed in a timely manner so

products are delivered to deadlines. Organisations have an opportunity to mitigate possible cost overruns Customers expectations and requirements are met Organisations & individuals gain a reputation for successful delivery which often equates to PROFITS & BONUSES Greater Market Share, less competition, increased customer confidence etc

What is a Project?
An activity of limited duration
The purpose of which is to create some sort of

outcome / deliverable That has generally not been done before in terms of client / team/ contract / environment, and The achievement of which signals completion of the activity.

Typical Project

What is Project Management

PM is a technique for ensuring that we do the following systematically

- scheduling tasks (time management) - defining the work and risks (scope & risk management) - budget specification (cost management) - assigning responsibility for tasks (quality and organisation) controlled manner

Plus recognising, analysing and implementing changes in a

Project vs Technical Management

Managing the project is similar for all types of project, But Managing the technical aspects can be different for each project

Systematic Approach

PM Standards & Practices

International Bodies (Association of Project Managers

(UK); Project Management Institute (USA) National / Statutory Bodies Societies Companies

Project Phases
Initiating
Planning Execution Monitoring & Control Close Out

PM Processes & Areas

PROCESS GROUP KNOWLEDGE AREAS INTEGRATION SCOPE TIME COST QUALITY HUMAN RESOURCES COMMUNICATION RISK PROCUREMENT STAKEHOLDERS INITIATING PLANNING EXECUTION MONITORING & CLOSE OUT CONTROL

1 2

1 4 6 3 1 1 1 5 1 1 24

1 3 1 1 1 9

2 2 1 1 1 1 1 1 1 11

Project Components Triple Constraint

To meet the scope of the project we work within: Time schedule, delivery dates C0st cost of material, resource, services Quality standard to be achieved
You can have it cheap, fast or good choose any two

Change - Trade Off

Why Project Management

Fundamental PM Elements
Requirements
Scope Work / Product Breakdown Structure Organisation / Individual Responsible for each element Price / Cost per element Schedule Durations & Dependencies Change Control Reporting / Communicating Documentation

Requirements (FACTS)
FEASIBLE
AMBIGUITY FREE
able to be satisfied
- not vague

COMPLETE all information available

TESTABLE
SIMPLE

able to be verified
short, concise

If requirements are not defined the project plan is compromised, work can be abortive, work may need to be repeated, price/cost increases, resources are tied up, delivery is late, expectations not met.

Scope
the work that must be done in order to deliver a product with the

specified features and functions A work breakdown structure is a grouping of project delivery elements that organizes and defines the total scope of the project: work not in the WBS is outside the scope of the project. It essential that the scope is defined rigorously or the project will have gaps from the outset. Scope is categorised into component parts which can be assessed for their risk, logical sequence, and who is responsible.

WBS Marine Fire Systems

Marine Fire Systems Design Approval Procurement Fabrication Delivery Installation Support Testing & Commissioniong Component Tests FAT SAT Integrated T& C Acceptance Manuals

Requirements Specifications Interfacing Needs Configuration System Level Detailed Design Design Review Design Complete Design Verification

3rd Party Documents Approval

Materials COTS Specialists

Mechanical System Electrical System Control System System Integration Assembly Packaging Manuals

Transport Insurance Storage Spares

Clash Resolution Site Attendence

PLUS

- Project Reports - Invoicing - Mandatory Meetings / Reviews - Other requirements - Defects Liability

WBS
Provides the basis for planning, scheduling, cost

estimating, configuring, monitoring, reporting, directing and controlling the project. Identify risks associated with each element of the WBS so uncertainties made visible. Aids communication with vendors/team members / management Essential to breaking down the project into manageable components and assigning risk, owner, duration, cost. Allows change and impact of change to be analysed.

Organisational Aspects
Organisational Breakdown Structure for delivery/service

indicating responsible person / organisation (& point of contact) Suppliers Internal Resource / Department External Resources / Suppliers Client yes the Client - as they need to make decisions/pay and take time for meetings etc. If a delay/overrun/problem is occurring the responsible party must be identifiable and made accountable to provide a workaround to resolve the problemthis includes the Client

Cost
Estimates for each element Budgeted cost Actual Costs incurred Payment Received Value of Work Done

Proportional costs aggregated for overall progress

Forecasting

Tracking of costs is essential in the performance of a project commercially. Deviation from forecast must be flagged/escalated so mitigation measures may be instigated in a timely manner.

PM Technique Earned Value

Schedule

Activities required for project completion Durations of each task Durations for Approvals / tests Lead time Regular Milestones based on tangible and objective events to demonstrate progress.

Essential to ensuring that all work is programmed and sequence is logical. Allows for dependencies to be shown and impacts of change/delays to be analysed.

Basic Project Plan

Change

Client Requirements Creeping Scope Creeping elegance Lack of planning Risks realised

Change is inevitable be it from internal or external agencies. Change means that the original plan may not be valid and re-planning is required affecting cost/time/quality.

Scope Creep
Lack of clarity or detail in the original description of

scope, objectives, or work Willingness to modify a project without formal review or approval Allowing participants who do not do the work associated with any change to decide Feeling that you should never say NO to a Client Personal pride that makes you believe you can accommodate anything

Reporting / Communicating
Progress Meetings
Regular Project Reporting (Weekly) Meaningful Reports addressing:

Schedule / Time Costs Resources Changes / Risks / Issues Problems and Actions being taken/needed Overall Status

28% of projects fail due to poor communication

A recent research in 2012 conducted by PMI

Reporting / Communicating
Use predetermined metrics to measure work done Use baselines to measure progress Status reports identifying issues and actions to resolve

issues Escalate issues when they occur rather than ponder (Contact-wait out or interim SITREPs) No news does not mean good news on a project Meetings to ensure messages are communicated and understood I sent an email has never solved any project problem

A risk manifests itself

Will it show?

YES

Can you hide it?

YES Conceal it before anybody finds out

Hiding

NO

NO

Can you blame somebody else, circumstances, client?

YES

Bury it NO

Get in first with your story

Could admission damage your career?

NO

YES Sit tight and hope the risk goes away.

Problem Avoided

A risk manifests itself Take ownership & assess possible consequences

Learning
NO Take corrective action & inform those affected Investigate why mistake occurred

Could admission damage your career/company?

YES

Tell somebody in authority immediately

Is it a flaw in the process / system?

YES

NO Try to learn from mistakes Share discovery & improve process Cooperate fully to correct risk and review procedures

Risk Managed

Project Documentation
Project Plan stating the scope (WBS), how work will be

undertaken and by whom, programme and milestones, quality requirements, risks identified. Baseline Programme Baseline Budget Baseline Resources Progress Reports measuring progress against baselines Change Authorisations Contract Correspondence

Summary
Project management is a management technique for Getting things done efficiently /faster Getting things done right, more cost-effectively. Identifying problems with the project and escalating issues Project Management allows for the systematic planning, organising and controlling of the Project Components of TIME, COST, QUALITY & SCOPE and communicating the status of a project to the participants.

Summary
Scope is established from the Requirements and developed into a

WBS Work is allocated to resources and every element of work has an owner which carries a cost/budget Work is planned to be carried out in a logical sequence and a schedule is developed Changes are inevitable and their impact on time, cost and resources can be analysed against the baseline plan. Reporting against the original plan is essential to ensuring that the right actions are taken in a timely manner. Routine and escalation reporting gives visibility on a project Documentation of the plan and changes ensures that there is visibility and accountability in the management of the project.

 What, why, when, how and where

WHO? Just because there is no project in your title does not

mean you are not part of a project. Everybody contributes and plays a part

Afterwords
Good Project Management cannot guarantee project

success, but Bad or Absent Project Management will usually result in project failure. People make (or break) projects.

Questions