PROJECT MANAGEMENT

PROF HEATHER NEL DIRECTOR: RAYMOND MHLABA INSTITUTE OF PUBLIC ADMINISTRATION AND LEADERSHIP padhjn@upe.ac.za 041-5042263 (tel/fax)

PROJECT DEFINED

Any undertaking with a defined starting point and specific objectives by which completion is identified (PMBOK) Any series of activities which has specific objectives, defined start and end dates and which must be completed within certain constraints (Kerzner) A non-routine, non-repetitive, once-off undertaking (Burton & Michael) A complex effort to achieve a specific objective within a schedule and budget target, which typically is unique, and is usually not repetitive within the organisation (Knutzon & Bitz)

PROJECTS VS ROUTINE OPERATIONS

Uniqueness: project is undertaken to produce a unique product or purpose that cannot be achieved through routine operations Non-repetitive: project is undertaken to achieve a purpose or product following which it is deemed complete and not repeated on a continuous basis Examples: Building a house, bridge or road versus processing pension applications; Developing a marketing plan versus manufacturing cars

POLICY,PROGRAMME, PROJECT

POLICY: Overall objectives of the government; nationally applicable; macrofocus PROGRAMME: Designed to give effect to/implement/deliver policy; comprises a number of interrelated and interdependent projects; meso-focus PROJECT: Designed to give effect to broader programme; micro-focus; four major constraints: time, cost, quality/performance, and scope

PROGRAMMES AND PROJECTS

NATIONAL AIDS AWARENESS PROGRAMME

GAUTENG AIDS AWARENESS PROJECT

EASTERN CAPE AIDS AWARENESS PROJECT

VARIOUS AIDS AWARENESS SUB-PROJECTS IN THE GAUTENG PROVINCE

DEVELOPMENT PROJECTS
Job

creation Labour-intensive technology Sustainability of project benefits High impact on community Community participation Empowerment and capacity-building Provision of basic needs Economic and political viability Visibility

PROJECT MANAGEMENT
Scope management
Quality management Risk management

Integration Cost management management

Human resource management Procurement management Communication management Time management

PROJECT MANAGEMENT CYCLE

PROJECT PLANNING: Identification, formulation, business plan, project scope statement, preparation and feasibility analysis PROJECT IMPLEMENTATION: Allocating responsibilities, work breakdown structure, establishing time schedules, resource scheduling, monitoring and control PROJECT EVALUATION: Identify policy objectives, key performance indicators, collect data, compare data

PROJECT PLANNING

Sources of project ideas Need for community participation Objective tree technique Writing a project scope statement Business plan and logical framework analysis

BUSINESS PLANS
ARE

A FOCUS ON WHAT NEEDS TO BE DONE CAN IDENTIFY THE NECESSARY RESOURCES PROVIDE A PLAN OF HOW TO MEET THE NEEDS OF THE COMMUNITY/ CLIENT LINK THE PROJECT TO THE BUDGET OF THE ORGANISATION

WRITING BUSINESS PLANS

PLAN

BEFORE YOU WRITE

WHO

IS THE AUDIENCE? WHAT DO YOU NEED TO SAY?

USE

A PRO-FORMA AS A GUIDE KEEP IT SIMPLE MAKE IT COMPLETE MINIMISE REDUNDANCY

COMPONENTS OF A BUSINESS PLAN

DETAILS OF EXECUTING AGENCY AND PROJECT MANAGER 2. PROJECT SUMMARY 3. PROJECT BUDGET 4. PROJECT JUSTIFICATION 5. PROJECT STRATEGY 6. TARGETED BENEFICIARIES 7. EXPECTED RESULTS 8. PROJECT WORK PLAN 9. PROJECT OUTCOMES 10. PROJECT ACTIVITIES/OUTPUTS
1.

PROJECT SCOPE MANAGEMENT

PROJECT

SCOPE: the work that must be done to deliver a product or service within the specified features and functions OUTPUT: a written scope statement that subdivides the project into smaller, more manageable components OUTCOME: clear assignment of responsibilities and improved control and performance measurement TECHNIQUE: Work Breakdown Structure

PROJECT SCOPE STATEMENT

1)
2)

3)

4)

Project justification the business need that the project was undertaken to address Project product a brief summary of the product/service to be provided Project deliverables a list of the subproducts whose satisfactory delivery marks the completion of the project Project objectives quantifiable criteria that must be met for the project to be successful and must include time, cost and quality measures (also called KPIs)

WORK BREAKDOWN STRUCTURE

Breaks project down into manageable chunks Breakdown continued to level of project activity package (PAP) PAP can be assigned to one individual Average project has about 3 to 4 levels Level 1: overall project

PROJECT SCHEDULING

Comprises the ordering of activities required to ensure timely completion of project What must be done? Activity definition, activity sequencing, activity duration estimating, schedule development and schedule control How? Bar/Gantt charts or networks (PERT, CPM, Precedence, Activity-onArrow, Activity-on-Node)

PROJECT RESOURCE MANAGEMENT

Planning, allocating and scheduling resources to tasks What must be done? Resource smoothing (ie ensure smooth demand of resources over life cycle of project How? Deal with resource under- and overloads: 1) Schedule resources to critical activities first 2) Make time-cost-quality trade-offs 3) Work overtime or shifts 4) Train staff or maintain equipment during slack times

PROJECT COST MANAGEMENT

Includes the processes required to ensure that project is completed within approved budget 1) Resource planning determining what resources and what quantities thereof are required to perform project activities 2) Cost estimating developing an approximation of costs of required resources 3) Cost budgeting allocating overall cost estimate to individual work items 4) Cost control controlling changes to the project budget

PROJECT RISK MANAGEMENT

1)

2)

3)

4)

Risk identification determining which risks are likely to affect the project and documenting characteristics of each Risk quantification evaluating risks to assess range of possible project outcomes Risk response development defining enhancement steps for opportunities and responses to threats Risk response control responding to changes in risk over the duration of the project (avoidance, mitigation, acceptance)

RESPONDING TO PROJECT RISKS

1)

2)

3)

4) 5)

Procurement acquiring goods and services from outside the project organisation (ie transfer risks) Contingency planning identify action steps to take should the identified risk event occur Alternative strategies prevent/avoid risk events by changing the planned approach Insurance available to deal with certain types of risk and cost of coverage varies Reserves provision in the project plan to mitigate cost and/or schedule risk

PROJECT MONITORING AND CONTROL

MONITORING:Continuously assessing project during implementation to determine progress in achieving project objectives and milestones CONTROLLING: Establishing baseline standards against which progress can be measured PURPOSE: Quickly identify variances between planned and actual performance OUTCOME: Corrective action taken if required

PROJECT EVALUATION
WHY? Learning Advocacy Resource allocation Accountability HOW? Identify policy objectives Establish key performance indicators Collect data Compare data

ORGANISATIONAL STRUCTURE
TYPES OF STRUCTURE FUNCTIONAL/BUREAUCRATIC MATRIX (weak, balanced, strong) PROJECTISED WHY REORGANISATION? Environmental pressures, structural deficiencies, technological innovation etc HOW REORGANISATION? Organisational development (OD) and change management techniques NB! Resistance to change

PROJECT MANAGEMENT SKILLS

LEADERSHIP TRAITS STYLES ORIENTATIONS MOTIVATION TECHNIQUES TEAM-BUILDING TECHNIQUES OUTCOMES CONFLICT RESOLUTION SOURCES OF CONFLICT MODES OF RESOLUTION