p m block one 2012.pptx
TRANSCRIPT
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WELCOME TO
CEMBA 567 INTRODUCTION TO PROJECT MANAGEMENT
FACILITATOR:
A.B.ANDANI
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OVERVIEW OF THE COURSE The course/module is to introduce students to the concept of
Project Management as both an Accidental area and a Professional Discipline ;
It is also to introduce students to the functional knowledge areas of project management ; and
An understanding of some of the tools and techniques used in the ART and SCIENCE of Project Management.
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OBJECTIVES OF BLOCK ONE
To introduce students to : basic definitions in project management and;
project initiation management;
the major phases of a project and project implementation;
Project Stakeholders and their role in project design/planning, implementation and management; and
some of the skills and tools used to project management
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PROJECT DEFINED
A project is an undertaking that has a beginning and an end, and is carried out to meet established goals within cost, schedules and quality objectives.
A project is defined by the Project Management Institute (PMI) as a “temporary endeavour undertaken to create a unique product or service”
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PROJECT DEFINED CONT’D
Project is defined as a Set of Well defined Inter-related Activities designed to achieve a Specific Objective and to be completed within a certain Time Frame and has a Budget.
( World Bank & Cambridge Int. Dic, 1997)
A Project thus, represents the commitment of human and physical resources to produce specific output in a given time and budget framework
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PROJECT DEFINED CONT’D
In all the cases above projects vary in scale, purpose, duration and complexities. As a result projects may stand alone or be integrated into a programme, with several projects contributing to one overall goal
In general, what one can say about a project is that:
It is an activity or a set of related activities for which money is spent in expectation of returns and which logically seems to lend itself to planning, financing and implementing as a unit
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CHARACTERISTIC OF A PROJECT
A defined beginning and end ;
Resources allocated specifically ;
Follow a plan towards a clear intended end result ; and
Often cuts across organizational lines
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DEFINITION OF PROJECT MANAGEMENT
Project management is defined as : The application of knowledge, skills, tools, and
techniques to project activities in order to meet or exceed stakeholder needs and expectations.
Project management thus involves utilizing a combination of systems, techniques and people to control and monitor activities undertaken within a project.
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OBJECTIVE OF PROJECT MANAGEMENT The objective of project management is a
successful project. A project will be deemed successful if it is completed:1.Within time;
2.Within cost;
3.At the desirable performance/technology level;
4.While utilizing the assigned resources effectively and efficiently; and
5.Accepted by the customer/ Meets or exceeds expectations of stakeholder needs
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WHAT DOES IT MEAN TO MEET OR EXCEED STAKEHOLDER NEEDS?
Meeting or Exceeding Stakeholder needs and expectation invariably involves balancing competing demands:
Scope, Time, Cost and Quality Stakeholders with differing needs and Expectation Identified Requirement (Needs) and unidentified
requirement (expectations)
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CHALLENGES OF PROJECT MANAGEMENT
The challenges of project management include:
• Teambuilding ;
• Planning and scheduling;
• Coping with high expectations;
• Conflict resolutions;
• Project funding; and
• Sustainability and post-implementation management etc.
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WHY PROJECT MANAGEMENT?
Today, rapidly changing technology, fierce competitive markets and a powerful environmental lobby have all encouraged companies to change their management systems -in this sink or swim, adopt or die environment, efficient and effective project management offer real solution.
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WHAT IS THE VALUE OF PROJECT MANAGEMENT?
Project Management increases the probability of project success. It improves implementation efficiency, and if used effectively with appropriate processes, tools, techniques and skills will:
Support the business; Get the product or service to market effectively,
efficiently and to quality standards; Provide scientific basis for project management and Improve service delivery.
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WHO THEN IS A PROJECT MANAGER?
A person who takes ultimate responsibility for ensuring a project achieves the desired result on-time, within budget and to specification. The duties of a project manager include:
• Project planning and scheduling
• Communication and teambuilding
• Monitoring and control (eg budgeting)
• Problem and conflict resolution
• Quality control etc.
To perform these duties well a project manager requires well developed communication, technical and personal skills
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THE PROJECT MANAGER?
PM responsibilities to management • Use resources efficiently • Keep management informed • Adhere to agreed policies and procedures
PM responsibilities to the project and to the project team
• Keep the project on target • Ensure required resources are available • Co-ordinate the team • Provide support
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PROJECT MANAGEMENT KNOWLEDGE AREAS
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resources Management
Project Communications Management
Project Risk Management
Project Procurement Management
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HOW IS PROJECT MANAGEMENT DIFFERENT FROM CLASSICAL
MANAGEMENT Much of the knowledge needed to manage projects is unique or
nearly unique to project Management (e.g. critical path analysis, Work Breakdown Structure). However, the Project Management Body of Knowledge (PMBOK) does overlap other management disciplines in several ways.
The Project Manager is responsible for Coordinating and Integrating activities across multiple, functional lines
To explain further, whereas a classical manager of an organization is engaged typically in planning, staffing, coordinating, controlling and directing- carrying out managerial functions, the project manager’s role cuts across Strategic Planning, Financial Management, Resource Allocation- Scheduling, and integrating –people, Management Functions, Providing Technical Direction.
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PROJECT MANAGEMENTVRS
CLASSICAL MANAGEMENT
General management functions comprises of planning, organizing, staffing, executing and controlling the operating of an ongoing enterprise. The PMBOK overlaps general management in many areas for example organizational behavior, financial forecasting and planning techniques to name just a few.
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PROJECT MANAGEMENTVRS
CLASSICAL MANAGEMENT
Classical Management is defined as a set of activities designed to achieve an organization’s objective by using its resources effectively and efficiently in a changing environment (Gate R.D. et al., 1995)
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MANAGING THE PROJECT CYCLE
All Projects have phases of development.
A clear understanding of these phases permits managers and executives to better control resources needed in the achievement of project goal(s).
The phases of development are known as Life-cycle or stages of project development.
However the breakdown and terminology of these phases differ, depending on whether we are discussing product or project.
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PROJECT MANAGEMENT PROCESSES
There are 5 areas: Initiating Processes- authorising the project or phase
Planning Processes-defining the project objectives and selecting the most appropriate approach for the project to attain the objectives. (The use of logical framework etc.)
Executing Processes-managing the resources required to carry out the project as defined in the plan ( GANTT chart, Activity Schedules, Network Diagrams etc.)
Controlling Processes-ensuring that project objectives are met as defined by monitoring, measuring progress against plan, identifying variance from plan and taking corrective action. (M&E Plans)
Closing Processes-formalising acceptance of a phase and or the project and closing all associated activities.
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PROJECT LIFE CYCLE
INITIAL CHARTER PLAN DELIVERABLE P.I.R
INITIATION PLANNING IMPLEMENTATION CLOSE OUT
TIME
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PROJECT VS. PRODUCT LIFE CYCLES
The project life cycle applies to all projects (regardless of product produced) whereas a product life cycle varies depending on the nature of the product.
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PROJECT STAKEHOLDERS ANALYSIS
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WHO ARE STAKEHOLDERS?
Stakeholders are persons, groups or institutions with interests in a project or programme.
These may include government agencies, private landowners and developers, community and other interest groups, non-government organizations, citizens etc.
The list of stakeholders will depend on the project, conflict, or issues
to be addressed..
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WHAT IS STAKEHOLDER ANALYSIS?
Stakeholder analysis is a technique to identify and analyse the stakeholders surrounding a project. It provides information on stakeholders, their relationships, their interests and expectations. A proper analysis of the stakeholders will help you to construct a project approach suited for the situation and will help you to negotiate better with the stakeholders.
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STAKEHOLDERS ANALYSIS
Identifies key stakeholders and information about them such as:
Organisation or affiliation Project role Unique facts Level of interest Level of influence Suggestions for managing the relationship with this
stakeholder
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WHY STAKEHOLDER ANALYSIS?
The stakeholder’s interest needs to be specified and measured to be able to have a good prediction as to how each stakeholder’s future behaviour will be to satisfy his/her stake. This would give the project implementers and others a fair basis for evaluating the impact of expected behaviour on the project teams’ attitude in managing the project.
Stakeholder identification and analysis therefore provide information on stakeholders, their relationships, their interests and expectations.
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IMPORTANCE OF PROJECT STAKEHOLDERS
Project Stakeholders are the people involved in or affected by project activities.
Internal Stakeholders Project sponsor Project team Support staff Internal customers Senior Management Functional Managers Other Project Managers
External Stakeholders External customers Competitors Suppliers Others affected by the
project but not directly involved( e.g, government, concerned citizens etc.)
Compete for Resources
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PROJECT MANAGEMENT TOOL KIT15 Functions Essential For Effective Project Management
1. Define project scope
2. Identify stakeholders, decision-makers and escalation procedures
3. Develop detailed task lists
4. Estimate time requirements
5. Develop initial project management flow chart
6. Identify required resources and budget
7. Evaluate project requirements
8. Identify and evaluate risks
9. Prepare contingency plans
10. Identify interdependencies
11. Identify and track critical milestone
12. Participate in project phase review
13. Secure needed resources
14. Manage the change control processes
15. Report project status
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CRITICAL CHARACTERISTICS OF AN EFFECTIVE PROJECT
MANAGER:
1. Lead by example
2. Are visionaries
3. Are technically competent
4. Are decisive
5. Are good communicators
6. Are good motivators
7. Stand up to upper management when necessary
8. Support team members
9. Encourage new ideas
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PROJECT INTEGRATION MANAGEMENT
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DEFINITION
It is “the processes involved in coordinating all of the other project management knowledge areas throughout a project life cycle.”
3 Key Components of Project Integration Management Project Plan Development Project Plan Execution Change Control
Integration management is about integrating the work of the entire project team by focusing on high quality communication and relationship building. Thus project integration management includes what is known as Interface Management-or identifying and managing the points of interaction between the various project players and elements
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THE PROJECT PLAN
The project plan is the core high-level document that guides a project’s execution and control. Project plans:
Document assumptions, definitions and decisions Facilitate stakeholder communication Define content, extent and timing of key management reviews Provide a baseline for project control and measuring progress Define a size appropriate to the scope of the project
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THE BASIC OUTLINE OF A PROJECT PLAN IS AS FOLLOWS
1. Introduction or Project Overview
Project name
Project description
Project sponsor
Project manager
Key team members
Summary of key Deliverables
List of reference documents or materials
Glossary of definitions and acronyms
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THE PROJECT PLAN2. Project Organisation
Organisation charts
Company or institution organisational chart
Project responsibilities
Diagram, flow chart or timeline of major steps
3. Project Management and Technical Processes
Management objectives, priorities, assumptions & constraints
Project controls
How is progress monitored?
What is the Change Control process?
Who has authority to make what types of decisions?
Risk management-how is risk identified, managed and controlled?
Project staffing-how many and what type of people are required and when?
Technical processes
Project documentation requirements
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THE PROJECT PLAN
4. Project Deliverables and Work Breakdown Structure
Major work packages
Key deliverables
Required specifications (hardware, software, construction specifications, codes, regulations etc.)
5. Project Schedule
Summary schedule (key deliverables and their planned completion dates)
Detailed schedule including dependencies (Network Diagram for illustration)
Schedule assumptions and constraints
6. Project Budget
Summary budget
Detailed budget
1. fixed and variable costs
2. projected benefits
Assumptions
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PROJECT PLAN EXECUTION
Tools and Techniques
Some of the specialised tools and techniques used by project managers for project plan execution include:
Project Management Software Microsoft Project Primavera Project Planner Scheduler Plus Open Plan
Status Review MeetingsRegularly scheduled status review meetings are a standard project management tool for:
Exchanging project information Monitoring progress Maintaining motivation Managing risks Identifying issues Stakeholder communication
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WORK AUTHORISATION SYSTEMS
Are a formalised process used on large projects to authorise work to begin on a particular activity or work package. They are designed to ensure that the right things are done by the right people at the right time. They can be manual or automated.
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OVERALL CHANGE CONTROL
Overall Change control includes identifying, evaluating and managing project changes. Without proper change control, a project can easily drift into ‘scope creep’ and severe cost and/or time over-runs.
The 3 Overall Change control are:
1. Making sure the changes are useful and beneficial (this usually involves making trade-offs)
2. Determining if and when a change has occurred (and making sure senior management stays informed so there are no surprises)
3. Managing actual changes as they occur
Key tools in overall change control are the project plan, status or performance reports and changed request.
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CHANGE CONTROL SYSTEM
A change control system is a formal, documented process that describes when and how official project documents (especially the project plan) may be changed.
A changed control system often includes the following elements:1. A change control board (CCB) or Steering Committee
2. Configuration Management
3. Change Communication Plan
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SUGGESTIONS FOR MANAGING CHANGE
CONTROL Understand that constant communication and
negotiation is a normal part of the process Plan for change Establish formal change control systems and
procedures Use configuration management Define procedures for quick decisions on small-scale
changes Use status reports to identify and manage change Use project management and other tools and processes
to help manage and communicate changes
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CHANGE CONTROL SYSTEM
• The Need for Senior Management Buy-in Senior Management commitment and support is one of the
critical success factors for project management. The main reasons cited for this are as follows:
• To ensure the project has adequate resources• To ensure approval for unique or unanticipated project
needs• To ensure cooperation of other managers and staff• To help deal with political issues• To provide coaching and mentoring on leadership issues.
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THANK YOU