project management 101
DESCRIPTION
Introduction to Project ManagementTRANSCRIPT
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The Training Division of
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WHAT IS A PROJECT?
A project is a set of inter-related
activities with defined start and end
dates, designed to achieve a unique
and common objective.
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PROCESS RELATIONSHIPS
Operations Continuous Processes
Programs (Multiple Start/End Dates)
(Single Start/End Dates)
|-----|-----|-----|-----|
BusinessPlans
(Cycle/Process)
Corporate Plans
YR1 YR2 YR3 (Rolling)YR4 YR5
demands functional approach
Projects
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CRITERIA FOR A SUCCESSFUL PROJECT
The project achieving its objectives, including deliverables produced:
On time
Within budget
To specification (meets/exceeds client’s expectations)
Customer satisfaction, product fit for purpose
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HOW DO WE ACHIEVE A SUCCESSFUL PROJECT?
Project success begins and ends with the Project Manager’s effective
management of the project
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WHAT IS PROJECT MANAGEMENT?
Project Management is the management of
project activity through the project life cycle
to achieve the delivery of a defined product
or service within prescribed constraints of
time, budget, scope and quality
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PROJECT LIFE CYCLE
CONCEPT
DEVELOPMENT
IMPLEMENTATION
FINALISATION
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PHASE 1: CONCEPT
Identification of core need/s
High level planning
Range of possible solutions
‘Ball park’ estimates
Preliminary risk analyses
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PHASE 2: DEVELOPMENT
Non-viable options culled
High level plans refined into a detailed plan
Baselines developed
Detailed designs/specifications/drawings developed
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Planning
Scheduling
Estimating
TIME, COST & RESOURCE MANAGEMENT
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Assumed Start Point
AssumedDestination
Correct Starting Point
Agreed Destination –Meets Client’s Needs
Planned Progress
Actual progress
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RELUCTANCE TO PLAN
Takes time (10-25%)
Commitment is required
Difficult to plan the future
Imposes discipline
Plans are always wrong
Hard to maintain plans
“Never needed to before”
Fear of planning
Reluctance to Plan
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REASONS FOR PLANNING
Reasons for Planning
Target Verification
Enforces Commitments
Resource Planning
Basis for “What If”
Enforces Pre-thinking
Basis for Control
Clarifies Risk
Basis for Delegation
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PHASE 3: IMPLEMENTATION
Works undertaken per baselines
Actual progress checked against
planned baselines for variance
Causes of variance dealt with
Project reporting undertaken
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THE PROJECT PLANNING & CONTROL CYCLE
MONITORPROGRESS
EXECUTETHE WORK
PLAN
SET TERMSOF REFERENCE.
INITIATE
SIZE THEPROBLEM
ANALYSEVARIANCE
COMPAREWITH PLAN
ACT
MAJOR REVIEW
RE-PLAN
MINOR ADJUSTMENTS
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Managing the Critical Path
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PHASE 4: FINALISATION
Have all deliverables been
met?
Contracts terminated?
Transition plan formulated
Lessons learned
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FUNCTIONS OF PROJECT MANAGEMENT
Scope
Time Cost
Quality
Risk
HR Communications
Procurement/Contracts
Integration
Integration
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SCOPE
Describes the outcomes sought
Describes the work content &
boundaries
Ultimately defines a broad
strategy
BASELINE: Scope Document
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TIME
Planning – what to do
Estimating - duration
SCHEDULING – Dependencies
CONTROL – Achieving milestones
BASELINE: Schedule (Gant Chart)
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COST
Iteratively estimating cost
Top down & bottom up approach
Budget definition
BASELINE: Time phased
expenditure/revenue
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QUALITY
Understanding client expectations
Managing, meeting/exceeding them
Project Quality system developed
BASELINE: Project Quality Plan
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RISK
Possible adverse occurrences
ID
Assess
Respond (incl. Prioritisation)
Create Risk Register (allocate resp.)
BASELINE: Risk Management Plan
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HUMAN RESOURCES HR Administration
Resource Allocation
Team performance
Motivation
BASELINE: Resource Allocation
Matrix
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COMMUNICATIONS
Formal and informal
Interpersonal communications
Communication strategy
BASELINE: Communications matrix
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CONTRACTS/PROCUREMENT
External resources
Formation-Award-Performance
Bid process
Form of contract
BASELINE: Procurement schedule
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INTEGRATION
Overall perspective
Interconnected nature of 8 functions
Schedule is a powerful integrative tool
Learning outcomes
BASELINE: Reporting/control
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REPORTS
Factors to be considered:
What should be in the report
Who is the report going to
Collecting the right data
Frequency of report
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REPORTS AND REVIEWS
Reports and reviews Periodically – eg fortnightly, monthly, quarterly Milestone Phase/Project Completion Exception
Reports and reviews between Project Manager – Contractor Project Manager – Client Project Manager – Program Manager Project Steering Committee Program Management Committees
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PROJECT REPORTS
Periodic Progress Reports Periodically in accordance with project plan
Standard format used Summary or overview
Current reporting period
- Progress to date
- Planned progress not completed
Next reporting periodSchedule Issues anticipated/solutions
Financial update
Current baseline (Gantt)
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PROJECT REPORTSMilestone Reports Provided by contractors to project manager on
achievement of planned milestones
Provided by project manager to stakeholders inaccordance with communications management plan
Structure and content Summary or overview Schedule Activities summary (current) Activities summary (to next milestone) Technical aspects Financial update Risk summary (including treatments)
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PROJECT REPORTSProject/Phase Completion Reports
Mandatory requirement on completion of each phase of the project, and on completion the whole project
Widely distributed to all stakeholders
Structure and content Summary or overview Contractual performance Administrative performance Performance against scope, schedule, budget and
quality Organisational aspects Project management aspects Lessons learned
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Key Challenge in Project Management: Stakeholder
Management
Influence or Impact?
Extent of influence or impact?
Supporter or opponent?
What drives them?
What scares them?
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Work Breakdown Structure (WBS)
Determine destination
Book flights
Determine length of holiday
Determine mode of transport
Book accommodation
Travelers cheques
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Work Breakdown Structure (WBS)
Book flights
Book accommodation
Travelers cheques
TRAVEL AGENT
Determine destination
Determine length of holiday
Determine mode of transport
STAKEHOLDER CONSULTATION1
1.2
1.1
1.3
2
2.1
2.2
2.3
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Best Practice in Project
Management
MBA/Masters
QPP RPM MPD
Tertiary Qualification
AIPM Recognition
Certificate IV in Project
ManagementAQF Level 4
Diploma of Project
ManagementAQF Level 5
Advanced Diploma of
Project ManagementAQF Level 6
QPP: Qualified Project Practitioner, typically a project team member
RPM: Registered Project Manager, typically a project manager
MPD: Master Project Director, typically a program director
What next…?
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CPMGroup
SYDNEY
Level 6
66 King Street
Sydney 2000
9279 1610
www.cpmgroup.com.au
www.acpm.act.edu.au
Head OfficeCanberra[02] 6285 3393
Sydney[02] 9279 1610
Brisbane[07] 3876 2849
Melbourne[03] 9663 9566
Perth[08] 9364 0520
Townsville0413 945 725
Kuala Lumpur[+603] 2175 2284
Johannesburg[+2711] 784 6044
Auckland[+649] 355 1789
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THANK YOU