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  • 1. Project Management for Trial Managers
    • Robin Henderson
    • MY Consultants Ltd
    • [email_address]
  • 2. Course Objectives
    • Introduce you to a range of project management techniques
    • Develop project plans through a series of activities
    • Develop an understanding of the need for formal and informal communication processes
    • Develop an understanding of different management styles
  • 3. What is a successful project?
    • Measures of success
      • On or under budget?
      • On time?
      • Appropriate Quality
    • Think about some recent projects
      • London Eye
      • Millennium Dome
      • Scottish Parliament
    • Have they been successes or failures?
  • 4. What is a successful research project?
    • Spend some time talking to the person next to you thinking about what would make your project successful from:
      • Your perspective
      • That of the funders
      • That of your organisation
  • 5. Project Management
    • “ The application of knowledge, skills, tools and techniques to project activities in order to meet stakeholder’s needs and expectations from a project ”
    • “.. the process of integrating everything that needs to be done as the project evolves through its life cycle in order to meet the project objectives ”
  • 6. Benefits of Project Management
    • Clarify what has to be achieved
    • Clarify roles and responsibilities
    • Focus on shared goals
    • Plan, Monitor and control the budget
    • Minimise risk
    • Communicate to all involved
    • Manage the change
  • 7. Project Planning Framework Identify Stakeholders Define the Scope Identify the tasks Identify the risks Plan Implement and Control Review
  • 8. Stakeholders
    • Anyone who has an interest or involvement in the project
    • Normally bring something to the project (finances / opinions / ideas) and expect something in return
    • Need to understand stakeholders whilst defining the project and during execution
  • 9. Understanding stakeholders
    • Working in small groups discuss:
    • Who are the stakeholders of a current project of one of the group?
    • What resources do they bring to the project?
    • What do they expect in return?
    • How much influence do they have in setting
      • the outcomes of the project ?
      • how these are achieved?
    • How can the stakeholders be managed?
    • Are their conflicts between the interests of stakeholders
    Activity
  • 10. Mapping Stakeholders What needs done How it is done? Disempowered Operational Power Criteria Power Comprehensive Power
  • 11. Defining the scope
    • Scope – what needs to be done to complete the project
    • Make sure it is clear to all involved
    • Defines the boundaries of the project (what is / isn’t expected)
    • Confirms common understanding of all stakeholders
    • The scope should be verified / approved by all stakeholders
    • Get this agreed up front as it will solve problems later!
  • 12. Identifying the Tasks
    • Once you have identified the scope you can now identify the tasks you need to perform to complete the project
    • Break the project down into tasks and subtasks
    • The subtasks should be small enough chunks that you can easily assess progress
  • 13. Work Breakdown Structure I
    • Identify all major activities that make up the project
    • Identify sub activities to be completed for each major activity
    • Continue to build by adding the next level of work
    • You will continue down to the level at which work is actually done, and track and manage the project at this level
    • Each sub activity should comprise a discrete task with a given duration
    • The WBS must be complete, so when all activities are done, the project is finished.
  • 14. MS Project: Usual to show as an indented list
  • 15.
    • In small groups
    • Take a project which one of you is currently working on
    • Develop a work breakdown structure for the project (use the post-its provided)
    • Remember that the WBS only shows the activities and sub activities and not the order you perform the activities in.
    Activity
  • 16. Duration Estimates
    • How might you go about estimating the duration of activities ?
  • 17. The project Network D A B C F G E
  • 18. Gantt Charts
    • Usual to include milestones on the project plan
    • key deliverables
    • linked to physical items
  • 19.
    • Taking the project you have developed the project network for and develop the Gantt Chart for the project
    • What elements of the project can be labeled as milestones?
    Activity
  • 20. Develop the detailed project budget
    • Identify all the costs
      • Procurement / Internally purchased items
      • Staff costs – important to include these
      • Any hidden costs?
      • Overhead costs?
  • 21. Risk Management
    • Identify sources of risk
    • Assess the likely hood of risk
    • Assess magnitude of risk
    • Develop response
    • Document the process
  • 22. Sources of Risk Scope Internal Information Human Resources Cost Time Project Management Quality External
  • 23. Risk Quantification 1 2 3 2 4 6 2 4 6 3 6 9 probability Consequences / impact Risk (Probability x Impact) 1- 2 : Low 3 - 4 : Medium 6 - 8 : High 9 : Extreme
  • 24. Risk Register
    • Capture all the information regarding risk management
    • Risks Identification
      • Description of risk, owner
    • Risk Quantification
      • Probability, Impact, Overall Risk
    • Risk Response
      • Mitigation Strategy, Response, When, Who
    • Control
      • Actions to date, next review, date resolved
  • 25. Progress Reporting?
    • What should you do to ensure that progress is clearly captured?
  • 26. Document Control
    • Important to develop a document control system
      • everybody knows which order the information came in
      • reduce chance of a previous version of the document being utilised
      • with use of computers (and especially email) it is easy to get things in a mess.
  • 27. Document Register
  • 28. Scope Change Control
    • Scope Change:
    • Common reason for projects delivering late / over budget
    • Control ensures that:
    • Changes are beneficial to the project
    • Determines that a scope change has occurred
    • Managing the actual changes when they occur
    • Everybody is aware of the impact on the schedule and outcomes of the project
  • 29. Behind Schedule ?
    • Everybody aware of costs / implications of delays
    • Discuss changes in plans
      • are they possible
      • get more ideas
      • people will be more committed if they are involved throughout
    • Adding resources does not always speed things up
      • learning curves
    • Avoid persecution - next time they won’t mention that they are behind until it is too late !
  • 30. Behind Schedule?
    • What happens if you cannot achieve the project completion date with the available resources ?
      • Work overtime
      • Work Shifts
      • Increase productivity
      • Remember learning curves
      • Subcontractors
      • Reduce scope of project work
  • 31. Behind Schedule ?
    • If problems are with delivery of key items consider placing a member of project staff within the supplier.
    • Respond early before it is too late
    • Remember that the base-line plan is a plan and is not rigid - introduce some flexibility
    • If the project is in crisis involve the client and stakeholders
  • 32. Budget Control
    • Need to monitor budget regularly – reconcile regularly
    • Accounting should be the basis of commitments
    • Evaluate any changes in spending on the project
      • What effect does this have on the overall project (knock on effects)
  • 33.
    • “ If everything seems to be going well, you obviously do not know what is going on”
  • 34. Project Close Out
    • Critical to close out the project properly
    • What should do to ensure that the project is closed out effectively?
  • 35. Summary
    • Take the time out to plan
    • Think about your stakeholders throughout the project
    • Evaluate progress against the plan
    • Actively manage the risks
    • Keep the team involved and informed throughout the project.