Project Management Trevor Smith What is a Project?Presentation Transcript
Project Management Trevor Smith
What is a Project?
What is Project Management? In simple terms: “ The process of planning and executing a piece of work from inception to completion to achieve safe achievement of objectives on time, within cost limitations and to the specified standards of quality” Also important - choosing the optimum position in relation to the success criteria
Why do some Projects Fail? Lack of co-ordination of resources and activities Lack of communication, especially with customer Poor time and cost estimations Insufficient measurables Inadequate planning of resources Lack of control over progress Lack of quality control
Time – Cost – Quality continuum time quality cost
Background - PRINCE 2
Sponsored by UK Government – CCTA (now OGC)
From PROMPT 1985
Then PRINCE® 1989
Now PRINCE2 TM 1996
OGC owns Copyright
Licenses Trainers and Consultants via APMGroup
PRINCE ® is a Registered Trade Mark and a Registered Community Trade Mark of the Office of Government Commerce, and is Registered in the U.S. Patent and Trademark Office.
The Name “PRINCE”
PRINCE defines a project as:
“ a management environment that is created for the purpose of delivering one or more business products according to a specified business case”
A PRINCE Project has:
“ A finite and defined life cycle
defined and measurable business products
a set of activities to achieve these
a defined amount of resources
an organisation structure”
Structure of the Manual Introduction Processes Components Appendices Techniques
The Process Model Corporate or Programme Management Planning - the re-usable process at different points & levels The eight processes of PRINCE 2 Board reports completion to Corporate Mgt . Checking acceptance before closure, loose ends, lessons, follow-up actions, & Post Project Review Preparing End Stage Report, Next Stage Plan, Review of Risks & B.Case Work Package handed back for acceptance upon completion . Work Package Received & work commenced with periodic reporting back to Project Manager The heart of day-to-day project management Communications between the Project Board & the external world Can we proceed with the work? Defining the Project Control Environment - the P.I.D. Project Board: “ Do we have a project?” Prepare a Project Brief & Create a Mgt. Team Controlled Start Controlled Progress Controlled Close Directing a Project Starting up a Project Initiating a Project Managing Stage Boundaries Closing a Project Managing Product Delivery Planning Controlling a Stage
Business Case… Evaluation Investment Appraisal Cost: (Extract from Project Plan) Timescale: (Summarised from Project Plan) Risks: (Key risks of the project) Benefits expected: (Expressed in measurable terms) Options considered for the project: Reasons for undertaking the Project: Business Case
Risk Log… IP3 - Refining Risks What problems or threats are out there?
Lessons Learned Log…
IP6 - Assembling a PID
Forms the base document for progress measurement
Benefits Time Quality Costs Risks Goals People What Who Why How When Where Location
Business Case - contents Benefits Reasons Options Risks Costs & Time Investment Appraisal Evaluation
Project Mandate Project Brief PID Post-Project Review Plan Project Issues End Stage Report Business Case Reasons for the Project Outline Business Case Enhanced and approved Business Case Expected benefits Reviewed Business Case Updated Business Case Contains basic elements of Business Case Developed in SU4 To enable initiation to be authorised Benefits put in measurable terms – IP3; included in PID – IP6 Business Case provides much of agenda CS4 reviews each Issue for impact on Business Case SB3 - Revised Business Case; for End Stage Report SB5
Example Risk Log Entry No change 22 May Contracts Manager
Reduce. Include a penalty clause in contract.
ContingencySlip other work to the next stage to resource essential rework.
ContingencySecond source another supplier for key deliveries
Stage 4 M H Significant time impact; Possible impact on cost Tech Supplier XYZ fails user tests by due date. Critical user acceptance tests reveal unsatisfactory defects in performance with extensive rework required 16 Feb P Taylor P37/ 049 Status Updated Owner Response Prox Prob Imapct Category Risk Date i/d Author I/d
The Controlled Environment CONTROLLED CLOSE CUSTOMER SATISFIED? EVERYTHING DELIVERED? BENEFITS REALISED? LESSONS LEARNED? ASSESSMENTS CONTROLLED PROGRESS MONITORING QUALITY CHECKS CHANGE CONTROL REPORTS CONTROL PLANS CONTROLLED START HOW& WHEN WHO WHAT WHY STAGE SELECTION WHERE
Major Board Controls
End Stage Assessment
Stage 2 Stage 3 PRINCE2 Controls: Communication of Progress to Project Board; and their decision points Highlight Reports Highlight Reports End Stage Report End Stage Report End Stage Assessment End Stage Assessment
Helps identify unachieved goals & objectives, for future action
Last Stage: eg Stage 4 End Project Report CP Checkpoint Reports Highlight Reports Lessons Learned Report Follow On Recommendations Post Project Review Plan
DP4 Giving Ad Hoc Direction DP3 Authorising a Stage CS5 Reviewing Stage Status DP5 Confirming Project Closure CP Closing a Project CS8 Escalating Project Issues CP1 Decommissioning a Project CP2 Identifying Follow-On Actions CP3 Evaluating a Project
The quality and growing recognition of IPMA’s 4 level certification system is one of the most important reasons why practitioners turn to IPMA. Today, project management is used globally by multi-national corporations, governments, and smaller organizations alike as a means of meeting their customers’ or constituents’ needs by both standardizing and reducing the basic tasks necessary to complete a project in the most effective and efficient manner. It is intended for those practitioners who provide project management services to the profession. Obtaining your IPMA CERTIFICATION can go a long way toward enhancing your employment and/or project assignment responsibilities – and getting you recognized in the workplace!
Certified Project Management Associate D Exam Certified Senior Project Manager Certified Projects Director C B A Certified Project manager Project report Assessment IPMA -Certification of Project Managers Competence = Knowledge + Experience + Behaviour
Adresa pro korespondenci: Společnost pro projektové řízení MZLU, Zemědělská 1, bud. E 613 00 Brno telefon: 545135224, Po 17:00 – 19:00 e-mail: sekretariát SPŘ: Martina Benešová, [email_address] sekretariát Certifikačního orgánu SPŘ: Lucie Chlupatá, [email_address] Prezident společnosti: viz výbor IČO: 47608749, SPŘ není plátcem DPH Smluvní partner pro realizaci certifikace: DNV Czech Republic s.r.o. Kateřina Vlasáková Region střední & jižní Evropa Business Unit Česká a Slovenská republika Thákurova 4 Praha 6 - Dejvice 160 00 - CZ Tel.: +420 233 321 231 Fax: +420 233 321 232 e-mail: [email_address] e-mail: [email_address]
Vital and forward thinking – focused on the needs of project management professionals worldwide; that’s the Project Management Institute of today. We’ve long been acknowledged as a pioneer in the field and now our membership represents a truly global community with more than 200,000 professionals, representing 125 countries. PMI professionals come from virtually every major industry including, aerospace, automotive, business management, construction, engineering, financial services, information technology, pharmaceuticals, healthcare, and telecommunications. Prague, Czech Republic (Potential Chapter) ($0 Annually) June 2003 Petr Sestak Vyskocilova 1/1410 PRAHA 140 21 Czech Republic Phone: 420/2/61307337 E-Mail: [email_address]
A project is a temporary endeavor undertaken to create a unique product, service, or result. Risk management Procurement management Human resources management Communications management Quality management Cost management Time management Scope management Integration management 9 Knowledge Areas
Project Management Professional (PMP®) If you enjoy the prestige that comes from being the best in your field, then you’ll appreciate the professional advantages derived from attaining the PMP, the profession’s most globally recognized and respected credential. The PMP designation following your name tells current and potential employers that you have demonstrated a solid foundation of knowledge from which you can competently practice project management. To be eligible for a PMP Credential, you must first meet specific educational and project management experience requirements and agree to adhere to a code of professional conduct. The final step to becoming a PMP is passing a rigorous multiple-choice examination designed to objectively assess and measure your ability to apply project management knowledge in the following six domains: initiating the project, planning the project, executing the project, monitoring and controlling the project, closing the project, and professional and social responsibility. This computer-based examination is administered globally with translation aids in 10 languages.