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NCV 3 Project Management Hands-On Support Slide Show - Module 1
 

NCV 3 Project Management Hands-On Support Slide Show - Module 1

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This slide show complements the learner guide NCV 3 Project Management Hands-On Training by Bert Eksteen published by Future Managers Pty Ltd. For more information visit our website ...

This slide show complements the learner guide NCV 3 Project Management Hands-On Training by Bert Eksteen published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net

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    NCV 3 Project Management Hands-On Support Slide Show - Module 1 NCV 3 Project Management Hands-On Support Slide Show - Module 1 Presentation Transcript

    • Project Management 3 Project Man agent 3 Future Managers
    • What we cover
      • Fundamentals of project management
      • Project management tools and techniques
      • Application of ethics in project management
      • Project estimating and costing
      • Develop a project plan for a simple project
      • Project administration
      • Leadership within the project
      • Projects are team initiatives
      Project Management 3 Future Managers
    • Module 1: Fundamentals of project management Project Management 3 Future Managers
    • Module 1: Fundamentals of project management
      • After completing this outcome, you will be able to:
        • Explain the nature of a project
        • Explain the nature and application of project management
        • Explain the types of structures that are found in a project environment
        • Explain the major process and activities required to manage a project
      Project Management 3 Future Managers
    • 1. The nature of the project
      • After completing this outcome, you will be able to:
        • Explain with the aid of an example of a project plan, the characteristics of a project
        • Differentiate between project and non-project work
        • Identify reasons for undertaking projects
        • Identify types of projects and their complexity
      Project Management 3 Future Managers
    • 1.1 Project plan and project characteristics
      • What is a project?
        • A project is a temporary sequence of tasks with a distinct beginning and a definite end that is undertaken to create a unique product or service
        • In addition a project must have defined objectives in order to clearly indicate when the project has been completed
      Project Management 3 Future Managers
    • 1.2 The characteristics of a project
      • What do you think the main characteristics of a project are?
        • Involves a single definable purpose or end-item
        • Every project is unique
        • A project is a temporary activity
        • A project utilises skills and talents from multiple organisations and professions
        • The project can be unfamiliar
        • The project is a risk
        • Process of wanting to achieve a goal
        • Relies on a budget
        • Completed by a team of people
        • Have time and cost constraints
      Project Management 3 Future Managers
    • Activity 1
      • The 2010 FIFA World Cup Soccer tournament in South Africa is now in the minds of all South Africans. It is a huge project and the success of it is important to South Africa and Africa, to show the world we can offer such an event successfully.
        • In your own words, give a definition of what a project is
        • Looking at the 2010 World Cup, make a list of seven characteristics of the project – the one’s that are important according to you
      Project Management 3 Future Managers
    • 1.3 Project terminology Project Management 3 Future Managers
    • 1.3 Project terminology Project Management 3 Future Managers
    • 1.3 Project terminology Project Management 3 Future Managers
    • 1.3 Project terminology Project Management 3 Future Managers
    • 1.3 Project terminology Project Management 3 Future Managers
    • 1.4 Project plan
      • The project plan is a formal approved document used to guide both project execution and project control. A project plan may be a summary or a detailed document.
      Project Management 3 Future Managers
    • 1.4.1 Steps in the project plan
      • Project objectives, requirements and scope are set. The project objectives or outcomes specify project end-items (what is to be achieved), desired results, and time, cost, and performance targets
      • The specific work activities, tasks, or jobs to achieve objectives are broken down, defined, and listed
      • The project organisation is created specifying the departments, subcontractors, and managers responsible for working activities
      • A schedule is prepared showing the timing of work activities, deadlines, and milestones
      • A budget and resource plan is prepared showing the amount of timing, resources, and expenditures for work activities and related items
      • A forecast is prepared of time, cost and performance projections for the completion of the project
      Project Management 3 Future Managers
    • 1.4.2 Contents of a project plan
      • Documents used during project planning, such as the scope statement, work breakdown structure, and cost estimates
      • The project charter
      • Scope, risk, communication, procurement, and schedule management plans
      • Responsibility assignments
      • Schedule dates and milestones
      • Major risks, constraints, and assumptions and how each will be handled
      • Pending issues and decisions
      • Design and other specifications.
      Project Management 3 Future Managers
    • 1.4.3 The role of the project plan
      • Guides project execution – roadmap for execution process
      • Documents assumptions
      • Documents alternatives / decisions
      • Communication with stakeholders
      • Defines key management reviews – project “health check” – to see if everything is progressing according to plan
      • Provides a baseline – time that it will take to complete the project.
      Project Management 3 Future Managers
    • 1.5 Project and non-project work
      • Non-project work is repetitive day-to-day work or operations
      • Projects have deadlines, unique deliverables and budgets, and have definite start and end points
      Project Management 3 Future Managers
    • 1.6 Reasons for undertaking projects
      • With a project we work towards a goal and specifically the achievement of the goal. The project manager and his team can help us to achieve to goal
      • The work must be completed within the planned time and budget parameters
      • Because of the uniqueness of a project, it’s a challenge and therefore everyone wants to take part and be part of the project
      • By taking part in a project, the project manager and team members gain valuable experience to help them with later projects
      • Starting and finishing a project could hold a benefit for the parent organisation. Putting a new product on the market will definitely benefit the organisation
      Project Management 3 Future Managers
    • 1.6 Reasons for undertaking projects
      • There are five main criteria, which help us evaluate when to use a project:
        • Unfamiliarity
        • Magnitude of the effort
        • Changing environment
        • Interrelatedness
        • Reputation of the organisation
      Project Management 3 Future Managers
    • 1.7 Types of projects
      • 1.7.1 Examples of ancient projects
        • The Great Pyramid of Cheops
      Project Management 3 Future Managers
    • 1.7 Types of projects
      • 1.7.1 Examples of ancient projects
        • The Crystal Palace
      Project Management 3 Future Managers
    • 1.7 Types of projects
      • 1.7.1 Examples of ancient projects
        • The Panama Canal
      Project Management 3 Future Managers
    • Types of projects
      • The following are the more commonly undertaken projects:
        • Developing a new product or service – new cell phone
        • Effecting a change in structure, staffing, or style of an organisation – merging of two organisations
        • Designing a new transportation vehicle – Gautrain in Gauteng
        • Developing or acquiring a new or modified information system
        • Constructing a building or facility
        • Building a water system for a community in a developing country
        • Running a campaign for political office, for example, the election of the USA president
        • Implementing a new business procedure or process.
      Project Management 3 Future Managers
    • 1.7.3 Types of projects Project Management 3 Future Managers
    • Activity 2 – Examples of projects
      • In this activity we are going to make a list of national and international projects
        • In groups of 3 – 5 members, list the national (local) projects that you are aware of. First list the projects in your own environment and then projects from elsewhere in South Africa
        • In your group, make a list of international projects with which you are familiar – projects completed outside South Africa’s borders
        • Collate each groups’ list of national and international projects into a list of projects (Put it up in your classroom on the wall)
      Project Management 3 Future Managers
    • The new seven wonders Project Management 3 Future Managers
    • The New Seven Wonders Project Management 3 Future Managers
    • The nature and application of project management
      • After completing this outcome, you will be able to:
        • Define project management within the recognised published standards
        • Identify and describe project management processes as per recognized best practices
        • Differentiate using examples of each, between project management; general management and technical (end product related) processes
        • Explain and discuss the Human Resources hierarchies of the project team, in accordance with role descriptors.
      Project Management 3 Future Managers
    • 2.1 Define project management
      • Can you think of a definition of project management?
        • The application of knowledge, skills, tools and techniques to project activities in order to meet project requirements as well as stakeholders needs and expectations from a project
      Project Management 3 Future Managers
    • Characteristics of project management
      • Characteristics of project management
        • A single person, the project manager, heads the project organisation and operates independent of the normal chain-of-command.
        • The project manager is the focal point for bringing together all efforts toward a single objective
        • Because each project requires a variety of skills and resources, the actual work might be performed by people from different functional areas or by outside contractors
        • The project manager is responsible for integrating people from different functional disciplines working on the project
      Project Management 3 Future Managers
    • 2.1 Define project management
      • Characteristics of project management
        • The project manager negotiates directly with functional managers for support
        • The project focuses on delivering a particular product or service at a certain time and cost and to the satisfaction of technical requirements
        • A project might have two chains-of-command – one vertical and functional, one horizontal and project
      Project Management 3 Future Managers
    • 2.1 Define project management
      • Characteristics of project management
        • Decision-making, accountability, outcomes and rewards are shared among members of the project team and supporting functional units
        • Though the project organisation is temporary, the functional or subcontracting units from which it is formed are permanent
        • Projects can originate at different places inside or outside the organisation
        • Project management sets into motion numerous other support functions
      Project Management 3 Future Managers
    • 2.2 Identify and describe project management processes are per recognised best practices Project Management 3 Future Managers
    • 2.2 Identify and describe project management processes are per recognised best practices
      • Knowledge areas in project management
        • Integration management
        • Scope management
        • Time management
        • Cost management
        • Quality management
        • Human resources management
        • Communication management
        • Risk management
        • Procurement management
      Project Management 3 Future Managers
    • 2.3 Relationships of project management to other management disciplines Project Management 3 Future Managers
    • 2.4 Human resources hierarchies of the project team
      • Project manager
      • Project sponsor
      • Project administrator
      • Project engineer
      • Steering committee
        • Advises on the business architecture
        • Monitors the project and maintains priority relative to other projects
        • Provides organisational support
        • Provides timely decisions
        • Resolves major issues of significant risk to the organisation
        • Executes formal review and management reviews
        • Approves changes in the budget and/or schedule
        • Provides feedback
      • Team member
      Project Management 3 Future Managers
    • 3. The types of structures that are found in a project environment
      • After completing this outcome, you will be able to:
        • Identify the structures within a project
        • Discuss and explain the concept of programme and project hierarchies
        • Define the concept of decomposition of a project
        • Discuss and explain the purpose of the decomposition of a project into manageable components or parts
        • Define the terms breakdown structures and deliverables
        • Discuss and explain the concepts of breakdown structures for product, work and cost
      Project Management 3 Future Managers
    • 3.1 Types of structure that are found in a project environment
      • Project structure
      • Work breakdown structure
      • Cost structure
      • Communication structure
      Project Management 3 Future Managers
    • 3.2 Programme and project hierarchies
      • What is a programme?
        • A group of logically related projects managed in a coordinated way
      • What is a project hierarchy?
        • Refers to the interdependencies of actions as part of a project
      Project Management 3 Future Managers
    • 3.3 Deconstruction of a project
      • What does deconstruction mean?
        • Deconstruction is the process of breaking a project into manageable chunks of work, resulting in smaller deliverables that make up the final product
        • The lowest level of deconstruction is considered a work package
      Project Management 3 Future Managers
    • 3.4 The purpose of the deconstruction of a project into manageable components or parts
      • Steps to follow when deconstructing a project
        • Identify all of the major deliverables of a project
        • Determine if cost and duration can be identified for each of the deliverables
        • Major project deliverables should be decomposed down to the smallest possible element
        • Make sure all deliverables are clear and easy to understand, so you can easily sequence, schedule, and budget them.
      Project Management 3 Future Managers
    • 3.4 The purpose of the deconstruction of a project into manageable components or parts
      • Advantages of deconstruction
        • Estimates for cost, time and resources are much more accurate
        • Smaller deliverables are more manageable, resulting in fewer changes being made once the project begins
        • Each project deliverable can be clearly assigned to a team member, resulting in greater levels of accountability
        • The project manager can measure team members’ performance against completion of these smaller deliverables
        • Control of the project is easier, since you are dealing with smaller pieces of the overall project.
      Project Management 3 Future Managers
    • 3.5 Breakdown structures and deliverables
      • What are project deliverables?
        • Project deliverables identify what the project is supposed to produce
        • Intermediate deliverables
        • End deliverables
      Project Management 3 Future Managers
    • 3.5 Breakdown structures and deliverables
      • Work breakdown structure
        • A work breakdown structure identifies all the deliverables required for a project and is a standard way to organise the work
        • Outlined work breakdown structure
        • Graphical WBS
      Project Management 3 Future Managers
    • Work breakdown structures Project Management 3 Future Managers Goal Function 1 Function 2 Task 1.1 Task 1.2 Task 1.3 Task 2.1 Task 2.2 Task 2.3
    • Work breakdown structures Project Management 3 Future Managers
    • Work breakdown structures Project Management 3 Future Managers
    • 3.5 Breakdown structures and deliverables
      • Importance of designing a WBS
        • Finalise the scope of a project, since any work not listed in the WBS is outside the scope of the project
        • Plan the project
        • Outline a budget for the project
        • Link deliverables to available company resources
        • Establish accurate cost and schedule estimates
        • Clearly assign work responsibilities to specific team members
        • Monitor the progress of the project as a whole, since each deliverable is a measurable unit of work
        • Track time, cost, and performance throughout the project
        • Establish status-reporting procedures.
      Project Management 3 Future Managers
    • 3.5 Breakdown structures and deliverables
      • Define deliverables in a WBS
        • All deliverables should be defined so that they
          • Indicate definite beginning and ending dates
          • Provide a benchmark that compare results to expectations
          • Result in a solid product or service, or part of a product or service
          • Are clearly defined enabling minimum documentation to be provided to the project office
      Project Management 3 Future Managers
    • 3.5 Breakdown structures and deliverables
      • The work breakdown structure serves the purpose of:
        • Linking time to each deliverable, activity or sub-activity to give us a total duration time of the project
        • Linking skills (team members) to the respective deliverables, activities and sub-activities
        • Linking cost to each deliverable, activity and sub-activity
      Project Management 3 Future Managers
    • 3.5 Breakdown structures and deliverables
      • Create a good WBS
        • List the breakdown of deliverables
        • Review it with responsible individuals
        • Identify data relevant to the WBS
        • Continually examine actual resource used
        • Compare actual progress to scheduled progress
      Project Management 3 Future Managers
    • 3.5 Breakdown structures and deliverables
      • Benefits of a WBS
        • The project team develops confidence in their goal
        • A framework is provided with which you can identify projects separately from organisations, accounting systems, and funding sources
        • Specific work packages are available with which you can estimate and assign work
        • Responsibilities are clearly defined, resulting in accountability
        • Team members find it easier to focus their attention on project objectives
        • It is easier to develop detailed planning and documentation.
      Project Management 3 Future Managers
    • 3.6 Breakdown structures for product, work and cost
      • Product breakdown structure (PBS)
        • This represents a hierarchical view of the physical assembles, sub-assembles, components and parts needed to manufacture the product.
      • Work breakdown structure
        • “… a cascade of deliverables, in which the overall product or objective of the project is broken into sub-products, assemblages and components or it’s broken into activities and sub-activities” - Turner
      Project Management 3 Future Managers
    • 3.6 Breakdown structures for product, work and cost
      • Cost breakdown structure
        • This represents the financial breakdown of the project into budgets per work package
      Project Management 3 Future Managers
    • Practical 1
      • Our first practical focus is on drawing a work breakdown structure (WBS) for our project: Building a house - we will do it together.
      •  
      • Project: Building a house
      • A desire for building your own house develops and therefore you decide to buy a plot to build your dream house on. After looking around you find a plot for sale and decide to make an offer to the owner of the plot to buy it.
      •  
      • The following actions (in different phases or stages) have taken place:
      Project Management 3 Future Managers
    • Practical 1
      • Phase/Stage 1: Buying plot and drawing plans
        • Offer on plot (plot size is 1000 square meters), which was accepted
        • Register a bond with a financial bank
        • You instruct your attorney to register the plot at the Deeds Office in your name
        • You ask an architect to draw the plans for your dream home
        • The architect hands in the plans at the local municipality for approval and makes any adjustments or technical changes as required
        • After receiving back the approved plans from the municipality the planning around the project itself can now be done
      Project Management 3 Future Managers
    • Practical 1
      • Phase/Stage 2: Building of house
        • A contractor (after submitting a tender for the building work) receives the tender and he contracts sub-contractors. They are responsible for:
          • The building of the house
          • Electrical work
          • Plumbing
          • Paint work
      Project Management 3 Future Managers
    • Practical 1
      • Phase/Stage 3: Exterior work
        • Quotes are gathered for the:
          • Building of the security wall and electrical fence around the house
          • Paving work of the driveway
          • Landscaping of the gardens around the house
      • Phase/Stage 4: Administration and payments
        • Administration – payment of contractor, invoices and other administrative tasks
      Project Management 3 Future Managers
    • Activity 3 – Project deconstruction
      • Why is a project deconstructed and how can we benefit in the deconstruction of a project?
      Project Management 3 Future Managers
    • 3.6 Breakdown structures for product, work and cost
      • How to do a WBS
        • Write next to each deliverable the corresponding stage
        • Break each stage into activities and sub-activities
        • Under the deliverable, write down the activities and sub-activities, and complete it for all four stages
        • Deliverable 1 is already completed to help you in your thinking about each deliverable representing a stage
      Project Management 3 Future Managers
    • Project 1: Build a house
      • Deliverable 1: Buying and drawing
        •   Buying plot
          • Bond registration – FNB
          • Register plot (attorney) at Deeds Office
        • Drawing Plans
          • Architect draw plans
          • Hand in at Municipality for approval
          • Receive back approved plans
      Project Management 3 Future Managers
    • Project 1: Build a house
      • Deliverable 2: Building the house
        • Building house
          • Foundations
          • Walls (Outside and inner walls)
          • Put up roof
          • Put in doors and windows
          • Build in baths, basins, toilets, and kitchen-trough
        • Electrical work
          • Install cables and wires
          • Install plugs and light switches
          • Install light fittings and lights
        • Plumbing
          • Install water pipes (in roof and cut-in into walls)
          • Install geyser and connect water to baths, etc.
          • Install connections for washing machine
        • Paint work
          • Interior and exterior walls
          • Roof
      Project Management 3 Future Managers
    • Project 1: Build a house
      • Deliverable 3: Exterior work
        • Security wall
          • Build wall
            • Install electrical fence
          • Paving
            • Paving of drive-way, etc
          • Landscape
            • Preparing garden, flower boxes
            • Plant shrubs, lawn etc
      Project Management 3 Future Managers
    • Project 1: Build a house
      • Deliverable 4: Administration and Payments
        • Payments
          • Architect, Municipality, Contractor, other sub-contractors, suppliers, etc
        • Administration
          • File invoices, contracts
          • Write report on project
      Project Management 3 Future Managers
    • 4. Application or organisation structures in a project environment
      • After completing this outcome, you will be able to:
        • Differentiate between a functional and matrix organisational structure
        • Discuss and explain, with an example of a (purely) project organisational structure
        • Prepare an organisational structure in a written format
        • Describe the purpose and responsibilities of the roles attached to the project
        • Prepare a written document that describes at least two of the purposes, roles and responsibilities within a project
        • Define the concept of stakeholders on a project
        • Discuss and explain at least six different stakeholders involved with a project.
      Project Management 3 Future Managers
    • 4.1 Functional and matrix organisational structures
      • Steps to follow when deciding on an organisational structure for a project
        • Define the project objectives
        • Determine the key tasks associated with each objective
        • Establish which functional departments each task would fall into within the parent organisation
        • Consider the individuals who will do the work and the customer who is being served
        • Name any special characteristics associated with the project, such as a need for specific technology
        • Analyse the pros and cons of the functional, project and matrix structures, and choose a structure that best fits the project.
      Project Management 3 Future Managers
    • 4.1 Functional and matrix organisational structures
      • Functional project organisational structure
      Project Management 3 Future Managers
    • 4.1 Functional and matrix organisational structures
      • Advantages of a functional project organisational structure
        • Individual experts from functional departments can be used when needed
        • The functional departments contain a path of professional growth and advancement for the project team members
        • There is flexibility in the use of staff from the functional department in which the project is placed
        • Knowledge and expertise may be shared more freely between individuals in a functional department, resulting in more creativity within the project team
      Project Management 3 Future Managers
    • 4.1 Functional and matrix organisational structures
      • Disadvantages of a functional project organisational structure
        • Frequently, no one is given full responsibility for the project, so there is more possibility of failure
        • The project is not the central focus since the functional department has its own focus, which can result in a slow response to client needs
        • Project team members tend to be less motivated, since the project is frequently their second focus behind their functional duties
        • Any project issues that are outside the realm of the functional department are frequently not given as much focus
      Project Management 3 Future Managers
    • 4.1 Functional and matrix organisational structures
      • Strong and weak matrix structures
        • A strong matrix is one similar to a pure project organisation
        • A weak matrix is one similar to pure functional organisational structure
      Project Management 3 Future Managers
    • 4.1 Functional an matrix organisational structures Project Management 3 Future Managers Manage-ment Project Manager Project Manager Project Manager Civil Manager Structural Manager Mechanical Manager
    • 4.1 Functional and matrix organisational structures
      • Advantages of using the matrix structure
        • The project manager has access to all of the resources within each functional department, enabling key resources to be shared, which reduces duplication and minimizes costs
        • Team members still have their functional home once the project is completed, reducing anxiety and increasing motivation
        • Matrix organisations are generally flexible and can respond rapidly to change, the need for conflict resolution, and project needs
        • Policies and procedures can be developed independently for a project, but since representatives from administrative units of the parent organisation are involved, these policies are usually consistent with those of the parent firm
        • When several projects are running concurrently, there is better use of company-wide resources
        • Authority and responsibility for achieving the overall project goal are shared
        • A better balance of time, cost, and personnel can be developed
      Project Management 3 Future Managers
    • 4.1 Functional and matrix organisational structures
      • Disadvantages of using the matrix structure
        • Project team members have two bosses, the project manager and the functional manager, which can result in confusion, split loyalties, a division of authority, and unsuccessful completion of the project goal
        • There is more of a possibility of role ambiguity for managers as well as team members
        • The balancing of time, cost, and performance can be an advantage, but it must also be monitored carefully so that the success of all projects is ensured
        • More time is needed initially to define policies and procedures
        • Multidimensional information and workflow can lead to confusion and complicate communication
        • Conflict can result if a functional manager’s goals differ from the overall projects
      Project Management 3 Future Managers
    • 4.2 Purely project organisational structure Project Management 3 Future Managers
    • 4.2 Purely project organisational structure
      • Advantages of a purely project organisational structure
        • Communication is easier when team members are only required to communicate with other members of the team,
        • Team members report directly to the project manager
        • The project manager has full authority over the project
        • A project team can develop a stronger sense of commitment
        • Decision-making is easier
      Project Management 3 Future Managers
    • 4.2 Purely project organisational structure
      • Disadvantages of a purely project organisational structure
        • Pure project groups tend to be inconsistent in the way they carry out policies and procedures
        • Rivalry can develop between the project members and the parent organisation
        • The concerns on what project members feel can cause problems, since there might be uncertainty about their future once the current project is completed
        • When several projects are being worked on simultaneously, there can be duplication of effort in many areas, and resources might be more effectively used if they were shared across projects
      Project Management 3 Future Managers
    • 4.3 Prepare an organisational structure in a written format
      • The purely project organisation is a line organisational structure
      • Project manager forms the top of the structure
      • Team members will be the next row
      Project Management 3 Future Managers
    • Activity 4: Purely project organisation structure
      • From the information given above, draw the organisation structure for the purely project organisation
      Project Management 3 Future Managers
    • 4.4 Roles attached to the project
      • Interpersonal roles
        • Deal effectively with people from various professional backgrounds and create team unity
        • Solve team disputes
        • Focus and motivate team members to achieve milestones on the way to achieving the project goal
        • Build positive relationships with project stakeholders.
      Project Management 3 Future Managers
    • 4.4 Roles attached to the project
      • Informational role
        • Arrange and lead team meetings
        • Create and maintain work schedules for other people
        • Communicate project vision to upper management
        • Provide feedback regarding results, quality, and project deliverables.
      Project Management 3 Future Managers
    • 4.4 Roles attached to the project
      • Decision-making roles
        • Distinguish between features and benefits
        • Appropriately allocate resources if a project falls behind schedule
        • Strike a balance between cost, time, and results
        • Prevent scope “creep”(when the project keeps getting bigger and more complex) and budget “slipping” (when the money starts running out)
      Project Management 3 Future Managers
    • 4.4 Roles attached to the project
      • Human resources management roles
        • Team building throughout the project
      Project Management 3 Future Managers
    • Activity 5: Role of importance of a project
      • Divide into groups of 3-5 people
      • Describe and discuss the interpersonal role and information role of the project manager in a project.
      Project Management 3 Future Managers
    • 4.6 Project stakeholders
      • What is a project stakeholder?
        • A project stakeholder is an individual, group, or organisation that is involved in a project or whose interests might be influenced as a result of a project’s achievement.
        • It is the job of the project manager to manage the stakeholders by keeping them informed of any decisions that are made
      Project Management 3 Future Managers
    • 4.7 Different stakeholders involved in a project
      • Key stakeholders
        • Project manager
        • Project team members
        • Owner (parent) or performing organisation
        • Customer
        • Sponsor
      • Other stakeholders
        • Contractors and sub-contractors
        • The public
        • Partner or joint venture
      Project Management 3 Future Managers
    • Activity 6: Stakeholders
      • In your group and with the help of your facilitator, complete the table (overleaf) on the stakeholders involved in the 2010 FIFA World Cup Soccer tournament here in South Africa.
      • Write down the nine stakeholders and then link a name of an individual, or group or organisation to the respective stakeholders.
      Project Management 3 Future Managers
    • Activity 6: Stakeholders Project Management 3 Future Managers Stakeholder Name of person, group or organisation 1. 2. 3. 4. 5. 6. 7. 8. 9.
    • Activity 6: Stakeholders Project Management 3 Future Managers Stakeholder Name of person, group or organisation 1. Parent organisation Fifa 2. Project Manager Danny Jordan 3. Core Project Team The 2010 World Cup Soccer Committee; PSL; Committees representing the nine provincial governments 4. Sponsors Government; Telkom 5.Functional Manager Financial Expertise (PWC); Marketing team 6. Customer / client Fifa; PSL 7. Partners Provincial governments and municipalities 8. Public Members of the public 9. Contractors Murray and Roberts; Group 5 etc...
    • Practical 2
      • The following are the stakeholders of our house project:
        • Joe da Silva (an auditor) will be the owner of the house
        • Bought the plot from JK Trust
        • Plot to be registered at Deeds Office
        • Bond is registered with FNB-bank
        • The attorney is Miller & Black Associates, who will advise Joe legally during the project
        • Building plans drawn up by the architect, John Nculu & Partners and approved by the City of Cape Town
        • As an auditor Joe is not familiar with building work and therefore he decided to appoint Jose Levin as Project Manager. Jose appointed John Masego and Paul Fox as team members to help him with the management of the project
      Project Management 3 Future Managers
    • Practical 2
        • JKF-Builders was appointed as contractor and builder and they in turn sub-contract work to
          • Northern Electrical
          • HW-Plumbers
          • Painters for Africa
          • Cape Landscape
          • Rand Paving
          • Wall & All for building the security wall and electrical fence 
        • Joe will do the administration work and make the payments electronically 
        • Additional information:
          • Joe has decided that if he needs more money for his project, he will form a partnership with his good friend Nigel Mansell
          • There was an objection lodged against the project by the residents in the neighbourhood – according to them, Joe did not have approval to build a double storey house
      Project Management 3 Future Managers
    • Practical 2
      • Use the template (below) or draw your own template and complete it by writing down the nine stakeholders (as discussed) in a project and next to the stakeholders the name according to our project, Building a House.
      Project Management 3 Future Managers
    • Project 2 Project Management 3 Future Managers Stakeholder Name of person, group or organisation 1. 2. 3. 4. 5. 6. 7. 8. 9.
    • Project 2 (Answers) Project Management 3 Future Managers Stakeholder Name of person, group or organisation 1. Parent organisation Joe da Silva 2. Project Manager Jose Levin 3. Project Team John Masego and Paul Fox 4. Functional Manager Millar & Black Associates (Legal Advisor) 5. Sponsors FNB 6. Partners Nigel Mansell 7. Customer / Client Joe da Silva 8. Contractors Contractor: JKF-Builders Sub-Contractors: Northern Electrical; HW-Plumbers; Painters for Africa; Cape Landscape; Rand Paving; Wall and All 9. Public Residents of the neighbourhood
    • 5. The major processes and activities required to manage a project
      • After completing this outcome, you will be able to:
        • Identify the processes and activities in a project
        • Describe all the key processes and activities that take place from the beginning of the project to the end of a project
        • Identify the supplementary management sub-processes and activities required to support the key processes and activities
        • Discuss and explain the supplementary management sub-processes and activities required to support the key processes and activities
        • Define the concepts of planning and control
        • Explain the reasons for planning and control a project
        • Describe, with the aid of an example, and the use of planning templates, the consequences of not planning and controlling the project
      Project Management 3 Future Managers
    • 5.1 Project phases and the project life cycle
      • Organisations performing projects will generally divide each project into several project phases. Why?
        • To improve management control
        • To provide links to the ongoing operations of the organisation
      • Collectively, the project phases are known as the project life cycle
      Project Management 3 Future Managers
    • 5.1 Project phases and the project life cycle
      • Characteristics of the project phase
        • Phases are marked by the completion of deliverables
        • Project performance is then reviewed and:
          • The decision is made whether to continue the project into the next phase
          • Errors are detected and corrected
        • AKA: Phase exits; stage gates; kill points
      Project Management 3 Future Managers
    • 5.1 Project phases and the project life cycle
      • The project life cycle defines:
        • What work should be done in each phase
        • Who should be involved in each phase
      Project Management 3 Future Managers
    • 5.1 Project phases and the project life cycle
      • A project goes through four main phases:
        • Initiation or idea generation
        • Planning phase
        • Execution phase
        • Closing out phase
      Project Management 3 Future Managers
    • Practical 3
      • The third part of our practical is to:
        •   Individually, draw a project life cycle for our project
        • Divide in groups and fill in the necessary information under the four phases of the project life cycle to indicate what happens in each phase of the project.
      Project Management 3 Future Managers
    • Practical 3 (Answers) Project Management 3 Future Managers Initiation Stage / Phase Planning Stage / Phase Execution/Con-struction Stage / Phase Close-out Stage / Phase Idea of building a house (Joe) Think of a plot available – area where Joe can buy a plot Do a pre-budget of what it will cost (in his mind) Note: At this stage no or minimum info/facts available for Joe Start thinking of who should do the building – as an auditor Joe’s got no experience of building work Joe bought a plot and register a bond Register the plot at Deeds Office Draw up building plan – architect Plan approved by Municipality Decide to appoint a Project Manager (on contract – therefore an attorney was appointed for legal assistance) Project manager appoints team and decides on contractor and sub-contractors (contracts) Project Manager (Jose Levin) and Team (John Masego & Paul Fox) will over see the construction stage JFK-Builders start building Electrical work Plumbing work Pant work Paving work Security wall and electrical fence Landscaping Building inspections Project completed Project quality test completed Documentation finalised for payment Payment of contractor Receive final report on project Hand-over of project to project owner (Joe da Silva)
    • 5.2 Project processes
      • What is a process ?
        • A series of actions bringing about a result
      • Project processes fall into two major categories:
        • Project management processes
        • Product orientated processes
      Project Management 3 Future Managers
    • 5.2 Project processes
      • Initiating processes
      • Planning processes
      • Executing processes
      • Controlling processes
      • Closing processes
      Project Management 3 Future Managers
    • 5.2 Project processes
      • Initiation processes
        • Initiation is the process of formally authorising a new project or an existing project to continue into its next phase
        • Initiating can involve completing
          • A needs assessment
          • A feasibility study
          • A preliminary plan
      Project Management 3 Future Managers
    • 5.2 Project processes
      • Planning processes
        • Planning is an ongoing effort throughout the life-cycle of the project
      Project Management 3 Future Managers
    • 5.2 Project processes
      • Executing processes
        • Project plan execution
        • Quality assurance
        • Team development
        • Information distribution
        • Solicitation
        • Source selection
        • Contract administration
      Project Management 3 Future Managers
    • 5.2 Project processes
      • Controlling processes
        • Integrated change control
        • Scope verification
        • Scope change control
        • Schedule control
        • Cost control
        • Quality control
        • Performance reporting
        • Risk monitoring and control
      Project Management 3 Future Managers
    • 5.2 Project processes
      • Closing processes
        • Contract closeout
        • Administrative closure
      Project Management 3 Future Managers
    • 5.2 Project processes
      • Core processes
        • Scope planning
        • Scope definition
        • Activity definition
        • Activity sequencing
        • Activity duration estimating
        • Schedule development
        • Risk management planning
        • Resource planning
        • Cost estimating
        • Cost budgeting
        • Project plan development
      Project Management 3 Future Managers
    • 5.2 Project processes
      • Facilitating processes
        • Quality planning
        • Organisational planning
        • Staff acquisition
        • Communications planning
        • Risk identification
        • Qualitative risk analysis
        • Quantitative risk analysis
        • Risk response planning
        • Procurement planning
        • Solicitation planning
      Project Management 3 Future Managers
    • Practical 4
      • Now that the stakeholders of our project are known to you, you can complete the fourth part of our practical:
        • Draw the project organisation structure (with names added to it) for our project.
      Project Management 3 Future Managers
    • Practical 4 Project Management 3 Future Managers
    • Activity 7 – Review on WBS and stakeholder
      • Divide into groups.
      • In your group decide on any project (make sure that you’ve got enough knowledge about the “potential” project), then draw the WBS of the project, decide on stakeholders and complete a stakeholder list.
      Project Man agent 3 Future Managers