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Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
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Project Management

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  • 1. A Brief Outline
  • 2. Want <ul><li>We want a scalable framework that can be tailored to meet the needs of our organisation, providing a controlled environment to deliver projects with the resulting benefits. </li></ul>Saikat Ghsosh - SafestyleUK
  • 3. Need <ul><li>We need to focus on the delivery of projects rather than carrying out activities. </li></ul><ul><li>Every project must have a business case and plan that is periodically reviewed. </li></ul><ul><li>We need to follow a process-based approach to project management. </li></ul>Saikat Ghsosh - SafestyleUK
  • 4. Methodology <ul><li>To follow a process-based approach to project management each process needs to be defined with its key inputs and outputs together with the specific objectives to be achieved and activities to be carried out. </li></ul>Saikat Ghsosh - SafestyleUK
  • 5. Phases <ul><li>Starting a project </li></ul><ul><li>Initiating a project </li></ul><ul><li>Implementation </li></ul><ul><li>Closing a project </li></ul>Saikat Ghsosh - SafestyleUK
  • 6. Processes <ul><li>Starting Up a Project (SU) </li></ul><ul><li>Initiating a Project (IP) </li></ul><ul><li>Directing a Project (DP) </li></ul><ul><li>Controlling a Stage (CS) </li></ul><ul><li>Managing Product Delivery (MP) </li></ul><ul><li>Managing Stage Boundaries (SB) </li></ul><ul><li>Closing a Project (CP) </li></ul><ul><li>Planning (PL) </li></ul>Saikat Ghsosh - SafestyleUK
  • 7. Saikat Ghsosh - SafestyleUK
  • 8. Documentation <ul><li>The TPS Charter will be used to define the project, form the basis for its management and the assessment of overall success. </li></ul><ul><li>The Risk Log is used to identify record and grade risks to the project and </li></ul><ul><li>The Lessons Learned Report used to pass on any lessons that can be usefully applied to other projects. </li></ul>Saikat Ghsosh - SafestyleUK
  • 9. Benefits <ul><li>Standard approach to managing projects </li></ul><ul><li>Common project language </li></ul><ul><li>Flexible decision points </li></ul><ul><li>Regular reviews of progress against the project plan and business case </li></ul><ul><li>Early visibility of possible problems </li></ul><ul><li>Good communications between the project team and other stakeholders </li></ul><ul><li>Mechanism for managing deviations from the project plan </li></ul><ul><li>Improved levels of customer satisfaction </li></ul>Saikat Ghsosh - SafestyleUK
  • 10. Starting up a Project <ul><li>In this process the project team is appointed and a project brief (describing, in outline, what the project is attempting to achieve and the business justification for doing so) is prepared. In addition the overall approach to be taken is decided and the next stage of the project is planned. Once this work is done, the project board is asked to authorise the next stage, that of initiating the project. </li></ul>Saikat Ghsosh - SafestyleUK
  • 11. Starting up a Project <ul><li>SU1 Appointing a Project Board Exec and Project Manager </li></ul><ul><li>SU2 Designing a Project Management Team </li></ul><ul><li>SU3 Appointing a Project Management Team </li></ul><ul><li>SU4 Preparing a Project Brief </li></ul><ul><li>SU5 Defining Project Approach </li></ul><ul><li>SU6 Planning an Initiation Stage </li></ul>Saikat Ghsosh - SafestyleUK
  • 12. Project Organisation Chart Saikat Ghsosh - SafestyleUK
  • 13. Initiating a Project <ul><li>This process builds on the work of the Start Up (SU) activity and the project brief is augmented to form a Business Case. The approach taken to ensure quality on the project is agreed together with the overall approach to controlling the project itself (project controls). Project files are also created as is an overall plan for the project. A plan for the next stage of the project is also created. The resultant information can be put before the project board for them to authorize the project itself. </li></ul>Saikat Ghsosh - SafestyleUK
  • 14. Initiating a Project <ul><li>IP1 Planning Quality </li></ul><ul><li>IP2 Planning a Project </li></ul><ul><li>IP3 Refining the Business Case and Risks </li></ul><ul><li>IP4 Setting up Project Controls </li></ul><ul><li>IP5 Setting up Project Files </li></ul><ul><li>IP6 Assembling a Project Initiation Document </li></ul>Saikat Ghsosh - SafestyleUK
  • 15. Directing a Project <ul><li>Directing a Project dictates how the project board should authorise a stage plan, including any stage plan that replaces an existing stage plan due to slippage or other unforeseen circumstances. Also covered is the way in which the board can give ad hoc direction to a project and the way in which a project should be closed down. </li></ul>Saikat Ghsosh - SafestyleUK
  • 16. Directing a Project <ul><li>DP1 Authorising Initiation </li></ul><ul><li>DP2 Authorising a Project </li></ul><ul><li>DP3 Authorising a Stage or Exception Plan </li></ul><ul><li>DP4 Giving Ad Hoc Direction </li></ul><ul><li>DP5 Confirming Project Closure </li></ul>Saikat Ghsosh - SafestyleUK
  • 17. Controlling a Stage <ul><li>Projects should be broken down into stages and these sub-processes dictate how each individual stage should be controlled. It also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A means for capturing and assessing project issues is suggested together with the way in which corrective action should be taken. It also lays down the method by which certain project issues should be escalated to the project board. </li></ul>Saikat Ghsosh - SafestyleUK
  • 18. Controlling a Stage <ul><li>CS1 Authorising Work Package </li></ul><ul><li>CS2 Assessing Progress </li></ul><ul><li>CS3 Capturing Project Issues </li></ul><ul><li>CS4 Examining Project Issues </li></ul><ul><li>CS5 Reviewing Stage Status </li></ul><ul><li>CS6 Reporting Highlights </li></ul><ul><li>CS7 Taking Corrective Action </li></ul><ul><li>CS8 Escalating Project Issues </li></ul><ul><li>CS9 Receiving Completed Work Package </li></ul>Saikat Ghsosh - SafestyleUK
  • 19. Managing Product Delivery <ul><li>This process consists of three sub-processes and these cover the way in which a work package should be accepted, executed and delivered. </li></ul><ul><li>MP1 Accepting a Work Package </li></ul><ul><li>MP2 Executing a Work Package </li></ul><ul><li>MP3 Delivering a Work Package </li></ul>Saikat Ghsosh - SafestyleUK
  • 20. Managing Stage Boundaries <ul><li>Most obviously, the next stage is planned and the overall project plan, risk log and business case amended as necessary. The process also covers what should be done for a stage that has gone outside its tolerance levels. Finally, the process dictates how the end of the stage should be reported. </li></ul>Saikat Ghsosh - SafestyleUK
  • 21. Managing Stage Boundaries <ul><li>SB1 Planning a Stage </li></ul><ul><li>SB2 Updating a Project Plan </li></ul><ul><li>SB3 Updating a Project Business Case </li></ul><ul><li>SB4 Updating the Risk Log </li></ul><ul><li>SB5 Reporting Stage End </li></ul><ul><li>SB6 Producing an Exception Plan </li></ul>Saikat Ghsosh - SafestyleUK
  • 22. Closing a Project <ul><li>The project should be formally de-commissioned (and resources freed up for allocation to other activities), follow on actions should be identified and the project itself be formally evaluated. </li></ul><ul><li>CP1 Decommissioning a Project </li></ul><ul><li>CP2 Identifying Follow-on Actions </li></ul><ul><li>CP3 Project Evaluation Review </li></ul>Saikat Ghsosh - SafestyleUK
  • 23. Planning <ul><li>The first task when planning is to identify and analyse products. Once the activities required to create these products are identified then it is possible to estimate the effort required for each and then schedule activities into a plan. There is always risk associated with any work and this must be analysed. Finally, this process suggests how the format of plans can be agreed and ensures that plans are completed to such a format. </li></ul>Saikat Ghsosh - SafestyleUK
  • 24. Planning <ul><li>PL1 Designing a Plan </li></ul><ul><li>PL2 Defining and Analysing Products </li></ul><ul><li>PL3 Identifying Activities and Dependencies </li></ul><ul><li>PL4 Estimating </li></ul><ul><li>PL5 Scheduling </li></ul><ul><li>PL6 Analysing Risks </li></ul><ul><li>PL7 Completing a Plan </li></ul>Saikat Ghsosh - SafestyleUK

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