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EFFECTIVE PROJECT
MANAGEMENT SKILLS
CHARLES COTTER
BEACH HOTEL, PORT ELIZABETH
17-18 JULY 2014
TRAINING PROGRAMME
OVERVIEW
• Introduction
• Defining the fundamental concepts
• Diagnosis and Evaluation of current Proje...
DEFINING THE FUNDAMENTAL
CONCEPTS
• Project
• Project characteristics
• Project Management
• The Triple Constraint
DEFINING PROJECTS
• A project is a temporary and one-time endeavour
undertaken to create a unique product or service that
...
PROJECT CHARACTERISTICS
• Temporary
• Unique
• Involve new processes
• Undertaken to achieve a particular aim (deliverable...
DEFINING PROJECT
MANAGEMENT
• Project management is the application of knowledge,
skills, tools and techniques to a broad ...
PROJECT MANAGEMENT
ETERNAL TRIANGLE
DEFINING PROJECT SUCCESS
CRITERIA
• Projects completed on time
• Projects completed within budget
• Projects completed acc...
PROJECTS NOT MEETING THE
MARK
CAUSES OF PROJECT FAILURE
(DISTRESSED PROJECTS)
• The wrong business requirements have been addressed
• It's not possible ...
WHY DO PROJECTS FAIL?
INTRODUCTORY LEARNING
ACTIVITY
• Evaluate and rate your current project management
practices against the six (6) project s...
ILLUSTRATION: PROJECT
MANAGEMENT LIFE-CYCLE
PROJECT MANAGEMENT LIFE-
CYCLE
• Phase 1: Project Initiation
• Phase 2: Project Planning (and
Scheduling)
• Phase 3: Proje...
PHASE ONE: PROJECT INITIATION
– PROCESS STEPS/FLOW
• Identification of a business problem, opportunity
and/or need
• Gener...
IDENTIFICATION OF PROBLEM, NEED
OF OPPORTUNITY
• Conduct an Environmental scan:
 Micro
 Market
 Stakeholder Analysis
 ...
EVALUATION OF PROJECT
PROPOSAL/S
• Financial and numerical metrics:
 Cost-Benefit Analysis
 Payback period
 Return-on-I...
PROJECT EVALUATION CRITERIA
• Viability
• Feasibility
• Sustainability
Profits
People
Planet
SUSTAINABILITY (TRIPLE
BOTTOM LINE)
PURPOSE OF THE ToR
• Defines your project and its scope
• Justifies the project
• Secures funding for the project, if nece...
CONTENTS OF A ToR
• Section 1: What?
 Background
 Project Definition
• Section 2: Why?
 Purpose
 Business Case
• Secti...
LEARNING ACTIVITY
• Complete Learning Activity 2 (pages 30-31)
• Syndicate group discussion
• Present a summary of key dis...
PHASE TWO: PROJECT PLANNING
• Project planning defines project activities that will be
performed, the deliverables and des...
COMPONENTS OF PROJECT
PLANNING
• Resource plan
• Financial plan (project budget)
• Quality plan
• Risk management plan
• C...
PROJECT ACTION PLAN
TEMPLATE
• Objective (What?)
• Tasks (How?)
• Responsible (Who?)
• Time (When?)
• KPI (Weight?)
PROJECT ACTION PLAN
TEMPLATE
LEARNING ACTIVITY
• Complete Learning Activity 3 (pages 38-39)
• Syndicate group discussion
• Present a summary of key dis...
PROJECT SCHEDULING
• Project scheduling means detailing what activities have
to be done, the order (sequence) in which the...
WORK BREAKDOWN STRUCTURE
(WBS)
• A Work Breakdown Structure (WBS) is a detailed list of all of the
things that need to be ...
ILLUSTRATION: WBS
GANTT CHARTS (SCHEDULING
TIME)
• Project Managers need to estimate time accurately if they’re
going to deliver their proje...
ILLUSTRATION: GANTT CHART
LEARNING ACTIVITY
• Complete Learning Activity 4 (page 45)
• Syndicate group discussion
• Present a summary of key discuss...
ILLUSTRATION: PROJECT RISK
MANAGEMENT PROCESS
PROJECT RISK MANAGEMENT
PROCESS
• Step 1: Risk Identification
• Step 2: Risk Analysis
• Step 3: Risk Prioritization
• Step...
PROJECT RISK MATRIX
PROJECT RISK RESPONSE
STRATEGIES
LEARNING ACTIVITY
• Complete Learning Activity 6 (pages 60-61)
• Syndicate group discussion
• Present a summary of key dis...
PHASE THREE: PROJECT
IMPLEMENTATION
• The most important issue in this phase is to ensure
project activities are properly ...
PROJECT IMPLEMENTATION
ACTIONS
• Resource mobilization and deployment
• Organizing and delegating tasks
• Performance Mana...
PROJECT IMPLEMENTATION
ACTIONSS
• Problem-solving/Trouble-shooting
• Conflict Management/Resolution
• Change and Scope Man...
PROJECT CONTROL
• The purpose of the control process is to ensure that the project
work can be carried out as scheduled.
•...
ILLUSTRATION: PROJECT
CONTROL PROCESS
LEARNING ACTIVITY
• Complete Learning Activity 5 (page 54)
• Syndicate group discussion
• Present a summary of key discuss...
PHASE FOUR: PROJECT CLOSURE
• This process verifies that the project has delivered the
required outcomes and that stakehol...
PROJECT CLOSURE ACTIVITIES
• Releasing the final deliverables to the customer
• Handing over project documentation and
adm...
PROJECT CLOSURE ACTIVITIES
• Perform a Post Implementation Review of the project
• Close-out report:
 Assessment of the p...
LEARNING ACTIVITY
• Complete Learning Activity 7 (page 65)
• Syndicate group discussion
• Present a summary of key discuss...
CONCLUSION
• Key points
• Summary
• Questions
CONTACT DETAILS
• Charles Cotter
• (+27) 84 562 9446
• charlescot@polka.co.za
• LinkedIn
• Twitter: Charles_Cotter
Effective project management skills
Effective project management skills
Effective project management skills
Effective project management skills
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Effective project management skills

Project Management best practice principles, success criteria, 4-phase process/life-cycle and project tools

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Effective project management skills

  1. 1. EFFECTIVE PROJECT MANAGEMENT SKILLS CHARLES COTTER BEACH HOTEL, PORT ELIZABETH 17-18 JULY 2014
  2. 2. TRAINING PROGRAMME OVERVIEW • Introduction • Defining the fundamental concepts • Diagnosis and Evaluation of current Project Management processes and practices • 4-step Project Management life-cycle/process  Project Initiation  Project Planning (and Scheduling)  Project Implementation  Project Closure • Summary and Closing
  3. 3. DEFINING THE FUNDAMENTAL CONCEPTS • Project • Project characteristics • Project Management • The Triple Constraint
  4. 4. DEFINING PROJECTS • A project is a temporary and one-time endeavour undertaken to create a unique product or service that brings about beneficial change or added value • A project is a temporary piece of work with a finite starting and ending date undertaken to create a unique product or service • A project is a carefully defined set of activities that use resources to meet the pre-defined objectives • Projects bring form or function to ideas or needs.
  5. 5. PROJECT CHARACTERISTICS • Temporary • Unique • Involve new processes • Undertaken to achieve a particular aim (deliverables) • Value-adding driver of change and improvement
  6. 6. DEFINING PROJECT MANAGEMENT • Project management is the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements of the particular project. • Project management is concerned with the overall planning and co-ordination of a project from inception to completion aimed at meeting the client's requirements and ensuring completion on time, within cost and to the required quality standards. • These three (3) project management variables as often referred to as the eternal triangle of project management.
  7. 7. PROJECT MANAGEMENT ETERNAL TRIANGLE
  8. 8. DEFINING PROJECT SUCCESS CRITERIA • Projects completed on time • Projects completed within budget • Projects completed according to quality standards and performance measures • Projects completed within defined scope • Projects completed by achieving all deliverables • Projects completed to the satisfaction of all key stakeholders and beneficiaries
  9. 9. PROJECTS NOT MEETING THE MARK
  10. 10. CAUSES OF PROJECT FAILURE (DISTRESSED PROJECTS) • The wrong business requirements have been addressed • It's not possible to deliver on the original business case • Poor project governance and management • Project managers don't usually have any influence over who their project sponsor is • Poor project execution/implementation • People lose focus on the project's benefits • The environment changes
  11. 11. WHY DO PROJECTS FAIL?
  12. 12. INTRODUCTORY LEARNING ACTIVITY • Evaluate and rate your current project management practices against the six (6) project success criteria • Identify performance gaps • Recommend project improvement interventions
  13. 13. ILLUSTRATION: PROJECT MANAGEMENT LIFE-CYCLE
  14. 14. PROJECT MANAGEMENT LIFE- CYCLE • Phase 1: Project Initiation • Phase 2: Project Planning (and Scheduling) • Phase 3: Project Implementation • Phase 4: Project Closure
  15. 15. PHASE ONE: PROJECT INITIATION – PROCESS STEPS/FLOW • Identification of a business problem, opportunity and/or need • Generation of prospective project proposal/s • Evaluation and building of a business case for the prospective project proposal/s • Selection and approval of most value-adding project/s • Compilation of Terms of Reference (ToR) document, defining and scoping of the project
  16. 16. IDENTIFICATION OF PROBLEM, NEED OF OPPORTUNITY • Conduct an Environmental scan:  Micro  Market  Stakeholder Analysis  Macro • Perform a SWOT Analysis:  Strengths  Weaknesses  Resources  Capabilities  Capacity  Opportunities  Threats
  17. 17. EVALUATION OF PROJECT PROPOSAL/S • Financial and numerical metrics:  Cost-Benefit Analysis  Payback period  Return-on-Investment (ROI)  Net Present Value (NPV)  Internal Rate of Return (IRR)
  18. 18. PROJECT EVALUATION CRITERIA • Viability • Feasibility • Sustainability Profits People Planet
  19. 19. SUSTAINABILITY (TRIPLE BOTTOM LINE)
  20. 20. PURPOSE OF THE ToR • Defines your project and its scope • Justifies the project • Secures funding for the project, if necessary • Defines the roles and responsibilities of project participants • Gives people the information they need to be productive and effective right from the start
  21. 21. CONTENTS OF A ToR • Section 1: What?  Background  Project Definition • Section 2: Why?  Purpose  Business Case • Section 3: Who?  Roles and Responsibilities • Section 4: How and When?  Defined milestones and target dates  Initial/head-line project plan
  22. 22. LEARNING ACTIVITY • Complete Learning Activity 2 (pages 30-31) • Syndicate group discussion • Present a summary of key discussion points
  23. 23. PHASE TWO: PROJECT PLANNING • Project planning defines project activities that will be performed, the deliverables and describes how these activities will be accomplished and managed • A Project Plan sets out the phases, activities and tasks needed to deliver a project • The timeframes required to deliver the project, along with the resources and milestones are also shown in the Project Plan • The project plan establishes a baseline which identifies and documents project scope, tasks, schedules, cost, risk, quality and staffing needs throughout the entire project life-cycle
  24. 24. COMPONENTS OF PROJECT PLANNING • Resource plan • Financial plan (project budget) • Quality plan • Risk management plan • Communications plan • Procurement plan
  25. 25. PROJECT ACTION PLAN TEMPLATE • Objective (What?) • Tasks (How?) • Responsible (Who?) • Time (When?) • KPI (Weight?)
  26. 26. PROJECT ACTION PLAN TEMPLATE
  27. 27. LEARNING ACTIVITY • Complete Learning Activity 3 (pages 38-39) • Syndicate group discussion • Present a summary of key discussion points
  28. 28. PROJECT SCHEDULING • Project scheduling means detailing what activities have to be done, the order (sequence) in which they are to be completed, who is to do each, and how they are to be completed. • Project scheduling entails the planning and plotting the following project variables:  Tasks (e.g. Work Breakdown Structure)  Time (e.g. Gantt chart and PERT/network diagramme)  Resources (e.g. Resource Allocation Matrix and Resource Histogram)  Responsibility (e.g. Load Chart and Responsibility Matrix)
  29. 29. WORK BREAKDOWN STRUCTURE (WBS) • A Work Breakdown Structure (WBS) is a detailed list of all of the things that need to be delivered and the activities that need to be carried out to complete the project. • A WBS is a chart in which the critical work elements, called tasks, of a project are illustrated to portray their relationships to each other and to the project as a whole. • It's represented as a tree-structure, with each deliverable or activity broken down into further components. When completed, a well- structured WBS resembles a flowchart in which all elements are logically connected, redundancy is avoided and no critical elements are left out. • The graphical nature of the WBS can help a project manager predict outcomes based on various scenarios, which can ensure that optimum decisions are made about whether or not to adopt suggested procedures or changes.
  30. 30. ILLUSTRATION: WBS
  31. 31. GANTT CHARTS (SCHEDULING TIME) • Project Managers need to estimate time accurately if they’re going to deliver their project on time (and on budget) • Without this skill, PM’s won't know how long your project will take, and won't be able to get commitment from the people required to help achieve the project objectives • Gantt Charts are useful tools for analyzing and planning more complex projects. It plots scheduled projects tasks/activities on a time-line. • When a project is under way, Gantt Charts help PM’s to monitor whether the project is on schedule. If it is not, it allows PM’s to pinpoint the remedial action necessary to put it back on schedule.
  32. 32. ILLUSTRATION: GANTT CHART
  33. 33. LEARNING ACTIVITY • Complete Learning Activity 4 (page 45) • Syndicate group discussion • Present a summary of key discussion points
  34. 34. ILLUSTRATION: PROJECT RISK MANAGEMENT PROCESS
  35. 35. PROJECT RISK MANAGEMENT PROCESS • Step 1: Risk Identification • Step 2: Risk Analysis • Step 3: Risk Prioritization • Step 4: Risk Response • Step 5: Risk Evaluation
  36. 36. PROJECT RISK MATRIX
  37. 37. PROJECT RISK RESPONSE STRATEGIES
  38. 38. LEARNING ACTIVITY • Complete Learning Activity 6 (pages 60-61) • Syndicate group discussion • Present a summary of key discussion points
  39. 39. PHASE THREE: PROJECT IMPLEMENTATION • The most important issue in this phase is to ensure project activities are properly executed and controlled • This phase involves the execution of each activity and task listed in the project plan. • While the activities and tasks are being executed, a series of project management and quality assurance processes are undertaken by the Project Manager to observe, monitor, analyze and control the project deliverables to ensure that the key project objectives are achieved.
  40. 40. PROJECT IMPLEMENTATION ACTIONS • Resource mobilization and deployment • Organizing and delegating tasks • Performance Management  Project (time, cost, quality and scope)  Project team members  Contractors and sub-contractors (SLA)  Earned Value Management • Leading and motivating project team
  41. 41. PROJECT IMPLEMENTATION ACTIONSS • Problem-solving/Trouble-shooting • Conflict Management/Resolution • Change and Scope Management • Communication  Project (progress/status) meetings  Stakeholder engagement and liaising
  42. 42. PROJECT CONTROL • The purpose of the control process is to ensure that the project work can be carried out as scheduled. • Checkpoints are held throughout the project at weekly intervals and provide the mechanism for monitoring and controlling the day to day work on the project. • Performance information is captured and plans are updated prior to the Project Status meeting. This enables the meeting to concentrate on determining what to do next. • Defining the control procedures includes the setting of tolerance levels for project performance.
  43. 43. ILLUSTRATION: PROJECT CONTROL PROCESS
  44. 44. LEARNING ACTIVITY • Complete Learning Activity 5 (page 54) • Syndicate group discussion • Present a summary of key discussion points
  45. 45. PHASE FOUR: PROJECT CLOSURE • This process verifies that the project has delivered the required outcomes and that stakeholder expectations have been met. • It also makes sure that everyone involved in the project knows how to move forward. • Project closeout is a fairly routine process, but it remains an important process. • By properly completing the project closeout, organizations can benefit from lessons learned and information compiled at closure.
  46. 46. PROJECT CLOSURE ACTIVITIES • Releasing the final deliverables to the customer • Handing over project documentation and administration and terminating contracts • Communicating the closure to all stakeholders • Releasing staff • Closing the Project Office
  47. 47. PROJECT CLOSURE ACTIVITIES • Perform a Post Implementation Review of the project • Close-out report:  Assessment of the project against actual performance  Quality of management (focusing on quality and risk management)  The lessons learnt that can be applied to future projects
  48. 48. LEARNING ACTIVITY • Complete Learning Activity 7 (page 65) • Syndicate group discussion • Present a summary of key discussion points
  49. 49. CONCLUSION • Key points • Summary • Questions
  50. 50. CONTACT DETAILS • Charles Cotter • (+27) 84 562 9446 • charlescot@polka.co.za • LinkedIn • Twitter: Charles_Cotter

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