This presentation was given by the PMC SIG at APM Presents ... Project management in practice on the 16th October 2014.

1. Strategy
Encompasses
Stakeholder
Management
Governance
Scope definition
Requirements
Management
Communication
Management
 Benefits
Management.

2. Business
Case
Justification
for the project
A living
document that
should be
revisited
regularly to
ensure viability
continues
Revisit to
ensure that
benefits can be
delivered
Revisit at
gates/ phases
as a minimum
Do not be
afraid to Cancel
the project if
the business
case is no
longer viable .

3. Culture and
Behaviours
Understand the
types of people in
the team
 Benefit of
getting the whole
team pulling in the
same direction
Different types
of people for
different roles
Understand that
different cultural
norms exist in
different
companies/
countries
 As the project
moves through the
lifecycle different
people needed
Respect others
opinions /ways of
working .

4. Document
Control
Ensure everyone
who needs access
has access
Capture all
documents
Configuration
control
Simple filing
system
Searchable
capability
Easy to find
documents

5. Planning
Fully scope the
requirement
Total Team
involvement
Take the time to do
properly
Use history to
assist but not
constrain thinking/
estimating
Use breakdown
structures to fully
understand what
needs to be
delivered .
Product , Work and
Organisational
breakdown
structures assist
understanding
Breakdown costs
by WBS/CBS/Robust
estimating

6. Scheduling
Understand the logic/
process of the activities /
deliverables .
Don’t constrain the
schedule
Remember that a
schedule is a forecast,
subject to uncertainty
Dates are the outcome
of good scheduling
 If the logic does not
give required finish dates
look at where time can be
shortened but remember
to add the risks to the
schedule.
Scheduling is a
reiterative process and
should be revisited /
updated regularly

7. Baselines
Ensure the
Baselines are
relevant
 Used to
measure progress
/slippage against
agreed deliverable
Used to assess
potential change
against baseline
Should be set
when the schedule
is robust , and
agreed that it is
possible to deliver
the project to
time, cost and
quality.

8. Risk Management
Capture all risks,
threats and
opportunities
Align with the
schedule (time /cost)
Regularly review
progress of mitigation
actions
Use tools to help
complex modelling
Modelling and
management is iterative
throughout the life of
the project.

9. Monitoring and
Control
Allows understanding of
project performance
status
Ensure integration of
process and data is
robust.
Allows for accurate
progress recording
 Its good to remember
not to have activities
spanning too many
reporting periods.
Requires the correct
level of schedule logic and
detail to enable accurate
data

10. Earned Value
A simple concept, but
when applied to
complicated projects
may be daunting. Not
as difficult as it first
seems. Measures three
things – the plan, the
cost and the value
achieved
Allows the
understanding of the
What, how much (cost),
where you are within
the project and forecast
likely outcome
It is another measure
of project performance,
not THE measure. E.g a
good check against
other measures
Can be used to
prioritise management
efforts

11. Change
Management
Ensure clear
understanding of the
change and any
impacts
Measure the
change against a
baseline
Understand the
impact of the change
against the baseline.
Be prepared to
reject the change
Ensure that a
robust process is in
place to assess ,
manage, control
approve or reject a
potential change
Change
management
Process should be
dovetailed with Risk
management

12. Benefits
Management
 Understand and
agree what
benefits are to be
delivered
Re-evaluate
regularly to
ensure that the
project is still
delivering the
benefits.
Be prepared to
stop the project if
things change .

13. Lessons Learnt
Ensure all have
access to the lessons
learned
documentation
Review at regular
points throughout the
lifecycle of the project
and capture
accordingly
Review lessons
Learned documents
from other similar
projects to assist with
estimating and other
activities at the
beginning .
 A key activity,
particularly at project
close-out