The document outlines essential steps and considerations for effectively managing a project, emphasizing the importance of understanding project information, context, objectives, and constraints. It provides exercises to identify key details about a project, such as naming it, formulating questions, and writing objectives that meet the SMART criteria. Additionally, it discusses the need for project managers to acknowledge and address specific constraints that may impact project success.

1. Geoff Higgins

2. Topics Project Information Project Context Project Objectives Project Constraints

3. Topics Project Context

4. Topics Project Information Project Context

5. Topics Project Information Project Objectives Project Context

6. Topics Project Information Project Constraints Project Objectives Project Context

7. 1. PROJECT INFORMATION

8. Exercise Get a notepad or start a file in Notebook or Word. Identify a project you are responsible for (or which you know well) which is in its early stages. 1. Name the project. 2. Quickly write down 20 things you know about the project. ?

9. Collecting Information Start a Project Notebook Ask Questions & Take Notes (or Record Discussions) Image source: Microsoft Office Clipart

10. Project Information Valuable in planning the project Sources include: Yourself Champion/Sponsor ‘ Users’ Stakeholders Experts Documentation/Internet

11. Generic Questions What do we want to achieve from the project? How will we know that the project is finished? How will we measure success (in quantity and quality)? What else could we achieve that may be beneficial? What could go wrong during the project? What processes should be followed? What safety criteria should be considered? What machinery and tools are required? Etc…

12. Exercise For your project: 3. Write down 20 questions you would like to answer about your project. ?

13. 2. PROJECT CONTEXT

14. Project Context The Project Project Context

15. Project Context Project Context OR more likely, lots of projects: The Project The Project The Project The Project The Project The Project

16. The Venture The project exists to accomplish, or to contribute to accomplishing, a venture. A project exists: To ‘kick start’ a new venture; or To maintain an existing venture. The ‘venture’ is the reason for the project. The Project Manager must understand the venture

17. Bigger than the Venture Project context is always bigger than the venture There is more going on around you than simply what your organisation is seeking to accomplish Consider: Legal constraints Technological advances Financial & economic implications Government (& governance) The fleeting nature of opportunities in the marketplace

18. Exercise For your project: 4. Describe it’s context. ?

19. 3. PROJECT OBJECTIVES

20. Objectives At its most basic, objectives describe: What I want to achieve or avoid by doing this project. And start with the word ‘To…’

21. Objectives Levels Major Types Project Objective Deliverables Objectives Aspirational Objectives Minor

22. Project Objective An active term describing what the project will ‘do’ This is often a longer version of the project’s name It is generally what people think the project is for For example: To build a shed in my backyard.

23. Exercise For your project: Write the project objective. ?

24. Deliverables Objectives The things that the project will directly accomplish Often ‘staged’ deliverables Tangible statements that meet the SMART test For example: The shed will be 1.4 metres high, 4 metres wide and 3 metres deep. The shed will be on the slab in the back corner of the yard opening towards the statue of the boy wee-ing in the pond. The shed will have floor-to-ceiling shelves on two sides.

25. The SMART Test S pecific M easurable A chievable R elevant T imebound The objective clearly states what must be achieved.

26. The SMART Test S pecific M easurable A chievable R elevant T imebound It is possible to demonstrate that the objective has been achieved.

27. The SMART Test S pecific M easurable A chievable R elevant T imebound The objective can be achieved by this organisation, at this time.

28. The SMART Test S pecific M easurable A chievable R elevant T imebound The objective can be achieved by this organisation, at this time. This includes things like: Technological feasibility Financial feasibility Sufficient resources Organisational commitment

29. The SMART Test S pecific M easurable A chievable R elevant T imebound The objective contributes to the achievement of a significant venture.

30. The SMART Test S pecific M easurable A chievable R elevant T imebound The objective contributes to the achievement of a significant venture. For deliverables objectives & outcomes objectives, this includes whether the objective contributes to achieving the Project Objective.

31. The SMART Test S pecific M easurable A chievable R elevant T imebound The objective includes a timeframe that is relevant & realistic.

32. Exercise For your project: 6. Write at least two deliverables objectives. (Applying the SMART Test.) ?

33. Aspirational Objectives What will happen as a result of the project The things the organisation will be able to do as a result of project success For example: To clear all the tools out of the kitchen pantry. To store the mower under cover. To make the whole yard look neater.

34. Exercise For your project: 7. Write at least two aspirational objectives. ?

35. 4. PROJECT CONSTRAINTS

36. Project Constraints Anything that will (or could) prevent you from meeting the project objectives

37. Generic Constraints A Simplistic View:

38. Generic Constraints A Simplistic View: A More Realistic View: Cost Time Performance Image Source: affectivehealth.blogspot.com & www.amazon.com

39. Generic Constraints Performance Quantity Quality Time Effort Duration Cost Expenditure Cash Flow Opportunity Cost Cost Time Performance Image Source: affectivehealth.blogspot.com & www.amazon.com

40. Generic Constraints Involve ‘trade-offs’! Cost Time Performance Image Source: affectivehealth.blogspot.com & www.amazon.com

41. Exercise For your project: 8. Briefly describe the relevance of Performance, Time and Cost. ?

42. Specific Constraints Constraints that are peculiar to your project, such as: Events or people who could impact on a successful outcome. Impact of shifting start and end dates. Essential people and resources. Reliability (or unreliability) of essential services, such as power supply. Access to required technologies (from a hammer to a super computer) Characteristics of project location. Etc…

43. Addressing Constraints Action should be taken to address known constraints Common actions include: Lead times in the project schedule Consulting with experts external to the project Sharing responsibility/multi-skilling to overcome skills shortages Project contingency (regarding time, cost or output)

44. Exercise For your project: 9. Describe any constraints you are aware of (including those relevant to performance, time and cost), and what you could do to address them. ?

45. Project Definition What and to whom? The Project Definition (also known as ‘Project Charter’) Names of Project Manager & Champion/Sponsor Project Objectives Known Constraints Possibly: A Description of the Project Context A Stakeholder Analysis Indicative Project Budget

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