This document provides an overview of project management. It defines a project, outlines the project life cycle which includes concept, development, implementation, and finalization phases. It describes the key functions of project management including scope, time, cost, quality, risk, and communications. It discusses stakeholder management, work breakdown structures, reports, and best practices in project management.

1. The Training Division of

4. WHAT IS A PROJECT?
A project is a set of inter-related
activities with defined start and end
dates, designed to achieve a unique
and common objective.

5. PROCESS RELATIONSHIPS
YR1 YR2 YR3 YR4 YR5 (Rolling)
|-----|-----|-----|-----|
Corporate
Plans
Business
Plans
(Cycle/Process)
Programs (Multiple Start/End Dates)
(Single Start/End Dates)
demands functional approach
Projects
Operations Continuous Processes

6. CRITERIA FOR A
SUCCESSFUL PROJECT
The project achieving its objectives, including deliverables
produced:
On time
Within budget
To specification (meets/exceeds client’s
expectations)
Customer satisfaction, product fit for purpose

7. HOW DO WE ACHIEVE A
SUCCESSFUL PROJECT?
Project success begins and
ends with the Project
Manager’s effective
management of the project

8. WHAT IS PROJECT
MANAGEMENT?
Project Management is the management of
project activity through the project life cycle
to achieve the delivery of a defined product
or service within prescribed constraints of
time, budget, scope and quality

9. PROJECT LIFE CYCLE
CONCEPT
DEVELOPMENT
IMPLEMENTATION
FINALISATION

10. PHASE 1: CONCEPT
Identification of core need/s
High level planning
Range of possible solutions
‘Ball park’ estimates
Preliminary risk analyses

11. PHASE 2: DEVELOPMENT
Non-viable options culled
High level plans refined into a
detailed plan
Baselines developed
Detailed
designs/specifications/drawings
developed

12. TIME, COST RESOURCE
MANAGEMENT
Planning
Scheduling
Estimating

13. Planned Progress
Assumed Start Point
Assumed
Destination
Correct Starting Point
Agreed Destination –
Meets Client’s Needs
Actual progress

14. RELUCTANCE TO PLAN
Takes time (10-25%)
Commitment is required
Difficult to plan the future
Imposes discipline
Plans are always wrong
Hard to maintain plans
“Never needed to before”
Fear of planning
Reluctance to Plan

15. REASONS FOR PLANNING
Reasons for Planning
Target Verification
Enforces Commitments
Resource Planning
Basis for “What If”
Enforces Pre-thinking
Basis for Control
Clarifies Risk
Basis for Delegation

16. PHASE 3: IMPLEMENTATION
Works undertaken per baselines
Actual progress checked against
planned baselines for variance
Causes of variance dealt with
Project reporting undertaken

17. THE PROJECT PLANNING
CONTROL CYCLE
INITIATE
SET TERMS
OF REFERENCE.
PLAN
EXECUTE
THE WORK
MONITOR
PROGRESS
SIZE THE
PROBLEM
ANALYSE
VARIANCE
ACT
MAJOR REVIEW
COMPARE
WITH PLAN
RE-PLAN
MINOR ADJUSTMENTS

18. Managing the Critical Path

19. PHASE 4: FINALISATION
Have all deliverables been
met?
Contracts terminated?
Transition plan formulated
Lessons learned

20. FUNCTIONS OF PROJECT MANAGEMENT
Scope
Time Cost
Quality
Risk
HR Communications
Procurement/Contracts
Integratio
n
Integratio
n

21. SCOPE
Describes the outcomes sought
Describes the work content
boundaries
Ultimately defines a broad
strategy
BASELINE: Scope Document

22. TIME
Planning – what to do
Estimating - duration
SCHEDULING – Dependencies
CONTROL – Achieving milestones
BASELINE: Schedule (Gant Chart)

23. COST
Iteratively estimating cost
Top down bottom up approach
Budget definition
BASELINE: Time phased
expenditure/revenue

24. QUALITY
Understanding client expectations
Managing, meeting/exceeding them
Project Quality system developed
BASELINE: Project Quality Plan

25. RISK
Possible adverse occurrences
ID
Assess
Respond (incl. Prioritisation)
Create Risk Register (allocate resp.)
BASELINE: Risk Management Plan

26. HUMAN RESOURCES
HR Administration
Resource Allocation
Team performance
Motivation
BASELINE: Resource Allocation
Matrix

27. COMMUNICATIONS
Formal and informal
Interpersonal communications
Communication strategy
BASELINE: Communications matrix

28. CONTRACTS/PROCUREMENT
External resources
Formation-Award-Performance
Bid process
Form of contract
BASELINE: Procurement schedule

29. INTEGRATION
Overall perspective
Interconnected nature of 8 functions
Schedule is a powerful integrative tool
Learning outcomes
BASELINE: Reporting/control

30. REPORTS
Factors to be considered:
What should be in the report
Who is the report going to
Collecting the right data
Frequency of report

31. Program Management Committees
Project Steering Committee
Project Manager – Program Manager
Project Manager – Client
Project Manager – Contractor
Reports and reviews between
Exception
Phase/Project Completion
Milestone
Periodically – eg fortnightly, monthly, quarterly
Reports and reviews
REPORTS AND REVIEWS

32. PROJECT REPORTS
Periodic Progress Reports
Periodically in accordance with project plan
Standard format used
Summary or overview
Current reporting period
- Progress to date
- Planned progress not completed
Next reporting period
Schedule
Issues anticipated/solutions
Financial update
Current baseline (Gantt)

33. Risk summary (including treatments)
Financial update
Technical aspects
Activities summary (to next milestone)
Activities summary (current)
Schedule
Summary or overview
Structure and content
accordance with communications management plan
Provided by project manager to stakeholders in
achievement of planned milestones
Provided by contractors to project manager on
Milestone Reports
PROJECT REPORTS

34. Lessons learned
Project management aspects
Organisational aspects
quality
Performance against scope, schedule, budget and
Administrative performance
Contractual performance
Summary or overview
Structure and content
Widely distributed to all stakeholders
project, and on completion the whole project
Mandatory requirement on completion of each phase of the
Project/Phase Completion Reports
PROJECT REPORTS

35. What scares them?
What drives them?
Supporter or opponent?
Extent of influence or impact?
Influence or Impact?
Management
Key Challenge in Project
Management: Stakeholder

36. Work Breakdown Structure (WBS)
Determine
destination
Book flights
Determine
length of
holiday
Determine
mode of
transport
Book
accommodation
Travelers
cheques

37. Work Breakdown Structure (WBS)
TRAVEL
AGENT
Book
accommodation
Travelers
cheques
Book flights
STAKEHOLDER
1 CONSULTATION
Determine
destination
Determine
length of
holiday
Determine
mode of
transport
1.1
1.2
1.3
2
2.1
2.2
2.3

38. Best Practice in
Project
Management
MBA/
Masters
What next…?
QPP RPM MPD
Tertiary Qualification
AIPM Recognition
Certificate IV in
Project
Management
AQF Level 4
Diploma of
Project
Management
AQF Level 5
Advanced
Diploma of
Project
Management
AQF Level 6
QPP: Qualified Project Practitioner, typically a project team member
RPM: Registered Project Manager, typically a project manager
MPD: Master Project Director, typically a program director

39. CPMGroup
SYDNEY
Level 6
66 King Street
Sydney 2000
9279 1610
info@cpmgroup.com.au
www.cpmgroup.com.au
www.acpm.act.edu.au
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Canberra
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40. THANK YOU