MANAGE PROJECTSLESSON 6 BSBPMG510A

LESSON SIX OVERVIEW

• Administer and Monitor Projects

• Manage Roles & Responsibilities

• Support Project Team

• Change Management in Projects

• Manage finances, resources & quality

• Progress Reporting

• Project Risk Management

ADMINISTER AND MONITOR PROJECTS

• When is the project likely to go wrong?

• If you are 15% into your project and the project is behind, there is

a 99% chance you will not be able to recover!

• Monitoring and controlling the schedule is a key activity of the

project manager.

• Reporting on project progress and status is part of the work of the

project.

• The Project Manager is responsible for monitoring and controlling

the schedule but all team members should contribute by reporting

any likely variances.

ADMINISTER AND MONITOR PROJECTS

• Administering and monitoring projects is a systematic process with

many interrelated activities.

• Successful projects absolutely depend on this approach.

• Failure to do so = failure to achieve project objectives.

ADMINISTER AND MONITOR PROJECTS

Manage Roles

Manage Change

Team Support

Manage Risk

Reporting Progress

Record Keeping

Finances Resources

Quality

No one activity is more important than the others.Managing projects is a juggling act requiring high levels of interpersonal, organisational and technical skills.

MANAGE ROLES & RESPONSIBILITIES

• As Project Manager you must take action to ensure that team

members understand their role, and the responsibilities that come

with it.

• The structure of an organisation can have a considerable impact

on the roles and responsibilities within the Project Team.

Manage Roles

MANAGE ROLES & RESPONSIBILITIES

Type Level of Authority Disadvantages

Functional Structure Little or no authority Client is not focus of activity

Matrix Structure Limited to moderate Greater complexityBuilt in conflict between line management and project management

Project Structure High to almost total ?

MANAGE ROLES & RESPONSIBILITIES• We use the Work Breakdown Structure (WBS) to identify the HR resources required

for the project.

• Your scoping document would normally list the job roles or job titles of people who

will be required to complete each activity.

• Questions to ask include:

• Levels of competency required.

• Mix of technical and management skills required and the different levels of

complexity in which those skills will be applied.?

• What level of outsourcing will be required?

• Is additional training required?

• Are the resources available to be deployed to the project?

• Are there any supplier (labour hire) contracts in place?

• Are there any industrial relations or occupational health and safety issues that

need to be taken into account or addressed?

MANAGE ROLES & RESPONSIBILITIES

• Resource Matrix

• The first task then is to analyse the Work Breakdown Structure to

determine the human resources requirements

• Responsibility / Accountability Matrix

• From this list you will be able to develop a Responsibility /

Accountability Matrix.

• An example follows.

MANAGE ROLES & RESPONSIBILITIES

• Responsibility Assignment Matrix (RAM)

Person Phase David Ismail Mai Linda

Determine needand feasibility A S P P

Create Project Plan A S, I I I

Create specifications for deliverables A, P S R, P P

Create deliverables A S P P

Test and implement A I R P

R = Review A = Accountable P = Participant S = Sign-off Required I = Input required

MANAGE ROLES & RESPONSIBILITIES

• Having identified the roles and responsibilities within the Project

Team, you now must ensure that Team Members understand them.

• Using your Communication Strategy, you can now identify the best

ways to communicate these.

• Given the complex nature of roles in projects, it is usually best to

combine a verbal media, such as a meeting or one-on-one, with a

written media for later reference.

SUPPORT PROJECT TEAM

• Project Teams need a range of support tools.

Project Team

Additional Resources

Encouragement from Outside

the Project Team

Feedback from within the

Project Team

Learning & Development Opportunities

Regular Project Meetings

Mentoring & Coaching

Team Support

SUPPORT PROJECT TEAM

• Support may need to be specifically related to:

• Quality of Project Output (eg special purchasing request)

• Individual Team member needs (eg literacy, numeracy, access)

• Deadline achievement (eg fast tracking other activities or process)

Manage Change

CHANGE MANAGEMENT IN PROJECTS

• Murphy’s Law states

• "Anything that can go wrong will go wrong“

• The same applies to projects.

• Things change. As Project Manager you are responsible for

ensuring the changes don’t materially affect the quality, cost or

time of the delivery of the objective.

• To do this, we affect a change management process specifically for

projects.

CHANGE MANAGEMENT IN PROJECTS

• When the scope of the project has been finalised and all activities

and tasks captured in the WBS the project scope can be baselined.

• This means that nothing should be added to the scope without

following a formal scope change management approach.

• A formal scope change management approach means that the

change must be approved at the appropriate level, eg by the

customer and/or sponsor.

CHANGE MANAGEMENT IN PROJECTS

• Change Request

• A formal change request will be

documented.

• It will be clearly identified as to

the reason, benefit and impact

of the change on the project.

• Impact must be measured

in terms of cost and

schedule.

• All Change Requests must be

logged on the Change Register.

CHANGE MANAGEMENT IN PROJECTS

• Change Request Register

• All Change Requests must be registered in order to keep track of,

and deliver on those changes.

FINANCES, RESOURCES & QUALITY

• Effective management of project finances, resources (human,

physical and technical) and quality requires constant review

against the plan.

• Review costs, expenditure and savings regularly

• Check your human, physical and technical resources still meet the

requirements for the project

• Constant monitoring of the quality of project processes and output

ensures that the final outcome is of a high quality.

Finances Resources

Quality

FINANCES, RESOURCES & QUALITY• Finances

• Questions a project sponsor or higher authority may ask when considering a project

proposal

• What is the estimated budget for the project?

• How was the estimate determined, who determined the estimate and what is the

confidence level in the accuracy of the estimate?

• Does the budget allow for continent funding and under what circumstances can it be

accessed?

• What are the draw-down procedures for spending the budget?

• Have all project costs been captured?

• What accounting reporting and control measures need to be followed?

• What type of contracts will be used to manage costs?

• What deposits or progress payments may be required?

• Your Plan must answer these questions.

FINANCES, RESOURCES & QUALITY

• As with time estimates, the WBS is the key to determining

accurate cost estimates

• The Cost Estimating Process develops a cost estimate for resource

(human & material) required for each schedule activity)

• Cost estimates include all the costs of the project over its entire

life cycle

• Assumptions and constraints are recorded for our estimates.

FINANCES, RESOURCES & QUALITY

Project funding requirements

Cost management

plan

Inputs Tools & Techniques Outputs

Contract

Cost aggregation

Funding limit reconciliation

Reserve analysis

Parametric estimating

Activity cost estimates

Activity cost estimates,

supporting detail

Project scope statement

Cost baseline

Cost management plan

(Updated)

Requested changes

Resource Calendar

WBS DictionaryProduct

schedule

Work breakdown

structure

FINANCES, RESOURCES & QUALITY

• Resources

• The WBS is used as a basis for much of our planning for the

project.

• We use the WBS to more specifically identify the resources

required for the project.

• Each activity/task listed should have a role/name against it.

• The detail in the WBS allows us to do a detailed (bottom up)

estimate of the project as each as the resource used for each task

can be costed against it.

FINANCES, RESOURCES & QUALITY• Product Quality

• Requirements/ Specifications

• Standards

• Control (checking/ auditing)

• Acceptance Criteria

• Competent Project Manager and Team

Project (Process) Quality

• Project Governance

• Project Framework / Methodology

• Variation/Change Control

• Stakeholder Management

• Monitoring and Control

• Project Review

FINANCES, RESOURCES & QUALITY

• Plan and build in quality from the beginning of the project

• Understanding the need of the customer/client

• Each individual taking personal responsibility for work products

and processes

• Providing effective leadership and co-ordination

• Recognising and utilising the abilities of all team members

• Implementing continuous improvement linked to project goals

• Ensuring reliable evidence underpins decision-making

• Developing and maintaining a mutually beneficial supplier

relationships.

REPORTING PROGRESS

• Progress Reporting is an important means of keeping projects on

track. They also act as the main formal communication tool to the

Project Sponsor, Board and other Stakeholders.

• There are five main sections to a Project Progress Report:

• Project Details

• Overall Status

• Progress of Scope of Works

• Financial Summary

• Registers/Actions/Issues

Reporting Progress

REPORTING PROGRESS

• Overall Status

• Is the project meeting it’s deadlines and milestones?

• Is the project at, under, or over budget?

• What significant issues have arisen (including any major Change

Requests)?

• What decisions need to be made by the sponsor?

REPORTING PROGRESS

• Progress of Scope of Works

• Identifies the progress against the Milestones and deliverables

identified in the Work Breakdown Structure

REPORTING PROGRESS

• Financial Summary

• Shows the planned budget and the projects

progress in relation to it.

REPORTING PROGRESS

• Registers/Actions/Issues

• Shows actions taken, actions planned to be taken, all change

requests in the period, new risks, issues that have arisen in the

period.

PROJECT RISK MANAGEMENT

• Risk management for projects is exactly as it is for business in

general, however, impacts (or consequences) can be greater for

project due to the time and resource constraints involved in

projects.

• Review the WBS and your Gantt Charts to identify key areas of risk

to the project.

Manage Risk

PROJECT RISK MANAGEMENT

• Time must be allocated to include stakeholders’ views in risk

management planning because they provide invaluable insight

into identifying constraints or impediments to project objectives.

• Stakeholders will have different attitudes towards risk

management based on their individual risk tolerance.

• Stakeholders should be kept informed regularly of risk changes,

risk management plan updates and reviews throughout the

project, because their interests are directly affected by the

outcomes of the project.

RECORD KEEPING

• Project record keeping isn’t limited to the Change Request

Register, but includes:

• Correspondence

• Financial data including purchases, labour expenditure, income

• Tracking of project outcomes

• Quality data (including test results if appropriate)

• Time spent on the project by person/task

• Samples, models, templates etc.

Record Keeping

LESSON SEVEN OUTLINE

• Project Monitoring Activity

• Carl’s Crazy Catering

ANY QUESTIONS