ucl/apm principles of project management the project environment and life-cycle graham collins...
TRANSCRIPT
UCL/APM Principles of Project Management
The Project Environment
and Life-Cycle
Graham Collins
University College London (UCL)
Outline of eveningOutline of evening
6.30- 6.50 Welcome/Introduction
Student prize award
6.50 -7.20 UCL lecture
7.20- 7.30 Break
7.30- 8.10 Guest LectureDr Charles Willbe
8.10- 8.20 Questions
Outline of sessionsOutline of sessions
The Project Environment and Life-CycleWhy projects failRisk ManagementWork Content and Scope ManagementBusiness CaseScheduling (including exercise)Change Control and Earned ValueCommunications (including the Project Management Plan)Motivation and Team BuildingProject Evaluation
GoalsGoals
One never goes as far when onedoesn’t know where one is going
Goethe
Operations and projects – some examplesOperations and projects – some examples
Operations Projects
Order processing and Invoicing – Ford/Mazda
Develop new products –Apple iPod Shuffle
Manufacture products – Toyota- efficient production operations, Just in Time (JIT)
Advertising campaigns – Saatchi and Saatchi – Sagatiba (a drink)
Stock management – Supermarket retail, example Sainsbury’s (operation criticised by Computing)
Médecins Sans Frontières – medical aid – Tsunami
Operations and ProjectsOperations and Projects
Operations Projects
Task Familiar Unfamiliar
Staff Designated Diverse
Roles Established Uncertain
Culture Role Task
Working relationships Established Negotiable
Authority Clear Ambiguous
Co-ordination Hierarchical Network/Matrix
Information sources Routine Uncertain
Learning Desirable Essential
Momentum Maintained by system Threatened by system
Time Horizon Long term Finite
Definition of a projectDefinition of a project
‘A unique set of co-ordinated activities, with definitive starting and finishing points, undertaken by an individual or organisation to meet specific objectives within defined schedule, cost and product performance parameters,
BS 6079 – Guide to Project Management
Introduce beneficial change Introduce beneficial change
Project management is regarded as the most efficient way to introduce beneficial change
Defining what has to be accomplished, generally in terms of time cost and various technical and quality parameters.
Developing a plan and working through this ensuring progress is maintained.
Using appropriate project management techniques and tools to plan, monitor and maintain progress.
Employing skilled project management staff, including a project manager who are given responsibility for introducing the change and are accountable for the successful implementation.
Based on Project Management pathways edited by Stevens, M. APM, 2002
Change ManagementChange Management
Change Step Purpose / Outcome
Diagnose What is the problem or opportunity?
Align Ensure stakeholders understand the necessity
Prepare Design a workable approach
Commit Seek active stakeholder involvement and secure a champion
Mobilise Early wins to gain commitment and confidence
Enable Commission enabling changes that lay the foundation for major changes later
Action Implement the change and ensure benefits
Measure Ensure measurement and review processes are in place
Institutionalise Ensure sustainability and improvement
- creating the right conditions for project management
Roles and Responsibilities - Project SponsorRoles and Responsibilities - Project Sponsor
Appoint project manager Ensuring the project is and continues to
be a viable proposition and is aligned to corporate objectives
Signing off / accepting the outputs of the project
Resolving issues outside the mandate of the project manager
Chairing the Project Board or Steering Committee.
Roles and Responsibilities – Project ManagerRoles and Responsibilities – Project Manager
Benefit focused Build in quality Manage risks and issues Exploiting enablers and removing blockers Exploiting resources available
Key responsibilities: Provide single point of responsibility Define and plan the project Create the temporary organisation (lead the project team) Manage stakeholders Monitor and control all aspects including risk,
opportunities, issues, scope change, benefits etc. Ensure project objectives are delivered on time, to
specified cost and quality Manage the hand-over and close down the project.
ChallengesChallenges
Securing resources Insufficient authority Conflict of organisational priorities Cannot rely on communication flows Cannot rely on people knowing what is
required.
Fundamental steps in Project ManagementFundamental steps in Project Management
Define the project Design the project Develop / build the solution Test the solution Implement the solution Review the project Close the project.
Project Support OfficeProject Support Office
Maintain documentation Facilitate the control process Update information / communication
systems Issue progress reports Configuration control May undertake procurement
Project Life-CycleProject Life-Cycle
Opportunity Design & Development
Opportunity Identification
Implement Handover Operation
Life Cycle phases, from APM Project Management Book of Knowledge
Phases can be planned and controlled as smaller projects Phases have - inputs, processes and outputs
- key activities and milestones
Usually need to sign-off to move from one phase to the next Some projects use concurrent processes, where phases overlap.
Concept/ Marketing
Design, Modelling and Procurement
Make, Build and Test
Test, Commission, Start-up
Operation and Maintenance / Integrated Logistics
Project Management – DefinitionProject Management – Definition
‘Planning, monitoring and control of all aspects of a project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance.’
British Standard 6079 -1: 2000
Programme Management - DefinitionProgramme Management - Definition
‘Programme Management is the co-ordinated management of a portfolio of projects that change organisations to achieve benefits that are of strategic importance’
Managing Successful Programmes, OGC, The Stationary Office 1999
Programme Management - BenefitsProgramme Management - Benefits
Reduction of risk, efficient use and coordination of resources Prioritisation
to achieve corporate goals.
The Project EnvironmentThe Project Environment
The project
The project
Clients
End users
Suppliers
Distributors
Political
Economic
Social-culturalTechnological
Legal
Environmental
Contractors
Organisation
-the context within the project exists
PESTLE
Kind permission from Jane Walker UCL.
This slide and the next 4 are from UCL MAST project management courses 2004
StakeholdersStakeholders
Government
Press/Media
Project Manager
Staff
Internal users
Managers controlling internal resources
Colleagues
UnionsSenior management
Professional bodies
Shareholders
Clients
DistributorsPressure groups
Suppliers
End-users
RegulatorsContractors
Stakeholder AnalysisStakeholder Analysis
Who are they Their objectives Past reactions Positive / negative impact of project Possible future reaction Power / interest in the project Actions to gain / maintain support
Stakeholder mappingStakeholder mapping
.X .Z.Y
High
Low
Blocker
Level of support
Undecided Champion
High
Level of power & influence
Low
Stakeholder managementStakeholder management
Projects exist in the wider context Critical influences may vary by type of
project Recognise that groups can influence the
project Plan and manage their support:
- understand their needs
- communicate, negotiate, persuade.
Book SlotBook Slot
The Definitive Guide to Project Management
Sebastian Noakes et al
FT Prentice Hall
2003