Download as PDF, PPTX
Project Management,Org Influence,and Project Life Cycle Management (4).pdf
- 1.
- 3. Coverage ● Business case ●Project vs operational work ● Project Management, Program Management, Portfolio Management ● Project governance ● Project management office ● Project constraints
- 4.
- 5. Business Case ● Projectsare started due to business needs and organizational strategy ● A document: ○ That explains the reason why a project is started and whether the expected outcome is worth the proposed investment ○ Presents and analyzes a problem or an opportunity in the context of the organization’s strategy; ○ proposes alternative courses of action and the criterion of how to select one of these; based on the criterion, recommends one; ○ states how to measure the benefits and success of the project that would come out of the recommended course of action ● Includes the business need, project objectives, and success criterion. ● Generally includes the following standard components: ○ Business need ○ Business analysis of the situation ○ Different ways to respond to the problem or opportunity
- 6. Business Need The summaryof business assessment, which states: ● the business problem or opportunity that is warranting action; ● what business value this action would add to the organization; ● the scope is of the effort; ● which stakeholders would be affected by this effort.
- 7. Business analysis ofthe situation
- 8. Business analysis ofthe situation Important to document decision-criterion
- 9. Different ways torespond to the problem or opportunity. ● Option: What to Do? ● Recommendation: What Path to Take? ● Evaluation: How to Measure the Benefits?
- 10.
- 11. Project and OperationalWork ● Operational work: ○ ongoing work to support a business ○ Outside the scope of a project ● Project: ○ One off endeavour ○ Definite beginning and end date
- 12.
- 13. Project Management, ProgramManagement, Portfolio Management ● A program contains a group of related projects done together to provide a benefit ○ e.g. build a software product + develop certification course ● Portfolio: ○ All programs and projects an organisation creates to meet its strategic business goals ○ Portfolios a focused on strategy while projects are focused on creating specific deliverables
- 14. Program Management ● Managinga group of related programs ● Focuses on interdependencies and commonalities between project ● Projects can benefit from: economies of scale, decreased costs, etc.
- 15. Portfolio Management ● Managinga group of programs and individual projects ● Programs may or may not be related to each other ● Selects and prioritizes programs in order to achieve an organization's goals ● The major objective is to support a strategic business goal via multiple projects and programs
- 16.
- 17. Organizational Project Management Astrategic framework that provides direction to portfolio, program and project management to achieve organizational strategy and goals
- 18. Project Governance Procedures andguidelines to ensure projects achieve organization strategy
- 19. Project Management Office(PMO) ● Centralizes project management and acts as a hub for project management activities in an organization ● Is a department within an organisation that handles project management ● The role of the PMO office differs based on its level of control on project. ● The level of control varies according to what type of form the PMO has
- 20. Types of PMOStructure 1. Supporting 2. Controlling 3. Directive
- 21. Supporting PMO ● Lowlevel of control ● Provides policies, methodologies, templates and lessons learned for managing projects ● Is responsible for providing procedures that streamline project management efforts
- 22. Controlling PMO ● Moderatelevel of control ● Provides support, guidance, and training as regards project management ● Ensures compliance of a project to organizational practices and makes sure that project practices and in line with an organization’s policies
- 23. Directive PMO ● Highlevel of control ● Responsible for project results ● Provides project managers for projects
- 24.
- 25. Constraint ● Factors thatlimits the options of executing a project ● Identified at a high level during project initiation ● Detailed during project planning Types of project constraints ● Time/schedule ● cost/budget ● Risk ● Quality ● Scope ● Resources ● Customer satisfaction
- 26. Analyzing the Impactof Constraints ● Project manager is responsible for identifying and evaluating effect of constraints ● Constraints can have an effect on each other - e.g time and scope
- 27. Impact of projectchanges on Constraints ● Important to analyse effect of project changes on constraints ● Evaluate impact of additional customer requirements on constraints - e.g. new feature request vs cost or schedule
- 28.
- 29. Role on theProject ● Assigned by the organization to manage the project team to achieve the project objectives ● Responsible for getting work done through other people ● Necessary to have good Interpersonal and communication ● Roles played: ○ Leadership ○ Decision-making ○ Negotiating ○ Managing conflict ○ Coaching ○ Guiding people
- 30. Competencies ● Knowledge: whatthe manager knows regarding project management ● Performance: what the manager actually does by applying project management knowledge ● Personal: How the manager behaves while managing the project These are essential to make a project and the people involved in a project come together
- 31.
- 32. Stakeholders ● All peopleinvolved in a project (internal or external to an organization) ● Can have an active role by being directly involved in a project or an advisory role as experts ● Can be positively or negatively affected by a project ● Can influence a project negatively or positively, so their influence needs to be managed by the project manager ● Examples: ○ Sponsor ○ Project manager ○ Project team ○ Functional managers ○ Program and portfolio managers ○ Customers ○ Sellers
- 33. Managing Stakeholder Expectations Theproject manager needs to : ● Know the requirements, needs and expectations of all stakeholders ● Keep stakeholders informed about developments ● Fulfill stakeholder needs and expectations ● Balance conflicting interests and objectives ● Know the key decision makers and individuals in an organization and understand their needs, to increase the chances of project success ● Address the needs of stakeholders in order of priority ● YOU CANNOT SATISFY EVERY STAKEHOLDER! The most important ones are satisfied on a higher priority ○ The customer is often prioritized over all other stakeholders
- 34.
- 35. Types of Stakeholders ●Sponsors ○ Supports the project and provides resources ○ Spokesperson for the project for higher management ○ Can handle problems and issues that the project manager does not have the authority to solve ● Customers ○ People or organizations that will receive the final product of the project ● Project team ○ Project manager and the group of people involved in performing project work
- 36. Stakeholders on theProject team ● Project management staff ● Project staff ● Experts ● Sellers ● Business partners
- 37. Stakeholders on theProject team ● Project management staff ○ Responsible for performing project management activities (scheduling, budgeting, reporting, risk management, etc.) ● Project staff ○ Responsible for producing the project deliverables ● Experts ○ Subject matter experts who help out in project management planning or the actual execution of the project ○ E.g design thinking experts on the iCHIS project
- 38. Stakeholders on theProject team ● Sellers ○ External companies who provide resources, services and materials to an organization carrying out a project ● Business Partners ○ External organizations that may have a special relationship with the performing organization
- 39.
- 40. Organization Structure ● Projectsare specially impacted by the way an organization is organized or structured ● Organization structure can influence availability of resources and how projects are carried out ● Types of organization structure ○ Functional ○ Projectized ○ Matrix
- 41. Functional Structure Grouped byareas of specialization and contain departments such as finance, marketing, supply chain, etc Characteristics: ● Authority lies with the functional manager ● Projects are done within the particular functional area/department ● Communication occurs within the department ● Teams members of the department are involved in : ○ Doing their everyday work and responsibilities ○ Doing project work
- 42. Projectized Organization ● Thecompany is organized around projects ● Characteristics ○ The authority lies with the project manager ○ Personnel report to the project manager ○ Communication occurs within the project ○ Only project related work is carried out ○ Team members move from project to project ○ Once a project finishes, team members are assigned another project or find employment elsewhere
- 43. Matrix Structure ● Containscomponents and advantages of both the functional and the projectized organization ● The project team reports to two bosses: a. Functional manager - responsible for managing a specific department b. Project manager - responsible for managing projects only ● Communication occurs between project team members and both managers ● Both regular work and project work are carried out
- 44. Types of Matrixorganizations 3 types 1. Strong matrix a. Project manager has more power than the functional manager 2. Weak matrix a. Functional manager has more power than the project manager 3. Balanced matrix a. Balanced powers between project manager and functional manager
- 45.
- 46.
- 47. Reflection Difference between projectcoordinator and project expeditor
- 48.
- 49. Enterprise environmental factors ●Factors or conditions a project tem has to deal with when working on a project ● Related to the culture and system of the organization in which the project is being conducted ● Project team may have no control over the systems and culture ○ Still critical to take the factors into account ● Example: ○ Company hierarchy ○ Government regulations ○ Market conditions ○ Political conditions ○ Organizational culture
- 50. Organization Culture Project workis influenced by: ● Procedure: processes for how tasks are carried out ● Policies: rules which an organization follows ● Culture and Norms: Established ways by which an organization approaches and conducts projects The project manager must be aware of all the above and how the may affect a project
- 51.
- 52. Organization Process Assets ●Any existing material, information and processes that may help in managing and conducting a project ● Things owned by a project that may help them achieve their objectives in conducting projects ● Two main Categories: ○ Processes, procedures, policies, guidelines ○ Corporate knowledge base ■ Knowledge from previous projects that can guide actions on new projects
- 53. Processes, Procedures, Policies,Guidelines May include: ● Organizational Standards: project management policies, human resource policies, technology policies, etc. ● Templates: Contract templates, methodology templates, task templates ● Change Control Procedures: processes for how changes will be implemented on the project ● Risk Control Procedures: Processes regarding how risks will be controlled on the project ● Guidelines for performance measurement criteria, proposal evaluation criteria, guidelines for project closure
- 54. Corporate Knowledge Base ●Historical Information: information form past projects ● Lessons Learned from past projects ● Risk Register ● Stakeholder Register
- 55. Historical Information ● Shouldbe reviewed whenever new project is starting ● Helps save time, effort, and resources for projects that share a similar nature ● Useful in estimating, risk management and project planning A new project may become easier if the following are known: ● What cost estimates were used during a previous project? ● What specific resources were used? ● What sort of skills were required? ● What risks did the project have? ● What was the project management plan like?
- 56. Lessons Learned ● Learningsand knowledge gained from a project ● Knowledge: ○ How a project was conducted ○ What could be done to improve performance in the future ● Collected by stakeholders as a project progresses ● The project manager should review lessons learned before starting a new project
- 57. Characteristics of LessonsLearned ● Used as both input and output during a project ● As input: help improve a current project ● As output: ○ guide how future projects of a similar nature can be done better ○ Help improve an organization ● Best completed by stakeholders
- 58. Historical Information vsLessons Learned ● Historical information is concerned with the facts and information that was used on previous projects ○ What resources were used? ○ What were the costs of various resources used? ● Lessoned Learned is concerned with what approach was used on a project ○ How were risks handled? ○ How were software usability issues handled? ○ How were problems resolved? ○ What actions helped the project be successful?
- 59. Work Performance Data, Informationand Reports
- 60. Work Performance Data ●Concerns observing, gathering, documenting, and recording the status of project activities. ○ Measurements gathered from activities done during project work ● Comes from project execution ● Gives the current raw data of the project’s status and where it stands at the moment ● An input to a few of the Monitoring and Controlling processes
- 61. Work Performance Data ●Types of data: ○ Number of defects on the product ○ Status of deliverable completion ○ Progress and status of schedule activities, including start and end dates ○ Percent of overall work complete ○ Adherence to quality standards ○ Number of change requests ○ Status of costs (those authorized and costs incurred to date) ○ Schedule activity completion estimates for those activities started ○ Schedule activities percent complete ○ Actual durations of activities that are completed ○ Lessons learned ○ Resource consumption and utilization ○ Technical performance measures
- 62. Work Performance Information ●Comparison of the planned vs actual performance of the project ● Contains an organised summary of work performance data ● Provides information on the progress and status of the project ● Information obtained by analysing and interpreting performance data ● Developed during monitoring and controlling processes ● Allows the project manager to take corrective action during the Monitoring and Controlling processes
- 63. Work Performance Information Examples: ●What is the planned cost versus actual cost? ○ What is the cost performance? ● How many risks were identified and how efficient was the risk response plan? ● How many quality defects are there and how much rework is required?
- 64. Work Performance Reports ●Contain information about the performance of the projects ● Developed using work performance information ● Developed during monitoring and control processes ● Distributed to stakeholders to keep them posted about the project progress
- 65.
- 66. Project Life Cycle ●A series of stages that a project goes through ● A path that a project take from start to finish ● A series of phases that a project passes through to produce the deliverables of the project
- 67. Project Life CycleStructure ● Initiating - starting the project ● Planning - organizing and preparing ● Executing - carrying out the project ● Closing - closing the project The phases are developed in sequence and are time bound The phases are also broken down in terms of objectives, deliverables, and milstones
- 68. Project Life Cyclevs Project Management Process Groups ● A project life cycle and its phases may differ across industries ● Process management groups remain the same on every project (initiating, planning, monitoring and controlling, closing) ● Project life cycle is more focused on what needs to be done in order to do the work ● Project management process groups are more focused on what needs to be done to manage the project
- 69. Characteristics of aproject Life Cycle ● Project costs and staffing levels are low at the beginning ● Cost and staffing levels increase as the work is being executed ● Project and staffing levels decrease as the project reaches completion ● Risk and uncertainty are highest at the start of the project ● The ability to make changes is highest at the start of the project ● Changes are more difficult and costlier during the later stages of a project
- 70. Project Phases ● Aproject is divided into a number of phases ● Phases are portions of a project which produce specialized and major deliverables which are self contained ● The work in a phase is unique and distinct from other phases in a project ● Divided into a number logically related activities ● Can be completed sequentially or can overlap ● Phases divide a project into logical components, which enhances planning, managing and controlling the project ● The work produced during a phase is also known as a deliverable
- 71.
- 72. Phase Gate ● Thereview of key deliverables and project performance and the conclusion of a project ● Point to hand off the project to the next phase, to reassess activities, to change or terminate the project based on its performance Also known as: ● Phase exit ● Kill point ● Stage gate ● Milestone ● Phase end ● Phase review