Project management fundamentals

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Housekeeping

› mobile phones› break times› Toilets› emergencies

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Workshop overview

At this workshop the following will be addressed :

› project definition› scoping of projects› project team selection› planning› leadership› managing a project› monitoring and evaluating› finalising projects

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Workshop expectations

What do you know about the topic?

What do you need to know?

What outcomes do you expect from this workshop?

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Introductory activity

Finding out what you know

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Topic 1

Project management essentials

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Setting up

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The more you plan the luckier you get.

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Project brief

At the heart of every large project is a small project trying to get out.

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The manager

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Successful project managers perfect the skill of being comfortable while being uncomfortable.

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Sponsors

Sponsors have:›clear vision for the project

›genuine interest in the project

›understanding of the project context

›authority to make decisions

›ability to resolve high-level problems

›ability to influence key stakeholders

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Stakeholders

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People who:› will be directly affected by the project activities

and outcomes› will be responsible for or have a financial or

operational concern with project outputs and outcomes

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Activity

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Topic 2

A badly planned project will take three times longer than expected - a well-planned project only twice as long as expected.

(Anonymous)

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The team

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Team members should be selected on the basis of competencies, knowledge, interests and attitudes.

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Meetings

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Too few people on a project can't solve the problems –

too many create more problems than they solve.

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Activity

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Topic 3

Scoping and costing a project

Define, scope, cost.

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Develop a narrative

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Develop the project narrative by considering:

STAKEHOLDERS

RISK

COSTS

HUMAN RESOURCESPHYSICAL RESOURCES

OUTPUTS

QUALITY

CONTRACTS

RESEARCH

COMMUNICATION

INTEGRATION

TIME

PROJECT SCOPE

OUTCOMES

ORGANISATIONAL

VISION

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Force field

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Force field analysis – (Kurt Lewin)

Present

State

or

Desired

State

Driving forces(Positive forces for

change)

Restraining forces(obstacles to change)

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Affinity diagnosis

Affinity analysis enables identification of project advantages/ disadvantages and impacts.

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X

N

Y

C B

Z

O

A

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Project costs

Estimates will apply to:›effort›duration ›costs - labour and non-labour costs

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The budget

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Budgets are tools for:›planning ›assessing risk›monitoring

Project Activities Timeline

Activity 1

Activity 2

Activity 3

Activity 4

Total

Staff Supplies

Equipment Travel Contracts/

consultation

Contingency Total

Activity 1

Activity 2

Activity 3

Activity 4

Total

Step 1

Step 2

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Analyses

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Risk – the possibility of loss, injury, disadvantage.

Cost/ benefit analysis - the ratio of benefits to potential costs or loss.

Project name and description RI SK IDENTIFI CATI ON (Number, description or code)

Risk/ likelihood Severity of impact

Contingency action

high med low high med low

Attributes Customer risks

Program/ project risk

Performance risk

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Activity

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Topic 4

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Plans

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The planning process

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Goals

Organisation's vision

Plans

Action

Monitoring

Evaluation

Adjustment

Intentions and aspirations.Expected outcomes and impact of expected outcomes.

Match plans and strategies to organisational needs.

Strategies – resources – processes – risks.

Individual/ group performance.Standards.

Processes – competitors – environment.

Measurement, control and comparison with expected outcomes.

Flexibility – continuous improvement – problem solving.

Set agreed, realistic, achievable, stretch goals that can be tracked and

measured.

Set agreed and realistic KPIs and

KRAs.

Revisit the plans and planning processes as

needed.

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Action plan

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Task or action Responsible team member

Resources required

Other personnel involved

Expected outcomes

Timeframe or deadline

Conduct training needs analysis

Andrew and John Training needs analysis forms.Training records

All employees All employees surveyed. Results checked against records

Mid March

Find out what programs are available

Darren Time.List of programs

Programs that can be matched to needs.

End march

Consult with training department/HR

Jennifer Time.

Training department and HR personnel

Suggestions for best way to deliver training

End march

Consult with external training providers

Susan Time. List of providers.

Suggestions for best way to deliver training

End March

Collate information to determine best training program

Jennifer Time, spreadsheets, IT support

Project team Program chosen March 15th

Collate information to determine best method of delivery

Susan Time, spreadsheets, IT support

Project team Delivery method chosen

March 15th

Determine venue Project team Suitable venue April 10thDevelop resources

Project team WritersResearch material, stationery

Training consultants, curriculum experts

May 15th

Advise participants

Jennifer StationeryTelephonee-mail

Participants advised and prepared

May 21st

Commence training program

Nominated training facilitator

Training materials.Venue.Time

May 27th

Project: develop a training plan for middle managers

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Flow chart

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Project: processing an insurance claim

Check application

form

Correct

Claim $1000

Forward to claim

adjuster

Prepare letter return to claimant

Prepare rejection letter

Complete payment authorisation

Mail letter

Call up policy details

Valid policy and claim?

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Gantt chart

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Milestone chart

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Pert diagram

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Project: Project: to assess uncertainty and vulnerability relating to sustainable water

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Inputs, outputs and outcomes

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The input/ output process

Products/ services for

eitherexternal or

internal customers

OUTPUTS

SuppliesLabourTime

CapitalInformation

DataHuman

resources

INPUTS

PLANNING

CORE PROCESSES

ACTION

Controls – monitoring and evaluation

Operations

Transformation

Production

Constraints

OUTCOMES

Customer and stakeholder satisfaction

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Reporting

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All significant projects require some level of formal or informal reporting.

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Activity

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Topic 5

Balancing team needs and performance requirements.

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Support

The manager provides resource and personal support.

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Data collection tools

Collection of appropriate data enables the team to assemble a picture of what is happening and how well things are progressing.

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Project dashboard

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Interim reports

Reporting processes and time frames will depend on the project (type and size) and organisational requirements.

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Activity

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Topic 6

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Finalising the project

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Closure

Begin at the beginning and go on till you come to the end; then stop.

(Lewis Caroll)

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Closure reports

The final document or set of information presented.

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Celebrating

Acknowledge and celebrate success. This will motivate future success.

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Activity

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Summary

Before leaving today please share:

›1 thing you learned

›1 new practice you will undertake at work

›1 activity you enjoyed

Thankyou for your attendance and participation.

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Two thoughts

‘A journey of a thousand miles begins with a single step.’(Confucius)

‘The path to success is to take massive, determined action.’(Anthony Robbins)

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