Purpose of project management
Avoid cost overruns
Discipline of planning
Organizing
Motivating
Controlling ressources
Applying knowledge
Skills & techniques to achieve specific goals effectivly & efficeiently
Questions to ask
What has to be done
Why
When does it have to be done by (stages & final)
Who is going to do
How are they going to do
Where is it happening
Project management examples
Reasons for pm
Structure activity
Control
Measurement
Efficient use of resources
Economic use resources
Improve likelihood of effective outcome
Eliminate surprises
Minimize the risk
PM Process
1.Agree precise specification for the project - 'Terms of Reference'
2.Plan the project - time, team, activities, resources, financials - using suitable project
management tools.
3.Communicate the project plan to your project team - and to any other interested people and
groups.
4.Agree and delegate project actions.
5.Manage and motivate - inform, encourage, enable the project team.
6.Check, measure, monitor, review project progress - adjust project plans, and inform the project
team and others.
7.Complete project - review and report on project performance; give praise and thanks to the
project team.
8.Project follow-up - train, support, measure and report results and benefits.
Project specifications
Done by project sponsor
a) Project goals
b) Criteria and variables
c) Parameters
d) Scope
e) Required Outputs
f) Sources
g) Participants & Stakeholders
h) Budget
i) Timescales & Milestones
A template for a project specification:
1. Describe purpose, aims and deliverables.
2. State parameters (timescales, budgets, range, scope, territory, authority).
3. State people involved and the way the team will work (frequency of meetings, decision-
making process).
4. Establish 'break-points' at which to review and check progress, and how progress and
results will be measured.
Roles in pm
Project Sponsor
Rerpots to board. Appoints manages/monitor project manager. Responsible for the project.
Project Manager
In charge of planning, control & execution
Reports to project sponser
Appoints project teams
Project team members
Completing project releated tasks.
It, programers, testers, builders, designers
Reports to project manager
Project communications manager
Determines needs and strategy for p communication
Channels & timing. Correct information sent & received
Reports to PM
Project stakeholder manger
Maintains and monitors stakeholders
Keeping stakeholders satisfied
Project administrative assistant
Maintain records. Ensuring Reports submited.
Project Finance officer / accountant
Maintain financial governance, project accounting. Ensuring compliance & performance to
project budgets. Managing potential overspends. Making financial reports.
PM Tools
Brainstorming; fishboneishikawa diagramds; critical path analysis flow diagrams; gantt charts;
Brainstorming - free flow of ideas . Thinking
Fishbone diagrams - quality management fault detection. Identify hidden factors
Project critical path analysis - map key tasks with according to time; dependencies of activity on
any other.
Gantt Chart - scheduling and budgeting. Track progress. Project planning tooll
Contigency planning - what to do if things don’t go as expected
PM Approaches
Traditional project management
Initiation
Planning & design
Execution
Monitoring
Closing
ADDRESSS
Acknowledge (the situation)
Diagnose causes (what are the causes)
Determine solutions (what can we do)
Resources (what ressources do we need, cost etc)
Execution (
Step back
Sign off
Critical path approach
Listing required activiteis
Identifying inter dependencies/relationships
Estimates of start time/duration/end time
Milestones & deliverables
Stakeholders consideration
Identify, prioritize, visualize, engage , monitor
Stakeholder RAG status
Stakeholder R.A.G status (red amber green)
Red stop till not started
Amber - delay pause observe. Reasses
Green - all is good
Benefits of stakeholder engagment
Positive reaction
Reduction in resistance
Assitance
Project costs reduction
How to engage
Communicate
Reasons why & project goals
Impacts & benefits
Content product/service deliverables
What will happen & when
Progress
Involvement in decision making
Manage perception
Stakeh management strategy
Why communicate? Purpose. Informed, engage
Who communicating to? Group. Individuals
When?
Where? Locations
What are you saying? Message, language
How? Emails. Meetings; face-to-face; presentations
Communication requirements
Specific; accurate; clear; consistent; timely; matched; recorded;
Knowledge check:
A stakeholder is an entity or Control over project individual with what in relation to any
project?
Active involvement or interest
What does stakeholder Forming & Maintaining relationships management involve?
Controlling/influencing opinion
Support staff and Government External bodies are generally accepted to be what broad type of
stakeholder
External
According to the online article Saves time ‘Stakeholder Identification & Analysis’, why are
these activities important?
Improves quality of project
According to the same article, Power & Influence what two factors are assessed when
analysing potential stakeholders?
Power & interest
Project portfolio management
Identify select prioritize & manage
Project Alignment with business objectives
Determine optimal resource mix
Project selection criteria for prioritising 1
Clarity of ‘gap’ & solution definition
Strategy alignment
Goal/Objective/Mission – level of contribution
Impact - projected added value – to Organisation
Impact-Customer (internal/external) projected added value
Cost/benefit
Criteria for prioritizing 2
Resources required, availability & controllability
Demand - immediate need
Sponsor position/influence
Timeline
Probability of implementation
Stakeholder reaction
Team roles
Belbin test
Positive favorable:
Team promoter - (representing the team achievments as team. Even if he did it or other team
member says that our team did this)
Hare - super fast. Gets everything done super fast. Like rabbit. His about finishing the race. Get
the job done very quickly. Maybe miss some parts. Less quality concerned.
Ideas person #1 - the giver - someone with vision.
The leader - Convince people. Engage. motivate. Give directions.
Risk taker - when the risk is calcualted. Its necessary for the inovation.
Achiever - do it directly without promising.
Light seeker/problem solver - who sees the problems as positive. Room for improvement
Comedian - lighten up the mood
Expert - know his shit. We want the best of everything.
Talker - like leader. Has something to say.
Negative / less favourable
Self promoter - (person who promots his work as his own and not represents the progress as
team)
Tortoise - working slow. Maybe more focused to details and quality. Depends on the
environment.
Ideas person #2 The keeper - have the ideas but keeps it to his self. Doesn’t engage
Follower - if everybody is follower its bad.
Risk avoider - shit
Promiser - when people promise and than not do it
Doom-monger / problem seer - pesimist. Sees everything as bad
Dramatist - make drama out of everything. Drama queen
Novice - shit. But can build his abilities. Maybe time consuming.
Listener - like follower. Depends on the role.
Using team roles
Trackmens 5 stages
Forming - orientation acquaintance high uncertainty requires leadership
Storming - personalities emerge, conflict, competition , requires managment
norming - consensus develops, roles accepted, unity emerges
Preforming - consensus 7 cooperation well- established, positive resolutions
Adjourning - tasks accomplished, memebers move on , needs managing. Try keeping it going but
preformence drops. Maybe its time to rebuild the team. Maybe we already achieved the goals.
Do we need this team anymore.
Necessary phases for team grow face challenges, tackle problems, find solutions, plan work
deliver results
Conflicts causes
1. Conflicting resources.
2. Conflicting styles.
3. Conflicting perceptions.
4. Conflicting goals.
5. Conflicting pressures.
6. Conflicting roles.
7. Different personal values.
8. Unpredictable policies.
Reactions to conflicts
Competing • Collaborating • Compromising • Accommodating • Avoiding
Mitigation of conflict
Know people & reaction to challenge/conflict
• Plan in detail & make allowances
• Allocate tasks appropriately
• Communicate, communicate, communicate
• Engage & Involve
Manage team performance
Communicate
Manage horizontally as well as up /down
Understand teams objectives & purpose
Manage fairly & without bias
Embrace diversity
Enage & keep engaged
Communicate
