Project Management
Ojectives
Flexibility
The level of required flexibility in a project depends on the level of uncertainty it faces
Lenfle and Loch (2010) classification
Devide into 2 sub projects
foreseeable uncertainity
unforseeable uncerainity
Parallel trials to answer key questions
use std planning
Stakeholders
the Association for Project Management (APM) defines stakeholders as ‘the organisations or people who have an interest or role in the project, programme or portfolio, or are impacted by it’
consider RACI model (BB note)
Responsibility,
accountability,
consultation,
Information
Consider Influence and Relevance
Evaluate on a 2x2 matrix- level of interest Vs Power (Low to High
High / High Key Players
High Power/Low interest- keep satisfied
Low/Low-minimal effortd
High interest/ Low Power- keep informed
According to Johnson et al. (2008, p. 157), the relationship with stakeholders in quadrant C may be one of the most difficult to plan for. Stakeholders in this quadrant may appear passive and easy to manage, but if the level of interest is underestimated and they move to quadrant D, a strategy of ‘keep satisfied’ may be risky.
Phases- 4 phases
Planning
Project Planning 3 stages
Gantt Charts
Budgetting
Work Breakdown Structure (WBS)
Horine (2012), a well-done WBS should cover 7 elements
planning always continues during the implementation of a project because there is always a need to change some aspects and revise plans.
Initiation.... to define
hierarchical deconstruction of the project into levels and sub-levels
Execution
Review.
Changing Objectives?
Constraints
Cost
Schedule
Time
Classifications
Uncertainity
Pace
Complexity
Challanges
Ongoing Management
Risk & Change
Working with a Team
Ambiguous contingency planning
Improper management of risk
Poor Communication
Lack of accountability
Lack of skills
Resource depravation
lasck of engagement
Impossible Deadlines
Project Design
Scope Creep
Undefined Goals
adding features and functionality without addressing the effects on time, costs and resources or within customer approval
Scope
Objectives
Deliverables
Purpose
SWOT
MoSCoW
Deliverable & MIlestones
shows activities, dependencies, time planned, milestones, deliverables
Excel Template
Consider online tools
Asana/Instagnatt
Tangible cost
Intangible - humans costs
initial cost estimates - informed guess,- refined as the feasibility and desirability of the initiative is investigated and a greater understanding of scope, schedule and resources required is developed. Once approved refined estimates form the baseline cost of the project.
By allocating costs to the activities in a schedule, a profile of expenditure over the life of the project can be produced. You need to think which resources will be needed for each project activity to help you manage cash flow, and ensure you are able to make any necessary payments at the right time.
important to list out - use templates
Project Team
choose the most appropriate people for each project task
Ideal but not always practical
Belbin model
constraints- available people, skills, competing projects, time
RACI matrix
to promote communications
Project Risk
Identify Risks
Broad classification can be used
Technical
Organisational
Project management
External
Generate Risk Log
Evalute and mitigate Risks
Risk/Source/probability/ Impact/Risk mitigation actions/Risk Owner
Strategies to deal with Risk
Risk avoidance
Risk reduction
Risk protection
Risk management
Risk transfer
identify and prepare for any potential threat to the successful achievement of project objectives
Use team and deep knowledge of proejct
use template
Critical Path Method (CPM)
Role of PM
Forward Pass then backward pass to yield
Earliest Start & Latest Start
Earliest Finish & Latest Finish
Delta is " Float"
Critical path ES=LS and EF=LF
Monitoring & Control
Intervene
Report
Monitor
When required
See Templete
PDCA (or Plan Execute, Monitor, control)
key tasks - monitor the project progress and expenses against the plan
if necessary, intervene with control actions
Lead and manage
provide a regular check - what the team are doing against what they are supposed to be doing
Communicate with Stakeholder
Method for monitoring & Communications
adopted appropriate communication media in relation to the complexity of the communication
What Data to use?
Project meetings to monitor
Activity status and projections
Form to be filled in
Walk the project
Project costs
Control
Compare actual to Plan
however
multiple variable
& simultaneous activiteis
If variances???
Do nothing
Cancel or reevaluate scope
Take corrective actions
• Reconsider use of slack time:
• Remove or reduce contingencies from estimates.
• Re-evaluate the dependencies of activities, modifying the Gantt chart
• Increase the resources available
• Negotiate longer timescales
• Make use of the available activity floats
termed rescheduling
use milestone tracking
Issues Vs Risk
Maintain Issues Log
Project Meetings
Meetings
Type
Formal
Minuted
Informal
with individuals
Structure
Sponsors
Team Members
problem solving
MIlestone tracking
See template
click to edit
Earned Value analysis