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T10: Project Management (Ch15) (Basics (Broad project groups (Research and…
T10: Project Management (Ch15)
Basics
Define: A set of activities with a defined start and end date
Broad project groups
Research and development projects
Commercial product or service development projects
Capital goods and infrastructure projects
Organisational change projects
Events
Common features
Mission focused
Set timeframe
Certain specifications
Specific goal
Defined resources
Characteristics
Outcomes unique and/or highly customised
Non-routine and complex tasks
High risk and uncertainty compared to day-to-day ops
Failure risks
Changed specifications (quality)
Severe delays (time)
Cost escalation (cost)
Disputes between stakeholders (people)
Causes:
Innate complexity
Poor project management
At the core of PM
Project life cycle
Controlling
Planning
Defining
Learnings
Project performance objectives ('iron triangle')
Quality
Time
Cost
Project environment
External influences
Political
Physical
Social
Economic
Difficulty levels
Scale
Uncertainty
Complexity
Stakeholder interactions
Differentiating options (p.513)
Novelty, technology, complexity and pace - the 'diamond' model
Novelty (of outcome)
Platform
Derivative
Breakthrough
Technology
Super high-tech
High-tech
Medium-tech
Low-tech
Complexity
System
Assembly
Array
Pace
Blitz
Time-critical
Past/competitive
Regular
Scale, complexity and uncertainty
Complexity
Single group
Single organisation
Multi-organisation
Uncertainty
Repeating
Different
Ground-breaking
Scale
Small
Medium
Large
Volume and variety
'As before, but...'
Mid volume
Mid variety
'First timers'
Low volume (one?)
High variety
'Paint by numbers'
High volume
Low variety
Stakeholders
External
Competitors
Lobby groups
Suppliers
Shareholders
End users
Government agencies
Employees
Internal
Project team
Functional managers
Project sponsor
Contractors
Client
Project support
Stakeholder-based approach
May open up resources leading to better odds of success
Can better understand stakeholders to anticipate and influence either opposition or support
Helps shape the project to avoid objections later
Communicate early and frequently
Get stakeholders involved as early as possible
Activities to manage stakeholders (p.517)
Determine the nature of different stakeholders
Work through categorising who will have varying degrees of positive or negative perspectives on the project
See table 15.5, p.518, for a matrix on this
Identify stakeholders
Try to identify individuals, even if they represent a group or organisation - who will you actually communicate with?
Stakeholder mapping
Try to identify all, even if only to deliberately decide who won't be managed
Prioritise and manage stakeholders
Power-interest grid
High power / high interest = manage closely
High power / low interest = keep satisfied
Low power / low interest = monitor
Low power / high interest = keep informed
See questions on p.519 to help understand high-priority stakeholders
Determine their power to influence the project and their interest in doing so
The project manager
Skills
Opposing requirements
Influence without authority
Attention to detail AND big picture view
Open communicative environment while staying on point with project objectives
Hope for the best AND plan for the worst
Role involves - leading, communicating, organising, negotiating, managing conflict, motivating, supporting, team building, planning, directing, problem solving, coaching, and delegating
See p.522 for good list of specific role and person characteristics
Managing matrix tensions - these are the overlaps where staff/resources are required for a project and general functions
Tasks
Overall role is to plan and control the entire project
The iron triangle
Time
Quality
Cost
These are based on the 5 performance objections of ops, but simplified for projects (time represents speed and dependability and flexibility is a given so not mentioned specifically)
Determine project organisation structure and how is connects to existing organisation
Set and control staffing, budgets, work schedules, resources
Public relations - deal with community, social and cultural concerns
Project designer will identify objectives, scope and strategy - project manager first needs to fully understand this
Scope
May cover legal boundaries, especially if outsourcing
Covers deliverables, limits, exclusions
Defines what is in scope and what is NOT
May include a formal 'project specification' document
Strategy
Will outline phases
Will identify milestones and/or 'stagegates'
Stagegates - important decision points which launches a new phase or commits to next costs etc
Milestones - important guide points, may trigger payment arrangements
General outline of 'how' the project will reach its objectives
Won't necessarily have dates at this point but will be useful for further discussion and planning
Objectives - the iron triangle - need to be SMART and cover purpose / end result / success criteria
Generally NOT the project designer