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The concept of project management - Coggle Diagram
The concept of project management
Project and Project Management
Project
Has
resources
Workforce
Funding
Has
stakeholders
Has a
defined beginning and end
Some degree of
uncertainty
Once complete, integrated into the
normal day-to-day
activities of the business
A
unique
undertaking to achieve a specific
objective
Association of Project Managers Definition
A human activity that achieves a clear objective against a time scale
Project Management
CIMA Official Terminology Definition
The
integration of all aspects of a project
, ensuring that the
proper knowledge and resource
are
available
when and where needed, and above all to ensure that the expected outcome is
produced in a timely, cost-effective manner
responsible for day-to-day decisions in relation to the project
Ultimately responsible for the successful completion of the project
Reports to project sponsor, who initiates the project & essentially makes all the high level decisions
Project Constraints
Anything which
restricts, limits, prevents
or
regulates
activities being carried out.
Critical that
constraints are known
when running projects so they are
taken into account throughout the project
Primary Constraints
(Project Triangle)
Cost :red_flag:
Quality
Positively correlated with both :!:
Cost
and :!:
Time
Increasing the quality of the project will normally lead to an
increase in both the cost
of the project and its
overall duration
Time
Positively correlated to
Cost :red_flag:
in projects
As taking longer to complete a project generally means that human resources are needed for longer
Other Constraints
Technological
Political
Legal
Environmental
Ethical
Stages in the project life cycle
Gido and Clements
's four phases of large projects
Phase 2- Development of a proposed solution
All
proposals for the solution
will be
submitted
and
evaluated
and the most appropriate solution to satisfy the need will be selected
Phase 3- Implementation
Involve doing
detailed planning
, & then
implementing that plan
to accomplish the
project objective
Project's objectives of
functionality, quality,
cost
and
time
are
monitored regularly
against each deliverable to ensure they are being met
Phase 1- Identification of a need
Initially, a
feasibility study
will be conducted to check the
size of potential benefits
At the end of the phase, the company then decides whether to proceed with the project
Project team
is formed
Project initiation document
(PID) is raised
Phase 4- Completion
Important
tasks are carried out
when a
project closes
such as:
C
onfirmation that all deliverables
have been
provided and accepted
, and all
payments have been made and received
P
roject performance is evaluated
and appraised in order to learn from the project for future reference
O
btaining customer feedback
is important in improving the quality of future project provision
Five project management process areas
Executing & Controlling
Once the project plan has been developed and agreed by the customer and project team
The
project manager
provides
Leadership and co-ordination
to the project team members
AND
Other stakeholders with the
aim of successfully delivering
the project objectives
Configuration Management and Change Control
Change Control
Change is an
inevatable part of any project
& must be
managed carefully
during the execution stage
Important to have an agreed
Change Management Process
to be aware of how change will be managed
The
initial project documents
, such as the
PID
and the
detailed project plan
, remain as 'baselines' so that all changes can be
carefully monitored and controlled
Change Control
is to ensure that
changes are agreed
and
communicated to all parties
before they are implemented
Problems if change is not managed
End user unhappy
with the final product
End up
costing more
as costs
continue to be incurred
Unlikely to deliver
the set objectives
Cause confusion and conflict
for the project stakeholders
Team members
working to the old plans
which
do not incorporate the change
wasted time
on aspects which may no longer be relevant
Change Process
About
At the outset of the project a
change management process
must be agreed. It should
incl the following
Agreement of a change budget
set up
to avoid the project sponsor having to authorise
every dollar of additonal spend
Recording of changes
Set of procedures agreed for
how all changes are to be recorded
Authorisation for changes
Must be agreed
who has the authority to agree to changes
Communication of changes
Specify how
changes to the project will be communicated
to all interested parties
Method for prioritising changes requested
changes requested will range from:
Must be done
Without these changes the project cannot succeed
Nice to have
These suggests enhancements to the current project plan
Configuration Management
Tracking and controlling
all aspects of a project and all documentation
and deliverables from the project
Specifying how all
aspects of the project are to be managed
This includes
Authorisation
and
tracking procedures
for any changes
requiring documentation
Monitoring and control procedure
to ensure only authorised documents
and
records are held
Ownership and
responsibility for documentation
Access control
over project records
Version control
of documentation
Effective project control
will involve a system to
regularly gather data
on actual project progress, costs and performance, and
compare these against the project plan.
If
deviation is discovered
the project manager must:
Obtain authorisation
if necessary
Report the deviation
Take
corrective action
Main purpose of a
control system
Correction
of deviations
Prevention
of any
future deviations
Prevention
of
deviations
Implementation
of recommendations
Performance and conformance management
Performance Management
Assess the progress of each aspect of the project
incl
Functionality quality measures
Technical quality performance measures
Scope performance measures
Client satisfaction measures
Controlling
Time
can be done using
milestones
which should be
built into the project schedule
Controlling
Quality
can be done using the
project quality plan
(
PQP
)
Conformance Management system
Focuses on:
Quality Control
Quality Assurance
Inspection
To reduce waste and costs, and increase uniformity
Reports and Meetings
Project Reports
To
enhance and facilitate
the
communication of control and progress
throughout the life of the project
Types of Reports
Exception Reports
When everything is in accordance with the plan.
Only the exceptions are reported
Progress Reports
Note what has happened in the report period and the project status to date
New Issues
Corrective action plan
Progress of resolving issues identified to date
Expected achievement of milestones before next report
Status against plan in terms of:
Timetable
Scope
Cost
Next report date
Project meetings
Project progress review meetings
Regular, formal meetings involving the project manager, team members, and the customer or steering committee
To provide an update on the project status, identify any issues and establish action plans from that point
Other meetings
Project problem solving meetings
Meetings with external parties
Meetings with external resource providers such as suppliers and sub contractors
Team meetings
To foster good working relationships with the:
Members of the project team
Project Manager
Planning
Essential as it
helps to
:
Provide the
measures of success
Make
clear the commitment
of:
Resources
Money required for the project
Time
Encourage
forward thinking
Determine
if targets are achievable
C
ommunicate
what
has to be done
A
separate plan for the following
is drawn up:
Contingency
Deciding on what
additional activities, costs and time need to be added
to the plan to ensure a
reliable budget and completion date
Cost
This plan
uses a rate per hour for each activity in the time plan
, plus
cost of purchases
from the resource plan, plus
contingency costs
to create a budget for the project
Resources
Checks
peaks and troughs of workload
to ensure
human resources plan is feasible
Communication
This plan
identifies key people
in the project, their likely concerns, messages needed, planned method of communication and responsibility
Quality
Identification of the
project's customers, key outcomes
each expects and the
acceptance criteria agreed upon
Deliverables
Plan details
exactly what has been agreed as the deliverables of the project
Time
Lists all activities and
how long each is planned to take
finish dates of each stage of the project life cycle
Estimated completion date of the whole project
The Project Manager
Primary responsibility is to
define the project objective clearly with the customer
C
ommunicate this objective to the rest of the project team
Distinctly stating what constitues a successful project outcome
Project constraints - time, cost and quality
Project Cost
The amount the customer agrees to pay for the final project or product
Quality
(customer satisfaction)
Completing the project within the budget and by the agreed date to the customers's satisfaction and quality requirements
Project Time
The project will have a finite date for completion, either set by the customer or negotiated and agreed upon with the customer
Scope/Funcionality
All the work that must be carried out to satisfy the project's objective
Positively correlated with cost and time
e.g
Increasing the number of tasks to be performed within the project
Closing
Closure of the project once the project work is finished
Activities such as the following are undertaken:
Formal
sign off
of project
Project
review meeting
s
The Internal Review
(Team)
The external Review
(customer)
Establishing whether the project has
satisfied the customer's requirements
O
btaining feedback
improve future projects
C
rucial aspect
of
project closure
Opportunity for customers to
voice their concerns
E
nd
of project
meeting
F
inal Report
issued
C
ontents
would Incl
List of
deliverables customer received
Actual
achievements costs
, schedule and scope
Original
customer requirements
Degree which
original objective
was achieved
Brief
Overview
of Project
F
uture considerations
R
eference
will be made to the following
documentation:
PID
P
roject planning
reports
f
easibility study
and report
M
ilestones
and gates
Project is
delivered to users
Project
team disbanded
Continuous Improvement
Many organisations view project management as a
strategic competence
, from which they can
gain a competitive advantage
Initiating
Projects are initiated when a
need
or
objective is defined
Purpose of the initiation stage is to
identify the most worthwhile projects
to undertake by considering:
Feasibility
of the project
Risk and Uncertainty
relating to the project
R
easons to Initiate a Project
Meet
company's long term goals
and objectives
Process/
service enhancement
Feasibility
Feasibility studies
are carried out on a number of
potential strategies
with the
aim
of the study being to
decide which proposal to choose
Types of Feasibility
Social (Operational) feasibility
Does it
fit with current operations
Necessary to
assess operational/social factors affecting feasibility
S
ocial considerations
include:
Number of people required
Skills required- identify recruitment, training & redundancy
Ecological (Environmental) feasibility
Driven by the understanding that customers prefer
to purchase alternative products
or services because they are
more ecologically sound
and less harmful to the environment
Company image
Pollution by the project
Technical feasibility
Can it be done
Is the
technology tried and tested
Is the
technology available
Economic (financial) feasibility
Must
provide a benefit to the organisation
which is assessed through a
cost-benefit analysis
Cost-Benefit Analysis
Benefits
Tangible
Can be evaluated financially
Intangible
Not easy to evaluated financially
Costs
Revenue Costs
Operating expenses
Finance Costs
Interest Charges
Capital Goods
Incurred in the acquisition of assets
Financial costs and benefits
can be evaluated using
investment appraisal
techniques such as
payback
and
discounted cash flow
approaches like
NRV
or
IRR
Project Initiation Document
(PID)
Reasons for having a
PID
To
secure authorisation
of the project
To
act as a base document against
which project progress and changes can be assessed
Used to ensure that the project team and stakeholders
are in general agreement about nature of project
and what exactly it wants to achieve
The
document
therefore
contains
the following:
S
ecuring fundin
g for the project
Justifies the project
P
roject definition
and scope
Contents of a Project Initiation Document
(PID)
Deliverables
Tangible elements of the project
such as reports and assets
Cost and time estimates
Scope Statement
Puts bounderies to the project by outlining the major activities
Objectives
A clear statement of the mission, CFSs and key milestones of the project
Purpose Statement
Explains why the project is being undertaken
Stakeholders
List of major stakeholders in the project and their interest in the project
Chain of command
Project organisation structure