Project Management

Project Integration
 Project - A Simple Definition

A project is a task with

a beginning

an end

and identifiable objectives

Dr Martin Barnes
 Project - Definition

A project is a unique set of co-

ordinated activities, with a definite
starting and finishing point,
undertaken by an individual/
organisation to meet specific
objectives within defined schedule,
cost & performance parameters
BS 6079-1, 2000: 2
d
• “A temporary endeavour undertaken to create a unique product,
service or result” – PMI
• “A set of co-ordinated activities, with a specific start & finish,
pursuing a specific goal with constraints on time, cost &
resources” – ISO 8402
• “A management environment ... created for the purpose of
delivering ... business products according to a specific business
case” – PRINCE2
• “A unique process ... with start & finish dates, undertaken to
achieve an objective ... including constraints on time, cost &
resources” – BSI
• “An endeavour in which ... resources are organised ... to deliver a
unique scope of work ... within constraints of cost & time ...” - APM
 Project – Explained
A project can be considered to be any series of
activities & tasks that:
 Have specific objective(s) to be
completed within certain specifications
 Have defined start & end dates
 Have funding limits (if applicable)
 Consume human & nonhuman resources
 Are multi-functional (cut across several
functional
lines)
 Projects Vs Operations
Turner R. (2009)

Business as usual Change & innovation

 Operations 
Projects
 Repetitive 
Unique
 Eternal 
Finite
 Evolutionary change 
Revolu
 Equilibrium tionary
 Balanced objectives change
 Stable resources

Disequ
 Stability ilibriu
 m
Efficiency


Unbala
Roles
nced
 Experience objecti
ves
 Project Management
- Definition PMBOK

The application of knowledge, skills, tools &

techniques to project activities in order to meet
stakeholders’ needs & expectations from a project.

…the discipline of planning, organising & managing

resources to bring about the successful completion of
specific project goals & objectives
OTHER DEFINITIONS OF PROJECT
MANAGEMENT
 10 Knowledge Areas & 49 Processes

1. Project Integration Management

2. Project Scope Management
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communications
Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management
 Why Project Management?
Projects & project management are essential to the non-
routine duties that must bring about change.

Provides a systematic approach to manage complexity,
uncertainty & risk

Better, more responsive, control

Better client relationship

Sharper focus on results

Better interdepartmental co-operation

Shorter development times

Lower cost, higher quality & reliability

Higher profit margins & return on investment
 Why do we need PM


To determine roles & responsibilities

To identify & establish priorities

To establish & manage realistic deadlines & schedules

To determine & assign accountability & authority

To ensure proper documentation of work activities
(determining what documentation is needed & to avoid over
documentation)

To provide effective & timely communications to
each stakeholder

To reduce rework & redundant work
 Project Management Drivers

What drives project management?


Time to market/ Competitiveness

Strategic cost and quality requirements

Flatter management structures

Team working

Low cost project management software

Simultaneous or concurrent engineering

Cost penalties in contracts

Cost of work in progress
Benefits of Project Management


Allocate scarce resources

Focus management skills on to specific tasks

Secure commitments to deliver results

Direct elements of the business with excessive
planning

Keep control of multiple projects

Ensure that quality and safety are engineered
into projects at the design stage

Extend the experience of staff
Projects, Programmes & Portfolio
 Programme Management


Coordinated management of a group of projects having a
common strategic objective to deliver benefits that
would not be achieved were the projects managed
independently

e.g.

Product extension – extending the life of an existing product to
fill a potential gap in the product life cycle

New Product development – designing and producing a new
product to replace an existing product

Process development – improving the manufacturing
process to
enable more efficient production

Coordinating deliverables, interfaces, resources,
priorities, information, technology
 4 Types of Programme
1. The multi-project (multi-client) programme
e.g. an organisation gives contracts to many
organisation
2. The multi-project (single client) programme
e.g. an organisation has many projects for the
same customer
3. The mega-project programme
e.g. numerous highly interdependent projects aimed
at delivering a superordinate goal
4. The programme management (or management
by projects) organisation
Reiss (1996)
 Programmes & Projects

Programme management is different from

project management.
Project manager: Programme manager:
• Has more complex and subtle
• Is focused on success criteria. e.g.: A Govt
making project succeed; programme to manage the
consequences of harsh weather, floods,
• Delivering the project is drought, snowstorms & climate
change. Logically, there will not be
everything and floods & drought at the same time.

• Failure results if project • The programme can succeed

without every single project
not delivered succeeding.
 Project Portfolio Management
The continuous process of selecting & managing the optimum set of
project-oriented initiatives to deliver maximum business value.”

Grouping of projects for management convenience

Often sharing
common resources
Portfolio projects
do not necessarily
share common
objectives
Ensures that projects
are ‘visible’
Avoids duplication, or
inappropriate projects,
 Project
Management
Processes
1. Project Initiation
2. Project Planning
3. Project Execution
4. Project Monitoring & Control
5. Project Close-Out
Project Management
 Learning Outcomes
At the end of this lecture, you should be able to:

1. Appraise project management processes in

sequence
2. Explore the principal outputs of each
process
group
3. Critically evaluate the purpose of each of the
process groups
4. Apply some of the key tools in each process
group
Project Management
 Project Management Processes

Definition:

Project Management is accomplished through

processes which are defined as;

‘…a set of interrelated actions & activities that

are performed to achieve a pre-specified set of
Products/ Results/ Services (PRS)…’
PMBOK
Project Management
 Project Management Processes

Initiating • Project Charter & Stakeholders

Register

• Project Definition/Objectives
Planning • Project roles
• Task List/Work Breakdown Structure/Schedule
• Project Management Plan
• Assumptions, constraints & critical success
• Status Reports
Controlling factors
• Plan Change
• Change
RequestsManagement •
Executing Product Deliverables
results • Change requests
• Issue management results • Issues
• Testing/Performance
Closing Data

• Product, Process and Vendor

Evaluations
• Acceptance Documentation
• Legal Contract and Budget Closure
• After Project Review Ongoing • Process
• Project Archives Cross Improvements
• Redeployed services Project
• Outstanding issues and changes Improveme
nt
Based on PMBOK

Project Management
 PMBOK®

Project Management
 Process Groups

Project Management
 PMBOK® PM Processes
Based on the PMBOK® Guide – 6th Edition

Project Management
 Project Management Processes
Process Description
Initiating Starts the project – this would usually include the
project charter & feasibility study.
Planning Selects & develops the best course of action to attain the
objectives that the project was undertaken to achieve.
Execution Integrates, instructs & co-ordinates people & resources
to implement & carry out the management plan & make
it happen.
Controlling Ensures the project objectives are met by monitoring &
measuring progress regularly to identify any variances
from the management plan so that corrective action can
be taken as necessary.
Closing Formally accepts the project and brings it to an orderly
oject Management Processes
end.
Pr
 Level of Activities PM Processes & Level of Activities

S F
Initiating Planning Executing Monitoring & Closing
Controlling

Project Management Processes

Project Management
 PM Processes & Level of Activities
PMBoK
Level of Activities

Initiating Planning Executing, Monitoring & Control Closing

• Project Brief • Project Definition/Objectives • Product/ • Status Reports • Product, Process & Vendor Evaluations
• Goals • Project roles Service • Plan Change Requests • Acceptance Documentation
• Specifications • Task List/Work Breakdown Deliverables • Change Management results • Legal Contract & Budget Closure
• Tasks Structure/Schedule • Change • Issue management results • After Project Review
• Responsibilities • Project Budget requests • Project Archives
• Assumptions & • Issues • Redeployed services
Management ses
Project Proces constraints • Testing/
 PM Processes & Deliverables

Statement of work, Process models

Contracts, Historical information Project charter
Policies, standards Lessons learned 1 Initiating Stakeholders
operating procedures, Organisational culture Register
standards, guidelines, Pool of available staff
Project management
information system

Deliverables
Work performance
Project information
2 Planning management 3 Executing Requested changes
plan Implemented change
requests

Project Management
Nokes & Kelly, 2007
 PM Processes & Deliverables(cont...)

Approved change
Implemented Approved deliverables requests
corrective actions Monitoring Performance reports Rejected change requests
Implemented 4 & Updates to project Recommended
preventive actions management plan
Controlling Update to
preventive actions
Implemented Approved preventive
defect repairs scope statement actions
Forecasts
Recommended corrective
actions

Approved
corrective actions Final product,
Recommended result/
5 Closing
defect repairs service of the
Approved defect repairs project
Validated defect repairs

Project Management
Nokes & Kelly, 2007
 Project Management Process Groups

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Project Management
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 Project Initiation
Definition:
The process of
committing the
organisation to begin
the project/ the next
phase of the project.
Project Initiation Outcomes:
1.Project charter
Project Management
2.Stakeholders
 Planning: The Rationale

To eliminate/reduce
uncertainty

To improve efficiency of the
operation

To obtain a better
understanding of objectives

To provide a basis for Hot Tip
monitoring & controlling work
Effective planning will improve the
efficiency of the team & increase the
probability of meeting objectives
Project Management
 Planning

Creates & maintains a workable approach to
accomplish project objectives.

Plan the work & work the plan.

Use planning to model how the project will be
performed.

Follow your plan & then evaluate & revise the
plan, as needed based on your work
experience.

Output: Project Management Plan

Project Management
Level of Activities
Risk of Project Planning

S
Initiating Executing Monitoring &
Project Management Planning Controlling Closing F
 Progressive Elaboration
~ Rolling Wave

Project Management technique

Used by the project team

The PSR are determined incrementally &
continually refined as the project
progresses

Project Management
 Execute and Control

Determine if the project is on time and within budget.

Communicate status to stakeholders.

Determine if the product is being produced according to
specifications and expectations.

Learn from experience.

The plan (Schedule) should be adjusted throughout the
lifecycle of the project to keep it in-sync with what is really
happening.

Adjust the plan as needed.

Outputs: Status Reports, Updated Schedules, Team
Meeting Notes, Design Reviews and Testing Results
Project Management
 Close Out and Assessment

Sponsor/Client accepts the project results.


Team meets to review the project.


Develops improvement plan.


Shares lessons learned with other projects.


Output: Post Project Review Report, Ongoing
product evaluation

Project Management