ProjectManagement Framework May 2010

Ciaran WhyteRisk AdministratorPlanning & Strategic Projects Unit

Project Management Framework

OR.....

Ciaran Whyte

Agenda Objectives of Seminar What is a project? What is PMF? PRINCE2 Project Lifecycle Stage 1 – Scoping and Approval Project Governance Stage 2 – Project Planning Stage 3 – Start Up the Project Stage 4 – Deliver the Project Stage 5 – Close the Project Stage 6 – Post Project Review

Project Management Framework

Objectives of Seminar

• Know what the Project Management Framework is• Know what the stages in a project life cycle area• Within each stage know what steps to take • Realise that a Project Manager’s job is not really for dummies!

At the end of the seminar you should -

Project management challenges

How the funder explained it

What the funder really needed

Perception from other Schools

How SMT described it

What was deliveredHow it was documented

Project team’s understanding

Admin Depts perception

How HoS/HoD described it

External partners understanding

What is a project?

“a temporary endeavour undertaken to create a unique product or service”

Definite beginning and definite end

Product or service is different from all other products or services

Reached when project objectives met or project terminated

What is PMF?

“Project Management Framework provides a basic structure for understanding project management as it is deployed at Swansea University”

Application of knowledge, skills, tools, and techniques to meet project requirements

PRINCE2

Directing A Project

Starting Up a Project

Initiating a Project

Planning

Controlling a Stage

Managing Product Delivery

Managing Stage Boundaries

Closing a Project

Directing a Project

Initiating a Project

Starting Up a Project

Planning

Closing a Project

Managing Product Delivery

Controlling a Stage

Managing Stage Boundaries

Project StagesPlanning

Scoping & Approval

Stage 1

The P ro ject L i fecyc leDelivery Close Post

Stage 2 Stage 3 Stage 4 Stage 5 Stage 6

Project Planning

Start Up the Project

Deliver the ProjectClose the

Project

Post Project Review

Identify need & scope of project

Write business case

Identify owning HOS/D

Secure planning resources

Agree governance

SMG Research approval

Create project plan

Prepare full bid

Conduct risk review

Plan all resources

Negotiate agreements

Secure SMT approval

Initiate contracts

Secure all resources

Engage PM

Setup finances

Secure funders approval

Execute project plans

Deliver outputs

Manage exceptions

Manage contract delivery

Submit Claims to funder

Project Steering Group control

SMT Monitoring Reports

Project Assurance Review (if requested)

Funder/PWC Audits (if requested)

Close contracts

Close finances

Write Project Completion Report

Release resources

Review benefit delivery

Identify follow-up projects

Stage 1 – Scoping and Approval

Scope Planning

Scope Initiation

Scope Definition

Scope Verification

define

Key stakeholders

Breakdown to lower levels document

SMG Research approval

Ensure project includes ALL the work required AND ONLY the work required to complete successfully

Business CaseProject DefinitionHigh Level Project Plan

Stages 1-3 – Other things to do

Risk Identification

Communications Planning

Quality Planning

Procurement Planning

Organisation Planning

Staff Acquisition

Solicitation Planning

Risk Evaluation

Risk Mitigation

what standards apply

stakeholder needs

roles, resps and reporting

what, how much & when

get the team

specify & identify potential sources

Pre-RA check to assess risk levelRisk Assessment Review for high risk projects

Project Governance

Direct Management Responsibilities

Administrative Departments

External Project Steering Group

School Resources External Suppliers or Partners

Project Steering Group

- Head of School(s)- Principal Investigator (PI)- Project Manager (PM)- Key SU stakeholders

University Senior Management Team (SMT)

SMT Owner

Finance Infrastructure R&D Business Marketing

Academic Activity External/OutputsBudget Building/ICT Communications

Sub-Group Management

• Direction & guidance• Provide resources• Secure funding• Liaison to Exec

groups• Approve outputs• Resolve issues• Manage risks• Policy decisions• Scope changes• Contingency

“owns” ProjectAppoints chair

Delegate accountability to chair of sub-group

Stage 2 – Project Planning

Activity Definition

Cost Estimating

Resource Planning

Activity Duration

Estimating

Activity Sequencing

Schedule Development

Cost Budgeting

Project Plan Development

specify activities

determine -people -kit -materialsto perform each activity

establish dependencies

estimate work periods

task schedule

Pull together & document with ALL assumptions

allocate to periods

Translate to £s

MS Project

Stage 2 – Project PlanningID Task Name Duration Start Finish

2 Main Project 3 days? Mon 29/06/09 Wed 01/07/093 Bid Dev/Approval 2 days? Mon 29/06/09 Tue 30/06/09

4 Bid Approval 1 day? Wed 01/07/09 Wed 01/07/09

5 Project Completion 1 day? Fri 29/06/12 Fri 29/06/12

6

7 New Facility 543 days? Wed 24/06/09 Fri 22/07/118 Planning/Design 1 day? Wed 01/07/09 Wed 01/07/09

9 Procurement Framework 100 days Wed 24/06/09 Tue 10/11/09

10 Planning Approval 1 day? Wed 01/07/09 Wed 01/07/09

11 Site Clearance 45 days Fri 01/01/10 Thu 04/03/10

12 Construction 300 days Fri 05/03/10 Thu 28/04/11

13 Commissioining 60 days Fri 29/04/11 Thu 21/07/11

14 'Opening' 1 day? Fri 22/07/11 Fri 22/07/11

15

16 Equipment 567 days Wed 01/07/09 Thu 01/09/1117 Scoping 50 days Wed 01/07/09 Tue 08/09/09

18 Procurement/Order 195 days Wed 09/09/09 Tue 08/06/10

19 Installation 45 days Fri 29/04/11 Thu 30/06/11

20 Commissioning 45 days Fri 01/07/11 Thu 01/09/11

21

22 Tech Transfer 1 day? Wed 24/06/09 Wed 24/06/0923 Team Establishment 1 day? Wed 24/06/09 Wed 24/06/09

24

25 CRF 783 days? Wed 01/07/09 Fri 29/06/1226 Phase 1 (Inform.) 1 day? Wed 01/07/09 Wed 01/07/09

27 Phase 2 (Clin Start) 400 days? Thu 02/07/09 Wed 12/01/11

28 Equipment Procurement 60 days Wed 09/09/09 Tue 01/12/09

29 CRF Fitout 20 days Fri 29/04/11 Thu 26/05/11

30 CRF 'Opening' 1 day? Fri 22/07/11 Fri 22/07/11

31 Phase 2 (Clin full) 245 days Mon 25/07/11 Fri 29/06/12

32

33 ERDF Outputs/Monitoring 1 day? Thu 02/07/09 Thu 02/07/09

34

35 Project Management 795 days? Mon 20/04/09 Fri 04/05/1236 Evaluation (proc) 60 days Sun 01/01/12 Fri 23/03/12

37 Evaluation 20 days Mon 26/03/12 Fri 20/04/12

38 Eval Review 10 days Mon 23/04/12 Fri 04/05/12

01/0729/06

01/07

22/07

22/07

20/04 03/08 16/11 01/03 14/06 27/09 10/01 25/04 08/08 21/11 05/03 18/06 01/10 14/01 29/04 12/08 25/11 10/03 23/0601 February 01 September 01 April 01 November 01 June 01 January 01 August 01 March 01 October 01 May

Stage 3 – Start Up the Project

Negotiating and receiving funding

Carry out initiation tasks Secure resources Initiate contracts Finance systems setup Engage project manager

Handle changes Revisit Stages 1 & 2 if scope or plan changes

Stage 4 – Deliver the Project

perform all activities in project plans

EXECUTIONCONTROL

Collect information status – current position against plan progress – achievements forecasts - prediction

Document Steering Group Highlight Report External reports to Funder Major Project Monitoring Report Issue Log / Risk Register

Meetings Steering Group Meeting Sub-Group Meetings Project Team Meetings Claim Meetings

Stage 4 – Other activities

Solicitation

Quality Assurance

Team Development

Information Distribution

Source Selection

Contract Administration

Schedule Control

Scope Verification

Scope Changes

Risk Monitoring

Cost Control Quality Control

“health check” Project Assurance Review

conduct sampling

& agree actions to eliminate

unsatisfactory performance

enhance performance

timely provision to stakeholders

getting quotes / bids choosing supplier

managing supplier delivery

requests assess impact & estimate cost approvals

review risks & track actions

Stage 4 – Project Assurance Review

1. Are all stakeholders fully committed and effectively involved?

2. Will the project deliver the desired outputs and costs, and is tracking ongoing and meaningful?

3. Is the project plan accepted and maintained and is there confidence in reporting and estimates to complete?

4. Are the project team high performing with clear roles and responsibilities?

5. Is the scope realistic and are the project boundaries being clearly managed?

6. Are all risks being mitigated?

7. Does the project help or endanger Swansea University’s reputation, finances or staff development?

Stage 5 – Close the Project

Close contracts verify completed successfully final invoices

Close financial systems Project Completion Report

plan versus actual with variances explained– finances– milestones– outputs– resources

lessons learned – what went well? what went badly? recommendations archiving of project files

Release resources Celebrate achievements!

Stage 6 – Post Project Review

SMT Owner appoints independent reviewer

Review achievement of benefits

Review management of project

Lessons learned

Identify potential follow-up projects

And if it all goes wrong...