PMGov

Project Management Portal for Government Projects

Definition (ISO 21500)

• Project Management - Application of methods, tools, techniques and competences to a Project

• Project – set of unique & temporary coordinated and controlled activities with start and finish dates undertaken to produce a service or product

PM Frameworks

1. PMBOK Guide ver 52. PRINCE2 2009 edition 3. ISO 215004. ICB ver 35. Agile Project Management6. PRiSM7. Critical Chain Project Management8. Event Chain Methodology9. Process-based Management10.Lean Project Management11.Six Sigma12.Benefits Realization Management

Life Cycle/Phases

1. Initiation

2. Planning

3. Execution/Implementation

4. Control

5. Closeout

6. Operations

Themes/Knowledge Areas / Subject Groups

• Integration

• Stakeholders

• Scope

• Resource

• Time

• Cost/Budget

• Risk (ISO 31000)

• Quality (ISO 10006)

• Procurement (GPRA, RA 9184)

• Communications

7 Integration Processes

1. Develop project charter – high level requirements & project boundaries

2. Develop project plans – output-based description, defining the baselines

3. Direct project work – direct team members to create deliverables

4. Control project work – managing progress & performance compared to the plan

5. Control changes – structuring change requests6. Close project phase or project – completing all

activities7. Collect lessons learned – documenting positive and

negative performances

2 Stakeholder Processes

• Identify stakeholders

• Manage stakeholders– Analyze expectations and their impact on the

project

– Satisfaction should be managed

4 Scope Processes

1. Define scope– Link to the organizational strategy

– Meet stakeholders’ needs

– Define boundaries

2. Create WBS

3. Define activities

4. Control scope• Controlling changes

6 Resource Processes1. Establish project team2. Estimate resources

• Human• Materials, Facilities, Equipment, Infrastructure, tools

3. Define project organization• Commitment, roles, responsibilities• Authorities relevant to the project

4. Develop project team• Team performance, interaction and motivation• Grow competencies

5. Control resources• Define procedures, allocation and shortages

6. Manage project team• Feedback, resolving resource issues, encouraging

communications, coordinating changes

HR key roles

• Project sponsor – Policy direction – ensures that project objectives are aligned to the

project goal

• Project manager– responsible for the delivery of the project objective– Stakeholder mgt, guiding the project team– Selecting and applying the right project management

processes at the right time

• Project team member• Responsible for delivering the expertise and work needed to

create the project result• Competences: technical, behavioral, contextual (ICB 3.0)

Project Sponsor

Project Manager

Other stakeholders

Project Governance

Project Organization

Project Management Team

Project Steering Committee

ISO21500

4 Time Processes

1. Sequence activities• Logical relationships• Network diagram• Identifying critical path

2. Estimate activity durations• Elapsed time – time needed for administrative processing and

approval• Periodic re-estimates and updating the baseline

3. Develop schedule• Calculating the start and end times of project activities

4. Control schedule• Monitor variances by comparing actual versus baseline• Actions to avoid adverse schedule impacts

3 Cost Processes

• Defining and managing within the approved budget

1. Estimate costs– Includes reserves or contingency estimates

to deal with risks that have a cost impact

2. Develop budget• Distributing budget to WBS

3. Control costs• Monitor cost variances & taking action

4 Risk Processes

• Trying to minimize impact of potential threat on project results

1. Identify – Negative or positive impact to the project objectives

2. Assess – Measuring and prioritizing risks based on the estimated

probability of occurrence & its corresponding impact

3. Treat– Developing options and determining actions for reducing threats

4. Control – Minimizing disruption in case of threats and ensuring maximum

optimization of the project

Typical Constraints

Other Constraints

• Quality

• Risk

• ResourcesTim

e

Cost

Scope

Change is inevitable when implementing the project

3 Quality Processes

1. Plan– Gather all appropriate quality standards applicable

to the project and determine compliance

2. Perform quality assurance– Review quality control measure by auditing quality

requirements and application of quality standards

3. Perform quality control– Measure performance and recommend changes

NECA 301 for installing and testing fiber optic cables TIA-942 for data center standards ISO 27001 for information security management system

3 Procurement Processes

1. Plan procurements

2. Select suppliers

3. Administer procurements– Risk assessment

– Budgetary or time constraint

RA 9184 or the Government Procurement & Reform Act

3 Communications Processes

1. Plan communications– Determining the information and communication

needs of the stakeholders

2. Distribute information– Making the information available to all stakeholders,

as defined in the plan– Consider responding to adhoc or unexpected

events (threat, risks)

3. Manage communications– Ensure needs of stakeholders are satisfied and

resolving all issues

Subject Group & ProcessesSubject Group / Knowledge Areas

Process Groups

Initiate Plan Execute / Control

Close Operate

Integration

Stakeholders

Scope

Resource

Time

Cost

Risk

Quality

Procurement

Communications

Prince2 PM Basics

Agile Project Mgt

• Principles: embrace change, focus on customer value, deliver incrementally, collaborate, reflect, learn continously– Only plan what you realistically expect to happen (2-4

weeks cycle & delivery at the end of each iteration)– Plan for several iterations– Change mgt: continuous feedback loops, iterative &

incremental development, prioritize backlogs

• Agile is more of a ‘how’, than a ‘what’• Well-balanced set of smaller projects,

sequentially or parallel

Projects integrating Sustainable Methods (PRiSM)

• Also known as ‘green project mgt’

• Focuses not only on deliverables but on ‘how they are created’

• Emphasis on 5Ps: people, planet, profit, product and process

• Defines procedures for the environment

• Special processes/activities to sign-off next phases or stages

Critical Chain Project Management

• Method that focuses on the ‘resources’ required to execute the project work

• Makes use of buffers or safety time added to all tasks

• Can be applied to Resource, Time, Risk related processes

Event Chain Methodology

• Uncertainly modeling and schedule network analysis technique focused on identifying and managing events and event chains that affect project schedules

• >CPM, CCPM

• Events can cause other events

Process-based Management

• Method to improve organizational efficiency and effectiveness– ISO 9000 (quality standards)

– Lean

– Six Sigma

Process-based, Lean, Six Sigma are all organizational improvement methods

Lean Project Management

• Lean PM is delivering more value with less waste in a project context

• ‘standardization’• PM Principles:

– Eliminate waste– Instill empowerment, respect, integrity– Decide later, deliver fast– Amplify learning– See the whole– Manage risk

Six Sigma

• Set of tools and strategies for process improvement

• identify and eliminate causes of undesired process outcomes or defects

• 3 basic strategies– Process investment

– Process design/redesign

– Process management

Benefits Realization Management

• Also termed as ‘value creation’

• Sponsor’s responsibility to ensure the benefits are realized

• Sometimes it required implementation of multiple projects to realize the benefits (program/portfolio mgt)

PM Tips

• Recurring and non-recurring

• Deal with issues and changes

• Document decisions along the way – who decided what and when

• Address corrective action

• Manage resources properly

Phases

• Pre-project phase– Project charter

• Existence is formally recognized• High-level project description and key constraints (deadline

or budget limitations)• Business case explaining and supporting reason for

existence; how it will realize benefits

– Stakeholder register• High level identification of stakeholders, buy-in

– Staff assignments and contracts– Project plans

• Detailed project plan

Definition Phase

• Project management plan– Defines how the project will be undertaken,

monitored and controlled

Realization and Implementation Phase

• Deliverables are product oriented

• Clear cut-off point must be defined upfront to prevent continuous maintenance and support activities (operational) to avoid ‘never-ending project’

Closing Phase

• Project closure report• Sign-off from project sponsor signifying that

objectives are met• All assets and remaining obligations are

transferred to the sponsoring organization or to the customer

• Project evaluation document• Lessons learned and best practices• Conclusion …

Logical Framework Approach

• Prior to doing the LFA, do the trees analysis

• Projects are made to address a recurring problem

• Restatement of problems as desired results

PD-PM AnalysisFramework

• Problem trees – defining main problem, cause & effect• Objectives trees – converting problems into objectives,

negative to positive statement• Stakeholders analysis – primary, secondary and their

impact to the project• Alternatives analysis – what we can implement based on

resources and time• Logical framework analysis (scope)• Do other plans (Quality, Risk, Comms, Procurement)• Project plan + other plans = integration plan

LFA

• Project design tool that will allow you to plan top-middle-bottom activities of your project, and concurrently defining the indicators, proofs and assumptions

Example of an LFA

LFA, KA, M&E

Narrative Summary = scope plan

OVI = KRA MOV = info needed by Stakeholders

CA = Risk Mgt Plan

Goal/Impact Impact M&E

Purpose/ Objective/ Outcome

End of projectResults M&E

Requires additional activities

Output Progress M&E

Activities/ Inputs

Com

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