1. Professional certificate in projectManagement[Fast-Track] ilmEndorsed by the institute of leadership and management 11/4/2011 1

2. Project Management theory Concept, techniques and process11/4/20112 3. Essential Building Blocks Project Management consists of a number ofkey processes and knowledge Area. In orderto successfully create and deliver aproject, the following ingredients areessential:11/4/20113 4. Essential Building blocks Full understanding of the Management components Gain mastery of the key knowledge areas11/4/2011 5. Understanding projectManagementTo ensure we are all on the same page, wellstart off with some key definitions:What is a project? What is project Management? Who is project Manager?11/4/2011 5 6. What is a project?A group of activities to bring aboutchange or create a new product or serviceAttributesFinite defined life spanDefined and measurable benefits11/4/2011 6 7. What is a projects(1)The process of bringing about a newproduct or serviceAttributes One _off delivery Fixed timescales i.e. start and end Unique (no 2 projects are exactly same)11/4/2011 7 8. What is a project?(2) Introduction of change One _ off implementation Creation of a new service or product The sum of the parts needed for a total solution11/4/2011 8 9. What is a product?(2) A unique delivery _ No two projects are the same Delivery within a definite timescale i.e. definite start and end Common objective or goal to be accomplished within a time period11/4/2011 9 10. What is a project?(2)Process of bringing change in an environmentwithin a given time.Set of activities with a defined objective andtimeframeSet of tasks to achieve a goal 11/4/2011 10 11. How do project come about?A problem (or opportunity) Inefficient or cumbersome process, financiallossesAn ideal Wouldnt it be easier or better if..Industry requirement or change Industry solution e.g. the ISA product11/4/201111 12. How do projects come about?Statutory requirementGovernment initiative e.g. New taxation etcTechnologisingTaking advantage of innovations andtechnologyAutomating manual business processes etcBusiness expansion New branch. Expanding premises or office11/4/201112 13. How do projects come about?(2)ProcessoStep 1oStep2oStep3 oRequirement oIdea oRequestoProblem or opportunity11/4/2011 13 14. Examples of projectsAbby National _ ISA IT Systems_Banking system to support the sale of ISAproducts _covering all banking components e.g.DD, cash payment etc.Rover Group_Y2KCompliance: To ensure all IT systems compliantwith the new millennium11/4/201114 15. Examples of projects.Charles Schwab _ To establish 3 new branchesor investment centres in the United KingdomCCL _ To develop a study management systemfor a global green field companyIBM_ To e_Enable cable and wirelesssbusiness (internet, intranet and extranetapplications) 11/4/201115 16. 4 Examples of projects youveworked on Project 1 Project 2 Project 3 Project 4 Just name them.11/4/2011 16 17. Looking at projects fromdifferent anglesCategories, Types and Environments11/4/2011 17 18. Objectives We are going to look at different ways ofcarrying projects to ensure we approach theproject in a structure way with clearboundaries. This importance to facilitate effectivecommunication, role assignment andreporting form the start of the project to theend.11/4/201118 19. Project Types and CategoriesInternal project _ within an organization E.g. Rover Group ,Marketing Department External project _clientsE.g. cable and wireless global (IBM responsible for delivery)11/4/201119 20. Project Environment_3_tierIndustryTechnologyThe project is the core11/4/201120 21. Class Exercise Projects you worked on List projects (refer to earlier exercise) Categories into internal or External groupings Give a 5minute summary of one of one projects using the profile below: Project Name Project Objective Project Deliverable Your contribution and responsibilities11/4/201121 22. Managing ProjectsNow we all have good understanding ofprojects, lets talk about managing projectsWhat is project? What is project management? Who is project manager?11/4/201122 23. Managing ProjectsA complete definition11/4/2011 23 24. What is project Management? Project Management is theplanning, coordination and control ofactivities and resources to meet a definedobjective within a given timescale. Overseeing in a (controlled manner)theworkings involved in delivering an objectiveensuring effective and efficient use ofresources and time.11/4/201124 25. What is Project Management?(2) Overseeing the development of a new product tothe final stage of deliveryOrganization of activities, tasks resources over ascheduled period with a defined deliverable Monitoring the development of a goal from start to endThe art of applying an effective methodology orstrategy to an activity from inception to completion.11/4/201125 26. Project Management is . A skill or competence Comprises techniques, concepts and processes The equation for successful PM is Knowledge and Experience Mentoring11/4/2011 26 27. Why is project Managementneeded? Ensure timely delivery Ensure efficiency _ cost, people, equipment Ensure synchronized effort _ not a scattered approach Eliminate noise (project interference and politics) reducing conflict and delays _ always on the central part A specialist skill _people, planning, problem _ solving in ONE11/4/2011 27 28. Why is a Project Managementneeded?Effective control(time, cost, scope, resource, quality)Time ManagementScope definition or scope creep preventionTo achieve goal set with agreed timeframeEnsure correctness or quality of the end_product11/4/2011 28 29. Acquisition of PM skill How?Techniques and concept can be acquired bystudying the subject and mastered byexperienceBy knowledge attending courses, readingbooks on the subject etc. . By experience _ watch, do fall and learnPM Tip: knowledge and experience go hand_in _ hand and cannot be separated11/4/2011 29 30. Checkpoint 2 definition blocks down, 1 to go What is project? What is project management? Who is a project manager?11/4/2011 30 31. The Chief Aim of this course To ensure you attain the Knowledge + ExperienceRequired to successfully manage project Getting the balance rightcourse and workshops work Experience11/4/201131 32. The project Manager Who is responsible?11/4/201132 33. Who is a project Manager?The individual accountable for the successfuldelivery of a project (usually from inception tocompletion).Simply a clever juggler of time, money, people, requests orrequirements to meet an objective etc.11/4/201133 34. Who is a project Manager? Other Definitions Agent responsible for managing the process of change Oversees the development of a new product Is fully responsible for a project11/4/201134 35. Project Manager _ JobDescriptionExperience ofDefining and scoping a projectPlanning activities scope or extentManaging resources(both human and nonhuman)Co_ordinationIssue, risk and change management.11/4/201135 36. Project Manager _JobDescription Experience of Reporting to senior management (and alllevels) Excellent communication skills(oral and written) Excellent presentation and documentation skills PM or planning sw user _MS project 2000|2 Methodology _PRINCE2 Note the key words as a clue to areas of focus11/4/2011 36 37. Why are the project Managersneeded? To turn the clients dream into reality Single accountability Leadership _ no matter how highly experienced or technically sophisticated team still needs a leader for coherence and symphony Provide direction to team of experts11/4/201137 38. Why are project managersneeded?Single point of contact between client andsenior management and team.Effective use of resource _in and outapproachWork out project requirement_effort, resources, timescales11/4/2011 38 39. Why are Project Managers needed? Allow the business champions carry on with business as usual Allow idea _ generators to get on with the development of other ideals The executives want to get on with decision _ making and solving business issues not low level management To ensure successful delivery of projects11/4/2011 39 40. How do project Managersoperate?Full understanding of objective(thinking clearly on ones feetAttention to detailDont blow over emails, read through carefullyand respond straightawayA sense of urgencyProactive communication and problem solving(Nick the problem in the bud)11/4/2011 40 41. How do project managersoperate?With a methodologyA guide from the start to the endFull of factsImpromptu project updates and briefsA people _ personWatching out for the people and not just the projectTight deadlines with limited resources howeverPEOPLE are not machines.11/4/2011 41 42. A PROJECT managers personality Excellent leader Negotiator (turns impossibilities intopossibilities) Good judgment(premised on SMARTinformation) Fair _listens to both (all)sides Organized (structured and in control)11/4/201142 43. A Project Managers personality Team builder (focus on team synergy) Great communication _ spoken written, body language etc People skill _ Tall level I e. client, senior management, peer, teametc Instils confidence _can-do and does _ do attitude SMART: specific, Measurable, Accurate, reliable and timely11/4/201143 44. The Organized project MangerProject file and project bookA categorized record of the projectdocumentation IN ONE PLACEYour note and observations IN ONE PLACEMedium: Manual, Electronic, System or web11/4/201144 45. The mindset for deliveryEvery project Manager is expected to think onhis or her feet at all times proactively with aproblem _ solving and tackling attitude.Two tools or technique a PM must master totackle projects of any size or complexity are:Strategy (clear and structured thinking)Breakdown structures11/4/2011 45 46. Thank You11/4/2011 46 47. Why PM The relevance of project Management in 21stCentury industry11/4/201147 48. Why project Management? Organizations(commercial and charitable) in every industry havenew initiatives, requirements which must be implemented to:Keep Customers satisfiedstay ahead of the game etc.E.g.Banking are in competitionE _ banking solutionCost Effective call centres (24hrs service)Charities want to improve their serviceTo ensure Donor or Funder confidenceUnforeseen circumstances and natural disastersIn summary ,PM is needed for orchestrated deliveryMeet objectivesDelivery a product or serviceMake or introduce changes11/4/2011 48 49. Every industry requires PM Because it is the preferred method of delivery in the 21st century Why? Accountability One p.mgr Stakeholder involvement Guaranteed Achievement Tried and tested PM techniques and methodologies Effective use of resources Cross department synergy Everyone gets involved Overall company growth Stimulates learning New opportunities11/4/201149 50. PM is not a new skillAn age old practicePeople of the past practiced projectmanagement techniquesHistoric AchievementsEgypts pyramidsNoahs art(Religion)Roman bathsGreeks (Olympics)Asian TemplesGreat wall of chaina11/4/2011 50 51. The profession Formalised Standardised Fine-tuned Master or Expert and specialist11/4/201151 52. Learning opportunityGive me Examples of PMPsProduce job descriptions for each11/4/201152 53. Developed versus Developing WorldAdvancement throughnew technology andInnovationFosters anEnvironment to breedNew ideal andCreativityProactiveFresh bloodStrong dependence For basic deliveryBorrowed ideasBread_ and _butter Solutions 11/4/2011 53 54. project conscious PM Facts . Organizations are becoming more project _conscious because they have acknowledged the benefit of well orchestrated devilery.competitor Analysis There has always been a large demand for PM but these days it is becoming more and more prominent. Employers and Employment Agencies find it very difficult to fill PMP vacancies The good PMPs continue to charge or demand premium rates as PM skills are premium You are at the cutting edge of new phenomena!11/4/201154 55. Project opportunities Globalisation Tesco is expanding across the globe Natural DisastersTsunami December 2004 Defence or Homeland securityNorth Korea USA Research Medical cancer11/4/201155 56. Learning opportunity Analyse opportunities in project Management Magazine11/4/201156 57. The 21st Century is fuelled by.rapid achievement Creativity, innovation and new concepts must be backed up by effective project managementif the esteemed products and services are tobe realised11/4/201157 58. Working with innovators The following skill are essential Consultancy Organization Planning People Specialists need to be coordinated effectively to deliver Delivery Ability to execute to plan with precision Project Management Is the art or tool of achievement11/4/2011 58 59. Learning OpportunityWhat I am going to do to promote innovationin the workplace?Brainstorm11/4/201159 60. Project Management versusBusiness Administration andGeneral Management11/4/201160 61. The Executive Syndrome Many executives fail because of their inability to executive strategy. This is because most MBA and business Degree holders are trained in the art of strategy and not the art delivery For project success, it is important to realise the two arts go together and cannot be substituted for one another.11/4/2011 61 62. The Unusual ExecutiveIn rare cases, you come across the Executive with PMbackground and this is when project success is guaranteed.Project success is achieved when the Executive understands orrealises the following:The need for all (or key) staff to be trained in PM concept, techniques andmethodologies whether directly or indirectly involved in project i.e. PMtraining is non _ negotiable requirement for staff developmentEmpower staff to deliver work in projects to leverage marketplace shareFosters a culture of teamwork through project delivery and leads byexample i.e. project management in action thus shaping organizationalbehavior and crating a culture where personnel delivery by natureThe need for an effective and efficient project office which is well investedin serving as the focal point for project operation across the organization11/4/201162 63. The Executives FriendBill Gate, Richard Branson, AnitaRoddick, Alan Sugar, Donald Trump, OprahWinfreyThe Project Manager11/4/201163 64. Learning OpportunityAnalayse PM or JM print out11/4/201164 65. Relevance to you.Opportunity to become a cutting _edgeprofessionalEarn premium salariesSet up your own ConsultancyOnce you have acquired enough experienceWorld Development opportunitiesThe Developing world Worldwide11/4/2011 65 66. Premium Salaries Worldwide Project manager, Recovery Date Centre Move Exciting role for individual in challenging environment. Candidate will have experience of hands on project management of successful data centre installation commissioning and movement. Must have technical issues affecting a data centre from security to practical building works, powers, air conditioning ,alarm, networks, telecoms, UPS systems and general operations. Experience of working overseas essential especially within more:Type :contract location :Riyadh country : Saudi Arabia Start :ASAP salary or Rate: 750 or Day posted:03|05|2005 17:29:5511/4/2011 66Reference: JS_TT000414 67. Premium Salaries Worldwide Project office Support Six month contract to work on one of the most prestigious change programmes within an insurance environment. Working for the programme office team, and interfacing with the business and also a team of consultants(Accenture)this will be a varied and demanding role for an experience project office or programme office manager who has a proven track record in financial services. The successful candidate will have a minimum of 4 years experience in handing full reporting for a programme _budget more: Type: Temporary location: Gatwick, west Sussex Country: England start ASPA salary or rate :350 _400|day posted:06|05|2005 16:57:11 reference : is _AG _POS311/4/2011 67 68. Premium Salaries WorldwideProject Support OfficeOur client requires a project office support person for a3 month (renewable)contract in their prestigious Chesteroffice. The role will include preparing forms using MSword, raising purchase requests in oracle financial 11iand maintaining tracking sheets in MS Excel. Liaisingwith various department will be required so strongcommunication skills are essential. A good workingknowledge of Microsoft office and oracle financial isneeded, as us a minimum of 5 years practical experienceof more : type :contract location: Chester country:England start ASPA salary or rate: 100| day posted:06|05|2005 13:41:53 Reference JSHELj02739211/4/2011 68 69. Homework Write a report on the ff:The relevance of project management in the 21st century Max. No. Pages _511/4/2011 69 70. People in project Management It take people to make your payment level tide11/4/201170 71. Learning objectives It take people to make the Project wheel turnProject clock tickJoin a project or workplace and know who to ask what, their role and responsibilities and how they interconnect11/4/2011 71 72. Who are the people in projectManagement Class discussion11/4/2011 72 73. The Client The client _ I wont have a job without him |her| them11/4/2011 73 74. Learning Opportunity Ministry of Education, Zimbabwe invited consultants of GCS to create a business cases for introducing PM to the educational curriculum.11/4/201174 75. Every industry requires PM The orchestrator Chief coordinator Master planner People specialists ..etc11/4/201175 76. The Executives FriendBill Gate, Richard Branson, AnitaRoddick, Alan Sugar, Donald Trump, OprahWinfreyThe project Manager11/4/201176 77. The supplier It is unlikely I will have all the resources in every project situation Who plugs the gaps? Supplier of Goods and service Give an example of the above11/4/201177 78. Technical ConsultantIndustry sector or Technical Environment inwhich the project is being deliveredClass ExerciseFill in the gaps11/4/201178 79. Global Teams11/4/201179 80. Government The Laws and authorities of the land Planning consents Rules and Regulations Unwritten RULE culture11/4/201180 81. Non _Government Organisations What are the consideration? How can they help? Class discussion11/4/2011 81 82. protocolPiece of the cake mentality11/4/201182 83. Business FunctionsMarketing Accounts purchasing or procurement information or technologyLegal and compliance Strategic and team Strategic resource Fill in the gaps How does the project Team work with existingbusiness functions?11/4/201183 84. Homework Write a report on the ff.:- The relationship between The projectorganisation and normal business functions Max. No Pages=511/4/201184 85. ContractingVersus Permanent employment11/4/2011 85 86. Learning Objectives You should be in a position to make an informed decision regarding the type of employment suitable for you To start with and And as time goes by Enter into the world of work informed about the differences in the Employment Types and manager expectation As a result of the above, you should b in a position to go into the workplace with a winning attitude and win11/4/2011 86 87. Types of employmentPermanent EmploymentCompany EmployeeConsultantSelf EmploymentContractor freelancer11/4/201187 88. Permanent EmploymentWhat is itRegistered on the payrollOn a lifetime/indefinite employment contractBecome part of the corporate familyRegular fixed wages i.e. weekly or monthlyWhyJob security corporate benefitsLearning tolerancesTraining and professional development HowJob adverts Newspapers Agencies Speciality Government Job websitesWhomSeeking experienceConfidence buildingIndustry specialism11/4/2011 88 89. The contractor What is it Short term employment Why financial remuneration Profession freedom How Agencies Head _ hunt Whom Risk_ takers Good at what they do Seeking fast _track experienceSimilar to permanent employmentDifferenceIntolerance, you must get it rightShort termPositivesPaid thric as much as your PE counterparts (Uk estimates)Learn more due to varied short term contractsSwot to succeed _ fast track special _precociousEvolve into a consultant 11/4/2011 89 90. The consultant What is it Short/long term employment Why No mistake mentality Time saving Extra quality How Consultancies Head _ hunt Agencies(least popular) Whom Expert at what they do Seeking value adding experienceYears of experience and a qualified advisor DifferenceYou are expected to work twice as hard Intolerance, you must get it right Short term Positives Paid thrice as your PE counterpartLearn more due to varied short term contractsSwot to succeed _ fast tack specialist11/4/2011 90Evolve into a super _ consultant 91. The freelancerWhat is itAs _you _ like employmentWhyFinancial remunerationProfessional confidencePersonal freedomHowAgenciesHead_ huntWhom Risk _ takers Good at what they doSeeking fast track experience Free_ roaming consultant Own their own time11/4/2011 Seek their own opportunities on the professional track91 92. Learning opportunityResearch into the world of contracting anddebate the following?Contracting is better than permanentemployment11/4/2011 92 93. Employment Matters11/4/2011 93 94. Small vs. Large organisation11/4/201194 95. Employment AgenciesAgency11/4/2011 95 96. Tax Considerations PAYE Self -Employed CompanyNICPAYEcorporation11/4/201196 97. HomeworkWrite a report on the ff.:-My preferred choice of employment and whyMax. No Pages= 511/4/201197 98. Project Roles and Responsibilities11/4/201198 99. Learning objectivesAt end of this session, you should..Appreciate the importance of roles andresponsibilities in the workplaceHave a better understanding of Roles andresponsibilities in the project termsKnow what is expected of you as a projectprofessional i.e. your role and how your roleinterrelates with other roles11/4/2011 99 100. Introduction As we learnt on the project personnelcourse, peopleAre the lifeblood of projectsMake projects tickA project organisation as an entity performs arole i.e. improve school infrastructure inMalaysia which is a sum of individual roles11/4/2011 100 101. RoleEvery individual in an organisation or on a project musthave a purpose for being part of an organisation i.e. RoleTo be effective, your role and correspondingresponsibilities must be clear and well defined toPrevent duplication/overlapPrevent redundancySave on cost...Class to fill in the blanks with lecturer(15mins)11/4/2011101 102. A Definition _ Role A brief description of the expectation (e.g. major assignments, tasks) of each individual or group resource assigned to the project Your role is . The part played on the project Every role entail.Duties and obligation known asresponsibilities11/4/2011102 103. Your role is your first concern My responsibilitiesSecondly, you should also understand the role of your team mates and carefully manage any dependencies/linkages11/4/2011 103 104. Project Roles-example A PROJECT ROLE UNIVERSITY TITLE Project sponsorDirector of Security Project Director Assistance Director of Identity Management Project ManagerProject Coordinator Identity Management Team Members Engineers, Training, Costumer Support, Marketing CustomersSecurity SIG Members Customer Representatives Security SIG Members Stakeholders All the above, plus IT Policy Director, Consultant Advisor for HR Records11/4/2011104 105. Project Roles-example BExecutive sponsorProject sponsor/directorsSteering committeeProject managerVice president & academic service Vice president for information technologiesVp student & academic service Associate provost, admission &enrolment office11/4/2011 105 106. The Job DescriptionRoles and Responsilities of a particular job areformalised into a document called JobDescriptionThe job description isA written statement that defines theduties, relationships and results expected ofanyone in the job.An overall view of what is to be done in the job.11/4/2011106 107. Typically it includes Job Title Title of immediate supervisor Statement of the purpose of the job Primary Responsibilities List of typical duties and responsibilities General information related to the job Training requirements Tools use Location e.g. local or global projects Signature of the person who has prepared the job description Date11/4/2011107 108. Person SpecificationWhen filing a vacancy not only are in additionto qualifications, technical competence andexperience employers seek forProfessionalismPersonalitySpecial aptitudesCan do11/4/2011108 109. Example Person Specification PROFESSIONALISM A diplomatic project manager able to work at board level on a global scale PERSONALITY Strong decisive leader Perfectionist SPECIAL APTITUDES what aptitudes would be useful to the job. Excellent English communication (2way), assertiveness, able to work under pressure, articulate, able to follow procedures and suggest improvements Lecturer to discuss each point with class giving examples 10911/4/2011 110. Your role in actionYou should be a walking and talking version of yourjob Description and Person SpecificificationTipsA lot of professionals are on their best behavior atinterviews and have learnt the tactics of getting the jobYour behavior throughout the projects mustconsistently reflect the agreement you mage withorganization at the onset.If the person specification details the need for aleader, you must be seen to act as a leader at all times.11/4/2011110 111. What is the importance of Role andResponsibilities?11/4/2011 111 112. Assigning responsibilities Documents the relationship between participants involved in the project Ensure adequate resources are available and Notifies each individual what is expected of them. PreventsConfusion i.e. who should be doing what if things go wrong or achallenge is being faced Duplication of effort due to lack of role clarity etc. Errors or substandard work products i.e. ensures the right person(skis, experience etc) is assigned to the job Classroom discussion Discuss the pros and cons of Role creep and Evolving roles11/4/2011112 113. How are roles created?11/4/2011113 114. The approach Identify what needs to be done (e.g. majorassignment, tacks.) Create a list of necessary roles for the project. Identify the best resource/staff to serve in these roles. Obtain resource commitments. Create a list that includes the name and contactinformation for each person serving in ach role, alongwith the key responsibilities associated with each role. Lecturer to discuss each point with class11/4/2011114 115. Role Management11/4/2011 115 116. Remits and Boundaries Roles have to be carefully managed(formally and informally) to ensure project success i.e. team members may have their roles and responsibilities clearly defined on paper however in reality weak leadership and/or team personalities can affect the dynamics of a project team Project management should watch out for individuals who (most times subconsciously)tread on other peoples territories i.e. crosses boundaries and creep into other people space. This could have a negative effect on the success of the project or hamper progress11/4/2011116 117. Learning opportunityClass discussionWhy would anyone creep into their teammembers role/responsibilities when they havetheir own work to get on with? Why does thishappen in the work place11/4/2011117 118. Project Success or FailureA project can succeed or fail depending on thecharacter of the community formed by its membersi.e. the corporate or team cultureIt is the members who contribute their effort andtime to realize the projects ideas and goals.Accordingly, because the project members are soimportant to the eventual success of the project, itis important that the project manager clearlyestablish the rules and guidelines determiningmember participation, including their roles, andarticulate what they can expect from the project.11/4/2011 118 119. Project Role HierarchyTo effectively manage the different roles in aproject/organization, reporting lines must beestablished and adhered toReporting lines are essentialEffective communicationEffective problem _solving and issue resolutionProgress monitoringLecturer to discuss each point with class11/4/2011119 120. Project people Network Project sponsor Project manager project board E_ business consultant web developer database specialist Graphics design Marketing Networking your people into a clear framework _ OBS, OC Organization breakdown structure Organization chart11/4/2011120 121. Learning opportunityScenariosYouve been giving the role of project coordinator to assist on a newimitative and are facing the following problems three weeks into the job:-The project manager (PM)does not invite you to key meetings and you feelin the dark about project mattersThe PM hogs all the work leaving you to do the filing onlyPM is permanently stressed and this is reflecting badly on you becausepeople keep referring to you as the PMs deputy and yet there is little or noimprovement in his over _ stretched scheduleYou feel you are not adding any valueWhat do you think the problem could be? How would you tackle the aboveto ensure a win _ win with the PM?Classroom Exercise11/4/2011121 122. Homework Write a report on the ff:- The importance of clearly defined roles in relation to project success covering approach for effective Role Management Max . No. pages=511/4/2011122 123. The project Administrator11/4/2011 123 124. The project Administrator This role is key to the smooth running of a project especially where paperwork and data/information management are concerned The project manager is on board to:- Coordinative the team Solve problem Make decision Keep the client/board satisfied and Ultimately deliver the product/service With the above responsibilities, it is key project manager has the right administrative support to stay focused ensuring an effective and efficient delivery. The administrative support role is kwon as the project administrator11/4/2011124 125. Project Management Professional (PMP) The project administrator role can bedescribed as the :- Most junior PMP or First rung on the PMP ladder Entry level for novices11/4/2011 125 126. Project Administrator-org. chart A Project manager Project coordinator Technical consultant Project admnistrator Technical team A Technical team B Technical team N11/4/2011126 127. Project Administrator Summary The project administrator This has general administrative responsibilities, but may also require a focus on a particular area, such as finance or human resources administration. The project administrator may provide support to all people at the project, as determined by the engagement lead. Will need to have administrative experience, excellent organisational and communication skill and the ability to mange a11/4/2011 127 diverse workload 128. Getting a job as a project AdministratorTo become a project administrator, some knowledge ofprojects of project management is ideal but not essential.However, if the project is large, specialist and/or complex, anexperienced individual may be required.Candidates with formal PM qualifications stand a higherchance of success when applying for project admin. RolesThe essential qualities are:-Excellent communication skills(spoken and written)Accuracy, reliability and attention to-detailConscientiousness and diligenceExcellent time managementA practical understanding of administration and organisation11/4/2011 128 129. Programme Administrator11/4/2011 129 130. Programme AdministratorThe programme Administrator is a more senior form ofthe project Administrator. In this role, you are expectedto:-Support multiple project managersWork on multiple project plansFacilitate monitoring and controlling of the programmeportfolioManage interdependencies (internal and external)To be effective, you would usually work with one or moreproject administrator to cope with the demands of theprogramme.11/4/2011 130 131. Programme Admin. org. chart BProgramme managerProgramme coordinatorProgramme administratorTechnical expert industry specialist.11/4/2011 131 132. Programme Administrator SummaryThe programme administrator handles day-to-dayfunctions and serves as the liaison betweencontractors, architects, and program managers.Outstanding organization and communication skill arerequired for rapid feedback and issue resolution, helping tokeep projects on schedule and within budget.Work as part of a team who get things done. You will beassisting the project managers in this lager organizationpreparing reports and documents, maintaining internalrecords, and constantly meeting strict deadlines.11/4/2011132 133. prG Admin. Key ResponsibilitiesAct as central information source by maintaining anddistributing project detail e.g. contact details/organizationcharts and contractual details.Provide administrative assistance to the project team (e.g.workspace issues, equipment, facilities issues, and voicemail.Research, compile, process and coordinate project data e.g.data entry, report generation and work plans.Prepare correspondence, reports, and high qualitypresentations.Handle extensive travel and accommodation arrangements(including leases for housing and cars) and prepare itinerariesfor analysts, consultants and executives on the engagement.11/4/2011 133 134. prG Admin.- Specific responsibilitiesSpecific responsilities include assisting project mangers with allaspects of project administration including, but not limited to:Prepare and edit requests for proposals, and contractsPrepare reports and spreadsheetsTypes and distribute meeting minutesCompile and update budget reports for projectsMaintain contact information and act as liaison betweenowners, architects, and contractorsReview for approval purchase requests, invoices, and changeordersMaintain project drawings and specificationMaintain all project files11/4/2011 134 135. Person SpecificationEssential At least 1year office experience Outstanding organizational and administrative abilities Excellent written and verbal communication skills Able to priorities and manage multiple tasks Flexible, conscientious and team-oriented Strong computer skills, including proficiency inMicrosoft word, excel and power point Good sense of humor and eagerness to learn11/4/2011 135 136. prG Admin.-RequirementsRequirements:1. A solid team player.2. Able to work well within different organizational cultures.3. Ability to be resourceful and multi-task.4. Ability to work well independently and in a virtual team environment.5. Excellent written and oral communication skills6. Advanced knowledge of outlook, word excel and PowerPoint applications.11/4/2011 136 137. prG Admin.-QualificationsMust have five years administrative experience, with minimum one yearin the administration of design/construction contracts forstate, federal, and country governments.Must have demonstrated consistent successful prior performance inadministration of small to larger size projects, base on projectperformance including budget an schedule, client satisfaction, projectteam satisfaction, and business unit expectations.PMP certification is preferred but not required.Must have demonstrated proficiency with project managementsoftware as well as MS outlook, and internet explorer.Experience with MS project, PowerPoint, and project is a plus, officemanagement experience is beneficial11/4/2011137 138. prG Admin.-job. Spec.Title :programme AdministratorDepartment :programmeReports to: promgrammeLocation : LondonOverall purpose of the jobThe programme administrator post is an important role withinthe UK programme department. Reporting to the programmemanager, the programme administrator will work closely withthe programme team to provide administrative support toORBIS UK,s programme department and volunteermanagement portfolio. This is a new position, ideal forsomeone who enjoys being part of a dynamic team andmanaging a diverse workload. 11/4/2011 138 139. ContMain responsibilities:Provide day to day administrative support to theprogramme team including photocopying, word processingand data entryManage telephone calls, programme enquiries and visitorsProvide support during the recruitment processHanding equipment and supplies ordersFilling all relevant and accurate information using in-houseproject systemsEnsuring databases maintain accurate detail using in-houseproject systemsSupporting programme management portfolio by: 11/4/2011139 140. The project office(PO)How does the project/Programme Administratorrole relate to the po?11/4/2011140 141. Project Admin and The POProject and prograM Administrators are sometimes basedin the project office (po).This is prevalent on large, complex or multiple projects.The project administrator will work with the po team i.e.project/prograM office Manager, planners to facilitateeffective monitoring and control of the initiativesExperience project/prograM Administrators with training inPM methodologies and tools usually evolve into projectsupport officer (pso) or project office managers 11/4/2011141 142. HomeworkThese two roles are sometime based in theproject officeProject manager project coordinatorTechnical consultantProject administratorTechnical team ATechnical team BTechnical team N11/4/2011 142 143. The PSO(Project Support Officer) RESPONSIBILITIESThe PSO will provides essential service to the membersof the project team.The potholders will have experience of working withmulti-disciplinary teams, good communication andorganizational skills and a good general grounding inproject/ Programmes in IT environment.You will also have excellent knowledge of MS officee.g. word, excel, access and have the ability to writeclear, concise reports, minutes and documents.Attention to detail is essential as is an understanding ofproject management terminology, ideally prince 211/4/2011 143 144. HomeworkWrite a report on the ff:-The roles of a project and programmeadministrators and how , in your opinion, theseroles facilitate project successMax . No Pages =511/4/2011 144 145. The Technical Consultant (TC)11/4/2011145 146. At the end of this session:You should have an appreciation of:The technical consultant role and how it fit intothe project management frameworkThe relevance/ importance of the technicalconsultant where project are concernedThe job description of a technical consultantThe hallmarks of a technical consultant11/4/2011146 147. The Technical Consultant Project manager Project coordinator Technical consultant Project administrator Technical team A Technical team B Technical team N11/4/2011147 148. Why do we need a TC?Project span across all industries and areas of specialism.For this reason, project managers are needed to deliverthese initiatives on time to budget and quality standardsirrespective of their technical orientation or lack of it.Project managers with the right experience and skills- setshould be able to deliver any initiative whether they aretechnically inclined w.r.t to the project or unfamiliar withthe industry.Where a project manager does not have prior technical orindustry experience on board to provide guidance andexpertise in this respect.11/4/2011148 149. Hallmarks of a TC A Tc is a technical specialist in a particular field or industry e.g. construction, oil and gas, information technology who can be described using the following phrases Risen through the rank cream of the crop been there done that See the chart on the next slide Classroom discussion(10mins.)11/4/2011 149 150. Career Progression Ogr Chart Examples Information technology career progressionTechnical project managerTeam leaderTechnical architectAnalystJunior analystBuilding career progressionSite managerSite supervisorForemanPlasterer /decoratorLabourerClassroom discussion (10mins.)11/4/2011 150 151. Importance of the TC role This role is key to the project mangers successin the following ways:-The TC responsibilities in summary are:- Deputy and advisor (on technical matters)to theproject manager Assists with recruiting and coordinating thetechnical team Involved in the quality assurance of the technicalaspects of the project11/4/2011151 152. The TCs Scope 1. Reporting to the project manager 2. Coordinating the technical the team 3. E.t.c. Project manager Project coordinator Technical consultant Project administration Technical team A Technical team B Technical team N11/4/2011 152 153. A true expert The TC is an expert because he /she has Started from the most junior role of the area of specialismand risen to the top and therefore seen it all Worked with related specialist on various projects andunderstands the interrelationships between the technicalroles Progressed up the specialist ladder and posses a deepunderstanding of the potential problems, risks andchallenges and how to overcome them An overview and in-depth knowledge in the area ofspecialism or industry 11/4/2011153 154. Learning OpportunityLecturer to discuss the 2 sample jobdescriptions in detail with the class11/4/2011 154 155. Homework Write a report on :-The importance of the technical consultantrole in relation to industry success whereprojects are concernedMax. No. Pages= 511/4/2011155 156. The projectCoordinator(PC)11/4/2011 156 157. At the end of this session: You should have an appreciation of: The project coordinator role and how it fitsinto the project management framework The relevance/importance of the projectcoordinator role i.e. to ensure project success The job description of a project coordinator The hallmarks of a project coordinator11/4/2011 157 158. Project coordinator A PC can be described as a project managers deputy To qualify for this role, individuals should have:- Experience the full lifecycle of at least one project officepersonnel Posses the core skills of a project manager such asleadership, team-building, people management, timemanagement e.tc. Though the project manager is ultimately accountable forthe project, the project coordinator is responsible for thesmooth running of the project and helps the projectmanager attain success See the chart on the next slide Classroom discussion(10mins.)11/4/2011158 159. The project coordinator org. chart1. Reporting to the project manager2. Coordinating the entire team.Project managerProject coordinatorTechnical consultantProject administratorTechnical team ATechnical BTechnical N11/4/2011 159 160. Importance of the PC roleProject FactsThe project manager role in any industry can be a quitea challenging one. This is true because even project uniqueand will have unforeseen problems and unknownaspects. This require the PM to be proactive and solutiondriven it all timesSuccessfully delivering a project of considerable sizerequires a varied team of individuals and each individualjoin the team with their peculiar personalities therefore itcan be quite a job managing the team(motivation, effective communication e.t.c} and in additionto this managing time, budget, quality e.t.c11/4/2011160 161. Project Coordinator HallmarksA PC can be described using the following phrasesThoroughly understands PM concepts and methodsHas Effective leaderPeople personTeam playerPlanning specialistHas PM potential11/4/2011 161 162. Career progression-Org Chart ExamplesCareer progression Examples 1Project coordinatorProgramme plannerProject plannerJnr. Project plannerProject administratorCareer progression example 2Project coordinatorProgramme office coordinatorProject office analystProject plannerProject office administrator11/4/2011 162 163. Why do we need a PC? Manager projects can be very demanding andstressful hence the need for a deputy to carry out thesecondary tasks whilst the PM focuses on his/herprimary responsibilities. These primary responsibilities include:- Decision-making Meeting with the board/client Authorizing Expenditure Resource management The above must be performed by the project manager and cannot be delegated to anyone else.11/4/2011163 164. Why do we need a PC(2)? However, secondary tasks such as:-Preparing presentations and other project reportsAnalysing the project plan for deviationsReviewing the issues, risk and change logsAnalyzing CVs and preliminary interviewing Can be performed in full or part by the PC giving the PM more time to effectively and efficiently perform the primary non-transferable tasks. The PMs efforts should be focused on the core aspects of managing the project to ensure success 16411/4/2011 165. PC Responsibilities The PC responsibilities in summary are:- Deputy and advisor(on project and people matters)to the project manager Assists with recruiting the project team i.e PMPs Assists with coordinating the entire team(PMPs and technical/specialist) Involved in careful management of the project plan Attends certain project meetings (e.g. supplier meetings, sub-project team meeting e.t.c)on the PMs behalf A human early-warning system informs the PM of unrecorded issues, risk, grievance gleaned from the grapevine11/4/2011 165 166. Learning OpportunityLecturer to discuss the 2 sample jobdescriptions in detail with the class11/4/2011 166 167. HomeworkReport objective:-Compare the role of a project coordinatorand project administrator highlighting similarities and differencesMax. No Pages = 511/4/2011 167 168. Assisting the PMThe PC is in a position to assist the project managerbecause he/she hasStarted from the most junior PMp role ,has shadowed anumber of project managers and learnt from themWorked on various projects, understands the uniquenessof projects and how to achieve project successPractical understanding of project planningWorking knowledge of project control and monitoringmethods/ eyetems 11/4/2011 168 169. Learning opportunity Lecturer to discuss the 2 sample jobdescriptions in detail with the class11/4/2011 169 170. HomeworkReport objective:-Compare the role of a project coordinator andproject administrator highlighting similaritiesand differentMax. No Pages=511/4/2011 170 171. The Research Analyst( RA)11/4/2011 171 172. At the end of this session:You should have an appreciation of:The Research Analyst role and how it fits intothe project management frameworkThe relevance/importance of the ResearchAnalyst where project are concernedWhere project description of a ResearchAnalystThe hallmarks of a Research Analyst11/4/2011 172 173. Who is a Research Analyst? An individual expert at gathering, synthesizing and compiling data into useful information for decision-making This individual is on a mission to "seek and find11/4/2011 173 174. Why do we need a RA? The RA or Research Team assists the entire project with finding SMART information i.e. facts and figures Specific Measurable Accurate Reliable/relevant Timely The research Analyst feeds useful information to the team which can be further analyzed by senior management and used for decision making This resource is used especial where tendering is concerned i.e. consultancies analyze vast amounts of information to formulate the best solution to win project bids/ clients11/4/2011 174 175. RA cont Whilst the project manager concentrates on Managing people(the team, clients, suppliers)etc Problem solving and decision-making Communication activities The Research Analyst is on point to fact -find without interruptions. Having a dedicated RA role is key to ensuring the quality of data/information especially when running a project management consultancy.11/4/2011175 176. Research Skills and Projects Aside from normal project operations, it is ideal to ensure you have effective research analysis capabilities on the team either in the form of a dedicated role or across the team. The RA role could also be a joint one i.e. Technical consultant /Research Analyst or Project coordinator/Research Analyst See org. chart on the next slide11/4/2011176 177. The Research Analyst Project manager Project coordinator (Research Analyst) Technical consultant(Research Analyst) Project administrator Technical team A Technical team B Technical N11/4/2011177 178. RA job Description - SummaryApart from information gathering i.e. facts andfigures, the RA is expected toAssist with problem solving i.e. presenting possiblesolutions to problems faced on the project.Have a good understanding of the project objective andthe ability to think out-of-the-boxIt is essential you recruit an individual with the rightproject / technical experience to be in a position toeffectively perform the RA role and support the projectteam11/4/2011 178 179. Hallmarks of an effective RA In addition to research skills, a RA should have/fitthe following qualities/phrases:-MeticulousDetailedAccurateTime consciousThink-out-the-boxSolution-driven Classroom discussion(15mins.)11/4/2011179 180. A RA is expected toWork from a sketchy outline/requestHave meeting with key staff to understand theResearch request/ information requirement orproblemPerform thorough searches using:-Multiple search engines to obtain a wide amount of information/search resultsOther source of information such as library, archives etc.Compare information and present most reliable pictureRead through vast amounts of information, performanalyses and make conclusions11/4/2011180 181. Sources of information The main source of information today is the INTERNET WHY? Easy access Non-location specific-can work from home Save printing reams of paper Easy processing copy and paste information into yourreport tool Accurate data from company and government websites Saves money11/4/2011181 182. Importance of the RA role 10 reasons the RA role is essential to projectsuccess Classroom Exercise11/4/2011182 183. Project Management Professionalsresearch Analysis is key skill which everyproject management personnel/ professionalshould possessEvery project manager is expected to have goodresearch skills even when he/she has a dedicatedRA on board.Classroom discussion (10mins)11/4/2011 183 184. Research lifecycle -outline Request Information requirement research request Understand request have clarification meetingwhere required Plant the research task Report produce and publish research report Synthesis and consultant Commence research11/4/2011 184 185. Learning opportunityLecturer to discuss the 4 sample jobdescriptions in detail with the class11/4/2011 185 186. Homework Write a report on:-Write a detailed job description of a Research AnalystsMax. No. Pages = 211/4/2011 186 187. The project ManagerWho is accountable?11/4/2011 187 188. Session Objective:You should already have an appreciation of theproject managers role from the e-learning andstandard certificate PM modules.This module serves as a refresher and amethod of confirming your understanding ofthe project manager roleThe lecturer will question the class throughoutthe session to test the student understanding ofthis role.11/4/2011188 189. Who is a project Manager?The individual accountable for the successful delivery of aproject(usually from inception to completion).Simply a clever juggler of timemoney, people, requests/requirements to meet an objective etcOther DefinitionsAgent responsible for managing the process of changeOversees the development of a new productIs fully responsible for a productClassroom Exercise:Each student should, in their own words, give a uniquedefinition of the term project manager15mins11/4/2011 189 190. The project manager-org. chartProject managerProject coordinatorTechnical consultantProject administratorTechnical team ATechnical team BTechnical N11/4/2011190 191. Why are project manager needed To turn the clients dream into reality Single accountability Learning ship-no matter how highly experience or technicallysophisticated the team still needs a leader for coherence andsymphony Provide direction to team of expert Single point of contact between client/senior management andteam. Effective use of resource- in and out approach Work out project requirements effort, resource, timescales Allow the business champions carry on with business as usual Allow ideas-generators to get on with development of other ideas 11/4/2011 191 192. Project Manager Job DescriptionExperience ofDefining & scoping a projectPlanning activitiesManaging resourcesCo-ordinationIssue, risk and change managementReporting to senior management(and all level)Excellent communications skill (oral & written)Excellent presentation & documentation skillsPM/ planning s/w user MS project 2000/2Methodology PRINCE2Class to fill in the blanks 11/4/2011 192 193. How do project management operate?Full understanding of objective(thinking clearly on ones feet)Attention to detailDont blow over email, read through carefully and respondstraightawayA sense of urgencyProactive communication & problem solving (nick theproblems in the bud)With a methodologyA guide from the start to the endFull of facts11/4/2011193 194. A Project Managers PersonalityExcellent leaderNegotiator (turns impossibilities into possibilities)Good judgment (premised on SMART information)Fair listens to both (all) sidesOrganised (structured and in control)Team builder (focus on team synergy)Great communicator spoken written body language etcPeople skills-at all level i.e. client ,seniormanagement, peers, teametcInstills confidence can do and does do attitude 11/4/2011 194 195. The Organised Project Manager Operates with a project file & project book A categorized record of the project documentation INPLACE Your note and observation IN ONE PLACE Other medium: In addition to manual records and electronsdevices, computer or web- based systems can be used tolog and manage project information, events etc. examplesinclude:- PDAs Bespoke in house project systems, MS outlook Online project solution etc11/4/2011195 196. The mindset for deliveryEvery project manager is expected to think onhis/her feet at all times proactively with aproblem solving and tracking attitude.Classroom discussionWhat else is required for successful delivery?11/4/2011 196 197. Homework Report objective:- Compare the role of a project manager and general manager highlighting similarties and differences. Max. No. Pages = 511/4/2011 197 198. ProjectManagement concepts11/4/2011198 199. At the end of this session:You should have an appreciation of the key PMconcepts i.e.1.Project definition2.Project strategy & work breakdown structure3. Project management methodologies4.PM software tools5. Project control6. Project success 11/4/2011 199 200. 1. Project Definition11/4/2011 200 201. Project DefinitionA project definition describes exactly thecommon understanding, its extent andnature, among the key people involved in aproject.The definition provides a foundation upon whichsuccessful project are built.In many cases a definition serves as a sort ofcontract between the parties participating ina project, clearly stating expectation forproject time, resource11/4/2011 201 202. Who develops a project Definition?A project manager drafts a projectdefinition, but its development is a team effort.The definition is an agreement among keyparticipants in a project, and must have inputfrom all of those participants.11/4/2011 202 203. What kinds of projects need a project definition?All projects need to go through the definitionprocess. Lack of a definition leads to unclear andambiguous goals, confusion,misunderstanding, and poor communication.Failure to formalise and documentscope, goals, and expectations puts a project atrisk before it even beings.11/4/2011203 204. Getting StartedTo get started with the project definitionprocess, the project manager needs tounderstand and be able to communicate thefollowing information tosponsors, customers, management prospectiveteam members (much of this information will bederived from the project managers interactionwith these same people)11/4/2011 204 205. Project Definition Template FormA project definition template is available to help getyour project started. The process of completing thistemplate is intended to raise questions that willrequire effort to find the answers. The morecomplete the answers the better the projectdefinition.See the attached.Class exercise: using the attached project definitiontemplate produce a project definition for theongoing JCH project11/4/2011205 206. 2. Project Strategy &Work breakdownStructuresa) Strategy (clear and structure)b) Breakdown structures11/4/2011 206 207. Project strategy6 key questionsWhat?Why?How?When?Who?Where?11/4/2011207 208. How?.......... The Approach safety11/4/2011 208 209. Project Strategy (2) The 6 key question forms the basis for most project documentation Answering these question ensure all area are assessed and addressed objectively Facilitates clarity of thought and feasibility Facilitates communication of the projects importance to stakeholders Basis for working out the project benefits Guarantees a more successful outcome11/4/2011209 210. Project Strategy - Example6 key questionsWhat: become a project managerWhy: professional development and higherremunerationHow: attend a training course & gain work experienceWhen: march 2003Who: expertprojectmanager.comWhere: united kingdomPM TIP thinking it through before stepping forward11/4/2011 210 211. Breakdown StructuresSuccessfully getting to the end point by design and not accidentCan do attitude I can do all thingsThe art of chunking for easier assimilation i.e.Disintegrating and de-categorizationCategorization and re- integratingEnabling effective delegationAnd perfecting then consolidating for successThe sum of the parts makes the whole sanity checkGrouping into similar themes-creating orderEnsuring all parts are covered completeness checkEvery aspect has a home = no lost action11/4/2011 211 212. Why Breakdown Structures? See the trees from the forest Motivation to act and deliver Eases delegation, scheduling and cating Counters project failure Chaos Crisis Confusion Fear (being overwhelmed) Street map code of recognition Effective control & monitoring Identifying and solving problems Manager dependencies11/4/2011212 213. Breakdown Structure-Success by design Used to form the basis for Writing project documents Producing plans Project breakdown i.e. for scoping Producing budgets Preparing agendas Designing workshops And so on..11/4/2011213 214. Breakdown Structures-TechniquesBottom up design Starting with the objective, Brainstorm activities and then order logically top down Chunk the project work into smaller sections/departments/area Further chunk to the lowest level of details (task) 11/4/2011214 215. Breakdown Structures how?Bottom-upBrainstorming- listing out activities required with people involvedNo missing componentsGroup according to common thread/theme i.e. dept. location.etcCreate a skeleton and hang the piecesDoes it all add up?Top downAnalyze the objectiveCreate logical homes1st level compartments De- compartmentalization11/4/2011 215 216. Breakdown Structure Class exercise: Produce a work breakdown structure for the ongoing JCH project11/4/2011216 217. 3. Project ManagementMethodologies11/4/2011 217 218. Project Management Project management is a carefully planned and organized effort to accomplish a specific (and usually) one-time effort, for example, construct a building or implement a new computer system. Project management includes developing a project plan, which includes defining project goals and objectives, specifying tasks or how goals will be achieved, what resources are need, and associating budgets and timelines for completion. It also includes implementing the project plan, along with careful controls to stay on the critical path that is, to ensure the plan is being manager according to plan.11/4/2011 218 219. Project ManagementMethodologies 1Modern thinking leads systems developers to havea plan of their project, so that various phases can beidentified and dealt with in an orderly and effectivemanner.Methodologies have been developed to effectorderly delivery in the systems world and beyondi.e. where projects are concernedThere has been written criticism in the I.S literaturestating planning is stifling innovative project work. 11/4/2011219 220. Project Management Methodologies 2PM theory (and practice) does not agree withthe above as planning is a key PM technique forsuccessful delivery.The innovation and delivery teams shouldwork hands in hand to delivery innovativesolution/projects on time. This is usuallyachieve through the use on an appropriatemethodology(technical and/or PM)11/4/2011220 221. PM Methodologies contThis section covers a number of methodologiesfor delivery projects.Some are developed in-house by companiesfor their own environment and are considered tobe commercial-in-confidence releasing littleinformation into the public domain. Others aredeveloped commercially and require a license feebefore more information is released.Each methodologies will be discussed to highlightthe similarities and reinforce the benefits oforganized project delivery.11/4/2011221 222. prompt Project Resource organization management & planningtechnical A project management framework develop originallyby the central computing and telecommunicationsAgency(CCTA- the civil service technical branch)inresponse to an outcry that computer projects wereover-running on time estimated for completion andinitial budgets are set in the feasibility study. Factors ofdouble, treble and even ten-times were experienced. PROMPT was an attempt to set down guideline for thestage flow through a computer project as follows: 11/4/2011 222 223. Cont.Feasibility Study- to determine whether the project should bedone/can be done/will work if it is done.Initial Stage- where the project organization is set up.Specification stage- in which the user specification was detailed.Design Stage- where the logical and from this the physical design ofthe computer system was designed in detailDevelopment Stage- the system is built and tested.Installation Stage- the user accepts (hopefully) a working system.Operation Stage-when the system is tuned for the work in hand.This led on to the development of PRINCE11/4/2011 223 224. PRINCEProject IN controlled Environments:Produced in 1989 by the central computing andTelecommunications Agency (CCTA) a government agency forthe development and implementation of IS/IT projects.The main features are:A defined management structure.A system of plans for resourcing and technical issuesA set of control proceduresA focus on products-deliverable to the customer andproject deliverables for the management of the project.11/4/2011224 225. PRINCE cont.Business assurance co-ordinator known as the BAC whose function is tomonitor that the project is in line with the business mission of thecompany, and to report back at progress meetings. This assures that theproject stays in the best interests of the company and other work in otherprojects.Technical Assurance co-ordinator who monitors the technical aspects ofthe project and assures that it does not get into technical difficulties.User Assurance co-ordinaor who represents the eventual user. Noticethat this is done all through the project and not left (as in days gone by)to the last minute after software has been developed and hardwarepurchased.All in all a sensible and workable syetem11/4/2011 225 226. PRINCE cont(2) However the PRINCE methodologies developed areputation as being too unwieldy too rigid andapplicable only to large projects. In ourexperience this method can and should beadapted to the company culture and project inhand, and has been used on a variety of projectright down to single person projects. It can workto the great advantage of managing a project. Butequally people can misuse it to draw oppositeconclusions. It is true that a few determinedpeople can persuade the majority away fromPRINCE11/4/2011 226 227. Useful web site for PRINCEhttp://www.ccta.gov.uk/prince.htm{PRINCE 2}http://www.pug.mcmail.com/index.htm{PRINCEusers Group}http://www.prince2.com{covers PRINCE 2}http://www.apmgroup.co.ukhttp://.bcs.org.uk/siggroup/sg47.htm{PROMS-G}http://www.pmi.org/http://www.noggon.com/p2http://www.spoce.com11/4/2011227 228. IDEALInitiation1. Set context2. Build sponsorship/support3. Character infrastructureDiagnostics1.Characteris current and desired states2.Develop recommendationsEstablishing1.Set priorities2deveiop approach3.Plan actionsAction1.Create solution2.Pilot and test solution3.Refine solution4.Improve solution 11/4/2011 228 229. BPMMBATES project Management Methodology5 major planning steps as follows:Project charterWBS(work Breakdown structure)Work package planProject scheduleProject budgetWeb site : http:/www.bates.ca/11/4/2011 229 230. Prodigy Prescribing RatiOnally with Decision-support in Generalpractice studY Relating to the Nation Health Service and medicalindustry. Project management group consist of who areresponsible for strategy Project manger Project team leader PMO from the NHS Executive Branch head from NHS Executive SMO from NHS Executive Branch head from NHS Executive11/4/2011230 231. 5 STEPS 5 steps To Ensure Project Success 5- STEP is a structure methodology designed to assist individualproject teams deliver the project on time within budget. The focusis on developing a realistic schedule for a project and thenmanaging it. Each step must be validate by all participants before moving to thenext step. The 5 step must be executed sequentially in this order: Organize the project Structure the process model Set reasonable objectives Gain commitment. Manage the project.11/4/2011 231 232. SUPRAThe framework for SUPRA is similar to PRINCEand consists of the following:Project organization structure which is brokendown into: Overall project levelWork package levelTechnical plan.Project monitoring and control.Quality assurance. Document management.11/4/2011232 233. Impoverished Leader (low task, lowrelationship)A leader who uses a delegate and disappear management style.Since they are not committed to either task accomplishment ormaintenance they essentially allow their team to do whatever it wishesand prefer to detach themselves from the team process by allowing theteam to suffer from a series of power struggles.The most desirable place for a leader to be along the two axes at mosttimes would be a 9 on task and a 9 on people- the team leader. However , do not entirely dismiss the other three. Certain situationmight call for one of the other three to be used at times. For example, by playing the impoverished leader, you allow your team to gain self-reliance. Be an authoritarian leader to instill a sense of discipline in anunmotivated worker. By carefully studying the situation and the forceaffecting it, you will know at what points along the axes you need to beorder to achieve the desired result.11/4/2011 233 234. LeadershipStyles11/4/2011234 235. Styles of leadershipThere are ways to lead and every leader has his or her own style. Someof the more common styles includeautocratic, bureaucratic, democratic, and laisssez-faire.In the pas several decades, management experts have undergone arevolution in how they define leadership and what their attitudes aretoward creative, participative approach. Somewhere along the line , itwas determined that not everything old was bad and not everything newwas good. Rather, different styles were needed for different situationsand each leader needed to know when to exhibit a particular approach.Four of the most basic leader styles are:AutocraticBureaucraticLaissez-fairedemocratic 11/4/2011235 236. Autocratic Leadership Style This is often considered the classical approach. It is one inwhich the manager retains as much power and decision-making authority as possible. The manager does notconsult employees, nor are they allowed to give any input.Employees are expected to obey orders without receivingany explanations. The motivation environment is producedby creating a structured set of rewards and punishments. This leadership style has been greatly criticized during thepast 30 years. Some studies say that organizations withmany autocratic leaders have higher turnover andabsenteeism than other organizations. Certainly Gen Xemployees have proven to be highly resistant to thismanagement style.11/4/2011 236 237. Autocratic Leader Style - 2 These studies say that autocratic leader: Rely on threats and punishment to influence employees Do not trust employees Do not allow for employee input Yet, autocratic leadership is not all bad. Sometimes it is themost effective style to use. These situations can include: new, untrained employeeswho do not know which tasks to perform or whichprocedures to follow Effective supervision can be provided only through detailedorders and instructions Employees do not respond to any other leadership style11/4/2011 237 238. Autocratic Leader Style -3There are high- volume production needs on a basisThere is limited time in which to make a decisionA managers power is challenged by an employeeThe area was poorly managedWork needs to be coordinated with another department or organizationThe autocratic leadership style should not be used when:Employees become tense, fearful, or resentfulEmployees expect to have their opinions heardEmployees begin depending on their manager to make all theirdecisionsThere is low employee morale, high turnover and absenteeism andwork stoppage 11/4/2011 238 239. Bureaucratic Leadership StyleBureaucratic leadership is where the manager by the bookeverything must be done according to procedure or policy. If it isntcovered by the book, the manager refers to the next level above him orher.This manager is really more of a police officer than a leader: he or sheenforces the rules.This style can be effective when:Employees are performing routine tasks over and over.Employees need to understand certain standards or procedures.Employees are working with dangerous or delicate equipment thatrequires a definite set of procedures to operate.Safety or security training is being conducted.Employees are performing tasks that required handling cash.11/4/2011239 240. Democratic Leader StyleThe democratic leadership style is also called theparticipative style as it encourages employees to be apart of the decision making. The democratic managerkeeps his or her employees informed about everythingthat affects their work and shares decision making andproblem solving responsibilities. This style requires theleader to be a coach who has the final say, but gathersinformation from staff members before making adecision.Democratic leadership can produce high quality and highquantity work for long periods of time. Many employeeslike the trust they receive and respond withcooperation, team spirit, and high morale.11/4/2011240 241. At the end this session:You should have an appreciation of:The definition of a ProgrammeThe definition of Programme ManagementRelationship between Projects and ProgrammesThe difference between Project and Programmme Management11/4/2011 241 242. Project Hierarchy Is my project the be-all and end-all of the company?No Normally part of a programme or corporate initiatives portfolio11/4/2011242 243. What is a Project A group of activities to bring about changeor create a new product/service AttributesFinite define life spanDefined and measurable benefits11/4/2011 243 244. What is a Programme A programme is a porfolio a co-ordinated wayso to achieve a sect of defined businessbusiness objectives Programme- porfolio of projects11/4/2011 244 245. What is ProgrammeManagement? Programme management is the planning, co-ordination and overseeing of a porfolio of projects witha common theme. Common Theme: Same delivery date, Sameproduct, Same Technical Environment, Same Industry.11/4/2011 245 246. Programme WBSProgrammeProject A Project BProject CUser acceptance OperationalDesign system Build & Unit test System test Model officetestacceptance test11/4/2011 246 247. Example of a Programme JC Heritage has a new mission to developresidential communities in key countriesin Africa and the Caribbean islands. How is the above a Programme? Prove it Classroom Discussion11/4/2011247 248. Programme OrganizationClass exercise:Complete theJCHProgramme frameworkBase on theInformation receivedFrom JCH Project Term11/4/2011 248 249. Learning OpportunityLecturer to discuss the 2 sample jobdescription in detail with the Class 11/4/2011249 250. Homework Write a report:-The difference between Project andprogramme ManagementMax. No. Page=511/4/2011 250 251. Managementby Projects11/4/2011 251 252. At the end this session : You, the aspiring PM professional, should Have an attitude of achieving business andPersonal objective by applying the PMTechniques learnt to date Knowing acquiring from classroom sessions and skills gained from the workshops Appreciate the importance of work-experienceand certification when starting a PM career11/4/2011252 253. Projects and Business Management by Project is an organised way of delivering initiatives andobjectives to guarantee successful delivery. In a business context, Management by Projects is the medium for businessexpansion and gaining competitive advantage in the industry . Certain aspect of business are as usual and do not require projectmanagement expertise i.e. activity in the core business department e.g.Sales and Marketing, Finance and Account, Legal and Compliance etc Businesses are recognising the need to have a Strategic and Deliveryprogramme as a department in its own right for the effective delivery ofbusiness-wide deliverables/products. Professional belongs within a business/organisation11/4/2011 253 254. Project-oriented thinking Now you can covered projects, Programmes and the various Project Roles in depth, we expect you to be project-oriented in the workplace (and in your personal life) i.e. when posed with huge challenge, or multiple business objectives, use the project techniques learnt to achieve! Project Management is an Achievers tools11/4/2011254 255. Operational ManagementVS. Project Management(1) An Operations/Business Manager isresponsible for the day-to-day running of anorganisation. This role entails:- Ensure employees work to their job descriptions Poutine Management i.e. most employees will have a set number of tasksto achieve on a daily/weekly basis Ensuring the business processes under their jurisdiction are running smoothly Meeting targets set by the CEO or Senior Management11/4/2011 255 256. Operation ManagementVS. Project Management(2) In comparison, Project Management Is a lot complex i.e. involve:- Multi-tasking across different business areas Jugging timescales , people and budgets Sometimes dealing with unknown territories and complex issues Management interfaces and dependencies In spirit of the above, project Managers are able tosucceed because of the tried and testedtechniques, methodologies and tools which havebeen formalised under the discipline ProjectManagement11/4/2011 256 257. The Project Management Profession Though PM techniques have been practiced informally throughout history, Project Management as a discipline/processional is relatively new compared other professions As the Project Management Profession is becoming more popular, it is essential PMPs have the required knowledge, experience and certifications to succeed in the global workplace The quality of PM training one receives is essential however without work experience i.e. practicing the concepts, techniques learn on real projects, you may find it difficult to succeed on a project.11/4/2011257 258. The importance of work-experience Project Management is very practical in its application and having experience is what facilitates the successful delivery of a project Skill is required to contribute to the success of any project. PM skill are developed through practice i.e. work-experience PMC has introduced PM workshops to ensure our students obtain some PM experience and develop the basic PM skills required to be able to perform in the workplace upon graduation11/4/2011258 259. Todays Workplace Employers expect employee (even the most junior) to hit the groundrunning from day one of starting the job I.e be able to get on with work and add-value with little or no supervision Without practical appreciation of projects and how they work findingand sustaining a job may challenging or impossible! The PM workshops serve as a medium for all PMC students to obtain workexperience and a reference for professional job-hunting purposes at theend of the course Having some project experience will stand in good stead especially in thefierce competition for graduate-jobs11/4/2011 259 260. The importance of certification As Project Management is becoming more and more accepted globally asa stand-alone profession, Employers encourage their employees to obtainworld- recognized qualifications/ certifications to ensure project are bedelivered to an acceptable standard PMC encourages Certification by:- APM- Association for Project Managers UK & world PMI- Project Management Institute USA & Worldwide11/4/2011260 261. In conclusionStudents are reminded to1. purchase and read the three prescribed PM books2. Attend the workshops to gain the necessary experience to works as a PMP3.Obtain professional Membership APM (see the college coordinator for more details)4. Register and pay for the Professional Examinations APM (see the college coordinator for more details)11/4/2011261 262. HOMEWORK Produce a powerpoint presentation on:- The benefits of Managing government initiatives/opportunities byprojects in the developing world Presentation Audience: President and Ministerial Cabinet11/4/2011262 263. Quality Management-Projects11/4/2011 263 264. Module Aims Quality and its management are key aspects of modern business, and havea great impact on both industrial and service sector enterprises. Thismodule aims to develop an understanding of the issues involved and theapproaches employed in quality improvement. Students should be able to answer the following:- What is Quality? What is Quality Management (QM)? Why QM for Project? QM Tools and Techniques11/4/2011 264 265. At the end this session: Have a good understanding of Quality Management in project terms Youll examine the critical components project quality: Identifying planning quality control, quality assurance and quality improvement Youll also learn (from the PM workshops) about the quality managementprocesses such as Indentifying customer requirements Cost-benefit analysis Benchmarking Cause and effect diagrams, flowcharting , control charts , pareto diagrams and qualityaudits, with hands-on-practice of many of those tools11/4/2011265 266. What is Quality? Quality is ultimately defined by the client and representshow close the project and the deliverables come to meetingthe client requirements and expectations . The old adage about quality being in the eyes of the beholderis true-quality is ultimately measured by your client Your goal is to understand the clients requirements andexpectations, and then meet those requirements. This is acritical concept about quality.11/4/2011266 267. Quality is defined by Quality is defined by the client and the approvedindustry/technical standard Sometimes there is a tendency to think that quality means thebest material, the best equipment and absolutely zero defects. However, in most cases, the clients dose not expect, and can notafford, a perfect solution. If there are a few bumps in the project or a few defects in thedeliverables, the client can still say that the solution was delivered with a highlevel of quality. On the hand, a flawlessly designed, defect-free solution that dose not meetthe clients needs is not considered high quality. The purpose of quality management is to first understand theexpectations of the client in terms of quality, and then put aproactive plan in place to meet those expectations.11/4/2011 267 268. Other considerations In addition to understanding the clientsdefinition of quality, it is important to recognise other stakeholdersinterest as well. Depending on the role of the stakeholders, theymay have other quality requirements that need to be satisfied. Forinstance: The company- The solution meets strategic goals Buyers- The solution meet specifications End User-The solution helps them do their job better, faster, easier Support organisation- The solution is stable, has few errors/defects, is understandableand can be modified easily.11/4/2011 268 269. Why QM? Project quality management (PQM) helps supervisors monitor projects toensure that they meet their intended goals. Upfront inspection and prevention costs may increase with effectivequality management. However, this increase will be more than offset by adecrease in the overall costs of quality over the product lifecycle.(including internal and external failure costs) One of the purpose of quality management is find errors and defects asearly in the projects the project as possible. Therefore, a good quality management process will end up taking moreeffort hours and cost up-front. However, there will be large payback as theproject progresses.11/4/2011269 270. Why QM? (continued) For instance, it is more easier to sport problems with thebusiness requirements during the analysis phase of theprojects, rather than have to redo work to fix the problemsduring testing. It is also much cheaper to find a problem witha computer chip when the chip is manufactured , rather thanhave to replace it when a customer brings the computer in forservice after a purchase. In other words, the project team should try to maintain highquality and low defects during the deliverable creationprocesses, rather than hope to catch and fix problems duringthe testing phase at the end of the project (or worse, have theclient find the problem after the project have beencompleted)11/4/2011270 271. Agreeing on Quality For a project to be successful, a balance must bestruck between its scope, cost, schedule and thelevel of confidence in the quality of itdeliverables. The level of confidence in itsdeliverables is directly related to the investmentin the quality management process. For example, a project can be completed quicklywith minimal investment in qualitymanagement, but the level of confidence in thequality of its deliverables may be affected.11/4/2011271 272. Agreeing on Quality1 The project sponsor , steering committee and all other levels ofmanagement that are Involved with the project must work together todefine and agree the level of confidence that is required in the quality ofthe projects deliverables. The level of confidence that is required willdepend on several factors including the; Criticality of the projects deliverables to the organisation; Magnitude of the risk of project failure; Cost of the organisation if the project fails; Once the level of confidence has been agreed, the scale of the investmentthat is required in the quality management process can be determined. Critical business applications will normally require a large investment inthe: Definition of comprehensive and rigorous quality control procedures; Effort in performing those quality control procedures.11/4/2011 272 273. What is Quality Management(QM)? Quality management is concern with all activities anddeliverables of a project, including projectplaning, design, documentation, specifications, procedures, training, risk assessment, benefit management and implementationplanning that combine to meet the expectations of stakeholders. A project is more likely to meet its objectives when alldeliverables are produced correctly the first time. Everybodyinvolved with the project must adopt this philosophy and ensurethat the projects agreed methodologies and standards areadhered to. External stakeholders, such as independent regulatoryauthorities, unions and public interest groups, often have aninterest in a projects quality and their needs should be aconsideration when planning for quality.11/4/2011 273 274. Quality Management vs. Quality Audit By Quality Management, we mean all theactivities that are intended to bring about the desired levelof quality. By Quality Audit we mean the procedural controls thatensure participants are adequately following the requiredprocedures.11/4/2011 274 275. Is Quality an absoluterequirement? It is wrong to assume that maximum quality is desirable. Should every carbe built to the same quality as a Rolls Royce? Should every computersystem be held back until there is not one single flaw remaining ? Required quality should be considered as part of the overall ProjectDefinition work. It will impart upon such things as the estimates andbenefit case. Such things are business decisions . They can only be takenby the Project Sponsor and senior and management team of theorganisation. Quality decisions are not just a matter of the reliability of the end product they can also affect the scope and project approach. This is particularlyan issue with e-solutions.11/4/2011275 276. Questions. To ask Client.. Do you want something magnificent, or do you want something fastbefore your competitors get ahead? Do you want a complete solution, or will you settle for a partial solutionand come back to finish it at a later date? You need to make it clear that these are mutually exclusive alternatives-you cannot magnificent, complete and fast. Very often, commerce pressures means that the best business decision isto achieve an 80% solution fast. Many early e-commerce business-to-consumer solutions looked great to the customer but involved staff re-keying data into the sales order systems or manually processing creditcard transaction.11/4/2011276 277. The QualityProcess11/4/2011 277 278. Quality Process As Figure 1illustrate three key elements of the qualitymanagement process are:Quality assurance ;Quality control;corrective action and feedback.1. Define & establish theprocess and procedure(including quality control) that are followed 2. Quality controlensure there is an Execution of theappropriate level of procedure identified in (1)confident in a projects This verifies thatdeliverables deliverables comply with specifications and standards and meet the requirement of the business3. Corrective actions & feedback This step taken to addresses defects, noon- comformation issues orFigure 1: Key element of the Quality Management processproblems that are identified through the quality control process(2)11/4/2011 278 279. Quality Process11/4/2011 279 280. QUALITY MANAGEMENT FLOWCHART11/4/2011280 281. Quality-Roles &ResponsibilitiesPeople make project tick11/4/2011281 282. Responsibilities for Quality The Product Manager will, of course, have overallresponsibility for the quality of the project. Tips for the Project Manager:- It is equally true that all participants have a role to play in delivering goodresults. Developing a quality culture amongst the team will normally generategreater value and satisfaction. Encourage the belief that the right level of quality is more important thangetting things done fast. If there is a choice to be made between quality and progress it should be amatter for the Steering Committee to decide11/4/2011 282 283. Responsibities for Quality (2) Other managers will also be involved in the Quality Managementprocess. E.g. Related projects. On large projects there may be a Quality Manager and Quality Team. Team Leaders and other senior staff will also be involved in theprocesses. In some environments, certain Quality Management functions may beperformed by independent reviewers from outside the project team. Responsibilities for quality should be agreed and communicated to allparticipants from the onset of the project.11/4/2011 283 284. Responsibilities for Quality(3) The project team and the business must work closely together to ensure that there is an appropriate level of confidence inthe quality of deliverables. The key management roles, and their major responsibilities are: Senior Management, who must fully support the action that are required to maintain the projects quality and ensure thatall stakeholders and participants in the project adhere to those actions. Projects sponsor, Who is responsible for: Ensuring that the required resources are available ; Ensuring there is action participation in the quality management process by all stakeholders in the project. Monitoring the effectiveness of the quality assurance framework. Project managers, Who is responsible for: Driving and managing all aspects of the projects quality; Planning for quality and the development and implementation of the quality assurance framework ; Continual monitoring of the effectiveness of the quality assurance framework; Regular reporting of process to the project sponsor and steering committees. Business unit representative, who must support the implementation of the actions and processes that are adopted for the quality assuranceframework; Project team members, who are responsible for: Adhering to the guidelines set out in the quality assurance framework : Conducting quality control activities. Some projects may also warrant specialist quality assurance and control resou