Unit 344 (M&L 23): Participate in a project presentation ... … · PERT The program (or project)...
Transcript of Unit 344 (M&L 23): Participate in a project presentation ... … · PERT The program (or project)...
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Unit 344 (M&L 23): Participate in a project
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Today’s objectives
• Recap on learning outcomes
• Understand how to manage a project
• Be able to support the delivery of a project
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Project business case
A business case underpins any successful project. It will balance the
benefits, costs and risks of the project.
Business case
Benefits
Costs
Risks
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Project business case
What does it consist of?
• A brief of what needs to be done
• A plan of how you are going to achieve it
• The reasons why the business should embark on the project
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Project business case
There are many reasons why an organisation would embark on a
project.
Here are some examples:
• Increase efficiency
• Increase sales
• Improve quality of products or services
• Replace systems or processes
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Project business case
The essential elements…
Context:
• The driver
• The options that have been considered
• The option that has been selected
Benefits:
• Who?
• When?
• How much?
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Project business case
The essential elements…
Costs
• When?
• How much?
Risks
• Project specific e.g. impact on service
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The project lifecycle
Project initiation
Project planning
Project execution
Project closure
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Roles within a project
The project team is a group of people responsible for the planning and
executing of the project.
Project manager
The person responsible for ensuing that the project team completed the
project.
Project team members
The people responsible for executing tasks and deliverables.
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Roles within a project
Executive sponsor
Ultimately responsible for securing the financial authority and resources
for the project. They will also be the ultimate decision-maker for the
project.
Steering groups
This will involve key stakeholders that have an interest in the project
and its deliverables. They will act collectively as decision makers and
resolve problems during the project.
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Roles within a project
Customers
They may have a direct input into the outcomes of the project. This
could be indirectly through customer research or it could be directly
through, e.g. testing a new product or service.
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Project monitoring techniques
The monitoring of projects is very important in ensuring that the project
is delivered on time and within scope and budget. In order for this to be
successful, the monitoring techniques should be incorporated in the
early planning stages of the project.
There are a wide variety of project management monitoring techniques
available for use and the technique chosen will depend on the nature
and size of the project.
Examples include:
• Gantt Charts
• Critical Path Analysis
• Milestone slip charts
• Progress reports
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Gantt Charts
A Gantt Chart is a type of bar chart, developed by Henry Gantt in the
1910s, that illustrates a project schedule. Gantt charts illustrate the
start and finish dates of tasks within the project.
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Gantt Charts
Task Jan Feb Mar Apr
Task 1
Task 2
Task 3
Task 4
Completed Not completed
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Critical Path Analysis
Critical Path Analysis (CPA) is a project management tool that:
• sets out all the individual activities that make up a larger project
• shows the order in which activities have to be undertaken
• shows which activities can only take place once other activities have
been completed.
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Critical Path Analysis
Crack
eggs
Slice
bread
Fill
Kettle
Wait for eggs to poach
Wait for bread
to toast
Wait for kettle
to boil
Butter
toast
Make
tea
Make
Meal
Eat
meal
Time
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Milestone slip charts
For each project, first you have to define milestones and their
corresponding target date.
With this graphical view, it is easy to identify quickly:
• milestones near from their target date: milestones that will soon
cross the diagonal
• lag: milestone trend not straight
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Milestone slip charts
Actual completion date
Targ
et
Date
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Progress reports
Depending on the audience of the report, it could detail an overall
summary of progress to date, or it could be broken down into individual
milestone progress. This report could also contain the charts mentioned
previously to illustrate progress.
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Analyse the interrelationship
Scope
Schedule
Finance
Risk
Quality
Resources
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Analyse the interrelationship
It is important and necessary to understand how related and
independent activities of a project can affect its success. If you change
any one of the variables of scope, time, costs, quality and risk then
some of the others will change also.
For example, if you want to deliver the project in less time, either the
costs will rise or the quality will be reduced and the scope will need to
be altered.
Scope
Schedule
Finance
Risk
Quality
Resources
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Roles within a project team
Every role within a project team is important to its success, so it is
necessary that individuals are clear on their project roles and
responsibilities and ensure that any work undertaken as part of this is
delivered within scope, on time and within budget.
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Roles within a project team
Core members
Will be with the project from
beginning to end and normally have a broad range of
skills which will be applicable
throughout the project
Non-core members
May also be brought in where specific skills are
needed for a short period or to carry out a particular
task
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Roles within a project team
Examples of roles include:
• Project sponsor
• Project manager
• Team members
• Customer representatives
• Stakeholders
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Project-related information
The type and amount of information available as outputs of project
planning are varied and will depend on the nature and scope of the
project being delivered. Examples of information to be collected are:
• time management records
• cost management records
• quality management records
• change management
• risk management records
• communication management records.
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Analyse project information
It is important and necessary to be aware of the range of basic project
analysis tools available to monitor, control and review project progress
and to be able to select the most appropriate tool for the situation.
Examples of some tools used for analysis include:
• Value Analysis
• Project Evaluation Review Techniques (PERT)
• Critical Path Analysis
• Risk Analysis
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Value Analysis
Systematic analysis that identifies and selects the best value
alternatives for designs, materials, processes and systems.
It proceeds by repeatedly asking: ‘can the cost of this item or step be
reduced or eliminated, without diminishing the effectiveness, required
quality or customer satisfaction?’
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PERT
The program (or project) evaluation and review technique, commonly
abbreviated PERT, is a statistical tool, used in project management,
which was designed to analyse and represent the tasks involved in
completing a given project.
Initiate
Book
hotel
Create
schedule
Plan
room
layout
Book
catering
Create
brochure
Simple example of a PERT chart
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Critical Path Analysis
Critical Path Analysis (CPA) is a project management tool that sets out
all the individual activities that make up a larger project. It also shows the
order in which activities have to be undertaken as well as which activities
can only taken place once other activities have been completed.
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Risk Analysis
Very High High Medim Low Very Low
Very high Very High Very High Very High High High
High Very High High High Medium Medium
Medium High High Medium Medium Low
Low High Medium Medium Low Very Low
Very low Medium Low Low Very Low Very low
Probability
Co
ns
eq
ue
nc
e
This is a process that involves gathering an understanding of the level
of risk involved in each aspect of the project.
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Report on information
The format used to report on the analysis of information will vary
between organisations and on the type and complexity of the project
being undertaken.
Examples of formats include:
• written reports
• presentations
• team briefings
• briefing papers
• progress papers.
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Adhering
Organisational policies and procedures will vary depending on the type
and nature of the organisation, however, it is important and necessary
to comply with all relevant organisational procedures and legal and
ethical requirements in supporting the delivery of the project.
Examples include:
• budgetary controls
• confidentiality agreements
• requisitioning and order placing procedures
• levels of authority
• employment of contractors.
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Budgetary controls
Organisational Ensure most cost-effective
supplier is used
EthicalEnsure suppliers are paid within
payment terms
Legal Ensure that VAT rules are
applied
An example has been given, can you think of anymore?
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Confidentiality agreements
Organisational Ensure all suppliers and
contracts sign an NDA
EthicalEnsure that supplier pricing
information is not shared
Legal Ensure that confidentiality is
maintained at all times
An example has been given, can you think of anymore?
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Placing orders
Organisational Ensure all suppliers go through
a competitive tendering process
EthicalEnsure that the tender process
is scored fairly and not biased
Legal Ensure all suppliers are issued
with fair contract terms
An example has been given, can you think of anymore?
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Levels of authority
Organisational Ensure that all budgets have
prior approval of project
sponsor
EthicalEnsure that all team members
are advised of authority levels
Legal Ensure that the project delivers
vale for money for the business
An example has been given, can you think of anymore?
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Employment of contractors
Organisational Ensure that any employment
offers are approved by project
manager
EthicalEnsure that the application
process is fair and consistent
Legal Ensure all contractors are
issued with terms and
conditions of employment
An example has been given, can you think of anymore?
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Any questions?