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The ICHAF Training Institute – Almenta 240Training – Development – Implementation – Empowerment

Company Registration Number: 2015/398614/07NQF5 Project Management 58395 - Module 4

NATIONAL CERTIFICATE: PROJECT MANAGEMENT

ID 58395 LEVEL 5 – CREDITS 120SKILLS PROGRAM 4

LEARNER GUIDESAQA: 243824; 243814; 243812; 243819

MANAGE APPLICATION OF PROJECT INTEGRATIVE PROCESSES

1 | P a g e The ICHAF Training Institute Office: +27 11 262 2461 Mobile: +27 83 303 9159 E-mail: [email protected] Website:www.ichaftraining.co.za

Physical Address: 10 Etosha Crescent, Sandown Estate, Sandton



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Learner Guide Introduction

About the Learner Guide…

This Learner Guide provides a comprehensive overview of the MANAGE APPLICATION OF PROJECT INTEGRATIVE PROCESSES, and forms part of a series of Learner Guides that have been developed for NATIONAL CERTIFICATE: Project Management ID 58395 LEVEL 5 – CREDITS 120. The series of Learner Guides are conceptualized in module’s format and developed for NATIONAL CERTIFICATE: Project Management. They are designed to improve the skills and knowledge of learners, and thus enabling them to effectively and efficiently complete specific tasks. Learners are required to attend training workshops as a group or as specified by their organization. These workshops are presented in modules, and conducted by a qualified facilitator.

Purpose Learners credited with this unit standard will be able to align project planning components and to integrate it into a single overall project management plan for a simple to moderately complex project. Learners will be able to analyse and refine a project organisational structure, its profiles, roles and responsibilities.

ELO’s Conduct effective communication, while working on a project.

Plan the project. Execute and control the project

Outcomes The qualifying learner is capable of: Refine the project organisational structure, profiles, roles and

responsibilities. Determine the integrated change control procedures.





Produce the integrate project management plan document. Obtain approval for the integrated project management plan.

Assessment Criteria

The only way to establish whether a learner is competent and has accomplished the specific outcomes is through an assessment process. Assessment involves collecting and interpreting evidence about the learner’s ability to perform a task. This guide may include assessments in the form of activities, assignments, tasks or projects, as well as workplace practical tasks. Learners are required to perform tasks on the job to collect enough and appropriate evidence for their portfolio of evidence, proof signed by their supervisor that the tasks were performed successfully.

To qualify To qualify and receive credits towards the learning programme, a registered assessor will conduct an evaluation and assessment of the learner’s portfolio of evidence and competency

Range of Learning This describes the situation and circumstance in which competence must be demonstrated and the parameters in which learners operate

Responsibility The responsibility of learning rest with the learner, so: Be proactive and ask questions, Seek assistance and help from your facilitators, if required.





Learning Unit1 UNIT STANDARD NUMBER : 243824LEVEL ON THE NQF : 5CREDITS : 8FIELD : Business, Commerce and Management StudiesSUB FIELD : Project Management



Develop an integrated Project Management plan for a simple to moderately complex project

PURPOSE:

Learners credited with this unit standard will be able to align project planning components and to integrate it into a single overall project management plan for a simple to moderately complex project. Learners will be able to analyse and refine a project organisational structure, its profiles, roles and responsibilities. Learners will be able to determine the required change and configuration control procedures and integrate it into the project management plan. They will also be able to obtain approval for the integrated project management plan.

LEARNING ASSUMED TO BE IN PLACE:

It is assumed that learners are competent in: Mathematical Literacy at NQF Level 4 or equivalent. Communication at NQF Level 4 or equivalent. Computer Literacy at NQF Level 3 or equivalent. Unit Standard: Develop a project risk management plan for a simple to moderately complex

project at NQF Level 5. Unit Standard: Develop a project quality management plan for a simple to moderately complex

project at NQF Level 5.



SESSION 1. Refine the project organisational structure,

profiles, roles and responsibilities.

Learning Outcomes Project organisation structure, roles, responsibilities and authorities are

refined in consultation with the client and/or management. Project team profiles and structure are refined and documented in line with

organisational standards and procedures. Procedures to refer issues and/or decisions to higher levels of authority, are

refined and documented in line with organisational practices and procedures.ESSENTIAL EMBEDDED KNOWLEDGE

Knowledge of organisational structures, roles and processes. An understanding of a project management plan. Knowledge of integrated planning.

Project Roles and Responsibilities

There are many groups of people involved in both the project and project management lifecycles. The Project Team is the group responsible for planning and executing the project. It consists of a Project Manager and a variable number of Project Team members, who are brought in to deliver their tasks according to the project schedule.

The Project Manager is the person responsible for ensuring that the Project Team completes the project. The Project Manager develops the Project Plan with the team and manages the team’s performance of project tasks. It is also the





responsibility of the Project Manager to secure acceptance and approval of deliverables from the Project Sponsor and Stakeholders. The Project Manager is responsible for communication, including status reporting, risk management, escalation of issues that cannot be resolved in the team, and, in general, making sure the project is delivered in budget, on schedule, and within scope.

The Project Team Members are responsible for executing tasks and producing deliverables as outlined in the Project Plan and directed by the Project Manager, at whatever level of effort or participation has been defined for them.

On larger projects, some Project Team members may serve as Team Leads, providing task and technical leadership, and sometimes maintaining a portion of the project plan.

The Executive Sponsor is a manager with demonstrable interest in the outcome of the project who is ultimately responsible for securing spending authority and resources for the project. Ideally, the Executive Sponsor should be the highest-ranking manager possible, in proportion to the project size and scope. The Executive Sponsor acts as a vocal and visible champion, legitimizes the project’s goals and objectives, keeps abreast of major project activities, and is the ultimate decision-maker for the project.

The Executive Sponsor provides support for the Project Sponsor and/or Project Director and Project Manager and has final approval of all scope changes, and signs off on approvals to proceed to each succeeding project phase. The Executive Sponsor may elect to delegate some of the above responsibilities to the Project Sponsor and/or Project Director.

The Project Sponsor and/or Project Director is a manager with demonstrable interest in the outcome of the project who is responsible for securing spending





authority and resources for the project. The Project Sponsor acts as a vocal and visible champion, legitimizes the project’s goals and objectives, keeps abreast of major project activities, and is a decision-maker for the project. The Project Sponsor will participate in and/or lead project initiation; the development of the Project Charter. He or she will participate in project planning (high level) and the development of the Project Initiation Plan.

The Project Sponsor provides support for the Project Manager; assists with major issues, problems, and policy conflicts; removes obstacles; is active in planning the scope; approves scope changes; signs off on major deliverables; and signs off on approvals to proceed to each succeeding project phase. The Project Sponsor generally chairs the steering committee on large projects. The Project Sponsor may elect to delegate any of the above responsibilities to other personnel either on or outside the Project Team.

The Steering Committee generally includes management representatives from the key organizations involved in the project oversight and control, and any other key stakeholder groups that have special interest in the outcome of the project. The Steering committee acts individually and collectively as a vocal and visible project champion throughout their representative organizations; generally, they approve project deliverables, help resolve issues and policy decisions, approve scope changes, and provide direction and guidance to the project.

Depending on how the project is organized, the steering committee can be involved in providing resources, assist in securing funding, act as liaisons to executive groups and sponsors, and fill other roles as defined by the project.





Customers comprise the business units that identified the need for the product or service the project will develop. Customers can be at all levels of an organization. Since it is frequently not feasible for all the Customers to be directly involved in the project, the following roles are identified:

Customer Representatives are members of the Customer community who are identified and made available to the project for their subject matter expertise. Their responsibility is to accurately represent their business units’ needs to the Project Team, and to validate the deliverables that describe the product or service that the project will produce. Customer Representatives are also expected to bring information about the project back to the Customer community. Towards the end of the project, Customer Representatives will test the product or service the project is developing, using and evaluating it while providing feedback to the Project Team.

Customer Decision-Makers are those members of the Customer community who have been designated to make project decisions on behalf of major business units that will use, or will be affected by, the product or service the project will deliver. Customer Decision-Makers are responsible for achieving consensus of their business unit on project issues and outputs, and communicating it to the Project Manager. They attend project meetings as requested by the Project Manager, review and approve process deliverables, and provide subject matter expertise to the Project Team. On some projects they may also serve as Customer Representatives or be part of the Steering Committee.

Stakeholders are all those groups, units, individuals, or organizations, internal or external to our organization, which are impacted by, or can impact, the outcomes of the project. This includes the Project Team, Sponsors, Steering Committee,





Customers, and Customer co-workers who will be affected by the change in Customer work practices due to the new product or service; Customer managers affected by modified workflows or logistics; Customer correspondents affected by the quantity or quality of newly available information; and other similarly affected groups.

Key Stakeholders are a subset of Stakeholders who, if their support were to be withdrawn, would cause the project to fail.Vendors are contracted to provide additional products or services the project will require and are another member of the Project Team.

The Project Communication Plan





Types of Project InformationThe information that you communicate varies depending on whether you’re planning, executing, or closing the project. Here are types of project information that you distribute by phase in a project:

Project planning: The components of the project plan help people involved with the project understand the purpose of the project and their roles in completing it successfully. From the problem statement to the schedule and the communication plan, each component describes how you plan to run the project. Some audiences review planning documents in detail and approve them, whereas other groups use them simply as direction for the work they perform.

Project execution and control: Once the plan is approved and you begin to execute that plan, people need to know the rules. You have to provide people with procedures, such as reporting time and expenses, requesting time off, escalating issues, and so on. For most of the project duration, people need to know the status of the project and what’s planned for the near future. The status you provide varies by the needs of the audience. For example, the elegant programming shortcut that is helpful and fascinating to the development team would put management stakeholders to sleep. On the other hand, the financial measures that the management stakeholders can’t live without would be equally boring to most technical folks.

Project closure: You wrap up projects with reports that summarize the performance of the project.

Project publicity: Regardless of the phase a project is in, you want to build enthusiasm and commitment for it. Publicizing a project early on might include





announcements in the company newsletter, contests to name the project, or road shows that describe the purpose and benefits of the project. During project execution, you might use a project newsletter to publicize accomplishments, host celebrations upon completion of significant milestones, or distribute pens or coffee cups emblazoned with the project logo. And nothing beats meeting stakeholders and team members one-on-one to build commitment.

Who Needs to Know?The first step to creating a communication plan is identifying who needs to know something about the project. Stakeholders are obvious audiences for project communications, but other groups often need or want project information. As you build your communication plan, ask stakeholders and other groups you’ve identified as audiences if there’s anyone else who needs to know something about your project.

Here are some typical audiences, both stakeholders and ancillary groups, you might include in a communication plan: The project team is the core of communication. Team members work on the

project every day. They need to know what’s going on with the project, but they also contribute a lot of the information that you communicate to others.

Management stakeholders aren’t dedicated to the project, but they make key decisions about it. Management stakeholders share similar needs for project communication and can include customers, the project sponsor, a steering committee or leadership team, members of the change management board, functional managers, and so on.

Note: The customer is part of the management stakeholder group, but often wants different information delivered in different ways.





The project sponsor is also part of the management stakeholder group, but is usually involved more intimately with the project. For example, you might send the project sponsor the same information that you provide to other management stakeholder groups, but also meet face to face for in-depth discussions.

Supporting groups might be involved in your project from time to time and need to know specific information. For example, sales and marketing might want to know what the product features are and when it’ll be ready to sell. The legal department gets involved only to work on contracts or to review documents for legal issues. Other supporting groups include operations, manufacturing, IT, and other departments.

External audiences can be very involved in your project. For example, vendors, suppliers, partners, and the project managers who work for them can belong to your core team. However, you typically don’t tell external audiences as much as you do internal team members. For example, if you’re trying to resolve issues, you’d include external audiences in those discussions only if they are directly affected. Investors and regulatory agencies (such as the IRS or a public utility commission) might represent additional external audiences. For these audiences, the format and schedule of communication is often already specified, such as the financial statements that the SEC requires.

Tip: As you develop your communication plan, the golden rule is to give the audience what it wants. Just as a Gantt chart might make perfect sense to you and not one whit to the customer, the methods of communication you choose must actually get the message through to your audience. And if that means you have to prepare a Microsoft PowerPoint presentation for the steering committee, a Microsoft Excel spreadsheet for the accounting department, a Microsoft Word document for project teams, and a Microsoft SharePoint site for the developers, so be it. After all,





your job as project manager is to make the project a success, and communicating information successfully is a big part of that.

Best Practices: It’s better to send information to too many people than too few, suggests Ron Taylor, founder of the Ron Taylor Group and PMI’s 2008 Leader of the Year. Mr. Taylor’s approach is to give people the opportunity to opt out of receiving specific types of information. However, opting out has one downside that he makes sure everyone understands up front. To make sure responsibility lies where it belongs, anyone who opts out of receiving communications must abide by decisions that are made without their input.

What Communication Method Should You Use?The last step to developing a communication plan is to determine the best methods for getting each type of information to your audiences. You must decide how often audiences need information, the best method for delivering information, and the best format in which to deliver it. For example, everyone involved in the project needs a project status report, which you might distribute via email to the entire team but review in a meeting with stakeholders. Your organization’s executive team meets once a month and wants an executive summary of project status with emphasis on the budget and financial measures. The project sponsor prefers to meet in person to review status, issues, and risks. And team members have asked you to distribute the detailed status reports of team accomplishments every week.

Communication methods come in many guises and each one has its advantages and disadvantages. For example, face-to-face communication is best for delicate discussions or to brainstorm solutions. Conference calls and email come in handy for teams that are distributed geographically. Documents in paper or electronic





format are ideal for communicating large amounts of information that require study. Here are some considerations for communication methods:

Status reports: These can contain different types of information depending on the audience. Moreover, whether you produce paper or electronic status reports depends on the audience as well. Sending status reports to people makes it easy for them to read the information, and they can choose to scan the reports for pertinent topicsor ignore them if time is at a premium.

Note: When you distribute documents electronically, you have to consider the software formats that your audiences can read. For example, if some team members have older versions of Word, you might choose to distribute reports in Adobe Acrobat or Microsoft XPS Document Writer format. Don’t forget that most people in your audiences won’t have Microsoft Project, so you should save Gantt Charts and other Project views as pictures, PowerPoint files, or web pages.

Meetings: These can vary from one-time kickoff meetings to daily meetings of small groups of team members, weekly or monthly executive updates, or occasional all-hands meetings. Although you can’t guarantee that people will pay attention in a meeting, getting people in the same room is ideal for discussions, brainstorming, and decision making. You have options for how you deliver information in face-to-face meetings. For example, an executive update meeting might start with a presentation of project status followed by an energetic discussion. Other meetings, such as lessons learned sessions, can be completely dedicated to group discussion.

Conference calls and videoconferencing: These are options for meetings when people are distributed geographically; however, they are not ideal if you are working through issues or dealing with a team that is “storming.” In situations in





which tension is high, a videoconference or Microsoft Office LiveMeeting provides more effective interaction.Sending documents to people: This is preferable if you want the recipients to take action. For example, if you want stakeholders to review and approve your project plan, you should send the plan to them for review. However, the best way to obtain approval and signatures is to hold a meeting.

Storing documents: This is a reasonable solution for information that only some people need only some of the time. For example, you can store any document-based deliverables, such as the current project plan, requirements, specifications, change requests, and other project information in a shared folder, on a web page, or in a shared workspace. People who need the information can retrieve it when they need it.

Newsletters and email distribution lists: These work well for announcements and other information you want to disseminate to broad audiences. You can distribute information to many people without much effort, but the readers can skip the message if it doesn’t apply to them.





SESSION 2. Determine the integrated change control

procedures.

Learning Outcomes

Change request, monitor and control procedures are set up in accordance with organisational and/or client standards and procedures and project needs.

Change control approval procedures and responsibilities are defined in required format.

Configuration control procedures are defined in line with project objectives, product needs and organisational standards and procedures.

ESSENTIAL EMBEDDED KNOWLEDGE An understanding of change control processes and techniques. Knowledge of organisational structures, roles and processes.

Perform Integrated Change Control

Project almost never run exactly according to the plan and changes, accordingly, changes are a normal part of project management. Integrated change control is performed constantly throughout the entire project life cycle to effectively manage the change process. The integrated change control process includes reviewing all change requests as well as approving and managing changes to any of the following: deliverables, organizational processes, project documents and the project management plan.

The following activities are part of integrated change control:





Identifying that· A change is needed or· A change has occurred

“Influencing factor” that lead to informal, uncoordinated changes (i.e. preventing people from circumventing the required process). Informal changes often lead to a phenomenon known as “scope creep”

Reviewing, analyzing and approving requested changes promptly (usually done by a CCB, i.e., change control board. However, small changes may be designated to another party so that the CCB can pay proper attention to larger, more significant changes).

Managing approved changes Maintaining the integrity of established baselines (i.e. You must adjust current

baseline to reflect approved changes) Reviewing and either approving or denying all recommended preventive and

corrective actions. Coordinating the effect of changes across the entire project (e.g., A change in

the schedule may affect cost, quality, risk and staffing requirements). Documenting the likely impact of requested changes (CCB).

Configuration management and change control work together to accomplish three primary objectives: Establish a consistent method for requesting changes to established baselines.

The system must assess the potential value of all requested changes. Improve the project by evaluating the likely impact of all requested changes

(i.e., approve good changes and reject bad ones). Provide effective communication mechanisms so that stakeholders are aware of

all changes.





Other key information about changes control: Change control operates within the configuration management system. A major

goal of change control is to control emerging scope against the baseline. Changes may be requested at any time by any stakeholder. Verbal change requested should always be recorded in written form. Many changes systems use a CCB (change control board) for approving or

disapproving change requests. However, project managers may be authorized to approve certain change

requests (e.g., if the likely impact is below established cost or schedule thresholds).

In some cases, changes may be approved by the customer (as per contractual provisions)

On large projects, multi-tiered CCBs, with different responsibilities, may exist (e.g., technical review versus cost or different CCBs for each project within a program)

Change systems often include provisions to handle emergency changes without prior reviews. In such cases, the change is usually documentary as soon as practical.

Every change request must be either accepted or rejected with documentary to support the decision.

Perform Integrated Change ControlInputs Tools Outputs1. Project management plan2. Work performance information3. Change requests

1. Expert judgment2. Change control meeting

1. Change request status updates2. Project management plan updates





4. Enterprise environment5. Organizational process assets

3. Project document updates

Five Key Inputs for Perform Change Control:

1. Project Management Plan: Provides the current, approved plan that may be affected by any approved changes.

2. Work Performance Information: Provides the actual status of project activities and as such, may indicate where problems exist that requires changes.3. Change Request: This is the only instance in the site in which change request are an input. In the rest of this site, change requests are outputs to 2 of 20 planning processes, 5 of 8 executing processes and all 10 monitoring and control processes.4. Enterprise Environment Factors: Specific environmental factors that may influence integrated change control include: Project management information systems (scheduling tools, configuration management system and information collection and distribution systems

5. Organization Process Assets: The specific organizational process assets that may affect nitrated change include: Change control procedures Procedures for approving and issuing change authorizations Process measurement database (collect data on status of processes and

products)





Project files (scope, schedule, cost, calendars, network diagrams, risk registers, risk response plans)

Control management knowledge base

Two Key Tools Perform Integrated Change Control:1. Expert Judgment: In this case, it is important to get right subject matter

experts on the CCB.2. Change Control Meeting: Meeting by the CCB to review change requests and

either approve or reject each request.

Three Key Outputs for Perform Integrated Change Control

1. Change Request Status updates:

Approved change requests are implemented though Direct and Manage Execution and updates are made to project documents

Disapproved change requests are documented as such in the change request log.

2. Project Management Plan Updates: Subsidiary management plans and baselines are updated, as needed.

3. Project Document Updates: The change request log and any documents that are subject to the formal change control process are updated, as needed.

Other Information about Integrated Change Control: Change control operates as a subset of the configuration management system. Configuration management provides the following functions:





1. The first major step (performed early in the project life cycle) identifies the functional and physical characteristics of the product. This step result in the establishment of three key baselines (scope, time and cost)

2. The next major step controls change to those baselines and keeps careful records of the status of each change.

3. The final step audits the final results to verify conformance to requirements (including any approved changes)

Flow DiagramThe diagram below shows the basic steps within the Change Control Procedure from the perspective of project management.





Flow Diagram DescriptionsStep # Responsibili Detail





ty1. Change Request Identification

Any project stakeholder

· Recognize the need for a change and describe it on the Project Change Request form.

2. Change Request Assessment

VT Project Manager Project Team

· Immediately defer or reject change request if it is not a valid one.o Deferred Change Requests will reenter this assessment step at a later time,o Rejected Change Requests are definitively stopped at this stage of the procedure.· For those Change Requests that are not deferred or rejected determine appropriate resources required to analyze the change request.· Perform a quick assessment of the potential impact, including an estimate of the costs and time scale for performing a detailed impact analysis.· Update the Change Request form.

3. Change Request Analysis

VT Project Manager

· Distribute the Change Request for analysis to appropriate project team members.

Assigned resources

· Analyze impact of change, including effort estimate and financial impact, within agreed time frame.





· Accept for detailed analysis, defer or reject.o Deferred Change Requests will reenter this analysis step at a later time,o Rejected Change Requests are definitively stopped at this stage of the procedure.

VT Project Manager

· Collect, consolidate and document the analysis to show the total impact.· Update the Change Request form to document the decision.

4. Change Request Approval

VT Project Manager

· Steering Committee membership is planned for in the early planning stages of the project so it is already in place when needed. Membership is determined by a combination of project risk level and impact level of the change.1. What is project risk and complexity level?o Low risk projects may only require approval for changes from the project manager and/or sponsor.o Medium and High risk projects may, depending on impact level below, require approval for changes from a Steering Committee.2. What is the impact level of the change





on the project?· Determine if the Change Request will have a “High” impact level.o If “Yes”, submit the Change Request to the Steering Committee for Approval.o If “No”, report changes to the Steering Committee.· Determine if the Change Request will result in a contract change.o If “Yes”, sign and submit Change Request for contracts approvalo If “No”, approve for implementation, defer, or reject.– Deferred Change Requests will reenter this approval step at a later time,– Rejected Change Requests are definitively stopped at this stage of the procedure.· Update Change Request form to document the decision.

ITA Contracts Manager

· Review contracts impact of Change Request.o If “Approved”, update the Change Request form.o If “Not Approved”, then Defer or Reject the Change Request.





Steering Committee

· Review impact of Change Request.o If “Approved”, VT Project Manger updates Change Request form.o If “Not Approved”, then Defer or Reject the Change Request.

5. Change Request Implementation

VT Project Manager

· Update project management plans and procedures.· Communicate changes to the team.· Monitor progress according to updated project management plans.· Record completion of Change Request.· Close Change Request.





Change LogA Change Log is a list containing some of the information about all of the Change Requests.Content DescriptionProject Number The unique project numberPCR ID The unique identifier of the Project Change Request

Short description A brief summary of the proposed changeRaised by The name of the person who introduced the changePriority The analyzed priority of the change (High, medium, or low).

Date raised The date the Change Request was introducedOwner The name of the individual responsible for dealing with

the Change Request

Target date The target date for addressing the Change Request

Status · Open· Approved for analysis· Approved for implementation· Implemented· Deferred· Rejected· Closed

Status date The date the status was last updated





SESSION 3. Produce the integrate project management plan

document.

Learning Outcomes

All component elements and/or plans are gathered, checked and interrogated for cohesion and balance between them to ensure alignment to each other.

Revisions to correct discrepancies between components are agreed with relevant stakeholders and in the required format.

Project control mechanism and processes are defined in accordance with project needs.

Performance measurement baselines are developed and agreed in accordance with agreed success criteria and planned controls.

All components are integrated into the project management plan document. The project management plan document is checked for accuracy,

completeness and compliance to required format.

ESSENTIAL EMBEDDED KNOWLEDGE

An understanding of a project management plan. Knowledge of integrated planning.

Project integration—an overview

Project integration management is where it all comes together. Project integration is the activities a project manager carries out to pull together the project scope, schedule and cost processes, as well as all the human resource, risk,





communications and procurement management activities they complete to deliver a quality outcome.

This is where the project manager earns their money. The activities the project manager undertakes as part of project integration management can be summarised as:determining what is required planning how to achieve what is required managing the team to achieve what is required

finalising all expenditures and proving that what was required was delivered. To achieve this the PMBOK Guide describes project integration management as

comprising: develop project charter develop project management plan direct and manage project execution monitor and control project work perform integrated change control close project or phase.

Project integration management tools and techniquesEXPERT JUDGEMENT

The key and virtually only technique for project integration management is expert judgement. Whether the judgement is expert or not remains to be seen at the project's conclusion. The 'golden triangle' of project management says that scope, schedule and budget are linked. Project management is not so much about project planning, but project planning enabling project management.

The effort undertaken in developing the plan brings its rewards in enabling the project manager to understand and correct deviations as they occur. Projects fail in





one of two key ways: suddenly and dramatically, or slowly and consistently. The life cycle planning activities, and the quality and stakeholder management activities, ensure that the project is doing the right thing, and that at each milestone or phase, has achieved the necessary artefacts to deliver in accordance with the project's deliverable specifications.

Given that all activities vary slightly, the project manager must be able to determine what activities are of concern and how to fix those activities, while not adversely impacting the other activities. Also, the project manager receives past performance information and not the current or future performance.

While a Gantt chart shows performance against schedule, a WBS shows performance by deliverable. The WBS also shows the budget hierarchically, as the budget at any one point in the WBS is the sum of the WBS elements' budgets below that point.

The examples we have discussed so far are not the only ways a project manager can analyse a project's performance. However, they do show that a project manager needs to go through a sequence of:

obtain accurate and timely status information (monitor project work) report the performance (monitor project work) analyse the reasons for the performance (monitor project work) change only those areas that need changing (manage project execution and

perhaps perform integrated change control).The project manager is faced with a variety of changes that need a variety of management approaches. These include:

Minor internal changes to the work plan





Engineering change requests Organizationally-driven changes Customer-driven changes

Fundamental to the control of changes is the concept that a project manager can uniquely identify the status of all artefacts before and after a change.The project manager and the team must be able to know which item is in which state. To do this, projects use four key tools:

1. configuration identification2. versioning3. change status accounting4. configuration management.Versioning tracks changes to an artefact or product.

Project integration management artefactsINPUTSThe key inputs to project integration management will include the:

* project statement of work* business case* contract* inputs from planning processes.

A contract provides four key pieces of information:1. what is agreed to be delivered (the scope)2. what approaches or conditions have been agreed (conditions, and perhapsmilestones, payment milestones, etc.)





3. the commercial and legal framework (which might state or imply certain standards or approaches)4. the agreed price (which is not budget).

The project management plan both sets the scene for, and encapsulates, all the sub-plans such as WBS (work plan), schedule (time plan), communications plan, quality plan, etc. The project management plan cannot be completed until all of the subordinate plans have been developed, and integrated into the work schedule, budget and organisational responsibilities.

The key outputs of the project integration management are:* project charter* project management plan* baselined plans* deliverables* work performance information

Project integration management processThe process for project integration management comprises:* develop project charterAs the project manager is the recipient of this document, the person accountable for developing it is usually the project sponsor, business owner or program manager.* develop project management planThe purpose of the project management plan is to define the project and how the project will be executed, monitored and controlled. Once the project management plan has been released (Version 1.0), it is communicated to all key personnel, and





then rapidly updated to keep pace with the changes in scope, team, interfaces, external events, risks and actual performance.* direct and manage project executionDirecting and managing project execution is all the activities involved in ensuring that the project team understands and does the work required to achieve the deliverables in accordance with the project plan. The major output of this ongoing activity is the work occurring to plan. Interim outputs are changes to the project documents and the project management plan. Where work cannot progress according to the plan, for example, when the project team finds that two requirements are in conflict, the project team can initiate change requests.* monitor and control project workMonitor and control project work are the ongoing group of activities associated with measuring progress against the plan and then controlling the work to ensure that the work remains on track. The project manager requires accurate and timely information to make correct decisions about how to control the project work. However, a project manager can usually have one, but not both of these.* perform integrated change controlIntegrated change control is one of the more interconnected elements of project management. A change request can come from virtually anywhere, and affect virtually anything on a project. The PMBOK Guide catch-all elements of 'organisational process assets' and 'enterprise environmental factors'.* close project or phase.Closing the project of phase means handing over the products and formally closing all of the documentation for the project or phase. Depending upon the organisation, this usually involves closing financial accounts, formally returning any assets or equipment, archiving all of the documentation, producing a lessons-learnt report, and writing up a summary of the project.





SESSION 4. Obtain approval for the integrated project

management plan.

Learning Outcomes

The integrated project management plan is presented to the authorised





individuals in required format and time frame. Approval is obtained for the integrated project management plan from the

authorised individuals in accordance with organisational standards and procedures.

The approved integrated project management plan is communicated to all stakeholders in the required format and time frame.


Knowledge of integrated planning.

What it is: Finalize Project Plan & Gain Approvals

DescriptionA project plan is finalized when it is formally accepted and approved by the project sponsor and other designated stakeholders. Formal approval acknowledges that all the deliverables produced during the Plan Stage are complete, reviewed and accepted.





Signatures on the project plan document indicate final approval. This sign-off marks the plan as the go-forward agreement and can be viewed as a project management milestone.

Rationale/PurposeThe project plan is important because it provides baseline information such as the budget, schedule and management plans for executing and controlling the project. A signed project plan represents a commitment to continue and to dedicate the required time and resources toward the project. It ushers the way into the Execute and Control Stage.

Who is Involved?Project ManagerProject SponsorProject Stakeholders

ResultApproved Project PlanSigned Project Plan Approval

How to: Finalize Project Plan & Gain ApprovalsRecommended actions and strategiesThe flow chart below describes the sequence of activities that results in a reviewed and approved plan.1.

Compile deliverables or results from all the Planning Stage activities into a project plan document.

2 Distribute the project plan to the Project Sponsor and other





. appropriate stakeholders.

3.

Schedule a meeting with Project Sponsor and other relevant stakeholders to review the project plan deliverables.

4.

Make any changes from the formal review and finalize the project plan deliverable.

5.

Ask the Project Sponsor to acknowledge if the project will proceed. (This is a “go/no-go” decision point. The Project Sponsor should indicate the reasons for rejecting the project if the decision is a no-go.)

6.

Obtain signatures from the Project Sponsor and any other designated stakeholder

Template: Project Plan Approval SignaturesProject Name: Project Manager_______________________________________ __________________ (Signature) (Date)NamePositionOrganization





Project Sponsor _______________________________________ __________________ (Signature) (Date)NamePositionOrganization Organization

Project Customer _______________________________________ __________________ (Signature) (Date)NamePositionOrganization Project Customer_______________________________________ __________________ (Signature) (Date)NamePositionOrganization



Enter the project name.

Replace Name with the name of the approver fulfilling the role.

Replace the Position with the approver’s position.

Replace the Organization with the approver’s organization.



Learning Unit2UNIT STANDARD NUMBER : 243814LEVEL ON THE NQF : 5CREDITS : 14FIELD : Business, Commerce and Management StudiesSUB FIELD : Project Management



Establish a project or project phase and its processes for a simple to moderately complex project

PURPOSE:

Learners credited with this unit standard are able to acquire and induct project team members and explain the project and the required procedures to them. Learners will also be able to source, acquire and allocate 'non-people' resources as well as be able to establish the physical and virtual workplace environment for a project.

LEARNING ASSUMED TO BE IN PLACE:It is assumed that learners are competent in:

Mathematical Literacy at NQF Level 4 or equivalent. Communication at NQF Level 4 or equivalent. Computer Literacy at NQF Level 3 or equivalent. Unit Standard: Develop an integrated project management plan for a simple to

moderately complex project at NQF Level 5.



SESSION 1Demonstrate an understanding of the project and

the project management procedures.LEARNING OUTCOMES

The purpose, approach, scope, deliverables and time frames of the project are explained in accordance with the approved project management plan.

Project management processes and phases are identified and explained in line with the project management plan and agreed timelines.

Project methodology to be used is explained in accordance with the approved project management plan and operating requirements.

Stakeholder relationship management plan and communication management plan and methods are explained in accordance with project management plan.

The purpose, approach, scope, deliverables and time frames of the project are explained in accordance with the approved project management plan. PurposeThe objective of a project plan is to define the approach to be used by the Project team to deliver the intended project management scope of the project.At a minimum, a project plan answers basic questions about the project:

Why? - What is the problem or value proposition addressed by the project? Why is it being sponsored?

What? - What is the work that will be performed on the project? What are the major products/deliverables?

Who? - Who will be involved and what will be their responsibilities within the project? How will they be organized?

When? - What is the project timeline and when will particularly meaningful points, referred to as milestones, be complete?

How to define the scope of a projectIt is the first step in establishing a project timelineAs a project manager, you'll need to define project scope no matter what methodology you choose to use.





Defining what is needed is the first step toward establishing a project timeline, setting of project goals and allocating project resources. These steps will help you to define the work that needs to be done - or in other words, define the scope of the project. Once this is defined, you'll be able to allocate tasks and give your team the direction they need to deliver the project on time and on budget.Understand the project objectivesIn order to define the scope of a project, it is necessary to first establish the project objectives. The objective of a project may be to produce a new product, create a new service to provide within the organisation, or develop a new bit of software. There are any number of objectives that could be central to a given project - and it is the role of the project manager to see that their team or contractors deliver a result that meets the specified functions and features.How do you define the project scope?The work and resources that go into the creation of the product or service are essentially the things that frame the scope of the project. The scope of the project outlines the objectives of the project and the goals that need to be met to achieve a satisfactory result. Every project manager should understand how to define the project scope and there are some steps that can be followed when doing this.Steps for defining the scope of a projectTo define a project scope, you must first identify the following things:

Project objectives Goals Sub-phases Tasks Resources Budget Schedule

Once you've established these things, you'll then need to clarify the limitations or parameters of the project and clearly identify any aspects that are not to be included. In specifying what will and will not be included, the project scope must





make clear to the stakeholders, senior management and team members involved, what product or service will be delivered.What Is a Deliverable in Project Management? Project deliverables are the outputs got from a project that normally give a beneficial change. They are provided to the project sponsors at the end of every project. They can be for both internal users and the external customers. In project management, a deliverable is a product or service that is given to your client. A deliverable usually has a due date and is tangible, measurable and specific. A deliverable can be given to either an external or internal customer and satisfies a milestone or due date that is created and produced in the project plan. A deliverable can be a software product, a design document, a training program or other asset that is required by the project plan.Systems: Another example of a deliverable are systems. Systems can be the way a program is run or as simple as an accounting program. Processes must be created that allow for the implementation of the program that is being created. The roll out or implementation of the final product must be arranged, trainers identified and trained and hardware ordered and tested. Schedules must be created and supplies have to be ordered. All of these systems will have due dates that serve as deliverables for your project.Milestones: Milestones are also another example of a deliverable. A milestone is a hard and fast due date that represents a major accomplishment during the course of the project that is being managed. Sometimes these milestones represent the approval of a major component in the project, like approved testing of the product for release one. Another milestone could represent approval from upper management for the development of the software product. Milestones represent deliverables that are significant and must be accomplished over the course of the project.





Project management processes and phases are identified and explained in line with the project management plan and agreed timelines. 5 Basic Phases of Project ManagementProject Management Institute, Inc. (PMI) defines project management as "the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements of a particular project." The process of directing and controlling a project from start to finish may be further divided into 5 basic phases:

1. Project conception and initiation: An idea for a project will be carefully examined to determine whether or not it benefits the organization. During this phase, a decision-making team will identify if the project can realistically be completed.

2. Project definition and planning: A project plan, project charter and/or project scope may be put in writing, outlining the work to be performed. During this phase, a team should prioritize the project, calculate a budget and schedule, and determine what resources are needed.

3. Project launch or execution: Resources' tasks are distributed and teams are informed of responsibilities. This is a good time to bring up important project related information.

4. Project performance and control: Project managers will compare project status and progress to the actual plan, as resources perform the scheduled work. During this phase, project managers may need to adjust schedules or do what is necessary to keep the project on track.

5. Project close: After project tasks are completed and the client has approved the outcome, an evaluation is necessary to highlight project success and/or learn from project history. Projects and project management processes vary from industry to industry; however, these are more traditional elements of a project. The overarching goal is typically to offer a product, change a process or to solve a problem in order to benefit the organization.





Project methodology to be used is explained in accordance with the approved project management plan and operating requirements. In order to achieve goals and planned results within a defined schedule and a budget, a manager uses a project. Regardless of which field or which trade, there are assortments of methodologies to help managers at every stage of a project from the initiation to implementation to the closure. In this tutorial, we will try to discuss the most commonly used project management methodologies.A methodology is a model, which project managers employ for the design, planning, implementation and achievement of their project objectives. There are different project management methodologies to benefit different projects.For example, there is a specific methodology, which NASA uses to build a space station while the Navy employs a different methodology to build submarines. Hence, there are different project management methodologies that cater to the needs of different projects spanned across different business domains.Project MethodologiesFollowing are the most frequently used project management methodologies in the project management practice:





1 - Adaptive Project Framework: In this methodology, the project scope is a variable. Additionally, the time and the cost are constants for the project. Therefore, during the project execution, the project scope is adjusted in order to get the maximum business value from the project.2 - Agile Software Development: Agile software development methodology is for a project that needs extreme agility in requirements. The key features of agile are its short-termed delivery cycles (sprints), agile requirements, dynamic team culture, less restrictive project control and emphasis on real-time communication.3 - Crystal Methods: In crystal method, the project processes are given a low priority. Instead of the processes, this method focuses more on team communication, team member skills, people and interaction. Crystal methods come under agile category.4 - Dynamic Systems Development Model (DSDM): This is the successor of Rapid Application Development (RAD) methodology. This is also a subset of agile software development methodology and boasts about the training and documents support this methodology has. This method emphasizes more on the active user involvement during the project life cycle.5 - Extreme Programming (XP): Lowering the cost of requirement changes is the main objective of extreme programming. XP emphasizes on fine scale feedback, continuous process, shared understanding and programmer welfare. In XP, there is no detailed requirements specification or software architecture built.6 - Feature Driven Development (FDD): This methodology is more focused on simple and well-defined processes, short iterative and feature driven delivery cycles. All the planning and execution in this project type take place based on the features.7 - Information Technology Infrastructure Library (ITIL): This methodology is a collection of best practices in project management. ITIL covers a broad aspect of project management which starts from the organizational management level.





8 - Joint Application Development (JAD): Involving the client from the early stages with the project tasks is emphasized by this methodology. The project team and the client hold JAD sessions collaboratively in order to get the contribution from the client. These JAD sessions take place during the entire project life cycle.9 - Lean Development (LD): Lean development focuses on developing change-tolerance software. In this method, satisfying the customer comes as the highest priority. The team is motivated to provide the highest value for the money paid by the customer.10 - PRINCE2: PRINCE2 takes a process-based approach to project management. This methodology is based on eight high-level processes.11 - Rapid Application Development (RAD): This methodology focuses on developing products faster with higher quality. When it comes to gathering requirements, it uses the workshop method. Prototyping is used for getting clear requirements and re-use the software components to accelerate the development timelines.In this method, all types of internal communications are considered informal.12 - Rational Unified Process (RUP): RUP tries to capture all the positive aspects of modern software development methodologies and offer them in one package. This is one of the first project management methodologies that suggested an iterative approach to software development.13 - Scrum: This is an agile methodology. The main goal of this methodology is to improve team productivity dramatically by removing every possible burden. Scrum projects are managed by a Scrum master.14 - Spiral: Spiral methodology is the extended waterfall model with prototyping. This method is used instead of using the waterfall model for large projects.15 - Systems Development Life Cycle (SDLC): This is a conceptual model used in software development projects. In this method, there is a possibility of combining





two or more project management methodologies for the best outcome. SDLC also heavily emphasizes on the use of documentation and has strict guidelines on it.16 - Waterfall (Traditional): This is the legacy model for software development projects. This methodology has been in practice for decades before the new methodologies were introduced. In this model, development lifecycle has fixed phases and linear timelines. This model is not capable of addressing the challenges in the modern software development domain.

Conclusion:Selecting the most suitable project management methodology could be a tricky task. When it comes to selecting an appropriate one, there are a few dozens of factors you should consider. Each project management methodology carries its own strengths and weaknesses.Therefore, there is no good or bad methodology and what you should follow is the most suitable one for your project management requirements.

Stakeholder relationship management plan and communication management plan and methods are explained in accordance with project management plan.Introduction:When working on a project, there are many people or organizations that are dependent on and/or are affected by the final product or output. These people are the stakeholders of a project.Stakeholder management involves taking into consideration the different interests and values stakeholders have and addressing them during the duration of the project to ensure that all stakeholders are happy at the end.This branch of management is important because it helps an organization to achieve its strategic objectives by involving both the external and internal





environments and by creating a positive relationship with stakeholders through good management of their expectations.Stakeholder management is also important because it helps identify positive existing relationships with stakeholders. These relationships can be converted to coalitions and partnerships, which go on to build trust and encourage collaboration among the stakeholders.How Does Stakeholder Management Work?Stakeholder management, in a business project sense, works through a strategy. This strategy is created using information gathered through the following processes:

Stakeholder Identification: It is first important to note all the stakeholders involved, whether internal or external. An ideal way to do this is by creating a stakeholder map.

Stakeholder Analysis: Through stakeholder analysis, it is the manager's job to identify a stakeholder's needs, interfaces, expectations, authority and common relationship.

Stakeholder Matrix: During this process, managers position stakeholders using information gathered during the stakeholder analysis process. Stakeholders are positioned according to their level of influence or enrichment they provide to the project.

Stakeholder Engagement: This is one of the most important processes of stakeholder management where all stakeholders engage with the manager to get to know each other and understand each other better, at an executive level.

This communication is important for it gives both the manager and stakeholder a chance to discuss and concur upon expectations and most importantly agree on a common set of Values and Principals, which all stakeholders will stand by.

Communicating Information: Here, expectations of communication are agreed upon and the manner in which communication is managed between the stakeholders is established, that is, how and when communication is received and who receives it.

Stakeholder Agreements: This is the Lexicon of the project or the objectives set forth. All key stakeholders sign this stakeholder agreement, which is a collection of all the agreed decisions.





In today's modern management project practice, managers and stakeholders favor an honest and transparent stakeholder relationship.Failures in Stakeholder Management:Some organizations still endure poor stakeholder management practices and this arises because of:

Communicating with a stakeholder too late. This does not allow for ample revision of stakeholder expectations and hence their views may not be taken into consideration.

Inviting stakeholders to take part in the decision-making process too early. This results in a complicated decision-making process.

Involving the wrong stakeholders in a project. This results in a reduction in the value of their contribution and this leads to external criticism in the end.

The management does not value the contribution of stakeholders. Their participation is viewed as unimportant and inconsequential.

Whatever way stakeholder management is approached, it should be done attentively so as to achieve the best results.Achieving Good Stakeholder Management:Insufficient involvement and ineffective communication with stakeholders can lead to project failure. The following are a few ideas that can be used to achieve good stakeholder management practices:

Management and stakeholders should work together to draw up a realistic list of goals and objectives. Engaging stakeholders will improve business performance and they take an active interest in the project.

Communication is the key. It is important for stakeholders and management to communicate throughout the course of the project on a regular basis. This ensures that both parties will be actively engaged and ensure smooth sailing during the course of the project.

Agreeing on deliverables is important. This makes sure there is no undue disappointment at the end. Prototypes and samples during the course of the project helps stakeholders have a clear understanding regarding the end project.

Conclusion:





In conclusion, in order to achieve an outcome from the projects, good stakeholder management practices are required. Stakeholder management is the effective management of all participants in a project, be it external or internal contributors.Arguably, the most important element in stakeholder management is communication where a manager has to spend his 99% time in doing meetings, checking and replying e-mails and updating and distributing reports, etc.





SESSION 2Acquire and induct project team members.

LEARNING OUTCOMES Project team members are identified and acquired in line with defined project

roles and responsibilities. Team members are briefed and orientated on the project and work

environment within required time frame. Team and or individual roles and responsibilities are delegated according to the

project management plan. Project work is allocated to individual project team members in accordance

with the project management plan. The needs of Individual team members are identified and addressed in

accordance with legislative and/or organisational policy and/or project policy. Project team rules are discussed and agreed with team members and recorded

in required format.

Project team members are identified and acquired in line with defined project roles and responsibilities. How to develop your project teamMerely assigning people to tasks doesn’t create a project team. Any good project manager knows that a team is a collection of people who are committed to common goals and who depend on one another to do their jobs. Project teams consist of members who can and must make a valuable and unique contribution to the project.As soon as you identify your project team members, take steps to define and establish your team’s identity as well as its operating practices. Develop the following elements, making sure your team understands and accepts them:

Goals: What the team as a whole and members individually hope to accomplish

Roles: Each member’s areas of specialty, position on the team, authority, and assignments





Processes: The techniques that team members will use to perform their project tasks

Relationships: The attitudes and behaviors of team members toward one another

As soon as people join the team, have them review the approved project plan to reinforce the project’s goals, clarify the work planned, confirm the feasibility of time and resource estimates, and identify any potential problems. Meet as a group to discuss people’s thoughts and reactions, after they’ve reviewed the plan.Team members who contributed to the proposal can remind themselves of the project’s background and purpose, their planned roles, and the work to be done. They can also identify situations and circumstances that may have changed since the proposal was prepared and then review and reassess project risks and risk-management plans.New team members can understand the project’s background and purpose, find out about their roles and assignments, raise concerns about time frames and budgets, and identify issues that may affect the project’s success.Team members commit to your project when they believe their participation can help them achieve worthwhile professional and personal goals. Help team members develop and buy into a shared sense of the project goals by doing the following:

Discuss the reasons for the project, its supporters, and the impact of its results

Clarify how the results may benefit your organization’s clients. Emphasize how the results may support your organization’s growth and

viability. Explore how the results may impact each team member’s job.

Encourage people to think about how their participation may help them achieve personal goals, such as acquiring new skills and knowledge, meeting new people, increasing their visibility in the organization, and enhancing their opportunities for job advancement. Obviously, projects aren’t only about helping team members achieve personal benefits. However, when team members can realize personal benefits while





performing valued services for the organization, the members’ motivation and commitment to project success will be greater.

Team members are briefed and orientated on the project and work environment within required time frame. What is team briefing?In simple terms, team briefing brings managers together with their teams on a face-to-face basis so that information can be delivered, questions asked and feedback collected. A team briefing system is an excellent way to enable communication upwards, downwards and sideways throughout an organisation. Research has shown that face-to-face communication between managers and their teams is vital to the efficient and effective operation of an organisation.

Giving a BriefTeam briefings should be: face-to-face in small teams given by the team leader regular relevant two-way Give information in such a way that the relevance to the team is clear – downward communication from top management sometimes appears to have little significance to them but try and show how it affects your team so that they understand its importance.When briefing information from top management remember that you are management – and make sure that you put the information across positively. Don’t just rattle off the core brief information verbatim – it will seem boring and irrelevant. Don’t ‘parrot’ the core brief - use your discretion to decide where the emphasis lies,





edit and paraphrase to ensure understanding and try to avoid reading out your own notes word-for-word, use key points as memory joggers. Local information should form about two-thirds of the briefing information. Make sure that employees feel confident about asking questions – if you can’t answer them, make a note and take it up with someone who can. Follow up at the next meeting.Give straightforward answers.Keep your notes to refer back to and make a note of questions raised and answers given.What should you cover?

Progress - organisational and local performance against target and standards, including financial, commercial and quality issues

Policy - procedures that need introducing, explaining, reinforcing or changing People - issues concerned with people in the company and the team Points for action - priorities for the next month for the team and the

organisation

Team and or individual roles and responsibilities are delegated according to the project management plan. Project Team Members The staff who actively work on the project, at some stage, during the lifetime of the project. Some may have a specific role – for example, the Team might include a Project Administrator.Responsibilities Team member roles will vary depending on the type of project. Typically they might be to:

• Provide functional expertise in an administrative process • Work with users to ensure the project meets business needs • Documentation and analysis of current and future processes/systems • Identification and mapping of information needs • Defining requirements for reporting and interfacing





• User training

Project Team Lead / Scrum Master • Assigned full or part time to participate in project team activities • Responsible for contributing to overall project objectives and specific team

deliverables • Manages specific project plan activities and contributes to project plan

development in collaboration with project manager • Coordinates documentation, testing, and training efforts related to project

plan • If the project adopts an Agile development approach, the ScrumMaster is

responsible for managing each development sprint, the daily Scrum and ensuring that the team properly applies Agile development principles.

Project Team Member

• Assigned full or part time to participate in project team activities • Responsible for contributing to overall project objectives and specific team

deliverables • Escalates policy issues to team lead for referral to appropriate policy making

bodies • This role includes all various resources necessary to execute the project plan.

Project work is allocated to individual project team members in accordance with the project management plan. Task managementTask management is the process of managing tasks through its life cycle. It involves planning, testing, tracking and reporting. Task management can help either individuals achieve goals, or groups of individuals collaborate and share knowledge for the accomplishment of collective goals. Tasks are also differentiated by complexity, from low to high.Effective task management requires managing all aspects of a task, including its status, priority, time, human and financial resources assignments, recurrence,





notifications and so on. These can be lumped together broadly into the basic activities of task management.Managing multiple individual or team tasks may require specialised task management software. Specific software dimensions support common task management activities. These dimensions exist across software products and services and fit different task management initiatives in a number of ways. In fact, many people believe that task management should serve as a foundation for project management activities.Task management may form part of project management and process management and can serve as the foundation for efficient workflow in an organisation. Project managers adhering to task-oriented management have a detailed and up-to-date project schedule, and are usually good at directing team members and moving the project forward.

Task life cycleThe status of tasks can be described by the following states:

Ready Assigned Terminated Expired Forwarded Finished Failed

The following state machine diagram describes different states of a task over its life cycle. This diagram is referenced from IBM.





The needs of Individual team members are identified and addressed in accordance with legislative and/or organisational policy and/or project policy. Fundamental to the delivery of any path project is the development of the team and the professional development of all individuals. At all levels there is an expectation that the skills, attitudes and knowledge required to deliver successful projects will be gained while these projects develop.This section looks at how project managers can identify the skills and knowledge required to successfully deliver a competent project as well as provide the training and development required for both themselves and the project team. The intention here is to give an overview, as there are training and development texts that cover this subject in much more detail.You should start with an analysis of the training and development that is required. The starting point and the subsequent steps can be represented in ‘The Training





Cycle’ or ‘The Systematic approach to Training and Development’. This is a widely recognised and used model of the processes involved in professional development.

This is a good place to point out that when setting any objectives for training we should be using the standard management practice of using SMART objectives.

SYou will notice that the above objectives are specific in that they explain a number of individual tasks.

MThey are measurable in that you can determine if the tasks have been completed by checking against the targets, e.g. 2000 words, four bridges, grid reference, and so on.

AThey are achievable in that resources are available to complete the project. For example, is there sufficient time for completion and does the candidate have access to a computer?

RThey should be realistic. Clearly projects have to be set at an appropriate level and be relevant to the development of the individual. We have to ask whether the person presently has the skills to carry out the project, does he/she need training or can they learn by completing the project?

TFinally, the project should be time-bound in that you have to set time targets for completion, and possibly for reviewing progress.

If you are able to set SMART objectives it makes the job of evaluation and review much easier.





Identify the needThe need for staff training can be identified in a number of ways, such as during interviews, through feedback from colleagues, by competence or knowledge tests, by observing work taking place, or from appraisal documents or CVs. Skills and knowledge audits and a SWOT analyses are well-known techniques that can be used for self-assessment as well as for identifying the needs of individuals and groups.

Project team rules are discussed and agreed with team members and recorded in required format.People with diverse professional experiences and background have totally unique perspective on any issue. When a new team is assembled for any project, it’s vital for the success of that project that all team members are aware of the ground-rules for the project; similar to any sport. You may have to read it to team and give a copy for reference.Here is an example list that can be used for a project to keep the team aligned. Such ground-rules certainly eliminate unnecessary confusion and your business customer and team members like it defined beforehand.Make sure, you also follow it and implement it.

1. Project manager is the primary contact for any project related communication.

2. All team members maintain their contact info on the team contact list with contact preference.

3. All members attend required meetings and conference calls; if unable to attend, meeting organizer to be notified. If key contributor is unable to attend, request to reschedule the meeting.

4. Any planned day off or vacation must be communicated in advance to project manager so that project plan can be updated and impact to work, if any, can be analyzed.





5. All project team members have access to project plan and project logs (in a standard document format) and are aware of the assigned tasks and due dates.

6. All team members are to be consulted about the reasonableness of the plan prior to management approval.

7. All team members are required to validate their assignments and time allocated prior to the plan is baselined.

8. All project team members have the responsibility to proactively notify the project manager about tasks, duration or dependencies they believe are missing (or any other needed changes to the plan) and confront issues directly and promptly.

9. Project team members have the responsibility to notify any potential difficulties in meeting the schedule for any assigned tasks as soon as it is known by the team member.

10. Each project team member is responsible for ensuring anticipated workload conflicts with other assignments are brought to the attention of the project manager. Team members should ask for help if feeling “stuck” or falling behind the schedule instead of waiting for miracle.

11. All team members are responsible to own, follow-up and provide updates on the assigned task (including but not limited to any identified risks, issues, changes, approvals, clarification from customer). If any delay is observed, escalate to project manager.

12. All meeting minutes, key decisions, assumptions and business rules must be documented and all action items must be followed up and assigned to a resource with expected completion date. These items are usually mentioned in casual conversation.

13. All project team members understand the scope of work. Any work performed must be in the project plan and is in the project scope. Anything that is absolutely needed but not part of the project plan, must be brought into project manager’s attention.

14. All project team members confront issues directly and promptly.15. Only project manager submits all final deliverables to business

customer for sign-off or approval.





SESSION 3Acquire and allocate 'non-people' resources for

the project.LEARNING OUTCOMES

Resources are acquired in accordance with the agreed project management plan and or internal or external acquisition procedures.

Resources are allocated in accordance with the agreed project management plan.

Resources required by team members to conduct project work are made available as and when required.

Project asset register is maintained in line with project and or organisational standards and procedures.

Resources are acquired in accordance with the agreed project management plan and or internal or external acquisition procedures. Resource acquisitionResource acquisition refers to the process of physically securing the necessary inputs. All resources required have to be paid for in some way or another. The financing of a project therefore plays an essential role in the acquisition process.The acquisition process must be managed properly to take care of possible seasonal shortages, labour disputes, equipment breakdowns, competing demands, delayed deliveries and other things that may go wrong. The project plan may have to be modified to accommodate or work around supply problems.Resource Acquisition focuses on defining the needs for the project, and obtaining the right resources for the team and other resources and tools available to manage the effort.

Resources are allocated in accordance with the agreed project management plan.





Resources required by team members to conduct project work are made available as and when required. Resource allocation is used to assign the available resources in an economic way. It is part of resource management. In project management, resource allocation is the scheduling of activities and the resources required by those activities while taking into consideration both the resource availability and the project time.Strategic planningIn strategic planning, resource allocation is a plan for using available resources, for example human resources, especially in the near term, to achieve goals for the future. It is the process of allocating resources among the various projects or business units.The plan has two parts: Firstly, there is the basic allocation decision and secondly there are contingency mechanisms. The basic allocation decision is the choice of which items to fund in the plan, and what level of funding it should receive, and which to leave unfunded: the resources are allocated to some items, not to others.There are two contingency mechanisms. There is a priority ranking of items excluded from the plan, showing which items to fund if more resources should become available; and there is a priority ranking of some items included in the plan, showing which items should be sacrificed if total funding must be reduced.Resource LevelingThe main objective is to smooth resources requirements by shifting slack jobs beyond periods of peak requirements. Some of the methods essentially replicate what a human scheduler would do if he had enough time; others make use of unusual devices or procedures designed especially for the computer. They of course depend for their success on the speed and capabilities of electronic computers. What to produce concerns allocation of resources among alternative uses. The economy must allocate the varieties of goods and services which will yield the greatest satisfaction to consumers. Once the first problem is solved, we are faced





with the second problem, HOW TO PRODUCE. There are several technically possible ways a commodity can be made. A basic criterion used in deciding the best technique is that producers should avoid inefficient methods. Production is said to be inefficient when it is possible to reallocate resources and, as a result, produce more of at least one good without producing less of any other good. This information is powerful and helpful to beginners.AlgorithmsResource allocation may be decided by using computer programs applied to a specific domain to automatically and dynamically distribute resources to applicants.This is especially common in electronic devices dedicated to routing and communication. For example, channel allocation in wireless communication may be decided by a base transceiver station using an appropriate algorithm.One class of resource allocation algorithms is the auction class, whereby applicants bid for the best resource(s) according to their balance of "money", as in an online auction business model (see also auction theory).

Project asset register is maintained in line with project and or organisational standards and procedures.The ‘Asset Register’ is a pre-requisite for a successful maintenance management system as it provides the base data for such a system. Without a structured and effective Asset Register the foundations of both a PPM and a Stores Inventory Management system would be flawed.





Maintenance Strategy DevelopmentA Maintenance Strategy brings all current maintenance practices and operations together with current industry best practice in order to provide a strategic and coherent 'road map' for engineering to follow in order to achieve the following goals:

Improve service provision to operations i.e. reduce breakdowns and improve productivity

Control engineering spending and ensure adherence to budgets Consistently provide parts for planned maintenance and breakdowns with the

lowest spares holding value Improve communication between engineering and other business functions Ensure engineering compliance to all company and statutory standards and

requirements To ensure engineering is focused on business objectives Enable engineering to take a lead in business development

The Maintenance Strategy is developed by the following process: Completion of a Maintenance Audit Writing of a Maintenance Audit review document Completion of a benchmarking exercise Utilise all available information to develop a relevant and effective

Maintenance Strategy





SESSION 4Establish physical and virtual workplace

environment.LEARNING OUTCOMES

Available facilities are investigated and needs to accommodate project team members and other resources are identified in accordance with legislation, the project management plan and team member needs.

A safe working environment is established in accordance with relevant legislation.

A secure working environment is established in line with integrated project plan.

Available facilities are investigated and needs to accommodate project team members and other resources are identified in accordance with legislation, the project management plan and team member needs. Needs could include: seating, storage, communications, technology, access, equipment, special needs of team members e.g. wheelchair access.Facilities design is a complicated task for management, with an assortment of multiple and often contradictory inputs that engender the value of products customers buy. In order to sufficiently manage this complicated task, it is essential to recognize and apply not only the know-what of operations, but include the know-how.

Situation Awareness (SA) Applied in the Facility Management DomainDue to the complex environment of the facility management domain, facility managers cannot easily filter and organize information in an accurate manner. This results in less than optimal decisions being made.SA can filter the large amount of information and provide the facility manager with organized and required information. The organized information requirements not





only can shape the mental picture of the facility manager but also have the potential to be used as a basis for developing human-computer interfaces and applications. The improved mental picture together with human-computer interfaces can prosper the decision-making process of facility managers and can lead to the achievement of their goals in the facility management domain. Goals such as reducing errors and improving task performance can lead to the improvement of facility manager’s practices on their working environment. Application of an SA-centric method is not intended to provide a one-size-fits-all solution to facility management related issues. Its purpose is to increase SA and assist facility managers by enhancing access to relevant information that may lead to improved performance.It is each specific facility manager who is ultimately responsible for the final analysis of the available information and the corresponding course of action. Although this method may measure the measurable, management personnel should be vigilant of other factors that can influence decision-making.





A safe working environment is established in accordance with relevant legislation. Preparation and planning of the project Descriptions should be made of how the various works or stages of work are scheduled in relation to each other. It is particularly important to provide information on where and during what periods especially hazardous work will take place, but information shall also be given on where and when the various employers and self-employed persons are at work on the construction site, and on how much time has been allocated to them.





It is important to include descriptions that ensure that safety, health and working environment matters are included both in calculation of tender prices and in assessment of the use of resources.

Plan for safety, health and working environment The client or the project supervisor is duty bound to consider whether there are other factors that should be included in the plan in order to preserve safety, health and working environment matters on the construction site concerned. In order to ensure that such factors are taken into consideration in connection with tenders and contracts, it is extremely important to include requirements regarding measures or working methods that may have economic or temporal significance in the execution of the project.The plan for safety, health and working environment should refer to regulations and procedures relevant for different tasks. Such regulations may, for example, be the Regulations concerning internal control, the Regulations concerning workplaces and working premises, the Regulations concerning scaffolding, ladders and work on roofs, etc. (order No. 500), the Regulations concerning machinery, the Regulations concerning the use of technical appliances and equipment, the Regulations concerning use of personal protective equipment and the Regulations concerning health and safety personnel. Descriptions shall be prepared of tasks involving particular risk to life and health, and of control arrangements for equipment, certificates, etc.

A secure working environment is established in line with integrated project plan.A formal security and safety assessment program ensures that our facilities perform operations in accordance with established security and safety standards. All of our key facilities are routinely assessed to assist facility leaders with identifying





vulnerabilities in their security/safety programs. A published report documents each assessment and action plans are prepared by each facility to ensure that all findings are corrected in a timely manner.

Providing a Secure Work EnvironmentYour employees spend a significant percentage of their lives in the workplace; they deserve to work in a safe and secure environment. The following are tips to help you provide a secure work environment – both for your employees and for your business.Company Security

Keep all sensitive information (company financials, customer lists, customer information, etc.) in locked files. Limit access to those files only to employees who truly need access.

Shred all proprietary and confidential information. Place shredders in convenient locations so they are easy to use.

Develop electronic systems to protect digital files and limit employee access. Encrypt files and create secure backups.

Develop specific policies regarding the types of information employees are allowed to share with customers, vendors, suppliers, etc.

Perform background checks on all prospective employees. Keep virus, firewall, and spyware software up to date and active. Create a secure wireless network so unauthorized parties cannot tap into

your network. Never put company mail in an unsecure mailbox. Use locked or Postal Service

mailboxes. Never use Social Security numbers for employee identification. Keep Social

Security numbers off paychecks, ID badges, time cards, etc. Assign random-generated passwords to employees; otherwise they may use

easy to guess passwords like a birthday, a child's name, etc. Lock offices and work areas at the end of the day, and have employees shut

off their computers.

Employee Security





Never leave reception areas unattended. Keep all doors locked. Encourage employees to keep valuables at home or in their cars. Keep any other valuables out of sight and preferably locked in desks or

cabinets. "Challenge" visitors who are not accompanied by company personnel.

(Instead of creating a confrontation, ask if they need help.) Ensure parking lots are well-lit and free of hiding places. Create an emergency plan including evacuation policies, escape routes, and

procedures for ensuring all employees are accounted for. Make sure exits are clearly marked and free of obstacles.

Create a system to track the movement of employees who work outside the main workplace. Know where they are, where they should be, and create standard "check-in" procedures so you can be sure they are safe and accounted for.

Make sure employees who perform duties outside the workplace have cell phones, especially if their duties require them to enter other people's homes.

Require employees who are traveling on company business to provide an itinerary listing stops, times, etc. Have them report in on a regular basis so you can be sure they are safe.





SESSION 5Develop project procedures, standards and

templates.LEARNING OUTCOMES

A team charter is compiled in the required format that describes the team expected behaviours.

Project control procedures are compiled in accordance with project management plan requirements.

Documentation procedures and standards are compiled in accordance with the project management plan requirements.

A team charter is compiled in the required format that describes the team expected behaviours. A team charter is a document that is developed in a group setting that clarifies team direction while establishing boundaries. It is developed early during the forming of the team. The charter should be developed in a group session to encourage understanding and buy-in.The team charter has two purposes:

• First, it serves as a source for the team members to illustrate the focus and direction of the team.

• Second, it educates others (for example the organizational leaders and other work groups), illustrating the direction of the team.

Investing the required time to develop a charter reduces confusion about the group’s objectives. The charter also provides the information needed to reduce the risk of rework, enabling the team to get it right the first time.Team Charter Sections:

• Team Purpose – This answers two questions: What’s the value of drawing these people together? What problem are they facing and what would be an acceptable outcome?

• Duration and Time Commitment – The amount of time the team will be working together needs to be documented (for example is this a six month





time frame?). Depending on proposed solutions, the duration of implementing these recommendations may require time beyond the team’s meeting schedule. Another aspect to be considered is the estimated amount of time that will be dedicated weekly / monthly.

• Scope (in scope / out of scope) – Thinking though the scope helps to define the beginning and end of the spectrum. It may list departments included or excluded. The scope, while setting parameters, also helps the team leader(s) easily identify tasks that are outside of the scope, minimizing scope creep.

• Members – Team leader and members should be listed individually. This provides recognition and enhances commitment. Alternate members can also be listed. The team sponsor from the leadership group needs to be assigned and listed after the team members.

• Desired End Result – This provides an opportunity to begin with the end in mind. This is where the sponsor can establish goals for the team to achieve. The goals need to be clearly defined. By defining the desired end result, the magnitude of the change becomes evident.

• Supporting Resources – The supporting resources almost always include other people that were not assigned as team members but still add value toward the overall purpose. Other resources are dependent on the team activities (blue prints, meeting rooms, travel budgets, corporate authority, software, etc.)

• Reporting Plan – This defines how the team will communicate progress. The team usually has a higher authority that they answer to and it is important to report how the team activities are going and what hurdles the team is facing. The reporting plan should establish the frequency of reporting as well as content.

• Deliverables – This section defines the outputs. It should include Key Performance Indicators (KPIs) that measure the intended success. By considering the KPIs at this stage, immeasurable deliverables are eliminated early. The deliverables should include the documents, the desired behaviors, and a long-term auditing process that verifies the deliverables are in place.

• Links – This section considers other departments or organizational initiatives that may have overlap with the group’s purpose. It could also include key resources that are known Subject Matter Experts (SMEs) in specific fields.

The hypothetical example below shows all the elements can come together to create a highly useful document that boost the team’s success.





Project control procedures are compiled in accordance with project management plan requirements. In cooperation with the Project Customer, all levels of the project management team are involved in the process of establishing a timetable of milestones and activities that will lead to a successful project outcome.The following is the graphical project schedule planning procedures:





Documentation procedures and standards are compiled in accordance with the project management plan requirements.It is important that your organisation documents its business process digitisation program. These records are your evidence that you have applied rigor to the digitisation process.If the digital images will replace original paper records, and therefore need to function as evidence, you will need to employ greater levels of documentation. This will be a safeguard if the authenticity of the digital images is challenged.

ConclusionA principal goal of the owner’s project control function is to timely identify and address cost, schedule and other performance issues as they develop. The contract documents should be drafted so that adequate reporting requirements are incorporated to meet the needs of this project control system. The contract documents should likewise reflect the risk management plan. The contract provisions for scheduling, schedule updates, earned values, project costs and project progress must assist in managing project risks at the appropriate level by meeting the information, tracking and reporting needs of the owner.





Learning Unit3UNIT STANDARD NUMBER : 243812LEVEL ON THE NQF : 5CREDITS : 12FIELD : Business, Commerce and Management StudiesSUB FIELD : Project Management



Monitor and control the execution of the project management plan for a simple to moderately complex project

PURPOSE:

The person credited with this unit standard is able to monitor, evaluate and report on the progress of a project and take corrective action where and when necessary. Learners are also able to implement the change needs following the correct procedures as well as identify and resolve issues and new risks on a project to ensure the development or result of the product meets the required specifications, time frames and criteria


Mathematical Literacy at NQF Level 4 or equivalent. Communication at NQF Level 4 or equivalent. Computer Literacy at NQF level 3 or equivalent. Unit Standard: Establish a project or project phase and its processes for a simple to moderately

complex project at NQF Level 5.



SESSION 1.Monitor and control the performance of the

project. Learning Outcomes

Performance is monitored and measured in accordance with project procedures.

Performance results are evaluated against the project management plan in accordance with project procedures.

Preventative and/or corrective actions are developed to ensure compliance to the project management plan.

Opportunities are identified and actions are developed to benefit from such opportunities in support of project objectives.

Developed actions are validated to ensure that it will achieve the desired outcomes.

Developed actions are implemented in accordance with project procedures. Performance is reported to stakeholders in required format and time frame.

ESSENTIAL EMBEDDED KNOWLEDGE Understanding the requirements and processes to monitor, measure and

evaluate project performance. Knowledge of evaluating the impact of change needs. Understanding the requirements and processes regarding the communication

of project performance and change information. Understanding the requirements and processes to clarify product requirements

with relevant stakeholders. Understanding the requirements and processes to agree product solutions and

acceptance criteria with relevant stakeholders.

Monitor and control the performance of the project. Monitor and Control Project Work is the process for "monitoring and controlling the processes used to initiate, plan execute, and close the project to meet the performance objectives defined in the project management plan "Monitoring





includes collecting, measuring, and disseminating performance information, and assessing measurements and trends to effect process improvements"

Roughly spoken the main task of Monitor and Control Project Work is to "compare actual project performance against the project management plan" and to deduce trends and actions which are able to support the meeting of the project targets

•Part of the Monitoring and Controlling Process Group•Father process of the following child processes, which also use the input and generate or modify the output of this process Scope Verification Perform Quality Control Manage Project Team Performance Reporting Manage Stakeholders Risk Monitoring and Control Contract Administration Member of Knowledge Area Project Integration Management.

Mentioned Methods Project management methodology is the set of tools and methods used

to execute the act of project management Project management information system is the set of software and tools

"[...] used by the project management team so support generation of a preliminary scope statement"

Earned value technique is the multiply used technique to make the planned cost value of an activity as its maximally earnable value, to split the value into portions and combine these portions to a timeline and to a set of criteria, which must be fulfilled to earn the value really. Now, one has a baseline against one can measure the real performance of the project

Expert judgment is used to execute all the sub-processes of this process

Project planning: Evaluation plan85 | P a g e The ICHAF Training Institute Office: +27 11 262 2461 Mobile: +27 83 303 9159 E-mail: [email protected]

Website:www.ichaftraining.co.za Physical Address: 10 Etosha Crescent, Sandown Estate, Sandton



The project plan template has a table to help you develop your evaluation plans. Plan evaluation in consultation with the programme manager Also report on evaluation activities in progress reports and the final report.

Factors to evaluateThink about what the project is aiming to achieve and discuss evaluation factors with your programme manager. Factors to consider include:

Stakeholder engagement Outcomes and impacts Benefits Learning Effectiveness of the project

For the project, focus on whether the project was effective and achieved its objectives. For project outputs, focus on whether the outputs are useful, meet user needs and perform well.

Questions to addressFocus on questions that really need to be answered to demonstrate success. Think about what stakeholders want to know. Make sure that the questions can be answered unambiguously.

Formative Evaluation questions: Have milestones been met on schedule? What is holding up progress? What should we do to correct this? Is project management effective? Are stakeholders on board? Do they agree with interim findings? Is our dissemination effective?

Summative Evaluation questions:





Have objectives been met? Have outcomes been achieved? What are the key findings? What impact did the project have? What benefits are there for stakeholders? Was our approach effective? What lessons have we learned? What would we do differently?

Using evaluation results

Formative evaluation let you reflect on what you’ve done so far, what’s going well and what you could do to change or improve things. Formative evaluation is also used to improve the programme so tell the programme manager, personally or in progress reports, what you feel could be improved. Other projects may be saying similar things, and the programme manager can decide what action to take at programme level.

Summative Evaluation will demonstrate whether you’ve achieved your aims and objectives, the work was useful, and there are benefits for the community but remember there may be circumstances beyond your control that affect what the project can achieve. Demonstrating that the work was useful and has benefits for the community relates to sustainability so if you plan to carry the work forward, include evaluation results in your business plan.

Evaluation methodsEvaluation methods are well-documented, so even if you haven’t conducted an evaluation before you should find sufficient information to choose appropriate methods and use them successfully.

Quantitative methods could include: Questionnaires





QUALSERV Usage logs Web server logs

Qualitative methods could include: Interviews Focus groups Observation Peer review

Whatever methods used, involve stakeholders, to increase their commitment to the project, confidence in the results, and likelihood they will act on the findings. Involve user to increase the likelihood of them using of outputs. You may choose to involve an expert to help plan studies or advise on analysing results. When planning evaluation of the project, it’s important to get independent views. Projects collecting personal data during evaluations should ensure that data protection policies are followed.

Measuring successFor project outputs, performance indicators may relate to user demand, user satisfaction, efficiency, effectiveness, take-up, etc. For the project, they will relate to achieving your objectives. Use SMART objectives (specific, measurable, achievable, realistic, timed), you to demonstrate whether they have been achieved. Discuss how you will measure success with stakeholders to understand success from their point of view.

Think about the level of success you hope to achieve and try to quantify success in some way, to ensure that your evaluation results are objective, valid, reliable, repeatable, etc.

For example: 1,000 users per day will visit the website





Usage of the portal will increase by 200% from year 2 to year 3 90% of users questioned will say the process/method saved them time

Preventative and/or corrective actions are developed to ensure compliance to the project management plan.

Direct measuresDirect measures correspond precisely to results at any performance level. For instance, quantities of goods delivered or counts of clients served are direct measures of output, instances of change in beneficiary behavior are a direct measure of project outcome, and a decrease in infant mortality is a direct measure of project impact. A given variable could possibly serve as an indicator of results at any of various levels (input, output, outcome, or impact) depending on the project objectives.Indirect measuresIndirect measures correspond less precisely than direct measures to the performance sought. They are often used where direct measures are too difficult, inconvenient, or costly to obtain. Indirect measures are based on a known relationship between the performance variable and the measure chosen to express it—for example, using lower farm gate prices as an indirect indicator of increased agricultural productivity, using declining freight or taxi tariffs as an indirect measure of decreasing traffic congestion, or using reduced numbers of consumer complaints as an indirect indicator of improved customer processing.Monitoring and controlling





Monitoring and controlling process group processesMonitoring and controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan.

Monitoring and controlling includes: Measuring the ongoing project activities ('where we are'); Monitoring the project variables (cost, effort, scope, etc.) against the project

management plan and the project performance baseline (where we should be);

Identify corrective actions to address issues and risks properly (How can we get on track again);

Influencing the factors that could circumvent integrated change control so only approved changes are implemented.

In multi-phase projects, the monitoring and control process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan.Project maintenance is an ongoing process, and it includes:

Continuing support of end-users Correction of errors



http://en.wikipedia.org/wiki/File:Monitoring_and_Controlling_Process_Group_Processes.jpg



Updates of the software over time

Monitoring and controlling cycleIn this stage, auditors should pay attention to how effectively and quickly user problems are resolved.

Over the course of any construction project, the work scope may change. Change is a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties, to name a few. Beyond executing the change in the field, the change normally needs to be documented to show what was actually constructed. This is referred to as change management.

Hence, the owner usually requires a final record to show all changes or, more specifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents – usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, “as built.” The requirement for providing them is a norm in construction contracts.



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When changes are introduced to the project, the viability of the project has to be re-assessed. It is important not to lose sight of the initial goals and targets of the projects. When the changes accumulate, the forecasted result may not justify the original proposed investment in the project.

Reporting to StakeholdersIn both personal and business relationships, follow-through is important. The same principle applies to stakeholder engagement.

Once consultations have taken place, stakeholders will want to know which of their suggestions have been taken on board, what risk or impact mitigation measures will be put in place to address their concerns, and how, for example, project impacts are being monitored.

In addition to reporting back to project-affected groups and other stakeholders as part of the consultation process, there are other types of reporting that target a different set of stakeholders.

Sustainability reporting, for example, provides companies with an opportunity to communicate information to a much wider range of stakeholders about the environmental, social, economic, and governance performance of the business. It also offers a platform to report back on the process of stakeholder engagement itself, such as who has been consulted, on what topics, and with what results. Consequently, a number of international codes and standards for corporate reporting now include requirement.

Tips for reporting back to project-affected stakeholders





Keeping track of the many commitments made to various stakeholder groups at various times, and communicating progress made against these commitments on a regular basis, requires planning and organization (see Box 8). The following considerations may be helpful when devising the reporting component of your stakeholder engagement strategy:

Determine what information needs to be reported to which stakeholders, by what method and how frequently.

Regularly update your commitments register and disclose progress to affected and interested parties. In particular, publicize any material changes to commitments or implementation actions that vary from publicly disclosed documents.

Make monitoring results publicly available, especially reports of any external monitors.

Regularly report on the process of stakeholder engagement as a whole, both to those stakeholders who are directly engaged, and to other interested parties.

Translate information reported to stakeholders into local languages and easily understandable formats.





SESSION 2Manage project baselines through integrated

change control. Learning Outcomes

Change needs are identified and recorded in accordance with project change control procedures.

The impact of the change needs are assessed and evaluated in terms of the relevant baselines.

Recommendations to address the change needs are compiled in required format and approval obtained in accordance with project change control procedures.

Approved changes are implemented in accordance with project change control procedures.

Change information is communicated to relevant stakeholders in accordance with project change control procedures.

ESSENTIAL EMBEDDED KNOWLEDGE Knowledge of evaluating the impact of change needs. Understanding alternative solutions to address change needs, issues and risks. Understanding the requirements and processes regarding the communication

of project performance and change information. Understanding the requirements and processes to clarify product requirements

with relevant stakeholders.

Perform Integrated Change Control

Project almost never run exactly according to the plan and changes; accordingly, changes are a normal part of project management. Integrated change control is performed constantly throughout the entire project life cycle to effectively manage the change process. The integrated change control process includes reviewing all change requests as well as approving and managing changes to any of the





following: deliverables, organizational processes, project documents and the project management plan.

The following activities are part of integrated change control: Identifying that A change is needed or A change has occurred “Influencing factor” that lead to informal, uncoordinated changes (i.e.

preventing people from circumventing the required process). Informal changes often lead to a phenomenon known as “scope creep”

Reviewing, analyzing and approving requested changes promptly (usually done by a CCB, i.e., change control board. However, small changes may be designated to another party so that the CCB can pay proper attention to larger, more significant changes).

Managing approved changes Maintaining the integrity of established baselines (i.e. You must adjust

current baseline to reflect approved changes) Reviewing and either approving or denying all recommended preventive and

corrective actions. Coordinating the effect of changes across the entire project (e.g., A change

in the schedule may affect cost, quality, risk and staffing requirements). Documenting the likely impact of requested changes (CCB).

Configuration management and change control work together to accomplish three primary objectives:

Establish a consistent method for requesting changes to established baselines. The system must assess the potential value of all requested changes.

Improve the project by evaluating the likely impact of all requested changes (i.e., approve good changes and reject bad ones).

Provide effective communication mechanisms so that stakeholders are aware of all changes.

Other key information about changes control:





Change control operates within the configuration management system. A major goal of change control is to control emerging scope against the baseline.

Changes may be requested at any time by any stakeholder. Verbal change requested should always be recorded in written form. Many changes systems use a CCB (change control board) for approving or

disapproving change requests. However, project managers may be authorized to approve certain change

requests (e.g., if the likely impact is below established cost or schedule thresholds).

In some cases, changes may be approved by the customer (as per contractual provisions)

On large projects, multi-tiered CCBs, with different responsibilities, may exist (e.g., technical review versus cost or different CCBs for each project within a program)

Change systems often include provisions to handle emergency changes without prior reviews. In such cases, the change is usually documentary as soon as practical.

Every change request must be either accepted or rejected with documentary to support the decision.

Perform Integrated Change ControlInputs Tools Outputs1. Project management plan2. Work performance information3. Change requests4. Enterprise environment5. Organizational process assets

1. Expert judgment2. Change control meeting

1. Change request status updates2. Project management plan updates3. Project document updates





Five Key Inputs for Perform Change Control:1. Project Management Plan: Provides the current, approved plan that may be

affected by any approved changes.2. Work Performance Information: Provides the actual status of project

activities and as such, may indicate where problems exist that requires changes.3. Change Request: This is the only instance in the site in which change

request are an input. In the rest of this site, change requests are outputs to 2 of 20 planning processes, 5 of 8 executing processes and all 10 monitoring and control processes.

4. Enterprise Environment Factors: Specific environmental factors that may influence integrated change control include: Project management information systems (scheduling tools, configuration management system and information collection and distribution systems

5. Organization Process Assets: The specific organizational process assets that may affect nitrated change include: Change control procedures Procedures for approving and issuing change authorizations Process measurement database (collect data on status of processes and

products) Project files (scope, schedule, cost, calendars, network diagrams, risk

registers, risk response plans) Control management knowledge base

Two Key Tools Perform Integrated Change Control:1. Expert Judgment: In this case, it is important to get right subject matter

experts on the CCB.2. Change Control Meeting: Meeting by the CCB to review change requests

and either approve or reject each request.

Three Key Outputs for Perform Integrated Change Control1. Change Request Status updates: Approved change requests are implemented though Direct and Manage

Execution and updates are made to project documents Disapproved change requests are documented as such in the change request

log.





2. Project Management Plan Updates: Subsidiary management plans and baselines are updated, as needed.

3. Project Document Updates: The change request log and any documents that are subject to the formal change control process are updated, as needed.

Other Information about Integrated Change Control: Change control operates as a subset of the configuration management system. Configuration management provides the following functions:

1. The first major step (performed early in the project life cycle) identifies the functional and physical characteristics of the product. This step result in the establishment of three key baselines (scope, time and cost)

2. The next major step controls change to those baselines and keeps careful records of the status of each change.

3. The final step audits the final results to verify conformance to requirements (including any approved changes)

Communications and stakeholder engagement strategiesA key element of sustaining and embedding any innovation project is to communicate with stakeholders effectively and to engage them as early on as possible with the project. It is worth spending time on developing a communications and stakeholder engagement strategy and plan to enable the project team to:

Better understand the needs and concerns of different stakeholders.Different stakeholders will have different needs and concerns – for instance, practitioners are more likely to want to know why they should adopt and prioritise your project (as opposed to other innovations), if there is good evidence to support its pedagogical value, how it will benefit them/their students and the degree of support that they can expect, whilst heads of faculties/schools/departments maybe





more likely to be concerned with resourcing, budgets and how to integrate innovations into their policies/plans.

Develop a shared understanding of what they want to achieve by communicating and engaging with each stakeholder group.

Too often, projects are concerned with purely producing the project outputs that they specified in the project plan. However, these outputs will be meaningless unless they are adopted by stakeholders – in the short, medium and long term. It is therefore worthwhile identifying what they want to achieve for each stakeholder group and ensuring these outputs are usable. For example, defining how many academics/teaching staff will make an informed choice as to whether they wish to adopt the innovation or establishing whether or not the innovation has been integrated into institutional or faculty/school/departmental strategies, processes, services and systems. It must, however, be recognised that projects may have to carefully balance the articulated needs from different stakeholder groups.

Collaboratively develop a common set of key messages to communicate to different stakeholders as well as a plan to use both traditional and new media communications techniques.

It is not uncommon to find different project team members giving out totally different key messages about the project. A collaborative exercise to develop key common messages about the innovations project will help to provide a more coherent approach to engaging with different stakeholders. Having stated that the development of “shared messages” is important, the emphasis on communications must be on interaction, dialogue and engagement – bearing in mind that the word “dissemination” has a rather one-way feeling about it!





The diagram below illustrates a suggested approach to developing a communications and stakeholder strategy and plan.

An example of a completed communications and engagement strategy can be seen for the University of Oxford CASCADE project within the JISC Transforming Curriculum Delivery programme.

Communications plans should aim to convey simple messages based on the WHY – WHAT – WHEN – WHO – HOW principles e.g.

WHY: Why should academic/teaching staff change their teaching and learning practices?

WHAT: What should academic/teaching staff change in their teaching and learning practices?

WHEN: When best to make changes e.g. at curriculum review time?100 | P a g e The ICHAF Training Institute Office: +27 11 262 2461 Mobile: +27 83 303 9159 E-mail: [email protected]




WHO: Who needs to be involved in the change? HOW: How to make the changes e.g. is it a DIY approach and what support is

available?

An excellent example that demonstrates effective communications is how the TESEP project based at Edinburgh Napier University helped to transform teaching and learning by providing simple messages e.g. based on:

Why do we need to change learning and teaching practice? Planning to transform. Rethinking your practices. Transformation stories.





SESSION 3Manage and resolve issues and new risks.

Learning Outcomes Issues are identified and addressed in accordance with project procedures to

achieve project objectives. New risks are identified and addressed in accordance with project procedures

to achieve project objectives. Issues and new risks that may have an change impact on the project, are dealt

with in accordance with project change control procedures. ESSENTIAL EMBEDDED KNOWLEDGE

Understanding the requirements and processes to monitor, measure and evaluate project performance.

Manage project risks and issuesYour project is humming along, and things are getting done. Then suddenly, an unanticipated product design issue comes up. As the project manager, you assess the issue as having no short-term scheduling effect, and you delegate resolution of the issue to a project team member. Unfortunately, the project team member thought that you were driving resolution of the issue. Before you know it, the project is late because your team didn't address the design issue in time.

Management of project risks and issues is one of the most critical yet easily overlooked aspects of successful project management. Risks and issues can quickly derail plans and divert focus from important project activities. Unfortunately, there are no avoiding risks and issues, and so it pays to have a plan to minimize their effects.

Managing risks





Have you ever created a project plan and documented assumptions that need to be true in order for the project to be successful? Assumptions are relied-upon, specific outcomes for particular issues. Because you're relying on a specific outcome, the assumption presents a risk to the project if the outcome is different.For example, you assume that customers will be available for a minimum of 20 hours per week throughout the project. Because you've made this assumption, you're relying on the customers to be available, to avoid delays in the project schedule. Therefore, this assumption entails a project risk that needs to be managed.

Project risks have the following attributes: They're generally known at the beginning of the project. They can exist at a specific point in the project, or they can persist

throughout the life of the project. They can materially affect the outcome of the project if they become reality. There's a reasonable likelihood that they could become reality. Risks are extraordinary to what normally would be managed on a project.

A sound method of identifying project risks is to look at your assumptions. Assess risks based on three factors:

Materiality Likelihood Extraordinariness

When defining risks, try to limit yourself to the top six to eight things that: Can seriously hurt the project if they were to occur. Have a likelihood of occurring. Are extraordinary to normal project management.

As an example, if you're implementing a new technology as part of a project, you would make the technology a project risk because there's a likelihood that it could





fail and seriously hurt the project. But you wouldn't define as a risk something like "activities must be completed on time" because, although this is material and likely, it's not extraordinary.

Implement mitigation strategies for risksAfter you define the top project risks, your next step is to put mitigation strategies in place. To continue with the example of implementing a new technology, a mitigation strategy might include conducting stress and acceptance testing at the beginning of the project to ensure that the technology is able to perform under expected volumes.By defining mitigation strategies for each risk, you outline how to head off risk and manage potential issues.

Managing issuesSimilar to risks, issues are problems that occur during a project. If an issue isn't managed, it can materially affect the successful completion of a project. Where issues differ from risks, however, is that they generally don't persist throughout the project, and they may not be known at the outset of a project. Your issue list will not be persistent, as your risk list will be; issues will open and close as they're identified and resolved.

What's important in identifying and managing issues is this: Issues must be material to successful project completion. For example, an issue exists if the project sponsor needs to make a policy decision as a precursor to a key design point that you're completing. There's materiality because the policy change directly affects the design and may have a widespread effect on the organization.





In addition, you may have an issue on your hands if the owner of a work item is unable or unwilling to drive resolution of the item. In this situation, the project manager may escalate the issue to the project sponsor or a steering committee for resolution.When poor risk and issue management leads to failure. Poor risk or issue management can threaten a project with failure in three ways.

Badly defined project risks or issuesIn defining project risks or issues, it's important to ensure that the entire management team has input into and buys into the definitions. In defining risks, be sure to ask yourself the following:

If it happens, is it material? Is it likely to happen? Is it extraordinary rather than just a normal project management issue?

Similarly, when defining issues, stay focused on materiality and project harm. It's also important to raise issues to management only when they exceed your grasp of control. If you chronically raise issues to the steering committee or the project sponsor that you might have resolved yourself, your credibility as a project manager becomes suspect.Lack of mitigation strategy for managing risks.

Defining and filtering your risk list is easy relative to defining risk mitigation strategies. Defining mitigation strategies is where your creativity and resourcefulness as a project manager come into play and may be one of the fun parts of the job.

As an example, consider a project that has an abnormally compressed time frame to meet the needed completion date. The project team identified this as a key risk





and mitigated it in part by conducting weekly demonstrations of product functions completed that week.

The product development team moved quickly because it had weekly demonstration deadlines to meet, and the project team was able to react quickly if there was a problem with the product. In this case, an unconventional approach proved to be an appropriate and effective mitigation strategy.

Lack of an action plan for managing issuesSome people are great at saying "I've got an issue," but they do little beyond that to help resolve the issue. As a project manager, learn to push back on issue dumpers by asking them to clearly define issues and help to resolve them. Maintaining an action plan that documents needed actions, due dates, and owners is crucial to ensuring that issues are closed before they derail your project

Warning signs that you're headed for failure You don't have a project risk or issue list. If your risk and issue lists

aren't readily accessible by the project team, you're likely to be caught off-guard.

You don't have a risk mitigation plan. If you've documented risks but have no specific mitigation plan for each, you're unprepared. Each risk needs a clear mitigation plan to help ensure that it doesn't come to pass.

You don't have clear owners or due dates for resolving issues. An issue rears its head on the project, and because there isn't an identified owner or due date for resolution, it affects your budget or schedule. Problems assigned to "the team" or to some other group of people might just as well not be assigned at all, because it's unlikely that anyone will take ownership for resolving the problems. Each problem, whether it's a schedule, risk, or





cost issue needs to be assigned to a single owner and needs to have a due date.

You're not using the project sponsor or steering committee for effective issue resolution. Either issues are escalated when they shouldn't be or they aren't escalated when they should be. You've likely got limited time with your project sponsor or steering committee, and you need to make sure that that time is spent on issues that you can't control or that require approval greater than you can provide.

The project team isn't clear on the problems that your project faces. If your project team members are surprised or confused by problems, you're lacking either timely team communication or a system for early problem identification. Your team could also be meeting too infrequently to understand problems and potential resolutions.

You don't know when something's about to be a problem. If you're frequently hit with problems that you didn't anticipate, you might not have the right early warning system in place. The project team isn't meeting frequently enough, risks and issues aren't being reviewed regularly, or some team members are sweeping problems under the rug. Any of these situations can lead to problems popping up and surprising the team.

Turning things aroundYou must take three actions to protect your project from risks and issues.

Define risks and a clear mitigation strategy for eachIt's never too late in your project to take this step. Take the time to think about the risks you face that are material, likely, and extraordinary. If you developed an assumption list as part of your project plan, use the list as a starting point. Review the assumption list with the project team to ensure that it's accurate.

Then put together very clear mitigation strategies for avoiding each risk that the assumption list yields. Incorporate the mitigation strategies in the project plan so that they're an integral part of the project.107 | P a g e The ICHAF Training Institute Office: +27 11 262 2461 Mobile: +27 83 303 9159 E-mail: [email protected]




Right-size the issue listClearly define which issues can be resolved by the project team and which need help from your project sponsor, steering committee, or other stakeholder. Don't escalate issues that the project team can handle.Know who's responsibleFor each risk, make sure a team member is responsible for managing its mitigation. For each issue, make sure that a team member owns it, owns its proposed resolution, and will take the issue to the project sponsor or steering committee if need be. The sponsor or steering committee is responsible for deciding the resolution, but the project team is responsible for analyzing alternatives and for providing a recommended resolution.

Don't let poor risk and issue management harm your next project. Use these preparations, warning signs, and turnaround techniques to help you navigate your project to success.

SESSION 4Manage the development of the products of the

project. Learning Outcomes

Opportunity is provided to clarify product requirements with relevant stakeholders.

Product acceptance criteria are agreed upon and documented in appropriate level of detail.

Proposed product solutions are agreed with relevant stakeholders in appropriate level of detail and in the required time frame.

Product performance evaluations are scheduled and conducted with relevant stakeholders to ensure compliance with product requirements.





Defect resolution and/or change needs are identified and dealt with in accordance with project change control procedures.


Understanding the requirements and processes to monitor, measure and evaluate project performance.

Understanding the requirements and processes to agree product solutions and acceptance criteria with relevant stakeholders.

Project Management for Product DevelopmentSuccessful product development teams know that there are more new, innovative product ideas than can ever be implemented. You need a way to measure, weigh and prioritize these project ideas. Many project and portfolio challenges face the growing, expanding manufacturers and product developers.

Challenges for Product Development Project Teams Understanding all of the potential opportunities for product expansion Measuring and prioritizing the portfolio of project ideas Accurately resourcing active projects Forecasting resource availability for future and new products Collaborating on ISO 9000 documents and other project files globally Securing new product and project ideas with permissions Reporting up to management the progress of all projects

Learn About How Product Development Teams Have Succeeded with Project Insight

Product Development and Engineering Medical Devices

Project Insight Solves these Challenges by: Providing centralized project and portfolio management Allowing the team to assess all product opportunities with a goal-based

scorecard





Prioritizing projects for maximum resource efficiency Giving global project team members access to mission critical product

designs and files Assuring that access to the intellectual property is given to appropriate

project team members Providing executive management with real-time views of the entire portfolio Read more about how our software has helped other interactive and

marketing project teams.





Learning Unit4UNIT STANDARD NUMBER : 263819LEVEL ON THE NQF : 5CREDITS : 8FIELD : Business, Commerce and Management StudiesSUB FIELD : Project ManagementPURPOSE:

Learners credited with this unit standard are able to verify and validate that the products of the project are ready for handover, handover the products of the project and close all administration and client agreements of the project. Learners are also able to release project resources and participate in conducting a performance review of the project. Learners will be able to communicate project closure to all stakeholders in a professional manner.


Mathematical Literacy at NQF Level 4 or equivalent. Communication at NQF Level 4 or equivalent. Computer Literacy at NQF Level 3 or equivalent. Unit Standard: Monitor and control the execution of the project management

plan for a simple to moderately complex project at NQF Level 5. Unit Standard: Manage project communication for a simple to moderately

complex project at NQF Level 5. Unit Standard: Conduct project documentation management to support

project processes at NQF Level 4.



Coordinate the closure of a simple to moderately



SESSION 1Verify and validate that the products of the

project are ready for handover.Learning Outcomes

All product compliance tests are checked for completion in accordance with project requirements.

All products related documentation are completed in accordance with project requirements and/or contracts.

Non-compliance issues are analysed and resolved to the satisfaction of all relevant parties, and documents are ready for handover to the client or to operation status.

ESSENTIAL EMBEDDED KNOWLEDGE Knowledge of testing (verification, validation) concepts, techniques and

processes. An understanding of project/acceptance concepts, processes and

applicable to product criteria. Knowledge of handover processes. Knowledge of project closure concepts, processes and techniques. Knowledge of techniques to support management of knowledge and

project information. Knowledge of project performance measurement and evaluation

concepts, techniques and processes. An understanding of scheduling principles and techniques.

Verification and validationVerification and Validation are independent procedures that are used together for checking that a product, service, or system meets requirements and specifications and that it fulfills its intended purpose. These are critical components of a quality management system such as ISO 9000. The words "verification" and "validation" are sometimes preceded with "Independent" (or





IV&V), indicating that the verification and validation is to be performed by a disinterested third party.It is sometimes said that validation can be expressed by the query "Are you building the right thing?" and verification by "Are you building it right?"In practice, the usage of these terms varies. Sometimes they are even used interchangeably.The PMBOK guide, an IEEE standard, defines them as follows in its 4th edition:

"Validation. The assurance that a product, service, or system meets the needs of the customer and other identified stakeholders. It often involves acceptance and suitability with external customers. Contrast with verification."

"Verification. The evaluation of whether or not a product, service, or system complies with a regulation, requirement, specification, or imposed condition. It is often an internal process. Contrast with validation."

Verification is intended to check that a product, service, or system (or portion thereof, or set thereof) meets a set of initial design requirements, specifications, and regulations. In the development phase, verification procedures involve performing special tests to model or simulate a portion, or the entirety, of a product, service or system, then performing a review or analysis of the modeling results. In the post-development phase, verification procedures involve regularly repeating tests devised specifically to ensure that the product, service, or system continues to meet the initial design requirements, specifications, and regulations as time progresses. It is a process that is used to evaluate whether a product, service, or system complies with regulations, specifications, or conditions imposed at the start of a development phase. Verification can be in development, scale-up, or production. This is often an internal process.





Validation is intended to check that development and verification procedures for a product, service, or system (or portion thereof, or set thereof) result in a product, service, or system (or portion thereof, or set thereof) that meets initial requirements, specifications, and regulations. For a new development flow or verification flow, validation procedures may involve modeling either flow and using simulations to predict faults or gaps that might lead to invalid or incomplete verification or development of a product, service, or system (or portion thereof, or set thereof). A set of validation requirements, specifications, and regulations may then be used as a basis for qualifying a development flow or verification flow for a product, service, or system (or portion thereof, or set thereof). Additional validation procedures also include those that are designed specifically to ensure that modifications made to an existing qualified development flow or verification flow will have the effect of producing a product, service, or system (or portion thereof, or set thereof) that meets the initial design requirements, specifications, and regulations; these validations help to keep the flow qualified. It is a process of establishing evidence that provides a high degree of assurance that a product, service, or system accomplishes its intended requirements. This often involves 114 | P a g e The ICHAF Training Institute Office: +27 11 262 2461 Mobile: +27 83 303 9159 E-mail: [email protected]




acceptance of fitness for purpose with end users and other product stakeholders. This is often an external process.

It is sometimes said that validation can be expressed by the query "Are you building the right thing?" and verification by "Are you building it right?". "Building the right thing" refers back to the user's needs, while "building it right" checks that the specifications are correctly implemented by the system. In some contexts, it is required to have written requirements for both as well as formal procedures or protocols for determining compliance.It is entirely possible that a product passes when verified but fails when validated. This can happen when, say, a product is built as per the specifications but the specifications themselves fail to address the user’s needs.

Product compliance tests





One of the greatest challenges in bringing a product to market or project to completion is time. It takes time to perform the necessary testing, particularly where conformity assessment is concerned. Conformity assessment ensures products, services or systems have required characteristics and that these characteristics are consistent. And, if you’re like most decision makers who must select a conformity assessment provider, time is not always on your side.Reduce the time it takes to bring your provider up to speed by choosing a laboratory that has already performed extensive testing within your industry.Conformance testingConformance testing or type testing is testing to determine whether a product or system meets some specified standard that has been developed for efficiency or interoperability. To aid in this, many test procedures and test setups have been developed, either by the standard's maintainers or external organizations, specifically for testing conformance to standards. Conformance testing is often performed by external organizations, which is sometimes the standards body itself, to give greater guarantees of compliance. Products tested in such a manner are then advertised as being certified by that external organization as complying with the standard. Service providers, equipment manufacturers, and equipment suppliers rely on this data to ensure Quality of Service (QoS) through this conformance process.

Non-compliance issuesConformance testing, also known as compliance testing, is a methodology used in engineering to ensure that a product, process, computer program or system meets a defined set of standards. These standards are commonly defined by large, independent entities such as the Institute of Electrical and Electronics Engineers (IEEE), the World Wide Web Consortium (W3C).





Conformance testing can be carried out by private companies that specialize in that service. In some instances, the vendor maintains an in-house department for conducting conformance tests prior to the initial release of a product or upgrade. In the software industry, once the set of tests has been completed and a program has been found to comply with all the applicable standards, that program can be advertised as having been certified by the organization that defined the standards and the corporation or organization that conducted the tests.

Global Compliance TestingIn today's tightly regulated environment, getting your products compliance tested and to market as quickly as possible is critical to all electronics companies. Don't be held up waiting for FCC, IC, CE, EMC, EMI or RF compliance testing. Give yourself piece of mind knowing that your compliance testing along with certification report is complete and accurate.

The Importance of Compliance TestingThe purpose of the OGC Compliance & Interoperability Testing & Evaluation (CITE) program, also known as the OGC Compliance Testing Program, is to increase systems interoperability while reducing technology risks. It accomplishes this by providing a process whereby compliance for OGC standards can be tested. This program provides a mechanism by which users and buyers of software that implements OGC standards can be certain that the software follows the mandatory rules of implementation as specified in the standard. Vendors gain confidence that they are providing a product compliant with OGC standards, which will be easier to integrate and easier to market. Buyers gain confidence that a compliant product will work with another compliant product based on the same OGC standard, regardless of which company developed the product.





SESSION 2Hand over the products of the project.

Learning Outcomes The products of the project are handed over to authorised individual in

accordance with organisational practices and project agreements. Signed product acceptance certificates are obtained using agreed formats and

procedures. All handovers and related documents are logged and the records incorporated

in project files.

Hand over the products of the project.Once the project is completed and it is ready for project close, and its products must be passed on to those who will operate and maintain the products within their operational life. It is important that this happens before the actual project closeThis may happen as a single release at the end of the project, or the project may have been undertaking phased delivery and hence hand products over to the customer during the stages, but what is being referred to here would be the final product or products of the phased delivery.

As part of handing over these products, the benefits review plan may need to be updated to include the resources and timing for post-project benefit reviews (which occur after project close) tied to the performance of the project products in their operational use.





It is important to understand that it is not a responsibility of the project to carry out such post project benefit reviews, only to plan for them as part of the project close.The project manager working with the project management team will prepare follow-on action recommendations to include any uncompleted or unfinished work. These will include any current issues and any outstanding risks which if they were to occur, would do so in the operational life of the end product after project close.The project manager will want to agree who is the owner and manage these issues and risks after project close.

Here are the actions project manager should ensure now happens: Use the communication management strategy to identify which stakeholders

or interested parties need to know that we are performing project close. Perform a project close down all of the registers and logs. Secure and archive all project information using the Configuration

Management Strategy to determine how it should happen, prepare and send a draft project closure notification for review by the project board stating that the project has now completed project close.

Signed product acceptance certificatesProduct certification or product qualification is the process of certifying that a certain product has passed performance tests and quality assurance tests, and meets qualification criteria stipulated in contracts, regulations, or specifications (typically called "certification schemes" in the product certification industry).Certification processA product might be verified to comply with a specification or stamped with a specification number. This does not, by itself, indicate that the item is fit for any particular use. The person or group of persons who own the certification scheme (i.e., engineers, trade unions, building code writers, government, industry, etc.) have the responsibility to consider the choice of available specifications, choose the 119 | P a g e The ICHAF Training Institute Office: +27 11 262 2461 Mobile: +27 83 303 9159 E-mail: [email protected]




correct ones, set qualification limits, and enforce compliance with those limits. The end users of the product have the responsibility to use the item correctly. Products must be used in accordance with their listing for certification to be effective.Product certification is often required in sensitive industry and marketplace areas where a failure could have serious consequences, such as negatively effecting the health and welfare of the people or person using that product. For example, certification is stringent in aerospace applications, since the demands for low weight tend to lead to high stress on components, requiring appropriate metallurgy and accuracy in manufacturing. Other sensitive product area examples include food, pharmaceuticals, healthcare products, dangerous goods, and products which have RF emissions such as computers and cellular telephones.The process for certification of a product is generally summed up in four steps:

Application (including testing of the product) Evaluation (does the test data indicate that the product meets qualification

criteria) Decision (does a second review of the product application concur with the

Evaluation) Surveillance (does the product in the marketplace continue to meet

qualification criteria)In many instances, prior to applying for certification, a product supplier will send a product to a testing laboratory (some certification schemes require the product to be sent out for testing by the product certifier instead). When the product to be certified is received at the testing laboratory, it is tested in accordance with the laboratory's internal procedures and with the methods listed in the test standards specified by the certification scheme. The resulting data collected by the testing laboratory, and is then forwarded either back to the manufacturer, or directly to the product certifier.

All handovers and related documents are logged and the records incorporated in project files.





The handover of a project to the client at the end of construction is a very important stage of the project procurement process and facility operation success.Handover & Continuous SupportIt is imperative that we get your premises up and running on-time – usually in order to assist you to maintain continuity of business.Practical Completion and HandoverA ‘Practical Completion’ meeting is held with you and the Contracts Manager in order to handover the project to you. The Client Relations Manager, wherever possible, will normally attend all of these meetings. The procedure would be to inspect the final works and make a list of any snagging items which need to be addressed. The project at this point is handed over to Client Relations. This is to ensure that the snagging issues are addressed and any variation are completed. This also gives you one point of contact for any defects or warranty issues which may come to light. Sometimes further snagging issues or variations may not be identified until you take occupation of the space. Project ReviewOnce you have had the time to ‘settle in’ we will conduct a post-project review. This meeting gives us the opportunity to ask you ‘Did we do what we said we would do?’ If we didn’t then we want to know about it so that we can improve.

Pre Project Handover Site Meeting Projects will require a dedicated project meeting to discuss the project handover process and to agree on requirements and outcomes. The meeting should be held no less than four weeks prior to the proposed project completion date





The project manager will arrange this meeting with all stakeholders (architects, engineers, head contractor, major subcontractors and Property Services Facilities Manager or delegates).

Get the Right Sign-OffEvery project needs to be signed-off by the right people. If you don’t get this sign-off completed properly then it could come back to haunt you in the future. You should really have identified the people who need to sign-off your project at the very beginning of the project. These are the stakeholders who should then have been involved in the work all the way through and should therefore know exactly what the project is all about. If you miss out someone from the sign-off list it would seem reasonable to expect that they or someone else would let you know about your oversight. However, as the project manager it is your responsibility to get this right without relying on anyone else.

Document EverythingDon’t forget that a lot of the knowledge you built up during the project is known only to you. As someone else will be controlling the process or system from now on then it is important to let them know everything which could possibly be of use to them. As well as helping them out this also means that there will be no problems if they come back to ask you a question in the future and you have forgotten about the subject. If you write everything down then it is all clear and available for anyone to use even when you are working on something else and this project is little more than a distant memory.





SESSION 3Close project administration, client agreements

and release project resources.Learning Outcomes

Project closure activities are scheduled in accordance with project management plan.

Project records are finalised, signed off and stored in compliance with policies and procedures.

Project resources are released within required time frame and in accordance with project management plan.

Client agreements are closed in accordance with contractual and/or project requirements.

Project closure activitiesA project life cycle incorporates everything from the planning phases to the closing activities that complete the work. Projects are temporary, meaning they have specific end dates slated for completion, whether you're developing a software program, customizing a product for a client or developing a new product. Project closure activities ensure the product you created meets project requirements. The project closure period also allows you to review the successes and shortcomings for future reference.Transfer Deliverable GoodsDepending on the nature of a project, delivering the product to the client is sometimes a step in the closing process. For example, if you developed a new software program for a specific client, delivering that software is necessary to close the project. Projects of this nature often require training on the use of the deliverable goods. In the software example, the transfer might require you to send an employee to train the recipients how to properly use the program. You are also able to solicit





feedback from the clients on the product itself and the working relationship throughout the project.Analyze ProjectOne part of project closure is analysis. Analysis involves the project participants looking back over the project successes and failures. Conduct a group meeting or individual interviews of the people who worked on the project. Use the meeting to review the projects outcome in addition to finding out how the participants felt were roadblocks in the process. Ask for suggestions on making future projects more successful based on the process and outcome of the closing project.Finalize DocumentationAll projects include documentation of the process, including the initial project requirements, documentation of the development phases, and the testing records. Any documentation related to the project should be retained for future reference if necessary. Create a cover sheet for all of the documentation that provides a brief overview and outline of the project and a list of participants involved. Organize the documentation chronologically as the project progressed so you or others are able to easily locate information in the future.Reassign ResourcesAt the conclusion of a project, you often have staff members with free time. When closing the project, you need to reassign those staff members to other projects or duties in the workplace. If you used contract workers rather than full-time staff, the closing phase gives you a chance to determine if you are able to offer the contributors a different contract position on another project.

Project records are finalised, signed off and stored in compliance with policies and procedures.Finalise contract arrangementsFinalising contractor arrangements involves:





The settlement of the contract process including settling all contract payments

Product verification against criteria, relevant documentation, reporting etc Enforcing appropriate penalties if there was a breach of contract Formal acceptance of contractor deliverables - Acceptance and sign-off

officially marks the end of the project Ensuring copyright and intellectual property issues are clearly understood

(e.g. who ‘owns’ the final materials) Making sure that all contractors have worked to the schedule and met

baseline requirements for the project. A project usually manages more than one contractor or supplier at a time and you will have been monitoring the quality of the contractors’ work to ensure it has met organisational or project quality standards

Evaluating how well the contract was managed and how effectively the contractor interacted with the organisation – this may determine whether you will use this contractor in future projects

Removal of the contractor’s access to the organisation’s intranet, security passes to access the workplace and return of temporary IDs issued for the duration of the contract.

Finalise project details for closure

1. Project records are completed according to organisation guidelines

2. Where appropriate, invoicing is completed or facilitated in a prompt manner

3. Archive records are developed and stored according to organization’s guidelines

Project resources are released within required time frame and in accordance with project management plan.In project management terminology, resources are required to carry out the project tasks. They can be people, equipment, facilities, funding, or anything else capable of definition (usually other than labour) required for the completion of a project activity. The lack of a resource will therefore be a constraint on the completion of the project activity. Resources may be storable or non-storable. Storable resources remain available unless depleted by usage, and may be





replenished by project tasks which produce them. Non-storable resources must be renewed for each time period, even if not utilised in previous time periods.Resource scheduling, availability and optimisation are considered key to successful project management.Allocation of limited resources is based on the priority given to each of the project activities. Their priority is calculated using the Critical path method and heuristic analysis. For a case with a constraint on the number of resources, the objective is to create the most efficient schedule possible - minimising project duration and maximising the use of the resources available.

Project ClosureProject Closure involves releasing the final deliverables to the customer, handing over project documentation to the business, terminating supplier contracts, releasing project resources and communicating project closure to all stakeholders. The last remaining step is to undertake a Post Implementation Review to identify the level of project success and note any lessons learned for future projects.

Client agreements are closed in accordance with contractual and/or project requirements.Contract ClosureThe final process in project procurement management is contract closure. This involves verification that the work and deliverables of the project are acceptable. Contract closure is used for all contracts that apply to the project. In projects that have several phases, contracts may apply only to one phase and not to the whole project.





Early termination of a contract is a unique type of contract closure. Early termination may result from mutual agreement of the contract parties that the contract should be terminated. It may also come about because the buyer or seller has defaulted on provisions in the contract. Even if early termination occurs, the seller may be paid for accepted and completed work that was done under the provisions of the contract up to the time of the termination.

The inputs into contract closure are the procurement management plan, the contract management plan, contract documentation, and contract closure procedure. All of these have been discussed.

The tools and techniques of contract closure include procurement audits and a records management system. Procurement audits are reviews of the procurement process, from planning the purchases and acquisitions through contract administration. The purpose of a procurement audit is to examine the procurements done during the project so that any discrepancies between the planning and the execution of the procurement process can be noted and documented for review.

The outputs from contract closure are closed contracts and updated organizational process assets. The buyer provides the seller with a formal written notice that the terms of the contract have been completed. In projects that have this type of formal procurement management, there will often be formal contract closure tasks that are defined in the original contract.

The organizational process assets updates will include a contract file, which is a set of indexed project contract documentation. Also included in updates of organizational process assets is formal written notice to the seller that the buyer has accepted the deliverables.





SESSION 4Participate in conducting the project performance

review.Learning Outcomes

Client and stakeholder management strategies are evaluated for effectiveness against project objectives and findings are recorded for review purposes.

Effectiveness of the project management approach is evaluated against project objectives and findings are recorded for review purposes.

Change to policies, procedures, and standards are recommended in required format.

Improvement areas are identified and reported on in required format and time frame.

Lessons learned are developed, documented and reported according to project requirements.

Participate in conducting the project performance reviewWhat is a performance review?Not to be circular, but if you Google performance review, it’s a review of performance. We can do a little better than that. If you think about the result you aim to achieve on your project, then that is the objective. Essentially, your objective is to strive for results and deliverables, and you need team members to perform to get those things done. You decide a person’s role and the deliverables they are responsible for; the review is a periodic check to evaluate performance and see how they are doing and what support they need to get the job done.What are the benefits?The first benefit of the performance review is better results. If it’s done in the proper way and the person gets support, guidance and candid feedback is exchanged, another benefit is that you will get valuable input so that you both win. People like to know you are there to support them. The benefits are both tangible and intangible.130 | P a g e The ICHAF Training Institute Office: +27 11 262 2461 Mobile: +27 83 303 9159 E-mail: [email protected]




There are five steps to this process: defining the performance review, preparing, conducting, writing up and then communicating the results of the performance review. ConductingWhen you sit down and conduct the review it’s important to make sure the person is relaxed. After all, they are one of your team members. If someone is nervous and upset or defensive right off the bat it will not lead to good results. Let that person know you are there to support them and to talk about deliverables and results, not attack them as an individual. Be very respectful and just look at the things you agreed upon. Look at where they need to be, and where they really are. Then, look at what things you need to put in place in order to meet those objectives, and talk about those next steps.

Writing UpWrite up everything you covered in a document for later review and agreement. They may give you input on how you as the project manager can grow and develop and support them, or may have ideas for training or other improvements. Include the metrics so you both can see the baseline, where they were to be, and compare to where they actually were. Lastly, be sure to include next steps so you can review and track those.

CommunicatingAfter you’ve conducted the performance review and written it up, meet with them again. Simply approach it by saying, “This is what we discussed, and what I documented. I just want to make sure this was your understanding.” If it wasn’t fearful enough conducting the interview and writing it up, it’s necessary to also communicate the result to them effectively. Remember to always be respectful of the person and look at results and metrics, not attack them as a person. Be





respectful to the performance agreement; it is the agreed upon, specific and measurable document you must always track by. You may need to tweak it, but once you agree on the outcome, review the next steps and set a time to meet again. The more frequently you do performance reviews, the better the results. Don’t wait until the very end to figure out everyone missed their objective.These are a few steps that I’ve found helpful in achieving greater results. If you are one of those project managers who doesn’t look forward to conducting a performance review, these steps will make it much easier for you and your team.





SESSION 5Communicate project closure to all stakeholders.

Learning Outcomes Project closure is communicated to all stakeholders in accordance with the

project communication plan. Results of the project review are communicated to all stakeholders in required

format and time frame. Knowledge bases are updated in required format and made available in

required format for future use. Details of incomplete deliverables or potential product modifications are

communicated to the group charged with future support of the final product in its operational life in the required format.

Communicate project closure to all stakeholdersCommunicate the Project Closure process to all Stakeholders. Make sure all Stakeholders know that the project is coming to a close, with the approval of your customer and your Project Sponsor (or the Project Board).Conduct a formal “Lessons Learned”Before re-assignment of the Project Team Members, make sure to conduct a formal Lessons Learned Meeting. Prior to this meeting distribute a brief “Lessons Learned Questionnaire” to all Project Stakeholders.Ideally, the questionnaire should solicit uniform, objective responses. Ask questions in the following broad categories:

Management Sponsorship Project Objectives & critical success factors Project Plan and Schedule Project Team Client/End User Involvement Use of Technology





Client Acceptance Criteria Project Monitoring Project Communications





The Project Closure phase involves releasing the final deliverables to the customer, handing over project documentation, terminating supplier contracts, releasing project resources and communicating project closure to all stakeholders. The final step is to undertake an Evaluation to determine the extent to which the project was successful and note any lessons learned for future projects. The Project Closure Report should list all the activities required to close the project, to ensure that project closure is undertaken smoothly and efficiently. Once the report has been created and approved, the closure activities specified within the report are undertaken and the project is then officially closed. One to three months after the project has been closed and the business has begun to experience the benefits provided by the project, it is important to undertake an Evaluation, often referred to as a Post Implementation Review (PIR). This allows the business to identify the level of success of the project and list any lessons learned for future projects.



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