DCS 066 - Introduction to Project

Management
JOHN A MWAIPOPO
INFORMATION SCIENCE DEPARTMENT
JORDAN UNIVERSITY COLLEGE
Lecture 1: Introduction to Project
Management
What is a Project?
⚫ A Project is a temporary endeavor undertaken to
create a unique product, service or result.

Temporary Characteristics of Unique

Projects

⚫ Temporary – Definitive beginning and end

⚫ Unique – New undertaking, unfamiliar ground
What is a Project?
Temporary means: A Project is a one off event and not an
ongoing operation. It has a definite beginning and a
definite end.

The end is reached when:

• The project’s objectives have been achieved.
• When it becomes clear that the project objectives will
not or cannot be met.
• The need for the project no longer exists and the project is
terminated.
 What is a Project?
Temporary also means:
A project is about the creation of something by a specific time. It has
a limited and defined lifespan.
Temporary does not necessarily mean short in duration; Many projects
last for several years. In every case, however, the duration of a
project is finite; it does not go on forever.
Unique means :
• A project is different in some way from other product or service.
• Projects involve doing something that has not been done
before and which is therefore, unique.
For example,
many thousands of office buildings have been built, but each
individual facility is unique - different owner, different design,
different site, different contractors etc.
 What is a Project?
“Unique process consisting of a set of coordinated and controlled
activities with start and finish dates, undertaken to achieve an
objective conforming to specific requirements, including
constraints of time, cost, quality and resources”
 A Project is a planned set of activities
 A Project has a scope
 A Project has time, cost, quality and resource constraints
 Has an established objective.
 Has a defined life span with a beginning and an end.
 Involves doing something never been done before.
Scope: Combined objectives and requirements needed to complete
a project.
Constraints: A limitation or restriction
Project Success

Customer Requirements Completed within

satisfied/exceeded allocated time frame

Completed within Accepted by the customer

allocated budget
Project Failure

Poor Requirements
Scope Creep
Gathering

Unrealistic planning and Lack of resources

scheduling
What is Project Management?
⚫Project Management is the application of skills,
knowledge, tools and techniques to meet the
needs and expectations of stakeholders for a
project.
⚫The purpose of project management is prediction
and prevention, NOT recognition and reaction
What is Project Management?
The art of organising, leading, reporting and completing a
project through people.
Project Management: A dynamic process that utilizes the
appropriate resources of the organization in a controlled
and structured manner, to achieve some clearly defined
objectives identified as needs.
It is always conducted within a defined set of
constraints.
Triple Contraint

Time

Quality
Cost Scope
Triple Contraint
⚫ Increased Scope = increased time + increased cost

⚫ Tight Time = increased costs + reduced scope

⚫ Tight Budget = increased time + reduced scope.

 What is a Project Management?
 A project is a planned undertaking.
 A project manager is a person who causes things to happen.
 Therefore, project management is causing a planned undertaking to
happen.

 In other words, it provides:

• an organization with powerful tools
• that improve the organization's ability to plan, organize,
implement
• and control its activities and the ways it uses its people and
resources.
Project Manager Role
A Good Project Manager
 Takes ownership of the whole project
 Is proactive not reactive
 Adequately plans the project
 Is Authoritative (NOT Authoritarian)
 Is Decisive
 Is a Good Communicator
 Manages by data and facts not uniformed optimism
 Leads by example
 Has sound Judgement
 Is a Motivator
 Is Diplomatic
 Can Delegate
 Stakeholder Engagement
Stakeholder: “A person or group of people who have a vested interest in the
success of an organization and the environment in which the organization
operates”

Typical Stakeholders: Sponsor, Funding Body, Customer, Suppliers, End User,

Environmental Agency, Maintenance Team,
Neighbours/Community/Shareholders.

Stakeholder Engagement Process:

 Identify Stakeholders
 Assess needs
 Define actions
 Establish communication channels
 Gather feedback
 Monitor and review
 The Project Process
Project Justification Design Approval Readiness for
Strategic and Budgetary Gate 1 Gate 2 - Approval of
Gate 0 - Approve Project Definition Gate 3 Manufacture
Approval Undertake Design Final Documents - Approval to
place Contract

Initiate Project
Prepare Technical Design
Ensure Machine Compatibility Prepare
Safety Case Modification
Undertake Tender
Project
set-up Project
Major
Definition Conceptual
Project Scheme
Design
Proposals Design Detailed Tender
Appoint Project Sponsor Design Invitation &
Assess Project Priority
Assess Budget Implications
Est. Proj. Deliverables and Objectives
Raise/Extend/Update initial TCD-R/PERF Assessment
Prepare Outline Conceptual Design
Appoint Project Leader
Define Design Constraints Prepare Extend TCD-Rs/PERFs
Approve Project Set-up
Interface Requirements Spec. (IRP) Prepare Sub-system Detailed Design Hold
Finalise Conceptual Design Detailed Design Review (DDR)
EFDA/CSU/JOC Management Hold Conceptual Design Review (CDR) Clear Sub-system DDR Issues
Clear CDR Issues Use TCD-I/MMAC for Sub-system DD Approval
Initiate Modification Safety Case Prepare Final Documents including:
Update PMP - Design Documents., Machine Compatibility *** These will comprise:
Approve Proceed to Detailed Design Documents., Safety Case Modification - Technical Specification
- Drawings
Project Team/IRP/EFDA/CSU/JDC Project Team/Interfaces/EFDA/CSU/JDC - Contractual Requirements

Draft Statement of Requirements (SoR) Compile Tender Docs.***

* This will include: Review & Approve SoR Identify Send out Invitations (ITTS)
Resources Appoint Project Raise/Extend Sub-system TCD-Rs/PERFs Hold Clarification Meetings
- Initial WBS, OBS and CBS Agree Classifications & Interfaces
Team Produce & Maintain Receive Tenders
- Project Plan Prepare Sub-system Scheme Design
Procurement Plans Evaluate Tenders
- Risk and Procurement Strategies Hold Sub-system Scheme Design Review (SDR)
Undertake Project Risk Assessment Arrange site visits
Prepare Project Boundary Document Clear Sub-system SDR Issues Approve changes to Specs.
Develop Project Management Plan (PMP)* Update PMP Choose preferred Company
** These will only take place here Raise initial TCD-R/PERF** Use TCD-I/MMAC for Sub-system SD Approval
for large projects demanding DO Prepare Preliminary Conceptual Design**
effort for preliminary Conceptual Project Team/Contracts/EFDA
Project Team/Interfaces
work
Project Leader/Project Team/EFDA/CSU

Readiness for Operation

Implement Project Gate 4 - Acceptance of System

Note: Overall Project

Complete Project Management and Reporting will
Manufacture
be as defined in the Project
Equipment Install Management Plan (PMP)
Equipment Test &
Commission Confirm
Completion Project Gates (Formal Decision Points)
Raise Contract Documentation
Place Contract Review See accompanying notes
Hold Kick off Meeting (KOM)
Clarify Issues (Quality Plan) Test Equipment against Test Schedule
Monitor Progress Commission Complete System
Witness key Procedures
Complete Release Note Undertake Post
Project Team/ICM/EFDA/CSU Project Review
Approve Complete Package****
Approve Release Note
Pack & Dispatch Equipment Project Team/CSU
UNCONTROLLED
Confirm Technical Completion
Receive Equipment
Project Team/Contractor/ICM
Pre-test Equipment
Install equipment
Review Project Records
Handover Documents Resolve
Reservations
Complete

Obtain
WHEN PRINTED
Acceptance of Completed Project
**** This includes Project Team/ICM
supporting documentation
Project Team/EFDA/CSU
Key Points in Project Set-up and Definition

Create Project Management Plan (PMP)

Be clear of scope and objectives
Establish clear statement of what is to be done
(WBS)
Establish Risks to be Managed
Establish Costs and Durations
Establish Resources Required
Project management Plan - PMP
Master Document for Project
Defines the following:-
 Project Objectives, Scope, Deliverables
 Stakeholders (Internal & External)
 Work to be done (WBS)
 Project Organization and Resources (OBS)
 Project Costing's (CBS)
 Project Schedule
 Procurement/Contract Strategy
 Risk Management
 Quality management
 Change Management
Project Planning – Key Points
 Recognize that adequate project planning is
essential
 Produce a sound WBS
 Use the framework provided by the Project
Management Plan (PMP) template
 Involve the right people
 Allow enough time
 Be systematic
Key Areas of Project Management
⚫ Scope Management
⚫ Issue Management
⚫ Cost Management
⚫ Quality Management
⚫ Communications Management
⚫ Risk Management
⚫ Change Control Management
Scope Management
⚫ Primarily it is the definition and control of what IS and
IS NOT included in the project.
Issue Management
⚫ Issues are restraints to accomplishing the deliverables of
the project.
⚫ Typically identified throughout the project and logged
and tracked through resolution.

Issue… already impacting the cost, time or quality

Rope not thick

Cost Management
⚫ This process is required to ensure the project is
completed within the approved budget and includes:

Resources Budget
people
equipment
materials
Quantities
Quality Management
⚫ Quality Management is the process that insure the
project will meet the needs

“conformance to requirements” - Crosby

“fitness for use” - Juran

“the totality of characteristics of an

entity that bear on its ability to
satisfy stated and implied need’ - ISO 8402:1994
Communications Management
⚫ This process is necessary to ensure timely and appropriate
generation, collection, dissemination, and storage of
project information
Risk Management
⚫ Risk identification and mitigation strategy
⚫ Risk update and tracking

Risk… POTENTIAL negative impact to project

Tree – location, accessibility, Weather

ownership
Change Control Management
⚫ Define how changes to the project scope
will be executed
Scope Change Technical Specification Changes

Schedule changes

All changes require collaboration and buy in via the project sponsor’s signature
prior to implementation of the changes
Project Life Cycle
Initiation Phase
⚫ Define the need
⚫ Return on Investment Analysis
⚫ Make or Buy Decision
⚫ Budget Development
Definition Phase
⚫ Determine goals, scope and project constraints
⚫ Identify members and their roles
⚫ Define communication channels, methods, frequency
and content
⚫ Risk management planning
Planning Phase
⚫ Resource Planning
⚫ Work Breakdown Structure
⚫ Project Schedule Development
⚫ Quality Assurance Plan
Work Breakdown Structure
⚫ For defining and organizing
the total scope of a project
⚫ First two levels - define a set
of planned outcomes that
collectively and exclusively
represent 100% of the project
scope.
⚫ Subsequent levels -
represent 100% of the scope of
their parent node
Implementation Phase
⚫ Execute project plan and accomplish project goals
⚫ Training Plan
⚫ System Build
⚫ Quality Assurance
Deployment Phase
⚫ User Training
⚫ Production Review
⚫ Start Using
Closing Phase
⚫ Contractual Closeout
⚫ Post Production Transition
⚫ Lessons Learned
Project Management Tools
⚫ PERT Chart- designed to
analyze and represent the
tasks involved in completing a
given project

⚫ Gantt Chart - popular type

of bar chart that illustrates a
project schedule
Role of a Project Manager

• Project issues
• Disseminating project information • Implementing standard processes
• Mitigating project risk • Establishing leadership skills
• Quality • Setting expectations
• Managing scope • Team building
• Metrics • Communicator skills
• Managing the overall work plan

Process People
Responsibilities Responsibilities
Gantt Chart
PERT Chart
Scope Management
⚫ Project Scope Management is the process to ensure that
the project is inclusive of all the work required, and only
the work required, for successful completion.
⚫ Primarily it is the definition and control of what IS and
IS NOT included in the project.
Issue Management
⚫ Issues are restraints to accomplishing the deliverables of
the project.
⚫ Issues are typically identified throughout the project and
logged and tracked through resolution.
⚫ In this section of the plan the following processes are
depicted:
⚫ Where issues will be maintained and tracked
⚫ The process for updating issues regularly
⚫ The escalation process
⚫ The vehicle by which team members can access documented
issues
Cost Management
⚫ This process is required to ensure the project is
completed within the approved budget and includes:
⚫ Resource Planning - The physical resources required
(people, equipment, materials) and what quantities are
necessary for the project
⚫ Budget
⚫ Budget estimates
⚫ Baseline estimates
⚫ Project Actuals
Quality Management
⚫ Quality Management is the process that insure the
project will meet the needs via:
⚫ Quality Planning, Quality Assurance, and Quality
Control
⚫ Clearly Defined Quality Performance Standards
⚫ How those Quality and Performance Standards are
measured and satisfied
⚫ How Testing and Quality Assurance Processes will ensure
standards are satisfied
⚫ Continuous ongoing quality control
Communications Management
⚫ This process is necessary to ensure timely and appropriate
generation, collection, dissemination, and storage of
project information using:
⚫ Communications planning
⚫ Information Distribution
⚫ Performance Reporting

⚫ Define the schedule for the Project Meetings (Team, OSC,

ESC), Status Meetings and Issues Meetings to be
implemented
Risk Management
⚫ Risk identification and mitigation strategy
⚫ When\if new risks arise
⚫ Risk update and tracking
Change Control Management
⚫ Define how changes to the project scope
will be executed
⚫ Formal change control is required for all of the following
1. Scope Change
2. Schedule changes
3. Technical Specification Changes
4. Training Changes

⚫ All changes require collaboration and buy in via the

project sponsor’s signature prior to implementation of the
changes
Exercise
1. Write down three attributes of a
good Project Manager
2.Write down three typical project
stakeholders
3.Write down three typical project
control/monitoring activities
THE END