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Project Manajement

The document provides an introduction to project management concepts. It aims to give participants an understanding of essential project management elements like planning, risk management, and stakeholder engagement. These elements include creating a project management plan, work breakdown structure, schedule, and budget. It also covers monitoring progress against the plan, identifying risks, and taking corrective actions when needed. The overall goal is to organize, lead, and complete projects successfully through effective application of project management practices.

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Angela Maria Matta
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137 views31 pages

Project Manajement

The document provides an introduction to project management concepts. It aims to give participants an understanding of essential project management elements like planning, risk management, and stakeholder engagement. These elements include creating a project management plan, work breakdown structure, schedule, and budget. It also covers monitoring progress against the plan, identifying risks, and taking corrective actions when needed. The overall goal is to organize, lead, and complete projects successfully through effective application of project management practices.

Uploaded by

Angela Maria Matta
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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INTRODUCTION TO PROJECT

MANAGEMENT
CLASS OBJECTIVES

• TO PROVIDE PARTICIPANTS WITH:


• AN AWARENESS OF THE IMPORTANCE OF APPLYING GOOD PRACTICE
PROJECT MANAGEMENT IN PROJECTS OF ANY SIZE.
• AN UNDERSTANDING OF ESSENTIAL ELEMENTS, INCLUDING THE
LEADERSHIP ROLE OF THE PROJECT MANAGER, PROJECT PLANNING,
RISK MANAGEMENT AND STAKEHOLDER ENGAGEMENT.
• AN UNDERSTANDING OF THE PRINCIPLE ELEMENTS OF DESIGN
CONTROL TO BE APPLIED WITHIN PROJECTS.
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
WHAT IS PROJECT MANAGEMENT?

• THE ART OF ORGANISING, LEADING, REPORTING AND


COMPLETING A PROJECT THROUGH PEOPLE
WHAT IS 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.
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
• HSE/ENVIRONMENTAL AGENCY
• MAINTENANCE TEAM
• NEIGHBOURS/COMMUNITY/SHAREHOLDERS
• FUSION COMMUNITY
• INTERFACES
STAKEHOLDER ENGAGEMENT PROCESS

• IDENTIFY STAKEHOLDERS
• ASSESS NEEDS
• DEFINE ACTIONS
• ESTABLISH COMMUNICATION CHANNELS
• GATHER FEEDBACK
• MONITOR AND REVIEW
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 Organisation and Resources (OBS)
 Project Costings (CBS)
 Project Schedule
 Procurement/Contract Strategy
 Risk Management
 Quality management
 Change Management
PROJECT PLANNING
PROJECT PLANNING

• ADEQUATE PLANNING LEADS TO THE CORRECT COMPLETION


OF WORK
PLANNING

Project Start Project End

• INADEQUATE PLANNING LEADS TO FRUSTRATION TOWARDS THE END OF THE


PROJECT & POOR PROJECT PERFORMANCE
WORK BREAKDOWN STRUCTURE (WBS)
• THE WORK BREAKDOWN STRUCTURE IS THE FOUNDATION FOR
EFFECTIVE PROJECT PLANNING, COSTING AND MANAGEMENT.
• IT IS THE MOST IMPORTANT ASPECT IN SETTING-UP A PROJECT

 It is the foundation on which


everything else builds
WORK BREAKDOWN STRUCTURE -
DEFINITION

“A WORK BREAKDOWN STRUCTURE (WBS) IS A HIERARCHICAL (FROM GENERAL


TO SPECIFIC) TREE STRUCTURE OF DELIVERABLES AND TASKS THAT NEED TO
BE PERFORMED TO COMPLETE A PROJECT.”
Project Planning
 A word about Scheduling
– Schedules (task durations) can have a wide
variation
– There is no unique answer. Rather, there is a
statistical variation depending on assumptions
– Need to understand the basis of scheduling
(Most challenging; Most likely; Absolute certainty
- bet your life on it!)
– Most people are very optimistic/naive
COMMON SCHEDULE DEVELOPMENT
Accuracy of Timescale Estimates

100
90
80
Subsequent
70 Estimates
Probability

60
50
40
30 First
20 Estimate

10
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Timescale
PROJECT PLANNING – KEY POINTS

• RECOGNISE 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
PROJECT RISK MANAGEMENT
PROJECT RISK – DEFINITION (1)

“PROJECT RISK IS AN UNCERTAIN EVENT OR CONDITION THAT, IF IT OCCURS,


HAS A POSITIVE OR NEGATIVE EFFECT ON A PROJECT OBJECTIVE”
PROJECT RISK – DEFINITION (2)

“A COMBINATION OF THE PROBABILITY OF A DEFINED THREAT OR OPPORTUNITY


(LIKELIHOOD) AND THE MAGNITUDE OF THE CONSEQUENCES OF THE OCCURRENCE
(IMPACT) DEFINES A RISK INDEX”
RISK IMPACT

THREAT → SCOPE → POOR QUALITY PRODUCT


THREAT → SCHEDULE → LATE DELIVERY
THREAT → COST → OVERSPEND

• IN ADDITION THERE ARE HEALTH, SAFETY AND ENVIRONMENTAL THREATS


THAT MUST BE MANAGED (CDM REGULATIONS)
RISK MANAGEMENT PROCESS

• IDENTIFY RISKS
• ASSESS LIKELIHOOD AND IMPACT
• RANK RISKS AND PRIORITISE
• DEFINE RISK MANAGEMENT APPROACH & ACTIONS
• IMPLEMENT ACTIONS
• MONITOR & REVIEW
RISK MANAGEMENT – KEY POINTS

• MAKE THE MANAGEMENT OF RISK INTEGRAL TO THE WAY THE PROJECT IS


MANAGED

• ENSURE THAT COST AND TIME CONTINGENCIES ARE CONSISTENT WITH


IDENTIFIED RISKS

• FOCUS ON THE “SIGNIFICANT FEW” – DON’T TRY TO MANAGE TOO MANY


RISKS

• BE VIGILANT AND PROACTIVE


PROJECT MONITORING AND
CONTROL
PROJECT MONITORING
• TYPICAL MONITORING ACTIVITIES
• REGULAR REVIEWS OF PROGRESS AGAINST SCHEDULE USING WBS AS BASIS (PLAN
AGAINST BASELINE)
• REGULAR REVIEW OF ACTUAL COSTS (O/P FROM SAP) AGAINST BUDGETED COSTS AND
EARNED VALUE AT WBS LEVEL
• REGULAR REVIEW OF RESOURCE LOADING
• REGULAR PROGRESS MEETINGS WITH PROJECT TEAM
• REGULAR MEETINGS WITH CONTRACTORS
• PRODUCTION OF PERIODIC PROGRESS REPORTS
• RISK REVIEWS
• INSPECTIONS/ AUDITS
PROJECT CONTROL
• TYPICAL CONTROL ACTIVITIES
• ASSIGN RESPONSIBILITIES AT WORK PACKAGE LEVEL
• STAGED AUTHORISATION OF WORK TO BE DONE
• STAGED RELEASE OF BUDGETS (STAGED RELEASE OF WBS(E) NUMBERS)
• ENSURE PM HAS A ‘MANAGEMENT RESERVE’ UNDER HIS CONTROL
• SEEK CORRECTIVE ACTION REPORTS WHEN WPS GO ‘OFF TRACK’ (OVERRUNNING OR
OVERSPENDING)
• RELEASE MANAGEMENT RESERVE CAREFULLY
PROJECT MONITORING AND CONTROL
SUMMARY

• MONITOR AGAINST THE PLAN – STATUS REGULARLY


• TAKE A FACTUAL APPROACH TO DECISIONS
• IDENTIFY MANAGEMENT ACTION EARLY
• CHECK THAT DEFINED CONTROLS ARE BEING APPLIED – CORRECT IF NECESSARY
• APPLY CHANGE CONTROL
THANK S A LO T F O R
YOUR ATT EN T I O N! !!

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