Project Management

BA GES / BA HRM

Prof Assem Tharwat

Professor
Synergy Univeristy Dubai
 Chapter 2
Project Management Basics
 Topics

 1- Characteristics of Projects
 2- Project Success Factors
 3- Stakeholders
 4- Project Process
 5- Work the Plan
 6- Project Performance Baseline
 7- Project Budget Management
 8- Project Scope Management
 9- Project Schedule Management
 10- Q&A – Discussions
 Characteristics of Projects
 Projects are purposeful
 Projects are unique
 Projects have Life cycle
 Projects have Objectives
 Projects are building blocks
 Projects have Budget and project scope
 Characteristics of Projects
 A project is typically for a customer.
 The project is temporary in nature. It typically has a defined
start and a defined end-point.
 The project will have a unique set of requirements that need
to be delivered within the boundaries of this project.
 A project can typically be more of a once-off endeavor,
rather than something that’s happening all the time in a
repeated fashion.
 A project is not ‘business as usual’, which is more akin to a
process.
 A project can very often be cross-functional, or indeed
cross-organization.
 Characteristics of Projects

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 https://www.brightwork.com/blog/what-are-th
e-characteristics-of-a-project
 Project Success Factors
 Project success is an outcome that satisfies the clients,
customers or other stakeholders, such as the project team,
company executives or board members. Successful
projects typically meet the expectations and requirements
established at the start of the project.

 For example, stakeholders may consider a project

successful if it's completed on schedule and within budget.
Often, a variety of factors can contribute to the overall
success of a project. It's important to define these criteria at
the project's start so the team understands how it can
successfully achieve the project objectives.
 Project Success Factors
 1. Cost
This factor measures the total cost of the project against the
expected budget that stakeholders establish at the
beginning of a project

 2. Timeline
Another important factor in the success of many projects is the
timeline, which is the length of time it takes to complete the
project. Typically, project managers and other stakeholders
decide on a project timeline during an initial meeting at the
start of the project.
 Project Success Factors
 3. Scope
Project scope defines the goals, objectives and deliverables of
a project. Typically, the project manager works with other
stakeholders to determine the project requirements and
establish the scope

 4. Deliverables
This factor of success measures the quality of the finished
product or outcome. There can be many ways to determine
the quality of deliverables
 Project Success Factors
 5. Resource capacity
During a project, it's important to plan resources effectively so
the project team has the necessary support and supplies to
meet the objectives

 6. Business goals
This factor evaluates the accomplishments of the project
against the expected outcomes. It measures how well a
team meets or exceeds the business goals
 Project Success Factors
 7. Stakeholder satisfaction
This success criterion evaluates stakeholders'
engagement and satisfaction with project
management processes and project
outcomes. It's helpful for managers to
provide regular updates to other
stakeholders on the project's progress,
including its cost and timeline, to help ensure
their satisfaction
 Project Success Factors

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 https://www.smartsheet.com/content/project-
success-factors
Project’s Stakeholder
 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”
Exercise
 Write down three typical project stakeholders
Exercise - 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
 The Project Process
 Process is a series of actions or events performed to make
something or achieve a particular result, or a series of
changes that happen naturally: Completing his degree at
night was

 The project process means a process as a unique action

and represents the whole project implementation and the
internal processes in the project. Work instructions,
procedure methods, network plans and tools are also
considered. a long
 The Project Process Design Approval Readiness for
Project Justification
Strategic and Budgetary Gate 1 Gate 2
Gate 0 - Approve Project Definition - Approval of 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
Raise/Extend/Update initial TCD-R/PERF Assessment
Prepare Outline
Objectives Appoint Project Leader
Conceptual Design Define Design Extend TCD-Rs/PERFs
Approve Project Set-up
Constraints Prepare Interface Prepare Sub-system Detailed Design Hold
Requirements Spec. (IRP) Detailed Design Review (DDR)
EFDA/CSU/JOC Management Finalise Conceptual Design Clear Sub-system DDR Issues
Hold Conceptual Design Review Use TCD-I/MMAC for Sub-system DD Approval
(CDR) Clear CDR Issues Prepare Final Documents including:
Initiate Modification Safety Case - Design Documents., Machine *** These will comprise:
Update PMP Compatibility Documents., Safety Case
Approve Proceed to Detailed Design - Technical Specification
Modification
- 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
Resources Appoint Project Raise/Extend Sub-system TCD-Rs/PERFs Invitations (ITTS) Hold
- Initial WBS, OBS and CBS Agree Classifications & Interfaces
Team Produce & Maintain Clarification Meetings Receive
- Project Plan - Prepare Sub-system Scheme Design
Procurement Plans Tenders Evaluate
Risk and Procurement Strategies Hold Sub-system Scheme Design Review (SDR)
Undertake Project Risk Assessment Tenders Arrange
Prepare Project Boundary Document Clear Sub-system SDR Issues site visits Approve
Develop Project Management Plan (PMP)* Update PMP changes to Specs. Choose
** These will only take place here Raise initial TCD-R/PERF** Use TCD-I/MMAC for Sub-system SD preferred Company
for large projects demanding DO Prepare Preliminary Conceptual Design** Approval
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 Test Equipment against Test Schedule
Plan) Monitor Commission Complete System
Progress Witness key
Procedures Complete Release Undertake Post

UNCONTROLLED
Project Team/ICM/EFDA/CSU Project Review
Note Approve Complete
Package**** Approve Release
Note Pack & Dispatch Project Team/CSU
Equipment

WHEN PRINTED
Confirm Technical Completion
Receive Equipment
Project Team/Contractor/ICM Review Project Records Complete
Pre-test Equipment
Handover Documents Resolve
Install equipment
Reservations Obtain
Acceptance of Completed Project
**** This includes Project Team/ICM
supporting documentation
Project Team/EFDA/CSU
 WORK THE PLAN
 “Plan your work and work your plan.”
 “An hour of planning can save you 10 hours of doing.”
 “If the Plan doesn’t work, Change the plan but never
the Goal.”
 “By Failing to prepare, you are preparing to fail.”
 “Making a plan without the right tools is like making
spaghetti without a pot.”
 “Setting a goal is not the main thing. It is deciding how
you will go about achieving it and staying with that
plan.”
 “Just because you made a good plan, doesn’t mean that’s
what’s gonna happen.”
 WORK THE PLAN
 Working the Plan. The schedule outlines the
project teams plan to reach defined goals.
As activities are performed, the schedule is
updated weekly, or to some other agreed to
cadence.
 The process of adding actual starts and
finishes to the schedule, as well as revised
estimated dates, establishes the forecast
schedule.
 WORK THE PLAN
Initiate Plan Endorse
& Align the Work the Plan

Manage the Scope, Work Transition

the Plan & Closure
Schedule, & Budget
Manage Risks
Manage Change
Communicate:
•Progress
•Issues
•Lessons Learned
 WORK THE PLAN
Plan the Work
10% + Work the Plan
90 % +
LEVEL OF EFFORT

Work
Plan the the Plan
Work

Initiate Endorse
& Align Close

TIME
 WORK THE PLAN
Working the Plan is…
Actively managing those planned elements,
including scope, schedule, & budget

BU
LE

DG PROJECT
DU

TE RISK
HE

Q
SC

SCOPE
 WORK THE PLAN
Working the Plan is…
Actively monitoring and managing identified
risks and change…
 WORK THE PLAN
Working the Plan is…
…and responding proactively instead of
reactively to potential changes and risk
 WORK THE PLAN
Working the Plan is…
Communicating project progress, project issues,
and lessons learned
 WORK THE PLAN
Working the Plan is…
Effectively communicating & building on
relationships within the team, customers, &
sponsors
 WORK THE PLAN
Managing Scope, Schedule, & Budget
TOOLS
INPUT
PDIS & PDIS
PRODUCTS
Endorsed Project
Management Plan Reports •Current Project
•Project WBS Management Plan
Project Control &
•Project Schedule Reporting Guide
•Management Reports
•Project Budget •Recovery Plans
•Project Aging Earned Value
Management
 WORK THE PLAN
Managing Scope, Schedule, & Budget
•Project includes all work required and quality is
consistent with the expectations (Scope)
•Timely completion of the project (Schedule)
•The project is completed within the approved budget
(Budget)
 WORK THE PLAN
Project Performance Baseline
•Project Work Breakdown Structure (WBS)
•Project Baseline Schedule $
•Project Budget
S
Serves three critical functions in managing the project
 WORK THE PLAN
Project Performance Baseline
Critical Functions
•“Score-keeping” It provides the target metrics and
measures that we use to gauge actual performance
against the plan
 WORK THE PLAN
Project Performance Baseline
Critical Functions
•“Attention-directing” It provides the basis for
identifying and understanding the potential impact of
performance problems
 WORK THE PLAN
Project Performance Baseline
Critical Functions
•“Problem-solving” It provides the background and
basis for “testing” solutions to performance problems
 WORK THE PLAN
Project Scope Management
Scope Change Control
•Identifies when a change has occurred
•Manages change when and if it occurs
•Influence those factors that create change
•Ensure they are beneficial and endorsed
 WORK THE PLAN
Project Schedule Management
Schedule Change Control
•Identifies schedule changes
•Analyze planned vs. actual and manage the required
schedule adjustments
•Influence those factors that create change
•Ensure they are beneficial and endorsed
 WORK THE PLAN
Project Schedule Management

A project schedule that is not kept current is likely to

be more “dangerous” than having no schedule at all.
A non-current schedule can easily deceive you into
thinking the project is at a certain point of evolution
when in reality it is not.
 WORK THE PLAN
Project Budget Management
Budget Change Control
•Identify cost baseline changes
•Analyze planned vs. actual and manage the required
budget adjustments
•Influence the factors that create budget changes
 WORK THE PLAN
Project Budget Management
Budget Change Control (cont.)
•Prevent incorrect, inappropriate, or unauthorized
changes from being included in the cost baseline
•Ensure cost baseline changes are agreed upon and
endorsed
 WORK THE PLAN
Managing Scope, Schedule, & Budget
A cardinal rule in project management is that,
whenever scope, schedule, or assigned project
resources change – a corresponding budget review /
change is mandatory. The application of this rule
often requires involvement and assistance from others
who will be expected to endorse the resulting updated
plan.
 Questions - Вопросы

Discussions - Обсуждения
Thanks for Your Attention and
interaction
Спасибо за внимание и
взаимодействие

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