Project Management Lecture Project Management Overview September 4, 2001

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Project Management LectureProject Management
OverviewSeptember 4, 2001
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Profile

• University of Sydney graduate
• Lectured in Project Management course 2001

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Who is ?

• World's leading provider of management and
  technology consulting services
• More than 75,000 people in 46 countries
  delivering a wide range of specialised
  capabilities and solutions to clients across all
  industries
• Generated revenues of 9.75 billion for the
  fiscal year ended August 31, 2000
• We do projects

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Todays Agenda

• What is a Project?
• What is Project Management?
• Why do we need to manage projects?

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What is a Project?
.A project is more than just a funky project
name
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What is a Project?

• A project is usually a one-time activity with a
  well-defined set of desired end resultscomplex
  enough that the subtasks required careful
  coordination and control in terms of timing,
  precedence, cost and performance.
• Project Management A Managerial Approach
• Jack R. Meredith and Samuel J. Mantel, Jr.
• 1995
• The assignment of resources to accomplish
  specific results (deliverables) with a
  well-defined schedule and budget.
• Accenture (1999)
• something that is contemplated, devised, or
  planned a plan a scheme an undertaking
• The Macquarie Concise Dictionary
• Third Edition (1998)

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Project Characteristics

• A Project
• Has specific objectives
• Has a start and end date
• Has a budget
• Has an owner/sponsor
• Produces specific deliverables
• Can vary vastly in size,complexity and duration
• May be a phase within a larger project or a phase
  within a program

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Three Stages of a Project

• Define project objectives, scope and approach,
  mobilise project team

• Execute the workplan to achieve desired outcome

• Wrap up and transition

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Todays Agenda

• What is a Project?
• What is Project Management?
• Why do we need to manage projects?

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What is Project Management?

• Definition of Project Management
• Project Management is the act of directing and
  coordinating human and material resources
  throughout the life of a project to achieve
  predetermined objectives of
• Scope
• Quality
• Effort
• Risk
• Time

Quality
Time
Effort
Project
Scope
Risk
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Responsibilities of a Project Manager

• Manage stakeholder expectations / build client
  rapport
• Proper conservation of project resources
• Timely and accurate project communication
• Competent management of the project

Organisation / Client
Project Team
Project

• Manage Scope, Quality, Effort, Risk, Time
• Ensure project deliverables are delivered
• Ensure project benefits are realised

• Respect individuals contribution
• Develop high performance team
• Consider team members development

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Project Management Course Roadmap
Lecture 1 Introduction to Project
Management Lecture 2 Project Initiation and
Selection Lecture 3 Project Management
Processes Lecture 4 Project Planning and
Estimation Lecture 5 High Level Work
Plans Lecture 6 Detailed Work Planning Lecture
7 Monitoring Lecture 8 Project Issues and
Problem Management Lecture 9 Communication and
Leadership Lecture 10 Project Teams and
Motivation Lecture 11 Multicultural
Environmental Issues Lecture 12 Case
Study Lecture 13 Interactive Case Studies and
Group Work Lecture 14 Project Completion and
Review
Establish
Execute
Complete
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Project Stages Project Management Model

• Define project objectives, scope approach,
  mobilise project team

• Execute the workplan to achieve desired outcome

• Wrap up and transition

Confirm Definition
Project Selection
Plan the Execution
Complete Project
Report Status
Organise Resources
Control the Work
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Project Stages Project Management Model
Establish
Confirm Definition
Project Selection
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Project Stages Project Management Model
Establish
Confirm Definition

• Understand Project Sponsor expectations
• Understand Project Scope
• Understand Project Objectives
• Confirm any assumptions
• Identify Project Risks

Confirm Definition
Project Selection
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Project Stages Project Management Model
Execute
Plan the Execution

• Define Project Deliverables
• Develop Work Plans
• Develop Scope, Change Control, Issue Management
  and Sign-off Processes
• Develop Risk Mitigation Plan
• Develop Quality Plan

Plan the Execution
Report Status
Organise Resources
Control the Work
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Project Stages Project Management Model
Execute
Organise Resources

• Identify Project Team Roles / Responsibilities
• Assign Team Members to Work Plan tasks
• Communicate responsibilities, target dates,
  deliverables
• Train Team Members
• Organise physical resources

Plan the Execution
Report Status
Organise Resources
Control the Work
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Project Stages Project Management Model
Execute
Control the Work

• Monitor work progress
• Resolve issues
• Measure performance

Plan the Execution
Report Status
Organise Resources
Control the Work
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Project Stages Project Management Model
Execute
Report Status

• Assess project progress
• Prepare status reports
• Communicate progress to relevant audience group
• Follow up any issues resulting from status meeting

Plan the Execution
Report Status
Organise Resources
Control the Work
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Project Stages Project Management Model
Complete
Complete Project

• Complete any development / administrative
  activities
• Obtain sign-off of final project deliverables
• Transition to maintenance team where appropriate

Complete Project
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Quiz
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Todays Agenda

• What is a Project?
• What is Project Management?
• Why do we need to manage Projects?

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Results of Poor Project Management

• Original objectives not met
• Project cost overruns
• Schedule overruns
• Project may not be completed
• Personal misunderstandings and differences, often
  resulting in conflict
• Poor quality project outputs
• Failure to deliver anticipated business benefits,
  leading to dissatisfied management and project
  members
• Insufficient resources

PAIN
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Costs of Poor Project Management

• A survey on overall applications development
  projects revealed
• 46 of IT projects were "challenged" (completed
  over budget and past the original deadline).
• 6 of projects succeeded.
• 28 of projects failed.

• 31 of all new software development projects are
  cancelled before completion
• 53 of projects cost gt189 of original estimates
• 16.2 of software projects completed on time and
  on budget
• Average overrun is 222 of original estimates
• Source Standish Group, 1995

Source Standish Group, 1998
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10 Reasons Why Projects Fail
Scope Creep
Poor Sponsorship
Poor Monitoring / Measurement
Poor Planning
Ineffective Communication
Poor Change Control
Ill-Specified Deliverables
Inappropriate / Insufficient Skills
Unclear assignment of responsibility/accountabili
ty
High Turnover of Project Team
Source Gartner Group, July 1998 and Accenture
analysis
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Summary

• Effective Project Management is a core capability
  required in all business environments
• Effective Project Management is more than just
  executing a workplan - its about managing to an
  outcome and satisfying multiple stakeholder
  groups
• Most projects go through changes in scope,
  requirements, resourcing, issues etc - defining
  detailed project management processes are a must
  to mange these changes effectively
• Most projects share common pitfalls - these can
  be avoided by effective Project Management
• A continuous improvement mindset is essential