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Deliver That Project

©Ron Rosenhead 2005 – Please do not distribute. www.projectagency.com 2

1 Introduction ........................................................................................4

2 How this book works ..........................................................................5

3 Setting the scene ..................................................................................5

4 When do you use the project management system ..............................6

5 The Five Stages ....................................................................................7

6 Set-up: Initiation.................................................................................8

Why are you doing this project? ......................................................................................9

Business Case form......................................................................................................... 10

Business Case for STINT ................................................................................................. 12 Activity 1 Writing your own Business Case ....................................................... 13

7 Set-up: Definition .............................................................................. 15

Having clear project roles .............................................................................................. 16 Activity 2 Having clear project roles ................................................................ 17 Activity 3 Agreeing levels of authority for your project ...................................... 18

Roles Chart – Who is responsible for what ..................................................................... 19

Developing a clear and agreed project definition............................................................ 21

A completed project definition - PID..............................................................................22 Activity 4 Writing your own PID ...................................................................... 24

Stakeholder Management ..............................................................................................27

Stakeholder Analysis ......................................................................................................28 Activity 5 Your own stakeholder map............................................................... 29

Developing a Risk Register ............................................................................................ 30

Risk analysis.................................................................................................................. 30 Activity 6 Developing a risk register for your project ......................................... 31

Some Quick Tips............................................................................................................32 Activity 7 Quality, Cost or Time? ..................................................................... 32 Activity 8 An initial monitoring system for your project...................................... 33

8 Delivery Planning ..............................................................................35

Work breakdown structure (WBS)..................................................................................36

Developing a WBS for the STINT project........................................................................37

Work Breakdown Structure for Administration – Stage 1 .................................................38

Work Breakdown Structure for Administration – Stage 2 ................................................38

Activity 9 Developing your own WBS ............................................................... 39

Producing realistic estimates of time and cost .................................................................39



Activity 10 Estimating and identifying predecessors .......................................... 40

Milestone charts ........................................................................................................... 40

Gantt charts.................................................................................................................. 40

Sample Gantt chart for part of STINT project ................................................................. 41 Activity 11 Developing a Gantt Chart ................................................................. 41

Critical Path Analysis......................................................................................................42 Activity 12 Identify the critical path .................................................................. 43

Project Communication .................................................................................................44

Communications plan for STINT project ........................................................................44 Activity 13 Developing your communications plan.............................................. 45

9 Delivery (monitoring and control) ....................................................46

Loose v Tight control.....................................................................................................47

Project reporting ...........................................................................................................47

Managing changes within the project .............................................................................48

Planned v Actual............................................................................................................49

End of stage reviews ......................................................................................................49

Tolerance ..................................................................................................................... 50

Using traffic lights to support delivery ........................................................................... 50

Version control............................................................................................................. 50

Issues log ...................................................................................................................... 50 Activity 14 Developing a monitoring system ...................................................... 51

10 Closedown.........................................................................................52

Using a facilitator...........................................................................................................53

Abandoning and closing the project early.......................................................................54

Communicating project closure ......................................................................................54

Post closure actions........................................................................................................54 Activity 15 Developing an agenda for a post project review ........................... 54

Flow chart for each stage of the project management system..........................................57

Conclusion ....................................................................................................................58

Feedback: So, how did we do?............................................................................59



1 Introduction The story behind this e-book started in 1997. Project Agency had at that point been running a variety of project management training events. We started to develop a highly targeted and practical workbook which we used on training events. Over the next few years we developed the content of our main project management course and the associated workbook. We have received a number of requests for a book which will take people through the project management course without actually attending. Well, here it is! This book contains some tried and tested and straightforward advice. It will take you through a project management process which is a cut down version of PRINCE2 (see www.ogc.gov.uk/prince2), more practical and certainly shorter, which will support you in delivering on-time and to budget, or click here for PRINCE2 run by Project Agency This book contains: • examples of elements of a project, e.g. a completed risk register • activities that will help you deliver your own project. How? Follow the worked

examples in this book and choose a project to work on (we have called this The Sample Project), follow the guidance in the worked example. This will move your project forward while developing your knowledge and your skills.

• learning zone which is a place for you to reflect on what you have gained while working on the activity. You should record in the Learning Zone what you feel you have gained while working on an activity. Once identified, this should support you in future project work

I would like you to identify a project you will soon be working on, or a project you have only just started. Let us call this project “The Sample Project”. You will use The Sample Project throughout this book to develop new skills and build on exiting ones. I suggest you read the whole book first before tackling any of the activities. That way, you will become familiar with the content as well as layout. My thanks to Tania my PA who has had the unenviable job of understanding my handwriting and putting the ideas into a shape which we believe will help you. Also to Ronnie Landau and Jeff Davies – the best proof readers around. (I take full responsibility for any errors!) I hope you find this e-book really useful in delivering future projects. Do go to www.projectagency.com to find out about the services provided by Project Agency. A final point - please remember this e-book is copyrighted to Ron Rosenhead and Project Agency. Please do not copy any of this book. You are however free to copy the blank templates. Best wishes and happy projecting! Ron Rosenhead Ron Rosenhead, Director, Project Agency © Ron Rosenhead and Project Agency 2005



2 How this book works

In each section you will find:

details of that particular topic – relevant information material which you can use during a project e.g. risk logs, critical path

analysis activities based on our case study, and activities for you to use on your

own project Learning Zone – an opportunity for you to identify what you have learned

carrying out an activity. This will be individual to you. You should put in the space provided in L e a r n i n g Z o n e the specific lessons you have gained. At the end of the book, we ask you to collate all of the learning points

All purchasers of this e-book receive a free copy of all Project Agency project management templates. This additional book should arrive at the same time. If it does not, please contact Project Agency at [email protected] Finally, I wish you well in initiating, defining, planning, monitoring and closing your project – all successfully!

3 Setting the scene So, you have a project and you think you want to apply the Project Agency

Project Management System (PMS) to it. WARNING! This system cannot cover every aspect of project management within your own organisation. You will need to think which elements really do apply to your project. A good example is a small project which has to be delivered in a 4-week period. Yes, you will need to go through the project management process described, but you will not need to go through the system in the same depth as say a key strategic project lasting 14 months with high costs.

Many of the tools included in this system can be used in every day situations that you may not normally define as a project, For example: having clear and agreed objectives

agreeing roles

identifying and managing risks/issues

estimating time/cost

identifying and managing stakeholders

monitoring

The above tools are part of the PMS and you will need to use them in some way to support delivery of your project. But when do you use the project management system? The diagram on the next page should help



4 When do you use the project management system

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Are you involved in a key project?

Does it affect a large part of the organisation – employees or key stakeholders?

Are you involved in something that is new or a change to say existing systems?

Is the piece of work highly experimental?

Are you involved in something that has high levels of risk attached to it?

Are you involved in business as usual activities?

Is the task quick delivery, little cost and little risk?

Use elements of this handbook, e.g. risk assessment, stakeholder management, monitoring

Do it!

Use this handbook



5 The Five Stages Project Agency Project Management System (PMS) has five stages to it.

Set-up: Initiation Why are you doing it?

Set-up: Definition What are you doing?

Delivery planning How are you going to do it?

Delivery (monitoring & control)

Are you delivering against the plan?

Closedown & review Did you deliver and what did you learn?

The chart portrays a somewhat idealistic view. In reality the boundaries between the stages are very blurred. So rather than a neat progression from one distinct stage to the next we discover that project management is a process that repeats itself – i.e. you go through the above diagram several times. However it is still worthwhile to hold this ideal model in your head as it indicates what stage you are at and therefore encourages you to undertake the appropriate processes before moving on. A project sometimes “emerges” from other routine activities rather than being formally initiated. In cases like this a lot of the early and very important processes will have been omitted. So it is important to go back and acknowledge that a more rigorous approach is required. You may well “inherit” a project from other people who may not have done the initial appropriate activities, or may not have done them to your required standard. Thus, please keep this model in mind. We will now start our journey through the PMS starting with Set-Up – Initiation.



6 Set-up: Initiation


Set-up: Definition What are you doing?





This section includes: • turning the initial idea into a Business Case • identifying clear project benefits • ensuring there is a link with the overall corporate plan • identifying initial risks and stakeholders • obtaining (or not) formal sign off to invest time and money to carry on with the

project



Why are you doing this project?

This is the 1st stage in the project management system. It helps clarify WHY you are attempting to deliver the project. This stage starts with the development of a Business Case for your project. The process may be very straightforward or very complex. At a minimum, your Business Case should identify:

• how it fits with overall objective of the organisation or department • the benefits of the project to the organisation, customers, staff, etc. • initial estimate of costs • outline objectives • initial risk assessment

You will need the support of your project sponsor (senior manager) and maybe others to develop the Business Case. e.g. those in the finance department.

The amount of detail required within the Business Case should reflect the size and complexity of the project. The Business Case contains the best information at that stage – inevitably, there will be some unknowns. The Business Case sets the context for your project. It will allow you and senior managers to identify whether there are real business benefits behind delivering the project. Research has shown that many organisations are engaged in projects which do not or will not contribute to the bottom line. Obtaining a formal sign-off of your initial Business Case documents will ensure that you are not wasting time on a project that is of no benefit to the organisation. How do you develop a Business Case? Project Agency has developed a simple template to use on projects. Use it as a building block for your project and you can add any extra details you may want. A form is shown on the next page.



Business Case form

Complete the form below and submit it to your senior manager or sponsor for approval

Background to the project [PLEASE KEEP BRIEF] General aims[s] Initial risks Expected outcomes Benefits of implementing project Initial estimates of cost and time £: Time: Outcome of the Business Case Decision from [x x] Date

You can add other elements according to the needs of your Business Case.



Consider the following project brief The company has undergone radical change over the last 9 months. Staff numbers have increased by 85 and will grow over the next year – another 100 staff are predicted. A key issue is ensuring all staff are aware of the company values and strategic direction. In addition, senior managers are aware of how unsettling all of the changes have been to our existing staff. These include: • a new computer system which impacts everyone • the development of XTL – a new product which has revolutionised our sales activity • relocation to a new offices which requires a little updating. However, it will allow the

company to be in one building. There are additional buildings which we can expand into if needed.

• the new strategic alliance with a European Company – Theo. The planning for this is

in the early stages and will impact all staff over the next 3 months The Board has decided, in agreement with Director of HR, to hold a series of courses. The exact objectives have been agreed and include:

helping to develop a strong culture within the company

working as one company

meeting customer needs as a key priority

explaining future strategy and the impact on all of above and the role staff have in making it happen

Senior managers will take part and run some of the sessions. You have been asked to develop a Business Case for this project (called The Strategic Training Initiative –STINT). On the next page you will find a completed Business Case for this fictitious project.



Business Case for STINT

Background to the project (PLEASE KEEP BRIEF) There have been enormous changes within the company over the last 9 months. Future expansion plans mean that staff need to see the wider picture of where the company is going – the full strategy. The Board want a series of courses to create a stronger culture and values. The link with the strategic plan. Write here the part of the plan it fits into. Creating a stronger internal company image (Section 23.6), Meeting customer needs (Section 29.4) General aims(s) To organise a series of workshops for all staff to attend focusing on a stronger internal image and building a clear vision for staff Initial risks • senior managers (directors) do not participate in the

programmes • middle managers block attendance • accommodation for training scarce – soon to rewire new training

centre Expected outcomes • a training course focussing on new values will have been

developed • all staff to attend the sessions • staff to have a clearer vision where company is going • staff are clear about need for a high level of customer satisfaction • contribute to working as one company

Benefits of implementing this project 1. staff turnover reduced from 18% to 10% in 12 months. 5% in 24

months 2. a clearer vision for the future for all staff leading to staff focusing

on key business issues 3. it provides a focal point for staff to raise issues and suggestions 4. improve customer retention – from current 54% to 75% in 12

months and 90% in 24 months

What other options have you considered? Please list ALL the options considered and why you have chosen the one option. 1. Run workshops for all staff 2. developing a CD for staff to take home with them 3. briefings by line managers Option 1chosen as it involves Directors in its delivery team to be big hitting and will get real results Initial estimates of cost and time – this should include an INITIAL ESTIMATE of the people needed to deliver the project (“the project team” ) Estimated at £100,000 – full analysis needed before agreeing to budget. Expect delivery to be in approximately 5 months. Decision from: J Andrews: Business Case approved Date: April 18



Activity 1 Writing your own Business Case You have seen the example in this book of how to write a Business Case. Now it’s your turn to write one. Use The Sample Project and have a go at developing a Business Case for it. Once completed, let someone more senior have a look at it and make some comments. Obtain formal agreement (sign off) before progressing.

Business Case form

Background to the project [PLEASE KEEP BRIEF]

General aims[s]

Initial Risks Expected Outcomes Benefits of running with this project Initial estimates of cost and time £: Time: Outcome of the Business Case Decision from [x x] Date

Add any elements you may need in order to complete this form.



Project Agency has had many comments on training events suggesting that there are too many projects. However, if you go through this stage effectively, it should identify whether the project is part of the overall strategy. If it is not, you are wasting the opportunity of working on a key priority. Research by the Abbey Group suggested: • The key is to do the RIGHT PROJECTS • Do these projects RIGHT • DELIVER these projects • Deliver project BENEFITS Once you have completed the Set-up: Initiation stage and had the Business Case signed off you need to move into the next stage; Set-up: Definition Your Business Case should be a focal point of the project. It should be used throughout the life of the project – helping you review whether you are still on track to deliver the benefits.

Please note you will need to monitor and control your project once Set-Up: Initiation starts. I recommend you read Section 10 before you go much further.

For further information on Developing Effective Business Cases – a one day training programme, click here.

L e a r n i n g Z o n e

In this section we have looked at:

• turning the “good idea” into a Business Case • the need for clear project benefits • ensuring there is a link between the “good idea” and the corporate plan • the need to identify risks and key stakeholders Identify below the key learning points from the above areas. These will be individual points you have gained by reading the content or carrying out an activity. You will be asked to look at all of the learning from the various Zones at the end of the book.



7 Set-up: Definition


Set-up: Definition

What are you doing?





This section includes:

• clarifying roles within the project and having clearly identified levels of authority – who can make what type of decisions

• identifying key stakeholders through stakeholder analysis • producing a clear and agreed project definition through the writing a project

initiation document (PID) • identifying and managing risks • developing with the sponsor an initial project control and monitoring process (for

further development at a later stage in the project) • identifying the tensions in the project QUALITY V COST V TIME • holding start up/kick off meetings



Set-up: Definition contains a number of different but dependent elements. Set-up: Initiation identifies WHY you are undertaking the project. Set-up: Definition identifies WHAT you are doing.

Having clear project roles

This is an important part of the project management process. It will help ensure everyone is clear about their roles within the project and how much responsibility (and possibly how much authority) they have. In some projects it will be necessary to formally set out who has which role and what they do in that particular project. Written below are some common project management roles.

Role Function Sponsor This person commissions others to do the project. The ‘commissioning’ process

takes many forms and may involve the sponsor asking, telling, informing, discussing – or any variations! They select and brief the project manager, agreeing on levels of authority and resources needed. They agree and sign off the Business Case as well as the (PID) – see pages 22-23. They actively review progress of the project with the project manager and liaise with the customer to ensure that quality standards are being met. The sponsor does not directly manage the project; they make it happen through others. The sponsor champions (markets, sells) the project internally and externally as required. The sponsor must be an individual, not an organisation and is normally a senior manager. The sponsor agrees with the project manager the appropriate type of control for the project.

Project Board (Steering Group)

This is the ultimate decision-making group for the project. It approves all major plans and agrees any major deviations from agreed plan. It arbitrates on any conflicts within the project or negotiates a solution to any problems between the project and any external bodies. It ensures the project is delivering against the initial Business Case.

Who sits on the project board? Normally senior managers, the end client (user), and sometimes the person supplying the service. Sometimes the Project Board will need to agree the specific role they carry out with the sponsor – avoiding any confusion/duplication.

It is advisable for a project board to be small in number - 5 suggested. The Project Board is sometimes called a steering group. NOT all projects need a project board

Project Manager

This is the person who has responsibility for delivering the project on time, to cost and to the required quality standards. The project manager will normally need to do this in conjunction with team members. The project manager liaises directly with the project sponsor. There are many duties that the project manager carries out. At the start of each project the exact role will need to be clarified and written within the PID.

Stakeholder(s) These are people who will have a significant interest in the work of the project or are likely to be affected by the output. In large projects there will be many stakeholders and some time will need to be spent identifying and managing them.

Project Team These are the people who carry out much of the work. The project team may comprise of full time people or it could be specialists who are called upon from time to time to add their professional expertise to the work e.g. lawyers.

It is perfectly feasible for people to hold several different roles within a project. The key issue is to ensure that all roles are clear to everyone and that everyone uses the same terms for the same roles. See Section 7 for who is responsible for which activities. You may find it useful to formally write down who holds which roles and a broad description of what the role should be doing. Many people have found this useful when they are working in projects with external partners.



Activity 2 Having clear project roles

How clear are you about who fulfils what roles in projects you are engaged in? Using the definitions in the previous page identify below who fulfils which roles for say 2 or 3 projects you are or have been involved with including the project you have used to develop the Business Case ("The Sample Project" ). Then, identify who fulfils which role under each heading. NOTE: not every project will have or need a project board including the project you have chosen to work on. You may want to use the chart on pages 19 and 20 to help you.

Project

Board Sponsor Project

Manager Team

Members Other – State:

Project Name

• What do you notice from doing this exercise?

• Where you do not know put a question mark in the box and ask yourself, who has the authority and commitment to help resolve the issues?



Activity 3 Agreeing levels of authority for your project

Hopefully, you will be a little clearer about who is doing what within the project or projects you are working on. But who can make what types of decisions? Next, you need to clarify: the types of decisions project team members and the project manager can make(s) the decision reserved for the sponsor who can spend what amounts of money who can/will agree changes to the project

Add your own below

Use the space below to identify who has authority and for what in a project you are engaged in. You may want to use the chart on pages 19 and 20 to help you.



Roles Chart – Who is responsible for what

We have described the various roles within the project management process. The following table describes who should carry out the various activities within the different stages. We cannot cover every eventuality and the project sponsor (or project board and project sponsor) with the project manager will need to discuss the actual responsibilities for the specific project. Certain activities identified below under project manager may well be delegated to project team members. Use this table as a guide. Where there are a lot of internal or external partners you may want to consider developing a Memorandum of Understanding (sometimes called Statement of Common Practice) which should identify who carries out which roles and what these roles are.

Project Board * Project Sponsor Project Manager Project Team

Set-up: Initiation

appoints a sponsor for the project briefs the sponsor, project manager agrees Business Case submission from

project manager ensuring fit with corporate plan

abandons project if project seems unlikely to achieve objectives and business benefits – at any stage in the project management process

* Note: not every project needs a project board

appoints a project manager often in conjunction with the project board

briefs project manager about the general project objectives, priorities etc

identifies early in project its current priority

supports project manager when writing Business Case

“opens doors” for project manager to gain information from others

sells and markets the project internally/externally, owning the outputs of the project

writes the Business Case using Business Case form

identifies the initial resource requirements for managing the project

liaises with client and sponsor uses skills of project team members (if

appointed) to support and research Business Case

submits Business Case and attends meetings to present findings

supports the research and writing of Business Case

NOTE: in some projects the team is selected once the Business Case is approved.

Set-up: Definition

receives PID already agreed by project sponsor. Some Boards will want to formally approve the form

looks at how the project impacts on organisation, including resource management issues

constantly checks that the project will deliver business benefits

supports, where appropriate the project manager in writing PID

agrees project definition with project manager

“champions”, sells the project internally and if necessary externally

helps project manager procure resources for the project – people partnerships etc

reviews progress with project manager

agrees initial monitoring and control process with project manager

develops the PID including budget for sign off by sponsor

puts together & develops project team assigning them specific roles, agreeing project team structure

starts stakeholder management process plans for start up meeting starts to work with key stakeholders

influencing, seeking views - aim being to work in partnership

identifies what is driving the project- quality cost or time

extends risk assessment in Business Case developing a Risk Register

continues to monitor & manage project risks

supports project manager in putting project definition together

works on specific assigned areas e.g. risk assessment, seeking initial estimates – time and cost

works with others to develop the project team

takes responsibility for managing specific risk areas



Project Board * Project Sponsor Project Manager Project Team

Delivery Planning

receives update reports on progress of project as defined

supports project sponsor and project manager with unresolved conflict issues

keeps an overview of resource management including budgetary issues

receives progress reports from project manager holding meetings as agreed

checks project for delivery against quality, cost and time

keeps “championing” project motivates project manager and

project team as appropriate

develops the project schedule from work breakdown – including Gantt & milestone charts

produces estimates – cost and time determines critical path of project communicates widely the project

schedule establishes formal communication plan

keeping client informed of progress continues to lead, motivate and develop

the team keeps focussed on objectives of project

– controls any project variations checks project against milestone dates

supports manager in all planning activities

informs project manager if any activity is likely to go off schedule or cost – identifying ways to get it back on track quickly

ensures project files are kept up to date

Delivery takes progress reports from sponsor reviews priority of project against other

corporate projects ensures links with other projects are clear

holds meetings or receives reports to ensures project is on schedule – quality, cost or time

supports project manager and team in their plans to deliver the project

takes overall plan to project board – for information

helps reconcile resource issues - staff or budget

ensures project variations are being managed effectively

checks level of satisfaction with client

check that project benefits are still being delivered

checks items on critical path are being delivered

agrees change requests (or does not!)

ensures the project is delivered against the plan

tracks achievement against plan controls and manages changes from the

plan keeps client, sponsor, stakeholders

informed – based upon communications plan developed at planning stage

encourages high level performance works closely with outside suppliers and

internal managers prepares reports for sponsor as agreed continues to monitor and manages risks

in Risk Register focuses on active problem solving reviews team performance – motivates learns as project progresses and actively

applies learning to project as it progresses

supports project manager in all activities

flags up deviations from the project schedule

uses communication plan and stakeholder analysis to keep people informed

focuses on delivery against agreed objectives

keeps all project documentation up to date

Closedown takes final project report from sponsor reviews the project against corporate

objectives – “did we achieve what we set out to achieve?”

publicises project success gives positive feedback

formally closes the project by agreeing end of project report

checks client satisfaction level identifies shortcomings feeding this

into closure meeting ensures project team celebrate

success

holds project closure meeting obtains feedback from stakeholders focuses on learning at the individual,

team and organisational level hands over outcomes of project to

another project manager looks at achievement of project

objectives and reviews quality, cost and time issues

writes end of project report – given to sponsor

celebrates success!!

supports project manager in all activities

keeps project files up to date before formally closing them

acts as a link between closure of the project and handover to the client – supporting any training or briefings

helps to celebrate success!!



Developing a clear and agreed project definition

It is essential to develop, after the Business Case, a clear written and agreed project definition. The Business Case is high level, i.e. it should not contain too much detail. It explains WHY you are attempting to do the project. It is the principle behind the project – the vision.

The Project Definition puts the detail into the project. The project definition will indicate WHAT is to be achieved by undertaking this work. It will also be used to review project progress.

A project definition is also a contract, between the project manager and the sponsor, highlighting what will ultimately be delivered, the time and budget (resources) to deliver it. The project definition is written on a form called a PID, a Project Initiation Document. The project manager will more than likely need a thorough briefing by the project sponsor to produce a realistic and relevant document.

The project definition is normally prepared by the project manager, discussed and signed once agreement has been reached with the project sponsor. The project manager may want to involve stakeholders and project team members in the discussions and debates before final agreement of the document.

The Project initiation Document (PID) is an important reference document providing a common understanding of what the project is trying to achieve. It should be consulted throughout the life of the project.

A form is shown on the next page based on the STINT project. However do note that you will need to use the form in different ways for different projects. For example, for a quick delivery project (delivered in 1 month) you probably do not need to complete all of the sections. However, you should be prepared to complete the whole form for more complex and longer term projects.



A completed project definition - PID What does a completed project definition (PID) look like? Consider the STINT move project. Below you will find a possible PID for the project. Refer back to page 11 for the project brief. Project Initiation Document

Project Title: STINT Sponsor: HT

Project Background:

The company has been undergoing vast change over the last 9 months with more to come – strategic alliance and more staff recruitment. It is felt that the time is right for the company to run some training sessions for existing staff, new staff and those who will be recruited in the next 12 months to explain the company ethos.

Project Benefits: • a clearer focus on customer care resulting in better client relationships & more sales

• cost savings will made – current staff will stay longer if we work with them now and new staff will be a lot clearer of the direction we are going

• mixing people on courses will ensure they recognise the value of team work

• use the training courses to generate ideas • closer co-operation from different parts of the business

Project Objectives:

• To develop a pilot STINT course including support materials based on the new company strategy

• Roll out the STINT course to all staff in the organisation to start no later than October 15

• To help contribute to higher customer satisfaction ratings This project will include: This project will not include:

• agreeing objectives with project sponsor • viewing all strategy documents plans by

training staff • access to directors through project

manager to clarify strategy issues • obtaining a training room in the

current site fully fitted for this particular course

• feedback from the latest customer satisfaction survey

• training of all staff including directors to ensure they delivery training effectively

• all event administration including charging for people who do not turn up

• setting policy • marketing the training to staff – being

done by senior managers



Success Criteria: • we run a pilot programme which is approved by all Board members

• objectives are agreed for the programme by the Board • materials are developed which will be placed on the intranet for

staff to view pre and post event • the programme starts to roll out to all people within the

company by no later than 15 October • courses are planned so that we attract 95% of all staff – this

includes all senior managers to receptionists and catering staff • outputs from the course show that 85% staff understand the

strategy and their place in its delivery • training helps to contribute to improved customer satisfaction -

from current 65% to 85%. • evaluation of training – more than 85% of staff see the link

between the training and the strategic vision

Constraints: • access to a training room will be a problem. We have no dedicated room and we will need to rewire the Training Centre earlier than agreed

• attitude of line managers may result in non attendance of staff – see risk register

Key Assumptions: Senior managers will market the programme by visit to each part of

the business

Project Manager: JM

Project Board: If appropriate

Not appropriate

Project Team: MS JTD TR

Budget

Resources: 3 staff + project manager to manage project

Costs: £100, 000 set aside for project. To be confirmed within 3 weeks of approval of this document

Start Date: May 29 Completion Date: Roll out of courses to start 15 October.

Approval from Sponsor:

JKP Date: May 28



Activity 4 Writing your own PID You have now seen an example of a PID. Now it’s your turn to develop one! On this and the next page you will find blank PID. Think of The Sample Project and have a go at putting together your PID. Some tips: you will need to verify and sometimes challenge any details in an oral or written brief, e.g. is

the stated budget fixed? you may well need several attempts to get it right involve some key stakeholders e.g. project team members, recipients of the project check out if anyone in the organisation or your professional association has done a similar

project - if yes, seek their advice. confidentiality – some projects are highly confidential. Ensure you keep this important

aspect in mind Project Initiation Document

Project Title: Sponsor:

Project Background:

Project Benefits:

Project Objectives:



This project will include:

This project will not include:

Success Criteria:

Constraints:

Key Assumptions:

Project Manager:

Project Board if appropriate

Project Team:

Budget

Resources: Costs:

Start Date: Completion Date:

Approval from Sponsor:

Date:

Please discuss this form with your project sponsor.

Click here to link to project management courses run by Project Agency.



L e a r n i n g Z o n e In this section we have established need for clear project roles

agreed the levels of authority

developed a written and agreed project definition – on a PID

Identify below the key learning points from the above three areas:



Stakeholder Management So far, we have focused on the process side of Project Management. We now need to look at people. Research by Project Agency shows many projects do not proceed as smoothly as they should. One of the main reasons is a lack of management of stakeholders. These people are important in the project management process and must be identified and managed. Those projects which seem to run smoothly identify and manage stakeholders effectively. But what is a stakeholder? This is a person who is either:

impacted by the project or interested in the project

Feedback to Project Agency on project management events suggests that people do identify stakeholders, but not in a logical way and they are not written down. You need to identify who they are, keeping a log of them over time. Once this has been done you need to actively manage them. We have used the STINT case study to show you how to do this. We have developed a STAKEHOLDER ANALYSIS template which has proved very useful for many people who have used it. It is shown on the next page.



Stakeholder Analysis The purpose of stakeholder analysis is to inform the project manager and sponsor who should contribute to the project, where barriers might be, and what actions need to be taken prior to detailed project planning. This form is based on the STINT project.

Stakeholder

Their interest or requirement

from the project What the project needs from

them Perceived attitudes

and/or risks Actions

Board members they want staff to buy into the new vision including better customer focus

• full access to documentation • directors run parts of the

workshops • directors to attend train the

trainers sessions • to actively market the

workshops to staff at all levels • to put dates in diary for

sessions in advance

• very positive though may not want to take part in train trainer sessions

• may be too busy to

market the workshops

• arrange to meet Board with HR Director. Explain reason for requirements and how their role will impact positively on the project

• explain impact of not marketing – show current poor attendance figures on internal course

All staff • want to know why we are holding this training why they have been selected

• what the company is looking

to do in the future

attend the programme on the day and time they have been selected

possibly negative if the marketing is not done correctly. Could budget for 35 courses and find we need more courses because people do not show up

• directors to market programmes – see above

• suggest to Directors they

come down hard on “no shows” as an example to others

Contractors for training room

a clear date for the pilot so they can do the re-wiring in time

• for them to do the wiring on time

• a cost for the work and project

plan

positive as seen as a high priority. May want to charge premium rates as they know Board of Directors will be involved

• obtain a date for pilot no later than week 4 of project

• obtain agreement on plan to

be met by contractor • check rates with other

contactors to ensure not over - charging

The above table shows you only 3 stakeholders. Your project will show many many more. You need to ensure this table is regularly updated and managed throughout the project. In larger projects you may want to appoint a person to manage this aspect.



Activity 5 Your own stakeholder map

Now, using The Sample Project, develop your own stakeholder map using the form below. You may want to copy this form to deal with the number of stakeholders you have.

Stakeholder

Their interest or requirements from the

project

What the project needs from them

Perceived attitudes and or risks

Actions to take

Ensure you review the form regularly as the stakeholders change as you move through the project. Use the blank template if this helps.



Developing a Risk Register All work activities carry some sort of risk and projects are no exception. Now that you are aware of the interested parties, you are in a better position to consider the risks that are inherent in the project. If done effectively, it will support delivery of the project. You need to develop a formal risk register for your project. Projects are derailed or fire-fighting is carried out for many reasons. Poor risk management is usually one of them. We have shown you below what a risk register looks like using the STINT case study.

Risk analysis Score as follows, for Likelihood and Impact: High = 3, Medium = 2, Low =1 To obtain the score (column 4) multiply likelihood x impact together.

Nature of Risk or uncertainty

Likelihood H/M/L

Impact H/M/L

Likelihoodx Impact (Score)

Actions required and person responsible for managing that risk

1. The training room will not be ready in time

H H 9 • obtain early pilot programme date • meet with contactor(s) & establish

schedule and budget • check to see if it is manageable by pilot

date. If not, consider moving to differentvenue until it is ready(JM)

2. Directors do not take part in marketing or train the trainer courses

H H 9 • show them this risk log – via Director of HR

• meet each director and coach them trainer workshops. Use this to stress marketing

• agree that we will not run the pilot until they are satisfied with course and we with their performance (MS)

3. Strategy is not clearly formulated for us to turn into a workshop

M H 6 • work with Directors to fully understand strategy.

• work with marketing Director on materials to be included on workshops

• feedback to Directors where strategy is vague

• agree cut off date for putting strategy onto PowerPoint (JTD)

4. Pilot programme

not well received by Directors

M M 4 • ensure we have all information requested• run a pre pilot with trainers only to an

invited audience • identify before pilot how directors feeling

about their contribution (JM)

Initials in brackets represent the person responsible for managing the risk



Activity 6 Developing a risk register for your project

Develop a risk register for The Sample Project. Use the form below.

• try working as a team, pooling your ideas • where you score the same for identified risks, identify the priority ones to action • complete the nature of risk or uncertainty first - exhaust all possibilities before

completing any of the other columns • identify who will manage each risk and a date to monitor them

Nature of Risk or uncertainty

Likelihood H/M/L

Impact H/M/L

Likelihoodx Impact (Score)

Actions required and person responsible for

managing that risk 1. 2. 3. 4. 5. 6.

Use the blank template if this helps.



Some Quick Tips Quick Tip 1: Clearly identify what is driving your project. Look at the triangle

below Quality

Cost Time There can be many drivers for your project.

• the desire to improve the quality of a product or service • the need to hit a particular budget • the need to meet a certain deadline

With your sponsor you need to agree which one of the three is key to project success. You can only have one, not a combination. Identifying the driver will help you and your project team focus on what is important throughout the life of the project. NOTE 1: A time driven project may well clash with other project deadlines, and you may well need to negotiate for more resources (including money) or a later deadline for another project. NOTE 2: Cost driven projects may well mean that you will need more resources. Again, you will need to negotiate with your sponsor over this. You may well need to ‘descope’ the project – reduce the scope of what you will deliver to achieve the agreed cost (or time). Question: What is driving the STINT project? Answer: (at the foot of this page)

Activity 7 Quality, Cost or Time? Question: Review your project. What is driving it? Circle one: Quality Cost Time Now, discuss with your project sponsor and obtain their view! Is it the same? (The STINT project is a time driven project because the 15 October deadline is not moveable)



Quick Tip 2: Hold Kick off Meetings (or start-up workshops). This is a

meeting which effectively starts the project You should invite:

• the sponsor • key stakeholders (if appropriate) • project manager • the end client • possibly project team members • anyone who you feel will help you

kick start the meeting Prepare an agenda (with times and the person responsible for that item) circulating it before the meeting. Use the meeting to:

• develop the PID • carry out more in depth stakeholder and risk analysis • develop the monitoring and control processes • clarify roles

Use the meeting in a way which will help move your project forward. The above items are there for guidance. Your kick off meeting will have its own agenda. You can hold a series of meetings at the start of each phase of the project. One final point - avoid developing bureaucratic minutes. Put simple action points against each agenda item and circulate within 24 hours of the meeting. Quick Tip 3: Develop an embryonic project review process early in the life of

the project. The Set-up: Definition stage can take quite a while. Some projects are complex and this stage needs very careful consideration before moving onto the DELIVERY PLANNING stage. You should agree with your sponsor what to monitor. The process will need to be fine tuned the further you get into the project, but start it NOW.

Activity 8 An initial monitoring system for your project

Think about The Sample Project. Identify below what you feel your sponsor will want you to report against and how. Also identify what you should be monitoring and how.



Now, discuss this with the sponsor. NOTE: there is a need to monitor and review the project from initiation all the way to project closedown. This is the start of the process and you will need to build the monitoring and reviewing system as you go through the project. You can develop a more robust system here if you wish, covering all elements of the project.


In this section, we have covered a wide range of topics under the heading Set-Up: Definition This includes:

• identifying what is driving the project • holding kick off or start up workshops • developing a monitoring and control system for your projects

Identify below the key learning points for you



8 Delivery Planning


Set-up: Definition

What are you doing?

Delivery planning How are you going to deliver the project?




This section includes:

• producing robust project plans through development of a work breakdown structure• using a range of tools to produce various charts:

o milestone charts o Gantt charts o critical path

• producing more realistic estimates of time cost and resources needed to deliver the project

• identifying stages within projects • producing a communications plan and ensuring is effectively managed



This is the stage of the project where you construct the project plan to deliver the entire project. It involves producing a schedule of activities which supports delivery of the objectives and success criteria. The responsibility for developing appropriate project plans rests with the project manager, usually supported by the project team. There are a number of stages to go through to develop your plan. These are listed below.

Work breakdown structure (WBS) This is the simple but time consuming process of breaking the project down into its component parts. A work breakdown is an essential part of successful project planning and is a key activity for any kind of project from a simple office re-organisation to a major capital project. The WBS provides a breakdown of the activities that must be carried out within the project grouped under different headings. It provides the framework for planning and progress reporting.

Experience shows it is best to break down to a level at which control is needed – to manage risks so that quality, cost or time estimates are met. Once you have broken the project down you will need to:

identify predecessor relationships (sometimes called dependencies) put estimates of time against the various activities develop:

milestone charts Gantt charts a critical path for the project

How do you develop a WBS? Two common methods are used top down and bottom up. Let’s imagine that you want to develop a WBS for the STINT project. Top down provides you with the key chunks (or work packages) for the project. Top down for the STINT project looks like this.

Roll Out Workshops

Course Admin

5

Develop Materials

4

Develop Course

3

Train Directors

2

Training room ready for use

1



You then need to break each of the above tasks into their component parts. Project Agency is frequently asked how far down the hierarchy should you go. We suggest that if it meets the following criteria then the task/activity be included:

• can it can be measured – cost, time, resources? • is there is an end product from it? • are you are able to plot on a Gantt chart a clear start and a clear end date? • can the task or activity can become the responsibility of one person?

If you answer ‘YES’ to any of the above, include the activity. Bottom up is the reverse of top down. It provides you with lots of activities. A good way to do this is by writing each activity on a separate card or “post it note” one activity per card or note. When you cannot identify any more, group them under different headings. If two groups worked on the same project – one doing top down, the other bottom up, they should come up with the same answer. Which is better? Which is right, which is wrong? Choose whichever suits your style as there is no right or wrong way of developing your work breakdown. However, if it is a group activity, discuss it with your team first as some people prefer to work from the big picture to detail (top down), others detail to big picture (bottom up). Developing a WBS for the STINT project We have developed a structure for the project with the diagram below. The project now needs to be broken down into its component parts – identifying all of the activities to deliver the objectives. Space does not permit for a full WBS on this project. The points on the next page are some of the items in the WBS relating to course administration only.

Course Admin

5

Develop Materials

4

Develop Course

3

Train Directors

2

Training room ready for use

1

Roll Out Workshops



Work Breakdown Structure for Administration – Stage 1

1 Develop letter to go with joining instruction 2 Arrange with catering to provide lunches for courses 3 Meet trainers & produce schedule 4 Develop budget for catering 5 Choose lunch menu from provided selections – including vegetarian 6 Purchase new coffee machine for training centre 7 Purchase supplies for coffee machine 8 Calculate number of courses needed 9 Arrange to meet line managers 10 Meet line managers to discuss the arrangements for the programmes

including nominations process 11 Obtain public holiday dates 12 Order spare bulbs for LCD project 13 Order new cable for LCD projector 14 Reserve accommodation in training centre 15 Book other training venues for other courses during period running this

training event 16 Produce joining instructions 17 Obtain sign-off for all materials from MD 18 Obtain quotes for printing all training materials 19 Choose printing contractor

The above list represents some of the activities under the heading of course administration. The list does not at this stage need to be in any order. The next stage puts the activities into order and puts estimates of time against each activity. Work Breakdown Structure for Administration – Stage 2 You now need to identify the duration for the above activities as well as the predecessor relationships or, what depends upon what. The columns have been added in the table below. Activity durations need to be consistent, e.g. they all need to be in weeks or days etc. Duration – wks Predecessor 1 Develop letter to go with joining instruction 1 3 2 Arrange with catering to provide lunches for courses 2 5 3 Meet trainers & produce schedule 3 8 4 Develop budget for catering 2 2 5 Choose lunch menu from provided selections – including vegetarian 1 None 6 Purchase new coffee machine for training centre 1 None 7 Purchase supplies for coffee machine 1 6 8 Calculate number of courses needed 2 None 9 Arrange to meet line managers 1 3 10 Meet line managers to discuss the arrangements for the programmes inc

nominations process 2 9

11 Obtain public holiday dates 1 None 12 Order spare bulbs for LCD project 1 None 13 Order new cable for LCD projector 2 None 14 Reserve accommodation in training centre 2 3 15 Book other training venues for other courses during period running this

training event 2 14

16 Produce joining instructions 2 1 17 Obtain sign-off for all materials from MD 1 16 18 Obtain quotes for printing all training materials 3 17 19 Choose printing contractor 1 19

It is essential to identify predecessor relationships and write them down in a table such as the one above or similar. If you do not, you are in danger of carrying in your head a complex sequence of task relationships. There are blank planning charts in the book of project management templates.



Activity 9 Developing your own WBS On "The Sample Project" develop a WBS. Use either top down or bottom up or any other method you feel appropriate.

• take your time

• involve as many people as possible

• if appropriate, have several attempts – first time round may not work

• work in an area with plenty of wall space – for post it notes or cards or flipchart paper

You may need to use a planning chart which will enable you to produce the plan for the project. You will find a blank in the project management templates. Producing realistic estimates of time and cost The table on the previous page indicates likely duration for different activities. Researchers point out that producing accurate estimates is not done very well. (See “Do Optimistic Time Predictions Have a Functional Basis” Roger Buchler and Wilfred Laurier and Dale Griffin, University of Sussex). They point to optimistic planning bias, e.g. thinking we can achieve say 12 hours’ work in 8 hours. One technique is to use confidence factors. It works like this. Identify the tasks which need to be done. Then estimate how long each will take:

Days Activity 1 3 Activity 2 1 Activity 3 4

Then ask yourself ‘How confident do I feel I can deliver against the estimate?’ Put a percentage figure against each one.

Days Confidence level Activity 1 3 60% Activity 2 1 90% Activity 3 4 40%

You should aim for 80% - 85% level of confidence. Thus activities 1 and 3 above will need to be recalculated.

Days Confidence level Recalculate for 80-85%

Activity 1 3 60% 2 Activity 2 1 90% 1 Activity 3 4 40% 6

The recalculation is based on your own perception and experience. Try it on your projects! Note that the recalculated estimate need not be higher, it can be lower.



Activity 10 Estimating and identifying predecessors On “The Sample Project” identify the duration for activities (remember to use confidence factors) and also identify predecessors. Use the blank template if this helps. Milestone charts

A milestone is a stage at which a major task is due and where you review whether you have achieved it. A journey is a good example where people use milestones – often without realising it. You may well identify where you should be at any point in the journey and you check your watch to look at progress. Milestones are an opportunity to look back at how the project has run so far and see what may be learned. They are, more importantly an opportunity to look forward and ensure that the plan is still viable. Besides providing a measure of progress, milestones can help to communicate with people outside the team. Milestones enable the project manager ensure responsibilities for activities have been allocated effectively.

Do bear in mind milestones do not represent a detailed plan – more an overview enabling you to use it as an excellent communication tool.

Example of a milestone chart

Activity By Book Accommodation June 11

Objectives Agreed June 29

Preparation/rehearsal July 14

Budget approval July 30

Run pilot programme August 14

Evaluate programme August 31

Roll out commencing September 20

Gantt charts These are sometimes referred to as Bar Charts because activities are represented by bars of differing length representing the time taken. They are useful tools for:

• helping you identify pictorially the tasks that need to be completed • telling you when a task should be performed and when it should finish • identifying the tasks that come before it, after it and which occur at the same time • allocating resources to specific activities that occur at specific times

See an example chart on the next page.

Points at which you can review whether tasks have been delivered as well as looking forward



Sample Gantt chart for part of STINT project Week number

1 2 3 4 5 6 7 8 9 10 11 12 13 Activity

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

You can use the Gantt chart to identify the number of people (resources) you need at any one time. For example; in week 6 there are 3 activities going on at the same time. You will need to discuss with your team whether you have the appropriate skilled staff to cope with this – a possible risk issue? If the staff you require are part of another team, how are you going to ensure they will work on your project at the right time? Hopefully, you will have identified them through the stakeholder process. Some tasks may involve more than one person. You will only know this by open discussion with project team members, establishing the actual numbers involved. The Gantt chart should be one of the methods you use to monitor project progress. You can place milestones on the Gantt chart. These are usually shown like this

Activity 11 Developing a Gantt Chart You have developed your own WBS, produced estimates and identified predecessor relationships. Develop for “The Sample Project” a Gantt Chart and identify on the chart the various milestones.



Critical Path Analysis This is the chain of activities that dictates the duration of the project. It refers to those activities in a project that must be delivered by the planned date. Failure to deliver against one of them leads to probable failure to deliver the actual project by the end date. Consider this project. Activity Duration (weeks)

Predecessor or Dependency

A 2 - B 3 A C 1 B D 1 C E 4 C F 5 E, H G 4 A H 6 D, G

The above chart can be represented as a network. This is another way of diagrammatically representing the Gantt chart. You need to take the data from above and draw the network by using post it notes or something similar to help you do this. The network for the above looks like this.

The critical path is the longest time line in the project. To calculate the critical path identify the different routes through the network. There are 3 routes: 1. A,B,C,E,F Adding up the durations = 15 days 2. A,B,C,D,H,F, Adding up the durations = 18 days 3. A,G,H,F Adding up the durations = 17 days The critical path is therefore activities A, B, C, D, H, & F as this takes the longest time, i.e. 18 days. This means that in managing the project, you focus on ensuring these activities are delivered on time. Any slippage will mean you will not hit your deadline. The critical path is where you focus your resources (as well as a focus for risk analysis) and where the sponsor should focus some time reviewing progress.

A 2

B 3

C 1

D 1

H 6

E 4

F 5

G 4



Activity 12 Identify the critical path Using "The Sample Project" develop the critical path. How do you do this? • use post it notes and write on each post it note the activity number/letter • write on each post it the duration of each activity • use the predecessor relationships to place the post it notes in the order they fall e.g.

• identify the routes through the network. In the simple network above there are 2 routes

A, B,C or A, D, C • add up the durations e.g. A+ B+ C = 2+ 3+ 1 = 6 weeks, A + D + C = 9 weeks. As A,D,C

is the longest route, this is the critical path. • Try the above steps in “The Sample Project”

A 2 wks

D 6w

B 3 wks

C 1wk



Project Communication Project Agency research shows that some 75% of people (from approximately 2000 people questioned) suggested that communication is poor in projects. You need to work really hard to communicate effectively with key stakeholders. But, how and what do you communicate? You need to ask and answer some important questions. • why should you communicate? • what do you communicate? • when do you communicate? • how do you communicate? You should develop a communications plan for the project. Try and use something like the form on the next page to capture data about the project. The STINT project has been used in this example. Communications plan for STINT project Who do you communicate with?

Why communicate?

What do you communicate?

When do you communicate?

How? Person responsible

All staff in company

To ensure staff are aware they need to attend a training course

Date and time of their course

2 weeks prior to course

• by email • hard copy

in internal mail

• on intranet

GT

Contractors To ensure they know the really tight deadline

The deadline for the pilot programme

Now • face to face • send conf’

of action points by email and in letter

MG

Directors To ensure they are aware of their role

1. what their role involves

2. need for site of strategy documents

3. they need to approve documents and pilot programme

At next Directors’ meeting

• face to face • briefing

with Chairman

• paper before meeting

• Conf’ after internal meeting

KJ and YP



Activity 13 Developing your communications plan For “The Sample Project" develop a communications plan. You should link into the stakeholder analysis you did earlier and risk log. Use the form in the blank template book to help you, amending it to suit your needs.

L e a r n i n g Z o n e Identify below key learning points from the DELIVERY PLANNING Section.



9 Delivery (monitoring and control)


Set-up: Definition

What are you doing?





This section includes: • actually delivering the plan you have developed • developing a robust monitoring and control process in conjunction with the

sponsor and project manager • identifying the appropriate type of project control – loose or tight or a

combination • producing project reports as appropriate • managing changes effectively • tracking actual against planned (time and £) • recognising the use of tolerance in projects • developing recovery plans where appropriate • using traffic lights to support the overall monitoring and control process



Previous sections have highlighted:

• the need for a Business Case (Set-up: Initiation) • defining the project, clarifying roles, identifying and managing stakeholders and risks

(Set-up: Definition) • the need to develop realistic project plans with milestone and Gantt charts (Delivery

Planning)

These are all essential to effective management of your project. The next part of this e-book looks at the important area of monitoring and control.

There are many reasons for ensuring monitoring activity takes place:

• checking that the plan is being delivered on time and to budget • ensuring the project is not “creeping” – moving away from its original objectives

and you are not working in areas outside of the project scope • reviewing how the team is working • reviewing the risk and stakeholder registers • checking the assumptions made at the start of the project are still current. • reviewing whether the original Business Case and benefits are still relevant.

Monitoring and controlling of projects is a critical element in the Project Management process and time needs to be set aside for this. This section indicates some methods for developing the monitoring and control processes that are appropriate for your projects Loose v Tight control You will need to establish the type of control that is necessary for the project. This should be done in discussions between the project sponsor and project manager. A high tech’, high cost project could be beset with risks. This will mean the project sponsor and manager may decide to monitor progress more frequently and more tightly. You can of course have a project which has both tight and loose control within it. The project manager will need to design a scheme that obtains up-to-date information on project progress. In addition, if the project is off schedule, there is a need to have clear processes for getting the project back on track. On page 16 we have identified some of the roles the sponsor should play. You will need to include the sponsor in early discussion about monitoring and control ensuring they agree with the processes and play their part. For your project, what type of control is appropriate - LOOSE or TIGHT? Would your project sponsor agree? Project reporting The project sponsor and project manager will need to agree:



• who the project manager needs to report to (it may involve just the project sponsor but may include many others)

• how they will report – e.g. through written reports or formal meetings • how frequently reports should be produced (if any are to be produced) • the type of report expected e.g. a one page report against specific headings • what will be reported

We suggest brief project reports – maximum of 1 page with the sole objective of informing the recipient of project progress.

A key issue here is if you have a report which shows you are not hitting say a budget or a delivery date, you should always attach a brief document showing what you will do to bring the project back on schedule. Managing changes within the project

Few projects go through their life cycle without changes. This could be new Government legislation, a change in the funding rules, internal managers or Directors altering the project direction or priority. Processes are needed to manage these changes.

• only one person should have the authority to alter the project definition, project budget or final delivery date of the project. This needs to be agreed early, possibly within the Project Definition Stage. Formal agreement of changes must be made before actioning.

• the implications of any changes must be highlighted – to the project sponsor, key

stakeholders and the client • all agreed changes need to be documented and kept in the project document file • where a change will affect the ability to deliver on time, to budget or will impact

negatively on the required quality standards, this should be flagged up immediately to the sponsor, project manager and if appropriate key stakeholders.

The project sponsor should take overall responsibility for sanctioning changes within the project, unless openly agreed and documented. You should use the change control forms in the Project Management Template. The forms should be completed by the Project Manager – the log sheet should keep a record of all changes with a form for each change.



Planned v Actual

A project manager needs to know how the project is progressing in detail. Use of a simple chart, such as the one shown below can help.

Activity Planned

days Actual days

Difference Planned costs

Actual costs

DIFFERENCE

A 12 15 + 3 £4,700 £4,800 + £ 100 B 11 9 - 2 £ 300 £ 350 + £ 50 C 4 5 +1 £ 450 £1,500 + £1,050

NOTES:

(a) Where you are over budget, or have exceeded time, then a recovery plan needs to be attached to show how it will be brought back on schedule

(b) Where an individual activity is over schedule, e.g. activity A above has taken 3 days longer than it should have, you may want to put in place a process for reporting overdue activities. This will depend upon the type of control and the actual project.

End of stage reviews

In some projects you may have identified the relevant stages before getting into detailed planning. You can develop a chart similar to the one below:

Analysis

Trial/Analysis (1)

Trial/ Analysis (2)

Roll Out

Oct Nov Dec Jan Feb March April May June July

If you work in the public sector you may come across the term ‘Gateway Review’. This is a review at the end of a stage in the project. The review is checking you have delivered everything stated in the PID and the benefits within the Business Case. The review will not let you proceed to the next stage unless you have delivered both. See www.ogc.com for further information on Gateway Reviews.

At the end of each stage, carry out a review to check that you are delivering the benefits, objectives, and you are still on schedule, time and cost. If off schedule, what do you need to do to bring it back on schedule? Do you consider abandoning the project?



Tolerance

This is a method you can use to help both the sponsor and project manager. Essentially, limits are set for either over or under running of an activity or phase. This limit needs to be agreed between the sponsor and project manager, e.g. “let me know when an activity is ± 10% cost and time”. This process can also be used for reporting on costs.

Tolerance has been described as giving flexibility to the sponsor and project manager. It has also been suggested that the use of tolerance is a tight control process. Whatever your view, it is a process you may want to use.

Using traffic lights to support delivery

Some people have used the colours seen on traffic lights to show how a project is progressing. Against a particular activity they put the following colours:

• red – showing the activity is off schedule

• amber – almost off schedule or will definitely be off schedule

• green – has been delivered, or will deliver on schedule

If it is amber, you should attach a recovery plan, if red, what you intend to do to bring it back on schedule (if you cannot, what should be done).

Version control It is all too easy to have a range of documents floating around the organisation without any clear picture of which one is the latest version. You need to have clear version control on a document. This can be done by having the latest version number on the footer as shown below.

Version 4: March 2005

Issues log During the project, something which has happened which has affected the project e.g. really heavy rain flooded the two routes into work, thus stopping people working on the project. This is an issue and needs to be managed. Each issue should have an owner who takes responsibility for dealing with that particular matter. You need to keep a careful eye on issues and you may want to develop an issues log to help you keep tabs on them.



Activity 14 Developing a monitoring system

For your project, develop a robust monitoring and control plan. You will need to involve the Project Sponsor, possible some key stakeholders, including, where appropriate, the client. Hint: identify the type of control loose or tight (or a combination) and then develop your plans around this.

L e a r n i n g Z o n e In this section we have described some of the ways to both monitor and control projects including: • identifying the type of control appropriate loose or tight or a combination • project reporting • managing changes within projects • identifying which is more important QUALITY, COST or TIME – 1 only please • plotting planned v. actual • setting tolerance figures • using traffic lights • version control • issues log

Identify below the key learning points from the above areas.



10 Closedown


Set-up: Definition

What are you doing?





This section includes: • identifying whether you delivered what you were asked to deliver • identifying the learning that you and others can take forward to the next project

or pieces of work • putting a date on the Gantt or milestone chart early in the life of the project • using an internal or external facilitator to run the closedown meeting • formally closing a project before it was due to end



“The trouble is we never seem to finish projects here. They keep dribbling on and on….” Does the above quote, (it came from a disgruntled participant on a Project Agency project management course), reflect common practice in your organisation? Our researches show that very few organisations ensure they have formal project review processes. That is a review of the project management processes alongside a review of the deliverables – whether they met client needs. There is a need to:

• have a process for measuring success • celebrate success of what has been achieved • identify any unfinished/undelivered elements of the project and how they will be dealt

with • move onto the next project

When does formal closure of the project commence? In developing the project schedule, you should identify on the Gantt Chart a date for a project closure meeting. How long after project closure should this meeting be held? It is difficult to prescribe an exact date. However, we normally suggest a four week gap. This allows the project manager and team to collect data which will be used to help close the project. We also suggest holding a formal project closure meeting with some (or all) of the following present:

• project sponsor • project manager • project team • key stakeholders • the client

You will need to decide with the sponsor who should attend and the outcomes you want from the meeting. Some of the outcomes you may want include:

• whether you achieved the objectives of the project? • does it look likely you will hit the original project benefits? This is particularly relevant for

long term projects • what did you individually and collectively learn from undertaking this project? You ought to

carry out a very thorough audit to enable you to do this, documenting your findings. Make sure the findings are available to all the people who do projects throughout the organisation or you will be losing opportunities to learn.

Using a facilitator Sometimes the project manager or project sponsor may be too close to the project to conduct the review. Why not use someone who is external to the project to act as a facilitator? They will need a thorough briefing about the project and have access to all the paperwork.



Abandoning and closing the project early Effective monitoring will reveal how a project is progressing. It may reveal:

i. you have delivered a significant proportion of the project ii. you are way off delivering the project and it cannot be delivered in the time given to

the agreed budget iii. the original Business Case is now flawed as there have been significant changes since

the project started

In the above three cases it may be appropriate to abandon/stop the project. In i and iii above, it may be appropriate to redefine the project, producing a new Business Case. Discussions with the sponsor or Project Board will reveal this. In some cases, you will need to get the decision to abandon the project from the Project Board. It is important to stress that abandoning a project is not failure. It is excellent project management as it responds to the reality of the situation. It will save time and resources which can be allocated to other projects.

Communicating project closure The Project Sponsor formally approves the closure of the project. Once this has been done, it needs to be communicated to key stakeholders as well as the rest of the organisation. You should consider in your communications identifying the lessons learned (maybe through a lessons learned log) as well as the project report. If other people in the organisation are to benefit from your working on a project, they need to know what you learned from doing it. Post closure actions There may be some post project actions that need to be captured e.g. a series of activities or deliverables which need to be finished. These need to be documented alongside a timetable when they will be delivered and who has responsibility to deliver. Project closedown and review are important parts of the project management process. Without them, the project can lose its credibility and the organisation loses its potential learning.

Activity 15 Developing an agenda for a post project review Develop a draft agenda for a project closure meeting. It may be that you have finished "The Sample Project" and you can use that for this activity. If you have not reached such a position on "The Sample Project" then choose a project you have previously been involved in.




In this section we have described some of the ways to close and review projects. Identify below the key learning points from this section.



L e a r n i n g Z o n e – Summary

You have throughout this book documented areas of learning relating to the various activities and sections. This final activity is designed to help you take the learning back to your work place and possibly even your colleagues. Identify below, the 4 key points you intend to action when you go back to work. I suggest you place them in the order of priority you intend to action them. Once you have identified the top 4, identify the next 4 points and after that the next etc.

1

2

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The next page provides you with a summary of what is contained in the Project Agency Project Management System



Flow chart for each stage of the project management system

Set-up - INITIATION

Carry out risk analysis

Set-up - DEFINITION

DELIVERY PLANNING

DELIVERY CLOSEDOWN & REVIEW

develop Business Case

obtain sign-off for Business Case

Define project using PID – project initiation document

YesNo

Rewrite Business Caseresubmit or abandon

Establish monitoring & control processes with sponsor

What is driving project quality, cost or time. For quality projects appoint person to manage this aspect

Identify project roles, document them on PID

Hold start up workshop(s)

Carry out stakeholder analysis

Create work breakdown structure

Identify predecessors

Create Gantt, milestone and critical path charts

Monitor project

Have you included a post project review in your plan?

Produce estimates – time and cost

Identify resources for project people,£

Develop and action communications plan

Dev’ monitoring & control process in more detail

Agree loose v tight control and components of the process

Monitor - Gantt, milestones, critical path and Business Case – actual v planned. Hold end of stage reviews as appropriate

Reporting – identify who reports to who & how and in what format?

Change control & variations - dev’ a process to proactively deal with them

Have you agreed a tolerance figure?

Focus the meeting on learning and reviewing achievement. Celebrate success

If appropriate write report and circulate

Are you still delivering benefits? If not, consider abandoning

Formally close the project

Done throughout life of project

Monitored throughout life of project.

Stakeholder & risk analysis done in depth



Conclusion This e-book has been designed to

• give you knowledge of how to manage your projects effectively • help develop your skills through practical activities

We hope you feel confident to try out your new found knowledge as soon as possible. Do remember, you may want to use some of the techniques or processes on a business as usual activity. For regular tasks, try and develop a template of how it is done – providing a great training tool. Do let me have some feedback on how useful this book has been to you. Suggestions, criticisms, accolades are invited! Please complete the form on the next page. Happy projecting!



Feedback: So, how did we do? We developed this e-book to help you Deliver That Project. We would appreciate any feedback you have on the content, layout or indeed anything else. We have given some guidance below on areas we are interested in. However, please feel free to add your own comments. These can be emailed directly to Ron Rosenhead, Director of Project Agency [email protected] or please call direct on +44 (0) 208 446 7766. • How useful did you find this e-book on project management? • Which aspect did you like? • Please say which aspect needs improving and why • What needs to be added to the e-book and what excluded? Many thanks for completing this form. Please fax to 020 8446 6709 or post to: Project Agency Stanway House 22 Mayfield Avenue Finchley London N12 9JA E-Book Version 1 - May 2005.doc

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