The Training Division of

WHAT IS A PROJECT?

A project is a set of inter-related

activities with defined start and end

dates, designed to achieve a unique

and common objective.

PROCESS RELATIONSHIPS

Operations Continuous Processes

Programs (Multiple Start/End Dates)

(Single Start/End Dates)

|-----|-----|-----|-----|

BusinessPlans

(Cycle/Process)

Corporate Plans

YR1 YR2 YR3 (Rolling)YR4 YR5

demands functional approach

Projects

CRITERIA FOR A SUCCESSFUL PROJECT

The project achieving its objectives, including deliverables produced:

On time

Within budget

To specification (meets/exceeds client’s expectations)

Customer satisfaction, product fit for purpose

HOW DO WE ACHIEVE A SUCCESSFUL PROJECT?

Project success begins and ends with the Project Manager’s effective

management of the project

WHAT IS PROJECT MANAGEMENT?

Project Management is the management of

project activity through the project life cycle

to achieve the delivery of a defined product

or service within prescribed constraints of

time, budget, scope and quality

PROJECT LIFE CYCLE

CONCEPT

DEVELOPMENT

IMPLEMENTATION

FINALISATION

PHASE 1: CONCEPT

Identification of core need/s

High level planning

Range of possible solutions

‘Ball park’ estimates

Preliminary risk analyses

PHASE 2: DEVELOPMENT

Non-viable options culled

High level plans refined into a detailed plan

Baselines developed

Detailed designs/specifications/drawings developed

Planning

Scheduling

Estimating

TIME, COST & RESOURCE MANAGEMENT

Assumed Start Point

AssumedDestination

Correct Starting Point

Agreed Destination –Meets Client’s Needs

Planned Progress

Actual progress

RELUCTANCE TO PLAN

Takes time (10-25%)

Commitment is required

Difficult to plan the future

Imposes discipline

Plans are always wrong

Hard to maintain plans

“Never needed to before”

Fear of planning

Reluctance to Plan

REASONS FOR PLANNING

Reasons for Planning

Target Verification

Enforces Commitments

Resource Planning

Basis for “What If”

Enforces Pre-thinking

Basis for Control

Clarifies Risk

Basis for Delegation

PHASE 3: IMPLEMENTATION

Works undertaken per baselines

Actual progress checked against

planned baselines for variance

Causes of variance dealt with

Project reporting undertaken

THE PROJECT PLANNING & CONTROL CYCLE

MONITORPROGRESS

EXECUTETHE WORK

PLAN

SET TERMSOF REFERENCE.

INITIATE

SIZE THEPROBLEM

ANALYSEVARIANCE

COMPAREWITH PLAN

ACT

MAJOR REVIEW

RE-PLAN

MINOR ADJUSTMENTS

Managing the Critical Path

PHASE 4: FINALISATION

Have all deliverables been

met?

Contracts terminated?

Transition plan formulated

Lessons learned

FUNCTIONS OF PROJECT MANAGEMENT

Scope

Time Cost

Quality

Risk

HR Communications

Procurement/Contracts

Integration

Integration

SCOPE

Describes the outcomes sought

Describes the work content &

boundaries

Ultimately defines a broad

strategy

BASELINE: Scope Document

TIME

Planning – what to do

Estimating - duration

SCHEDULING – Dependencies

CONTROL – Achieving milestones

BASELINE: Schedule (Gant Chart)

COST

Iteratively estimating cost

Top down & bottom up approach

Budget definition

BASELINE: Time phased

expenditure/revenue

QUALITY

Understanding client expectations

Managing, meeting/exceeding them

Project Quality system developed

BASELINE: Project Quality Plan

RISK

Possible adverse occurrences

ID

Assess

Respond (incl. Prioritisation)

Create Risk Register (allocate resp.)

BASELINE: Risk Management Plan

HUMAN RESOURCES HR Administration

Resource Allocation

Team performance

Motivation

BASELINE: Resource Allocation

Matrix

COMMUNICATIONS

Formal and informal

Interpersonal communications

Communication strategy

BASELINE: Communications matrix

CONTRACTS/PROCUREMENT

External resources

Formation-Award-Performance

Bid process

Form of contract

BASELINE: Procurement schedule

INTEGRATION

Overall perspective

Interconnected nature of 8 functions

Schedule is a powerful integrative tool

Learning outcomes

BASELINE: Reporting/control

REPORTS

Factors to be considered:

What should be in the report

Who is the report going to

Collecting the right data

Frequency of report

REPORTS AND REVIEWS

Reports and reviews Periodically – eg fortnightly, monthly, quarterly Milestone Phase/Project Completion Exception

Reports and reviews between Project Manager – Contractor Project Manager – Client Project Manager – Program Manager Project Steering Committee Program Management Committees

PROJECT REPORTS

Periodic Progress Reports Periodically in accordance with project plan

Standard format used Summary or overview

Current reporting period

- Progress to date

- Planned progress not completed

Next reporting periodSchedule Issues anticipated/solutions

Financial update

Current baseline (Gantt)

PROJECT REPORTSMilestone Reports Provided by contractors to project manager on

achievement of planned milestones

Provided by project manager to stakeholders inaccordance with communications management plan

Structure and content Summary or overview Schedule Activities summary (current) Activities summary (to next milestone) Technical aspects Financial update Risk summary (including treatments)

PROJECT REPORTSProject/Phase Completion Reports

Mandatory requirement on completion of each phase of the project, and on completion the whole project

Widely distributed to all stakeholders

Structure and content Summary or overview Contractual performance Administrative performance Performance against scope, schedule, budget and

quality Organisational aspects Project management aspects Lessons learned

Key Challenge in Project Management: Stakeholder

Management

Influence or Impact?

Extent of influence or impact?

Supporter or opponent?

What drives them?

What scares them?

Work Breakdown Structure (WBS)

Determine destination

Book flights

Determine length of holiday

Determine mode of transport

Book accommodation

Travelers cheques

Work Breakdown Structure (WBS)

Book flights

Book accommodation

Travelers cheques

TRAVEL AGENT

Determine destination

Determine length of holiday

Determine mode of transport

STAKEHOLDER CONSULTATION1

1.2

1.1

1.3

2

2.1

2.2

2.3

Best Practice in Project

Management

MBA/Masters

QPP RPM MPD

Tertiary Qualification

AIPM Recognition

Certificate IV in Project

ManagementAQF Level 4

Diploma of Project

ManagementAQF Level 5

Advanced Diploma of

Project ManagementAQF Level 6

QPP: Qualified Project Practitioner, typically a project team member

RPM: Registered Project Manager, typically a project manager

MPD: Master Project Director, typically a program director

What next…?

CPMGroup

SYDNEY

Level 6

66 King Street

Sydney 2000

9279 1610

info@cpmgroup.com.au

www.cpmgroup.com.au

www.acpm.act.edu.au

Head OfficeCanberra[02] 6285 3393

Sydney[02] 9279 1610

Brisbane[07] 3876 2849

Melbourne[03] 9663 9566

Perth[08] 9364 0520

Townsville0413 945 725

Kuala Lumpur[+603] 2175 2284

Johannesburg[+2711] 784 6044

Auckland[+649] 355 1789

THANK YOU