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Quick Recap

Quick Recap. Definition of Project Manager in relationship to PMC (Project Monitoring and Controlling).

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Quick Recap

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  1. Quick Recap

  2. Definition of Project Manager in relationship to PMC(Project Monitoring and Controlling) • The person with authority to manage a project. This includes leading the planning and the development of all project deliverables. The project manager is responsible for managing the budget and workplan and all Project Management Procedures such as scope management, issues management, risk management, etc. • The person or firm responsible for the planning, coordination and controlling of a project from inception (Initiation) to completion (Closing), meeting the project's requirements and ensuring completion on time, within cost and to required quality standards. • The Project Manager is the individual responsible for the day-to-day management of the project. • A project manager is the person who has the overall responsibility for the successful planning and execution of any project.

  3. Responsibility can be divided into 4 groups of beneficiaries • Owners/shareholders • Employees • Customers/consumers • Community

  4. Lesson 2: Initiating a ProjectTopic 2A: Examine the Project Management ContextTopic 2B: Examine Project SelectionTopic 2C: Prepare a Project Statement of WorkTopic 2D: Create a Project CharterTopic 2E: Identify Project Stakeholders

  5. The project Lifecycle and project initiation

  6. Project Mgmt Process Groups Monitoring & Controlling Source: PMI Guide to Project Management Body of Knowledge Planning Initiating Closing Executing

  7. Project Initiation overview • Awareness of the need for change (situation, context) and recognition by stakeholders that only a project can bring about the desired change • Consideration of project options • Collection of basic information to perform a preliminary project feasibility assessment and determine possible project costs and outcomes (positive and negative) • Preparation of a formal project proposal for consideration by the project sponsors • Undertake a detailed project feasibility study if required • Decide whether project should be pursued, put on-hold for a future time or rejected • Make contracts with key stakeholders, issue project charter and assign resources for the project • Move the project into the (detailed) planning phase

  8. Initiating process group • Processes typically include • Developing a business case • Initializing a project • Getting approval of the business case • Preparation of the project charter

  9. Project life cycle • The project life cycle (PLC) defines the life of a project in phases • Any project should have one or more deliverables as its output(s) • Phases help control the project • Provide gates to decide whether to proceed • Fast tracking can be done; start next phase early

  10. Project Identification • Start of Initiating phase • Recognize need, problem, or opportunity • Various ways for identification • Organizations strategic planning • Response to unexpected events • Group organized to address a need • Important to clearly identify need to determine if worth pursuing • Use decision making process to prioritize and select project with greatest need

  11. Project Selection • Evaluate needs, costs, benefits • Determine which are projects • Select project • Develop criteria • List assumptions • Gather data • Evaluate each opportunity • Combine “gut” feelings and quantitative information to make decision

  12. Define project goal • Have at least one!!! • How will this project provide value to its organization? • And make sure stakeholders agree • Define not only the deliverables, but also the way project success will be measured

  13. Initiation: Plan project • Effort (staffing levels) starts low, then rises until mid-project, then drops off • Risks are often highest initially • Stakeholder input is highest initially • Cost of correcting scope errors gets higher as the project progresses

  14. Initiation: Plan project • Define the project’s plan: • What will happen? • Why? • How? • Who? • How long will it take? • How much will it cost? • What are the risks, and how will we manage them? • How did we estimate the duration and budget? • How are decisions reached? • Were we successful?

  15. Initiation: Plan project • Plan must define, for each project phase • Deliverables • Tasks • Resources • Time • This defines the baseline project plan

  16. Project initiation areas to be addressed • Making a business case for the project • Project organisation • Project need • Project goals • Project assumptions and constraints • Project risk management • Quality Control • Project change control • Project processes (more of an overview of how the PMI looks at projects) • The project charter • Project stakeholders

  17. Key Project Outputs Monitoring & Controlling Project Charter Project Mgmt. Plan Planning Initiating Closing Executing Mgmt. Review Lessons Learned

  18. Organisation and responsibilities • Organisation of project • who is in charge • who is project manager • who should ensure project quality • Responsibilities • who is expected to do what • Why? • To avoid omissions • To prevent subsequent recriminations • To give leadership and direction

  19. Project need • All projects are conceived and undertaken in response to some need (problem, opportunity) – internal, external, legal and other. • The need could be commercial in nature • Asoftware company is asked by one of its major clients to develop accounting software • Or non-commercial • Contract for system to store patient health records

  20. Project Goals • Every project has one goal which is the ultimate destination of all project initiation, planning, execution and other activities. • In addition to its goal, projects can have multiple objectives.

  21. Project assumptions • Projects are usually undertaken in very complex internal and external environments and are subject to a multitude of factors and influences. • Assumptions may constitute the basis for the subsequent planning and execution of the project. For example, an assumption could be that the cost of project inputs will not increase over the project life-cycle, that project requirements will not significantly change and that all key stakeholders will support the project.

  22. Project constraints • Constraints are factors which have a limiting effect on how the project is undertaken. These include for example constraints with regard to project policies, recruitment and selection, reporting, financial outlays, completion of activities etc.

  23. Risk management • Risk is a function of • how likely an undesirable event will happen • how likely that event will cause loss; and • how serious is that loss • Risk management tackles these by • reducing the likelihood of the event happening • reducing the likelihood of an accident or loss occurring and/or • reducing the amount of loss • At the project initiation stage preliminary risk management should take place and overall project risk should be assessed

  24. Quality Control • It is important to state at the beginning of the project how you will ensure the products will be assessed • adherence to standards (whose? which version?) • adherence to written procedures • internal checks, peer reviews • independent technical checks and tests • integration test • user test

  25. Change control • When discussing the need for project initiation, there is a need to address how change will be managed • Before agreeing to a change, project manager should: • get a written request from someone in authority • to avoid mere whims becoming requirements • decide whether this is additional work or just a correction • shouldn't charge extra for what should be produced anyway • evaluate the impact of the change • increase in cost and time • seek approval form senior management • to avoid subsequent recriminations • ensure that all are notified • to ensure people are working to the same plan

  26. Change control - why is it necessary? • Poor workmanship on the part of the project team • The team must correct at its own expense • Project baseline ought not to be altered • An error in the specifications • Who pays depends on the circumstances • If the specification was agreed by the user, the user pays • Additional work over and above what was agreed • Project plans may be altered to permit this additional work • The user must agree to additional time and costs

  27. Project processes • Project management processes help run the project • Initiation, execution, closing, managing, etc. • Product-oriented processes are those that actually create the system or product • You need both kinds of processes!

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