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Project management methodology

Project management methodology . Project Cycle Management ----- A short training course in project cycle management for subdivisions of MFAR in Sri Lanka MFAR, ICEIDA and UNU-FTP. United Nations University Fisheries Training Programme (UNU-FTP) Iceland.

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Project management methodology

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  1. Project management methodology Project Cycle Management ----- A short training course in project cycle management for subdivisions of MFAR in Sri Lanka MFAR, ICEIDA and UNU-FTP United Nations University Fisheries Training Programme (UNU-FTP) Iceland Ministry of Fisheries and Aquatic Resources (DFAR) Sri Lanka Icelandic International Development Agency (ICEIDA) Iceland

  2. Contents • Introduction to project management methodology • Project framework • Project progress monitoring and controlling

  3. Learning objectives • After this lecture participants will understand the methodology behind project management and get introduced to tools used to plan and schedules to manage projects

  4. Project management questions • What activities are required to complete a project and in what sequence should they be carried out? • When should each activity be scheduled to begin and end? • Which activities are critical to completing the project on time? • What is the probability of meeting the project completion due date? • How should resources be allocated to activities?

  5. Integration Management Scope Management Time Management Cost Management Quality Management Communications Management Risk Management Procurement Management Project Management Human Resource Management

  6. The technical and socio-cultural dimensions of the project management process

  7. Initiate Prepare Execute & Control Close Track & Control Startup Definition / Scope / Requirements Planning and Resource Allocation Reporting Completion &Assessment Risk & Issue Management Review Donor/Sponsor Management Communication Management Project framework • Scope Management • Workplan Management • Resources Management (Time, Cost, People) • Deliverables Mgmt • Quality Management

  8. Initial Project Information Create Project WBS List Major Milestones Develop Sequence of Activities Create Resource Pool Develop Initial Budget and Schedule Review Schedule Review Budgets Submit to Finance Fine Tune Budget and Schedule Generate Reports and Graphics Submit Proposal to Key stakeholders/Client Project Plan Development Workflow

  9. A proposal form • Project information • Problem definition • Goal definition • Objective definition • Performance, cost, schedule • Risk analysis • What are the major risks, probabilities and impacts • Resource availability. • Start date and closing date

  10. Project selection criteria can be: • Financial • Net present value, benefit/cost, return on investment, payback period, etc • Non-financial • Requires other criteria beyond financial returns • Developing and maintaining core competencies • Builds image and social responsibility

  11. core competencies Improve customer Accordance with Weighted total ROI of 18%+ Strategic fit Urgency loyalty Criteria Weight ____ 2 3 2 1 2 P r o j e c t 1 1 8 2 6 7 5 0 P r o j e c t 2 3 3 6 4 6 4 3 P r o j e c t 3 5 4 2 6 8 4 8 P r o j e c t 4 6 8 5 3 6 6 1 P r o j e c t 5 2 3 6 6 5 4 1 P r o j e c t 6 8 6 5 7 8 6 7 Weight: 0 low to 3 high Relative contribution/value added: 0 low to 10 high A weighted selection matrix Sustainability of resources Accordance to mandates Social development

  12. Project goal & objectives Sponsor Stakeholders Timeline Resources required Deliverables Decision making Assumptions Risks Business process changes Project manager Project team Budget Signatures Project definition

  13. Project definition • Who • What • Where • Why • When

  14. Initial project information Project WBS List major milestones Sequence of activities List of resource pool Initial budget and schedule Reviewed schedule Reviewed budgets Stakeholders’ responses Outputs from planning

  15. Work breakdown structure • Subdividing project into smaller and smaller working elements • Hierarchical work breakdown structure • A map of the project (Gantt) • Assures that all products and work elements are identified • Integrates the project with the organization • Establishes a basis for control • The WBS is a chart or outline which breaks down work that must be done to achieve project goal

  16. Work breakdown structure 1.0 Move the hospital (Project)1.1 Move patients (Task) 1.1.1 Arrange for ambulance (Subtask) 1.1.1.1 Prepare patients for move 1.1.1.2 Box patients personal effects1.2 Move furniture 1.2.1. Contract with moving company • • •

  17. Responsibility matrix

  18. The work package • Defines work (what) • Identifies time to complete the work package (how long) • Identifies a time phased budget to complete a work package (cost) • Identifies resources needed to complete the work package (how much) • Identifies a single person responsible for units of work (who) • Identifies monitoring points for measuring progress

  19. Schedules • The project schedules provides a basis for monitoring project progress • Important techniques include • Gantt charts • Critical path analysis • Critical chain scheduling • PERT analysis

  20. Project schedule tools • Many tools available • Microsoft Project • FileMaker • Sharepoint • www.dotproject.net • Excel • Mind Manager

  21. Project schedule

  22. Project schedule

  23. Milestones • Indicator for short and medium-term objectives, which facilitate measurement of achievements throughout a project rather than just at the end • They also indicate times when decisions should be made or action should be finished

  24. Earned value management • Earned Value Management (EVM) is a project management technique that measures forward progress objectively within a single integrated methodology • EVM has the unique ability to combine measurements of: • Technical performance (i.e., accomplishment of planned work) • Schedule performance (i.e., behind/ahead of schedule) • Cost performance (i.e., under/over budget)

  25. Resources (Budget, Labour) Time (Schedule, Deadlines) Performance (Quality) We also noted that successful projects require skillful management of the Triple constraints of all projects Success

  26. The Stage Gate Review Process • Performed at the end of key project stages • Objective is to review activities and deliverables and approve advancement to next stage

  27. Project Management Methodology Stages and Gates

  28. Project success factors Success usually comes to those who are too busy to be looking for it. Henry David Thoreau (1817 - 1862)

  29. References • European Commission (2004). Project Cycle Management Guidelines. Downloaded 1st March from: http://ec.europa.eu/europeaid/qsm/documents/pcm_manual_2004_en.pdf • Clifford E. Gray and Erik W. Larson, Project Management Process: The managerial Process(Second Edition) Mc Graw Hill, 2003. • Rory Burke, Project Management: Planning and Control Techniques (Fourth Edition), John Wiley & Sons, 2003 • Harvey Maylor, Project Management (Third Edition), Pearson Education Ltd, Third Impression 2007 • Louis J. Goodman and Ralph N. Love, Project Planning and Management: An integrated Approach, Pergaman Press, 1980. • Erling S Anderson, Kristoffer V Grude and Tor Haug, Goal Directed Project Management: Effective Techniques and Strategies (edited by Mike Katagiri and Rodney Turner),Kogen Page India Private Ltd, 2006

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