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MANAGING A CHURCH PROJECT

MANAGING A CHURCH PROJECT. Daniel I. Udeme-Joseph(PMP, M.Sc project mgt. tech.). Contact Details. Daniel I. Udeme-Joseph Cavehouse limited 1 Wushishi Crescent, Utako, Abuja. Nigeria. Tel: +2348064273907 email: dudemejoseph@gmail.com. 2. Overview Course Content. 3. Aim of workshop.

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MANAGING A CHURCH PROJECT

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  1. MANAGING A CHURCH PROJECT Daniel I. Udeme-Joseph(PMP, M.Sc project mgt. tech.)

  2. Contact Details Daniel I. Udeme-Joseph Cavehouse limited 1 Wushishi Crescent, Utako, Abuja. Nigeria. Tel: +2348064273907 email: dudemejoseph@gmail.com 2

  3. Overview Course Content 3

  4. Aim of workshop The aim of this course is to: 4

  5. Introduction to Church Building Project Management Definition of a project • A project is a group of related tasks, to be performed within a definable time period, meeting a specific set of objectives, and whose value is interdependent – in other words the project is a ‘total system’ Stephen Devaux (1999) • A project is a human activity that achieves a clear objective against a time scale Geoff Reiss (1996) • “…….A temporary endeavour undertaken to create a unique product or service………” Project management institute (1996) “A wedding is a project, staying married is ongoing work (an operation)” “Building the church is the project, maintaining the structure is the operation” 5

  6. WHAT IS PROJECT MANAGEMENT ? 6

  7. Church Project Management System 7

  8. Challenges/Reasons for Project Failure

  9. Project Failure “A failed church Project is a Project that is never implemented, cancelled before completion or defective following delivery” This is exactly what we want to avoid! 9

  10. Some common reasons why church projects fail! 10

  11. Project Life Cycle 11

  12. Level of Effort (Cumulative Cost) Project Life Cycle e Peak Effort Do it Design it Develop it Evaluation & termination Conception Planning, monitoring control Time

  13. Project Initiation This is about conception of the project. It is critical to officially set the tone and direction of the project and empower the project leadership. 13

  14. Stakeholder Analysis 14

  15. STAKEHOLDER ANALYSIS MATRIX 15

  16. Project planning Several element are considered to put planning in perspective 16

  17. Scope: Define Tasks Determining task and Project Activities Breaks the project down into smaller work packages or tasks. Tasks help you to organise the hundreds of work elements that go into a project. Tasks help us keep track of progress. Create a work breakdown structure Tasks can be combined to form sub-projects or milestones. 17

  18. Work breakdown structure(WBS) Project scope Obj2 Obj. 5 Obj. 4 Obj. 3 Obj. 1 Task 6 Task 7 Task 8 Task 5 Task 1 Task 2 Task 3 Task 4 Task 9

  19. Time: Schedule and sequence Tasks Schedule task and responsibilities Who will undertake each task? How long will each task take? How does our actual progress compare to planned progress? 19

  20. The Task Sequence Diagram Task 10 Task 5 Task 2 Task 9 Task 12 Task 11 Task 1 Task 3 Task 6 Task 7 Task 4 Task 8 20

  21. The Task Sequence Diagram Task 10 Task 5 Task 2 Milestone Task 9 Task 12 Task 11 Task 1 Task 3 Task 6 S Sub-project? Task 7 Task 4 Task 8 21

  22. Budgeting and financing Model Total project budget Operating Budget Management Budget Contingency Budget 22

  23. Project funding plan 23

  24. Understand the triple constraint effect/performance analysis Triple constraint Time scope Cost

  25. Just in Time inventory management Quality: Gold Plating Just in Time (JIT) is an inventory management process that lets the church have little or no excess inventory in store other than what they need per project phase. Remember, inventory costs money, so a decrease in quantity that allows you to use JIT can save money, reduce wastage and eliminate defectiveness and spoilage. These will save money. 25

  26. Risk: Constructing a Risk Management Table Use Brainstorming Techniques Assume that anything can go wrong Learn from expert experience Look at your project plans and try to anticipate what could happen if the project changes Look at the project deliverables from the different points of view of all of the stakeholders Assess likelihood Gauge impact Identify risks Identify response 26

  27. Qualitative Risk Matrix Impact probability 27

  28. Communication: management plan 28

  29. Procurement: Contract type selection Contract type selection is critical. There are four main types of contracts 29

  30. Project execution 30

  31. Monitoring, evaluation and control Success is always measured against the project scope and objectives. Should these change during the life of the project our measures of success will also change 31

  32. Closing and handover 32

  33. Summary of Model For Church Building With Financial constraint. 33

  34. THANK YOU VERY MUCH. 34

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