PERSPICUITY OF PROJECT MANAGEMENT

1. PERSPICUITY OF PROJECT MANAGEMENT PRESENTED BY:ENGR ‘KAYODE ADENIJI FNSE,FNICE,FNIM,MBA,C.ENG,

2. FEATURES. • History of Project Management • Definition of Terms • Project Characteristics and Target Status • Project Roles and Responsibilities • Project Classification and examples • Project Development Stages/Cycle. • Project Management Constraints • Project Management Tools • Corporate Communication • Conclusion.

3. 1.0 HISTORY OF PROJECT MANAGEMENT • Developed from various fields including engineering, construction and military. • Henry Grantt is the forefather of project management. • Prior to 1950s, Projects used to be managed using “rule of the thumb”. • Two mathematical models were developed i.e. PERT and CPM.by Booz-Allen and Hamilton as part of United Navy’s Polaris missile submarine development. • Since then a lot of models have evolved. • In 1967, the Internal Project Management Association (IPMA) and IPMA Competence Baseline (ICB) was formed in Europe. • In 1969, the Project Management institute was formed. • In 1981, “ a Guide to the Project Management Body of Knowledge” (PMBOK) was developed. This contains the standards and guidelines of practice of the profession. • Both IPMA and IPMA ICB are now developing ISO Project management standard.

4. 2.0 DEFINITION OF TERMS – PROJECT AND MANAGEMENT • Projects are temporary endeavours undertaken to create a unique product or service (PMBOK Guide 2000). • Projects comprise of creating an outcome with predetermined objectives involving complex interaction of resources, services and organizations. • Projects are temporary endeavours with finite completion date undertaken to create a unique products or services. • Management is the discipline of planning, organizing, scheduling, controlling, monitoring and coordination of activities in order to achieve set goals and objectives.

5. 2.1 PROJECT MANAGEMENT • It is the application of knowledge, skills, tools and techniques to project activities to meet specific project requirements (PMBOK – Project Management – Body of Knowledge). • It is the complete set of tasks, techniques, and tools applied during project execution. (DIN 69901). • It involves the managing and directing of resources such as people, money, time for a predetermined finite period to achieve project goals and objectives. • It is not an operation per se but it involves bringing about the structures and strategies that will bring about the operation.

6. 3.0 PROJECT CHARACTERISTICS • There must be well defined goals and objectives. • Involves teams of people working together to achieve the set goals and objectives. • There must be specific starting and ending dates. • There must be deployment of resources such as machinery, man, money and time specifically assigned for the project. • There should be specific requirements for performance and quality well defined.

7. 4.0 PROJECT ROLES AND RESPONSIBILITIES 4.1 THE PROJECT TEAM • It is the group responsible for planning and executing the project. It consists of a Project Manager and variable number of Project Team members, who are brought in to deliver their tasks according to the project schedule.

8. 4.2 THE PROJECT MANAGER • Ensuring that the Project Team completes the project. • Development of project plan. • Staffing of project team • Dealing with project team members • Communicating with project stakeholders. • Coordinating recourses • Creating work schedules • Monitoring project progress • Developing contingency plans • Monitoring project quality.

9. Structure SUPER-ORDINATE GOALS System Style Strategy Staff Skill

10. 4.3 THE PROJECT TEAM MEMBERS • Executing tasks and producing deliverables as outlined in the Project Plan and directed by the Project Manager. • Serving as Team Leaders, providing task and technical leadership. • Sometimes maintaining a portion of the project plan.

11. 4.4 THE EXECUTIVE SPONSOR • Secure spending authority and resources for the project. • Act as vocal and visible champion. • Legitimize the project’s goals and objectives. • Keep abreast of major project activities. • The ultimate decision-maker for the project. • Providing support for the Project Sponsor and/or Project. Director and Project Manager. • Has final approval of all scope changes. • Signs off on approvals to proceed to each succeeding project phase. • May elect to delegate some of the above responsibilities to the Project Sponsor and/or Project Director.

12. 4.5 THE PROJECT SPONSOR AND/OR PROJECT DIRECTOR • Secure spending authority and resources for the project. • Act as a vocal and visible champion. • Legitimize the project’s goals and objectives. • Keep abreast of major project activities. • Decision-maker for the project. • Participate in and/or lead project initiation; the development of the Project Charter. • Participate in project planning (high level) and the development of the Project Initiation Plan.

13. Provide support for the Project Manager. • Assists with major issues, problems, and policy conflicts; removes obstacles; • Active in planning the scope; approves scope changes; signs off on major deliverables; and signs off on approvals to proceed to each succeeding project phase. • Chairs the steering committee on large projects. • May elect to delegate any of the above responsibilities to other personnel either on or outside the Project Team.

14. 4.6 THE STEERING COMMITTEE • Project oversight and control, and any other key stakeholder groups that have special interest in the outcome of the project. • Acts individually and collectively as a vocal and visible project champion throughout their representative organizations. • Approve project deliverables. • Help resolve issues and policy decisions.

15. Approve scope changes, and provide direction and guidance to the project. • Providing resources, assist in securing funding. • Act as liaisons to executive groups and sponsors. • Fill other roles as defined by the project.

16. 4.7 STAKEHOLDERS • The Project Team, Sponsors, Steering Committee, Customers, and Customer co-workers who will be affected by the change in Customer work practices due to the new product or service. • Customer Managers affected by modified workflows or logistics. • Customer correspondents affected by the quantity or quality of newly available information. • Other similarly affected groups.

17. 4.8.1 KEY STAKEHOLDERS • They are a subset of Stakeholders who, if their support were to be withdrawn, would cause the project to fail. 4.8.2 VENDORS AND SUPPLIERS • They are contracted to provide additional products or services the project will require and are another member of the Project Team.

18. 4.9 PROJECT TARGET STATUS • The objectives set to be achieved at the end of the project. • The attainment is considered apt for the necessary achievement of planned benefit. • The set goals or target is to be reasonably met for a project to be defined as successful. • They can be formulated by a simple acronym of S.M.A.R.T.

19. S.M.A.R.T. • Specific • Measurable (or at least evaluable) • Achievable (Recently, Acceptable is allowed) • Realistic (Given the current state of organization’s resources) • Time bounded (Terminable)

20. 5.0 PROJECT CLASSIFICATION AND EXAMPLES 5.1 PROJECT CLASSIFICATION • Civil Engineering Construction, Petrochemical, Mining, Buildings and Quarrying projects. • Manufacturing projects. • Management projects - Institutions strengthening, re-organization, system review etc. • Research projects • Book publishing.

21. 5.2 PROJECT EXAMPLES • Developing a new product or service • Physical Construction/Engineering work • Developing or acquiring a new or modified information system or technology. • Implementation of a new business procedure or process. • Effecting a change in structure, staff or style of an organization. • Running a campaign for political office • Strategic/tactical military missile development.

22. 6.0 PROJECT DEVELOPMENT STAGE/CYCLES • Project initiation stage • Project planning/design stage (also called development stage) • Project execution or production stage • Project controlling, monitoring or maintenance stage. • Project completion or closing state.

23. 6.1 PROJECT INITIATION STAGES • Study and analysis of the business needs and target in measurable goals and objectives. • Determines the outcome of the project • Review of the current operations/situations. • Conceptual design of the operation of the final product. • Equipment requirement • Financial analysis of the cost and benefits including budgeting • Selection of stakeholders, including users and personnel for the project. • Project costs, tasks and schedule.

24. 6.2 PROJECT PLANNING AND DESIGN STAGES • A small prototype or model of the final product is built and tested for performance. • Controls should be in place to ensure that the final product meets the specification of the designers. • The result of the design stage should be acceptable to the Project sponsors, end users and business requirements. • The product must be such that can be produced within time and budget constraints and meeting the specified standards.

25. 6.3 PROJECT EXECUTION/ PRODUCTION STAGE • The processes used in ensuring the completion of the works defined in the project management plan in order to accomplish the projects requirements. • Execution involves Coordinating men, materials, machineries and other resources as well as integrating and performing the activities of the project in accordance with the plan and design. • Outputs from the processes are as defined in the project management plan.

26. 6.4 PROJECT MONITORING AND CONTROL • The processes performed to observe project execution • Project performance is observed and measured regularly to identify variances from the set plan. • Aimed at answering such salient questions as: • Where are we? • Where are we supposed to be? • Are we on track? • How can we get on track again?

27. 6.5 PROJECT COMPLETION OR CLOSING • Practical completion stage and acceptance of the project as the end stage. • Formal winding up of necessary documentation and handing over, having met the goals and targets for which the scheme was planned

28. Traditional triple constraints of project management SCOPE QUALITY COST (FINANCE) TIME 7.0 PROJECT MANAGEMENT CONSTRAINTS • Scope Constraint • Time Constraint • Cost Constraint • Quality Constraint PROJECT MANAGEMENT TRIANGLE

29. 8.0 PROJECT MANAGEMENT TOOLS Project management tools include the followings: • PERT Charts (Network Diagram/Flow Chart) • Grantt Charts (Bar Chart) • Cause and effect Charts • Run charts • Critical path method • Run charts • Microsoft Project • Project cycle organization (PCO)

30. 9.0 CORPORATE COMMUNICATION • Communication issued by a corporate organization, body, or institute to all its publics). • The set of activities involved in managing and orchestrating all internal and external communications aimed at creating favourable starting points with stakeholders on which the company depends. • Corporate communication will help an organisation to build its image, combining its vision , mission and values and communicating activities and practices to various stakeholders

31. The followings are involved: • Coherent corporate identity. • Strong corporate culture • Reasonable corporate philosophy. • Genuine sense of corporate citizenship. • An appropriate and professional relationship with the press, including quick, responsible ways of communicating in a crisis. • Understanding of communication tools and technologies. • Sophisticated approaches to global communications.

32. Corporate communications is all about managing perceptions and ensuring: • Effective and timely dissemination of information • Positive corporate image • Smooth and affirmative relationship with all stakeholders. • Respectable image and reputation.

33. 10.0 CONCLUSION Project management is an essential tool in ensuring prompt and quality deliveries. It is important to consider the following factors for critical success of projects: • Statement of the goals and objectives at the onset. • A deep study to facilitate correct design. • Deployment of resources correctly to effectively deliver the project. • We must ensure plans/ operations are running according to design and schedule. • At the end, we must evaluate conformity and review the process.

34. Characteristics of successfully managed project • No cost over-turns. • No time over-runs. • Expected workmanship and quality within the scope.

35. THANK YOU