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COORDINATED MANAGEMENT
COMMON
STRATEGIC GOAL
BAU
PM PM
Contribute
Project Project
Inter-related
PM
Project
Strategic
Programme Tool
Manager
Corporate Project
Projects
Management
PM PM PM
1.2 PROGRAMME MANAGEMENT
BENEFITS
RESPONSIBILITIES
Irreckon
Project Project
Project
Management of Resources R RvR ITR
R Resources
A portfolio is a group of projects and programmes carried out under the sponsorship of an organisation.
4 Commom Aspects
Screening, analysis and financial appraisal of project and programme characteristics in relation to the
organisation strategy;
Prioritisation and/or selection of projects or programmes, given the resources available, and likely
returns and risks;
Adjustment of the portfolio in the light of developing circumstances around the portfolio.
Portfolio management is particularly concerned with the interdependencies between projects and
programmes in terms of:
scarce or limited resources;
balance within the portfolio between risks and return;
Timing;
capacity bottlenecks.
1.4 PROJECT CONTEXT
S Sociological Fashion
Population changes
E - Ethical/Environmental Pollution
Job losses
3rd World exploitation
1.4 PROJECT CONTEXT
4 Elements
Ensures Benefits are achieved & ensures obstacles are dealt with
Concept
Planning
Reviews
During stage reviews they are used to Handover
determine/measure how the project is & Closeout
performing against its objectives, During Handover & Closeout they can
providing feedback to Upper be used to demonstrate success. And
Management & Stakeholders. Changes to achieve progress sign off.
Support go/no go checks They can be used later to ascertain
whether planned benefits were
achieved.
3) Priorities The various interests and power levels need to be evaluated to establish their potential
impact on the project.
Against For
high
Power
low
- Interest +
Establish blockers and backers and prioritise those who have the greatest power & interest (
whether +ve or ve.
4) Action Plans Develop an action plan and implement it to deal with each stakeholder appropiately.
Stakeholders are all those who have an interest or role in the project or are impacted by
the project.
The PMP provides a baseline definition of how a project will be managed. The PMP
contains various plans on how the project will be implemented, success criteria, role &
responsibilities and many more factors.
It is owned by the PM, authorised by the Sponsor and developed with the project team,
aiding their buy in.
It is the Why, What, How, Who, When, Where and How Much
The PMP provides a baseline definition of how a project will be managed. The PMP
contains various plans on how the project will be implemented, success criteria, role &
responsibilities and many more factors, and is a reference document for the project.
It is owned by the PM, authorised by the Sponsor and developed with the project team,
aiding their buy in.
It is the Why, What, How, Who, When, Where and How Much
Acceptance - Where the risk impact is low or the cost of mitigation is too high.
NOT FOR TOP PRIORITY RISKS !
All projects are inherently risky, because they are unique, constrained, complex, based
on assumptions and performed by people.
Is the discipline that is applied to ensure that both the outputs of the project and the
processes by which the outputs are delivered meet the stakeholders needs.
Quality Control. Checks projects results comply with standards & specifications.
Take corrective action to eliminate causes or address unsatisfactory
performance.
Conforms to spec, fit for purpose and meet stakeholder needs.
3. Roles & Responsibilities Make team aware of their roles & responsibilities for
carrying out Q Management actions.
AIMS
Scope Management involves the identification and definition of the deliverables and
work to produce them.
IN / NOT IN
The scope must define what is included and what is not included
TL TL
TM TM TM
SL
TM TM TM
Process to determine overall project duration and when activities and events
are planned to happen.
Resource Levelling :- Schedule work not to exceed resource limit, may extend
duration
Two Types of Resource:- Replenishable fresh supplies, eg. Raw materials
Re-usable When finished, become available, eg. People
Resource Allocation Mapping resources to tasks
Resource Smoothing Resources used efficiently, does not affect duration
Resource Aggregation Summation of resources against time
3.4 Budgeting & Cost Management
Phase budget over time used in project financing and funding: allows cash
flow forecast & drawdown of funds to be agreed.
5. Update Plans If change approved, all plans are updated to reflect the change
2. Variance and trend analysis Shows deviations from baseline, in terms of cost
and schedule ( good and bad )
Can plot SPI & CPI and others to show trends in
performance
3. Predicts CAC & End date Gives advance notice of possible over/
under spend useful for financial management
Gives a predicted end date, useful for resource
management
5. Provides triggers for escalating problems & highlighting successes. Upward Feedback
Could use trend lines.
6. Information to assess whether corrective actions are required.
3.8 Issue Management
Process of capturing, analysing and testing the stakeholder and user wants and needs.
Requirements should be comprehensive, clear, well structured, traceable and testable.
CADET
Capture needs
Analyse value, priority, time, process
Define, resolved conflict, document
Evaluate design meets requirements
Test meets requirements
4.3 Estimating Techniques
Bottom Up Estimating
This method is based on the WBS. All the individual lower level tasks in the WBS are
estimated independently and then rolled up to produce the project estimates. Time
consuming. Accurate. Best done in definition phase when information more accurate.
Comparative Estimating
It takes the overall costs and timescales for similar projects and adjusts them for size and
complexity simply involves using experience. Needs historic data. E.g. time taken to lay
pipe. The danger is that previous projects may have been inefficient, badly managed, or
circumstances may be different e.g. laying pipe in different terrains.
Parametric Estimating
Parametric estimating uses a mathematical model or formulae to produce project
estimates based on input parameters. It is usually based on historical data. Quick to
produce once set up.
4.3 Estimating Techniques
Concept
Definition
Implementation
Handover
Accurate Better Estimates Estimates
estimates estimates refined by almost
difficult due when performance certain since
to lack of planning feedback mainly based
information takes place on actual /
known
information
JCBDIG
Schedule
Risks
Assumptions
Constraints;
Dependencies;
5.1 Business Case Investment Appraisal
Payback Time taken to recover initial investment. Longer Payback, increased
risk. Shows cash flow situation. Useful for comparing options
where levels of initial investment and time taken to recover are
important. Can compare projects with different paypack.
NPV Net Present Value Provides a realistic estimate for future returns
and profit using discounted future values to bring them into present
day values. Can compare projects or options with different levels of
Investment,
Cash flow profiles
Timescales
The project manager will usually hand over responsibility for the project when the
deliverables have been formally accepted. At this stage the business benefits, defined in
the business case, have yet to be realised. As the sponsor owns the benefits realisation
he should also be responsible for making the business case for the project
The sponsor provides the link between the project and corporate management who
determine corporate objectives. Every project must be aligned to corporate objectives
hence the sponsor is best placed to ensure that the business case supports corporate
objectives.
5.1 Business Case Investment Appraisal
5 limitations of Investment Appraisal techniques
MMERR
Benefits MMERR
Manageable Chunks
Estimating Accuracy
Risk
6.5 Handover and Closeout
Explain the Handover Process
1. Marks the end of the Implementation stage, where the project enters into its
operations environment. The process of handover starts with defining a plan which
will state the process, objectives and may include training, support.
3. The sponsor formally accepts responsibility for the project and must then ensure
business benefits are achieved.
5. Training and Support Infrastructure are set up and provided. Ensure product start up
and commissioning.
6.5 Closeout
PM Should:
HELPP
Estimates How did actuals compare with plan, how good were estimates
Functional Organisations
Advantages
6.7 Organisation Structure
Project Organisations
Advantages
6.7 Organisation Structure
Matrix Organisations
Advantages
6.7 Organisation Structure
Advantages
6.8 Organisational Roles
5 ROLES IN PROJECTS