Stamford Essentials of PM v4.3 - PDF

Project Management
Essentials
Proudly presented by:
Stamford Global
&
Mr. Roger Wild

Project Associates Ltd, United Kingdom
1
Welcome
• Orientation
• Who is Stamford?
Organize premium professional workshop in Central
and Eastern Europe
Working with internationally recognized experts from
the Global Marketplace
Wide range of exclusive events across several verticals
2
Your Trainer
• Mr Roger Wild
Managing Director of Project Associates UK
PMP
MCIOB
PRINCE2 Practitioner
Over 25 years experience managing projects
Email : roger@project-associates.co.uk
3
Project Management Essentials
Course Objectives :
¾ Understand the philosophy of modern project management
¾ Prepare for PMP certification with PMI
¾ Develop effective and realistic schedules considering risk and resources
¾ Address contractor, HR and business issues
¾ Successfully cope with projects irrespective of size
¾ Track and control project progress
¾ Understand how to use project management software tools
4
Agenda
5
Introductions
Please introduce yourself addressing the following points:
9 Your name, company and project role
9 What is a “typical project” for you?
9 Key issues for this course?
9 What do you do for fun?
6
Unit 1 ~ Project Management Concepts
Objectives:
¾ Defining what is “Project Management”
¾ What helps to make projects successful?
¾ Reference sources for good practice tips
¾ Benefits of a project methodology
¾ The project lifecycle
7
Project Definitions
A project is: “A unique set of coordinated activities, with definite

starting and finishing points, undertaken by an individual or
organisation to meet specific objectives within defined schedule,
cost and performance parameters.”
(Source: BS 6079)
A project is: “a temporary endeavour undertaken to create a

unique product, service or result."
(Source: PMBOK Guide Third Edition ~ PMI)
8
Projects vs Programs
Start Finish
PROJECT
Handover to operations
Business as usual
or operational work
Program A Portfolio is a collection of projects

or programs and other work
PROJECT 1 PROJECT 2 grouped together to facilitate
effective management of that work to
meet strategic business objectives.
PROJECT 3
9
Project vs Product Life Cycle
Product Life Cycle
Project Life Cycle
Business
Operations
Strategy
Conception Implementation Termination

Feasibility Operation
10
What is Project Management?
Tools
People Processes
Project management is the application of knowledge, skills, tools and techniques

to project activities to meet project requirements.
(Source: PMBOK Guide Third Edition ~ PMI)
11
Useful References
Project Management Institute
PMBOK ~ “Project Management Body of Knowledge”
OPM3 ~ “Organizational Project Management Maturity Model”
www.pmi.org
“Managing Successful Projects with PRINCE2”

www.ogc.gov.uk/prince ISBN 0113308914
Office of Government Commerce

SDT ~ “Successful Delivery Toolkit”
www.ogc.gov.uk/sdtoolkit
International Project Management Association

www.ipma.ch
12
Program Management
A programme is: “ a portfolio of projects and activities that are co-ordinated

and managed as a unit such that they achieve outcomes and realise benefits .”
(Source: SDT ~ OGC)
“Managing Successful Programmes ”

by OGC ~ ISBN 0113300166
A program is: “a group of related projects, managed in a coordinated way

to obtain benefits and control not available from managing them individually.
Programs may include an element of related work outside of the project scope.”
(Source: PMBOK Third Edition)
Due 2006 ~ PMI Practice Standard for:
“Program and Portfolio Management”
13
Why do projects fail?
¾ Organisational factors
¾ Poorly identified customer needs / requirements
¾ Poor planning and control
¾ Lack of skills or unclear roles and responsibilities
¾ Poor communications
14
The Triple Constraints
“Stakeholders”
Scope / Quality
Resources / Cost Time
Effective project management is balancing the expected scope, costs and time
in a way which fulfils and satisfies customer’s requirements
15
SMART Objectives
An objective is something toward which work is to be directed:
A strategic position to be attained
A purpose to be achieved
A result to be obtained
A product to be produced
A service to be performed
Use the SMART test: Specific

Measurable
Agreed upon
Realistic
Timely
16
Areas of Expertise
Effective project management requires the use of skills from
at least five areas of expertise
Project Management
PMI’s PMBOK Guide describes knowledge Body of Knowledge
unique to the project management field

PMBOK Guide
consisting of:
Application Area
Interpersonal Knowledge,
¾ Project life cycle definition Skills Standards
& Regulations
¾ Five project management process groups

¾ Nine knowledge areas General
Understanding
Management
the Project
Knowledge
¾ References other areas of expertise & Skills
Environment
The PMBOK Guide is a subset of the larger Project Management

Body of Knowledge which overlaps other management disciplines
17
Project Life Cycles
Typically a project will move through at least three phases
Directing a Project ~ Stakeholders
Initiating a Managing a Closing a

Project Project Project
Initial Phase Intermediate Phase(s) Final Phase
18
Phases & Gate Reviews
Gate reviews provide Go/No-Go decision points
Directing a Project ~ Stakeholders

Project Charter, Gate Gate Project Project

Idea?
Preliminary Review Review Finish? Closure
Project Brief
Scope Statement Docs.
or
Business Case
19
Project Management Process Groups
Application of the project management processes to a project is iterative
and many processes are repeated and revised during the project lifecycle.
The PMBOK describes

project management processes
that have been recognised as good practice
on most projects, most of the time
Project teams must select appropriate processes within the five “Process Groups”
that are required to meet the project objectives.
The five process groups are NOT project phases
20
Process Group Triangle
Process groups are linked by the objectives they produce, the output of one process
generally becomes an input to another process or is a project deliverable.
When a project is divided into phases, the Process Groups

are normally repeated within each phase throughout the project’s life
21
PM Knowledge Areas
Source: PMBOK Guide Third Edition p11
Summary in “Appendix F” p 337
22
Three Major Documents
Formally authorises the project
States what work is to be accomplished
States how the work will be preformed
(Source: PMBOK Guide Third Edition ~p75)
23
Project Integration Management
Integration is primarily concerned with effectively integrating the appropriate
processes, from the five “Project Management Process Groups”
4.1 Develop Project Charter
4.2 Develop Preliminary Scope Statement
4.3 Develop Project Management Plan
4.4 Direct and Manage Project Execution
4.5 Monitor and Control Project Work
4.6 Integrated Change Control
4.7 Close Project

(Source: PMBOK Guide Third Edition p80)
24
PRINCE2
PRINCE covers management of the project and management
of the resources involved in carrying out the activities of the project.
PRojects
IN
Controlled
Environments
9 PRINCE is a proven Project Management Methodology
9 PRINCE is meant to be TAILORED to suit your business
9 PRINCE is suitable for all types and sizes of Project
25
History of PRINCE2
9 Originally based on PROMPT, a project management method

created by Simpact Systems Ltd in 1975
9 PROMPT II adopted in 1979 by CCTA

(Central Government & Telecommunications Agency)
9 Enhanced and re-launched as PRINCE in 1989
9 Fully revised as PRINCE 2 in 1996 by OGC

(Office of Government Commerce)
9 PRINCE2 Updated (Version 3) in 2005
26
Eight Major Processes of PRINCE2
Directing a Project
Initiating
a Project
Managing
Starting up Controlling Closing a
Stage
a Project a Stage Project
Boundaries
Managing
Product
Delivery
Planning
27
Components of PRINCE2
Change Control Business Case
Configuration Organisation
Management
Quality in a
project Plans
Environment
Management of Controls
Risk
28
Benefits of using PRINCE2
9 It focuses on business justification ~ The Business Case
9 Defines the organisation structure for the project management team
9 Uses product-based planning approach (Deliverables)
9 Emphasis on manageable and controllable stages (Gated Reviews)
9 Flexibility of detail at a level appropriate to the project (Scaleable)
9 Includes checklists for less experienced Project Managers
29
Unit 2 ~ Organisations & Projects
Objectives:
¾ Cross-functional project teams
¾ Understanding stakeholder needs and managing expectations
¾ The essentials of effective project communications
¾ Communications management plan
¾ Characteristics of a high performing team
¾ Defining project roles & responsibilities
30
Project Human Resource Management
Roles Staffing
and Management
Responsibilities Plan
(Source: PMBOK Guide Third Edition ~ p201)
31
Cross-functional project teams
Functional Projectized
Organisation Organisation
Matrixed
Organisation
Weak Matrix Organisation Strong Matrix Organisation
Project Coordination ?
Black boxes represent

staff engaged in projects (Source: PMBOK Guide Third Edition ~ p30)
32
Stakeholders
“Individuals and organisations that are actively involved in the project,
or whose interests may be positively or negatively affected
by execution or completion of the project”
Key stakeholders include:

9 Customers / end users
9 Team members / sponsors
9 Performing organisations / partners
9 Special interest groups (positively or negatively affected)
9 Regulators…
33
Project Relationships
“The project management team must identify stakeholders, determine their
requirements / expectations and manage their influence to ensure a successful project”
Project
Sponsor
Project
Manager
Project Management
Team
Project Team
Project Stakeholders
34
Project Manager as an Influencer
“Example is not the main thing in influencing others. It is the only thing.”
~ Albert Schweitzer
Project
Sponsor
Other Senior
Stakeholders Management
PROJECT
MANAGER
Project Customer
Team / User
PMO
There are two things people want more than sex and money… recognition and praise
~ Mary Kay Ash
35
Stakeholder Map
Stakeholder Power / Motivation / Desires Actions to be taken Status
Influence
36
Effective Communications
What are the most effective forms of communication?
9 One to ones
9 Telephone
9 Meetings / Special Events
9 Teleconferencing / Videoconferencing
9 E-mail / Net-meetings / Team Webspace
9 Project Management Information System (PMIS)
9 MBWA
9 Management reports
9 Fax, Letters, Newsletters………..

37
Project Communications Management
Communications Change
Management Request
Plan
Issues
Log
Performance
Reports

38
Communications Management Plan
Often contained in, or is a subsidiary part of the Project Management Plan
9 Stakeholder communications requirements
9 Information to be communicated, including format, content & level of detail
9 Person responsible for communicating the information
9 Persons receiving the information
9 Methods / technologies used to convey the information
9 Frequency of the communications
9 Escalation process, identifying the management chain
9 Method for updating and refining these processes
9 Glossary of common terminology

39
The Project File
9 Business Case / S.O.W.
9 Project Charter
9 Project Scope Statement
9 Project Management Plan
9 Risk Register & Issue Logs
9 Project Schedules
9 Status/Progress Reports
9 Change Requests
9 Daily Log (Diary)

Effective communications are essential for successful project management
40
Energizer
What is a team?
“A group of individuals with a common goal”?
“The project team is comprised of the people who have assigned roles
and responsibilities for completing the project
9 Discuss these statements with your team
9 Identify the key characteristics of a “High Performing Team”
41
What is a Team?
A group of individuals with a common goal?
9 Small number (generally fewer than twelve)
9 Complementary skills
9 Committed to a common purpose and performance goals
9 Committed to a common approach
9 Mutual accountability
“A team is a small number of people with complementary skills

who are committed to a common purpose, performance goals,
and approach for which they hold themselves mutually accountable”
The Wisdom of Teams ~ Katzenbach & Smith
ISBN 0-06-052200-3
42
Stages of Team Development
Stage 2
Storming
Issues:
Power, control,
and influence
Stage 3 Stage 1
Norming Forming
Issues: Issues:
Affection and Inclusion and
Intimacy trust
Stage 4 Stage 5
Performing Adjourning
Issues: Issues:
No major issues Loss and
separation
B.W. Tuckman and M.A.C. Jensen. “Stages of Small Group Development.” Group and Organizational Studies, Volume 2.
Copyright © 1977 by Sage Publications.
43
Roles & Responsibilities
The following should be addressed when defining roles and responsibilities
needed to complete the project:
9 Role ~ label describing the portion of a project for which you are accountable
9 Authority ~ right to apply project resources, make decisions and sign approvals
9 Responsibility ~ work that a team member is expected to perform
9 Competency ~ skill and capacity required to complete project activities
Project Organisation Charts display team members reporting relationships
44
Project Roles
“Project ownership” Project Sponsor
“Other
Project Management Stakeholders”
Office (PMO)
“Manages on a
Project Manager
day to day basis”
Team Member Team Member Team Leader
Team Member Team Member
The project management team is a subset of the project team,

responsible for project management activities such as planning, controlling and closing
45
Responsibility Assignment Matrix (RAM)
Maps the work to be done against the project team

can be developed at various levels of detail
Resource Skills or Groups?
A R I I
Phases or WP’s?
Example RACI Chart : R = Responsible A = Accountable C = Consult I = Inform

46
Energizer
The Project Manager must fill several roles in the completion of a project.
9 Discuss this statement with your team
9 Identify the key activities you expect the Project Manager to perform.
Indicate the % of time allocated to each topic.
47
Role of the Project Manager
Project Manager (PM) ~ The person responsible for managing the project
9 Integrator ~ interface and coordinate efforts of team members towards objectives
9 Communicator ~ to senior management, the team and other stakeholders
9 Decision maker ~ key decisions throughout the project lifecycle
9 Team leader ~ guide people from different functional areas
9 Climate creator ~ build a supportive environment to encourage participation
9 Conflict manager ~ deal with conflicts as they arise
Ref: Principles of Project Management by J.R.Adams

ISBN: 1-880410-30-3
48
Project Sponsor Role
Sponsor ~ The person or group that provides the financial resources, in cash
or in kind, for the project
9 Overall project delivery – ownership of the business case
9 Appointment and responsibilities of the project manager
9 Signing off completion at each gate review
9 Arbitrating on conflicts
Charm, Charisma and Clout!
49
Project Management Office (PMO)
The PMO is an organisational unit to centralise and coordinate
the management of projects under its domain.
May oversee the management of projects, programs or a combination of both.
9 Most common in “Projectized Organisations”
9 May simply provide support for PM’s or in some cases

takes management responsibility for achieving project objectives
9 May be involved in the deployment of shared project personnel
9 Manage the “Project Management System” including

methodologies, procedures and software tools.
50
Staffing Management Plan
A subset of the “Project Management Plan”
describes when and how human resource requirements will be met.
9 Staff acquisition ~ internal or external, and how will you get them
9 Timetable ~ when do you need them and for how long
9 Release criteria ~ method and timing for releasing team members
9 Training needs ~ will you need to train staff
9 Recognition & rewards ~ clear criteria to help reinforce desired behaviors
9 Compliance ~ with government and other relevant regulations
9 Safety ~ policies and procedures that protect team members

51
Acquire the Project Team
The process of obtaining the human resources
needed to complete the project
9 Pre-Assignment ~ identified in the Project Charter, promised in a proposal

or provide specific expertise
9 Negotiation ~ with functional managers for example, to get the competent

person the team desires
9 Acquisition ~ hiring individuals if the in-house staff are unavailable
9 Virtual Teams ~ groups of people with a shared goal, who fulfill their roles
with little or no time spent meeting face to face.
52
Develop Project Team
Improving the competencies and interaction of team members to
enhance project performance:
9 General Management Skills ~ empathy, creativity, group facilitation…
9 Training ~ formal or informal coaching
9 Team-Building Activities ~ look to increase team cohesiveness
9 Ground Rules ~ clear guidelines decreases misunderstandings
9 Co-Location ~ same physical location or simply a “meeting room”
9 Recognition and Rewards ~ consider cultural differences
53
Conflict Management
Successful conflict management results in greater productivity and
positive working relationships.
When managed properly, differences of opinion are healthy

and can lead to increased creativity and better decision making.
9 Confronting (Problem Solving) ~ parties working together to solve the real problem
9 Compromising ~ involves some give and take, some degree of satisfaction
9 Withdrawal ~ retreating or postponing a decision, using a “cooling off” period
9 Smoothing ~ de-emphasising differences and emphasising agreements
9 Forcing ~ pushing one viewpoint at the expense of others
54
Unit 3 ~ Project Initiation
Objectives:
¾ Stimuli for new projects
¾ Project Initiation Processes
¾ Project selection
¾ Collating project requirements
¾ Formalising the “Project Charter”
¾ Compiling the “Preliminary Scope Statement”
¾ PRINCE2 approach to Project Initiation
55
Energizer
You have been asked to lead a new project that shows great promise for
your business unit, it aligns well with corporate strategy!
9 Discuss this situation with your team
9 Identify the key elements that you are typically concerned about
as you get the project started
56
Where do projects originate?
Market demand
Business needs or strategic expansion
Customer request (RFP)
Technological advance
Legal or regulatory requirement
Product obsolescence
?
Chartering a project, links the project to the ongoing work of the organisation,
often proceeded by needs assessment, feasibility study…
57
Understanding the Enterprise Environment
Time to market urgencies affect strategies
Aircraft
Development
Time Pharmaceuticals
Military weapons
IT & Telecommunication
Foods
Fashion & Textiles
Financial Services
Useful life of product
“If everything seems under control, you're just not going fast enough” - Mario Andretti
58
Scope Definition
Sometimes called “WH analysis”
When ? - can the project be completed ?
What ? - are the deliverables in the project ?
Why ? - should we do this project ?
Who ? - are the people that will do the work ?
How ? - will we do the work ?
59
Finding Requirements
Separate real NEEDS from WANTS Needs
Objectives
Customer Contribution Functional

WHAT Requirements
“A requirement is a verifiable, traceable
and testable need”
Team Contribution Technical
HOW Requirements
You need to understand their real PAIN!

60
Where’s the Business Case
If a satisfactory Business Case does not exist, a project should not be started
61
Business Needs
A good “Business Case” is a pre-requisite for success!
Defines why the project is being undertaken & benefits that should be derived from it
9 Business Needs – WHY?
9 Business Benefits – WHAT?
9 Business Risks
9 Target Costs and Timescale
9 Investment Appraisal (NPV, BCR, ROI…)
These may be sections in the “Project Charter”, or documented separately.
Helps you understand why your project was selected!

62
Project Selection
Selection practices are unique to every organisation,
often documented in a “Business Case”
Benefit/cost ratios (BCR)
Net present value (NPV)
Return on investment (ROI)
Internal rate of return (IRR)
Payback period
Risk analysis
Organisational fit
Stakeholder bias and intuition…
Although best practice encourages objectivity,

don’t rely purely on a number, rather logic supported by numbers!
63
BCR ~ Benefits Cost Ratio
Comparative analysis of project benefits divided by project cost

The higher the ratio the better the deal
Two projects under consideration:
Project A : Subcontractor costs are $1,000 3,000 / 1,000

to generate project benefits of $3,000 3:1
Project B : Development teams costs are $2,000 4,000 / 2,000

to generate project benefits of $4,000 2:1
Limitation ~ the ratio does not take into consideration the effect of timescale
64
PV ~ Present Value
Present value is the value today of a future cash flow
PV = FV / ( 1 + i ) n
Where:
PV = Present value of money
FV = Future value
i = interest rate or “cost of capital”
n = number of time periods from today
What’s the value of $4,000 revenue due in two years at interest rate of 15%?
PV = $4,000 / (1 + 0.15) 2
PV = $3,025
65
NPV ~ Net Present Value
NPV = PV revenues – PV costs
Assume “cost of capital” is 15%, compare two possible project cash flows:
Project A ~ 3 year term Project B ~ 2 year term

FV PV FV PV
Revenue Y3 3,000 1,973 Revenue Y2 4,000 3,025
Cost Y1 300 261 Cost Y1 1,000 870

Cost Y2 300 227 Cost Y2 1,000 756
Cost Y3 400 263 1,626
751
NPV = 1,973 - 751 NPV = 3,025 - 1,626

= 1,222 = 1,399
66
Project Priority List
Project Name Sponsor Project Manager Primary Objectives Current Status
Consider organising projects

into categories: A, B, C,
67
Effective time management?
68
Project Charter
A document that formally authorises a project.
It should address either directly or by reference to other documents:
9 Business case justifying the project
9 Requirements that satisfy customer / business needs
9 The project managers responsibilities and authority
9 Functional organisations and their participation
9 Summary budget and schedule (Source: PMBOK Guide Third Edition ~ p81)
The document should be issued by a senior management, or a project sponsor
and should provide authority to apply organisational resources to project activities

69
Preliminary Project Scope Statement
Is the definition of the project – what needs to be accomplished:
9 Project and product objectives

9 Product acceptance criteria
9 Project boundaries
9 Project requirements and deliverables
9 Constraints and assumptions
9 Initial project organisation
9 Initial defined risks
“Is developed from information provided by the sponsor… and is further refined
by the project management team in the Project Scope Statement…”
70
Example Initiation Process
Inputs can include: a “Contract”, “Statement of Work” (SOW), “Feasibility Study”…
Idea?
Develop WHY? + WHAT?

Project Charter
+ Preliminary Project
Scope Statement Project
Authorisation
Project HOW?
Management Plan
Gate Review
Small projects may simply use a “Project Management Plan”
71
PRINCE2 Approach
Input Approval
Starting up a Project (SU)

Appointing an
Designing a Appointing a Initiation Stage Plan
Executive
PM Team PM team Team Structure
and PM
(SU2) (SU3) Job Descriptions
(SU1)
Project Project Brief
Mandate Risk Log
Defining Planning an
Preparing a
Project Initiation
Project Brief
Approach Stage Authorising
(SU4)
(SU5) (SU6) Initiation
(DP1)
72
PRINCE2 ~ Initiating a Project
Input Approval
Initiating a Project (IP)

Planning Refining the
Planning a Business Case
Quality Project
(IP1) and Risks
(IP2) (IP3)
Authorising Project
Initiation Initiation
(DP1) Document
(PID)
Assembling
Setting up
a Project
Project
Initiation
Controls
Document
(IP4) Setting up Authorising
(IP6)
Project Files a Project
(IP5) (DP2)
73
Case Study
Holiday Villa Project

Team exercise to plan the building of a new holiday villa!
Preparing a first draft of the “Project Management Plan”
To get started address the following sections from the Project Scope Statement:
1. Write a SMART “Project Objective”
2. List key “Project Deliverables” to be produced
3. Describe the “Project Boundaries”
74
Unit 4 ~ Successful Project Planning
Objectives:
¾ Scope Planning
¾ Work Breakdown Structures (WBS)
¾ Estimating techniques
¾ Network diagrams
¾ Gantt & Milestone Charts
¾ Schedule Development
¾ Cost & Quality Management
¾ The Project Management Plan

75
What is Planning?
“Planning is an unnatural process:
It is much more fun to do something

and the nicest thing about not planning
is that failure comes as a complete surprise,
rather than being preceded by a period of worry and depression.”
Sir John Harvey-Jones
76
Planning Process Group
Scope Project
Planning Scope
Statement
Work
Breakdown Schedule
Structure Development
(WBS)
Scope and
the WBS is key
for effecting planning
77
Scope Planning
The key output from “Scope Planning” is the “Scope Management Plan”,
this should define how scope will be defined, verified and controlled.
A Scope Management Plan should address:
9 Process for preparing a detailed Project Scope Statement

9 Process for developing the WBS and how it will be maintained & approved
9 How formal verification and acceptance of deliverables will be done
9 How “Change Requests” will be managed
When you begin a project be sure to have a clear exit strategy!
78
Project Scope Management
Scope Work
Management Breakdown
Plan Structure
Project
Scope
Statement
Primarily concerned with
defining & controlling
what is and what is not
included in the project
79
Example WBS
Office Move
Project
Project New Staffing

Initiation Offices
Produce Proposal Produce office design Announce move
Board review prop. Negotiate with contrc. Discuss with staff
Negotiate lease Procure materials Select project team
Sign lease Building alterations Select removal company
Public announcement Building complete Negotiate staff contracts
Unpack
Setup equipment
Organise Open Day
80
Work Breakdown Structure (WBS)
“The WBS is a deliverable-oriented hierarchical decomposition of the work

to be executed by the project team, to accomplish the project objectives…
The WBS organises and defines the total scope of the project”
¾ Decompose to Project Manager’s level of control (work packages)
¾ Allows assignment of sole responsibility
¾ Defines ALL the projects deliverables
¾ Allows realistic estimating and management reporting
81
WBS Good Practice Tips
9 Does the WBS define the whole project?
9 Organise the structure for effective management reporting

and to represent your own level of control
9 Do “Work Packages” allow assignment to an individual or small team?
9 “Work Packages” start with a verb e.g. Produce design, or Review design
9 Document your assumptions, use a “WBS Dictionary”
82
Project Time Management
Network
Activities Diagrams
and
Milestones
Activity
Resource
Estimates
Activity
Duration
Estimates
Schedule
Management
Plan
Project
Schedule
(Source: PMBOK Guide
Third Edition ~ p125)
83
Accuracy in Estimates
Initiation Development Implementation
Rough Budget Definitive

Order of Estimate Estimate
Magnitude
Class 1 Class 2 Class 3
+ 100% + 25% + 10% Source: PMI survey
- 50% - 10% - 5% of past projects
Top Down or Bottom Up
What reserve or contingency allowances are appropriate for your project?

84
Three-Point Estimates ~ PERT
Program Evaluation and Review Technique:
PERT is a useful estimating technique
for dealing with uncertainty in cost and schedule estimates
Estimated Time = Optimistic + ( 4 x Most Likely ) + Pessimistic
Example : Optimistic 7 weeks, Most Likely 10 weeks, Pessimistic 19 weeks
Et = 7 + ( 4 x 10 ) + 19 = 11 weeks
6
85
Estimating Guidelines
Top down or Bottom up?
9 Estimates produced from a WBS are most accurate
9 Express the level of accuracy ~ honesty is the best policy
9 Involve the project team and SME’s
9 Base estimates on documented history
9 Don’t rely on a single source
9 Don’t pad the estimate ~ you can track performance against real numbers
9 Document your assumptions
The ESTIMATE should be used to determine or refine the BUDGET

86
Milestone Plan
Project Title : Kerbside Coaching Manual
Date Issued : 25/01/2005 Version : 1.3
Deliverables Scheduled Finish Baseline Finish Actual Finish Finish Variance Notes
Project Charter
08/02/2005 08/02/2005
Issued
Project Start 26/02/2005 26/02/2005
Design Brief Issued 20/03/2005 20/03/2005

Investigation
03/04/2005 03/04/2005
Report Issued
1st Draft Issued 15/04/2005 15/04/2005
1st Draft Approved 26/04/2005 26/04/2005

Approved training
17/05/2005 17/05/2005
Programme issued
Project Finish 21/06/2005
21/06/2005
Issue Project Review Doc 30/07/2005 30/07/2005
87
Gantt Chart
88
Network Diagram
8 7
Task B Task E
5 5 5
Task A Task C Task F
20
Task D
89
Dependency Links (FS)
10 0 10
Task A Task B
10 5 10
Task A Task B Lag 5
¾ Mandatory ~ inherent in the nature of the tasks

¾ Discretionary ~ defined by “best practices” or the team
¾ External ~ relationships with non-project activities
90
Critical Path Method (CPM)
5 8 13 13 7 20
Task B Task E
0 5 5 5 5 10 25 5 30
5 20 25 Duration
Task D Early Start Early Finish
Task Name
Forward Pass = Early Dates (ASAP)

91
Gantt Chart (ASAP)
0 5 10 15 20 25 30
Task A
Task B
Task C
Task D
Task E
Task F
92
5 8 13 13 7 20
Task B Task E
10 18 18 25
0 5 5 5 5 10 25 5 30
0 5 20 25 25 30
5 20 25 Duration
5 25 Task Name
Backward Pass = Late Dates (ALAP) Late Start Late Finish
93
5 8 13 13 7 20
Task B Task E
10 5 18 18 5 25
0 5 5 5 5 10 25 5 30
0 0 5 20 15 25 25 0 30
5 20 25 Duration
5 0 25 Task Name
Total Slack = LF - EF Late Start

Total Slack
Late Finish
94
Gantt Chart showing Critical Path
0 5 10 15 20 25 30
Task A
Task B
Task C
Task D
Task E
Task F
Total Slack
95
Case Study

You have been tasked with arranging an official “Opening Ceremony”
9 Produce a Network Diagram using the WBS information provided
9 Use “Post-its” to construct a Network Diagram, encourage debate between
your team members on discretionary dependencies
9 When you have completed the dependency links,
use (CPM) to determine overall duration and total slack
96
Schedule Development
An iterative process for determining start and finish dates for activities.
Schedule development can require that duration and resource estimates
are revised to create an approved schedule…
Considerations include:
9 Activity resource requirements

9 Resource availability, capabilities and skills
9 Imposed date constraints on activity starts or finishes
9 Milestone constraints imposed by stakeholders
9 Risk responses
9 Reserve analysis
97
Task Constraints
Total Slack
As Soon As Possible (Default)
Delay
As Late As Possible
Date
Start No Earlier Than
Microsoft Project converts the Network Diagram into a Gantt Chart

by referring to each tasks constraint
98
Resource Conflicts
99
Resource Levelling
100
Project Cost Management
Budgeting &
Cost
Baseline
Cost
Estimates Performance
Measurement

101
Cost Estimating
Consider all components that add cost to a project
Direct Costs Indirect Costs
Labour ( Internal & Contactors) General & administrative overheads
Materials ~ Office space
Equipment ~ Depreciation
Travel… ~ Staff benefits
Marketing costs...
Tip : Indirect costs are often overlooked completely, watch out for them!
102
Project Management Plan
The project management plan can be either summary level
or detailed and can include subsidiary plans.
Content will vary depending upon the application area

and complexity of the project.
Considerations include:
9 Project Management Methodology
9 Project Management Information System (PIMS)
Configuration Management System
Change Control System
103
Quality Management Processes
Quality Quality
Management Control
Plan Measurements
Quality Validated
Audits Deliverables
104
What is Quality?
The degree to which a set of inherent characteristics fulfils requirements
9 Quality Planning ~ identifying which quality standards are relevant to the

project and determining how to satisfy them
9 Quality Assurance ~ applying the planned, systematic quality activities to

ensure that the project employs all processes needed to meet requirements
9 Quality Control ~ monitoring specific results to determine whether they comply

and identifying ways to eliminate causes of unsatisfactory performance
Quality is planned into a project, NOT inspected in!
105
Unit 5 ~ Risk Management
Objectives:
¾ Risk terminology
¾ Issue Log
¾ Risk Management Processes
¾ Risk identification techniques
¾ Risk Register
¾ Risk response planning
106
Terminology
9 RISK An uncertain event or condition that, if it occurs

has a positive or negative effect on a project’s objectives
9 PROBLEM An event has happened
9 ISSUE A point or matter in question,

or is not settled and is under discussion or dispute.
Often something that needs escalating
Effective risk management reduces problems & issues!

107
Issue Log
Project Title:
Date Issued:
No Issue Description of Issue Author Date Priority Decision Status

Type Identified H,M,L
Page of
108
Risk Management Processes
Risk
Management
Plan
Risk
Register
Response
Planning
109
Risk Management is an iterative process
9 11.1 Risk Management Planning
9 11.2 Risk Identification
9 11.3 Qualitative Risk Analysis

9 11.6 Risk Monitoring and Control
11.4 Quantitative Risk Analysis
includes “Monte Carlo Simulation”
9 11.5 Risk Response Planning
110
Risk Identification
An iterative process for determining which risks might effect the project
and documenting their characteristics
9 Involve subject matter experts & other stakeholders

9 Review Project Scope Statement and WBS
9 Risk categories and historical information
9 Information gathering techniques:
Brainstorming
Delphi technique ~ questionnaires
Interviewing
Strengths, weaknesses, opportunities and threats (SWOT) analysis
Cause & effect diagrams…………
111
Qualitative Risk Analysis
Process to prioritise risks according to
their potential effect on project objectives
9 High ~ Likely to cause significant serious disruption to schedule,

increase cost or degradation of performance
9 Medium ~ Has potential to cause some disruption to schedule…
9 Low ~ Has little potential to cause disruption to schedule…
Difficult to enforce in uniformity and consistency,
but provides some order of measurement
112
Risk Register
3, 2, 1 7, 3, 1
Project Title:
Date Issued:
No Details of Risk Probability Impact on Priority Action/Counter measures Risk Status

of occurring project Owner
H,M,L X H,M,L 21-1
Page of
113
Risk Response Planning
Developing options and determining actions to enhance opportunities
and reduce threats to the project’s objectives
9 Avoid ~ eliminate the threat, often by eliminating the cause
9 Transfer ~ pass all or part of the threat to a third party
9 Mitigate ~ reduce the expected significance of an adverse risk to an

acceptable threshold
9 Acceptance ~ accept the minor consequences, active acceptance

includes establishing a contingency reserve
9 Exploit ~ ensure that the opportunity is realised
9 Share ~ allocating ownership to a third party to realise opportunities
9 Enhance ~ modify size of opportunities by increasing probability / impact

114
Case Study

What risks might threaten the construction of the Villa?
9 Produce a Risk Register with approximately ten threats
9 Assign probability & impact scores and prioritise your risks
9 Identify suitable responses for three major risks
115
Unit 6 ~ Procurement Management
Objectives:
¾ What is Procurement Management
¾ Project Procurement Management Processes
¾ What is a Contract?
¾ Selecting an appropriate contract
116
Energizer
You have decided to use professional caterers for the forthcoming
“Opening Ceremony” buffet lunch. Management have warned you to be
careful with your choice of supplier, they want a high quality event!
9 Identify the key elements that you are typically concerned about
when procuring services.
9 What are the key processes appropriate in this situation?
117
What is Procurement Management?
The processes to purchase or acquire the products, services or results
needed from outside the project team.
9 Contract management and change control processes required to administer

contracts or purchase orders issued by authorised project team members
9 The organisation can be either buyer or seller of products under a contract
9 Administering any contract issued by an outside organisation (the buyer)

that is acquiring the project from the performing organisation (the seller)
Seller Buyer Performing Buyer Seller

Supplier Organisation Contractor
Buyer Seller Seller Buyer
Customer
The art and science of managing contractual agreements

118
Procurement Management Processes
Procurement
Documents
Procurement Evaluation
Management Criteria
Plan
Contract

119
Procurement Process Flow
12.1 Plan Purchases & Acquisitions
12.2 Plan Contracting
12.3 Request Seller Responses
12.4 Select Sellers
12.5 Contract Administration
12.6 Contract Closure
120
Procurement Management Plan
Describes how the procurement process will be managed
from developing procurement documentation through to contract closure.
The plan can include:
9 Type of contracts to be used

9 Involvement & responsibilities of contract management department
9 Standardised documentation if needed
9 Development of qualified sellers list
9 Constraints and assumptions
9 Scheduling and co-ordination issues
9 Procurement metrics to manage contracts and evaluate sellers
121
What is a Contract?
A mutually binding agreement that obligates the buyer
to provide specified products, services or results
and obligates the seller to provide monetary or other valuable consideration.
9 An offer
9 Acceptance ~ written, conduct or spoken words
9 Consideration ~ some value, need not be money
9 Legal capacity ~ competent parties
9 Legal purpose ~ cannot have a contract for illegal products
A contract is a legal relationship subject to remedy in the courts
122
Contract Types
Contracts generally fall into one of three broad categories:
Generally less Generally more

price risky for Buyer price risky for Buyer
Fixed-price Cost-reimbursable
Lump-sum Time and Material Cost-plus…
(T&M)
Cost-Plus-Fee (CPF)
Cost-Plus-Percentage of Cost (CPPC)
Cost-Plus-Fixed-Fee (CPFF)
Cost-Plus-Incentive-Fee (CPIF)
Purchase orders are also a form of contract, although less complex to use
123
Factors effecting Contracts
Uncertainties effect the decision to use a particular form of contract:
9 Is the scope of work well defined
9 Likelihood of changes in requirements
9 Capability of seller’s accounting systems
9 Administration costs for both parties
9 Market forces and competition
9 Size and value of the contract
9 more…
Contracts should be structured and managed to distribute and control risk

in an equitable way
124
Procurement Documents
Procurement documents are used to seek proposals from prospective sellers.

Common names include:
9 Request for proposal (RFP) ~ detailing how contract will be accomplished
9 Invitation for bid (IFB) ~ one price for “Contract statement of work”
9 Request for quotation (RFQ) ~ a quotation as opposed to an offer
The complexity and level of detail should be consistent with the value of
and risk associated with the planned acquisition.
125
Selecting Sellers
Price is often the primary consideration, however what other criteria
might be considered when evaluating competitive bids?
9 Understanding of need
9 Overall or life-cycle cost
9 Technical approach & capability
9 Financial capability & production capacity
9 References
9 Management (Project Management) approach
The seller can be viewed during the contract lifecycle, first as a bidder,
then as the selected source, and then as the contracted supplier or vendor
126
Terms and Conditions
The primary purpose of contracting is to mitigate risk and uncertainties,
therefore Project Managers should consider :
9 Inspection ~ who has the right to inspect work…
9 Invoicing ~ what supporting documents required…
9 Payment terms ~ when, reasons for non-payment…
9 Reporting ~ what is required, frequency, format…
9 Changes ~ documentation requirements…
9 Incentives ~ any special considerations…
9 Liquidated damages ~ estimated damages for specific defaults
9 Material breach ~ reason for terminating the contract
127
Case Study

You are preparing the “Procurement Management Plan”
The “Opening Event” has been approved and you now have
a critical deadline to meet, you do NOT want construction to overrun!
9 Recommend a contract type and any special
terms and conditions you feel are appropriate in
procuring the building construction contractor
9 Produce a list of issues you should consider
128
Project Management Plan
The project management plan can be either summary level

or detailed and can include subsidiary plans.
Content will vary depending upon the application area

and complexity of the project.
129
Unit 7 ~ Controlling Projects
Objectives:
¾ Project Baselines
¾ Project Control Process
¾ Monitoring & Progress Reporting
¾ Understanding EVM
¾ Change Management Process
¾ Variance Analysis
130
Energizer
How do you control projects?

What data do you generally collect / analyse / report?
9 List the type of data you generally collect
9 What type and frequency of reporting is generally required
131
Project Execution
Your strategy should include managing, monitoring & controlling project work,
and also managing stakeholders expectations.
Stakeholders

Project Gate Gate Project Project

Management Review Review Finish Closure
Plan Docs.
132
Project Integration Management
133
Project Execution Processes
This process requires the project manager and team to perform multiple
actions to execute the “Project Management Plan” to accomplish the
work defined in the project scope statement.
Continuous monitoring gives the project management team insight into the
health of the project and identifies areas that require special attention.
The project scope must be maintained by carefully and continuously
managing changes, either by rejecting or approving changes so those
revised changes are incorporated into a revised baseline.
134
Performance Measurement Baselines
Scope/Quality
Cost Time
¾ Scope/Quality Baseline ~ WBS, Scope Statement…
¾ Cost Baseline ~ Project Budget, Cumulative Cost Curve
¾ Schedule Baseline ~ Gantt Chart, Milestone Plan…
An approved plan for the project work against which project execution
is compared and deviations are measured for management control.
135
Kickoff Meeting
Objectives for this process should include:
9 Help stakeholders get to know each other
9 Obtaining commitment for the project - focus on objectives
9 Review roles and responsibilities
9 Get people enthusiastic about making things happen
9 Agree operating procedures ~ review the communications plan
136
Documentation & Reports
9 Business Case / Project Charter
9 Project Management Plan
9 Status and Progress Reports
9 Project Risks & Issues
9 Change Management Documentation
Update relevant data as new information becomes available

Review the Communications Plan
137
Controls
Monitoring ~ What have we done?
9 Continual monitoring (eg. cost and schedule)
9 Focus on achievement of individual tasks
9 Each act of control is relatively cheap
Evaluating ~ Where are we now?
9 Periodic review of the project status
9 Focus on achievement against project objectives
9 Can be costly both in terms of time and money
138
Status Reporting
Content should be concise and include the following:
9 Deliverables completed during reporting period
9 Cost & schedule status
9 Deliverables to be completed during the next period
9 Status of major project issues
9 Status of major project risks
Tip: Don’t delay bad news!

139
Milestone Plan
Project Title : Kerbside Coaching Manual
Date Issued : 25/03/2005 Version : 2.5
Deliverables Scheduled Finish Baseline Finish Actual Finish Finish Variance Notes
Project Charter
08/02/2005 08/02/2005 08/02/2005 0 Days
Issued
Project Start 26/02/2005 26/02/2005 26/02/2005 0 Days
Design Brief Issued 15/03/2005 20/03/2005 Additional requirements

20/03/2005 +5 Days
added, see Change No 15
Investigation
03/04/2005 29/03/2005 +5 Days
Report Issued
1st Draft Issued 15/04/2005 12/04/2005 +3 Days
1st Draft Approved 26/04/2005 26/04/2005 0 Days

Approved training
17/05/2005 17/05/2005 0 Days
Programme issued
Project Finish 21/06/2005 0 Days
21/06/2005
Issue Project Review Doc 30/07/2005 0 Days

30/07/2005
140
Variance Analysis
The difference between what you have accomplished
and what you planned to accomplish
Use graphical indicators with defined objective measures of variance:
Greatly behind schedule i.e. > +10 days
Behind schedule i.e. +5 to +10 days
On schedule or ahead of time i.e. < +5 days
Indicators can also be designed for cost & resource variances

141
Progress Gantt Chart
%
Complete 5 10 15 20 25 30
Task A 100%
Task B 25%
Task C 50%
Task D 25%
Task E
Task F Current Date
Schedule Progress
142
Earned Value Concepts
Project A Project B
Planned
Value
Earned
Cost
Cost
Value
Actual Earned
Cost Value
143
Earned Value Management (EVM)
A management methodology for integrating scope, schedule and resources
for objectively measuring project performance and progress.
¾ Integrates multiple assessments into a single reporting structure
¾ Simply based on just three numbers:
Planned Value (PV) ~ Planned cost of a task as of today
Actual Cost (AC) ~ Actual cost incurred for work done
Earned Value (EV) ~ Budgeted amount of the work done
(% complete X total cost estimate)

144
EVM Example
Our plan is to build 10 boxes in a two day schedule, cost estimate of $1000
Status after
Planned Value one day Cost estimate
$500 $1000
Actual Cost Bills to date

$600 $600
Task reported
What is the value of work done?
40% complete
Earned Value = (% complete x total cost estimate)

$400 40% x $1000
145
Earned Value Formulas
Cost Variance Schedule Variance
CV = EV - AC SV = EV - PV
Positive values are good (cost under spent or ahead of schedule)

Negative values are bad (cost over spent or behind schedule)
Cost Performance Index Schedule Performance Index
CPI = EV SPI = EV
AC PV
Ratios greater than 1 are good (cost under spent or ahead of schedule)
Ratios less than 1 are bad (cost over spent or behind schedule)
146
Energizer
Where do changes come from?
9 Identify the key sources of change, that might typically
occur on your projects
9 Do you consider these changes “Favourable” or
“Unfavourable” for your projects?
147
Integrated Change Control
Performed from inception to completion, because projects seldom run to plan!
9 Anticipate changes, include your strategy in the Project Management Plan
9 Have the right attitude – be positive and try and protect your team
9 Review and approve requested changes – consider a documented approach
9 Co-ordinate required support
9 Review and document impact of change requests
9 Maintain integrity of baselines
148
Configuration Management System
The configuration management system with change control provides a
standardised, effective and efficient process to centrally manage changes within
a project. Effectively a subsystem of the overall project management system.
The term has various definitions according to the application area.

It generally includes the following activities:
Configuration Identification ~ Products are defined and verified
Configuration Status Accounting ~ Capturing changes to manage product delivery
Configuration Verification & Auditing ~ Establishing that the performance and
functional requirements defined have been met.

149
Change Request
Change No: Date:
Author:
Description of Proposed Change:
Benefits of Proposed Change:
Impact of Change: (Time, Cost, Scope)
Decision:
Sign-off
150
Change Control System
Change
Request
No Assess Small Change Accepted

Change?
Escalate to
Project Sponsor
No Project Sponsor Yes

Sign-off?
Cancel Implement
Change Request Change
151
Unit 8 ~ Project Closeout
Objectives:
¾ Project closure processes
¾ Indicators & performance measurement
¾ Lessons learned reporting
¾ Post project reviews
152
Energizer
What should be done to close out a project?
9 Identify a list of good practice ideas
9 Mark on the list how many in your group
regularly perform each of the items you have listed
153
Close Project
Includes the processes used to formally terminate all activities of the project or phase
hand off the completed product to others or close a cancelled project
4.7 Close Project

154
Close Project
Administrative closure
9 Stakeholder approval of all deliverables
9 Facilitate the transfer of products / services to “business as usual”
9 Closure event, celebration / party?
Contract closure
9 Close all contracts associated with the project, check T&C’s
9 Make final payments / send invoices
Final Product, Service or Result
9 Formal acceptance documentation and handover of the final product
Organisational Process Assets (Updates)
9 Collect historical information / lessons learned
9 Project Closure documentation, plan for “Post Project Review”
9 Archive the “Project Files” (Source: PMBOK Guide Third Edition ~ p100)
155
Documenting Lessons Learned
Conduct a review meeting to address four critical questions:
¾ What was done right?
¾ What was done wrong?
¾ What future recommendations can be made?
¾ How, when, and to whom

should this information be disseminated?
156
Performance Analysis
Whilst project objectives are established from the top down
Evaluating the project’s metrics or measures goes in reverse order
Project
Objectives Strategy
Customer Business Business Evaluation

Satisfaction Opportunity The Future
Functional Methodology Executive Processes

Support Support KPI’s
Deliverables Project
Time Cost Scope Quality CSF’s Measures
157
Post Project Reviews
Individual Team
Performance Performance
Process Product
Review Review
158
Unit 9 ~ Learning review
Objectives:
¾ Review lessons learned
¾ Course feedback form
¾ PMI Membership
¾ PMP Certification
159
Software Tools
General Reporting Tools
Microsoft Office ~ Word, Excel & PowerPoint
Microsoft Visio ~ Charts & Presentations
E-mail ~ Communications
Timesheet Reporting ~ see scheduling tools
Risk Management Tools

@ Risk for Project ~ www.palisade.com
Risk+ ~ www.cs-solutions.com
Scheduling & Control Tools

OpenPlan ~ www.welcom.com
Primavera ~ www.primavera.com
Microsoft Project ~ www.microsoft.com/office/project
160
Project Management Institute
PMI membership (individual member fee $129)
Free copy of the latest edition of the PMBOK® Guide CD ROM
PM Network®, Project Management Journal® and PMI Today™
Access the members area of the website
Join PMI’s Chapters, Specific Interest Groups (SIGs) and Colleges
161
Project Management Professional
PMP examination fee $405 (non-members $555)
Complete online application for PMP certification examination
Category 1 • Baccalaureate or University Degree equivalent

• Within past 6 years at least 3 years PM experience
• Verified 4,500 hours experience across PMI 5 process groups
• 35 contact hours of project management education
Category 2 • Within past 8 years at least 5 years PM experience

• Verified 7,500 hours experience across PMI 5 process groups
• 35 contact hours of project management education
Within one year of application acceptance, take PMP exam
Pass multiple choice exam, 200 questions in 4 hours
162
What’s Next?
9 Complete a personal action plan
9 Complete the course feedback
9 Final questions
9 Bon voyage
163

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Project Management

Mr. Roger Wild

¾ Understand the philosophy of modern project management

¾ Prepare for PMP certification with PMI

¾ Develop effective and realistic schedules considering risk and resources

¾ Address contractor, HR and business issues

¾ Successfully cope with projects irrespective of size

¾ Track and control project progress

¾ Understand how to use project management software tools

Please introduce yourself addressing the following points:

9 Your name, company and project role

9 What is a “typical project” for you?

9 Key issues for this course?

9 What do you do for fun?

¾ Defining what is “Project Management”

¾ What helps to make projects successful?

¾ Reference sources for good practice tips

¾ Benefits of a project methodology

¾ The project lifecycle

A project is: “A unique set of coordinated activities, with definite

A project is: “a temporary endeavour undertaken to create a

Program A Portfolio is a collection of projects

Project Life Cycle

Conception Implementation Termination

Project management is the application of knowledge, skills, tools and techniques

“Managing Successful Projects with PRINCE2”

Office of Government Commerce

International Project Management Association

A programme is: “ a portfolio of projects and activities that are co-ordinated

“Managing Successful Programmes ”

A program is: “a group of related projects, managed in a coordinated way

¾ Poorly identified customer needs / requirements

¾ Poor planning and control

¾ Lack of skills or unclear roles and responsibilities

Resources / Cost Time

Use the SMART test: Specific

unique to the project management field

¾ Five project management process groups

The PMBOK Guide is a subset of the larger Project Management

Typically a project will move through at least three phases

Directing a Project ~ Stakeholders

Initiating a Managing a Closing a

Initial Phase Intermediate Phase(s) Final Phase

Gate reviews provide Go/No-Go decision points

Directing a Project ~ Stakeholders

Initiating a Managing a Closing a

Project Charter, Gate Gate Project Project

The PMBOK describes

When a project is divided into phases, the Process Groups

States what work is to be accomplished

States how the work will be preformed

(Source: PMBOK Guide Third Edition ~p75)

4.1 Develop Project Charter

4.2 Develop Preliminary Scope Statement

4.3 Develop Project Management Plan

4.4 Direct and Manage Project Execution

4.5 Monitor and Control Project Work

4.6 Integrated Change Control

4.7 Close Project

9 PRINCE is a proven Project Management Methodology

9 PRINCE is meant to be TAILORED to suit your business

9 PRINCE is suitable for all types and sizes of Project