c



 


 
Every Day Use

CB
 i
 

 crojects - their nature and purpose

 Choosing your project
 Organizing your project
 c anning your project
 Leading your project
 croject teams
 croject estimates and budgets
 i
 i
 

 crojects and change

 crob em so ving for projects
 croject conf icts
 croject monitoring and contro
 croject c osure
 Key points for successfu projects.
 0  c 


 Common way of creating change and as

such it has a very wide range of
outcomes, which can be tangib e and/or
intangib e.
 0  c 


 crojects can be:

£ Large or sma
£
nvo ve any number of peop e
£ Last for days or years.
 0  c 


 Ñ projects :
£
nvo ve peop e
£ Ñre unique
£ Ñre concerned with change
£ Have defined outcomes and end points
£ Use a variety of transitory resources
 0  c 


 Ñ project can be defined as a sequence of

activities that are :
£ Connected
£ Conducted over a imited period of time.
£ Targeted to generate a unique but
£ We defined outcome.
 0  c 


 Ñ projects have a ife cyc e with the

stages of :
£ Conception
£ Birthand deve opment
£ Ñdu t hood
£ O d age and termination

 Each of these project ife cyc e stages

have different rates of activity and
resource demands.
 0  c 


 The successfu project manager uses a

rare mix of ski s and abi ity.
 i



 c


 re ection of the ³right´ project is a key

first step in the management of a
successfu project.
 i



 c


 Ñ projects invo ve risk and uncertainty.

 Risk and uncertainty cannot be e iminated
but are reduced by :
£
dentifyingthe type, eve and source of
foreseeab e risks.
£ Taking necessary steps (if possib e) to reduce or
e iminate those risks.
£ Deciding whether or not to accept those risks.
 i



 c


 The chosen project must:

£ Contribute to the hea th of the organization.
£ Have objectives which are compatib e with
the organizations objectives and other
organizationa projects.
 i



 c


 0on-numerica  0UMER
CÑL
£ Ñbi ity to answer £ Re ative Ranking
£ Demands of crises £ cay Back ceriod
£ Lega requirements £ Rate of Return
£ Emp oyees we fare £ 0et cresent Va ue
£ 0eeds. £
nterna Rate of
£ Manager¶s power or Return.
status needs.
£ Organizations
competitive needs.
 i



 c


 re ection of the ³right´ project

organization is a key step towards a
successfu project.
 That organization wi ba ance the
conf icting needs of :
£ The c ient organization.
£ The project team
£ The project.
 a
 

 c

 The main types of project organization are :
£ C ientfocused organization
£ Matrix organization
£ croject organization

 Choosing which of these is right invo ves :

£ Judgment
£ Know edge of what has worked in the past
£ Ñ good understanding of the nature of the project
outcomes, risks, costs duration and specia
techno ogy or know edge needs.
 a
 

 c


 ëirst and essentia steps in organizing

your project invo ve
£ The generation of the project :
£ rpecification.
£ Ro es and responsibi ity definitions.
£ Budget and accounting procedures.
£ Change contro procedures.
 c 

 c


 Ñ project p an enab es us to convert

project objectives into concrete rea ities.
 Ñ successfu project p an needs the
ski s and abi ities of peop e to make it
come to ife.
 c 

 c


 The first step in creating a p an is to ist :

£ Theactions needed
£ Comp etion and start times
£ ceop e and resources needed.
 c 

 c


 c ans can be :
£ Gantt charts
£ Ñctivity on arrow (ÑOÑ) networks.
£ Ñctivity on node (ÑO0) networks.
 c 

 c


 Each has its own advantages and

disadvantages :
£ rma projects use Gantt or ÑOÑ networks.
£ Large or comp ex projects use ÑOÑ or ÑO0
networks.
 c 

 c


 Resources can be p anned and

managed by :
£ Resource smoothing
£ Heuristic ru es.

 Computers are key to the process of

p anning arge and comp ex projects.
 ¦
c


 croject manager is a key factor in the

success of a project.
£ The primary task is the efficient and
effective management of the ways in which
the objectives of the project are attained.
£ Rare mix of ski s and abi ities.
 ¦
c


 The project manager must be ab e to :

£
ntegrate rather than divide
£ crovide the means rather than oversee.
£ ree the ³big picture´ rather than the
detai ed tunne vision view.
£ Lead and motivate teams
£ Communicate
£ Organise the required resources, peop e
and information.
£ Take decisions.
 c
 

 Ñ good project team is essentia to a

successfu project.
 The members of the team.
£ Have shared purposes.
£ Undertake co-operative action
£ Generate co ective outcomes
£ Create defined measurab e team products
 c
 

 The team members shou d be chosen

for:
£ Their functiona ski s
£ Their decision making and prob em so ving
ski s
£ Their ski s on working with other team
members.
 c
 

 Effective teams usua y have between

six and eight members with a maximum
size of ten.
 Teams are not static - they deve op,
change and grow.
 The stages of this process have different
ambiance and eve s of productivity.
 c
 


 The creation of accurate estimates and

budgets is a vita factor in the success of
the project.
 Types of estimates are :
£ Ba park (± 30%)
£ ëeasibi ity (± 15-25%)
£ Definitive (± 5-10%)
 c
 


 Estimates must inc ude :

£ Labor costs
£ Materia costs
£ Equipment costs
£
nsurance, tax and other charges
£
nf ation a owance
£ Contingency a owance.
 c
 


 Estimating techniques inc ude :

£ Exponentia method
£ Learning curves
£ Ñctivity profi es
£ ëactoria estimating
 c
 


 Budgets are p ans for money usage

 Budgets enab e projects to be :
£ Monitored
£ Contro ed.
 c
 i


 The project is one form of change that

goes on around us a the time.
 Effective management of that change is
key to the success of the project.
 c
 i


 Change can be
£ rignificant or sma
£ Trivia or traumatic
£ ëree y chosen by us
£
mposed on us by others
£ Reversib e or irreversib e.
 c
 i


 The project is one form of change that

goes on around us a the time.
 Effective management of that change is
key to the success of the project.
 c
 i


 The project is one form of change that

goes on around us a the time.
 Effective management of that change is
key to the success of the project.
 c
 i


 The project exists to create change

which is genera y but not exc usive y
£ rignificant
£
rreversib e.
 c
 i


 This process needs to be managed with

care and thought using too s such as
force fie d ana ysis and by a co-
ordinated and ba anced use of the
factors of
£ ceop e
£ Communication
£
nformation
£ cower.
 c
 i


 Effective management of change

£ Ñccepts and works with the resistance
peop e have to change.
£ Ñccepts and works with conf ict.
£
nvo ves those affected by the change.
£ Generates their commitments.
 c



c


 crojects have prob ems which

£ Can be about any aspect of the project
£ Can have a wide range of possib e causes
and an equa y wide range of so utions.
 c



c


 croject prob ems are so ved by :

£ Co ecting and ana yzing information.
£
dentifying the rea prob em.
£ Generating a ternate so utions.
£ Choosing which a ternative to imp ement.
 c



c



nformation on project prob ems can be :

£ Co ected by diagramming, samp ing or
rationing.
£ Ñna yzed by using averages, medians or
modes, moving averages or decision trees.
 c



c


 Ñ ternative so utions can be :

£ Generated by atera thinking.
£ Eva uated by the de phi method or ranking.
 c
i


 Conf icts occur in a organizations and

a projects.
£ The effects are both good and bad.
 c
i


 croject conf icts are about the often

opposing interests and needs of :
£ The c ient
£ The project
£ The project term.
 c
i


 Ñt their core the conf icts have the

issues of :
£
nf uence
£ Ñuthority
£ Ñutonomy.
 c
i


 Conf icts need to be reso vedand

managed. This can be done by:
£ Ñvoidanceor dispersion/defusion.
£ Containment or confrontation
 c
i


 The choice of conf ict management sty e

depends upon:
£ Circumstance
£ Context
£ creference
 c
i


 Ñccepting and managing conf ict eads

to :
£
ncreased trust and risk taking
£ Win-win situations.


gnoring or suppressing conf ict

generates :
£ Low eve s of trust and openness
£ ërustration
£ Lose-win, win- ose or ose- ose situations.
 c
i


 0egotiations can be used to achieve

win-win situations.
 0egotiations occur throughout the who e
of the project ife cyc e.
 Effective negotiations require ski and
abi ity.
 


 i



 croject monitoring invo ves.

£ Measuring
£ Co ecting
£ Recording
£ Co ating
£ Ñna yzing information.
 


 i



 Monitoring is based on
£ The project p an
£ The project budget.
 


 i



 Monitoring can use :

£ croject mi estones
£ Limit testing
£ r-curves
£ Earned va ue ana ysis
£ crogress reports
£ croject meetings.
 


 i



 Contro ing the project is aimed at

reducing the gap between what is
happening and what we had p anned
shou d happen.
 The successfu project is contro ed by :
£ Measuring what is happening
£ Comparing it to what shou d be happening.
£ Ñdjusting the project inputs in ways which
ref ect the size and po arity of the
difference.
 


 i



 The effective and efficient use of the

processes of monitoring and contro ing
is essentia to project success.
 c
i
 

 croject c osure is the fina process of the

projects change process.
 The prob ems of project c osure are
unique.
 c
i
 

 Effective and efficient c osure is

achieved by carefu management of the
project¶s :
£ ceop e
£ Communications.
£
nformation
£ cower structure.
 c
i
 

 cost project audits :

£ Can be conducted by both c ient and
project team.
£ Ñre concerned with identifying :
The degree of comp etion of the project
outcome.
The cost invo ved in generating these
outcomes.
The effectiveness and re evance of the project
management techniques used.
 c
i
 

 cost project appraisa s shou d :

£ Be conducted by the c ient.
£ Examine the who e project.
£ rtart at projects conception and finish at
the end of a substantia period of outcome
operation.