The 3-day training program provides an overview of project management fundamentals and processes. It will define key concepts, compare methodologies, evaluate BMW's current practices, and apply the generic project lifecycle of initiation, planning, implementation, and closure. Participants will complete introductory and learning activities to develop project documents including a terms of reference, plan, schedule, and risk assessment. The program aims to establish best practices for effective project management at BMW.

1. PROJECT MANAGEMENT –
PRINCIPLES AND PROCESS
CHARLES COTTER Ph.D. candidate, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
BMW, ROSSLYN
27-29 SEPTEMBER 2017

2. 3-DAY, TRAINING PROGRAMME
OVERVIEW
• Introduction
• Defining the fundamental concepts
• Project Management methodologies – PMBOK and PRINCE2
• Diagnosis and Evaluation of current BMW Project Management processes and practices
• Applying the 4-step generic, Project Management life-cycle/process
 Project Start-up and Initiation
 Project Planning (and Scheduling)
 Project Implementation (Monitoring and Evaluation)
 Project Closure
• Summary and Closing

3. INTRODUCTORY ACTIVITY
• Individual Activity:
• Complete the statement by inserting one (1) word. In order to
be an effective Project Manager at BMW, I need to/to
be…………………………………….(1 word)
• Find other learners with the same word as you. Jot these
down on the flip-chart.
• Each learner will be given the opportunity to elaborate on
their own word association.

4. DEFINING THE FUNDAMENTAL PM
CONCEPTS

5. DEFINING THE FUNDAMENTAL PM
CONCEPTS
• Project
• Project characteristics
• Project Management
• The Triple Constraint

6. DEFINING PROJECTS
• A project is a temporary and one-time endeavour undertaken
to create a unique product or service that brings about
beneficial change or added value
• A project is a temporary piece of work with a finite starting
and ending date undertaken to create a unique product or
service
• A project is a carefully defined set of activities that use
resources to meet the pre-defined objectives
• Projects bring form or function to ideas or needs.

7. PROJECT CHARACTERISTICS
• Temporary
• Unique
• Involve new processes
• Undertaken to achieve a particular aim (deliverables)
• Value-adding driver of change and improvement

8. DEFINING PROJECT MANAGEMENT
• Project management is the application of knowledge, skills,
tools and techniques to a broad range of activities in order to
meet the requirements of the particular project.
• Project management is concerned with the overall planning
and co-ordination of a project from inception to completion
aimed at meeting the client's requirements and ensuring
completion on time, within cost and to the required quality
standards.
• These three (3) project management variables as often referred
to as the eternal triangle of project management.

9. PROJECT MANAGEMENT ETERNAL
TRIANGLE

11. DEFINING PROJECT SUCCESS
CRITERIA
• #1: Projects completed on time
• #2: Projects completed within budget
• #3: Projects completed according to quality standards and
performance measures
• #4: Projects completed within defined scope
• #5: Projects completed by achieving all deliverables
• #6: Projects completed to the satisfaction of all key stakeholders
and beneficiaries

13. LEARNING ACTIVITY 1
• Evaluate and rate your current BMW
project management practices against
the six (6) project success criteria.
Identify performance gaps.
Recommend project improvement
interventions
• From your experience as a project
manager/team member at BMW,
identify the five most common causes
of project failure. For each of these 5
causes, identify an improvement
strategy and/or solution to ensure a
higher project success rate.

14. CAUSES OF PROJECT FAILURE
(DISTRESSED PROJECTS)
• The wrong business requirements have been addressed
• It's not possible to deliver on the original business case
• Poor project governance and management
• Project managers don't usually have any influence over who their
project sponsor is
• Poor project execution/implementation
• People lose focus on the project's benefits
• The environment changes

16. ILLUSTRATION: PMBOK PROJECT
MANAGEMENT LIFE-CYCLE

17. ILLUSTRATION: PRINCE2
PROCESS

18. GENERIC PROJECT MANAGEMENT
LIFE-CYCLE
• Phase 1: Project Start-up and Initiation
• Phase 2: Project Planning (and
Scheduling)
• Phase 3: Project Implementation
(Monitoring, Review and Evaluation)
• Phase 4: Project Closure

19. PHASE ONE: PROJECT START-UP/INITIATION –
PROCESS STEPS/FLOW
• Identification of a business problem, opportunity and/or
need
• Generation of prospective project proposal/s
• Evaluation and building of a business case for the
prospective project proposal/s
• Selection and approval of most value-adding project/s
• Compilation of Terms of Reference (ToR) document,
defining and scoping of the project

20. IDENTIFICATION OF PROBLEM, NEED OF
OPPORTUNITY
• Conduct an Environmental scan:
 Micro
 Market
 Stakeholder Analysis
 Macro
• Perform a SWOT Analysis:
 Strengths
 Weaknesses
 Resources
 Capabilities
 Capacity
 Opportunities
 Threats

22. PROJECT EVALUATION

23. EVALUATION OF PROJECT
PROPOSAL/S
• Financial and numerical metrics:
 Payback period
 Return-on-Investment (ROI)
 Net Present Value (NPV)
 Internal Rate of Return (IRR)
 Cost-Benefit Analysis

24. COST-BENEFIT ANALYSIS

25. PROJECT EVALUATION CRITERIA
• Viability
• Feasibility
• Sustainability
Profits
People
Planet

26. SUSTAINABILITY
(TRIPLE BOTTOM LINE)

28. PURPOSE OF THE ToR
• Defines your project and its scope
• Justifies the project
• Secures funding for the project, if necessary
• Defines the roles and responsibilities of project
participants
• Gives people the information they need to be
productive and effective right from the start

29. CONTENTS OF A ToR
• Section 1: What?
 Background
 Project Definition
• Section 2: Why?
 Project Business Case
• Section 3: Who?
 Project Roles and Responsibilities
• Section 4: How and When?
 Defined milestones and target dates
 Initial/head-line project plan

30. LEARNING ACTIVITY 2
• By referring to the process flow
chart, initiate a BMW project of
your choice.
• By referring to the 4 Sections of a
ToR document, compile a
comprehensive ToR document
(project definition/scoping)
• Present your ToR to the facilitator
and get authorization to proceed
with Stage 2: Planning and
Scheduling.

31. PHASE TWO: PROJECT PLANNING
AND SCHEDULING

32. PROJECT PLANNING
• Project planning defines project activities that will be
performed, the deliverables and describes how these activities
will be accomplished and managed
• A Project Plan sets out the phases, activities and tasks needed
to deliver a project
• The timeframes required to deliver the project, along with the
resources and milestones are also shown in the Project Plan
• The project plan establishes a baseline which identifies and
documents project scope, tasks, schedules, cost, risk, quality
and staffing needs throughout the entire project life-cycle

33. COMPONENTS OF PROJECT
PLANNING
• Resource plan
• Financial plan (project budget)
• Quality plan
• Risk management plan
• Communications plan
• Procurement plan

34. PROJECT PLANNING – 5W’S + 1H

35. PROJECT ACTION PLAN TEMPLATE
• Objective (What?)
• Tasks (How?)
• Responsible (Who?)
• Time (When?)
• KPI (Weight?)

36. PROJECT ACTION PLAN TEMPLATE

37. PROJECT BUDGET

38. LEARNING ACTIVITY 3
• By referring to the Learning
Activity 2 (selected and
approved project), compile a
Project Baseline Plan. Use the
provided Project Action Plan
template.
• Compile a project Financial
Plan (budget) for the selected,
BMW project.

39. PROJECT SCHEDULING
• Project scheduling means detailing what activities have to be
done, the order (sequence) in which they are to be completed,
who is to do each, and how they are to be completed.
• Project scheduling entails the planning and plotting the
following project variables:
Tasks (e.g. Work Breakdown Structure)
Time (e.g. Gantt chart and PERT/network diagramme)
Resources (e.g. Resource Allocation Matrix and Resource
Histogram)
Responsibility (e.g. Load Chart and Responsibility Matrix)

40. WORK BREAKDOWN STRUCTURE
(WBS)
• A Work Breakdown Structure (WBS) is a detailed list of all of the things
that need to be delivered and the activities that need to be carried out to
complete the project.
• A WBS is a chart in which the critical work elements, called tasks, of a
project are illustrated to portray their relationships to each other and to the
project as a whole.
• It's represented as a tree-structure, with each deliverable or activity broken
down into further components.
• When completed, a well-structured WBS resembles a flowchart in which all
elements are logically connected, redundancy is avoided and no critical
elements are left out.
• The graphical nature of the WBS can help a project manager predict
outcomes based on various scenarios, which can ensure that optimum
decisions are made about whether or not to adopt suggested procedures or
changes.

41. ILLUSTRATION: WBS

42. GANTT CHARTS
(SCHEDULING TIME)
• Project Managers need to estimate time accurately if they’re going to
deliver their project on time (and on budget)
• Without this skill, PM’s won't know how long your project will take,
and won't be able to get commitment from the people required to
help achieve the project objectives
• Gantt Charts are useful tools for analyzing and planning more
complex projects. It plots scheduled projects tasks/activities on a
time-line.
• When a project is under way, Gantt Charts help PM’s to monitor
whether the project is on schedule. If it is not, it allows PM’s to
pinpoint the remedial action necessary to put it back on schedule.

43. ILLUSTRATION: GANTT CHART

44. (HUMAN) RESOURCES HISTOGRAM

45. RESPONSIBILITY ASSIGNMENT
MATRIX (RAM)

46. LEARNING ACTIVITY 4
• By referring to the Learning Activity 3
project, schedule the BMW project by
means of any two (2) of the following
scheduling tools:
 Work Breakdown Structure (WBS)
 Gantt Chart
 Resource histogram
 RAM
• Graphically illustrate and present your
project schedule to the facilitator.

49. PROJECT RISK MATRIX

50. PROJECT RISK RESPONSE
STRATEGIES

51. LEARNING ACTIVITY 5
• Within the context of
your project, apply
the 4-step Risk
Management
Process.

52. PHASE THREE: PROJECT
IMPLEMENTATION

53. PHASE THREE: PROJECT
IMPLEMENTATION
• The most important issue in this phase is to ensure project
activities are properly executed and controlled
• This phase involves the execution of each activity and task
listed in the project plan.
• While the activities and tasks are being executed, a series of
project management and quality assurance processes are
undertaken by the Project Manager to observe, monitor,
analyze and control the project deliverables to ensure that the
key project objectives are achieved.

54. PROJECT IMPLEMENTATION ACTIONS
• Resource mobilization and deployment
• Organizing and delegating tasks
• Performance Management
 Project (time, cost, quality and scope)
 Project team members
 Contractors and sub-contractors (SLA)
 Earned Value Management
• Leading and motivating project team

56. PROJECT IMPLEMENTATION ACTIONS
• Problem-solving/Trouble-shooting
• Conflict Management/Resolution
• Change and Scope Management
• Communication
 Project (progress/status) meetings
 Stakeholder engagement and liaising

57. POWER-INTEREST MATRIX

58. PROJECT CONTROL
• The purpose of the control process is to ensure that the project
work can be carried out as scheduled.
• Checkpoints are held throughout the project at weekly
intervals and provide the mechanism for monitoring and
controlling the day to day work on the project.
• Performance information is captured and plans are updated
prior to the Project Status meeting. This enables the meeting to
concentrate on determining what to do next.
• Defining the control procedures includes the setting of
tolerance levels for project performance.

59. ILLUSTRATION: PROJECT CONTROL
PROCESS

60. WHOLE BRAINING THINKING
• Blue – Logical and Rational (upper left hemisphere)
• Green – Organized and Planned (lower left
hemisphere)
• Yellow – Big Picture and Creative (upper right
hemisphere)
• Red – Interpersonal feelings and Intuitive (lower
right hemisphere)

61. WHOLE BRAIN PROBLEM-SOLVING
PROCESS
• Step 1: Problem identification, analysis and definition
• Step 2: Search for information and generate alternative solutions
• Step 3: Evaluate alternative solutions
• Step 4: Select the most appropriate solution
• Step 5: Implement the appropriate solution
• Step 6: Evaluate the effectiveness of the implemented solution

62. OPTIMAL LEVELS OF PROJECT
CONFLICT

63. THE 4-STEP CONFLICT RESOLUTION
PROCESS
• Step 1: Identify sources of potential and actual conflict
(DIAGNOSIS)
• Step 2: Develop conflict resolution strategies/techniques
(EXAMINATION)
• Step 3: Apply conflict resolution strategies/techniques
(REMEDY)
• Step 4: Control and review the effectiveness of the conflict
resolution strategy/technique (FOLLOW-UP)

64. CONFLICT MANAGEMENT GUIDING PRINCIPLES
– TIPS AND TECHNIQUES

65. LEARNING ACTIVITY 6
• By referring to the Learning Activity 4
project, describe the project monitoring,
evaluation and control process,
mechanisms and tools that will be applied
to red-flag deviations from the project base
line. Specifically refer to controls
regarding time; cost and quality and other
success criteria.
• Describe how the project management
team will resolve conflict within and
external to the team.
• Describe how the project team will resolve
an unstructured problem in the project.

68. PROJECT CHANGE
• Project change is inevitable.
• These project changes cannot always be avoided, but their
impact can be predicted and controlled.
• The impact of these changes must be considered and factored
in terms:
 time;
 cost;
 quality and
 customer satisfaction

70. PROJECT CHANGE REQUESTS
• Change requests to the project scope or functionality may come from
a variety of sources, but they will require Project Board sponsorship
to be processed.
• The originator will describe the change request and provide a
justification.
• Alternative solutions and their respective impacts on the project will
be identified and a recommendation made.
• The recommendation will be presented to the Project Board who will
decide whether to accept it or make an alternative recommendation.
• These change requests are formalized through the completion of a
Project Change Request Form (CRF).

74. LEARNING ACTIVITY 7
• By referring to the change
request process and –form,
initiate a change in the
selected, BMW project.
• Indicate whether this
change request was
approved/declined and
motivate the reasons.

75. PHASE FOUR: PROJECT CLOSURE
• This process verifies that the project has delivered the
required outcomes and that stakeholder expectations have
been met.
• It also makes sure that everyone involved in the project knows
how to move forward.
• Project closeout is a fairly routine process, but it remains an
important process.
• By properly completing the project closeout, organizations can
benefit from lessons learned and information compiled at
closure.

76. PROJECT CLOSURE ACTIVITIES
• Releasing the final deliverables to the customer
• Handing over project documentation and
administration and terminating contracts
• Communicating the closure to all stakeholders
• Releasing staff
• Closing the Project Office

77. PROJECT CLOSURE ACTIVITIES
• Perform a Post Implementation Review of the project
• Close-out report:
Assessment of the project against actual performance
Quality of management (focusing on quality and risk
management)
The lessons learnt that can be applied to future projects

79. LEARNING ACTIVITY 8
• As part of the Project Closure phase,
simulate a project close-out de-
briefing meeting in which the
following items are reviewed and
discussed:
 Overall project performance
 Individual project team member
performance
 Lessons learned – mistakes and best
practice principles
 Project team cohesion and synergy
 Mapping the way forward

80. CONCLUSION
• Key points
• Summary
• Questions
• Training
Administration
• Certification

81. CONTACT DETAILS
• Charles Cotter
• (+27) 84 562 9446
• charlescot@polka.co.za
• LinkedIn
• Twitter: @Charles_Cotter
• http://www.slideshare.net/CharlesCotter