3. Essential Building Blocks
Project Management consists of a number of
key processes and knowledge Area. In order
to successfully create and deliver a
project, the following ingredients are
essential:
11/4/2011 3
4. Essential Building blocks
Full understanding of the Management components
Gain mastery of the key knowledge areas
11/4/2011
5. Understanding project
Management
To ensure we are all on the same page, we”ll
start off with some key definitions:
What is a project? What is project Management? Who is project Manager?
11/4/2011 5
6. What is a project?
A group of activities to bring about
change or create a new product or service
Attributes
Finite defined life span
Defined and measurable benefits
11/4/2011 6
7. What is a projects(1)
The process of bringing about a new
product or service
Attributes
• One _off delivery
• Fixed timescales i.e. start and end
• Unique (no 2 projects are exactly same)
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8. What is a project?(2)
Introduction of change
One _ off implementation
Creation of a new service or product
The sum of the parts needed for a total
solution
11/4/2011 8
9. What is a product?(2)
A unique delivery _ No two projects are the
same
Delivery within a definite timescale i.e.
definite start and end
Common objective or goal to be
accomplished within a time period
11/4/2011 9
10. What is a project?(2)
Process of bringing change in an environment
within a given time.
Set of activities with a defined objective and
timeframe
Set of tasks to achieve a goal
11/4/2011 10
11. How do project come about?
A problem (or opportunity)
Inefficient or cumbersome process, financial
losses
An ideal
Wouldn't it be easier or better if…..
Industry requirement or change
Industry solution e.g. the ISA product
11/4/2011 11
12. How do projects come about?
Statutory requirement
Government initiative e.g. New taxation etc
Technologising
Taking advantage of innovations and
technology
Automating manual business processes etc
Business expansion
New branch. Expanding premises or office
11/4/2011 12
13. How do projects come about?(2)
Process
oStep 1
oStep2
oStep3
oRequirement
oIdea
oRequest
oProblem or opportunity
11/4/2011 13
14. Examples of projects…
Abby National _ ISA IT Systems_
Banking system to support the sale of ISA
products _covering all banking components e.g.
DD, cash payment etc.
Rover Group_Y2K
Compliance: To ensure all IT systems compliant
with the new millennium
11/4/2011 14
15. Examples of projects….
Charles Schwab _ To establish 3 new branches
or investment centres in the United Kingdom
CCL _ To develop a study management system
for a global green field company
IBM_ To e_Enable cable and wireless”s
business (internet, intranet and extranet
applications)
11/4/2011 15
16. 4 Examples of projects you've
worked on
Project 1…
Project 2…
Project 3…
Project 4…
Just name them.
11/4/2011 16
17. Looking at projects from
different angles
Categories, Types and Environments
11/4/2011 17
18. Objectives
We are going to look at different ways of
carrying projects to ensure we approach the
project in a structure way with clear
boundaries.
This importance to facilitate effective
communication, role assignment and
reporting form the start of the project to the
end.
11/4/2011 18
19. Project Types and Categories
Internal project _ within an organization
•E.g. Rover Group ,Marketing Department
External project _clients
•E.g. cable and wireless global (IBM responsible for delivery)
11/4/2011 19
21. Class Exercise
Projects you” worked on
• List projects (refer to earlier exercise)
• Categories into internal or External groupings
• Give a 5minute summary of one of one projects using the profile below:
Project Name
Project Objective
Project Deliverable
Your contribution and responsibilities
11/4/2011 21
22. Managing Projects
Now we all have good understanding of
projects, let's talk about “managing projects”
What is project? What is project management? Who is project manager?
11/4/2011 22
24. What is project Management?
Project Management is the
planning, coordination and control of
activities and resources to meet a defined
objective within a given timescale.
Overseeing in a (controlled manner)the
workings involved in delivering an objective
ensuring effective and efficient use of
resources and time.
11/4/2011 24
25. What is Project Management?(2)
Overseeing the development of a new product to
the final stage of delivery
Organization of activities, tasks resources over a
scheduled period with a defined deliverable
Monitoring the development of a goal from start
to end
The art of applying an effective methodology or
strategy to an activity from inception to completion.
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26. Project Management is ….
A skill or competence
Comprises techniques, concepts and
processes
The equation for successful PM is
Knowledge and Experience Mentoring
11/4/2011 26
27. Why is project Management
needed?
Ensure timely delivery
Ensure efficiency _ cost, people, equipment
Ensure synchronized effort _ not a scattered
approach
Eliminate noise (project interference and politics)
reducing conflict and delays _ always on the central
part
A specialist skill _people, planning, problem _
solving in ONE
11/4/2011 27
28. Why is a Project Management
needed?
Effective control
(time, cost, scope, resource, quality)
Time Management
Scope definition or scope creep prevention
To achieve goal set with agreed timeframe
Ensure correctness or quality of the end
_product
11/4/2011 28
29. Acquisition of PM skill How?
Techniques and concept can be acquired by
studying the subject and mastered by
experience
By knowledge attending courses, reading
books on the subject etc.
. By experience _ watch, do fall and learn
PM Tip: knowledge and experience go hand
_in _ hand and cannot be separated
11/4/2011 29
30. Checkpoint
• 2 definition blocks down, 1 to go
What is project? What is project management? Who is a project manager?
11/4/2011 30
31. The Chief Aim of this course
To ensure you attain the
Knowledge + Experience
Required to successfully manage project
Getting the balance right
course and workshops work Experience
11/4/2011 31
33. Who is a project Manager?
The individual accountable for the successful
delivery of a project (usually from inception to
completion).
Simply a clever juggler of
time, money, people, requests or
requirements to meet an objective etc.
11/4/2011 33
34. Who is a project Manager?
Other Definitions
Agent responsible for managing the process
of change
Oversees the development of a new
product
Is fully responsible for a project
11/4/2011 34
35. Project Manager _ Job
Description
Experience of
Defining and scoping a project
Planning activities scope or extent
Managing resources(both human and non
human)
Co_ordination
Issue, risk and change management.
11/4/2011 35
36. Project Manager _Job
Description
Experience of
Reporting to senior management (and all
levels)
Excellent communication skills(oral and written)
Excellent presentation and documentation skills
PM or planning sw user _MS project 2000|2
Methodology _PRINCE2
Note the key words as a clue to areas of focus
11/4/2011 36
37. Why are the project Managers
needed?
To turn the client's dream into reality
Single accountability
Leadership _ no matter how highly
experienced or technically sophisticated team
still needs a leader for coherence and
symphony
Provide direction to team of experts
11/4/2011 37
38. Why are project managers
needed?
Single point of contact between client and
senior management and team.
Effective use of resource _”in and out”
approach
Work out project requirement
_effort, resources, timescales
11/4/2011 38
39. Why are Project Managers needed?
Allow the business champions carry on with
business as usual
Allow idea _ generators to get on with the
development of other ideals
The executives want to get on with decision _
making and solving business issues not low level
management
To ensure successful delivery of projects
11/4/2011 39
40. How do project Managers
operate?
Full understanding of objective
(thinking clearly on one’s feet
Attention to detail
Don't blow over emails, read through carefully
and respond straightaway
A sense of urgency
Proactive communication and problem solving
(Nick the problem in the bud)
11/4/2011 40
41. How do project managers
operate?
With a methodology
A guide from the start to the end
Full of facts
Impromptu project updates and briefs
A people _ person
Watching out for the people and not just the project
Tight deadlines with limited resources however
PEOPLE are not machines.
11/4/2011 41
42. A PROJECT manager’s personality
Excellent leader
Negotiator (turns impossibilities into
possibilities)
Good judgment(premised on SMART
information)
Fair _listens to both (all)sides
Organized (structured and in control)
11/4/2011 42
43. A Project Manager's personality
Team builder (focus on team synergy)
Great communication _ spoken written, body
language etc
People skill _ Tall level I e. client, senior
management, peer, team…etc
Instils confidence _”can-do and “does _ do”
attitude
•SMART: specific, Measurable, Accurate, reliable and timely
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44. The “Organized” project Manger
Project file and project book
A categorized record of the project
documentation IN ONE PLACE
Your note and observations IN ONE PLACE
Medium: Manual, Electronic, System or web
11/4/2011 44
45. The mindset for delivery
Every project Manager is expected to think on
his or her feet at all times proactively with a
problem _ solving and tackling attitude.
Two tools or technique a PM must master to
tackle projects of any size or complexity are:
Strategy (clear and structured thinking)
Breakdown structures
11/4/2011 45
47. Why PM
The relevance of project Management in 21st
Century industry
11/4/2011 47
48. Why project Management?
Organizations(commercial and charitable) in every industry have
new initiatives, requirements which must be implemented to:
Keep Customers satisfied
“stay ahead of the game” etc.
E.g.
Banking are in competition
E _ banking solution
Cost Effective call centres (24hrs service)
Charities want to improve their service
To ensure Donor or Funder confidence
Unforeseen circumstances and natural disasters
In summary ,PM is needed for orchestrated delivery
Meet objectives
Delivery a product or service
Make or introduce changes
11/4/2011 48
49. Every industry requires PM
Because it is the preferred method of delivery in the 21st century
Why? Accountability
One p.mgr
Stakeholder involvement
Guaranteed Achievement
Tried and tested PM techniques and methodologies
Effective use of resources
Cross department synergy
Everyone gets involved
Overall company growth
Stimulates learning
New opportunities
11/4/2011 49
50. PM is not a new skill
An age old practice
People of the past practiced project
management techniques
Historic Achievements
Egypt's pyramids
Noah's art(Religion)
Roman baths
Greeks (Olympics)
Asian Temples
Great wall of chaina
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51. The profession
Formalised
Standardised
Fine-tuned
Master or Expert
and specialist
11/4/2011 51
52. Learning opportunity
Give me Examples of PMPs
Produce job descriptions for each
11/4/2011 52
53. Developed versus Developing World
Advancement through
new technology and
Innovation
Fosters an
Environment to breed
New ideal and
Creativity
Proactive
“Fresh blood”
Strong dependence
For basic delivery
Borrowed ideas
Bread_ and _butter
Solutions
11/4/2011 53
54. “project conscious”
PM Facts ….
•Organizations are becoming more project _conscious because they have
acknowledged the benefit of well “orchestrated devilery.”competitor
Analysis
•There has always been a large demand for PM but these days it is
becoming more and more prominent.
•Employers and Employment Agencies find it very difficult to fill PMP
vacancies
•The good PMPs continue to charge or demand premium rates as PM skills
are premium
•You are at the cutting edge of new phenomena!
11/4/2011 54
55. Project opportunities
Globalisation
Tesco is expanding across the globe
Natural Disasters
Tsunami December 2004
Defence or Homeland security
North Korea
USA
Research Medical
cancer
11/4/2011 55
57. The 21st Century is fuelled by
….rapid achievement
Creativity, innovation and new concepts must
be backed up by effective project management
if the esteemed products and services are to
be realised
11/4/2011 57
58. Working with innovators
• The following skill are essential…
• Consultancy
• Organization
• Planning
• People
• Specialists need to be coordinated effectively to deliver
• Delivery
• Ability to execute to plan with precision
• Project Management Is the art or tool of
achievement
11/4/2011 58
59. Learning Opportunity
What I am going to do to promote innovation
in the workplace?
Brainstorm
11/4/2011 59
61. The Executive Syndrome
Many executives fail because of their inability
to executive strategy.
This is because most MBA and business Degree
holders are trained in the “art of strategy” and
not the “art delivery”
For project success, it is important to realise
the two arts go together and cannot be
substituted for one another.
11/4/2011 61
62. The Unusual Executive
In rare cases, you come across the Executive with PM
background and this is when project success is guaranteed.
Project success is achieved when the Executive understands or
realises the following:
•The need for all (or key) staff to be trained in PM concept, techniques and
methodologies whether directly or indirectly involved in project i.e. PM
training is non _ negotiable requirement for staff development
•Empower staff to deliver work in projects to leverage marketplace share
•Fosters a culture of teamwork through project delivery and leads by
example i.e. project management in action thus shaping organizational
behavior and crating a culture where personnel delivery by nature
•The need for an effective and efficient project office which is well invested
in serving as the focal point for project operation across the organization
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63. The Executive's Friend
Bill Gate, Richard Branson, Anita
Roddick, Alan Sugar, Donald Trump, Oprah
Winfrey
The Project Manager
11/4/2011 63
65. Relevance to you….
Opportunity to become a “cutting _edge”
professional
Earn premium salaries
Set up your own Consultancy
•Once you have acquired enough experience
“World Development” opportunities
•The Developing world
•Worldwide
11/4/2011 65
66. Premium Salaries Worldwide
Project manager, Recovery Date Centre Move
Exciting role for individual in challenging environment.
Candidate will have experience of hands on project
management of successful data centre installation
commissioning and movement. Must have technical issues
affecting a data centre from security to practical building
works, powers, air conditioning
,alarm, networks, telecoms, UPS systems and general
operations. Experience of working overseas essential
especially within more:
Type :contract location :Riyadh country : Saudi Arabia Start :
ASAP salary or Rate: 750 or Day posted:03|05|2005 17:29:55
11/4/2011 66
Reference: JS_TT000414
67. Premium Salaries Worldwide
Project office Support
Six month contract to work on one of the most prestigious
change programmes within an insurance environment. Working
for the programme office team, and interfacing with the
business and also a team of consultants(Accenture)this will be a
varied and demanding role for an experience project office or
programme office manager who has a proven track record in
financial services. The successful candidate will have a minimum
of 4 years experience in handing full reporting for a programme
_budget more:
Type: Temporary location: Gatwick, west Sussex Country:
England start ASPA salary or rate :350 _400|day
posted:06|05|2005 16:57:11 reference : is _AG _POS3
11/4/2011 67
68. Premium Salaries Worldwide
Project Support Office
Our client requires a project office support person for a
3 month (renewable)contract in their prestigious Chester
office. The role will include preparing forms using MS
word, raising purchase requests in oracle financial 11i
and maintaining tracking sheets in MS Excel. Liaising
with various department will be required so strong
communication skills are essential. A good working
knowledge of Microsoft office and oracle financial is
needed, as us a minimum of 5 years practical experience
of more : type :contract location: Chester country:
England start ASPA salary or rate: 100| day posted:
06|05|2005 13:41:53 Reference JSHELj027392
11/4/2011 68
69. Homework
Write a report on the ff:
The relevance of project management in
the 21st century
Max. No. Pages _5
11/4/2011 69
70. People in project Management
It take people to make your payment level tide
11/4/2011 70
71. Learning objectives
It take people to make the
Project wheel turn
Project clock tick
Join a project or workplace and know who
to ask what, their role and responsibilities
and how they interconnect
11/4/2011 71
72. Who are the people in project
Management
• Class discussion
11/4/2011 72
73. The Client
The client _ I won't have a job without him
|her| them
11/4/2011 73
74. Learning Opportunity
Ministry of Education, Zimbabwe invited
consultants of GCS to create a business cases
for introducing PM to the educational
curriculum.
11/4/2011 74
75. Every industry requires PM
The orchestrator
Chief coordinator
Master planner
People specialists
……………..etc
11/4/2011 75
76. The Executive's Friend
Bill Gate, Richard Branson, Anita
Roddick, Alan Sugar, Donald Trump, Oprah
Winfrey
The project Manager
11/4/2011 76
77. The supplier
It is unlikely I will have all the resources in
every project situation
Who plugs the gaps?
Supplier of
• Goods and service
• Give an example of the above
11/4/2011 77
78. Technical Consultant
Industry sector or Technical Environment in
which the project is being delivered
Class Exercise
Fill in the gaps
11/4/2011 78
82. protocol
Piece of the cake mentality
11/4/2011 82
83. Business Functions
Marketing Accounts purchasing or procurement information or technology
Legal and compliance Strategic and team Strategic resource
Fill in the gaps
How does the project Team work with existing
business functions?
11/4/2011 83
84. Homework
Write a report on the ff.:-
The relationship between The project
organisation and normal business functions
Max. No Pages=5
11/4/2011 84
85. Contracting
Versus Permanent
employment
11/4/2011 85
86. Learning Objectives
You should be in a position to make an
informed decision regarding the type of
employment suitable for you
To start with and
And as time goes by
Enter into the world of work informed about
the differences in the Employment Types and
manager expectation
As a result of the above, you should b in a
position to go into the workplace with a winning
attitude… and win
11/4/2011 86
88. Permanent Employment
What is it
•Registered on the payroll
•On a lifetime/indefinite employment contract
•Become part of the corporate family
•Regular fixed wages i.e. weekly or monthly
Why
•Job security corporate benefits
•Learning tolerances
•Training and professional development
How
•Job adverts
Newspapers
•Agencies
Speciality
Government
• Job websites
Whom
•Seeking experience
•Confidence building
•Industry specialism
11/4/2011 88
89. The contractor
What is it
•Short term employment
Why
• financial remuneration
•Profession freedom
How
•Agencies
•Head _ hunt
Whom
•Risk_ takers
•Good at what they do
•Seeking fast _track experience
•Similar to permanent employment
•Difference
•Intolerance, you must get it right
•Short term
•Positives
•Paid thric as much as your PE counterparts (Uk estimates)
•Learn more due to varied short term contracts
•Swot to succeed _ fast track special _precocious
•Evolve into a consultant
•
•
11/4/2011 89
90. The consultant
What is it
Short/long term employment
Why
No mistake mentality
Time saving
Extra quality
How
Consultancies
Head _ hunt
Agencies(least popular)
Whom
Expert at what they do
Seeking value adding experience
Years of experience and a qualified advisor
Difference
You are expected to work twice as hard
Intolerance, you must get it right
Short term
Positives
Paid thrice as your PE counterpart
Learn more due to varied short term
contracts
Swot to succeed _ fast tack specialist
11/4/2011 90
Evolve into a super _ consultant
91. The freelancer
What is it
As _you _ like employment
Why
Financial remuneration
Professional confidence
Personal freedom
How
Agencies
Head_ hunt
Whom
Risk _ takers
Good at what they do
Seeking fast track experience
Free_ roaming consultant
Own their own time
11/4/2011
Seek their own opportunities on the professional track
91
92. Learning opportunity
Research into the world of contracting and
debate the following?
Contracting is better than permanent
employment
11/4/2011 92
99. Learning objectives
At end of this session, you should..
Appreciate the importance of roles and
responsibilities in the workplace
Have a better understanding of “Roles and
responsibilities” in the project terms
Know what is expected of you as a project
professional i.e. your role and how your role
interrelates with other roles
11/4/2011 99
100. Introduction
As we learnt on the “project personnel”
course, people…
Are the lifeblood of projects
Make projects tick
A project organisation as an entity performs a
role i.e. “improve school infrastructure in
Malaysia”… which is a sum of individual roles
11/4/2011 100
101. Role
Every individual in an organisation or on a project must
have a purpose for being part of an organisation i.e. Role
To be effective, your role and corresponding
responsibilities must be clear and well defined to
Prevent duplication/overlap
Prevent redundancy
Save on cost
.
.
.
Class to fill in the blanks with lecturer(15mins)
11/4/2011 101
102. A Definition _ Role
A brief description of the expectation (e.g.
major assignments, tasks) of each individual
or group resource assigned to the project
Your role is ….
The “part played” on the project
Every role entail….
Duties and obligation known as
“responsibilities”
11/4/2011 102
103. Your role is your first concern
My responsibilities
Secondly, you should also understand the
role of your team mates and carefully
manage any dependencies/linkages
11/4/2011 103
104. Project Roles-example A
PROJECT ROLE UNIVERSITY TITLE
Project sponsor Director of Security
Project Director Assistance Director of Identity Management
Project Manager Project Coordinator Identity Management
Team Members Engineers, Training, Costumer Support, Marketing
Customers Security SIG Members
Customer Representatives Security SIG Members
Stakeholders All the above, plus IT Policy Director, Consultant Advisor for HR Records
11/4/2011 104
105. Project Roles-example B
Executive sponsor
Project sponsor/directors
Steering committee
Project manager
Vice president & academic service
Vice president for information technologies
Vp student & academic service
Associate provost, admission &enrolment office
11/4/2011 105
106. The Job Description
Roles and Responsilities of a particular job are
formalised into a document called ”Job
Description”
The job description is
A written statement that defines the
duties, relationships and results expected of
anyone in the job.
An overall view of what is to be done in the job.
11/4/2011 106
107. Typically it includes
Job Title
Title of immediate supervisor
Statement of the purpose of the job
Primary Responsibilities
List of typical duties and responsibilities
General information related to the job
Training requirements
Tools use
Location e.g. local or global projects
Signature of the person who has prepared the job description
Date
11/4/2011 107
108. Person Specification
When filing a vacancy not only are in addition
to qualifications, technical competence and
experience employers seek for
Professionalism
Personality
Special aptitudes
Can do
11/4/2011 108
109. Example Person Specification
• PROFESSIONALISM
A diplomatic project manager able to work at board level
on a global scale
• PERSONALITY
Strong decisive leader
Perfectionist
• SPECIAL APTITUDES what aptitudes would be useful to the
job.
Excellent English communication
(2way), assertiveness, able to work under
pressure, articulate, able to follow procedures and suggest
improvements
Lecturer to discuss each point with class giving examples 109
11/4/2011
110. Your role in action…
You should be a “walking and talking “ version of your
job Description and Person Specificification
Tips
A lot of professionals are on their best behavior at
interviews and have learnt the tactics of ‘getting the job”
Your behavior throughout the projects must
consistently reflect the agreement you mage with
organization at the onset.
If the person specification details the need for a
leader, you must be seen to act as a leader at all times.
11/4/2011 110
111. What is the importance of “Role and
Responsibilities”?
11/4/2011 111
112. Assigning responsibilities…
Documents the relationship between participants involved in the
project
Ensure adequate resources are available and
Notifies each individual what is expected of them.
Prevents
Confusion i.e. who should be doing what if things go wrong or a
challenge is being faced
Duplication of effort due to lack of role clarity etc.
Errors or substandard work products i.e. ensures the right
person(skis, experience etc) is assigned to the job
Classroom discussion
Discuss the pros and cons of “Role creep” and “Evolving roles”
11/4/2011 112
114. The approach
Identify what needs to be done (e.g. major
assignment, tacks.)
Create a list of necessary roles for the project.
Identify the best resource/staff to serve in these roles.
Obtain resource commitments.
Create a list that includes the name and contact
information for each person serving in ach role, along
with the key responsibilities associated with each role.
Lecturer to discuss each point with class
11/4/2011 114
116. Remits and Boundaries
Roles have to be carefully managed(formally and
informally) to ensure project success
i.e. team members may have their roles and
responsibilities clearly defined on paper however in
reality weak leadership and/or team personalities can
affect the dynamics of a project team
Project management should watch out for individuals
who (most times subconsciously)tread on other
people's territories i.e. crosses boundaries and creep
into other people space. This could have a negative
effect on the success of the project or hamper progress
11/4/2011 116
117. Learning opportunity
Class discussion
Why would anyone creep into their team
members role/responsibilities when they have
their own work to get on with? Why does this
happen in the work place
11/4/2011 117
118. Project Success or Failure
A project can succeed or fail depending on the
character of the community formed by its members
i.e. the corporate or team culture
It is the members who contribute their effort and
time to realize the project's ideas and goals.
Accordingly, because the project members are so
important to the eventual success of the project, it
is important that the project manager clearly
establish the rules and guidelines determining
member participation, including their roles, and
articulate what they can expect from the project.
11/4/2011 118
119. Project Role Hierarchy
To effectively manage the different roles in a
project/organization, reporting lines must be
established and adhered to
Reporting lines are essential
Effective communication
Effective problem _solving and issue resolution
Progress monitoring
Lecturer to discuss each point with class
11/4/2011 119
120. Project people Network
Project sponsor
Project manager project board
E_ business consultant web developer database specialist
Graphics design
Marketing
Networking your people into a clear framework _
OBS, OC
Organization breakdown structure
Organization chart
11/4/2011 120
121. Learning opportunity
Scenarios
You've been giving the role of project coordinator to assist on a new
imitative and are facing the following problems three weeks into the job:-
The project manager (PM)does not invite you to key meetings and you feel
in the dark about project matters
The PM hogs all the work leaving you to do the filing only
PM is permanently stressed and this is reflecting badly on you because
people keep referring to you as the PM”s deputy and yet there is little or no
improvement in his over _ stretched schedule
You feel you are not adding any value
What do you think the problem could be? How would you tackle the above
to ensure a win _ win with the PM?
Classroom Exercise
11/4/2011 121
122. Homework
Write a report on the ff:-
The importance of clearly defined roles in
relation to project success covering approach
for effective “Role Management
Max . No. pages=5
11/4/2011 122
124. The project Administrator
This role is key to the smooth running of a project especially
where paperwork and data/information management are
concerned
The project manager is on board to:-
Coordinative the team
Solve problem
Make decision
Keep the client/board satisfied and
Ultimately deliver the product/service
With the above responsibilities, it is key project manager has the
right administrative support to stay focused ensuring an effective
and efficient delivery.
The administrative support role is kwon as the project
administrator
11/4/2011 124
125. Project Management Professional (PMP)
The project administrator role can be
described as the :-
Most junior PMP or
First rung on the PMP ladder
Entry level for novices
11/4/2011 125
126. Project Administrator-org. chart A
• Project manager
• Project coordinator
• Technical consultant
• Project admnistrator
• Technical team A
• Technical team B
• Technical team N
11/4/2011 126
127. Project Administrator Summary
The project administrator
This has general administrative
responsibilities, but may also require a focus on a
particular area, such as finance or human resources
administration.
The project administrator may provide support
to all people at the project, as determined by the
engagement lead.
Will need to have administrative
experience, excellent organisational and
communication skill and the ability to mange a
11/4/2011 127
diverse workload
128. Getting a job as a project Administrator
To become a project administrator, some knowledge of
projects of project management is ideal but not essential.
However, if the project is large, specialist and/or complex, an
experienced individual may be required.
Candidates with formal PM qualifications stand a higher
chance of success when applying for project admin. Roles
The essential qualities are:-
Excellent communication skills(spoken and written)
Accuracy, reliability and attention –to-detail
Conscientiousness and diligence
Excellent time management
A practical understanding of administration and organisation
11/4/2011 128
130. Programme Administrator
The programme Administrator is a more senior form of
the project Administrator. In this role, you are expected
to:-
Support multiple project managers
Work on multiple project plans
Facilitate monitoring and controlling of the programme
portfolio
Manage interdependencies (internal and external)
To be effective, you would usually work with one or more
project administrator to cope with the demands of the
programme.
11/4/2011 130
131. Programme Admin. –org. chart B
Programme manager
Programme coordinator
Programme administrator
Technical expert industry specialist.
11/4/2011 131
132. Programme Administrator Summary
The programme administrator handles day-to-day
functions and serves as the liaison between
contractors, architects, and program managers.
Outstanding organization and communication skill are
required for rapid feedback and issue resolution, helping to
keep projects on schedule and within budget.
Work as part of a team who get things done. You will be
assisting the project managers in this lager organization
preparing reports and documents, maintaining internal
records, and constantly meeting strict deadlines.
11/4/2011 132
133. prG Admin. – Key Responsibilities
Act as central information source by maintaining and
distributing project detail e.g. contact details/organization
charts and contractual details.
Provide administrative assistance to the project team (e.g.
workspace issues, equipment, facilities issues, and voicemail.
Research, compile, process and coordinate project data e.g.
data entry, report generation and work plans.
Prepare correspondence, reports, and high quality
presentations.
Handle extensive travel and accommodation arrangements
(including leases for housing and cars) and prepare itineraries
for analysts, consultants and executives on the engagement.
11/4/2011 133
134. prG Admin.- Specific responsibilities
Specific responsilities include assisting project mangers with all
aspects of project administration including, but not limited to:
Prepare and edit requests for proposals, and contracts
Prepare reports and spreadsheets
Types and distribute meeting minutes
Compile and update budget reports for projects
Maintain contact information and act as liaison between
owners, architects, and contractors
Review for approval purchase requests, invoices, and change
orders
Maintain project drawings and specification
Maintain all project files
11/4/2011 134
135. Person Specification
Essential
At least 1year office experience
• Outstanding organizational and administrative abilities
• Excellent written and verbal communication skills
• Able to priorities and manage multiple tasks
• Flexible, conscientious and team-oriented
• Strong computer skills, including proficiency in
Microsoft word, excel and power point
• Good sense of humor and eagerness to learn
11/4/2011 135
136. prG Admin.-Requirements
Requirements:
1. A solid team player.
2. Able to work well within different organizational
cultures.
3. Ability to be resourceful and multi-task.
4. Ability to work well independently and in a
virtual team environment.
5. Excellent written and oral communication skills
6. Advanced knowledge of outlook, word excel and
PowerPoint applications.
11/4/2011 136
137. prG Admin.-Qualifications
Must have five years administrative experience, with minimum one year
in the administration of design/construction contracts for
state, federal, and country governments.
Must have demonstrated consistent successful prior performance in
administration of small to larger size projects, base on project
performance including budget an schedule, client satisfaction, project
team satisfaction, and business unit expectations.
PMP certification is preferred but not required.
Must have demonstrated proficiency with project management
software as well as MS outlook, and internet explorer.
Experience with MS project, PowerPoint, and project is a plus, office
management experience is beneficial
11/4/2011 137
138. prG Admin.-job. Spec.
Title :programme Administrator
Department :programme
Reports to: promgramme
Location : London
Overall purpose of the job
The programme administrator post is an important role within
the UK programme department. Reporting to the programme
manager, the programme administrator will work closely with
the programme team to provide administrative support to
ORBIS UK,s programme department and volunteer
management portfolio. This is a new position, ideal for
someone who enjoys being part of a dynamic team and
managing a diverse workload.
11/4/2011 138
139. Cont…
Main responsibilities:
Provide day to day administrative support to the
programme team including photocopying, word processing
and data entry
Manage telephone calls, programme enquiries and visitors
Provide support during the recruitment process
Handing equipment and supplies orders
Filling all relevant and accurate information using in-house
project systems
Ensuring databases maintain accurate detail using in-house
project systems
Supporting programme management portfolio by:
11/4/2011 139
140. The project office(PO)
How does the project/Programme Administrator
role relate to the po?
11/4/2011 140
141. Project Admin and The PO
Project and prograM Administrators are sometimes based
in the project office (po).
This is prevalent on large, complex or multiple projects.
The project administrator will work with the po team i.e.
project/prograM office Manager, planners to facilitate
effective monitoring and control of the initiatives
Experience project/prograM Administrators with training in
PM methodologies and tools usually evolve into project
support officer (pso) or project office managers
11/4/2011 141
142. Homework
These two roles are sometime based in the
project office
Project manager project coordinator
Technical consultant
Project administrator
Technical team A
Technical team B
Technical team N
11/4/2011 142
143. The PSO(Project Support Officer)
RESPONSIBILITIES
The PSO will provides essential service to the members
of the project team.
The potholders will have experience of working with
multi-disciplinary teams, good communication and
organizational skills and a good general grounding in
project/ Programmes in IT environment.
You will also have excellent knowledge of MS office
e.g. word, excel, access and have the ability to write
clear, concise reports, minutes and documents.
Attention to detail is essential as is an understanding of
project management terminology, ideally prince 2
11/4/2011 143
144. Homework
Write a report on the ff:-
The roles of a project and programme
administrators and how , in your opinion, these
roles facilitate project success
Max . No Pages =5
11/4/2011 144
146. At the end of this session:
You should have an appreciation of:
The technical consultant role and how it fit into
the project management framework
The relevance/ importance of the technical
consultant where project are concerned
The job description of a technical consultant
The hallmarks of a technical consultant
11/4/2011 146
147. The Technical Consultant
Project manager
Project coordinator
Technical consultant
Project administrator
Technical team A
Technical team B
Technical team N
11/4/2011 147
148. Why do we need a TC?
Project span across all industries and areas of specialism.
For this reason, project managers are needed to deliver
these initiatives on time to budget and quality standards
irrespective of their technical orientation or lack of it.
Project managers with the right experience and skills- set
should be able to deliver any initiative whether they are
technically inclined w.r.t to the project or unfamiliar with
the industry.
Where a project manager does not have prior technical or
industry experience on board to provide guidance and
expertise in this respect.
11/4/2011 148
149. Hallmarks of a TC
A Tc is a technical specialist in a particular field or
industry e.g. construction, oil and gas, information
technology who can be described using the
following phrases…
“Risen through the rank”
“cream of the crop”
“been there done that”
See the chart on the next slide
Classroom discussion(10mins.)
11/4/2011 149
150. Career Progression –Ogr Chart Examples
• Information technology career progression
Technical project manager
Team leader
Technical architect
Analyst
Junior analyst
Building –career progression
Site manager
Site supervisor
Foreman
Plasterer /decorator
Labourer
Classroom discussion (10mins.)
11/4/2011 150
151. Importance of the TC role
This role is key to the project manger's success
in the following ways:-
The TC responsibilities in summary are:-
Deputy and advisor (on technical matters)to the
project manager
Assists with recruiting and coordinating the
technical team
Involved in the quality assurance of the technical
aspects of the project
11/4/2011 151
152. The TC”s Scope
1. Reporting to the project manager
2. Coordinating the technical the team
3. E.t.c.
Project manager
Project coordinator
Technical consultant
Project administration
Technical team A
Technical team B
Technical team N
11/4/2011 152
153. A true expert
The TC is an expert because he /she has…
Started from the most junior role of the area of specialism
and risen to the top and therefore “seen it all”
Worked with related specialist on various projects and
understands the interrelationships between the technical
roles
Progressed up the specialist ladder and posses a deep
understanding of the potential problems, risks and
challenges and how to overcome them
An overview and in-depth knowledge in the area of
specialism or industry
11/4/2011 153
154. Learning Opportunity
Lecturer to discuss the 2 sample job
descriptions in detail with the class
11/4/2011 154
155. Homework
Write a report on :-
The importance of the technical consultant
role in relation to industry success where
projects are concerned
Max. No. Pages= 5
11/4/2011 155
157. At the end of this session:
You should have an appreciation of:
The project coordinator role and how it fits
into the project management framework
The relevance/importance of the project
coordinator role i.e. to ensure project success
The job description of a project coordinator
The hallmarks of a project coordinator
11/4/2011 157
158. Project coordinator
A PC can be described as a project manager's deputy
To qualify for this role, individuals should have:-
Experience the full lifecycle of at least one project office
personnel
Posses the core skills of a project manager such as
leadership, team-building, people management, time
management e.tc.
Though the project manager is ultimately accountable for
the project, the project coordinator is responsible for the
smooth running of the project and helps the project
manager attain success
See the chart on the next slide
Classroom discussion(10mins.)
11/4/2011 158
159. The project coordinator –org. chart
1. Reporting to the project manager
2. Coordinating the entire team.
Project manager
Project coordinator
Technical consultant
Project administrator
Technical team A
Technical B
Technical N
11/4/2011 159
160. Importance of the PC role
Project Facts
The project manager role in any industry can be a quite
a challenging one. This is true because even project unique
and will have unforeseen problems and “unknown”
aspects. This require the PM to be proactive and solution
driven it all times
Successfully delivering a project of considerable size
requires a varied team of individuals and each individual
join the team with their peculiar personalities therefore it
can be quite a job managing the team
(motivation, effective communication e.t.c} and in addition
to this managing time, budget, quality e.t.c
11/4/2011 160
161. Project Coordinator Hallmarks
A PC can be described using the following phrases…
Thoroughly understands PM concepts and methods
Has “Effective leader”
People person
Team player
Planning specialist
Has “PM potential”
11/4/2011 161
162. Career progression-Org Chart Examples
Career progression Examples 1
Project coordinator
Programme planner
Project planner
Jnr. Project planner
Project administrator
Career progression example 2
Project coordinator
Programme office coordinator
Project office analyst
Project planner
Project office administrator
11/4/2011 162
163. Why do we need a PC?
Manager projects can be very demanding and
stressful hence the need for a deputy to carry out the
secondary tasks whilst the PM focuses on his/her
primary responsibilities.
These primary responsibilities include:-
Decision-making
Meeting with the board/client
Authorizing Expenditure
Resource management
The above must be performed by the project
manager and cannot be delegated to anyone else.
11/4/2011 163
164. Why do we need a PC(2)?
However, secondary tasks such as:-
Preparing presentations and other project reports
Analysing the project plan for deviations
Reviewing the issues, risk and change logs
Analyzing CVs and preliminary interviewing
Can be performed in full or part by the PC giving the
PM more time to effectively and efficiently perform
the primary non-transferable tasks.
The PMs efforts should be focused on the core
aspects of managing the project to ensure success 164
11/4/2011
165. PC Responsibilities
The PC responsibilities in summary are:-
Deputy and advisor(on project and people matters)to the
project manager
Assists with recruiting the project team i.e PMPs
Assists with coordinating the entire team(PMPs and
technical/specialist)
Involved in careful management of the project plan
Attends certain project meetings (e.g. supplier
meetings, sub-project team meeting e.t.c)on the PMs behalf
A human early-warning –system … informs the PM of
unrecorded issues, risk, grievance gleaned from the
“grapevine”
11/4/2011 165
167. Homework
Report objective:-
Compare the role of a project coordinator
and project administrator highlighting
similarities and differences
Max. No Pages = 5
11/4/2011 167
168. Assisting the PM
The PC is in a position to assist the project manager
because he/she has…
Started from the most junior PMp role ,has shadowed a
number of project managers and learnt from them
Worked on various projects, understands the uniqueness
of projects and how to achieve project success
Practical understanding of project planning
Working knowledge of project control and monitoring
methods/ eyetems
11/4/2011 168
170. Homework
Report objective:-
Compare the role of a project coordinator and
project administrator highlighting similarities
and different
Max. No Pages=5
11/4/2011 170
172. At the end of this session:
You should have an appreciation of:
The Research Analyst role and how it fits into
the project management framework
The relevance/importance of the Research
Analyst where project are concerned
Where project description of a Research
Analyst
The hallmarks of a Research Analyst
11/4/2011 172
173. Who is a Research Analyst?
An individual expert at gathering, synthesizing
and compiling data into useful information for
decision-making
This individual is on a mission to "seek and
find”
11/4/2011 173
174. Why do we need a RA?
The RA or Research Team assists the entire project with finding
“SMART” information i.e. facts and figures
Specific
Measurable
Accurate
Reliable/relevant
Timely
The research Analyst feeds useful information to the team which
can be further analyzed by senior management and used for decision
–making
This resource is used especial where tendering is concerned i.e.
consultancies analyze vast amounts of information to formulate the
best solution to win project bids/ clients
11/4/2011 174
175. RA cont…
Whilst the project manager concentrates on…
Managing people(the team, clients, suppliers)etc
Problem –solving and decision-making
Communication activities
The Research Analyst is on point to ”fact -find”
without interruptions.
Having a dedicated RA role is key to ensuring the
quality of data/information especially when running a
project management consultancy.
11/4/2011 175
176. Research Skills and Projects
Aside from normal project operations, it is
ideal to ensure you have effective research
analysis capabilities on the team either in the
form of a dedicated role or across the team.
The RA role could also be a joint one i.e.
Technical consultant /Research Analyst or
Project coordinator/Research Analyst
See org. chart on the next slide
11/4/2011 176
177. The Research Analyst
Project manager
Project coordinator (Research Analyst)
Technical consultant(Research Analyst)
Project administrator
Technical team A
Technical team B
Technical N
11/4/2011 177
178. RA job Description - Summary
Apart from information gathering i.e. facts and
figures, the RA is expected to
Assist with problem –solving i.e. presenting possible
solutions to problems faced on the project.
Have a good understanding of the project objective and
the ability to think out-of-the-box
It is essential you recruit an individual with the right
project / technical experience to be in a position to
effectively perform the RA role and support the project
team
11/4/2011 178
179. Hallmarks of an effective RA
In addition to research skills, a RA should have/fit
the following qualities/phrases:-
Meticulous
Detailed
Accurate
Time conscious
Think-out-the-box
Solution-driven
Classroom discussion(15mins.)
11/4/2011 179
180. A RA is expected to…
Work from a sketchy outline/request
Have meeting with key staff to understand the
Research request/ information requirement or
problem
Perform thorough searches using:-
Multiple search engines to obtain a wide amount of information/search results
Other source of information such as library, archives etc.
Compare information and present most reliable picture
Read through vast amounts of information, perform
analyses and make conclusions
11/4/2011 180
181. Sources of information
The main source of information today is the INTERNET
WHY?
Easy access
Non-location specific-can work from home
Save printing reams of paper
Easy processing –copy and paste information into your
report tool
Accurate data from company and government websites
Saves money
11/4/2011 181
182. Importance of the RA role
10 reasons the RA role is essential to project
success
Classroom Exercise
11/4/2011 182
183. Project Management Professionals
“research Analysis” is key skill which every
project management personnel/ professional
should possess
Every project manager is expected to have good
research skills even when he/she has a dedicated
RA on board.
Classroom discussion (10mins)
11/4/2011 183
184. Research lifecycle -outline
Request
Information requirement research request
Understand request have clarification meeting
where required
Plant the research task
Report
produce and publish research report
Synthesis and consultant
Commence research
11/4/2011 184
188. Session Objective:
You should already have an appreciation of the
project manager's role from the e-learning and
standard certificate PM modules.
This module serves as a refresher and a
method of confirming your understanding of
the project manager role
The lecturer will question the class throughout
the session to test the student understanding of
this role.
11/4/2011 188
189. Who is a project Manager?
The individual accountable for the successful delivery of a
project(usually from inception to completion).
Simply a clever juggler of time
money, people, requests/requirements to meet an objective etc
Other Definitions
Agent responsible for managing the process of change
Oversees the development of a new product
Is fully responsible for a product
Classroom Exercise:
Each student should, in their own words, give a unique
definition of the term “project manager”
15mins
11/4/2011 189
190. The project manager-org. chart
Project manager
Project coordinator
Technical consultant
Project administrator
Technical team A
Technical team B
Technical N
11/4/2011 190
191. Why are project manager needed
To turn the client's dream into reality
Single accountability
Learning ship-no matter how highly experience or technically
sophisticated the team still needs a leader for coherence and
symphony
Provide direction to team of expert
Single point of contact between client/senior management and
team.
Effective use of resource- in and out approach
Work out project requirements –effort, resource, timescales
Allow the business champions carry on with business as usual
Allow ideas-generators to get on with development of other ideas
11/4/2011 191
192. Project Manager –Job Description
Experience of
Defining & scoping a project
Planning activities
Managing resources
Co-ordination
Issue, risk and change management
Reporting to senior management(and all level)
Excellent communications skill (oral & written)
Excellent presentation & documentation skills
PM/ planning s/w user – MS project 2000/2
Methodology –PRINCE2
Class to fill in the blanks
11/4/2011 192
193. How do project management operate?
Full understanding of objective
(thinking clearly on one's feet)
Attention to detail
Don't blow over email, read through carefully and respond
straightaway
A sense of urgency
Proactive communication & problem solving (nick the
problems in the bud)
With a methodology
A guide from the start to the end
Full of facts
11/4/2011 193
194. A Project Manager's Personality
Excellent leader
Negotiator (turns impossibilities into possibilities)
Good judgment (premised on SMART information)
Fair – listens to both (all) sides
Organised (structured and in control)
Team builder (focus on team synergy)
Great communicator – spoken written body language etc
People skills-at all level i.e. client ,senior
management, peers, team…etc
Instills confidence – can do and does do attitude
11/4/2011 194
195. The “Organised” Project Manager
Operates with a project file & project book
A categorized record of the project documentation IN
PLACE
Your note and observation IN ONE PLACE
Other medium:
In addition to manual records and electrons
devices, computer or web- based systems can be used to
log and manage project information, events etc. examples
include:-
PDAs
Bespoke in – house project systems, MS outlook
Online project solution etc
11/4/2011 195
196. The mindset for delivery
Every project manager is expected to think on
his/her feet at all times proactively with a
problem – solving and tracking attitude.
Classroom discussion
What else is required for successful delivery?
11/4/2011 196
197. Homework
Report objective:-
Compare the role of a project manager and
general manager highlighting similarties and
differences.
Max. No. Pages = 5
11/4/2011 197
199. At the end of this session:
You should have an appreciation of the key PM
concepts i.e.
1.Project definition
2.Project strategy & work breakdown structure
3. Project management methodologies
4.PM software tools
5. Project control
6. Project success
11/4/2011 199
201. Project Definition
A project definition describes exactly the
common understanding, its extent and
nature, among the key people involved in a
project.
The definition provides a foundation upon which
successful project are built.
In many cases a definition serves as a sort of
contract between the parties participating in
a project, clearly stating expectation for
project time, resource
11/4/2011 201
202. Who develops a project Definition?
A project manager drafts a project
definition, but its development is a team effort.
The definition is an agreement among key
participants in a project, and must have input
from all of those participants.
11/4/2011 202
203. What kinds of projects need a
project definition?
All projects need to go through the definition
process. Lack of a definition leads to unclear and
ambiguous goals, confusion
,misunderstanding, and poor communication.
Failure to formalise and document
scope, goals, and expectations puts a project at
risk before it even beings.
11/4/2011 203
204. Getting Started
To get started with the project definition
process, the project manager needs to
understand and be able to communicate the
following information to
sponsors, customers, management prospective
team members (much of this information will be
derived from the project manager's interaction
with these same people)
11/4/2011 204
205. Project Definition Template Form
A project definition template is available to help get
your project started. The process of completing this
template is intended to raise questions that will
require effort to find the answers. The more
complete the answers the better the project
definition.
See the attached.
Class exercise: using the attached project definition
template produce a project definition for the
ongoing JCH project
11/4/2011 205
206. 2. Project Strategy &
Work breakdown
Structures
a) Strategy (clear and structure)
b) Breakdown structures
11/4/2011 206
209. Project Strategy (2)
The 6 key question forms the basis for most
project documentation
Answering these question ensure all area are
assessed and addressed objectively
Facilitates clarity of thought and feasibility
Facilitates communication of the project's
importance to stakeholders
Basis for working out the project benefits
Guarantees a more successful outcome
11/4/2011 209
210. Project Strategy - Example
6 key questions
What: become a project manager
Why: professional development and higher
remuneration
How: attend a training course & gain work experience
When: march 2003
Who: expertprojectmanager.com
Where: united kingdom
PM TIP –thinking it through before stepping forward
11/4/2011 210
211. Breakdown Structures
Successfully getting to the end point by design and not accident
Can –do attitude – I can do all things
The art of chunking for easier assimilation i.e.
Disintegrating and de-categorization
Categorization and re- integrating
Enabling effective delegation
And perfecting then consolidating for success
The sum of the parts makes the whole – sanity check
Grouping into similar themes-creating order
Ensuring all parts are covered – completeness check
Every aspect has a home = “no lost action”
11/4/2011 211
212. Why Breakdown Structures?
See the trees from the forest
Motivation to act and deliver
Eases delegation, scheduling and cating
Counters project failure
Chaos
Crisis
Confusion
Fear (being overwhelmed)
Street map – code of recognition
Effective control & monitoring
Identifying and solving problems
Manager dependencies
11/4/2011 212
213. Breakdown Structure-
Success by design
Used to form the basis for
Writing project documents
Producing plans
Project breakdown i.e. for scoping
Producing budgets
Preparing agendas
Designing workshops
And so on………..
11/4/2011 213
214. Breakdown Structures-
Techniques
Bottom –up design
Starting with the objective,
Brainstorm activities and then order logically
top down
Chunk the project work into smaller
sections/departments/area
Further chunk to the lowest level of details (task)
11/4/2011 214
215. Breakdown Structures – how?
Bottom-up
Brainstorming- listing out activities required with people involved
No missing components
Group according to common thread/theme i.e. dept. location.etc
Create a skeleton and hang the pieces
Does it all add up?
Top down
Analyze the objective
Create logical homes
1st level compartments
De- compartmentalization
11/4/2011 215
216. Breakdown Structure
Class exercise:
Produce a work breakdown structure for the
ongoing JCH project
11/4/2011 216
218. Project Management
Project management is a carefully planned and organized
effort to accomplish a specific (and usually) one-time
effort, for example, construct a building or implement a new
computer system.
Project management includes developing a project
plan, which includes defining project goals and
objectives, specifying tasks or how goals will be
achieved, what resources are need, and associating budgets
and timelines for completion.
It also includes implementing the project plan, along with
careful controls to stay on the “critical path” that is, to
ensure the plan is being manager according to plan.
11/4/2011 218
219. Project Management
Methodologies 1
Modern thinking leads systems developers to have
a plan of their project, so that various phases can be
identified and dealt with in an orderly and effective
manner.
Methodologies have been developed to effect
orderly delivery in the systems world and beyond
i.e. where projects are concerned
There has been written criticism in the I.S literature
stating planning is stifling innovative project work.
11/4/2011 219
220. Project Management
Methodologies 2
PM theory (and practice) does not agree with
the above as planning is a key PM technique for
successful delivery.
The innovation and delivery teams should
work hands in hand to delivery innovative
solution/projects on time. This is usually
achieve through the use on an appropriate
methodology(technical and/or PM)
11/4/2011 220
221. PM Methodologies cont…
This section covers a number of “methodologies”
for delivery projects.
Some are developed “in-house” by companies
for their own environment and are considered to
be commercial-in-confidence releasing little
information into the public domain. Others are
developed commercially and require a license fee
before more information is released.
Each methodologies will be discussed to highlight
the similarities and reinforce the benefits of
organized project delivery.
11/4/2011 221
222. prompt
Project Resource organization management & planning
technical
A project management framework develop originally
by the central computing and telecommunications
Agency(CCTA- the civil service technical branch)in
response to an outcry that computer projects were
over-running on time estimated for completion and
initial budgets are set in the feasibility study. Factors of
double, treble and even ten-times were experienced.
PROMPT was an attempt to set down guideline for the
stage flow through a computer project as follows:
11/4/2011 222
223. Cont….
Feasibility Study- to determine whether the project should be
done/can be done/will work if it is done.
Initial Stage- where the project organization is set up.
Specification stage- in which the user specification was detailed.
Design Stage- where the logical and from this the physical design of
the computer system was designed in detail
Development Stage- the system is built and tested.
Installation Stage- the user accepts (hopefully) a working system.
Operation Stage-when the system is tuned for the work in hand.
This led on to the development of PRINCE
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224. PRINCE
Project IN controlled Environments:
Produced in 1989 by the central computing and
Telecommunications Agency (CCTA) a government agency for
the development and implementation of IS/IT projects.
The main features are:
A defined management structure.
A system of plans for resourcing and technical issues
A set of control procedures
A focus on products-deliverable to the customer and
project deliverables for the management of the project.
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225. PRINCE cont….
Business assurance co-ordinator known as the BAC whose function is to
monitor that the project is in line with the business mission of the
company, and to report back at progress meetings. This assures that the
project stays in the best interests of the company and other work in other
projects.
Technical Assurance co-ordinator who monitors the technical aspects of
the project and assures that it does not get into technical difficulties.
User Assurance co-ordinaor who represents the eventual user. Notice
that this is done all through the project and not left (as in days gone by)
to the last minute after software has been developed and hardware
purchased.
All in all a sensible and workable syetem
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226. PRINCE cont(2)…
However the PRINCE methodologies developed a
reputation as being too unwieldy too rigid and
applicable only to large projects. In our
experience this method can and should be
adapted to the company culture and project in
hand, and has been used on a variety of project
right down to single person projects. It can work
to the great advantage of managing a project. But
equally people can misuse it to draw opposite
conclusions. It is true that a few determined
people can persuade the majority away from
PRINCE
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227. Useful web site for PRINCE
http://www.ccta.gov.uk/prince.htm{PRINCE 2}
http://www.pug.mcmail.com/index.htm{PRINCE
users’ Group}
http://www.prince2.com{covers PRINCE 2}
http://www.apmgroup.co.uk
http://.bcs.org.uk/siggroup/sg47.htm{PROMS-G}
http://www.pmi.org/
http://www.noggon.com/p2
http://www.spoce.com
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228. IDEAL
Initiation
1. Set context
2. Build sponsorship/support
3. Character infrastructure
Diagnostics
1.Characteris current and desired states
2.Develop recommendations
Establishing
1.Set priorities
2deveiop approach
3.Plan actions
Action
1.Create solution
2.Pilot and test solution
3.Refine solution
4.Improve solution
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229. BPMM
BATES project Management Methodology
5 major planning steps as follows:
Project charter
WBS(work Breakdown structure)
Work package plan
Project schedule
Project budget
Web site : http:/www.bates.ca/
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230. Prodigy
Prescribing RatiOnally with Decision-support in General
practice studY
Relating to the Nation Health Service and medical
industry. Project management group consist of who are
responsible for strategy
Project manger
Project team leader
PMO from the NHS Executive
Branch head from NHS Executive
SMO from NHS Executive
Branch head from NHS Executive
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231. 5 STEPS
5 steps To Ensure Project Success
5- STEP is a structure methodology designed to assist individual
project teams deliver the project on time within budget. The focus
is on developing a realistic schedule for a project and then
managing it.
Each step must be validate by all participants before moving to the
next step.
The 5 step must be executed sequentially in this order:
Organize the project
Structure the process model
Set reasonable objectives
Gain commitment.
Manage the project.
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232. SUPRA
The framework for SUPRA is similar to PRINCE
and consists of the following:
Project organization structure –which is broken
down into:
Overall project level
Work package level
Technical plan.
Project monitoring and control.
Quality assurance. Document management.
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233. Impoverished Leader (low task, low
relationship)
A leader who uses a “delegate and disappear” management style.
Since they are not committed to either task accomplishment or
maintenance they essentially allow their team to do whatever it wishes
and prefer to detach themselves from the team process by allowing the
team to suffer from a series of power struggles.
The most desirable place for a leader to be along the two axes at most
times would be a 9 on task and a 9 on people- the team leader
. However , do not entirely dismiss the other three. Certain situation
might call for one of the other three to be used at times. For example
, by playing the impoverished leader, you allow your team to gain self-
reliance. Be an authoritarian leader to instill a sense of discipline in an
unmotivated worker. By carefully studying the situation and the force
affecting it, you will know at what points along the axes you need to be
order to achieve the desired result.
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235. Styles of leadership
There are ways to lead and every leader has his or her own style. Some
of the more common styles include
autocratic, bureaucratic, democratic, and laisssez-faire.
In the pas several decades, management experts have undergone a
revolution in how they define leadership and what their attitudes are
toward creative, participative approach. Somewhere along the line , it
was determined that not everything old was bad and not everything new
was good. Rather, different styles were needed for different situations
and each leader needed to know when to exhibit a particular approach.
Four of the most basic leader styles are:
Autocratic
Bureaucratic
Laissez-faire
democratic
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236. Autocratic Leadership Style
This is often considered the classical approach. It is one in
which the manager retains as much power and decision-
making authority as possible. The manager does not
consult employees, nor are they allowed to give any input.
Employees are expected to obey orders without receiving
any explanations. The motivation environment is produced
by creating a structured set of rewards and punishments.
This leadership style has been greatly criticized during the
past 30 years. Some studies say that organizations with
many autocratic leaders have higher turnover and
absenteeism than other organizations. Certainly Gen X
employees have proven to be highly resistant to this
management style.
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237. Autocratic Leader Style - 2
These studies say that autocratic leader:
Rely on threats and punishment to influence employees
Do not trust employees
Do not allow for employee input
Yet, autocratic leadership is not all bad. Sometimes it is the
most effective style to use.
These situations can include: new, untrained employees
who do not know which tasks to perform or which
procedures to follow
Effective supervision can be provided only through detailed
orders and instructions
Employees do not respond to any other leadership style
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238. Autocratic Leader Style -3
There are high- volume production needs on a basis
There is limited time in which to make a decision
A manager's power is challenged by an employee
The area was poorly managed
Work needs to be coordinated with another department or organization
The autocratic leadership style should not be used when:
Employees become tense, fearful, or resentful
Employees expect to have their opinions heard
Employees begin depending on their manager to make all their
decisions
There is low employee morale, high turnover and absenteeism and
work stoppage
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239. Bureaucratic Leadership Style
Bureaucratic leadership is where the manager “by the book”
everything must be done according to procedure or policy. If it isn't
covered by the book, the manager refers to the next level above him or
her.
This manager is really more of a police officer than a leader: he or she
enforces the rules.
This style can be effective when:
Employees are performing routine tasks over and over.
Employees need to understand certain standards or procedures.
Employees are working with dangerous or delicate equipment that
requires a definite set of procedures to operate.
Safety or security training is being conducted.
Employees are performing tasks that required handling cash.
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240. Democratic Leader Style
The democratic leadership style is also called the
participative style as it encourages employees to be a
part of the decision making. The democratic manager
keeps his or her employees informed about everything
that affects their work and shares decision making and
problem solving responsibilities. This style requires the
leader to be a coach who has the final say, but gathers
information from staff members before making a
decision.
Democratic leadership can produce high quality and high
quantity work for long periods of time. Many employees
like the trust they receive and respond with
cooperation, team spirit, and high morale.
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241. At the end this session:
You should have an appreciation of:
The definition of a Programme
The definition of Programme Management
Relationship between Projects and Programmes
The difference between Project and Programmme Management
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242. Project Hierarchy
Is my project the be-all and end-all of the company?
No
Normally part of a programme
or corporate initiatives portfolio
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243. What is a Project
A group of activities to bring about change
or create a new product/service
Attributes
Finite define life span
Defined and measurable benefits
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244. What is a Programme
A programme is a porfolio a co-ordinated way
so to achieve a sect of defined business
business objectives
Programme- porfolio of projects
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245. What is Programme
Management?
Programme management is the planning, co-
ordination and overseeing of a porfolio of projects with
a common theme.
Common Theme: Same delivery date, Same
product, Same Technical Environment, Same Industry.
11/4/2011 245
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