Your open gate to International Accreditation Your open gate to International Accreditation Your open gate to International Accreditation Your open gate to International Accreditation

Mehdi MahfoudMehdi Mahfoud

� IPPM (1) Principles & ConceptsPM principles & Definitions, PLC, Project types, PM

elements, PM thinking

� IPPM (2) Managing projects� IPPM (2) Managing projectsInitiation, Planning, Implementation, Close out, follow

up, PM Methodologies, Risk management, Quality Management, Stakeholders Management.

� IPPM (3) PM Attitude & Personality PM Leadership, Emotional intelligence, Strategic

thinking, communication skills, Team building techniques

� Husband & Wife (Don’t worry love is there!)

� Risk never sleeps,,, watch � Risk never sleeps,,, watch your back!

� “Anything that can go wrong, will go wrong”

Murphy’s Law

TimeTime

CostCost QualityQuality

Information systemInformation system

MaintainabilityMaintainability

Reliability Reliability

ValidityValidity

InformationInformation -- quality usequality use

BenefitsBenefits -- OrganisationalOrganisational

Improved efficiencyImproved efficiency

Improved effectivenessImproved effectiveness

Increased profitsIncreased profits

Strategic goalsStrategic goals

Organisational learningOrganisational learning

BenefitsBenefits -- StakeholdersStakeholders

Satisfied usersSatisfied users

Social & Environmental ImpactSocial & Environmental Impact

Personal developmentPersonal development

Contractors profitsContractors profits

Capital suppliersCapital suppliers

Content project teamContent project team

Economic impact on surrounding communityEconomic impact on surrounding community

Source: R. Atkinson Source: R. Atkinson 19991999, in , in CammackCammack, MSc, , MSc, 20072007

Project Output:Input:

ConstraintsFinancial, legal,ethical, environmental,Logic, activation, time, quality, indirect effects

Project Output:Satisfied need

Input:Want / need

Mechanisms:People, Knowledge & expertiseCapital, tools & techniquestechnology

Cammack.I. 2007,Maylor 2003 p.26

People

�Leadership�Management�Influence

Definition

�Objectives�Scope

Attitudes

�Vision�Commitment

�Support

Internal to Organisation

Sponsorship

�Benefit�Schedule�Urgency

Context

�Political�Socio-Economic�Environment

Influence

PROJECT DRIVERS

Organisation

�Strategy�Roles

�Resources

Systems

�Planning�Control�Quality

Pressures Resistance

External to Organisation

Turner 1999 p.70 in Cammack, MSc, 2007

Project definition:

What to do?What are the targets?

Risk assessment:

How can things go wrong?

Business case:

Why do it?

Staffing and organization

With whom to do it?

• What is the objective?

• What are prerequisites?

Define the projectCheck strategic

alignment

• What is the company

strategy in related areas?

Specify project targets

• What are measurable and

verifiable business targets • What are prerequisites?

• What is the impact on

business processes?

• What are IT implications?

• What are key phases?

strategy in related areas?

• Has the contribution of the

project to reaching

strategic targets been

defined?

verifiable business targets

of the project?

• When will they be

achieved?

Question Check list

What is the overall objective of the project?

• Business problems/opportunities addressed by the initiative are identified?

• Business objectives are identified?• Other alternatives are considered in terms of

costs, benefits, and risks?

• Dependencies on the other ongoing projects are identified?

• Information/data requirements to support

�

What are the nuts and bolts for project success?

What are project implications on business processes?

• Information/data requirements to support the project are available?

• The project can be realized with existing processes/IT applications?

• The project can be realized with existing resources/skills?

• All processes related to the project have been considered?

• Change of the business processes has been defined with sufficient detail?

• New business processes are realistic and consistent?

Question Check list

What are project implications for IT infrastructure?

• Have all IT applications related to the project been considered?

• Has the IT development been planned in sufficient detail for all applications in

�

What are key phases of the project?

Is the project aligned with overall strategy?

sufficient detail for all applications in question?

• Have all the interfaces been considered?

• Is there an analysis phase (if required*)?• Does the project have a clear end product?

• Has strategy in the related areas been considered?

• Has the project’s contribution to reaching strategic targets been defined?

�To be discussed in small groups first, then in class plenum:

� Remember the last project you have been involved in at your organization:

� 1. Go through the checklist and discuss how this project has been defined and which areas have been missing: � - What was the overall objective of the project? � - What were prerequisites for the project success?� - What were prerequisites for the project success?� - What were expected project implications on business processes?� - What were project implications for IT infrastructure?� - Was the project aligned with overall strategy? � - What were key phases of the project?

� 2. if not, What was the reasons that created an unclear definition of your project?

� 3. How could these reasons of unclear project definition be addressed for future projects?