project management slides 1049

7/31/2019 Project Management Slides 1049

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PROJECT MANAGEMENT

PROF HEATHER NEL

DIRECTOR: RAYMONDMHLABA INSTITUTE OFPUBLIC ADMINISTRATION ANDLEADERSHIP

[email protected]

041-5042263 (tel/fax)
mailto:[email protected]:[email protected]


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PROJECT DEFINED Any undertaking with a defined starting point

and specific objectives by which completionis identified (PMBOK)

Any series of activities which has specificobjectives, defined start and end dates andwhich must be completed within certainconstraints (Kerzner)

A non-routine, non-repetitive, once-offundertaking (Burton & Michael)

A complex effort to achieve a specificobjective within a schedule and budget target,which typically is unique, and is usually not

repetitive within the organisation (Knutzon &Bitz)


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PROJECTS VS ROUTINEOPERATIONS

Uniqueness: project is undertaken toproduce a unique product or purpose thatcannot be achieved through routine

operations Non-repetitive: project is undertaken to

achieve a purpose or product followingwhich it is deemed complete and not

repeated on a continuous basis Examples: Building a house, bridge or

road versus processing pensionapplications; Developing a marketing plan

versus manufacturing cars


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POLICY,PROGRAMME,PROJECT

POLICY: Overall objectives of thegovernment; nationally applicable; macro-focus

PROGRAMME: Designed to give effectto/implement/deliver policy; comprises anumber of interrelated and interdependentprojects; meso-focus

PROJECT: Designed to give effect tobroader programme; micro-focus; fourmajor constraints: time, cost,quality/performance, and scope


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PROGRAMMES AND PROJECTS

VARIOUS AIDS AWARENESS SUB-PROJECTS

IN THE GAUTENG PROVINCE

GAUTENG AIDS AWARENESS PROJECT EASTERN CAPE

AIDS AWARENESS PROJECT

NATIONAL AIDS AWARENESS PROGRAMME


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DEVELOPMENT PROJECTS

Job creationLabour-intensive technology

Sustainability of project benefits

High impact on community

Community participation

Empowerment and capacity-building

Provision of basic needs

Economic and political viability

Visibility


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PROJECT MANAGEMENT

Scopemanagement

Integrationmanagement

Costmanagement

Qualitymanagement

Humanresourcemanagement

Communicationmanagement

Riskmanagement

Procurementmanagement

Timemanagement


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PROJECT MANAGEMENT CYCLE

PROJECT PLANNING: Identification,formulation, business plan, projectscope statement, preparation andfeasibility analysis

PROJECT IMPLEMENTATION:Allocating responsibilities, workbreakdown structure, establishing

time schedules, resource scheduling,monitoring and control

PROJECT EVALUATION: Identifypolicy objectives, key performance

indicators, collect data, compare data


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PROJECT PLANNING

Sources of projectideas

Need forcommunity

participation Objective tree

technique

Writing a project

scope statement Business plan and

logical frameworkanalysis


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BUSINESS PLANS

ARE A FOCUS ON WHAT NEEDS TOBE DONE

CAN IDENTIFY THE NECESSARY

RESOURCESPROVIDE A PLAN OF HOW TO MEET

THE NEEDS OF THE COMMUNITY/

CLIENTLINK THE PROJECT TO THE BUDGET

OF THE ORGANISATION


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WRITING BUSINESS PLANS

PLAN BEFORE YOU WRITEWHO IS THE AUDIENCE?

WHAT DO YOU NEED TO SAY?USE A PRO-FORMA AS A GUIDE

KEEP IT SIMPLE

MAKE IT COMPLETEMINIMISE REDUNDANCY


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COMPONENTS OF ABUSINESS PLAN

1. DETAILS OF EXECUTING AGENCY ANDPROJECT MANAGER

2. PROJECT SUMMARY

3. PROJECT BUDGET4. PROJECT JUSTIFICATION

5. PROJECT STRATEGY

6. TARGETED BENEFICIARIES

7. EXPECTED RESULTS

8. PROJECT WORK PLAN

9. PROJECT OUTCOMES

10. PROJECT ACTIVITIES/OUTPUTS


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PROJECT SCOPEMANAGEMENT

PROJECT SCOPE: the work that mustbe done to deliver a product or servicewithin the specified features andfunctions

OUTPUT: a written scope statementthat subdivides the project into smaller,more manageable components

OUTCOME: clear assignment ofresponsibilities and improved controland performance measurement

TECHNIQUE: Work Breakdown

Structure


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PROJECT SCOPESTATEMENT

1) Project justification the business needthat the project was undertaken to address

2) Project product a brief summary of theproduct/service to be provided

3) Project deliverables a list of the sub-products whose satisfactory delivery marksthe completion of the project

4) Project objectives quantifiable criteriathat must be met for the project to besuccessful and must include time, cost andquality measures (also called KPIs)


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WORK BREAKDOWNSTRUCTURE

Breaks project downinto manageablechunks

Breakdown continuedto level of projectactivity package (PAP)

PAP can be assigned

to one individual Average project has

about 3 to 4 levels

Level 1: overall project


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PROJECT SCHEDULING

Comprises the ordering of activitiesrequired to ensure timely completion ofproject

What must be done? Activity definition,activity sequencing, activity durationestimating, schedule development andschedule control

How? Bar/Gantt charts or networks(PERT, CPM, Precedence, Activity-on-Arrow, Activity-on-Node)

PROJECT RESOURCE


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PROJECT RESOURCEMANAGEMENT

Planning, allocating and schedulingresources to tasks

What must be done? Resource smoothing(ie ensure smooth demand of resourcesover life cycle of project

How? Deal with resource under- andoverloads:

1) Schedule resources to critical activities

first2) Make time-cost-quality trade-offs

3) Work overtime or shifts

4) Train staff or maintain equipment during

slack times


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PROJECT COSTMANAGEMENT

Includes the processes required to ensurethat project is completed within approvedbudget

1) Resource planning determining what

resources and what quantities thereof arerequired to perform project activities

2) Cost estimating developing anapproximation of costs of required

resources3) Cost budgeting allocating overall cost

estimate to individual work items

4) Cost control controlling changes to theproject budget


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PROJECT RISKMANAGEMENT

1) Risk identification

determining whichrisks are likely to affect the project anddocumenting characteristics of each

2) Risk quantification evaluating risks to

assess range of possible projectoutcomes

3) Risk response development definingenhancement steps for opportunities

and responses to threats4) Risk response control responding to

changes in risk over the duration of theproject (avoidance, mitigation,

acceptance)

RESPONDING TO


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RESPONDING TOPROJECT RISKS

1) Procurement

acquiring goods andservices from outside the projectorganisation (ie transfer risks)

2) Contingency planning identify actionsteps to take should the identified riskevent occur

3) Alternative strategies prevent/avoidrisk events by changing the plannedapproach

4) Insurance available to deal with certaintypes of risk and cost of coverage varies

5) Reserves

provision in the project planto miti ate cost and/or schedule risk


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PROJECT MONITORINGAND CONTROL

MONITORING:Continuouslyassessing project duringimplementation todetermine progress inachieving project

objectives and milestones CONTROLLING:

Establishing baselinestandards against which

progress can be measured PURPOSE: Quickly identify

variances between plannedand actual performance

OUTCOME: Corrective

action taken if required


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PROJECT EVALUATIONWHY?

Learning Advocacy

Resource allocation

AccountabilityHOW?

Identify policyobjectives

Establish keyperformanceindicators

Collect data

Compare data


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ORGANISATIONALSTRUCTURE

TYPES OF STRUCTURE

FUNCTIONAL/BUREAUCRATIC

MATRIX (weak, balanced, strong)

PROJECTISEDWHY REORGANISATION?

Environmental pressures, structuraldeficiencies, technological innovation etc

HOW REORGANISATION?

Organisational development (OD) andchange management techniques

NB! Resistance to change


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PROJECT MANAGEMENTSKILLS

LEADERSHIP

TRAITS

STYLES

ORIENTATIONSMOTIVATION

TECHNIQUES

TEAM-BUILDING

TECHNIQUES OUTCOMES

CONFLICT RESOLUTION

SOURCES OF CONFLICT

MODES OF RESOLUTION

project management slides 1049

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