Project Management Starting out

What makes projects different to BAU (Business as Usual)?  Change - Projects are the means by which we introduce change  Temporary - Once the change has been implemented, business as usual resumes and the project ends  Cross-functional - Projects often cross functional divisions and different organizations  Unique - Every project is unique on some way: a different team, a different customer, a different location  Uncertainty - Projects introduce risks, threats and opportunities over and above those found during business as usual PRINCE2 Overview

Project deliver outputs defined in business case, charter or other initiating documentation Programme a group of related projects managed in a coordinated way to achieve outcomes Portfolio selecting the right balance of projects and programs to best meet organisational objectives (as defined in its strategic goals)

What are projects and programmes? A project is a temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case. A programme is a temporary flexible organization structure created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits relating to an organization’s strategic objectives. A programme may have a life that spans several years Definitions PRINCE2 Overview

Major World Sporting Event such as SWC PRINCE2 Overview

Managing projects Plan Delegate Monitor Control Managing projects addresses the planning, delegation, monitoring and control of various aspects of project performance PRINCE2 Overview © Crown Copyright Reproduced under Licence from the Cabinet Office.

6 Aspects of Project Performance to be Managed  Costs - The project has to be affordable  Timescales - We need to know when the project will finish  Quality - The project’s products or outputs must be fit for purpose  Scope - Exactly what will the project deliver? There must be agreement and a detailed understanding of what is and what is not within the scope  Risk - How much risk is acceptable  Benefits - The Project Manager has to have a clear understanding of the investment purpose of the project PRINCE2 Overview

What is project management? Project management is the planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risks. PRINCE2 Overview

Some Benefits of Effective Project Governance  Embodies established, proven best practice and governance that can be applied to any type of project  Widely recognized providing a common vocabulary  Provides for the explicit recognition of responsibilities  The product focus clarifies scope and responsibilities  Based on ‘management by exception’ providing for the efficient and economic use of management time  Ensures a focus on project viability via the Business Case  Ensures that stakeholders are well represented in planning and decision- making PRINCE2 Overview

Triangular relationship between time, cost and quality What is the relative priority for the organization? Is it more important to finish……  on time  on budget  to the right quality TIME COSTQUALITY SCOPE

Splitting projects into phases – a life cycle  Divides the project into manageable pieces of phases  Provides a mechanism to continually review what has actually happened, compared to the plan  To make sure that the business case is still valid  It ensures that the early phases of a project are not ignored  Phases are treated as mini-projects ensuring it is started correctly, planned, monitored and closed with lessons learned  It assists with planning, scheduling and estimating  Assists with better resource allocation  Encourages interim reviews at the end of each phase  Facilitates formal ‘go/no-go’ decision making

Project life cycle Concept DefinitionImplementation Handover and closeout  Ensures that the pre-requisites for the definition phase are in place  Do we have a viable and worthwhile project to go into the Definition Phase?  Prevents poorly conceived projects as much as approving viable ones  Confirm business justification  Put in place accountability structure  Define and confirm scope  Determine project approach  Plan the next phase

Concept Definition Implementation Handover and closeout Establish solid foundations for the project  Reasons for doing project, benefits and associated risks  Scope of what is to be done  How and when products will be delivered and at what cost  Who is involved?  How will quality be achieved?  Risk, issue and change management  Monitoring and controlling  Communication requirements Project life cycle