1. Project management Topic 1 Project management principles

2. What is a project? PRINCE®2 definition: a management environment that is created for the purpose of delivering one or more business products according to a specified business case Another definition: a temporary organisation that is needed to produce a unique and predefined outcome or result at a pre- specified time using predetermined resources

3. Project characteristics A finite and defined life span Defined and measurable business products A corresponding set of activities to achieve the business products A defined amount of resources An organisation structure, with defined responsibilities to manage the project

4. Project life cycle The tasks of specifying and designing a project through to testing and hand-over into operational use It includes pre-project preparation

5. Stakeholders Anyone with an interest in the project and its product including: –Customers –Users –Suppliers –Sub-Contractors who provide products or services to the supplier Whatever the team composition the customer should always participate

6. Feasibility study A feasibility study might be required to investigate a situation and determine options A feasibility study can be conducted as a separate project and a second project can be undertaken to implement the outcomes of the feasibility study A feasibility study typically consists of: –Problem definition –Investigation –Development of options –Submission of recommendations

7. Process based Eight distinct management processes –Starting up a project –Directing a project –Initiating a project –Managing stage boundaries –Controlling a stage –Managing product delivery –Closing a project –Planning

8. Starting up a project Input: Project mandate that defines in high-level terms the reason for the project and what product is required Components: –Design and appointment of project management team –Project brief –Project approach (how the solution will be provided) –Customer’s quality expectations –A risk log –Initiation stage plan

9. Directing a project Key process areas: Initiation –Confirming the Business Case –Approving the Project Plan Stage boundaries –Approving the start of the next stage –Resourcing the next stage Ad hoc direction –Monitoring progress –Making decisions when the project goes off track Project closure –Confirming that the project delivered the products –Releasing the resources

10. Initiating a project Objectives are to: –Define how product quality will be achieved –Plan and cost project –Document and confirm the business case –Enable the project board to take ownership –Provide a baseline for decision making –Agree to commitment of resources for the next stage Key documents produced are: –Project Initiation Document –Quality Log –Issue Log –Lessons Learned Log

11. Managing stage boundaries Objectives: Assure the project board that all products in the stage have been completed Provide information to assess the continuing viability of the project Approve current stage completion and authorise the start of the next stage Record measurements or lessons learned Documents produced: –End Stage Report –Current Stage Plan –Next Stage Plan or Exception plan –Revise Project Plan –Updated Risk Log –Revised Business case –Lessons Learned Log –Changes to structure or staffing or project management team

12. Controlling a stage Day to day management, monitoring and control activities Cycle of: Authorising work to be done Gather progress information Watch for changes Review the situation Reporting Take corrective action Products (documents) produced: –Work Packages –Highlights report –Update Issue Log –Update Risk Log –Update Stage Plan –Exception Report

13. Managing product delivery Objectives: ensure that planned products are created and delivered –Team manager negotiates details of work packages with Project Manager –Ensures work is done –Assess work progress and forecasts –Ensure quality criteria met –Obtain approval for completed products Products (documents): Team plans Update Quality Log Update Issues Log Update Risk Log Checkpoint reports (progress reports from Team Manager to the Project Manager)

14. Closing a project Objectives: execute a controlled close to the project –Check how well the objectives set out in the Project Initiation Document have been met –Confirm the customers acceptance of the product –Confirm maintenance and operation arrangements are in place, training –Recommendations for future work –Disband project organisation and release resources Products (Documentation) –Lessons Learned Report –End Project Report –Archive project files –Post Project Review Plan –End Project Notification

15. Planning Planning is a repeatable process that plays a role in other processes such as: –Planning an initiation stage –Planning a project –Planning a stage –Updating a Project Plan –Accepting a work package –Producing an exception plan Products (Documentation) –Plans –Product Checklist –Risk Log

16. Components Business Case Organisation Plans Controls Management of risk Quality in a project environment Configuration management Change control

17. Techniques Product-based planning –What products are needed? –The sequence in which each product should be produced –Defining the form and content of each product Change control –Assessing priority –Assessing impact Quality review –Examining the product for errors –Taking corrective action