Process Framework - General Principles and Approaches PDF

Process Framework - General Principles and Approaches  What is a Project? “... an endeavour in which human (or machine) material and financial resources are organised in a novel way, to undertake a unique scope of work, of given specification, within constraints of cost and time, so as...

Process Framework - General Principles and Approaches  What is a Project? “... an endeavour in which human (or machine) material and financial resources are organised in a novel way, to undertake a unique scope of work, of given specification, within constraints of cost and time, so as to deliver beneficial change defined by quantitative and qualitative objectives.” J R Turner (1992) 2  What is Project Management? “... the application of knowledge, skills, tools and techniques to project activities in order to meet the stakeholder needs and expectations from a project.” PMBOK (2000) “... a way of developing structure in a complex project, where the independent variables of time, cost, resources and human behaviour come together.” Burke (1999) 3  Characteristics of a Project Meredith & Mantel (2003):  Purpose - clearly defined outcomes, with an element of complexity, which needs co-ordination  PLC - project, life-cycle – see later  Interdependencies - links to other projects, and to the routine daily operations, need managing  Uniqueness - needs customising, but …….  Conflict - competing for resources  Risk – inherent in any project to a certain degree 4 Complexity and uncertainty High Basic research Euro project Antarctic Military expedition campaign Oil, gas Channel exploration tunnel Uncertainty Airport Product Thames Airbus development Advertising barrier campaign Chemical plant Company Motorway Novel Oil Tanker Wedding audit Car plants writing Low Individual Group organisation Multi- Nation Multi-nation organisation Complexity Low High 5 Why is there a need for ‘projects?  increased complexity/change - what is ‘normal’  increasingly sophisticated and demanding consumers - ‘impatient consumers’ - Richard Sennett  global markets and competition, leading to shorter product life cycles  products and processes have to respond 6 The Project Life Cycle (PLC) -the time distribution of project effort How long?? Level of effort Stages of the Project Time Planning, scheduling, monitoring, control Evaluation and Conception Selection termination 7 The 5 Phase Project Life Cycle (Burke 1999) Waterfall Approach DEFINE PLAN ORGANISE CONTROL CLOSE Define State the Identify Determine management Obtain problem activities personnel style client needs acceptance Identify Estimate Establish project goals time & cost Recruit control tools Install Project deliverables List the Sequence Manager Prepare objectives activities status report Document Recruit the project Determine Identify Project Team Review preliminary critical project Issue final resources activities Organise schedule report team Identify Write Issue Conduct assumptions project Assign work change project audit and risks proposal packages orders 8 PLANNING IMPLEMENTATION Agile Project Management- quick and dirty SCRUM FRAMEWORK 10 Other possible characteristics to a Project. ‘Project’ as a change initiative - culture, structure etc  Core / Marginal  Novel / Familiar  Rapid / Gradual  Controversial / Uncontroversial 11 Models of change – Lewin (1947) * 'Permanent thaw'? Forces resisting or restraining change Desired n ge state Unfreezing h a e Refreezing * Current C ov state M Forces driving for change (NB It all happens within the same time-scale.) 'Transition'? (NB Overlay the concepts!) 12 Managing (influencing?) in four directions: Ref: Buchanan and Boddy Managing (1992), Gary Yukl, up Managing Project Managing the team manager across Managing the staff 13 Setting 'S.M.A.R.T.' Goals S - Specific M - Measurable A - Attainable R - Relevant T - Trackable Blanchard, K. H., (1989) 'The :01ne Minute Manager - Live!' , 14 The Project Objectives ‘Iron’ Triangle Quality 'Good, cheap, fast - you can have any two!' Cost Time Slack, N., et al., (2013) Operations Management, 15 The Project Objectives ‘Iron’ Triangle 16 On to the next Project – do we learn or do we start again from scratch? Project A Project B Learning Learning Learning OR Learning 17