Week 11 Review - Edith Cowan College Project Management

I respectfully acknowledge the past and present traditional custodians of this land, the Nyoongar Elders and people. Week 11 Review  Welfare Check – How are you all? edithcowancollege.edu.au navitas.com ...

I respectfully acknowledge the past and present traditional custodians of this land, the Nyoongar Elders and people. Week 11 Review  Welfare Check – How are you all? edithcowancollege.edu.au navitas.com  This Week Week Topic / Content 1 Project Management Overview 2 Defining the Project; the Project Team 3 Leadership and Communication 4 Planning the Project and Work Breakdown Structure 5 Estimating Project Effort and Costs 6 Scheduling and Finalising Budget 7 Project Control 8 Managing Risk and Quality 9 Managing Stakeholders; Dealing with Change 10 Managing Vendors and Project Closure 11 Review 12 Reflection Presentations and Unit Feedback edithcowancollege.edu.au navitas.com  Overview of this session  Review  Unit learning outcomes  High-level review of unit content  What have you learnt?  You can use this for your presentation.  Review Gibbs?  Presentation Practice  Project Report and Reflection Presentation  Questions and guidance edithcowancollege.edu.au navitas.com  Activity  On a piece of paper, create two columns – ‘Knowledge’ and ‘Skills’  Think about what you have learned or developed in this unit, and write down brief points under each of the columns.  Use the PPT slides here to help you remember. #5 to #58  To be shared with class after 10 minutes edithcowancollege.edu.au navitas.com  Unit Learning Outcomes On completion of this unit students should be able to: 1. Critically analyse stages in the life-cycle of project management and identify issues arising from each stage using tools and methods applicable to project management fundamentals 2. Demonstrate project management skills by completing a range of activities including: project definition, estimating time and costs, developing a project plan, managing risk, managing and scheduling resources, managing project teams, monitoring, project closure, and post-implementation evaluation; 3. Identify potential issues and manage risk by providing and transmitting solutions to problems 4. Take responsibility for transmitting information and critically evaluate communication processes and human resource elements relating to project management tasks edithcowancollege.edu.au navitas.com  What is a Project? Project: “A project is a temporary endeavour undertaken to create a unique product, service, or result.” (Project Management Institute, 2017, p. 553.) edithcowancollege.edu.au navitas.com  Project Lifecycle  Initiation  Define project at a broad level  Planning  Plan what needs to be done  Scope, requirements, schedules, cost, resources, communication, risks  Execution  Carrying out planned tasks  Performance Monitoring and Controlling  Measuring performance and comparing to plan, corrective measures  Closure  End of project tasks, review edithcowancollege.edu.au navitas.com  3 ‘Legs’ of a Project PROJECT Quality  Scope (functionality)  What needs to be done / achieved by the project Cost Sched  Defines boundaries of work involved ule (pixabay.com,  Cost (resources) Scop n.d.) e  Cost of resources required to complete project  Schedule (time)  Time required to complete project tasks  Includes order in which tasks need to be performed  Also referred to as the ‘triple constraint’ edithcowancollege.edu.au navitas.com  Project Team  Organised group of people involved in performing tasks of the project as well as achieving goals and objectives  Work collaboratively on producing the deliverables and moving the project towards successful completion.  Normally team members provide different skills for team  Goals and objectives: what project is to achieve  Collaboratively: two or more people working together  Deliverables: what will be provided at the end of the project (goods or services) edithcowancollege.edu.au navitas.com  Project Stakeholders "an individual, group, or organization, who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project" (Project Management Institute, 2017) edithcowancollege.edu.au navitas.com  Project Initiation  Define the (business) need  Why is this project needed?  Identify the Sponsor  Person with power to authorise the project (and has ultimate responsibility)  Assign the Project Manager  Identify the Stakeholders  Who will be involved or have an interest in the project and its outcomes?  Justify the Project  Can project be completed? Is it worth doing?  Create Project Charter  Document what the project at a high-level and get approval edithcowancollege.edu.au navitas.com  Setting Goals – SMART goals edithcowancollege.edu.au navitas.com  Project Planning  Decide in advance:  what the project aims to achieve; why (purpose and goals)  what to do to achieve the goals (work breakdown)  with what to do it (resources required)  how much effort is required (effort estimation)  when to do it (schedule)  Document the project plan  project definition, chosen course of action, policy decisions, work breakdown, budget, schedule, monitoring plans, communication plans, contingency plans edithcowancollege.edu.au navitas.com  Building a Project Plan  Validate project definition  Determine what needs to be done  Deliverables, WBS  Determine acceptance criteria (for each deliverable)  Determine resource needs  People, facilities, tools  Acquire resources  Estimate the work  Develop the schedule  Determine project costs and budget  Determine the project control system  How performance will be measured, how often and how it will be reported edithcowancollege.edu.au navitas.com  Building a Project Plan (cont.)  Update roles and responsibilities  Project role responsibility chart  Responsibility matrix  Plan for change  Plan for project information  Plan for quality  Plan for communications  Plan for team management  Plan for procurements edithcowancollege.edu.au navitas.com  Work Breakdown Structure  WBS is a key project deliverable that organizes the team's work into manageable sections  to ensure various aspects of project are considered from the start  Two main methods of representing a WBS  Tree-structured graph  Outline / Indented list edithcowancollege.edu.au navitas.com  Role of WBS in planning process Figure 6.3 The role of the WBS in the development of the project schedule (Horine, 2017) edithcowancollege.edu.au navitas.com  Effort Estimation  Accurate estimate of the expected effort required  A key element of successful project  Effort  the amount work required to be done by human resources  estimated in terms of person-hours  Also called man-hours  then can be converted to cost  Based on skills, availability, etc.  also forms basis of scheduling edithcowancollege.edu.au navitas.com  Effort estimation in the planning process Figure 7.1 The step of estimating the work in the development of the project plan (Horine, 2017) edithcowancollege.edu.au navitas.com  Initial Cost Budget  Estimate all costs associated with project  Use WBS as a base for estimation  Human resources  Materials  Equipment  Overhead costs  Can be broken down further  Need to be aware of risk of cost fluctuation with time edithcowancollege.edu.au navitas.com  Scheduling in the project planning process Figure 8.3 The schedule development points (Horine, 2017) edithcowancollege.edu.au navitas.com  Steps in creating a schedule WBS Effort Estimation Figure 8.4 The 10 steps involved in creating a schedule (Horine, 2017) edithcowancollege.edu.au navitas.com  Critical Path Method (CPM)  Critical path can be identified  activities for which schedule slip will affect overall schedule  Float for non-critical path activities can also be determined  allowable schedule slip, without impact on overall schedule 7 weeks 4 weeks 6 weeks 4 weeks 4 weeks 8 weeks 6 weeks 4 weeks edithcowancollege.edu.au navitas.com Desalination plant project  Gantt Chart  List of tasks and a bar chart indicating:  start date, duration (calendar time) and end date of each task  the overlap between tasks  Main advantages :  it is easy to understand  overlaps between tasks are clear  the start date, duration and end date of each task is very clear edithcowancollege.edu.au navitas.com  Goal of Schedule Development  To generate a schedule that is:  Complete  Realistic  Accepted  By team members and stakeholders  Formal  Documented and approved edithcowancollege.edu.au navitas.com  Budget in the planning process Figure 9.1 The budget- focused planning steps (Horine, 2017) edithcowancollege.edu.au navitas.com  Budget costs Figure 9.2 Budget costs to consider (Horine, 2017) edithcowancollege.edu.au navitas.com  Finalising Budget  Firm up (human) resource rates  Improve estimates on other cost factors  Get valid quotes  Or lock in costs via contracts  Ensure all tasks dealing with procuring resources are in the schedule (and WBS)  E.g. ordering, delivery, setup, payment  For labour, equipment, materials  Reconcile task costs vs resource costs  May need to pay for someone even though not fully utilised  Finalise management reserve  How much buffer, based on risk factors edithcowancollege.edu.au navitas.com  Cash flow Budget  Expansion of initial budget  Work out when money is required to pay for various costs  Project schedule provides information on timing  Need to reconcile this with when money is expected in  Need to ensure that you do not run out of cash! edithcowancollege.edu.au navitas.com  Project Control  Involves:  measurement of progress and actual performance  comparing: actual vs desired performance baseline variance  revealing deviations between actual and desired performance (variances)  implementation of corrective actions  to close gap between actual and desired performance  Desired performance must be defined in the planning stage (baseline)  Baseline: a minimum or starting point used for comparison edithcowancollege.edu.au navitas.com  PROJECT What is being measured? Quality  Progress of tasks Cost Sched  Deliverables and/or tasks completed ule (pixabay.com, Scop n.d.)  Quality of work e  Time taken  Costs incurred  Stakeholder expectations*  Need two-way communication to manage this edithcowancollege.edu.au navitas.com  Components of Project Control Figure 10.1 Project management processes involved with project control (Horine, 2017) edithcowancollege.edu.au navitas.com  Principles of Project Control - PDA  Prevention  Prevent variances from occurring  Planning, communicating effectively, monitoring risk factors, resolving issues, delegating work clearly  Detection  Early detection of variances  Performance reporting, review meetings, early and frequent product generation  Action  Timely response to variation  Corrective actions, change control procedures, lessons learned edithcowancollege.edu.au navitas.com  Managing issues  Identify issue  Document the issues  Issue log  Assign responsibility of issue  Track until closure  Issue is resolved  some acceptable outcome achieved  Communicate issue  Team, stakeholders, vendors edithcowancollege.edu.au navitas.com  Leadership  An effective leader:  makes other people feel strong and in control  builds others’ trust in the leader  structures cooperative rather then competitive relationships  resolves conflicts by mutual discussion of issues instead of avoidance or forcing  stimulates and promotes goal-oriented thinking and behaviour edithcowancollege.edu.au navitas.com  Project Managers and Communication edithcowancollege.edu.au navitas.com  Meetings  Know your game plan  Overall goals and objectives, attendees, meeting structure  Post an agenda  Facilitate  Stay on track  Take notes  Someone to take notes of meeting decisions and action items  Attain closure  Post minutes  Distribute meeting minutes to participants and affected parties  Within 24 hours if possible edithcowancollege.edu.au navitas.com  Risk  Two major aspects of a Risk:  its probability of occurrence  chance of event happening  its impact  the effect of the event occurring Tacoma Narrows bridge failure – 1940 (Simscale, 2019) edithcowancollege.edu.au navitas.com  Overview of Risk Management Identify risks Analyse Monitor and & Evaluat Review e Risks Risk Respon se / Control edithcowancollege.edu.au navitas.com  Risk Identification  Identify what could go wrong (risks)  Must be stated explicitly (risk statement)  Used to work out possible courses of action edithcowancollege.edu.au navitas.com  Evaluate Risk  Each risk prioritised according to assessed probability and impact  Use a Risk Matrix  Risks then addressed from high to low priority Impact Low Medium High Low 1 2 3 Probability Medium 2 3 4 High 3 4 5 edithcowancollege.edu.au navitas.com  Risk Response / Control  Risk Mitigation  Act to reduce risk  reduce probability  reduce impact  or both edithcowancollege.edu.au navitas.com  Review and reiterate  The nature of risks evolve over time  New risks emerge, old risks no longer exist  Probabilities / impact change  Managements strategies no longer effective  Need to review what happened  Risks that occurred, effectiveness of strategies  Repeat whole process  Risk Management is a continuous task edithcowancollege.edu.au navitas.com  Change Control vs Configuration Management Change Control Configuration Management Management Target Project Critical success Project deliverables and factors product Primary Project performance Integrity of Project Concern Stakeholder expectations Deliverables Tracking changes in Project Deliverables Related Change Control Document management, Terms Scope Management versions, and builds Notes Focus on scope can CanAdapted be part of Table from project’s 11.1 overlap with configuration overall Change Comparison Control Plan of Change-related Components of Project Management management (Horine, 2017) edithcowancollege.edu.au navitas.com  Project Change  Project Change : change in any of the critical success factors  Scope, schedule, costs, quality, project acceptance criteria  Scope creep: uncontrolled expansion of project scope  Causes project delays and cost overruns edithcowancollege.edu.au navitas.com  Components of a Project Change Control System  Change request form  Unique identification number  Change request tracking log  Summary info on change requests  ID, impact summary, current status  Change control board (CCB)  Set of stakeholders who need to review and approve and change requests impacting the project’s critical success factors edithcowancollege.edu.au navitas.com  Why do Stakeholders need to be ‘managed’?  Stakeholders can make or break the success of a project  can speed up, slow down or block project progress  Some stakeholders have high power / influence over the project  Stakeholders can help achieve goals and quality outcomes  Satisfying stakeholder expectations can define success or failure of project  Whether or not project goals have been achieved edithcowancollege.edu.au navitas.com  Stakeholder power-interest matrix edithcowancollege.edu.au navitas.com  Procurement and Vendors  Procurement: The act of obtaining or buying goods and services  Most projects will require procurement of goods and services  Vendor: An individual or company that sells goods or services  also known as a supplier  Vendors may:  Supply materials  Supply equipment  Take on particular parts or tasks in a project  Vendor management is therefore a very important part of project management  Can have a significant impact on cost, schedule and quality edithcowancollege.edu.au navitas.com  Vendor management Has four distinct elements 1. Evaluation and selection 2. Contract development 3. Relationship management 4. Delivery management edithcowancollege.edu.au navitas.com  1. Evaluation and Selection 4. 2. Delivery Management Contract Develo edithcowancollege.edu.au navitas.com  Project Lifecycle  Initiation  Define project at a broad level  Planning  Plan what needs to be done  Scope, requirements, schedules, cost, resources, communication, risks  Execution  Carrying out planned tasks  Performance Monitoring and Controlling  Measuring performance and comparing to plan, corrective measures  Closure  End of project tasks, review edithcowancollege.edu.au navitas.com  Methods of Project Termination  Completion  Successful performance  Ideal method of termination  Cancelled  Management decision due to poor performance, better resource utilisation, or change in organisational goals  Displacement  Project becomes obsolete due to another project  Collapse  Ends due to external factors: natural disasters, corporate mergers, etc.  Deterioration  “Slow death” – gradual reduction in support and budget edithcowancollege.edu.au navitas.com  Project closure checklist  Get stakeholder acceptance  Formally verified and accepted project deliverables and other approvals  Documented and signed  Transition deliverables and support  Close out contract obligations  Sort out all payments  Issue final financials  budget summary, variance analysis  Close accounts edithcowancollege.edu.au navitas.com  Project closure checklist (cont.)  Capture lessons learned  Both positive and negative  For future projects  reuse what was good, avoid repeating mistakes  Conduct performance evaluations  Team member feedback, formal evaluation forms  Release resources  Market project accomplishments  Capture all project highlights and accomplishments  Get referrals/references  Archive documentation  Celebrate success! edithcowancollege.edu.au navitas.com  Capturing lessons learned  Review meetings  Specific meetings for capturing lessons learned  Need to avoid it becoming a ‘finger-pointing’ session  Need to bear in mind aim is to improve for the future, not to lay blame  Called a retrospective meeting in some industries  Also held at end of project phases / regular intervals  Interviews  Surveys / evaluation forms  Review of documents  Progress reports  Meeting minutes edithcowancollege.edu.au navitas.com  Reflective Presentation Practice Download instructions edithcowancollege.edu.au navitas.com  Next Week Week Topic / Content 1 Project Management Overview 2 Defining the Project; the Project Team 3 Leadership and Communication 4 Planning the Project and Work Breakdown Structure 5 Estimating Project Effort and Costs 6 Scheduling and Finalising Budget 7 Project Control 8 Managing Risk and Quality 9 Managing Stakeholders; Dealing with Change 10 Managing Vendors and Project Closure 11 Review 12 Reflection Presentations and Unit Feedback edithcowancollege.edu.au navitas.com  References Deming, W. E. (1982). Quality, production and competitive position. Cambridge, MA: Massachusetts Institute of Technology. Feigenbaum, A. V. (1991). Total quality control (3rd edn). New York, NY: McGraw Hill. Horine, G. (2017). Project management: Absolute beginner's guide, (4th edn). Indianapolis, IN: Que Publishing. Juran, J. M. (2010). Juran’s quality handbook: The complete guide to quality excellence (6th edn). New York, NY: McGraw Hill. Larson, E., Honig, B., Gray, C., Dantin, U. & Baccarini D. (2014). Project management: The managerial process. North Ryde, Australia: McGraw-Hill. Pixabay. (n.d.) Stool [image]. Retrieved from https://pixabay.com/vectors/stool-chair- furniture-wood-151632/ Project Management Institute [PMI]. (2017). A guide to the project management body of knowledge (PMBOK Guide) (6th edn). Newtown, PA: PMI. Simscale. (2019). Why the Tacoma Narrows Bridge collapsed: An engineering analysis. Retrieved from: https://www.simscale.com/blog/2018/07/tacoma-narrows- bridge-collapse/ edithcowancollege.edu.au navitas.com edithcowancollege.edu.au navitas.com