MAVERICK LEADERSHIP UNLIMITED
eCD Afrika
PROJECT MANAGEMENT
VANI MOODLEY
3RD MARCH 2012
PROJECT LIFECYCLE
PROJECT
CLOSURE
PROJECT
INITIATION
POST
IMPLEMENTATION
PROJECT DEFINITION
PROJECT
LIFECYCLE
MONITORING &
CONTROL
PROJECT
EXECUTION
DETAILED
PLANNING
PROJECT
PLANNING
PROJECT INITIATION
• Develop a business case - describing the business
problem or opportunity, listing the alternative solutions,
undertaking a cost / benefit analysis and selecting the
preferred solution to be delivered by a Project.
• Undertake a feasibility study – are the alternative
solutions you have identified likely to satisfy the
requirements of the customer?
• Establish the project charter - describes the Project
Vision, Objectives, Scope, Deliverables, Stakeholders,
Roles, Responsibilities and Implementation Plans
• Appoint the project Team
• Set up the project office
• Perform the phase review
PROJECT PLANNING
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Create a Project Plan
Create a Resource Plan
Create a Financial Plan
Create a Quality Plan - set quality targets for your
project - ensure deliverables produced, meet needs of
customer.
Create a Risk Plan - helps identify risk and implement
a plan to reduce it.
Create an Acceptance Plan
Create a Communication Plan
Perform a Phase Review
PROJECT PLANNING CONT.
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Identify all of the phases, activities and tasks
Sum up the effort needed to complete those tasks
Document all of the project inter-dependencies
List the planning assumptions and constraints
Create a detailed project planning schedule
Define the project scope & milestones
Identify the Work Breakdown Structure
Set and agree the target delivery dates
Monitor and control the allocation of resource
Report on the progress of the project, to the sponsor
Quality Planning
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Identifying the customers requirements
Listing the project deliverables to be produced
Setting quality criteria for these deliverables
Defining quality standards for the deliverables
Gaining your customers agreement with the targets set
Identifying the quality control tasks needed to control quality
Creating a Quality Control Plan, by scheduling the control
activities
• Listing the quality assurance activities required to assure quality
• Building a Quality Assurance Plan, by creating an activity
schedule
Risk Planning
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Define Risk Management, as it aplies to your project
Identify the categories of risk which are relevant
List all of the types of risks which may occur
Determine the likelihood of the risks occuring
Calculate the impact on the project if risk does occur
Rank the risks identified in order or priority
Identify actions to take to prevent risk from occuring
List contingency actions to take, in the event that risk does
occur
• Create a risk schedule, which allocates timeframes to your
risk actions
• Implement a process to monitor and control risks
throughout the project
Communication Plans
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Listing your communications stakeholders
Defining each stakeholders communication needs
Identifying the required communications events
Determining the method and frequency of each event
Allocating resource to communicatons events
Building a communication event schedule
Monitor the communications events completed
Gaining feedback on communications events
Improving communications processes
PROJECT EXECUTION
•Build Deliverables
•Monitor and Control
•Perform Time Management
•Perform Cost Management
•Perform Quality Management
•Perform Change Management
•Perform Risk Management
•Perform Issue Management
•Perform Acceptance Management
•Perform Communications Management
•Perform Phase Review
PROJECT CLOSURE
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Perform Project Closure
Review Project Completion
Identify the project completion criteria
List any outstanding activities or deliverables
Create a plan for passing deliverables to your customer
Plan the handover of project documentation
Cease supplier contracts and agreements
Release projects resources to the business
Communicate the closure of the project
List all of the key activities needed to close a project
Create step-by-step instructions to help you complete it
Includes lots of practical examples, tips and hints
Is pre-completed to save you time and effort
GANTT CHART
Activity
Months
1
1.Develop a business case
2. undertake a feasibility
study
3. Consult with the relevant
persons
4. Establish the project
charter
5. Appoint a project team
6. Set up a project office
7. Perform Phase Review
8. Create a project plan
9. Create a resource Plan
10. Create a financial plan
2
3
4
5
6
7
8
9
10
11
12
Perceptions
“The World exists not
merely in itself, but also
as it appears to me.”
C. G. Jung
Psychological Types
Compass Learning Guide – The Key to Personal Effectiveness – Section 1.3
BUILDING AN EFFECTIVE
TEAM
WHEN IT COMES TO TEAMS, WE’RE ALL IN THE SAME
BOAT!
Sure glad the hole isn’t at our end!
Stages of Team Development
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Forming - the initial stage when the team atmosphere is symbolised
by ‘Wintertime’ - The stage of defensiveness
Storming, followed by Norming - the transition stage when the team
atmosphere is symbolised by ‘Springtime’. When Storming, the team
is in the process of working through its defensiveness. In the
Norming stage the team discusses and develops its processes and
working style.
Performing - the working stage when the team atmosphere is
symbolised by ‘Summertime’ – The stage of authentic behaviour
Adjourning - the final stage when the team atmosphere is symbolised
by ‘Autumn time’ – The stage of closure
Dr Bruce Tuckman published his Forming Storming Norming Performing model in 1965. He
added the Adjourning stage in the 1970's.
The seasonal metaphor is the work of John Heron and details can be found in his excellent
book ‘The Complete Facilitators Handbook.
THE INSIGHTS MODEL ON CREATING SUCCESSFUL
TEAMS
Achievement
Methods
Q – How can you use your gifts to
bring a goal focus to the team?
Q - How can you bring more
method and structure to the
team?
Q - How can you better value
the method and structure other
team members bring?
Shared processes
Trust
Q – How can you use your gifts to
create a trusting and supportive
team atmosphere?
Q – How can you better value what
others do to create trust?
Shared relationship
Q- How can you better value the
goals focus other team members
bring to the team?
Shared
Success
Shared goals
Environment
Q – How can you make your team a
creative, energised and inspirational
place to work?
Q – How can you better value what
others do to make the team an
inspiration?
Shared vision
BUILDING A SUCCESSFUL
TEAM
TEAM BUILDING MUST BE A :
– A WAY OF LIFE
– THE RESPONSIBILITY OF EVERY TEAM
MEMBER
– A CONTINUOUS PROCESS
– ABOUT DEVELOPING A CLEAR AND
UNIQUE IDENTITY
– FOCUSSED ON A CLEAR AND
CONSISTENT SET OF GOALS
BUILDING A SUCCESSFUL
TEAM
• TEAM BUILDING MUST BE A :
– A WAY OF LIFE
– THE RESPONSIBILITY OF EVERY TEAM
MEMBER
– A CONTINUOUS PROCESS
– ABOUT DEVELOPING A CLEAR AND
UNIQUE IDENTITY
– FOCUSSED ON A CLEAR AND
CONSISTENT SET OF GOALS
BUILDING A SUCCESSFUL
TEAM
TAKE SOFI HAGE TO YOUR MEETING
1. SUMMARISER
1. HARMONISER
2. ORIENTER
2. ANALYSER
3. GATEKEEPER3. FACT SEEKER
4. ENCOURAGER
4. INITIATOR
IT IS IMPORTANT THAT ALL TEAM
MEMBERS UNDERSTAND AND
EMPLOY EACH OF THE FOUR TASK
AND RELATIONSHIP ROLES.
OPERATING AT YOUR MAXIMUM
POTENTIAL
PROJECT
MANAGEMENT
APPRAISALS
Project Management Appraisal
• Assessment designed to
– scrutinize the project's management,
– test its effectiveness, and if found wanting,
– to make recommendations for corrective action.
• A project management appraisal should be viewed
as a
– useful,
– constructive and necessary diagnostic tool
– available for augmenting the capability of the sponsoring
organization's project management team
Project Management Appraisal
• PMA can therefore be used to:
– Identify the strengths of current practices
– Examine the effectiveness of project
communication and documentation, and clarify
the relationships between project scope, quality,
time and cost
– Identify barriers to better performance, or critical
skills needed by project managers or their
supporting teams to increase their effectiveness
– Provide for an exchange of ideas, information,
problems, solutions and strategies with project
team members, and thus develop a plan of action
for carrying out improvements
Project Management Appraisal
MY PERSONAL THEME
“DOVES DON’T FLY WHERE
EAGLES SOAR!”