Project Management Overview

Planning Management Overview

• Project Management Lifecycle

• Planning And Task Management

• Critical Path Method

• Meeting Delivery Milestones

• Project Stakeholder Management

• Project Closure
 What is a Project?
Project:
A temporary work endeavor.
Has a clearly defined beginning and end.
Progressively elaborated

Example: Building a new concourse

Project Methodology – in a picture…..
Different Project Management Methodologies

7
 Time Management
Project Time Management
Critical Path Method
Gantt Charts
 Time
Management
• Completing a project on time: one of the critical
success criteria

• When: after defining the scope, before the

execution
 Time Management
• The Project Time Management knowledge area includes
all the processes and activities that enable the
project manager to complete the project on time.

• Scheduling – the process used to determine the over

all project duration and when activities and events are
planned to happen. Includes logical dependencies and
estimates of duration taking into account requirements
and availability of resources
 Challenges to effective Time Management
• The challenge:
a. Defining a list of activities that accurately define the scope objectives
b. Scheduling (logical dependencies between activities, estimations of durations, start and
end dates for each activty, resources availability)

• Key Pre-requisites:
- Defining the scope
- Set out major deliverables
- Create Work Breakdown Structure
 Critical Path Method
• CPM: a structured approach to present the sequence of
activities and to help us identify strict and flexible activities
(time-wise)

• 4 steps:
1. Drawing the network diagram
2. Inputting activity durations
3. Calculating a forward/backward pass to determine activities’
start and finish dates
4. Calculating the activity’s float & identifying the critical path

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Activities
as a series
Activities
in Parallel
 Activity Predecessor Duration (Days)
A - 3
B A 4
C A 2
Activities and D B 5
Predecessors
E C 1
F C 2
G D,E 4
H F,G 3
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 Critical Path Methodology
• A path is the sequence of activities which leads
from the starting node to the completion node
• Longest path through the network will be
the total time to complete the project -
CRITICAL PATH
• If one or more activities are overdue on the
critical path, the whole project will be delayed
• To reduce project completion time, it will be
necessary to shorten or ‘crash’ the activities

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 Critical Path
Method (CPM)
Process

• Float = Latest Start

minus Earliest Start

• Where an activity has

zero float, this means it
is on the critical path

• If any of these activities

are delayed, it will delay
the whole project
A Reminder
• A path is the sequence of activities which leads
from the starting node to the completion node
• Longest path through the network will be

Critical the total time to complete the project -

CRITICAL PATH

Path • If one or more activities are overdue on the

critical path, the whole project will be delayed
• To reduce project completion time, it will be
necessary to shorten or ‘crash’ the activities
 Critical Path • Float = Latest Finish minus Earliest Finish
Method (CPM)
• Where an activity has zero float, this means it is
– on the critical path

Key Points • If any of these activities are delayed, it will delay

the whole project
 • A type of bar chart invented by Henry Gantt in 1910’s

Gantt • Used in project management to indicate activities and time

periods.

Charts • PMBOK defines a GANTT chart as a bar chart of schedule

information where activities are listed on the vertical axis, dates
are shown on the horizontal axis and activity durations are shown
as horizontal bars placed according to start and finish dates
Let’s watch a video (advertisement!!)

• https://www.projectmanager.com/gantt-chart

• GANTT Chart in Excel

• https://www.youtube.com/watch?v=-oD50HSBBBI
Tabular Report
Gantt
Chart -
Float
Gantt Chart
Techniques • Select (i.e. where float=0) and
• Sort (e.g. by manager)
• Key dates, Milestones
• Rolling Horizon Gantt Chart (by hand, for the
current period and the next few weeks)
• Revised Gantt Chart (identifying actual progress v
planned progress and controlling how each activity
progresses)
 How would you
deal with slippage
on your schedule?
• Shout out options (or just put
your hand up!):
 Dealing with
slippage
• Do nothing
• Add resources
• Work smarter
• Replan
• Reschedule
• Introduce incentives
• Briefings and motivations
• Change the specification
 4
0

Stakeholders
Have an impact on or are impacted by
Project
What are Stakeholders?
• Someone who is Impacted by the Project.
• Someone who has an Impact on the Project.
•
•An individual or group whose interest in the project must
be recognized if the project is to be successful, in
particular those who might be positively or negatively
impacted upon during or after the project.

•The PMBOK 5ed (2012) defines a Stakeholder as, 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.

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 Stakeholders

• Project sponsor • Regulators

• Project Manager • Lobby groups
• Project team • Customers
• Functional managers • Residents
• Contractors • Competition
• Suppliers • Public
• Consultants
• Users
 Who are the Stakeholders?
• Identify stakeholders – including through research, interviews, brainstorming,
checklists and closeout lessons learnt.
• Assess their interest and influence – classified according to potential impact (low/
medium/ high).
• Develop communication plans – lines of communication to address information
needed.
• Engage and influence stakeholders – communication and working with stakeholders
to address issues.
 Stakeholders

• All organisations have stakeholders.

• Affected by or affect the performance of the organisation.
• Stakeholders have variety of interests/drivers.
• Sometimes the interests of stakeholder's clash… sometimes
they coincide!
 Stakeholders and relationships

• Stakeholders have an interest in influencing organisational decisions – and may have

the power to do so. So, it is important to:
• Take their interests and likely response into account
• Communicate effectively with them on matters that affect them
• Engage the interest, support and commitment of influential (and potentially helpful)
groups
• Manage potential issues and problem areas that might arouse resistance or
opposition from influential groups
 Stakeholder Management

• Key is to recognise the wider ‘web’ of

relationships in which an organisation
may need to be involved – both
externally and internally.

• Wider interests need to be taken into

account to ensure smooth
effectiveness and ethical responsibility.

• Not all Stakeholders and their

relationship may be obvious or visible!
 4
7

Closing A Project
The Close Project

Involves:
 Closing out all project activities and formally ending the project
 Releasing All Project Resources.
 Documenting the Lessons learnt
 Handing Over to Operations
 Administrative Closure

• Involves:
• Verifying and documenting project results to formalize project or phase completion.
• Gathering and updating project documentation and relevant records and reports.
• Ensuring that the phase or project requirements were met and formal acceptance
was granted.
 Project Records to Archive

• Project management plan

• Performance records
• Contract documentation
• Communications
• Project databases
• Staff evaluations
• Lessons learned
• Acceptance documentation
 Lessons Learned Reports

• Documents that capture salient and helpful information about the work done in a
project or a project phase.
• Identify both the project team's strengths and areas for improvement.
• Compiled for the benefit of future project teams.

Example: Compiling lessons learned for a project involving the launch

of a new product line.
• Questioning the key team members and stakeholders about:
• What went well on the project.
• What they would do differently next time.
• The project manager’s document includes:
• Challenges that had been overcome.
• Suggestions that were generated.
 Considerations of Lessons Learned
 Scheduling lessons learned
 Conflict management lessons learned
 Sellers lessons learned
 Customer lessons learned
 Strategic lessons learned
 Tactical lessons learned
 Closeout Meetings

• Sessions held at end of project or phase.

• Involves:
• Discussing the work.
• Capturing lessons.
• May include stakeholders, team members, project resources, and customers.

Example: Closeout meetings for fire safety equipment inspections.

• The stakeholders, project team members, and representatives from the fire marshal's
office will:
• Review records.
• Complete and sign inspection certificates.
• Review, approve, and sign plans for evacuation procedures.
• Document inspections and testing of fire safety equipment.
 How to Close the Project

To properly close a project :

1. Use a project termination checklist, if available.
2. Gather and organize performance measurement documentation.
3. Release project resources.
4. Update records and resource pool database.
5. Analyze project success and effectiveness.
6. Prepare lessons learned reports and a final project report.
7. Obtain project approval from customer.
8. Archive indexed project records.
9. Celebrate the success of the project.
Thank you