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A complex, non-routine, set of activities, undertaken by an individual or group with the purpose of producing a defined and unique, non-repetitious result.
What is a project
1. Introduction
A project has a defined scope, with a finite life span, an agreed cost and quality.
The result or product can be both tangible or intangible.
Usually involves several departments or professionals and always involves a level of risk.
Measurable
Objective must be SMART
Assignable
Realistic
Time Related
Strengths
SWOT Analysis
Weaknesses
Opportunities
Threats
Functional
Flexibility
In-depth expertise
Easy post project transition
Lack of focus
Disadvantages
Poor integration
Slow
Lack of ownership
Coordinated Matrix
Efficient
Advantages
Organisational Structure
Matrix
Flexible
Strong project focus
Relativly easy post project transition
Dysfunctional conflict
Disadvantages
Infighting
Stressful
Slow
Seconded Matrix
Simple
Advantages
2. Organisational Strategy, Structure and Culture
Fast
Cohesive
Cross functional integration
Expensive
Disadvanteges
Internal strife
Limited technological expertise
Difficult post-project transition
Organisational
System
Main issue is ensuring effective communication
Change Control
Equipment Lists
Meeting Minutes
Motivate staff
Keep perspective
Lead the project team
Provides integration
PM The Person
The Project Manager
PM The Traits
Perspective
Communications ability
Ability to persuade and negotiate
Management skill and specialist knowledge (HR, Legal, Resource Management)
Democratic
Autocratic
PM The Styles
Bureaucratic
Laissez Faire
See Managing People Map, Leadership Section
To clarify the deliverables
Scope Statement
Milestones
Identify dependencies
Form logical network
Identify results path
Technical Requirements
Limits and Exclusions
Reviews with Customer
Scope Statement
Terms and Definitions
Project Charter
Project Creep
Enhance
Accept
Hierarchal outline (map) that identifies the work elements of the project
Hierarchal
Defines the relationships of the final deliverables to the sub-deliverable and their work packages
Best suited for design and build projects with tangible outcomes
Identify products
Identify work needed for products
Process of Defining
Work Package
Inputs / predecessors
A Good Work Package has:
Responsible groups
Explicit spec of outputs
Budgets, schedules and cost estimate
Labour and Resource Requirements
Example
Provides framework to summarise organization work unit performance
Integrating WBS with the Organization
Subtopic
There is inherent uncertainty in all project costs
Introduction
Travel
Equipment
Facilities Rental
People
Project structure & organisation
Padding
Organisational culture
Methods
4. Managing Project Time and Costs
Time Factor
Factoring
Scale Factor
List of factors
Complexity Factor
Location Factor
Exchange Rates
Contingencies
Screening Estimate
Feasibility Study
Estimate Types
Budget Estimate
Control Estimate
Purpose
Project initiation, earliest economic appraisal, used for ranking of project and selecting which projects should be done.
Accuracy
Around 40%
Estimate Method
Factoring
Purpose
Accuracy
Around 25%
Estimate Method
Factoring
Purpose
Preparation of project development plan; approval of budget for further front-end engineering
Accuracy
Around 15%
Estimate Method
Purpose
For use in project implementation plan, checking bids, cost control and reporting, performance appraisal, trend analysis, forecasting and budget revisions
Accuracy
Estimate Method
Full MTO
Ommision of scope
Misinterpretation of scope
Estimate Problems
Introduction
Project Networks
Gantt Charts
Limitations
Network Diagrams
Limitations
Summary
Introduction
Risk Management: The culture, processes and structures that are directed towards the effective management of potential opportunities and adverse effects.
Risk: The chance of something happening that will have an impact on the objectives. Measured in terms of consequence and likelihood
Create a list as comprehensive as possible, be creative and imaginative. These are filtered at the next stage
A useful tool is the WBS, as a guide for the cause of a risk to the project
Some professionals may be needed depending on the technical nature of the project, or particular area of expertise
The list created in the previous stage is assessed by the project manager. A useful methods are Scenario Analysis and Risk Response Matrix
Severity and outcome
Scenario Analysis
Likelyhood
When in the project the event may occur
The effect on other aspects of the project
Risks are listed in a table
Risk Assessment
Ratio/Range Analysis
6. Managing Risk
Probability Analysis
Scenario Analysis
The Risk Management Process
Transferring
Sharing
Large risks with low likelihood
Retaining
Should answer questions of what, where, when, and how much action should be taken
The conditions under which the contingency plan must be clearly documented. As well as the source of funding
Introduction
Technical or Logic Constraints
Project Constraints
Common
Unavoidable
Parallel tasks
Resource Constraints
Physical Constraints
Rare
People
7. Scheduling Resources
Types of Resource
Materials
Equipment
Working Capital
1. Minimum Slack
2. Minimum Duration
3. Task ID
Resource availability is huge problem for PMs
Summary
Introduction
Incentive contract
Key resource needs
High overhead costs
Unforeseen delays
Overheads such as administration, consultants and loan interest
Can not be associated with any work package or activity
Indirect Costs
Direct Costs
Fast-tracking
Critical-chain
Critical chain is the longest sting of dependencies that run through the project.
Depends on resources and technical constraints
See stand alone topic
Compromise quality
Last option
Use on tasks that are on critical path
Contracts
Responsibility assignment
Provides
Objectives
Administrative procedures
Rewards
Penalties
Lump Sum
Schedule of Rates
Types of Contract
Agreement
Elements of a Contract
Consideration
Intention
Genuine Consent
Action must be taken in 6 years
Other Legal Elements
Waiver
Describes the circumstances where one party indicates that the contract is no longer valid
Estoppel
Stage in the contract when the product can taken over by the principle and used safely
The defect liability period will still apply
10. Project Management Contract Law
Practical Completion
Tort Law
Tort in Contracting
Different methods used
Variations
Extras
Job Changes
Extension of Time
Keep al forms
Correspondence files
Daily diaries
Good Practise Legal Tips
Progress reports
Photographs
Records of meetings
Emails
Checklists of remaining work
Planning and Controlling at low levels of WBS
Hold debriefings
Rewarding achievement
Disciplining under-achievement
Counselling staff
Record 'as built' design
Post-Completion Review