IncreasIng OrganIzatIOn capacIty IntrOductIOn
• This course provides an overview of the strategies and tools necessary for the development of effective, long‐lasting organizational capacity in project management. Topics covered include project management skill development, related skills, and organizational arrangements for effective project management, organizational learning, project management communities of practice, effective processes and tools for project management, and building the business case for project management initiatives.
• PMBoK • Tools • Change Management • Delivery Method • Assignments • Exam
What Is a Project?
1. There are two types of work performed by organizations: operations and projects 2. A proposal, scheme or design. A task requiring considerable or concerted effort (The Collins Dictionary) 3. We all have projects:E.G. Find a job, buy a car, and buy a house Then, if we want to change anything – we work out a scheme, finance it, and carry it out ‐‐‐‐‐‐‐‐ A PROJECT 4. Our project needs : CONTROL - Otherwise there may be problems 5. How do we control a project?
Project Management and the Manager
1. The discipline of organizing and managing resources [e.g. people]. 2. to complete within – Scope/Quality/Time/Costs 3. One‐time Endeavour ‐ not a process 4. Delivery within constraints 5. Control of resources in summary ‐Control and Organization. Quality
History of Project Management
• • • • • Ancient Times Industrialization / Mechanization 1900’s Modern Times CLIENT, SPONSOR AND STAKEHOLDERS
The Project Manager
• Qualifications? – are they important? • Formal qualifications – helpful?
• In‐house ‐ local, familiar, contactable • External ‐ independent, authority
The Project Manager
Role of the P/M – – Organize, manage, monitor and chase progress. – Responsible for correct and organized work programmes. – Responsible to sponsor/stakeholders for reporting progress. – Manage and control flow of funds – variations.
Ourselves as P/M’s • How are we involved? • Are we stuck in the middle of it all? Increasing Capacity
• How do we manage to be involved but not perceived to be interfering?
• Visual plans: – Graphics – display task/time/resource/cost – Give a “timeline” to visualise progress – Indicate important events – milestones – Ease the deduction of critical paths and timetables.
Some examples: • Microsoft Project ‐ ubiquitous, easy to use • Prince2 ‐ Projects IN Controlled Environments ‐ OGC • Critical Chain ‐ theory of constraints – Goldratt
How do they work?
Help to: • Focus • Organise planning and meetings • Manage schedules and work programmes
Gantt chart –developed in 1920’s Time line – view progress, critical path, milestones.
Ask a few questions: • What is required? • How long have we got? • How much is it going to cost? • Who is involved? [The Team] • Who is the P/M? • What are the threats/consequences of failure?
Constructing a Project
• Project brief • Deadlines • Legal issues • Surveyors • Disputes Increasing Capacity
• Budgets • Architects • Local authorities • Progress‐Checks‐Meetings • Handover – review Page 5
• • • • • • Discuss details with sponsor Describe clearly ALL, ALL the details of the project. Include any drawings or sketches. Spend time in designing the project. Ensure that nothing is omitted. “Freeze” drawings.
• • • • • • • • • • How are they set? How are they controlled? How likely to be inadequate? Initial funding Criteria List all work elements. Place common elements together. Assign costs to each element. Add any likely professional fees. Add contingency.
• Carefully consider all possible deadlines. • Ensure agreement by all parties •...
References: Increasing Capacity
• Porter, M., ‘Competitive Advantage’, Free Press, 1985.
• Thurbin, P., ‘Playing the Strategy Game’, Financial Times, 2001
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