Fundamental Project Management - Fasset
FundamentalProject ManagementFasset: July/August 20131Fasset Welcome Note Welcome to this learning programme in which youwill be introduced to the fundamentals of managinga project in the workplace. You will be taken through the basic terminologyand then introduced to the project life cycle anddetails about each phase of the cycle.Fundamental ProjectManagement2Project Selection for Exercises Please identify either a project that you arecurrently busy with or one that is going to takeplace in the next six months. Should you not have a specific workplace-basedproject, please make use of the case studycontained in the workbook.Fundamental ProjectManagement31
Glossary of TermsWork through the glossaryof terms to familiariseyourself with the basicterminology of projectmanagement.Fundamental ProjectManagement4Learning Unit 1: Introductionto Project ManagementFundamental ProjectManagement55Learning MapFundamental ProjectManagement62
IntroductionThe most common definition of a project is: A sequence of activities, Connected over a period of time, With a unique and defined outcome.Fundamental ProjectManagement71.1. Characteristics of a Project Differs from the normal, run-of-the-mill activities ofthe workplace, Has a clear scope, Has the purpose of bringing about a change, Has clearly defined goals which have to beachieved within the set timeframe.Fundamental ProjectManagement8Fundamental ProjectManagement993
Activity 1:Which of the following characteristics of a project asidentified in 1.1, could also be aligned to routine taskscompleted in the workplace?Fundamental ProjectManagement101.2. Project GoalsGoals need to be :Goals need to be : Specific, Put in writing, Measurable, Personal, Achievable, Positive. Realistic, Time-bound.Fundamental ProjectManagement11Activity 2:What are the goals for your project?Fundamental ProjectManagement124
1.3. Project V’s Operational ManagementDue to the nature of a project, there is a distinctdifference between managing a project and managingoperations in a workplace.Fundamental ProjectManagement13Activity 3:Given the three elements described, list thecharacteristics of project management for a project inyour environment:Project management is Fundamental ProjectManagement141.4. PMBOKProject Management Body of Knowledge: As from 2013, PMI has identified general areas ofknowledge, which are briefly described in yourworkbook. Further information can be obtained from PMI’swebsite.Fundamental ProjectManagement155
Overview of Knowledge Areas and ProcessesSource: www.pmi.org.zaFundamental ProjectManagement161.5. Project Stakeholders and Role-playersFundamental ProjectManagement17The SponsorThe sponsor’s responsibilities can include: Representing the interests of the organisation, Ensuring goals, objectives, and the project itselfhas benefit, Providing resources, Making the project team aware of constraints, Helping to inspire and motivate the team.Fundamental ProjectManagement186
Project StakeholdersStakeholders can be mapped and classified in termsof the level of Interest and Power they may have onLEVELOFPOWERa project – and therefore the potential Impact.LOWHIGHLEVEL OF INTERESTLOWHIGHMinimal EffortKeep InformedABKeep SatisfiedCFundamental ProjectManagementKey PlayersD19Project Team MembersThese people are the people who do the actual workduring the execution of the project.Members focuses on a few tasks (or perhaps only onetask), as assigned by the project manager.Fundamental ProjectManagement20Key team membersThose people who have expertise in a particular areaand are used only for their expertise are termed keyteam members.They typically assist the project manager directly,acting in a consultative capacity when their expertiseis required.Fundamental ProjectManagement217
SuppliersThese are the people who provide the resources for aproject and are crucial to the success of the project.Their sole responsibility is to work with the projectmanager to deliver the promised items or services ontime and at the agreed cost.Fundamental ProjectManagement22The Project ManagerThis is the team leader who is responsible for makingsure the project is completed and the goals andobjectives are achieved.Fundamental ProjectManagement23Activity 4:Using the table provided, identify the stakeholdersand role-players in your project and provide thedetails of their responsibility.Fundamental ProjectManagement248
1.6. Project ResourcesProject management requires resources. Thesemay be physical, financial or human resources,depending on the project.Physical resources are generally of two types: Direct resources Indirect resourcesFundamental ProjectManagement25Direct resourcesPhysical resources which will be needed by theproject team members themselves for use during theproject, e.g. laptops, telephones.Fundamental ProjectManagement26Indirect resourcesPhysical resources which suppliers or specialistsmight require to complete their tasks as part of theproject execution and which they will accessthemselves, e.g. equipmentneeded to complete awork package in the project.Fundamental ProjectManagement279
Activity 5:Using the table provided, identify both the direct andindirect resources your project will require and wherethese will be sourced from.Fundamental ProjectManagement281.7. Project Success FactorsIn his book, Project Management: A SystemsApproach to Planning, Scheduling, and Controlling,Harold Kerzner writes about the Project Triangle.He explains that a project is like a triangle thatbalances time, cost and scope.Fundamental ProjectManagement29Project TriangleCostQualityTimeScopeChanges in any one of the three elements will affect theother two elements.Fundamental ProjectManagement3010
1.8. Best Practices Clear, concise project definition and project plan. Clear outline of role players. A clear risk management strategy. Financial resources clearly outlined. A strategy for scope creep and change. Clear reporting mechanisms. Clear evaluation and close out strategy.Fundamental ProjectManagement311.9. Project Life CycleThe cycle can be categorised into the followingphases, sometimes given different names:Fundamental ProjectManagement321.10. The Project Manager’s Role Producing project management documents. Keeping an eye on the big picture. Motivating the project team and assisting them. Communicating with all role players. Acting as representative for the customers of theproject.Fundamental ProjectManagement3311
Fundamental ProjectManagement3434Activity 6:Read the short case study provided and then answerthe questions which follow.Fundamental ProjectManagement351.11. The Dreaded Scope CreepScope creep can come about from: Inadequate project monitoring, Poor change control, Weak project manager, Demanding sponsor.Fundamental ProjectManagement3612
Fundamental ProjectManagement37371.12. Project FailureFailSucceed Poor planning Thorough planning No communication Good time management Lack of resources Clear goals Lack of commitment/Team Available resources Etc Fundamental ProjectManagement Etc 38SELF-EVALUATIONFundamental ProjectManagement3913
Learning Unit 2:Project InitiationFundamental ProjectManagement4040Learning MapFundamental ProjectManagement41IntroductionIn today’s world, many of us are accidental projectmanagers: people who never intended to leadprojects until suddenly we find ourselves heading upone at the request of a line manager or topmanagement.Fundamental ProjectManagement4214
2.1. Initiating a ProjectThese are some of the key questions to answer wheninitially considering the feasibility of a project: Background information about your company ororganisation? Name of your project? Why you are doing it (the purpose)?Fundamental ProjectManagement43Initiating a Project Who will be involved? Whether this is a project you have asked to do or ifit has been assigned to you? How it will benefit you, your department, a specificgroup of individuals, or your organisation as awhole?Fundamental ProjectManagement44Initiating a Project How much time you expect it to take? Whether you have identified any costs? What planning and tracking tools you will use?Fundamental ProjectManagement4515
Fundamental ProjectManagement46462.2. Project ScopingEffective scope management requires goodcommunication to ensure that everyone understandsthe scope of the project and agrees upon exactly howthe project's goals will be met.Fundamental ProjectManagement472.3. Project DeliverablesA deliverable is the end product of the objective, andmust reflect the quantifiable, measurable state of theobjective.ObjectiveDeliverableOutline a QMS Model forQMS Scope documentthe organizationFundamental ProjectManagement4816
Activity 7:Identify the objectives and deliverables for yourproject, by populating the table provided.Fundamental ProjectManagement492.4. The Most Suitable Project TeamAsk yourself: Can general experience be sufficient? Does the individual need specific experience? What interpersonal skills are required? How many skilled people will be needed? What level of supervision will be required? Not everyone is a team player. Is this important?Fundamental ProjectManagement50Issues critical to the success of a project team: Accountability Leadership Resources ResponsibilityFundamental ProjectManagement5117
Activity 8:Identify possible team members for your project, andpopulate the table provided.Fundamental ProjectManagement522.5. Risk and ConstraintsMURPHY’S LAWAnything that can possibly go wrong – will.Fundamental ProjectManagement53Risk CategoriesRisks categories to be considered include: Funding Customer Relations Time Project size or complexity Staff External factorsFundamental ProjectManagement5418
Risk CharacteristicsRisk has two characteristics: Uncertainty: it may or may not happen. Loss: the event has unwanted consequences.Fundamental ProjectManagement55Planning for Possible Risks Identify the risks, Determine the probability, Identify the impact, Determine the priority, Determine the Response, Decide on the action plan.Fundamental ProjectManagement56Activity 9:Using the risk categories listed in the table provided,identify and rate potential risks to your project.Fundamental ProjectManagement5719
2.6.The Project Charter/ SOWThe Project Charter is the documented outline of theproject, and includes – Purpose Scope ObjectivesFundamental ProjectManagement58Activity 10:Complete a Project charter for your identified project.Fundamental ProjectManagement59Documents for Use in the Initiation Phase: Project Charter Project Team Charter Team Member Responsibilities Stakeholder AnalysisFundamental ProjectManagement6020
SELF-EVALUATIONFundamental ProjectManagement61Learning Unit 3:Project SchedulingFundamental ProjectManagement6262Learning MapFundamental ProjectManagement6321
Introduction New project managers often attempt to scheduleactivities in sequence, one after the other. However, much time and money can be saved bycreating a plan that has several activitieshappening simultaneously.Fundamental ProjectManagement643.1. Work PackagesWork packages can be on any level in the workbreakdown structure and are characterised by: Clear timeframes, Clear description of the work to be performed, Costing, Responsible parties.Fundamental ProjectManagement653.2. Work Breakdown StructureThe Work Breakdown Structure or WBS is thebaseline tool which will help to ensure that the rest ofthe project monitoring tools are effective.The more precise the WBS is, the better you will beable to monitor other areas of the project in relation tothe WBS.Fundamental ProjectManagement6622
Work Breakdown StructureFundamental ProjectManagement67Activity 11:Compile a basic WBS for you project, using the spaceprovided.Fundamental ProjectManagement683.3. Milestones & Milestone ChartsMilestones are the major elements or steps of aproject and milestone chart is a chart, showing all themilestones to be reached during the project.Fundamental ProjectManagement6923
3.4. Project Timelines In setting timelines, don't forget to consider howmuch time you'll need to gather resources and dothe work. It is also a wise practice to allow extra time for theunexpected. The timeframes need to be included in the WBSdocument – after careful consideration!Fundamental ProjectManagement70Activity 12:Write in the timelines for your project, using the WBSyou completed in the previous activity.Fundamental ProjectManagement713.5. The Network DiagramA network diagram is a sequence of steps (activities),commonly represented by blocks, that are linkedtogether in the logical sequence they need to becarried out.Fundamental ProjectManagement7224
The Network DiagramSource: www.cnx.orgFundamental ProjectManagement73Activity 13:Using your WBS, compile a network diagram for atleast two work packages in your project.You may use the space provided for this activity.Fundamental ProjectManagement743.7. The Critical Path of a ProjectThe critical path shows the longest necessary pathand therefore the longest time needed to complete aproject.Any delay of an activity on the critical path directlyimpacts on the planned project completion date andindicates scope creep.Fundamental ProjectManagement7525
The Critical PathSource: www.cnx.orgFundamental ProjectManagement76Activity 14:Mark off the critical path on the network diagram youcompiled in the previous activity.Fundamental ProjectManagement77SELF-EVALUATIONFundamental ProjectManagement7826
Documents for Use in the Scheduling Phase: Work Breakdown Structure in a Spreadsheet Risk AnalysisFundamental ProjectManagement79Learning Unit 4:Project PlanningFundamental ProjectManagement8080Learning MapFundamental ProjectManagement8127
IntroductionOnce the scheduling and the WBS have beenfinalised, it is an easy task to finalise the actual,detailed planning.The most common method of doing this is to use aGantt Chart.Fundamental ProjectManagement824.1. The Gantt ChartGantt chart consists of a horizontal scale divided intotime units (days, weeks, months) and a vertical scaleshowing the work packages and sub activities.The work packages, tasks and sub tasks are thenlisted in sequence of time, taking into account taskdependency or which tasks occur simultaneously.Fundamental ProjectManagement83The Gantt ChartFundamental ProjectManagement8428
Activity 15:Compile the Gantt Chart for two of your workpackages identified in the previous activity. You mayuse the grid provided for this purpose.Fundamental ProjectManagement854.2. Project Costing and the BudgetAny Project Budget should be made up out of thefollowing costs: Direct Indirect Contingency CostsFundamental ProjectManagement86Fundamental ProjectManagement878729
Activity 16:Compile a basic budget/costing for your project. Youmay use the template provided for this purpose.Fundamental ProjectManagement884.3. The Communication PlanPrior to the execution phase, it is necessary to identifyhow each of the stakeholders will be kept informed ofthe progress of the project.For this purpose one uses a communication plan.Fundamental ProjectManagement89SELF-EVALUATIONFundamental ProjectManagement9030
Documents for Use in the Planning Phase: Budgeting Worksheet Gantt Chart Communication PlanFundamental ProjectManagement91Learning Unit 5:Project Execution andMonitoringFundamental ProjectManagement9292Learning MapFundamental ProjectManagement9331
IntroductionThe execution phase is normally the longest phase ofthe project It is the phase within which the activitiesand tasks are undertaken and the deliverables areachieved.It is also the phase where the project manager doesthe most quality assurance.Fundamental ProjectManagement94Activity 17:List the five most important tasks that you see foryourself as manager of your project.Fundamental ProjectManagement95Fundamental ProjectManagement969632
5.1. Implementing and Monitoring a ProjectOf course, no project ever proceeds entirely as it wasestimated and planned.The team’s challenge is having the determination anddiscipline needed to apply the general projectmanagement skills correctly and proactively.Fundamental ProjectManagement97Project Monitoring ObjectivesThe objectives of project monitoring are to: Identify the current status of the project; Identify the potential for project failure; and Identify the need to change the way the project isbeing managed or planned.Fundamental ProjectManagement98Fundamental ProjectManagement999933
5.2. Change ControlUncontrolled change is one of the biggest headachesof a project manager.Even a minor change made to the design of one ofthe project components could affect whether or notthe project comes in on time, on schedule, or whetherit meets its objectives.Fundamental ProjectManagement100Change Control Process1. Submission and receipt of change a request,2. Review and logging of change requests,3. Determination of the feasibility of change requests.4. Approval of change requests,5. Dissemination of information regarding the change.6. Implementation and closure of change.Fundamental ProjectManagement1015.3. Budget ControlEven if the project objectives are met and thedeliverables are of an excellent quality, the fact thatmore money was spent than originally anticipatedcauses questions to be asked, explanations to givenand, very often, conflict.Fundamental ProjectManagement10234
5.4. Progress MeetingsBefore you begin executing the project, you shouldschedule status meetings.These meetings are typically held once a week,although they can be less frequent, depending on theproject.Fundamental ProjectManagement1035.5. Project ReportsThere are a number of different reports that need tobe compiled at various intervals and the projectmanager will have to identify the type of the reportneeded and the frequencies of each report.Fundamental ProjectManagement104Progress ReportsProgress reports must be generated on a regularbasis, and in order for them to be effective, they needto be: Easily understood, Based on facts, Easy to read, Clearly structured,Concise, Well prepared documents. Fundamental ProjectManagement10535
Fundamental ProjectManagement1061065.6. Delegating During a ProjectIt is essential that the Project Manager understandsthe process of delegation in the execution phase.You can do anything, but not everything.-David AllenFundamental ProjectManagement107Activity 18:List those tasks in your project that could possibly bedelegated by you at any given point in the project.Fundamental ProjectManagement10836
5.7. Monitoring Team PerformanceThrough the monitoring and review of employeeperformance the manager is able to establish if thehuman resource of the project is in fact on track andin line with the proposed project plan and scope.Fundamental ProjectManagement109Effective Performance MonitoringActions which assist in monitoring project teamperformance include: Set standards for team performance, Meet with the team, Communicate project information, Acknowledge achievements, Conduct team performance reviews.Fundamental ProjectManagement110SELF-EVALUATIONFundamental ProjectManagement11137
Documents for Use in the Execution Phase: Progress Report Scope Control Milestone Report Progress MeetingAgenda Change Control Request Change Control LogFundamental ProjectManagement112Learning Unit 6:Project ClosureFundamental ProjectManagement113113Learning MapFundamental ProjectManagement11438
IntroductionFollowing the completion of all project deliverablesand acceptance by the customer, a successful projectwill have met its objectives and be ready for formalclosure.Fundamental ProjectManagement115Project Closure AreasProject Closure always includes at least 5 areas,regardless of the type of project or intervention:NumberArea of project closure1Contract management2Stakeholder management3Project Administration4Project Evaluation5Close Out ReportFundamental ProjectManagement116Fundamental Proj
Fundamental Project Management Planning for Possible Risks Using the risk categories listed in the table provided, identify and rate potential risks to your project. Activity 9: Fundamental Project 57 Management . 20 2.6.The Project Charter/
Project Issue Management Process Project Issue Management Process Template, version 1.0 (03.15.12) ii 1 Introduction The Project Issue Management Process is followed during the Execution phase of the Project Management Life Cycle throughout the project; however, issues may be identified at any stage of the project life cycle.File Size: 258KBPage Count: 8People also search forissue management processcontemporary issue management:contemporary issue management: quizletdefine opportunity management processacquisitions the issue management proces asana project management templates
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Fifth Edition 61 3 3 - PROJECT MANAGEMENT PROCESSES Table 3-1. Project Management Process Group and Knowledge Area Mapping 4. Project Integration Management 5. Project Scope Management 5.2 Collect 6. Project Time Management 6.4 Estimate 7. Project Cost Management 8. Project .
Module 7: Fundamental Analysis (NCFM Certification) 1. Introduction of Fundamental Analysis What is Fundamental & Technical Analysis? Difference between technical & fundamental analysis Features & benefits of Fundamental analysis 2. Top-Down Approach in Fundamental Analysis Economic Analysis Industry Analysis Company analysis 3.
IV. PMO Project Management Lifecycle (Refer to attachment 2 - OIT PMO Project Management Lifecycle) The Project Management Process governs the project life-cycle which is comprised of the following five phases: 1. Project Initiating phase 2. Project Planning phase 3. Project Funding phase 4. Project Executing phase 5. Project Closing phase
development - this methodology was used to guide the gap analysis phase and the interpretation of the findings of this research. For continuity purposes, it is intended that the ADDIE principles will be used to guide any subsequent project phases. ADDIE has, in i
Learnership / Full Qualification details: . will cover all the material for the 3 modules based on several assignments and case studies to be completed A workplace logbook . reference letter below. We have been fortunate in the past to receive funding from Fasset and
3. Culture and Diversity Dynamics in Groups and Organisations 9 3.1 The Culture and Customs of South Africa’s Main Population Groups 9 3.2 Ten Tips for Cross Cultural Communication 15 3.3 Understanding Perceptions, Serotypes and Prejudice in the workplace 16 3.4 Organisational Culture and Di
Peter Norvig Prentice Hall, 2003 This is the book that ties in most closely with the module Artificial Intelligence (2nd ed.) Elaine Rich & Kevin Knight McGraw Hill, 1991 Quite old now, but still a good second book Artificial Intelligence: A New Synthesis Nils Nilsson Morgan Kaufmann, 1998 A good modern book Artificial Intelligence (3rd ed.) Patrick Winston Addison Wesley, 1992 A classic, but .
