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BMO 5602

Business Project
Management
Lecture #1 – Overview of Project

Management

Alan Small
Monday 28th February 2011
BMO 5602 – Business Project Management
- Course overview and Philosophy
• Welcome
• Course will take a holistic view of business and management as they relate to and are shaped
by, projects and project management
The textbook, “The Theory & Practice of Project Management” Richard Newton
“…explores how projects deliver change and value in business, how
project management relates to other business disciplines” pg 1.
• Evolution of Projects and Project Management as a recognised professional discipline
• Mega projects of antiquity
• Advent of “projectised” industries and professions
• Rise of specific and formalised project management methodologies
• Manufacturing: GE / Motorola / Toyota – Six Sigma / Lean Six Sigma / Kaizan
• UK Government – PRINCE 2, PMBoK, SAP & others….
Learning
Outcomes
Lectures Session
1  
Date Topic
Overview of Project Management
Preparation
Chapter 1

- Content & Schedule


28 Feb
2   PM Goals and Framework PM
Fundamental
07 Mar Projects, Programs and Project Portfolio s

Chapter 2
3   Leadership, Team and Culture Chapter 4, 13

14 Mar
4   PM Definition and Planning Chapter 5, 6

21 Mar
5   Implementation and Managing Execution Chapter 8, 9

28 Mar
6   Strategic Alignment PM Alignment

04 Apr Chapter 2

7   Organizational Alignment Chapter 2

11 Apr
8   Building a Capability Delivery Chapter 12

18 Apr
25 Apr -  EASTER BREAK
01 May
9   Risks PM
Process/Plan
02 May Cost / Resource s
 

Chapter 11
10   Defining Project Success Chapter 7

09 May Achieving Benefits from Projects Chapter 10


11   Evaluation/Audit and Closure

16 May
12 PM and
Business
23 May Capital Investment/ Global / e-projects
Session Date Topic Preparation
1   Introductions Friendly Disposition &

Tutorial Content
Readiness to Share
28 Feb Knowledge, Skills and Attributes Exercise
Creativity, Ideas for
Group Formation Projects

- Assessment
Allocating Individuals on Discussion Roster

UNIT GUIDE AND ASSESSMENT DISCUSSION


2   Review and Design templates  

07 Mar
3   Article Discussion  

14 Mar Due Date for Article Discussion – Assessment 1


(Selected Individuals)
4   Identifying Documentations for Project Proposal Share any project
proposals samples with
21 Mar Group Meeting on Project Proposal - Ideas Generation group members
 
5   GROUP PROJECT MEETING TIME (Facilitated by Lecturer)  

28 Mar Due Date for Literature Review Assessment 2


6   EASTER BREAK  

04 Apr
7   Article Discussion  

11 Apr Due Date for Article Discussion – Assessment 1


(Selected Individuals)

Due Date for Project Proposal – Assessment 3


8   Project Plans  

18 Apr Program and Portfolio Management


  25 Apr - 01 PUBLIC HOLIDAY - ANZAC DAY  
May
9   Article Discussion  

02 May Due Date for Article Discussion – Assessment 1


(Selected Individuals)
10   GROUP PROJECT MEETING TIME (Facilitated by Lecturer)  

09 May
11   Projects and Change  

16 May
12   Group Project Plan Presentation  
Projects and Project Management - Defined
Project Methodology

Project components Alternative Project Methodologies


The Project Lifecycle – PMBoK
- Simplified into Four Phases
on
Formulati
Initiation A Project is;
A temporary endeavour to create a
unique product service or result.
Planning
Projects have a definite end, all
projects move through a lifecycle

Delivery
Execution

Closure

PMBok defines a framework for project management,


consisting of a four phase generic project lifecycle and a set of 9
knowledge areas, which sub-divide into 44 project management
The Nine PMBok Project Management
Knowledge Areas
1) Project Integration Management

2) Project Scope Management


on
Formulati

Initiation
3) Project Time Management

Planning 4) Project Cost Management

5) Project Quality Management

Delivery
Execution
6) Project Human Resource Management

Closure 7) Project Communications Management

8) Project Risk Management

9) Project Procurement Management


Detailed Project Lifecycle
- Five x Phase Example
DEFINE PLAN EXECUTE DELIVER CLOSE
Set Objectives Approve & Design & Build Test & trial Release resources
Prioritise Solution
Define Scope Develop Task Monitor & Prepare for Ops Track Benefits
Breakdown Control Project Implementation

Collect Identify Manage risks & Rain & transfer Project Review
Requirements Resource issues docs (PIR)
Develop Bus Develop Change Control Handover Supplier Review &
Case Schedule Payment
Allocate Budget Manage
Stakeholders
Six Sigma Roadmap (Lifecycle)
Define, Measure & Analyse, Improve and Control
(DMAIC)
Measure &
Define Improve Control
Analyse
1a
3a 5a 6b 8b
Select
Document or Map Calculate Process Select a Monitor for Consistency
Process to
the Process Sigma Solution
Improve

9
Transfer Knowledge &
1b 5b 6c Align Practices
Select 3b Perform Stakeholder
Sponsor & Stakeholder Root Cause Check in
Team Check in Analysis
Members 10a
Celebrate Improvements
&
7a Recognise Team
Plan Implementation
1c 4a 5c
Start Up the Project Collect Data Generate
Team & Write Hard/Soft Possible Solutions 10b
Problem Statement
7b Continuously Improve
PILOT

2
Identify 4b
Customers Display Data 6a 8a

DMAIC
& Require- & Analyse Variation Evaluate Evaluate & Establish
ments Alternatives Measures
Six Sigma & Change Leadership Tools
Business & 15 Words

Customer

Case

BUILD UNDERSTANDING OF
THE PROCESS
AND THE Is/Is Not
D Charter PROJECT
E
F In Frame/Out of Frame

I G.R.P.I. Check List Team Progress Check


N 4

E 4
4

TEAM
STARTUP Responsibility Grid
Operating Agreements

CLARIFY
Customer Priorities CUSTOMER Process Map
REQUIREMENTS
x
5
x
DEFINE PROCESS
2 x (SIPOC)
Project Management
- The process of managing projects

1. Objectives
2. Scope & requirements
3. Project Resources
4. The Team
5. Progress & Control
6. Acceptance
7. Change Control
8. Risk &
9. Governance (Template Examples)
The Project Defined –
Project / Team Charter – Tool Example
• Champion • Member • Time Requirements
TEAM

• Local Project Sponsor • Member • Meeting Frequency


• Coach • Member
E T• Meeting Location/Team Room
Defines the specific problem E
Defines
H the specific outcome (money,
• Process name
S time, measures)

RK
PROBLEM

GOALS
• Clearly written problem statement • Process performance improvement target

• Quantify how often problem occurs O • Time frame

• Quantify problem impact


E W • Measures of success
• Project & team

PL Defines when the project is due & key

AM
Defines what team is working on milestones along the way

MILESTONES
DEFINITION

EX
• Project boundaries • Project timeline
• begins with • overall by phase
• ends with • detailed activities
• Alignment • Key deliverable dates
• in/out scope issues
• Critical Success Factors • Reviews with Champion /
• Business case Sponsor
DEFINITION PROBLEM TEAM
Team Charter Worksheet

MILESTONES GOALS
Fifteen Words
15 Words Flip Chart
Each team member is given a flip chart page and marker. They must write, in 15
words or less, the project definition. Post all and check for agreement. Double check
all fuzzy words by circling them and asking "What does it look like?" or "How will we
know it when we have it?"
PROJECT PROJECT PROJECT
DEFINITION DEFINITION DEFINITION
GRPI Framework
G
Goals •Are the mission and goals of the team clear and accepted
by all?
•Are the roles and responsibilities of the team members clearly
R described and understood?
Roles & •Do the defined roles make sense and support team goals?
•Do the team members have the right competencies and
Responsibilities resources to
fulfill
• Are their
thereresponsibilities?
agreed-upon plans, processes and
P Processes procedures that guide how the team will get its project
work done?
& Procedures •Are there clearly understood and agreed-upon
approaches
•Are thetoworking
how we operate as a team?
relationships between the
I Interpersonal Relationships
team members healthy and supportive of
good team work?
•Is there a solid level of openness trust,
and acceptance in the group?
G.R.P.I. Check List
Assessing Project Team Status: How would you rate the degree your team presently
has Clarity, Agreement and Effectiveness on the following GRPI-related
0% 50% 100%
elements:
Purpose & Outcomes: We understand and agree on our project mission and the desired outcome.
(vision)
Customer & Needs: We know who the project stakeholders are, what they require, and why this project
is really needed.

G Goals & Deliverables: We have identified specific, measurable & prioritised project goals and
deliverables linked to our business goals.
Project Scope Definition: We understand/agree on what is in/out of our project scope and tasks. The project
scope is “set.”
Roles & Responsibilities: We have defined and agreed on our roles, responsibilities, required skills and
resources for the project team.
R Authority & Autonomy: Our team is clear on the degree of authority/ empowerment we have to meet our
project mission.
Critical Success Factors: We know and are focusing on the key factors needed to meet the project
goals and mission.
Plans & Activities: We have an effective game plan to follow that includes the right tasks;
P Monitoring & Measures:
clearly defined/assigned.
We have an effective monitoring process and specific metrics linked to progress
and goals.
Schedule/Milestones: We have defined our project schedule and know what the key phases and
milestones are.

Team “Operating Agreement”: We have shared expectations, agreed and followed guidelines for how our team
I Interpersonal/Team:
works together.
We have the necessary behaviors, openness, trust, participation and relationships
for a healthy, productive team.
Risk and Risk Mitigation – Template Example
Program Office - Key Risks and Mitigation Plans 2007
Id Key Objectives

A.
Management of Transformation strategic programs
B.
Management of investment program and supporting system across Telstra

C.
Conversion of corporate strategy into strategic and operating plans for
Operations Group
D.
Obj Management
Risk of risk and compliance
Risk for Operations Group
Risk Description Curren Mitigation Target
Id
E. Type Sources
Development and operation of TLA t Risk
Current () or planned Risk
Level
() Level

A Strategic Products & Delays in addressing complexity in our product and plan 3C  Pricing Review panel 2B
Services offerings (770 mobile plans) may delay IT Transformation
 Feasibility forums
 RA testing of conflicting business rules
Product Solutions Management group

Catastrop
Project team reviewing existing base

nce
Simplification criteria to be used for launch
of future products and plans and exit
migration opportunities

B, D Compliance Regulatory Ahead of the FTTN decision we have adjusted business 3C Engage suppliers, customers and staff as 3C
plans, projects/programs/costs/resources and network appropriate
infrastructure investment potentially increasing the risk of
inventory run out, network incidents, infrastructure
fatigue etc

S
A, B Strategic Competition Variations to customer spend preferences/behaviour 3C Operating controls- PTP, MBM, BPR 3C
and/or competitor activities may result in stranded
IMC Review of investment priorities
investment.
Governance & Work Structure Key Stakeholders
David Thodey, Mike Foster, Sharron Nugent,
- Managed Services - 2007 Lynda O’Grady, David Kirton, Phil Davies, Stuart
Lee
Roles & Responsibilities
 Project ownership of stream Sponsor
 Approval of major milestones Leica Ison TBG Governance Group
 Communication to GMD & senior
stakeholders within stream Lynda O’Grady
 Continual review of adequacy of Sharron Nugent
resourcing Malcolm Flannagen
 Presentation to & signoff by
Project Director / Mike Foster
senior stakeholders
 Participation as required Program Office Roles &
Alan Small Process Owner Responsibilities
Roles Expert Working Group  Provide Direction
Provide Expertise  Governance
Sounding Board Key Business SME’s Gavan Corcoran  Remove Barriers
Alister Simmington, Gary Grimshaw,
Consultation  Listen / Enquire
Louise Brown, Graeme Lee, Mary Egan,
BU Conduit Federal Government Sales, Amy Cheung

Key Deliverables
• Identify Customer Work streams
Requirements Project Lead Financial P&L Assessment
• Ascertain LOB Capability Roles& Responsibilities
•Alan Small •Mira Smith
• Identify current LOB Customer Requirements & Converged Services Model  Project planning &
Project Specialist – Deployment monitoring
operating costs •Bevan Millin
•Paul Glasberg  Project synthesis and
• Determine Desired TBS Service Model
•Rick van der Meer •Peter Eley / Anthony Mullan stakeholder packs
Business Capability to •Edyta Szmyd Customer Care  Workstream pack
meet Customer ISPC •John Tarlington
Requirements for Voice framework and
•Leisa Fielding •Brenda Hughes standards
Services KAZ Alignment •John Koellner / Erika Griffiths
• Determine High Level •Darren Sommerville •Cisco Call Manager LOB model & Transformation
Operating Model for •Shane Kelly •Brendan Brownie
Voice Services •Suzanne Campbell & Paul Keating Business Strategy & LOB Alignment
•Nicole Cameron
•Brenda Hughes
The Project Manager
– Role & Responsibilities
Project, Program and Portfolio Management
Relationship between Program Types
Larger Projects
Program Office Overview – Telstra 2008
“The Program Office is responsible for operationalising corporate strategy and
management of the strategic program of work across Telstra”
Translation of the Telstra corporate strategy Development and Program
into strategic and operating plans management of cross Support .
company strategic
programs.

Strategy Program Reporting &


Corporate Strategy Planning Program of Work Program Support Results
Delivery Management Tracking

Management of risk and Management of the cross company investment


compliance in Telstra program and supporting system across Telstra
Relationship Between Project Management
and Other Business Disciplines
Holistic View between Management of the Organisation & Project(s) / Project Management
• Strategy
− Key focus of our next lecture – Monday 7th March.
− Your examples of company or Corporate Strategy?
• Operations
− Interface being BAU / production and normal function
• Financial Management & Control
− Governance & Stakeholder Dialogue / Management
− Gating / Reviews / PIRs / Check-Ins
• HR & Change Management
− Impact on People, Function and Process
Next Steps…
• Lecture # 2 – Monday 7th March
− PM Goals & Framework & Strategy
− Preparation & Required Reading
• Tutorial # 1 – Monday 28th February
− Unit Administration & Assessment
− Expectations & Ground Rules
− MIS Handbook in Blackboard
− Assessment & Tasks
− Group Formation
− Allocation of Individuals on a Discussion Roster
• General Administration and Communications
• Other