Project Management Notes
IDM
Hogeschool Van Hall Larenstein
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PROJECT MANAGEMENT EXAM NOTES April 16, 2018 CHARLIE DAMS Charlie Dams Table of contents Chapter 1 The project 1 What is a project 1 When to use a project-based approah 1 Priciples of project-based working method 1 Types of projects 1 Phases 1 Projects should be SMART Chapter 2 People working on projects 2 Goals, objectives and results 2 Indicators to monitor 2 Why projects fail 2 What a succesful project has Chapter 3 3 Six phases of a project 3 The project plan 3 Dividing the project into sections 3 Organizational Structure 3 Internal Organization 3 Time management tips 3 Project cycle and Indicators 3 Logframe 3 What is monitoring and what is evaluation(M&E) 3 Summarizing indicators Chapter 4 Planning and scheduling 4 Why plan 4 What do you need to know 4 Making a schedule 4 Analyze data Project Management Exam Charlie Dams Project Management Exam Chapter 1 The Project 1 What is a project? What are its ‘features’ 1. Temporary – Clear starting point – Finishing date 2. Unique and clearly defined goals/results 3. Project members (different expertise collaborating 4. Own organization set-up 5. A project has specific budget and period 6. Sponsor / communssioner of the project / approval 1 When to use a project-based approach Why is it popular Advantages Disadvantages The world is changing faster; this can be better managed via project-based approach. Structured way, routine works makes you unhappy, measureable progress and results Working together: synergy and enables to develop new capacities. Projects can be broken dow (controllable pieces): not become lost end results is predictable, cost are more manageable. Higher chances to deliver end results on time. You cannot stop once invested. It takes time to prepare the project (overhead): less suitable for smaller tasks. You have to work with other people, with different disciplines. Staff must be trained to work on projects and due to the prescribed working method, some ‘freedom’ can be lost. 1 Priciples of project-based working method 1. Think first, then act. 2. Think through project in detail from start to finish AND from finish to start. 3. Work from global to detail: Top-down working: First the big picture, then the details! 1 Types of projects. 1. Technical projects 2. Social-organization projects 3. Mixed projects Construct a birdge, railway or computer network. Set up a farmer organiztion to distribute water. Automate projects, factory relocation. Charlie Dams Project Management Exam 1 Work from top down & Phases Avoid bogging dow in details: Phasing Concept Definition Design Preparation Realization Aftercare they should be dealt with later on. Projects can be generally be divided into the following phases. -> Preparation (think) -> Realization (act) -> Aftercare (maintain). minimizes the risk associated with the project. the idea that sparks it off. The concept phase of the project often results in a project proposal. defining the end result of the difinition of the project and what needs to be done to achieve it. The results of the project the definition is a project plan. With complicated projects, it is common to carry out various sub-projectsm each with its own project plan. deciding what the project reults will be, i “how to go about it”. What will the sponsor be getting for his money? This phase results in a design report. detailing how to do it. This phase results in a detailed design, such as building plan. doing it. This phase results in the project result desired by the sponsor. making it operational and providing aftercare. The result is maintained by adapting it to a new desires and resolving any problems. 1 Projects should be SMART. Specific, Measurable, Acceptable, Realistic, Time-bound. Specific The project result must be specific/described in detail. E. What exactly are we doing to do? There should be no misunderstanding as to the end Charlie Dams Project Management Exam Chapter 2 People working on projects 2 Goals, objectives and results. Setting goals and objectives for projects is an essential step because they identify your destination and also provide a road map for getting there. Who, what ,when, where , why and how. 1. Identify long term goals (all children graduate from school). Visualizing an idea situtaion and characteristics. 2. Idetify and select the problems(s) / current critical conditions (defined group, specific place and time). 3. Design solutions (to the identified problem) 4. Define project goal and how projects relates to the long-term goals. 5. Develop project objectives (SMART) and activities. 2 Indicators to monitor “Instruments which gives you information”. “A variable, which purpose it is to measure change in a process”. Objectively Verifiable Indicators (OVIs) Specify the evidence which will tell yoi if an expected output, specific objective, or goal is reached. STEPS to define indicators: • Qualify(What and how well?); Charlie Dams • • • • Quantify(how much?); Define target and support groups (who?); Determine location (where?) Set times (by when?) 2 Why projects fail. • Non participatory • Top down • Technical, non socia-organization (i Irrigation) • Unclear obecctives and scope • Logic between objective, results, activities • Too rigid, changing environment • Imperfect communication with commissioner, stakeholders • Poor planning or too optimistic planning • Starting activities too late • Project members are not competent enough • The project is being sabotaged or calamities • Workload too high • Little delays all add up • Late delivery of materials • No provision for rectifying mistakes 2 A successful project: is a project that has • • • • Achieved its objectives (the results) and is of the desired quality) Is concluded in time Has not cost more than was agreed on Delivered the define objectives (did not deviate) Project Management Exam Charlie Dams Project Management Exam Table 6 a project plan section by section. Section 1. Background Information 2. The project’s result 3. Projects activities 4. Projects limits 5. Intermediate results 6. Quality control 7. The project organization 8. Schedule 9. cost and benefits 10. Risk analysis 3 Organizational Structure A project is separate from a line organization Topic Where (in what environment) is the project taking place? Why are we carrying out the project ad what is the desired final results? What do we need to do to achieve the project goal? What are the boundaries of the project? What are the intermeditate products and deliveries? How can we ensure the sufficient quality of all products? Who is participating and how do we plan to collaborate? Who is down what when? What will the project cost and what will it yield? What could cause the project to fail? Charlie Dams Project Management Exam 3 Internal organization Structure Strategy Staff Systems Style (Management) Division and coordination. Formal (organigram) Informal(power) The way to translate mission into concrete objectives and approaches. How to come from input to output. Task division, rules (interpersonal). Job descriptions, motivation and development. Primary process (input-output) Control process(M&E/Feedback) Strategy process(planning) Support process(financial admin and logistics) Meetings Efficiency and time registration Information storage and reporting Priorities and how manager decides Charlie Dams 3 Logframe Project Management Exam Charlie Dams Project Management Exam 3 What is monitoring? What is evaluation?(M&E) 1. Monitoring is the systematic, regulation collection and analysis of information, to measure progress and identify changes over a period of time. 2. Evaluation is the anaylsis of the effectiveness and direction of an activity and involves making a judgment about progress, results and impact. 3 Summarizing indicators 1. Conver need to provide unambiguos informatio about interventions and their achievements. 2. Indispensable for project development, implementation, M&E. 3. Focus of different levels (inputs, process, output, outcome, impact). 4. Focus on social economic, and environmental aspects. 5. Requires a system of data collection, processing and reporting. Chapter 4 Planning and scheduling 4 Why plan 1. To determine the duration of a project 2. To determine the sequenve of activites 3. To determine the consequences of delay 4. To determine the costs of a project 5. To organize the activties for project members 6. To monitor the progress and costs of a project 4 What do you need to know 1. Which activites are needed? 2. How much hours must be spent per activity? 3. Which expertise (resources) are needed? 4. Which other resources are needed? 5. Which dependcies between tasks? 6. What are the availability of resources? 7. What is the duration of each task? 4 Making a schedule Collect data 1. Find tasks/activities 2. Estimate duration 3. Determine dependencies 4. Who has to do the task? Charlie Dams Project Management Exam Breakdown of activties; Group in categories; Assign values to each; Define frequencey; calculate cost/activtiy; sum up per category. 5 What would be a good project budget? Realistic Orderly Categories Related Expenditure tracking Monitor People Flexible Based on actual market prices And understandable for outsiders Includes accurate cost and spending To the activties and results Enables accurate cash expenditure tracking Endicators what to monitor and when “costpicture” and “expected expenses picture” Many people are involved in drawing up a budget Flexible enough to allow changes 5 Budgeting Bottom-up Bottom-up budgeting (lowe level task first) * Identify all task *Work out resources and funding for each * enables to centrally review total budget * Leads to participation ownership and acceptance. 1. Annual 2. Time consuming 3. Ownership of proposals is specific 5 Budgeting Top-down • • Higher level task first Can use actual cost of previous, smilar project o To constrain the estimates for lower level tasks o To control organization spending o Takes less time and predicatble o Lowe management understand upper man expectations o Small costs don’t need to be indentified early in process 1. Multi-year 2. Delegated authority 3. Creates joint ownership of proposals. 5 Project cost management process • The process required to ensure that the project is delivered withing an approved budget. Estimating costs Determining the budget Monitoring and controlling costs Developing and approximation or estimate of the costs of the resouces needed to compele a project Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance Following expenditures, changes, unforeseen Charlie Dams Planning Project Management Exam Cost management define policites, procedures and documentation for planning, executing and controlling costs. 5 Key performance indicators (KPIs) Develop relevant KPUs to Actual costs(AC) Cosnt variance(CV) Planned value(PV) Ascertain how much has been spent on a project. Know the extent to which the project’s actual budget differe from what was planned. Etc Shows how much money has been spent on a project to date Indicates whether the estimated project cost is above or below the set baseline Estimated cost for the project activties planned as of reporting date. 5 Terms BCWS Budgeted cost of work scheduled BCWP Budgeted cost of work performed ACWP Actual cost of worked perofrmed BAC Budget at complettion EAC Estimate of completion SV Schedule variance CV Cost variance SV is the difference betweek work scheduled and work performed (expressed int terms of budget dollars). Formula: SV $=BCWP – BCWS CV is the difference between budgeted cost and actual cost Formula: CV $= BVWP – ACWP 5 Managing budgets 1. Frequent budget oversight is essential 2. A 10% budget overrun is far easier to correct than a 50% overrun 3. Projects budget needs to be constantly revisted 4. Review number of people working on the project resource needs on a weekly basis 5. Make sure all team members are aware of the current budget status (planned/spending/budget forecast. 6. Makes it more likely they watch their project charges. 7. Project budget is a living part of your project. Charlie Dams Realization (Doing it!) Aftercare (Operation and maintenance) Project Management Exam Project results The project results adapting the project results. 6 Monitoring a project Why would we monitor? • Project results • Project management • Learning • To understand stakeholder perspectives • Accountability Purpose of Monitoring: Rescheduling Re budgeting the project (if the project run behind the schedule) the project (appropriating funds from one to another; avoiding expenses under unnecessart heading).
Project Management Notes
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Universiteit: Hogeschool Van Hall Larenstein
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