Project
Management
Framework
Ciaran Whyte
Risk Administrator
Planning & Strategic Projects Unit
May 2010
Project
Management
Framework
OR.....
Ciaran Whyte
Agenda
 Objectives of Seminar
 What is a project?
 What is PMF?
 PRINCE2
Project
Management
Framework
 Project Lifecycle
 Stage 1 – Scoping and Approval
 Project Governance
 Stage 2 – Project Planning
 Stage 3 – Start Up the Project
 Stage 4 – Deliver the Project
 Stage 5 – Close the Project
 Stage 6 – Post Project Review
Objectives of Seminar
At the end of the seminar you should -
• Know what the Project Management Framework is
• Know what the stages in a project life cycle area
• Within each stage know what steps to take
• Realise that a Project Manager’s job is not really for dummies!
Project management challenges
How the funder
explained it
External partners
understanding
Project team’s
understanding
Admin Depts
perception
How HoS/HoD
described it
How it was
documented
What was delivered
How SMT described
it
Perception from other
Schools
What the funder
really needed
What is a project?
Definite
beginning
and
definite
end
Reached when project
objectives met or project
terminated
“a temporary endeavour undertaken to create a unique product or service”
Product or service is different
from all other products or
services
What is PMF?
“Project Management Framework provides a basic structure for understanding
project management as it is deployed at Swansea University”
Application of
knowledge, skills, tools,
and techniques to meet
project requirements
PRINCE2
Directing A Project
Directing a Project
Starting Up a Project
Controlling a Stage
Starting Up
a Project
Controlling
a Stage
Initiating a Project
Initiating
a Project
Managing Stage Boundaries
Managing
Stage
Boundaries
Managing Product Delivery
Managing
Product
Delivery
Planning
Planning
Closing a Project
Closing
a Project
The Project Lifecycle
Project Stages
Planning
Stage 1
Stage 2
Stage 3
Scoping &
Approval
Project
Planning
Start
Up the
Project
Identify need
& scope of
project
Write
business case
Identify
owning HOS/D
Secure
planning
resources
Agree
governance
SMG
Research
approval
Create
project plan
Prepare full
bid
Conduct risk
review
Plan all
resources
Negotiate
agreements
Secure SMT
approval
Delivery
Close
Post
Stage 4
Stage 5
Stage 6
Deliver the Project
Close
the
Project
Post
Project
Review
Initiate
contracts
Execute project plans
Secure all
resources
Manage exceptions
Deliver outputs
Engage
PM
Manage contract delivery
Setup
finances
Project Steering Group control
Secure
funders
approval
Project Assurance Review (if requested)
Submit Claims to funder
SMT Monitoring Reports
Funder/PWC Audits (if requested)
Close
contracts
Close
finances
Write
Project
Completion
Report
Release
resources
Review
benefit
delivery
Identify
follow-up
projects
Stage 1 – Scoping and Approval
define
Scope Initiation
document
Scope Planning
Business Case
Project Definition
High Level Project Plan
Ensure project includes
ALL the work required
AND ONLY the work required
to complete successfully
Scope
Definition
Scope
Verification
Breakdown to
lower levels
Key stakeholders
SMG Research
approval
Stages 1-3 – Other things to do
what standards
apply
Quality Planning
stakeholder needs
roles, resps and reporting
Organisation
Planning
what, how much & when
get the team
Staff
Acquisition
specify & identify
potential sources
Communications
Planning
Procurement
Planning
Solicitation
Planning
Risk
Identification
Risk
Evaluation
Risk
Mitigation
Pre-RA check to assess risk level
Risk Assessment Review for high risk projects
Project Governance
•Direction & guidance
•Provide resources
•Secure funding
•Liaison to Exec groups
•Approve outputs
•Resolve issues
•Manage risks
•Policy decisions
•Scope changes
•Contingency
University Senior
Management
Team (SMT)
SMT Owner
External Project
Steering Group
“owns” Project
Appoints chair
Project Steering
Group
Direct Management Responsibilities
Administrative
Departments
School Resources
Sub-Group Management
Finance
Infrastructure
Budget
Building/ICT
- Head of School(s)
- Principal Investigator (PI)
- Project Manager (PM)
- Key SU stakeholders
External Suppliers
or Partners
Delegate accountability to chair of sub-group
R&D
Business
Marketing
Academic Activity External/Outputs Communications
Stage 2 – Project Planning
establish
dependencies
MS Project
Activity
Sequencing
specify
activities
determine
-people
-kit
-materials
to perform
each activity
Activity
Definition
Resource
Planning
Activity
Duration
Estimating
task
schedule
Schedule
Development
estimate
work
periods
Cost
Estimating
Translate to £s
Pull together
& document
with ALL
assumptions
Project Plan
Development
Cost
Budgeting
allocate to
periods
Stage 2 – Project Planning
Stage 3 – Start Up the Project
 Negotiating and receiving funding
 Carry out initiation tasks
 Secure resources
 Initiate contracts
 Finance systems setup
 Engage project manager
 Handle changes
 Revisit Stages 1 & 2 if scope or plan changes
Stage 4 – Deliver the Project
CONTROL
EXECUTION
perform all
activities in
project plans
 Collect information
 status – current position against plan
 progress – achievements
 forecasts - prediction
 Document
 Steering Group Highlight Report
 External reports to Funder
 Major Project Monitoring Report
 Issue Log / Risk Register
 Meetings
 Steering Group Meeting
 Sub-Group Meetings
 Project Team Meetings
 Claim Meetings
Stage 4 – Other activities
“health
check”
Project
Assurance
Review
Quality
Assurance
Team
Development
Information
Distribution
timely
provision to
stakeholders
enhance performance
Solicitation
Source
Selection
getting quotes / bids
choosing supplier
Scope
Verification
Scope
Changes
Contract
Administration
Risk
Monitoring
requests  assess impact & estimate cost  approvals
Schedule Control
Cost Control
Quality
Control
managing
supplier
delivery
review risks
& track
actions
conduct
sampling
& agree
actions to
eliminate
unsatisfactory
performance
Stage 4 – Project Assurance Review
1.
Are all stakeholders fully committed and effectively involved?
2.
Will the project deliver the desired outputs and costs, and
is tracking ongoing and meaningful?
3.
Is the project plan accepted and maintained and
is there confidence in reporting and estimates to complete?
4.
Are the project team high performing with clear roles and responsibilities?
5.
Is the scope realistic and are the project boundaries being clearly managed?
6.
Are all risks being mitigated?
7.
Does the project help or endanger Swansea University’s reputation,
finances or staff development?
Stage 5 – Close the Project
 Close contracts
 verify completed successfully
 final invoices
 Close financial systems
 Project Completion Report
 plan versus actual with variances explained
– finances
– milestones
– outputs
– resources
 lessons learned – what went well? what went badly?
 recommendations
 archiving of project files
 Release resources
 Celebrate achievements!
Stage 6 – Post Project Review
 SMT Owner appoints independent reviewer
 Review achievement of benefits
 Review management of project
 Lessons learned
 Identify potential follow-up projects
And if it all goes wrong...