Project Management Key Principles
Projects vs. Operational Work
Project Management at CSU
The CSU Project Management Framework is a guide for the use of specific project management
process groups within the CSU organisation and is based on world standard practice. We have
to get from ‘as is’ (the current situation) to ‘to be’ (the desired state). To do this everyone
needs to think about the same things: what, who, why, when, where and how.
Project Management Process
Project Process
Description
1. Initiation
Defining and authorising the project or phase
2. Planning
Defining and refining objectives and seeking the best alternative
course of action to attain these
Carrying out the project plan by executing the activities therein
3. Execution
4. Controlling
Ensuring project objectives are met by monitoring and
measuring progress regularly and taking corrective action when
needed
_____________________________________________________________________________________________________________________
Project Management Key Principles
Last updated September 2013
page 1
5. Closure
Formalising acceptance of the project or phase and bringing it
to an orderly end
Project Processes and Level of Activity over Time
Roles and Responsibilities
Role
Responsibility
Owner
Provides funds and has political and overall accountability and responsibility
within the organisation for the Project.
Sponsor
Is administratively responsible for the Project and supported by the Steering
Committee.
Project Manager
Is responsible for meeting the client’s requirements such that the project’s
outputs are fit for purpose and are delivered within the agreed timeframe
and cost.
Business Analyst
Is the conduit between those requesting the outputs of a project and those
who are required to create the outputs.
Business Expert
Provides business expertise, the business rules and guidance on how the
business operates to the project.
Key Stakeholders
Any people who have an interest in the project. They may be individuals or
groups.
Steering Committee
Responsible for ensuring the outcomes of the project are met in accordance
with the Project Definition.
_____________________________________________________________________________________________________________________
Project Management Key Principles
Last updated September 2013
page 2
Project Team Member
A project team is made up of a number of technical and administrative
personnel and may not fall into category of a business expert or business
analyst.
CSU Project Lifecycle Framework: Is an example of a project path to improvement.
Continuous Path to Improvement – PIRI
The Plan Implement Review Improve (PIRI) cycle used by CSU is based on a continuous
improvement approach to AS IS → TO BE.
_____________________________________________________________________________________________________________________
Project Management Key Principles
Last updated September 2013
page 3
Why Projects Fail
1. Lack of effective sponsor involvement.
2. Insufficient key stakeholder commitment.
3. Scope creep.
4. Poor project control.
5. Poor estimating.
6. Poor scope definition.
7. Insufficient key stakeholder buy-in.
_____________________________________________________________________________________________________________________
Project Management Key Principles
Last updated September 2013
page 4