PROJECT
MANAGEMENT
FOR
NON-PROJECT
MANAGERS
WORKSHOP @
KULHUDUFFUSHI
Adam Muiz
§ Adam Muiz, (PMP, MBA, SMP, SSC(BB))
§ 10 years experience in Managing
Projects from different backgrounds
§ 12 years of teaching experience
§ Mobile: 753-3338
§ Email: 7533338@gmail.com
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§ Getting to know one another
§ Your Name
§ Your Role and Where you are
working?
§ What would you like to get from
this workshop?
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Traditional Methods
Choosing the
right Project
Management
Methodology
Agile Methods
Process-based Methods
Change Management
PMI / PMBOK
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Examples
How are projects different from operations?
§ A unique (one-off), transient (not on-going) endeavor
Product
§ It is undertaken to achieve planned objectives and
outcomes
§ It has:
Service
§ Defined Deliverables (objectives)
§ Specific Time Duration (beginning and an end)
Result
§ Detailed Budget
§ Demand New or Different Skills (resources)
Time, cost and scope are interdependent.
Change one of these and you need to adjust the others.
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What is Project Management:
https://www.youtube.com/watch?v=Jk-JwtScIlw
§ Defining the reason WHY a project is necessary
§ Capturing project REQUIREMENTS, specifying QUALITY
of the deliverables, estimating RESOURCES and
TIMESCALES
§ Preparing a BUSINESS CASE to justify the investment
§ Securing corporate agreement and FUNDING
§ Managing RISK, ISSUES and CHANGES on the
project
§ Monitoring the PROGRESS against the PLAN
§ Managing the project BUDGET
§ Maintaining COMMUNICATIONS with
STAKEHOLDERS and the project organization
§ Developing and implementing PROJECT MANAGEMENT
PLAN (PMP) for the project
§ LEADING AND MOTIVATING the project delivery team
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§ Managing SUPPLIERS
§ CLOSING THE PROJECT in a controlled fashion
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§ Organizational leaders initiate projects in response to factors acting upon their
organization
§ Four fundamental categories for these factors, which illustrate the context of a
project
Meet
regulatory,
legal or
social
requirements
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Implement or
change
business or
technological
strategies
Satisfy
stakeholder
requests or
needs
Create,
improve or
fix products,
processes or
services
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§ OPM is defined as a framework in which
portfolio, program and project management
are integrated with organizational enablers
in order to achieve strategic objectives
§ Purpose:
ensure
that
the
organization
undertakes the right projects and allocates
critical resources appropriately and ensure
that all levels in the organization understand
the strategic vision
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§
Anyone affect by the project
§
Anyone that can affect the project
§ Internal (Sponsors, Resource Manager, Project Management Office
(PMO), Portfolio Steering committee, Program Manager, Project
Manager of other projects and Team Members
§ External (Customers, End users, Suppliers, Shareholders,
Regulatory Bodies and Competitors
§ Key Stakeholders include
Project
Sponsor
Project
Manager
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Team
Members
Customers
Suppliers
Government
Agencies
Project
Management
Office
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How to become a Project Manager https://youtu.be/aBxxSZsFf3s
Lots of People want to be a project manager
You need a clear idea of what you are to accomplish
Meet with your supervisor to discuss expectations
Meet with stakeholders to discuss expectations
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§ A project Manager applies processes, methods, skills,
knowledge and experience to achieve specific
project objectives according to the project
acceptance criteria based on the outcomes for the
project
§ The project manager’s reporting relationships are
based on the organizational structure and project
governance.
Start with the end in mind
Stephen Covey - 7 Habits of Highly Effective People
7 Habits of Highly Effective People Book Summary: https://www.youtube.com/watch?v=ktlTxC4QG8g
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Project Manager must have the following attributes
§ Knowledge about project management, the business environment, technical
aspects, and other information needed to manage the project effectively;
§ Skills needed to effectively lead the project team, coordinate the work,
collaborate with stakeholders, solve problems, and make decisions;
§ Abilities to develop and manage scope, schedules, budgets, resources, risks, plans,
presentations, and reports; and
§ Other attributes required to successfully manage the project, such as personality,
attitude, ethics, and leadership.
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§ Process Responsibilities
§ People Responsibilities
§ SolvingProject Issues
§ Implementing standard Processes
§ Disseminating Project Information
§ Establishing Leadership skills
§ Mitigating Project Risk
§ Setting expectations
§ Managing Quality
§ Team Building
§ Managing Scope
§ Communicator Skills
§ Progress Monitoring
§ Emotional Intelligence
§ Managing the Overall work Plan
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How to end the project
§ How you will end your project needs to be
thought about at the beginning of the project not
towards the end of the project
§ To start a project well you need to create and
agree the vision for your completed project
§ This helps you understand what the entire set of
outcomes will be when you have ‘finished’ the
project
§ Remember: Outcomes can also be referred to as
Outputs, Objectives, Drivers, Deliverables or
Success criteria.
§ These form your acceptance / handover criteria
which must be fully completed and accepted by
your stakeholders before the project an be
formally ended.
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It is also vital to ensure you drive the project to
completion and not just let it meander on
consuming resources and remaining unfinished.
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§Developing a Water theme Park @ KC
Swim Track Area
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§Develop Requirements Document
§Facilities – Building / Structures
§Information – Research Data
§Systems – Hardware / Software
§Human resources – Manpower/Skills
§Equipment - Any item other than a system
§Statutory - required/permitted
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§ Formally authorizes the existence of a project
§ Provides project manager with the authority to apply
organizational resources to project activities
§ Key benefit:
§ provides a direct link between the project and strategic
objectives
§ Creates a formal record of the project
§ Shows the organizational commitment to the project
§ Project Charter is not considered to be a contract
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§Developing a Project Charter for the
project - Developing a Water theme Park
@ KC Swim Track Area
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§ Process
of developing a detailed
description of the project
§ Key
benefit:
§ Describes the product, service or result boundaries and acceptance criteria
§ Detailed
project scope statement builds upon the major deliverables,
assumptions and constraints that are documented during the project initiation
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Estimating
§ Process of subdividing project
Staffing
deliverables and project work into
WBS
Risk
smaller, more manageable components
§ Key
benefit:
Network
Diagrams
§ It provides a framework of what has to be delivered
§ Planned
work is contained within the lowest level of WBS – Work Packages
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§Developing a Work Breakdown Structure
for the project - Developing a Water
theme Park @ KC Swim Track Area
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§ Project Schedule (Project Specific Data)
§ Activities | Planned Dates | Durations |
Resources | Dependencies | Constraints
§ A detailed plan that represents how and when the
project will deliver the products, service and results
defined in the project scope
§ Serves as a tool for communication,
§ Helps managing stakeholder’s expectations
§ A basis for performance reporting
§ The project management team selects a scheduling
method, such as critical method or agile approach
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§ Milestone list is:
§ Lay Foundation
§ Build Structure
§ Complete Interiors
§ Complete landscaping
§ The payment will be
processed at the completion
of each of these milestones.
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ID
A
B
C
D
E
F
G
H
Description
Order review
Order standard parts
Produce Standard parts
Design custom parts
Software development
Manufacture custom hardware
Assemble
Test
Predecessor
None
A
A
A
A
C, D
B, F
E, G
Time
2
3
10
13
18
15
10
5
30
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§Developing a Project Schedule for
project - Developing a Water theme
Park @ KC Swim Track Area
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§ Process of developing an
approximation of the cost of
resources needed to complete
project work .
§ Key benefit:
§ It determines the monetary resources required for the project
§ Cost trade-offs and risks should be considered to achieve optimal costs for the
project
§ The accuracy of project estimate will increase as the project progresses through
project life cycle
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§Analogous – Using the values of a previous project
similar to the current project
§Parametric – use statistical relationship between
relevant historical data and other variables (eg.
Square footage in construction)
§Bottom-up – estimating the component of lower-
level works and then rolling up to higher levels.
§Three-point – Most likely, Optimistic, pessimistic
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§ Process of aggregating the estimated
costs of individual activities or work
packages to establish an authorized
cost baseline.
§ Key
§ It
benefit:
determines the cost baseline against which project performance can be
monitored and controlled
§ Project budget includes all the funds authorized to execute the
project
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§ Addresses the management of the project and the
deliverables of the project
§ Failure to meet the quality requirements can have
serious negative consequences for any or all of the
project stakeholders.
§ Project Manager is responsible for managing trade-offs
between quality and grade
§ Trends in Project quality Management
§
Customer Satisfaction – requires conformance to requirements and fitness to use
§
Continuous improvement – the plan-do-check-act (PDCA) is the basis for quality
improvement (Shewart & Deming)
§
TQM, Six Sigma and Lean Six Sigma can improve project and product quality
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§ Process of translating the quality management plan
into executable quality activities that incorporate
the organization’s quality policies into the project
§ Key benefit:
§ It increases the probability of meeting the quality objectives as well as
identifying ineffective processes and causes of poor quality.
§ Manage
quality build confidence in future products, quality processes
meets quality objectives and improve efficiency and effectiveness.
§ Manage
quality is considered the work of everybody.
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§ Physical resource include equipment, materials,
facilities, and infrastructure
§ Human resources include Team resources or
personnel
Resource Management Plan – Roles and Responsibilities,
Project organization charts, Project team resource
management, Training, Team development, resource
control, recognition plan
§ Project manager is responsible for the team formation as an effective group
§ Developing team skills and competencies while retaining the improving team satisfaction and motivation.
§ Trends in Project resource Management
§ Lean Management, Just-in-Time (JIT) manufacturing, Kaizen, total productive maintenance (TPM), theory
of constraints (TOC)
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Assignment Matrix – Shows resource assigned to each activity,
eg: RACI Matrix (Responsible, Accountable, Consult and Inform)
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§ Process of improving competencies, team
member interaction and the overall team
environment to enhance project
performance.
§
Key benefit:
§
It results in improved teamwork, enhanced
interpersonal skills and competencies,
motivated employees, reduced attrition and
improved overall project performance.
§ One of the model for team development is “Tuckman Ladder”
§ The duration of a particular stage depends upon team dynamics, team size and team leadership
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§ Process of tracking team member performance,
providing feedback, resolving issues and managing
team changes to optimize project performance.
§ Key
§ It
benefit:
influences team behavior, manage conflict and resolve issues.
§ Team
management involves a combination of skills with special emphasis on
communication, conflict management, negotiation and leadership.
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§ Developing a Resource Estimation
§ Developing a RACI Matrix
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§
Aims to identify and manage risks that are not addressed by
the other project management processes.
§
Risk exists at two levels (Individual risks and Overall risks)
§
Individual risk is an uncertain event, if it occurs has a
positive or negative effect on one or more project objectives
§
Overall project risks are the effect of uncertainty on the
project as a whole
§
Project Resilience – the existence of emergent risk is becoming clear, with a growing awareness of unknownunknowns.
§
Developing project resilience enables to have right level of budget and schedule contingency, flexible project
processes, empowered project team, frequent review of early warning and clear input from stakeholders
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§ Process
of defining how to conduct
risk management activities for a
project.
§ Key benefit:
§ It ensures that the degree, type, and visibility of risk management are
proportionate to both risks and the importance of the project to the organization
and other stakeholders
§ Risk
Management process begin when a project is conceived and should be
completed early in the project.
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§ Process
of identifying individual project risks as
well as sources of overall project risk, and
documenting their characteristics
§ Key benefit:
§ The documentation of existing individual project risks and the sources of overall project risk
§ Bring together the information, so the project team can respond appropriately to identified
risks.
§ Risk owners for individual project risks may be nominated as part of the identify risks
process and will be confirmed during the perform qualitative risk analysis process.
§ Identify risks is an iterative process
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§ Process of prioritizing individual
project risks for further analysis or
action by assessing their probability
of occurrence and impact
§ Key benefit:
§ It focuses efforts on high-priority risks
§ Effective assessment therefore requires explicit identification and management of
the risk attitudes of key participants.
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§ Detection difficulty is a measure of how easy it would be to detect that the event was
going to occur in time to take mitigating action( how much warning would we have?)
the detection scale would range from 5= no warning to 1= lots of time to react
Failure Mode and Effects Analysis (FMEA) Impact × Probability × Detection = Risk Value
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§ Process of developing options, selecting
strategies and agreeing on actions to
address overall project risk exposure, as
well as to treat individual project risks.
§ Key benefit:
§ It identifies appropriate ways to address overall project risk and individual project risks
§ Contingency Plan (or fallback plan) can be developed for implementation if the
selected strategy turns out not to be fully effective or if an accepted risk occurs.
§ Secondary risks are risks which arises as a direct result of implementing risk Reponses
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§ Escalate – project team and project sponsor agree the threat is outside the project and
response would exceed the project manager authority (escalated risks are managed at
program/portfolio level)
§ Avoid – act to eliminate the threat or protect the project from its impact (Extending the
schedule / Changing the project strategy / Reducing Scope)
§ Transfer – Shifting ownership of the threat to a third party to manage the risk and to bear the
impact (Insurance performance bonds, Warranties and Guarantees)
§ Mitigate – action taken to reduce the probability of occurrence and/or impact of a threat
(adopt less complex process / Conduct more tests / Choose stable seller)
§ Accept – acknowledge the existence of a threat, but no proactive action is taken. (active
acceptance strategy is to establish a contingency reserve if risk occurs)
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§ Escalate – project team and project sponsor agree the opportunity is outside the project
and response would exceed the project manager authority (escalated opportunity are
managed at program/portfolio level)
§ Exploit – selected for high-priority opportunities to ensure it is realized (ensure it
definitely happens) – e.g. Assign most talented resources to reduce time to complete the
project or using new technologies to reduce cost and duration.
§ Share – transferring ownership of an opportunity to a third party, so it shares some of the
benefits – e.g. Risk sharing partnerships, Teams and Joint-ventures)
§ Enhance – Increase the probability and/or impact of an opportunity – e.g. Adding more
resources to an activity to finish early
§ Accept – acknowledge the existence of an opportunity, but no proactive action is taken
(establishing contingency reserve)
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§Identify 5 Critical Risks in the Project - -
Developing a Water theme Park @ KC Swim
Track Area
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§ Process of documenting project
procurement decisions, specifying the
approach and identifying potential sellers.
§ Key benefit:
§ It determines whether to acquire
goods and services from outside the
project and if so, what to acquire as
§
well as how and when to acquire it.
§ Turnkey / design build (DB) / design bid build
(DBB) / design build operate (DBO) / build
own operate transfer (boot)
§ Elements of Scope in scope baseline develop
procurement statement of work (SOW) and
Terms of Reference (TOR)
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Procurement strategy (Delivery Methods)
§
Bid documents
§ Request for Information (RFI) - information
§ Request for Quotation (RFQ) - cost
§ Request for Proposal (RFP) – solution not easy
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§Identify the key Stakeholders- Developing a
Water theme Park @ KC Swim Track Area
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PROJECT MANAGEMENT: THE
MANAGERIAL PROCESS 7th Edition
(2018). Erik W. Larson, Clifford F.
Gray
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A guide to project Management
Body of Knowledge 6th Edition
– Project Management Institute
Project Management in Practice
6th Edition. Meredith, Mentel jr,
Shafer
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