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SSUD71-103 2023

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Copyright (C) Amir Ghanbaripour 2023
PROJECT
MANAGEMENT
COMPETENCIES
SSUD71-103: Principles of Project Management
Module 1
Professor Craig Langston
Dr Amir Ghanbaripour, PMP
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in this lecture …
project
management
competencies
knowledge
areas
PMBOK body of
knowledge
2
project management (PM)
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PMBOK Guide 7th Edition: “The application of knowledge, skills,
tools, and techniques to project activities to meet project
requirements. Project management refers to guiding the project work
to deliver the intended outcomes. Project teams can achieve the
outcomes using a broad range of approaches (e.g., predictive,
hybrid, and adaptive).”
the profession is described as generic, and while construction
remains a major instance of the tools and competencies for PM, it is
a discipline that can be practiced globally by people with no
knowledge of building in various sectors such as health, IT, etc.
PM is quite distinct from operations or production management which
are ongoing activities
a project manager is a senior client advisor, leader of the project team,
and spokesperson for the project status
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what is a project?
PMBOK 7th Edition:
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projects are goal-oriented – each project has the objective of creating
some new entity which did not exist before
projects have a defined beginning and finish, with a clear project life
cycle
projects are made up of a large number of separate but independent
tasks
projects are unique (what does it mean?).
project tasks make demands on a range of resources, usually on an
intermittent or varying basis
projects may be ‘soft’ (virtual or paper-based) or ‘hard’ (leading to
physical outputs or assets)
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a system for value delivery
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the integrated implementation of business strategies with the intent of
establishing, sustaining, and growing a business. There are many
components that might make up a company's system for delivering
value, including portfolios, programs, projects, products, and
operations. Value is the worth, importance, or usefulness of
something (The Standard for Project Management).
in the context of project management, the value of a project can be
subjective and can vary depending on the perspective of
stakeholders. Therefore, project managers must work with
stakeholders to understand their needs and expectations and ensure
that the project delivers value that aligns with those needs.
project managers must ensure that the project is aligned with the
organization's strategic objectives, and by managing the project in a
way that maximizes its value.
5
project context
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the project context refers to the immediate surroundings of the project,
which are critical to successful delivery
this includes the primary intention for the project, contractual
arrangements, other legal and financial relationships, and the particular
people and organisations involved
these will differ from one project to another, even though they may be in
similar locations at the same time
also known as ‘project environment’, it includes the economic climate
during the project, keenness of competition, availability of services and
key resources, statutory requirements, client constraints and objectives.
it can also embody what is increasing known as enterprise
environmental factors
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basic management principle
plan
control
execute
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project life cycle
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projects have a defined life-cycle
this may be broken down into stages, each with one or more defined
deliverables, that are characterised as having sequential, overlapping
or iterative relationships between them
for example, most projects have stages comprising feasibility, planning
and design, production, and turnover and start-up
while project content must take account of the life cycle of its existence,
the ‘project’ in a PM context is more limited and therefore excludes
matters of operations management
in most project life cycles there is a progressive increase in activity
towards the middle of the project and then a gradual reduction until
completion
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example: construction life cycle
activity
handover
commissioning
construction
design
feasibility
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project stakeholders
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stakeholders are individuals or groups of people with a vested interest
in the project
normally these will include the project manager, customer, sponsor
(client), and performing organisation
other stakeholders may comprise financiers, suppliers, contractors,
team members, controlling agencies and community action groups or
representatives
managing stakeholder expectations may be difficult because
stakeholders often have very different objectives that may come into
conflict
it is important that the project manager takes responsibility for the
interface between project decisions and stakeholders
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project management qualities
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a project manager needs to be, simultaneously, a leader, a negotiator,
a problem solver, a communicator and a manager of project
stakeholders and resources
leadership involves establishing direction (vision), aligning people (team
building), and motivating and inspiring them to perform at their best
(empowerment)
project managers need a broad understanding of all aspects of the
project, but in most cases require a cohesive team with clear delegated
responsibilities
in any team environment conflicts will arise and these need to be
managed as well
knowledge of key business and law principles is valuable
11
body of knowledge
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there is a well developed body of knowledge for project management
perhaps the most well known version of this is the PMBOK™ Guide
(1996 – 2021), produced and maintained by the Project
Management Institute (PMI)
this is a default global standard, and in its previous edition (6th)
had strong similarities with ISO 21500:2016
PMBOK 6th Edition has ten generic knowledge areas that can be
applied to projects of various types, size and discipline field using
standardised procedures.
there are also five process group phases: namely initiating, planning,
executing, monitoring and controlling, and closing
Both PMBOK 6th (mainly waterfall) and 7th (more agile) editions are
being used by various organisations standard reference for project
management based on their specific needs and requirements.
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PMBOK history
1987
first edition (8 knowledge areas)
1996
second edition (9 knowledge areas)
major update in 2000
2004
third edition
2008
fourth edition
ISO 21500 released in 2012
2013
fifth edition (10 knowledge areas)
2017
sixth edition (Agile added)
2021
seventh edition (restructured and more focus on agile)
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knowledge areas (PMBOK 6th Edition)
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project integration management
project scope management
project schedule management (formerly ‘time’)
project cost management
project quality management
project resource management (formerly ‘human resource’)
project communications management
project risk management
project procurement management
project stakeholder management
project environmental management (proposed)
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integration
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project integration management is the coordination of all aspects of the
project into a coherent plan
this is commonly known as the project management plan
it can be characterised as a combination of good planning, execution
and control (no nasty surprises)
project success is a function of getting this integration right
setting of performance benchmarks such as delivering the project on
time, within budget and at the required quality (and safety) standard is
important
successful projects not only deliver on these benchmarks but aim to
exceed them, this adding value to the project sponsor and other
stakeholders
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example: time-cost-quality triangle
Q
higher standards
take more time
T
better quality
costs more
balance
point
crashing time
adds costs
C
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scope
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scope management is the definition of the project and the method of
handling changes
this involves a clear statement of what is included and what is
specifically excluded from the project
a briefing document is used to understand stakeholder requirements
and objectives
scope needs to be defined and agreed, as time, cost and quality
decisions are immediately affected by a change in scope
a work breakdown structure underpins the definition of project scope
the management of change, and how this impacts on other aspects of
the project, is a key activity for the project manager
scope ‘creep’ needs to be carefully watched
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example: work breakdown structure
phases
locations
(major components) (summary tasks) trades
within trades, activity
costs/resources can be
managed & monitored
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schedule
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timely completion of the project is a primary goal
this is achieved by defining the activities to be undertaken, their
sequence and durations
this leads to a schedule normally presented in two forms: one is a
precedence diagram (network analysis) showing activity duration,
earliest and latest start/finish dates, float and the logic of activity
sequencing, while the second is a bar chart (Gantt chart) assigning
these activities to a calendar grid
the critical path method (CPM) is used to identify the activities that
determine the total project duration (i.e. paths of no float)
control of planned to actual performance is an ongoing task
time management takes into account available resources
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example: network analysis
critical path
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example: Gantt chart
activity a
activity b
activity c
activity d
activity e
activity f
activity g
activity h
activity i
activity j
activity k
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cost
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cost is also a primary goal, and is about ensuring that the project is
delivered within an agreed budget
each activity in the project schedule needs to be estimated and
resources (labour, material, equipment, etc) allocated
resource levelling takes place to ensure that times of intensive activity
and potential resource conflict are minimised
actual costs can be compared against estimated values to monitor
performance and initiate remedial action if necessary
performance is summarised via an s-curve graph which highlights the
project cash flow and timing using a calendar grid
the management of contingencies helps offset unexpected activity
overruns
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example: expenditure analysis
planned
cost
actual
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quality
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quality management is a technique used to ensure that the project
meets or exceeds the required quality standards
it comprises quality planning (strategies for achievement), quality
assurance (monitoring performance) and quality control (compliance
with standards) over the project life
issues of occupational health and safety form an integral part of quality
management
continuous quality improvement should be the underpinning philosophy
on all projects, and is commonly known as total quality management
(TQM)
minimisation of defects and costly rectification work is a priority on most
projects
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example: the improvement cycle
Plan
Review
(act)
Execute (do)
Control (check)
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resource
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resources commonly include material, labour and equipment, although
human resources and the most important
complex projects require a team of people who take on a range of roles,
all coordinated by the project manager
a hierarchy of human resources is established and responsibilities
delegated down to individuals who are assigned particular sub-tasks
teamwork thus becomes critical
roles, responsibilities and reporting protocols need to be clearly defined
at the outset
key activities therefore comprise selection of the right people,
development of their skills and management of their interaction within
the project team
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example: organisational structures
chief
executive
project
managers
project
teams
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communications
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communications is about information management
this requires processes to ensure timely and appropriate generation,
collection, dissemination, storage and ultimate disposal or transfer of
project information
communications planning is required to determine who needs what
information, when they need it and how it will be provided
information distribution will require systems to ensure that proper
records and audit trails are established
communications also include performance reporting so that up-to-date
information on a project’s status is available
plans for administrative closure and handover are also required
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example: communications strategy
project
manager
project
team
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risk
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risk management plans are used to identify, analyse and respond to
potential project risks
risk identification determines which risks are likely to affect the project
and documents the characteristics of each
risk analysis involves evaluating risks and risk interactions, either
quantitatively or qualitatively, to assess the range of possible project
outcomes
risk response comprises the planning of strategies for minimising,
treating (or accepting) and avoiding risk, including contingency and
disaster recovery plans
often overlooked is the need to continually review changes to project
risk profiles arising from new external threats
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example: risk sensitivity
value
cost
quality
time
change (-%)
change (+%)
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procurement
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procurement management is the process of acquiring goods and
services from outside the performing organisation
this involves planning (determining what to procure and when),
solicitation (obtaining quotes for work), source selection (evaluating and
engaging), contract administration (managing the relationship, including
variations and progress payments), and contract finalisation (closing the
transaction)
the type of project delivery method (e.g. lump sum, cost plus, public
private partnership, etc) is a critical upfront decision
project financing strategy may form part of the overall procurement
process
costly or time-sensitive contracts require specific attention
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example: modern building projects
client
organisation
facilities
manager
development
manager
project
manager
design
manager
construction
manager
design
team
subcontractors
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stakeholder
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stakeholder management was originally considered to be part of
communication management
the PMBOK 5th edition (published in 2017) was the first on to elevate
stakeholder management to its own discrete knowledge area
PMBOK 7th edition focuses more on stakeholder engagement
and active participation compared to the previous ones.
nevertheless, many practitioners consider stakeholder management to
still be part of their ‘communication’ strategy
the key processes involved in the new knowledge area comprise
identification of the relevant stakeholders, development of an effective
stakeholder plan, managing engagement and controlling outcomes to
benefit the project
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example: stakeholder relationships
end user
project
sponsor
outwards
outwards
environment
upwards
opportunities
and threats
backwards
project
manager
forwards
experience
downwards
industry
outwards
project
team
outwards
society
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environmental
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perhaps project management needs to be extended to take better
account of the increasing requirement for environmentally sustainable
development (ESD)
strategies that minimise waste, use non-renewable resources sparingly,
limit impact on the surrounding environment, recycle used materials,
and reduce energy demands and greenhouse gas emissions through
better design and production are contemporary goals
the importance of these matters may require specific plans to be
developed in excess of conventional quality and scope management
activities
a triple bottom line approach should be applied to all projects
this is something to consider in future editions of PMBOK
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example: triple bottom line
environmental
financial
social
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event management
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events are no more than specific types of projects
the discipline of project management applies equally well to the
management of events, such as public concerts and exhibitions,
introduction of new products or services, or the relocation of business
operations to a new facility
event management underscores the generic nature of project
management
while events may not lead to the creation of a permanent physical
asset, they usually involve the integration of all core PM knowledge
areas and are ultimately judged using similar criteria such as delivery
on time, within budget and up to the agreed standard
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agile projects
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agile project management is a new area of development for the
profession (bundled with PMBOK 6th Edition and included in the
7th Edition)
they may be described as change-driven and are intended to respond
to high levels of change and ongoing stakeholder involvement
they are of interest because standards like PMBOK have been criticised
in the past for being too oriented towards upfront planning, when in
many cases a more nimble approach is necessary
a good example of this is responding to an emergency or natural
disaster, and although disaster contingency plans are prepared well in
advance, their execution needs to be aligned to daily events and
priorities
agile projects conform to a manifesto that outlines core principles
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project portfolio and program management
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portfolios are defined as collections of projects (see next page)
portfolio management therefore is the administration of a number of
concurrent projects
programs are subsets of portfolios involving common objectives and
organisational control
interactions occur between portfolios, programs and projects at a
number of levels
organisational planning impacts projects due to prioritisation based on
high level considerations such as risk exposure, financing and overall
strategic direction
project portfolio managers are a new breed of project managers that
are an integral part of the organisational hierarchy
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PMBOK™ Guide (Seventh Edition), p.10 –
The Standard for Project Management
organisational setting
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the future of project management
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project managers will always be in demand (2.5 million new jobs per
year by 2023 according to PMI (2023)).
Australia is a leading country in top salaries for the project managers.
they are well paid professional advisors with significant responsibility
the profession arose from a necessity to deal with the increased
complexity of projects and to coordinate teams
some organisations now use a ‘manage by project’ philosophy
the role of project management in disaster recovery is also an emerging
area of concentration
the role of artificial intelligence (AI) will be to augment human
capabilities, automate routine tasks, and provide insights for better
decision-making.
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education implications
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project management is a discipline that can be taught as an
undergraduate or postgraduate course
nevertheless, it requires considerable industry experience to practice at
a senior level
for this reason, most project managers start out in another field, such as
construction management, and move up through their organisations
over time
interestingly, much the same applies to facilities managers and
development managers
educational requirements are therefore a relevant starting degree, plus
continuous professional life-long learning
industry certification is common
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