PROJECT MANAGEMENT –

PRINCIPLES AND PROCESS

CHARLES COTTER

BMW, ROSSLYN

13-15 OCTOBER 2015

 TRAINING PROGRAMME
OVERVIEW
• Introduction

• Defining the fundamental concepts

• Project Management methodologies – PMBOK and PRINCE2

• Diagnosis and Evaluation of current BMW Project Management

processes and practices

• Applying the 4-step generic, Project Management life-

cycle/process

 Project Start-up and Initiation

 Project Planning (and Scheduling)
 Project Implementation (Monitoring and Evaluation)
 Project Closure

• Summary and Closing

 INTRODUCTORY ACTIVITY
• Individual Activity:

• Complete the statement by inserting one (1) word. In

order to be an effective Project Manager at BMW, I
need to/to be…………………………………….(1 word)

• Find other learners with the same word as you. Jot

these down on the flip-chart.

• Each learner will be given the opportunity to elaborate

on their own word association.
 DEFINING THE FUNDAMENTAL
CONCEPTS

• Project

• Project characteristics

• Project Management

• The Triple Constraint

 DEFINING PROJECTS
• A project is a temporary and one-time endeavour
undertaken to create a unique product or service that
brings about beneficial change or added value

• A project is a temporary piece of work with a finite

starting and ending date undertaken to create a unique
product or service

• A project is a carefully defined set of activities that use

resources to meet the pre-defined objectives

• Projects bring form or function to ideas or needs.

 PROJECT CHARACTERISTICS

• Temporary

• Unique

• Involve new processes

• Undertaken to achieve a particular aim (deliverables)

• Value-adding driver of change and improvement

 DEFINING PROJECT
MANAGEMENT
• Project management is the application of knowledge,
skills, tools and techniques to a broad range of activities
in order to meet the requirements of the particular
project.

• Project management is concerned with the overall

planning and co-ordination of a project from inception
to completion aimed at meeting the client's
requirements and ensuring completion on time, within
cost and to the required quality standards.

• These three (3) project management variables as often

referred to as the eternal triangle of project
management.
PROJECT MANAGEMENT
ETERNAL TRIANGLE
 DEFINING PROJECT SUCCESS
CRITERIA
• Projects completed on time

• Projects completed within budget

• Projects completed according to quality standards and

performance measures

• Projects completed within defined scope

• Projects completed by achieving all deliverables

• Projects completed to the satisfaction of all key stakeholders

and beneficiaries
 LEARNING ACTIVITY 1
• Evaluate and rate your current BMW project
management practices against the six (6) project
success criteria. Identify performance gaps.
Recommend project improvement interventions

• From your experience as a project manager/team

member at BMW, identify the five most common
causes of project failure. For each of these 5 causes,
identify an improvement strategy and/or solution to
ensure a higher project success rate.
 CAUSES OF PROJECT FAILURE
(DISTRESSED PROJECTS)
• The wrong business requirements have been addressed

• It's not possible to deliver on the original business case

• Poor project governance and management

• Project managers don't usually have any influence over who

their project sponsor is

• Poor project execution/implementation

• People lose focus on the project's benefits

• The environment changes

WHY DO PROJECTS FAIL?
ILLUSTRATION: PMBOK PROJECT
MANAGEMENT LIFE-CYCLE
ILLUSTRATION: PRINCE2
PROCESS
 GENERIC PROJECT
MANAGEMENT LIFE-CYCLE
• Phase 1: Project Start-up and Initiation

• Phase 2: Project Planning (and

Scheduling)

• Phase 3: Project Implementation

(Monitoring, Review and Evaluation)

• Phase 4: Project Closure

 PHASE ONE: PROJECT START-

UP/INITIATION – PROCESS STEPS/FLOW

• Identification of a business problem, opportunity
and/or need

• Generation of prospective project proposal/s

• Evaluation and building of a business case for the

prospective project proposal/s

• Selection and approval of most value-adding project/s

• Compilation of Terms of Reference (ToR) document,

defining and scoping of the project
 IDENTIFICATION OF PROBLEM, NEED
OF OPPORTUNITY
• Conduct an Environmental scan:

 Micro
 Market
 Stakeholder Analysis
 Macro

• Perform a SWOT Analysis:

 Strengths
 Weaknesses
 Resources
 Capabilities
 Capacity
 Opportunities
 Threats
 EVALUATION OF PROJECT
PROPOSAL/S
• Financial and numerical metrics:

 Cost-Benefit Analysis

 Payback period

 Return-on-Investment (ROI)

 Net Present Value (NPV)

 Internal Rate of Return (IRR)

 PROJECT EVALUATION CRITERIA
• Viability

• Feasibility

• Sustainability

 Profits
 People
 Planet
SUSTAINABILITY (TRIPLE
BOTTOM LINE)
 LEARNING ACTIVITY
• Complete Learning Activity 2 (pages 35-36)

• Syndicate group discussion

• Present a summary of key discussion points

 PURPOSE OF THE ToR
• Defines your project and its scope

• Justifies the project

• Secures funding for the project, if necessary

• Defines the roles and responsibilities of project

participants

• Gives people the information they need to be productive

and effective right from the start
 CONTENTS OF A ToR
• Section 1: What?

 Background
 Project Definition

• Section 2: Why?

 Purpose
 Business Case

• Section 3: Who?

 Roles and Responsibilities

• Section 4: How and When?

 Defined milestones and target dates

 Initial/head-line project plan
 LEARNING ACTIVITY
• Complete Learning Activity 2 (page 37)

• Syndicate group discussion

• Present a summary of key discussion points

PHASE TWO: PROJECT PLANNING
• Project planning defines project activities that will be
performed, the deliverables and describes how these
activities will be accomplished and managed

• A Project Plan sets out the phases, activities and tasks needed
to deliver a project

• The timeframes required to deliver the project, along with

the resources and milestones are also shown in the Project
Plan

• The project plan establishes a baseline which identifies and

documents project scope, tasks, schedules, cost, risk, quality
and staffing needs throughout the entire project life-cycle
 COMPONENTS OF PROJECT
PLANNING
• Resource plan

• Financial plan (project budget)

• Quality plan

• Risk management plan

• Communications plan

• Procurement plan
 PROJECT ACTION PLAN
TEMPLATE
• Objective (What?)

• Tasks (How?)

• Responsible (Who?)

• Time (When?)

• KPI (Weight?)
PROJECT ACTION PLAN
TEMPLATE
PROJECT BUDGET
 LEARNING ACTIVITY
• Complete Learning Activity 3 (pages 45-46)

• Syndicate group discussion

• Present a summary of key discussion points

 PROJECT SCHEDULING
• Project scheduling means detailing what activities have
to be done, the order (sequence) in which they are to be
completed, who is to do each, and how they are to be
completed.

• Project scheduling entails the planning and plotting the

following project variables:

 Tasks (e.g. Work Breakdown Structure)

 Time (e.g. Gantt chart and PERT/network diagramme)
 Resources (e.g. Resource Allocation Matrix and Resource Histogram)
 Responsibility (e.g. Load Chart and Responsibility Matrix)
 WORK BREAKDOWN STRUCTURE
(WBS)
• A Work Breakdown Structure (WBS) is a detailed list of all of the
things that need to be delivered and the activities that need to be
carried out to complete the project.

• A WBS is a chart in which the critical work elements, called tasks, of

a project are illustrated to portray their relationships to each other
and to the project as a whole.

• It's represented as a tree-structure, with each deliverable or activity

broken down into further components. When completed, a well-
structured WBS resembles a flowchart in which all elements are
logically connected, redundancy is avoided and no critical elements
are left out.

• The graphical nature of the WBS can help a project manager predict
outcomes based on various scenarios, which can ensure that
optimum decisions are made about whether or not to adopt
suggested procedures or changes.
ILLUSTRATION: WBS
 GANTT CHARTS (SCHEDULING
TIME)
• Project Managers need to estimate time accurately if they’re
going to deliver their project on time (and on budget)

• Without this skill, PM’s won't know how long your project will
take, and won't be able to get commitment from the people
required to help achieve the project objectives

• Gantt Charts are useful tools for analyzing and planning

more complex projects. It plots scheduled projects
tasks/activities on a time-line.

• When a project is under way, Gantt Charts help PM’s to

monitor whether the project is on schedule. If it is not, it
allows PM’s to pinpoint the remedial action necessary to put it
back on schedule.
ILLUSTRATION: GANTT CHART
 LEARNING ACTIVITY
• Complete Learning Activity 4 (pages 52-53)

• Syndicate group discussion

• Present a summary of key discussion points

ILLUSTRATION: PROJECT RISK
MANAGEMENT PROCESS
 PROJECT RISK MANAGEMENT
PROCESS
• Step 1: Risk Identification

• Step 2: Risk Analysis

• Step 3: Risk Prioritization

• Step 4: Risk Response

• Step 5: Risk Evaluation

PROJECT RISK MATRIX
PROJECT RISK RESPONSE
STRATEGIES
 LEARNING ACTIVITY
• Complete Learning Activity 6 (pages 68-69)

• Syndicate group discussion

• Present a summary of key discussion points

 PHASE THREE: PROJECT
IMPLEMENTATION
• The most important issue in this phase is to ensure
project activities are properly executed and controlled

• This phase involves the execution of each activity and

task listed in the project plan.

• While the activities and tasks are being executed, a series

of project management and quality assurance processes
are undertaken by the Project Manager to observe,
monitor, analyze and control the project deliverables to
ensure that the key project objectives are achieved.
 PROJECT IMPLEMENTATION
ACTIONS
• Resource mobilization and deployment

• Organizing and delegating tasks

• Performance Management

 Project (time, cost, quality and scope)

 Project team members
 Contractors and sub-contractors (SLA)
 Earned Value Management

• Leading and motivating project team

 PROJECT IMPLEMENTATION
ACTIONS
• Problem-solving/Trouble-shooting

• Conflict Management/Resolution

• Change and Scope Management

• Communication

 Project (progress/status) meetings

 Stakeholder engagement and liaising
POWER-INTEREST MATRIX
 PROJECT CONTROL
• The purpose of the control process is to ensure that the project
work can be carried out as scheduled.

• Checkpoints are held throughout the project at weekly

intervals and provide the mechanism for monitoring and
controlling the day to day work on the project.

• Performance information is captured and plans are updated

prior to the Project Status meeting. This enables the meeting to
concentrate on determining what to do next.

• Defining the control procedures includes the setting of

tolerance levels for project performance.
ILLUSTRATION: PROJECT
CONTROL PROCESS
 LEARNING ACTIVITY
• Complete Learning Activity 5 (page 61)

• Syndicate group discussion

• Present a summary of key discussion points

 PROJECT CHANGE
MANAGEMENT
• Project change is inevitable. These project changes cannot always be
avoided, but their impact can be predicted and controlled.

• The impact of these changes must be considered and factored in

terms time; cost; quality and customer satisfaction.

• Change requests to the project scope or functionality may come

from a variety of sources, but they will require Project Board
sponsorship to be processed.

• The originator will describe the change request and provide a

justification. Alternative solutions and their respective impacts on
the project will be identified and a recommendation made. The
recommendation will be presented to the Project Board who will
decide whether to accept it or make an alternative recommendation.

• These change requests are formalized through the completion of a

Project Change Request Form (CRF).
 LEARNING ACTIVITY
• Complete Learning Activity 7 (page 72)

• Syndicate group discussion

• Present a summary of key discussion points

 PHASE FOUR: PROJECT CLOSURE
• This process verifies that the project has delivered the
required outcomes and that stakeholder expectations
have been met.

• It also makes sure that everyone involved in the project

knows how to move forward.

• Project closeout is a fairly routine process, but it remains

an important process.

• By properly completing the project closeout,

organizations can benefit from lessons learned and
information compiled at closure.
 PROJECT CLOSURE ACTIVITIES
• Releasing the final deliverables to the customer

• Handing over project documentation and

administration and terminating contracts

• Communicating the closure to all stakeholders

• Releasing staff

• Closing the Project Office

 PROJECT CLOSURE ACTIVITIES
• Perform a Post Implementation Review of the project

• Close-out report:

 Assessment of the project against actual performance

 Quality of management (focusing on quality and risk management)

 The lessons learnt that can be applied to future projects

 LEARNING ACTIVITY
• Complete Learning Activity 8 (page 76)

• Syndicate group discussion

• Present a summary of key discussion points

 CONCLUSION

• Key points

• Summary

• Questions
 CONTACT DETAILS

• Charles Cotter

• (+27) 84 562 9446

• charlescot@polka.co.za

• LinkedIn

• Twitter: Charles_Cotter

• http://www.slideshare.net/CharlesCotter