Project Management

in Government
An In-House Training Course for the

Government of Trinidad & Tobago

Jump to first page

A TRAINING COURSE IN

Project M P j t Management in G t i Government t

Training Resources: g David C. Benjamin Dr. Elizabeth Parsan

Jump to first page

Facilitator 1
David C Benjamin C A M Sc B Sc C. C.A., M.Sc., B.Sc.
Trainer, Project Management in Government (Ministry of Public Administration, Ministry of National Security, PMCD, Immigration Division) Project D P j t Development C l t Consultant (IADB Mi i t lt t (IADB, Ministry of Finance, Ministry of Public Administration and Information) Deputy General Manager, Planning and Development Division, Airports Authority Audit Director Auditor Generals Department Director, Member ICATT, IIA, CAC, PMI
Jump to first page

Facilitator 2
Dr. Elizabeth Parsan
Consultant to the Canadian International Development Agency Economic Development Program p g y p g
in the Caribbean

Former Director, Economic Research, Government of the Cayman Islands Ch i Islands, Chairperson of f
the Public Sector Investment Committee

Former Lecturer, Department of Economics, University of the W U i i f h West I di Indies, S A St. Augustine i Former Senior Economics Officer, Commonwealth Secretariat London Secretariat, Former Economist, Caribbean Development Jump to first page Bank

Participants P ti i t
Names Positions Divisions, Sections Responsibilities p Software Applications used
Desktop Web-Based

Projects?
Jump to first page

Course Objectives C Obj ti

Government Objectives Trainer Objectives

Jump to first page

Government Objectives j
Train Personnel in:
Project Management Concepts Project Management Practices in the Government Environment and

Develop Understanding and Skill re:

The Project Management Discipline The Government System for Managing Projects The Documentation of New Development Projects The Tools for Developing and Implementing Jump to first page Project Plans

Trainers Trainers Objectives

Review, with Participants, the Project Management Discipline sc p e Identify International Standards Revisit the Project Management System in Government Help participants Develop Knowledge and Skill in Project Identification, Development and Implementation Discuss Issues, Options and Directions re Project Management in the Organization Interest, Empower (and Excite !) Participants to Further their Learning beyond this Course

Jump to first page

Introduction

Monitoring and Control

Post P t Implementation Review

PMBOKs

Project Management

Project Life Cycle

Initiation

Planning

Implementation

Closeout

Areas of Management Emphasis

Integration Scope

Time Cost

Quality Risk

Communication

Health, Safety, Environment

Human Resources
Selection & Funding by Finance, Planning Project Plan Doc cument

Procurement

Public Sector Investment mme Program

Call Circular

Work Breakdolwn Structure

Revision of Project Plans

Responsibility Matrix

Gantt Chart

Government System

Budget: - Estimates - Implementation Plan

Parliamentary Approval of Finance Bill

Implementation p Responsibility for Initiation Forming and Activating the Project Team Budget Releases Process Project Operating Manual Performance Management - Contract -Project (LogFRAME)

Logical Framework Write-Up Appendix XIII Benefits Chart

Approved Estimates

International Financial Institutions

Identification and Planning Reqirements

Documentation Requirements

Typical Financing Terms T

Project j Organisation: Execution Units

Cash & Expenditure Control Procedures

Feasibility Analysis Procurement Requirements

Accounting, Reporting & Audit Requirements

PostImplementation Evaluation

Jump to first page

Jump to first page

Training Approach g
Lectures on Concepts and Tools Practical Exercises and Cases Direct Application to your own Projects
(You need to have projects to work on) Work organized in teams

Preparation of Project Documentation Using Standard T l i l di Software St d d Tools including S ft Formal Presentation of Projects, Implementation Plans to Peers, Seniors
Jump to first page

Project Management
Planning and Implementation A Training Course for The Government of Trinidad and Tobago

Concepts

Tools

Case Study

Actual Project

Problems Objectives Issues

Specific Methodologies

Illustrative Application of pp Methodologies Class Discussion

Application to pp Real Projects Coaching

Jump to first page

End f Introduction E d of I t d ti

Jump to first page

Project Management
in Government
An In-House Training Course for the

Service Commissions Department

Government of Trinidad & Tobago

Jump to first page

Project Management Concepts

Projects Project Management
The Discipline The Management Function

Programmes Programme Management Portfolio Management The Project Life Cycle Project Management Bodies of Knowledge Areas of Management Emphasis Jump to first page

Projects and Project Management

Definitions Common Vocabulary Standard Concepts Simplicity not so easy to achieve Jump to first etc. so we impose it: PMI PMBOK page

Jump to first page

Jump to first page

Types of Work T fW k
Two Types of Work yp
Operations p Projects j

Some work may share characteristics of y both

Jump to first page

What i Wh t is an O Operation ? ti
An operation is a system which utilizes inputs in a continuous and repetitious manner to produce a consistent output output.

Jump to first page

PMI D fi iti Definition

A project is a temporary endeavour undertaken to create a unique product service or result product, (outcomes or documents)

Jump to first page

Project: P j t APM Definition D fi iti

A unique set of co-ordinated activities with definite starting and finishing g g points, undertaken by an individual or organization to meet specific objectives g p j within defined time cost and p performance p parameters

Jump to first page

Project E P j t Examples l
Construction of a new hospital hospital. Development or acquisition of a new information system. Implementation of a new business process. Performing a heart transplant Developing a strategic business plan Introducing a New Product Coordinating a Political Campaign A research project that develops knowledge
Jump to first page

Typical Government P j t T i lG t Projects

Constructing Buildings (Offices, Housing etc.) Implementing IT-based systems p g y Developing Organizational Capacity (e.g. ( g Training, Institutional Strengthening) g, g g) Re-engineering business processes Social Support Initiatives Agriculture - Training, construction (!), Financing, a c g,
Jump to first page

Some Characteristics of Projects S Ch t i ti fP j t

Projects are temporar endea ors - their temporary endeavors duration is finite Projects create unique deliverables which are products, services or results Projects are developed in steps and continued by increments - progressive elaboration Projects have well defined objectives Projects deliver a unique scope of work Projects carry significant risk Projects tend to be complex
Jump to first page

Projects O P j t vs Operations ti
Projects and operations differ p j p primarily in y that operations are ongoing and repetitive, while projects are temporary and unique (PMI)

Jump to first page

Projects P j t versus Operations O ti

Projects Unique scope or work Operations O ti Scope of work is repetitious, standard p processes Continuous, ongoing, recurrent Brings about change that is evolutionary Seeks to have a state of S f equilibrium Static resources
Jump to first page

Exist for a specified time Brings about change that is revolutionary Tends to create strife or disequilibrium Transient resources

Jump to first page

Project Management
The controlled implementation of defined change ( g (APM) ) Planning, monitoring and control of all g, g aspects of a project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance. (APM) The application of knowledge, skills, tools and t h i d techniques t project activities t meet to j t ti iti to t project requirements. (PMI)
Jump to first page

Operational Management
of functional organisations includes: Mission and vision definition Strategy definition Definition of tactical approaches pp Design and implementation of organisational structures and systems for y
resource allocation and control performance measurement
Jump to first page

Operational Management Systems

Are not designed to excel at changing the organisations
objectives activities systems or structure

in response to new conditions Instead, they are designed to optimise the results of the th organisation given i ti i
its specific strengths and weaknesses and the external conditions at the time of system design
Jump to first page

Project Management
Is an approach to developing specific responses to new conditions and managing th activities required t i the ti iti i d to achieve the change objectives Also.introducing the ability to sharply define accountabilities of parties p involved in the activities
Jump to first page

Managing b Projects M i by P j t
The arrangement of the functional work of an organisation into projects so as to be able to apply project management techniques to it (in the future) if an organisation doesnt have 70% of its work organised as projects, it will b i t bl ill be in trouble
Peter Drucker

projectizing projectizing
Jump to first page

AP Programme
A programme is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually Existing projects can be grouped to reflect common objectives and complementary components New Projects can be defined by identifying the different types of work required to achieve objectives identified
Jump to first page

Programme Management P M t
The effective management of several individual but related projects or functional activities i order t produce an overall ti iti in d to d ll system that works effectively(APM) The centralized, coordinated management of a group of projects to achieve the programmes strategic objectives and benefits (PMI) benefits(PMI)
Jump to first page

Portfolio P tf li
Collection of Projects and Programmes Together achieve Higher-Level Goals of g g Organization Projects not necessarily (or usually) related

Jump to first page

Portfolio M P tf li Management t
Enterprise-Level Function Integrative Approach g pp Focus on:
Enterprise Resource-Allocation p Achievement of Enterprise Strategic Objectives

Jump to first page

The Project Life Cycle

Projects all have a START and an END, hence the cyclic approach. Projects develop, are executed and close in a sequence of stages which reflect the characteristics of the project, its context (e.g. industry) and implementation approach The approach. end-to-end collection of stages is known as the project life cycle The stages are also referred to as phases
Jump to first page

The P j t Lif Cycle Th Project Life C l

The project life cycle defines the phases that connect the beginning of a project to its end It defines inter alia end. defines, alia,
the technical work to be done at each p phase and who should be involved in each phase When the deliverables are to be generated in i each phase and h h h d how each d li h deliverable i bl is reviewed, verified and validated How to control and approve each phase
Jump to first page

Project Life Cycle

Generic Phases and Typical Activities

Project Management in Government

A Training Course for the Government of Trinidad and Tobago G t f T i id d d T b

Identification of Business Need (via Policy, Strategy , Survey)

Project Initiation

Project Planning

Project P j t Execution/ Implementation

Project Control

Project Closing

Identification - Analysis - PESTLE, SWOT, etc. - Strategy Design - Project Formulation - Feasibility Studies - Approval: Commitment to proceed to next phase

- Scope Definition - Work Breakdown - Scheduling - Resource Planning - Costing/ Budgeting -Documentation

Co-ordination of Resources to carry out the plan Managing: - Scope - Time - Cost - Quality -People - Procurement - Information - Risk

- Monitoring - Measurement - Reporting/ Feedback F db k - Comparison with Original Plan - Corrective Action (Intervention, Revision)

- Formalising Acceptance - Orderly Ending PostImplementation Review

Jump to first page

Generic Project Life Cycle

Project P j t Planning
(Detailed Planning,Design, Pl i D i Appraisal, Selection)

Project Implementation/ Execution

(incl. Funding, Staffing, Resource Allocation, Resource g , Management, Project systems, Co- ordination)

Project Initiation
(Identification, (Id ifi i Scoping, Strategies, Pre- Feasibility)

Project Control
(Monitoring, Measurement, Control Systems, Variance A l i V i Analysis, Corrective Action)

Project Close Out O t

Formal Acceptance of Deliverables, Legal Closure, Closure Administrative Closure

Evaluation: Outputs, Process (Normative) Evaluation: Outcomes (Summative)

Jump to first page

Jump to first page

Project Lif C l P j t Life Cycle

Choice of a cycle depends upon: The nature of the project undertaken Resource emphasis Greatest potential for Risk

Jump to first page

Typical Project Life Cycles y j y

APM BoK Mining House Oil Company Pre-feasibility Feasibility Design Contract/Procurement Implementation Commissionin C i i i g Handout Operation Initial Feasibility Full Feasibility Development Implementation Completion Operation Conception Development Basic Design Contract Selection Bills of quantitiy Detailed engineering Tender action Plant Construction Project planning Initial operation Operations on site Plant acceptance Operation RIBA Inception Feasibil ity Outline Proposal Scheme design detail design Production Information Completion Feedback

IT Oriented
Contractor Definition Analysis Design Implementation Installation

Client

Outline and formal appraisal

Functional analysis

System development

Communicating

Operation

PRINCE

Concept exploration C t l ti

Specification S ifi ti

Logical design

Physical design

Development D l t

Installation I t ll ti

Operation O ti

Software development

Inititation

Requirement

Design

Implementation

Test

Installation

Maintenance

Organisational change Oriented

Manager Initate /Contract Collect data and develop options develop concept detailed org. design Plan and implement change continuous improvement

Consultant

Scouting

Entry

diagnosis

Planning

Action

Stabilisation and evaluation

Termination

Funding Oriented
Management Accountant Identification Preparation Evaluation Funding Execution Appraisal

Jump to first page

Jump to first page

PMBOK P Process G Groups

Applicable to a new project or to a new phase of a project. Have clear dependencies d d i

Jump to first page

Projects are Done by, and for, People

As Influencers As Decision-Makers As Implementers As Clients As Beneficiaries As Persons Negatively Affected All of these people and their p p organizations are STAKEHOLDERS
Jump to first page

Project Stakeholders P j t St k h ld
Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or p j project completion

Jump to first page

Jump to first page

The Channel Tunnel Role Group

Owner Users - Eurotunnel pic and its shareholders - Eurotunnel pic - British Rail and SNCF - Travelling public and hauliers Project Team Supporters - Trans Manche Link - Nat West and Midland Banks - Partners in TML consortia - W.S. Atkins - British Rail and SNCF Stakeholders - People of Kent - People of Pas-de-Calais

Position
(operator) (provider of services) (user of services)

(finances) (sub-contractors) (project auditors) (suppliers) (UK) (France)

Jump to first page

Piarco Airport Development Project

Role
Owner O Users GOTT Airlines, Concessionaires Air Traffic Control Domestic and Intl Passengers Cargo Handlers Meeters and Greeters AATT Hughes Airport Systems Foundation of Canada Scott Associates Pegasus Aviation CIBC USA ICAO Price Waterhouse Ernst d Y E t and Young Greiner Inc. The Government and people of T&T Residents of Oropune Village Users, providers of services Providers of services Users of services Providers of services Users of services

Group

Position

Project Team Contractor

Supporters

Consortium Leader Construction Architects Operator Financier RFP Consultants Process Consultants Process A dit P Auditors Engineering Consultants
Jump to first page

Stakeholders

Areas of Management Emphasis A fM tE h i

Integration Scope Time Cost Quality Human R H Resources Risk Communication Procurement Health, Health Safety and the Environment
Jump to first page

INITIATING INTEGRATION

PLANNING

PROJECT LIFE CYCLE EXECUTING Direct and Manage Project E ec tion Execution

CONTROLLING Monitor and Control Project Work Integrated Change Control

CLOSING

Develop Project Develop Project Charter Management Plan Preliminary Project Scope Statement

SCOPE

TIME

NIN KNOWLEDGE ARE NE EAS

Scope Planning Scope Definition Create WBS Activity Definition Activity Sequencing Activity Resource Estimating Activity Duration Estimating Schedule Development Human Resource Planning Planning Cost Estimating Cost Budgeting Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Quality Planning Plan Purchases and Acquisitions Plan Contracting Communications Planning Acquire Project Team Develop Project Team

Scope Verification Scope Control Schedule Control

HUMAN RESOURCES COST RISK

Manage Project Team Cost Control Risk Monitoring and Control

QUALITY PROCUREMENT

COMMUNICATIONS

Perform Quality Perform Quality Control Assurance Request Seller Contract Administration Contract Closeout Responses Select Sellers Information Distribution Performance Reporting Administrative Manage Stakeholders Close-out

Adapted from: Project Management Institute: Jump to first page "A Guide to the Project Management Body of Knowledge" 2004

Process Model
DP 4 DP1 DP2 DP3 DP5

Starting up a Project

Initiating a Project

Managing Stage Boundaries

Controlling a Stage Managing Product Delivery

Closing a Project

Planning

C t d Processes Components and P

Change Control Business Case

Configuration Management
SU

DP 4 DP1 DP2 DP3 DP5

Organisation g

IP

SB CS PL MP CP

Quality in a Project Environment

Plans

Management of Ri k Risk

Controls

Jump to first page