Chapter 1 Raw Project Management An agile and adaptable body of knowledge Instructor Information The intent behind these slides is not to perpetuate ‘death by PowerPoint’ in reproducing the content and graphics from the text. I think it’s pointless having exactly the same information in two places. Rather, they have been designed to both support and challenge your learners by summarising key information and providing a platform to trigger an exploration of the topic, robust discussion, critical analysis and private study. The information covered aligns with PMBOK (2012) and is applicable for all projects, all contexts and all sectors (public, private and not-for-profit). While each of the units is presented as a separate set of slides, they should not be treated as mutually exclusive and cannot be covered in a siloed delivery. Each constantly integrates with the others throughout all of the lifecycle stages. Consider the option of holistic assessment and direct the learner’s attention to the elements and performance criteria, the required skill and knowledge they must demonstrate along with the nominated critical aspects for assessment and evidence. I encourage you to expand on these slides, add material and inject your expertise. Enjoy your delivery. Stephen Hartley stephen@creativecorporatesolutions.com.au 0412 47 3322

Chapter overview The rise and rise of project management Characteristics of projects Traditional management Wanted: a project leader Project management – a defining moment Methodologies or madness Navigating project lifecycles Project management principles

The rise and rise of project management constant cycle of change that business operates within ‘time poor’ businesses driven by tight (even impossible) deadlines the increasing influence of market pressures global competition and the need to remain competitive the greater rates of financial and non-financial return required higher degrees of transparency, accountability and consistency increased interest in measured outcomes/benefits increased attention on legal and contractual obligations more precise and demanding acceptance criteria in satisfying the client the need to deliver products or services meeting benchmarks, quality assurance or best practice greater emphasis on business producing cost-effective solutions

Characteristics of projects Unique Scope Time frame Budget Resource pool Stakeholders Dependencies

Traditional management Planning Leading Organising Controlling

Wanted: a project leader The ability to influence the behaviour of individuals and to ‘move them in a new direction’. A range of personal traits (energy, enthusiasm, empathy, emotional intelligence, honesty…) Conceptual, interpersonal and transactional attributes Change agents

Project management – a defining moment identifying, planning, scheduling and controlling the project requirements negotiating the agreed trade-off between time, budget, resources and scope managing change initiatives over time managing changing stakeholder expectations scheduling an agreed solution to a specific need, problem or opportunity balancing task and resource decisions creating a unique product or service through a temporary endeavour

Methodologies or madness The ‘right’ project methodology plays a crucial part in guiding the project’s success. Projects can’t be allowed to merely meander from start to finish. The need to be: planned, directed, executed and managed in line with a workable, agreed and communicated approach aligned with both strategic initiatives and operational realities (if required) adding value to the project underpinned with targeted professional development initiatives that address technical, social, and strategic knowledge and skills constantly reviewed and adapted to reflect the (changing) strategic direction of the organisation

Navigating project lifecycles The phased evolution of the project from start to finish: publishes an overriding narrative of the total project orders the project’s progress through clearly defined stages provides reference points against which stakeholders can assess progress facilitates appropriate levels of governance throughout the project enables an overview of the total project to be maintained and in perspective allows for tasks to be identified and partitioned under the appropriate stage fosters the sequential management of the project schedule promotes a sense of urgency throughout the project integrates all the project activities along a continuum details responsibility among project stakeholders

Project management principles identifying, analysing and communicating the real business need directly involving all key stakeholders committing to planning the project through iteration and elaboration defining, agreeing and measuring the targeted benefits developing explicit, version controlled documentation allowing regular reviews, audits, adjustments and revisions proactive decision-making involving all stakeholders direction, guidance and mentoring from a senior management project group/committee single point accountability with matching (and communicated) authority along with visibility open, honest, complete and timely communication transparent processes including roles, responsibilities and standard documentation cohesive and committed teamwork drawn from across the organisation’s expertise balanced and demonstrable leadership from both the ‘dance floor’ and the ‘balcony’.

Review questions What is meant be the term project management? How does project managing differ from project leading? What are the four variables/constraints forming the initial project boundary? How do methodologies assist in the planning and managing of projects? What is the intent of following a lifecycle approach to project management?

Group learning activities Identify the challenges modern day project managers face and what needs to be done to address this Debate the difference between management and leadership Develop a forced-choice questionnaire that confirms work as either operational or project Explore the interdependencies between scope, time, cost and resources when one of the variables is changed Discuss what best-practice project management would look like in the learner’s workplace

Assessment options Written assignment differentiating between project management and project leadership and why both are needed Development of a project management lifecycle framework (flowchart of document) previewing lifecycle stages, activities and documentation Critique, recommendations and presentation of how a popular project management methodology could be integrated in the learner’s workplace Re-working Table 1.2 to reflect what management and leadership actually looks like in the learners project workplace Short answer questions Multiple choice questions