Project Management 16 th November 2011 John Patterson Commercial Development Manager, Sage (UK) Limited

What is a project? Wikipedia says: A project is a temporary endeavor with a defined beginning and end (usually time- constrained, and often constrained by funding or deliverables), undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value.

Project Management Triangle Quality of Outcome Time Cost Scope

Project Cycle Initiating Planning Executing Controlling Closing (or Define, Detail, Develop, Deploy, Debrief, or…)

Phase 1: Initiation What is the project aiming to achieve? Why is it important to achieve it? Who is going to be involved and what are their responsibilities? How and when is it all going to happen?

Phase 1: PID (Project Initation Document) Background Objectives Scope Constraints Assumptions Risks Deliverables Investment Stakeholders

Phase 2: Planning When should activities be done, by whom What order? Estimating duration and effort Agreeing quality control activities Calculating overall cost Producing project budget Assessing the risks Identifying management control points  Key: What? When? Who? What needs to happen first?

2. Planning tasks: Sample Gantt Chart

2. Planning: Evaluating Risk Identify - what is the risk? What is the probability of the risk happening?  1=Low, 5=High What is the impact if the risk happens?  1=Low, 5=High What is the product of probability x impact?  1-9: green  10-19: amber  20+: red

2. Planning: Responses to risk Probability v Impact – E.g. null hypothesis ResponseDescription PreventionComplete removal of the risk TransferenceSpecialist e.g. insurance ReductionReduce likelihood or limit the impact ContingencyActions planned if risk happens AcceptanceTolerate the risk – perhaps because of cost to treat, or because likelihood and / or impact are low

Phase 3: Execution Managing a Project is about making things happen. The Project Manager must: ensure that the project resources are focused upon delivery of the expected outcomes keep risks under control, keep the Business Case/PID under review carefully monitor any movement away from the project scope and outcomes

3. Execution: What does this really mean? Leading the team Meeting with team members Communicating with stakeholders Fire-fighting Securing necessary resources …..doing the work!

3. Execution: Managing Self Single consolidated to do list Switch off the yellow envelope! – Schedule sessions in Outlook Body clock Group (‘chunk’) and schedule similar tasks OHIO / 4 Ds Prioritise – Urgent v Important! Outlook? – Avoid Student Syndrome… Don’t waste your buffer…

3. Execution: Managing through others Influencing Specification – Move the chair! SMART objectives – Specific – Measurable – Attainable – Relevant – Timebound Clarity – roles and responsibility Communicate, communicate, communicate

3. Execution: The importance of the spec… The ability to use a pen in space The ability to write in zero gravity Space pen Pencil $1 Million A little bit less…..

Phase 4: Controlling Managing the plan Managing issues Managing risks Managing scope and exceptions – deviation from plan Monitoring results Reporting

Controlling: Managing Stakeholders

Phase 5: Closing Completion… – Or not! – Emotional investment, letting go Review and learn Documentation Handover

Try to avoid… Overcomplicating Overpromising and underdelivering No contingency Bad news late Glossing over the planning stage Assumptions around other people’s level of understanding / buy-in (communication)

Terminology PRINCE2 Six Sigma / Lean manufacturing Waterfall Agile QA

Useful Resources main/newMN_PPM.htm

Thank you! Any questions?