2. Why we should manage projects professionally Better outcomes (benefit & risk) Better decision-making Better management of expectations More efficient use of resource Avoidance of disconnects in processes For: The College, Support Services, Academic Units  A demand of good governance

3. Defining characteristics of a project A project is a programme of linked activities which result in a desired and recognisable change to the status quo A project has A specific, clearly definable objective (its “brief”) A finite duration (non-repeating); i.e. a clear start and finish Limited resources allocated to it Interdependent activities Uncertainty and risk A project needs effective management and a transparent plan

4. Essential elements of a professional PM process Standard methodology and structure We have adopted PRINCE 2 A transparent decision-making framework Management Board, Portfolio Review Board (Accountable Bodies) Appropriate mix of understanding and skilled support Communication, access to resources and help, training Adoption of a formal planning process All complex projects have an accessible plan Robust management of issues and risks Via transparent logs

5. Benefits of adopting standardised methodology (PRINCE 2): Accountability An understanding of roles, deliverables and structure enable people to feel and act accountable, taking responsibility for project delivery Issue and risk management Managed explicitly with planned and assigned actions Understanding dependencies Considerable systemic disruption can result from not managing interfaces between linked projects effectively Clarity over decision-making steps and information required Ensures Management Board and Portfolio Review Board receive requests for authorisation in a standard, comprehensive manner

6. The role of the Project Plan Prompt Work-sheet Decision-making tool Communication aid Negotiating tool Risk-management tool Contract

7. The challenge of communication Probability of two people communicating Different dept. / different project Same dept. or project Same dept. / same project Same floor / same wing 0.160.700.95 Same floor / different building 0.020.340.50 Different sites 0.0020.200.38 Roseboom / Duphar  Communication requires proactivity and planning

8. Progress to date (April 2008) PRINCE 2 methodology Tailored to match Imperial’s processes Widespread use across many sectors / Intuitive Currently being applied to all major construction and IT projects Scalable / Addresses most needs Training provision Foundation Advanced Expert practitioner Website Access to principles, tools, training options, project information, FAQs relating to project authorisation Project Management Office Established with expertise in project, programme and portfolio support and management Portfolio Review Board Senior Committee established to manage major projects; reports to Management Board

9. Portfolio Review Board (PRB) Creation and management of Capital Investment Plan and budget Approval of new projects Endorsement of major changes to project direction or funding Allocation of feasibility funding for early stage projects prior to full funding Termination of failed / failing projects Formal closure of projects and direction of where post- project audits should be carried out Oversight of all ongoing projects through management by exception

10. The College PMO Promulgation of adopted process, practices and project management tools together with championship of training programmes Support of Portfolio Review Board through guiding the submission process and ensuring that information necessary for informed decision-making is presented appropriately Provision of skilled resources to direct, manage or support College-wide projects and programmes

11. The PMO Website www.imperial.ac.uk/projectmanagent

12. Imperial’s Project Process The website provides a detailed description of the processes involved in the life of a project. The processes created are based on generic major projects. There may be differences for smaller and specific types of projects.

13. Imperial’s Project Process - cont’d

14. Accountable Body (M) (usually Management Board or Portfolio Review Board) Project Board (M) Project Director Project Champion Senior Supplier (s) Ideally the Project Board will have 3-4 people, with a maximum of 6 Project Manager (s) (M) Ideal to have one for accountability, only if necessary have more Workstream Lead (s) (this will vary if you are delivering multiple products or activities) e.g Refurbishment e.g Digital Storage e.g Division Re-Org or Build or Testing or Requirements or Software 1 or Software 2 or Software 3 Project Reps: Business Rep. Technical Rep. Creative Rep. Etc. Project Reps: Business Rep. Technical Rep. Creative Rep. Etc. Project Reps: Business Rep. Technical Rep. Creative Rep. Etc. PMO Support OPTIONAL – Advisory Board Key stakeholders assisting the Project Director and Project Manager (s) Quality Assurance (PMO) Business Community OPTIONAL – Programme Director A Guide to Project Structure  This is only a guide, projects in different areas may require slight amendments

15. Roles and Responsibilities BODY OR ROLERESPONSIBILITIES Project Board Direction and management of the project. Management by exception, guidance and support to the Project Manager. Sets the tolerances the Project Manager may work within. Project Champion and Project Director work closely to be able to represent each other. Manages expectations of senior management of organisation. Project Champion (In PRINCE terminology this role = Senior User) Visionary and strategic. Understands & represents the user community. Has “gravitas” Project Director (In PRINCE terminology this role = Executive) Accountable for delivery against the Business Case. Senior enough to make major decisions within set tolerances Senior Supplier Accountable for technical / specialist leadership and quality of deliverables. May be more than one. Project Manager Responsible for day-to-day management of project. Qualified and experienced A broad role, not limited to line function or one supplier area. Works within the tolerances for budget and time set by the Project Board The Project Manager will often be supported by workstream leaders, one of which may be a User Co-ordinator Workstream Leader A project manager for a sub project  Imperial uses the following terms and role assignments

16. Project Board Activities

17. Development of consistent processes Training / mentoring Templates and tools Project Team support Information & Guidance Project co-ordination College PMO Suppliers Portfolio Review Board Most Project Managers PSOs Project leadership / support for projects not supported by PMs in supplier division

18. By failing to prepare, you are preparing to fail. Benjamin Franklin Lack of planning on your part......... Does not justify an emergency on my part Anon