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Diploma of Project Management Project Management Environment Course Number 17872 Qualification Code BSB51507.

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Presentation on theme: "Diploma of Project Management Project Management Environment Course Number 17872 Qualification Code BSB51507."— Presentation transcript:

1 Diploma of Project Management Project Management Environment Course Number Qualification Code BSB51507

2 Pay particular attention to table 3.1 on page 43
Recommended Reading If you haven’t already done so, please take some time to review the PMBOK Chapters 2 and 3 Pay particular attention to table 3.1 on page 43 This could take 30 to 45 minutes

3 Project Management Environment
Projects take place within environments that can greatly impact on the manner in which the project is executed and the achievement, or not, of the project’s objectives and success measures Success occurs when the – expectations of the project sponsor or client are met agreed project objectives have been met business outcomes have been realised timeframe and budget have been delivered quality and scope requirements have been delivered

4 Project Tradeoffs Time Quick Quality Cost Good Cheap
Really means Project success is often reliant on the project manager’s ability to manage stakeholder expectations and make trade offs between key project dimensions

5 Project Management Framework
Cost Scope Risk Human Resources Communication Time Quality Procurement

6 Project Management Environment
Experience Methodology Cost Scope Risk Human Resources Communication Time Quality Procurement Standards Policies Procedures Regulations Skills Industry Organisational Maturity

7 PMBOK – Project Lifecycle 5 Process Groups
Initiation Planning Execution Close Monitor Control Project management processes ensure the effective flow of the project throughout its existence. The processes encompass the tools and techniques involved in applying the 9 knowledge areas Figure 3-1 Project Management Process Groups (PMBOK 4th edition)

8 Other Lifecycles and Methodologies
Many organisations and industries have different project management methodologies and lifecycles It is critical to be flexible in the application of project lifecycles and methodologies and to work within the policies and procedures of the organisation It is important to develop a common language and understanding within the project team during the planning process

9 PMBOK Project Initiation Processes
Planning Execution Close Monitor Control Develop Project Charter Develop preliminary scope statement

10 PMBOK Project Planning Processes
Initiation Planning Execution Close Monitor Control Develop Project Management Plan Plan and define project scope Create the Work Breakdown Structure Estimate resources, budget and timeframes Develop the project schedule Identify risks and develop risk management plans Plan and determine communication approach

11 PMBOK Project Execution Processes
Initiation Planning Execution Close Monitor Control Direct and manage project execution Perform quality assurance Assemble and develop the project team Acquire project resources Distribute information on project progress and issues

12 PMBOK Project Monitoring and Controlling
Initiation Planning Execution Close Monitor Control Manage the project team Verify and control project scope Monitor and manage the project schedule Monitor and manage project budget Undertake quality control activities Manage key stakeholders and project sponsor Report on project performance and status Monitor and control risks and issues

13 PMBOK Project Closure Processes
Initiation Planning Execution Close Monitor Control Close project Review project against success measures Transition from project to business as usual

14 Enterprise Environmental Factors
These can greatly influence the success of any project, examples – Organisational culture, structure and processes Government or industry standards and regulations Existing human resources and personnel policies Stakeholder risk tolerances Established communication and approval channels Infrastructure and facilities Project management information systems Political and economic climate Level of project management maturity PMBoK Guide – Fourth Edition

15 Organisational Influences
Organisational culture, style and structure influence how projects are performed The degree of project management maturity is particularly critical Internal project management systems, methodologies and frameworks are important Influences can be both internal and external PMBoK Guide – Fourth Edition

16 Organisational Culture and Style
Organisational culture is an enterprise environmental factor that can manifest in many ways, examples – Shared vision and values Common norms, beliefs and expectations Policies, methods and procedures View of authority relationships Work ethic and work hours PMBoK Guide – Fourth Edition

17 External Factors and Influences
Supplier & Partner Structures Economic Climate Scientific Advances Legislation Political Climate Technological Advances Public Opinion Labour Market Regulations Local & International Conditions Standards Competitor Actions

18 Organisational Structure
Organisational structure can greatly impact how projects are conducted Organisational Structure vs Project Characteristics Functional Weak Matrix Balanced Strong Project Based Project Manager’s Authority Little or None Limited Low to Moderate Moderate to High High to Almost Total Resource Availability Control of Project Budget Manager Functional Manager Mixed Project Manager Project Manager’s Role Part-time Full-time Project Management Support Staff PMBOK 4th edition – Table 2-1

19 Organisational Project Processes
Project Lessons Learned Project History HR Policies & Procedures Procurement Guidelines Risk Management Guidelines Approval Procedures Project Management Tools Risk and Issue Logs Templates Quality Procedures Standards Post Implementation Review Guidelines Project Review Guidelines Status Reporting Procedures Past Project Statistics Project Management Methodology Policies & Procedures Project Management Tools

20 Influences of Organisation Size
There is normally considerable task specialisation in large organisations, coupled with formal processes for delegating authority, business planning and managing performance In small organisations people often need to assume many roles and manage several functional areas. Management processes are often less formal

21 Example Project Management Methodology

22 Pay particular attention to table 3.1 on page 43
Recommended Reading If you haven’t already done so, please take some time to review the PMBOK Chapters 2 and 3 Pay particular attention to table 3.1 on page 43 This could take 30 to 45 minutes

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