Effective Execution

“Guessing what the pitcher is going to throw is eighty percent of being a successful
hitter. The other twenty percent is just execution.”

Lecturer: Tankou Nana

PMD 46: Day 1
 The pace of change

We live in a moment of history where change is so speeded up that we begin to see the
present only when it is already disappearing.” - R. D. Laing
 Who can guess the company?

~ In 2009 it was named by Fortune magazine as the “fastest growing

company in the world”, with earnings exploding by 84% a year.

~ Today??? – They have gone from a market share (in the US) of 47% in
2009 to less than 2.1% in 2013;

~ Went from a market value (in the US) from $55BN in 2008 to $4.6BN in
2013;

~ Apple, currently the biggest U.S. company by market value, has a

market cap of $445 billion. The current offer to take XXXX private is
worth roughly 1% of Apple’s total market cap.
 Sound familiar??
“The project timelines
“Politics is “Resources are not are overly aggressive”
inhibiting the dedicated to the
success of the project”
project” “The project deadline
was set before the
“Benefits delivery is
“Business is not effort required was
scheduled for phase 2
accepting estimated”
/ after completion of
accountability for
the project”
delivery of benefits”

“Business is
“Lets decide on a go- treating this as an
live date, and work IT project”
“We have de-scoped
backwards from
aspects of the “The steering
there” “Our vendors are
project to keep it on committee seldom
track” simply not coming
to the party” meets”
 Fruits for thought!
~ Do we ask the right questions?

~ What activities are required before a project is initiated?

~ What activities are required within the project lifecycle to ensure future sustainability

once the outcome of the project is delivered in production?

~ Do we have enough view of what is happening in the project in order to act and adapt?

~ How well do we manage the enablers of projects?

~ How do we balance forecast, implementation, reflection and adaption activities?

~ What must be focused on to drive increase in probability success?

~ What medium to long terms actions do we take for the longer term progressions?
Course focal points – Day 1
Todays journey of events – Day 2
Setting the scene
Setting the scene

http://media.2oceansvibe.com/wp-content/uploads/2012/05/e-toll-21.jpg
Setting the scene
Setting the scene
Setting the scene
Setting the scene
Setting the scene
Setting the scene
Differentiate between a Project, Program and Portfolio
What do the numbers tell us?
What do the numbers in your organization tell you?

~ Percentage of projects that have succeeded

~ Succeeded – “Delivered on time, on budget, with
required features and functions

~ Percentage of projects that were a challenge

~ Challenged - “these were projects that were late, over
budget, and/or with less than the required features and
functions”

~ Percentage of projects that have failed

~ Failed - “were cancelled prior to completion or
delivered and never used”
 Project success rates

Source: 2014 Prosperus Report – African Edition

The Stats! – Percentage of projects that have succeeded
Success

34%
35%
Succeeded – “Delivered on time, on
30% budget, with required features and
functions”
25%

20%

15%

10%

5%

0%
2002
Statistics provided by the Standish Group (CHAOS Manifesto 2013)
The Stats! – Percentage of projects that were a challenge
Challenged

60%

51% Challenged - “these were projects

that were late, over budget, and/or
50%
with less than the required features
and functions”
40%

30%

20%

10%

0%
2002
Statistics provided by the Standish Group (CHAOS Manifesto 2013)
The Stats! – Percentage of projects that have failed

Failed

16%
15%
Failed - “were cancelled prior to
14% completion or delivered and never
used”
12%

10%

8%

6%

4%

2%

0%
2002
Statistics provided by the Standish Group (CHAOS Manifesto 2013)
Why the slow progression?
Exercise – Why the slow progression?

What are your “3” critical success factors?

A) Why the slow progression?

B) What is it we missing?
Why the slow progression?

1.

2.

3.
Critical Success Factors

Critical success factors involves those few

activities, processes or events that must exist
to ensure the project is successful.

The CSF’s may differ depending on the project

 Project success rates

Source: 2014 Prosperus Report – African Edition

Project Lifecycle vs. Methodology vs. Approach
Project Lifecycle (PMI-USA)

Closing/Implemen
tation phase
Monitoring and
Control/Test Phase

Execution/Develop
Phase

Planning/Design
Phase

Initiation/Def
ine Phase
 Project Lifecycle
• Where the idea is formulated;
• Where the “homework” is commenced to
answer the question whether we have a
worthwhile project;
• The formal sign-off and allocation of
resources to commence the project;

Closing/Implemen
tation Phase
Monitor &
Control/Test Phase

Execution/Develop
Phase

Planning/Design
Phase

Initiation/Def
ine Phase
 Strategic Intent
BUSINESS RATIONALE BUSINESS DRIVERS EXPECTED BENEFITS

RUN THE • Process Optimisation/Efficiencies

INCREASE IN
BUSINESS • Risk Management/Mitigation
REVENUE
• Human Capital
• Regulatory
• Market and Brand
• Customer Experience
• Sales
• New Products / Services
GROW THE • Distribution Network COST REDUCTION
BUSINESS • Merges, Ventures and Alliances
• Physical Infrastructure
• System Renewal / Upgrade
• IT Infrastructure
• Data Warehouse & Information
Management
TRANSFORM THE • Financial Management
COST AVOIDANCE
BUSINESS • Target Operating Model
 Define/Initiation Phase
̚ Starting Phase – Why?

̚ Business Case should identify why

̚ Carry out a feasibility study

̚ Do a PEST Analysis

̚ Project Manager identified and given Approval to apply resources

̚ Project is officially authorized to begin

̚ Project Charter is issued

 Project Lifecycle
• The detail on the “how” is derived and
planned on in the required detail;
• The team is formulated with the
necessary assigned resources agreed to
and in place;
• The businesses/customers requirements
are further unpacked and detailed to
formalise the agreed scope further;
Closing/Implemen
tation phase
Monitoring and
Control/Test Phase

Execution/Develop
Phase

Planning/Design
Phase

Initiation/Def
ine Phase
 Design phase/Planning phase
̚ Understand the businesses (area of scope) current state; - As is analysis.

̚ Understand what the change entails to achieve the intended benefits (To-be depiction).

̚ Need to consider the impact of change on People, Process & Technology.

̚ Firm up our resource commitments and approach to the change.

̚ Planning there helps determine:

̚ What is to be done

̚ Who will be involved (OBS)

̚ When activities will be done

̚ Assumptions and constraints

̚ How (waterfall Iterative)

Who will be involved (OBS)
Design phase/Planning phase

~ “Alice asked the Cheshire Cat, who was sitting in a

tree, “What road do I take?”

~ The cat asked, “Where do you want to go?”

“I don’t know,” Alice answered.

“Then,” said the cat, “it really doesn’t matter,

does it?”
― Lewis Carroll,
 Project Lifecycle
• This is where the actual tangible
execution is initiated on the desired
products/services;
• The tangible delivery on the asset is
commenced, created, managed with
continuous oversight and communication
to key stakeholders in the process;
• Where we tangibly see the
business/customers requirements in a
Closing/Implemen
pre-test state; tation phase
Monitoring and
Control/Test Phase

Execution/Develop
Phase

Planning/Design
Phase

Initiation/Def
ine Phase
 Develop phase/Execution
̚ What approach fits the change?

̚ Set the frequency of the change (planning, progress reviews, scope clarifications, etc.).

̚ Managing the physical delivery (planned versus actual).

̚ Integrate and perform activities per project Management plan

̚ Where project 1 – 0 – 1 comes into play. (Apply project Management skills and
techniques

̚ COMMUNICATE COMMUNICATE COMMUNICATE

Project Lifecycle

Closing/Implemen
tation phase
Monitoring and
Control/Test Phase

Execution/Develop
Phase

Planning/Design
Phase • Once the product/service has been
derived to its desired state, its then put
through a “testing” phase to ensure:
o It’s operating as it would be expected
to in a production environment;
Initiation/Def o That we manage our risk accordingly
ine Phase before impacting our current
operation state;
o It meets the business/customers
expectation through their active
involvement in testing the solution;
 Test phase/Monitoring and control
̚ Ensure the change we intend on instilling meets the expected outcomes.

̚ Ensure we don’t add any risk to our existing business and customers.

̚ Bring predictability to the business of the change and its overall outputs.

̚ See whether the prototype/change can operate as expected once in production.

Project Lifecycle

Closing/Implemen
tation phase
Monitoring and
Control/Test Phase

Execution/Develop
Phase

Planning/Design
Phase • The solution is brought into the expected
production state and its then I adapted as
part of business as usual;
• The area in scope of receiving the change
Initiation/Def is then expected to apply the necessary
ine Phase changes in their day-to-day activities with
support from project resources to ensure
its success delivery and handover;
• The project then is deemed complete in
its objectives;
 Implementation phase/Closing phase
̚ Look to instill the change successfully (minimal impact to the business and its process).

̚ Implementation approach is key (pilot versus rollout versus big bang).

̚ Set targets and measurements to monitor the effectiveness of the change (will
contribute to the benefits tracking & realisation process).

̚ Progress reviews until deemed to be “Business as Usual”.

̚ For non IT projects:

̚ Objective method of accepting deliverables

̚ Compare to scope baseline

̚ Documentation of lessons learned

̚ Team members’ assessment and release of

project resources
Project Lifecycle

Accepted
as
complete

Closing/Implemen
tation phase
Monitoring and
Control/Test Phase

Execution/Develop
Phase

Planning/Design
Phase • Project then goes through a project close-
off phase to ensure:
o Its formally agreed that the project
has delivered against its original
scope and intent;
Initiation/Def o Anything requiring continual focus is
ine Phase handed over formally to the area in
question;
o Post mortem is conducted (lessons
learnt/action learning review);
Project Lifecycle

Project Life-cycle Operational

Closing/Impl
Monitoring ementation
and phase
Execution/D Control/Test
evelop Phase
Phase
Planning/D
esign Phase

Initiation
/Define
Phase

BENEFITS
HARVESTING
 Project Methodology
Project management methodologies consist of numerous process groups, and a control
system. Regardless of the methodology or terminology used, project management uses
the same basic processes.

Initiation

Planning &
Design

Execution

Monitoring
& Control

Close
Key differences between PMBOK & Prince 2
 Project Methodology
Project management methodologies consist of numerous PROCESS GROUPS, and a
CONTROL SYSTEM. Regardless of the methodology or terminology used, project
management uses the same basic processes.

Initiation

Planning &
Design

Execution

Monitoring
& Control

Close
Project Management Knowledge areas- PMI-USA
Project Management Knowledge areas- PMI-USA

1. Scope management

2. Time management

3. Cost management (Budget) – 1st three are called the Triple constraints

4. Quality Management

5. Human resource management

6. Procurement management

7. Communication management

8. Risk management

9. Stakeholders analysis

10.Intergration management
PRINCE2
 Four Integrated Elements PRINCE2

1. Principles Best practices and good practices

2. Themes Items that must be continually addressed
3. Processes Activities done during the project
4. Tailoring PRINCE 2 Adapting PRINCE2 to any project
The seven PRINCE 2 Principles
Project Management Organizational structure- PRINCE2

COP/PROGRAMME MANAGER

PROJECT BOARD

PROJECT MANAGEMENT REAM

FOUR LEVELS OF MANAGEMENT

SENIOR EXECUTIVE SENIOR
USER SUPPLIER

PROJECT MANAGER

TEAM MANAGER

• PRINCE2 Foundation Pre-Course

• Frank Turley
Six key variables to control on any project

~ These are the six aspects/variables to control in a project

~ Also know as Six Performance Targets

TIMESCALES SCOPE

COST BENEFITS

QUALITY RISK
The seven PRINCE 2 Themes
The seven PRINCE 2 Processes
PRINCE2 Process Timeline
INNITIATION STAGE SECOND STAGE (delivery) THIRD STAGE (delivery)
“trigger”

Project Managing Product Managing Product

Initiating a project
mandate Delivery Delivery
Checkpoint Checkpoint
Project report report
Starting up a initiation
Work WP Work WP
Project documentation Package completion Package completion

Project Benefits
mgt review Controlling a Stage Controlling a Stage
Team plan
Managing
Stage plan Highlight a Stage Highlight
(initiation) Managing report Boundary report
a stage
Project boundary Stage
Stage Plan
Brief Closing a
Plan Project
End stage End stage
Start assessment assessment
Close
Directing a Project
 Strategic Project Management

Source: 2014 Prosperus Report – African Edition

 Strategic Project Management

Source: 2014 Prosperus Report – African Edition

 Project Methodology – PRINCE2
PRINCE2: (PRojects IN Controlled Environments) is a widely used
structured process-driven project management method (within a
clearly defined framework) created to successfully manage and
implement projects.

~ PRINCE2 is endorsed internationally as a project management standard for

public/private sector projects and can be adapted to all sizes ad types of projects
(including I.T projects).

~ PRINCE2 describes procedures to coordinate resources and activities in a project,

how to design and manage the project, and what to do if the project has to be
adjusted if it doesn’t develop as planned. In PRINCE2, each process (7 core processes,
40 activities) is specified with its key inputs and outputs and with specific goals and
activities to be carried out, which gives control of any deviations from the plan which
results in improved project and risk management.
 PRINCE2 – Benefits

̚ Adaptable and scalable;

̚ Ultimately delivers what the business needs (Business case driven);

̚ Delivers confidence and reliability;

̚ Flexible control;

̚ Involves all the relevant stakeholders in the process;

̚ Continually assesses current progress versus the goal in mind;

̚ Creates the set “norms” in how we drive and manage change;

 PRINCE2 - Start Up Process
GOTO:
Main START UP
N N
N

PIC
Review Request
Project Approved Appoint PSC
Request
Request ? Approved
Approved

Business
CEO presents the Project ? PMO to reject /cancell
Project Request Request project in MS Online

Purpose:

Requestor
Create Submit
Project Request Project
Request Approved Y Request

To prevent poorly conceived

Project Project ?
Mandate Request

Appointed IN

PSC
projects from being initiated Appointed
PSC

Project

Project Manager
Manager
Project Develop
Request Initiation
Process Stage Plan
Review Initiation
Report Optional Stage Plan

Update
Conduct Review Project
Project Project

PMO
Load the proposed Status and
Prioritization Prioritization Appoint
project in MS Online
Add to PIC Add to PIC Project
Pack Priority Pack Priority Manager
Matrix Matrix
(Pic Pack) (PIC Pack)

Conduct

PE
Process Process Only required for IT /
Review Review business change
Report

The objectives are to ensure that:

requests

Create
Finance

•
Oracle
Project

A project mandate is received (Code)

• The Project Request is planned and authorized, or rejected

• There is an understanding of the potential change impact that the project will have on business
• Process Review has been conducted where necessary
• There is a common understanding of
• The reasons for doing the project, and the high-level associated risks
• Initial scope of the project and the proposed delivery approach
• There a justifiable reason for starting the project
• The project has management approval
• The Project is prioritized against approved projects within the current Portfolio
 PRINCE2 – Key factors to the Start-up process

̚ Your Project Request submission is a key step to obtaining

approval from the PIC;

̚ Process review is required to ensure the problem/opportunity

is clearly understood and clear;

̚ Its crucial that the end result if the focus (the benefits we aim
to achieve) and not the project itself;

̚ The Project Steering Committee should only comprise of those

that are accountable for its change and outputs with the right
delegation of authority;
PRINCE2

MANAGING
STARTUP INITIATION CLOSE
DELIVERY

The purpose of INITIATION is to ensure

that effective thought goes into the
delivery of the project before it is
actually delivered, thereby enabling the
organization to fully understand the
implications of authorizing the delivery
of the project.
 PRINCE2 - Initiation Process
INITIATION
N N
N

PIC
Purpose: Authorize
Project Y
BCD is baselined

Ensure that effective thought goes Prepare

Benefits Profile
(Senior User)
Approve
Business

PSC
Benefits Case, Project Y Authorize

into the delivery of the project before Profile Plan, Delivery Delivery N
Stage Plan Stage

it is actually delivered, thereby SU

Prepare
Benefit
Realisation
Plan
Benefit
Y
PM closes project in MS
Online. Finance notified to
Approved

enabling ATC to fully understand the

Realisation

Project Manager
Update Business close Project in Oracle
Project Plan
Request Prepare Business Case ,Project Develop M
Appoint Case & Project Plan Plan and Work
Initiation Project Develop Delivery Package(s)
Stage Plan Implemen- Business Stage Plan Work

implications of authorizing the Process

Review
Report
tation Team Case
Project
Plan Business Project
Case Plan
Delivery
Stage Plan
Package(s)
(incl udes
Product
Descriptions

delivery of the project.

Descision point of which lifecycle to
use: IT vs Business vs implementation Schedule is baselined. WP is optional
but mandatorhy for external suppliers.

Implimentati
on Team
Project
Appointed Agree Work
Implemen- Package(s))
Work
tation Team Package(s)

Review Project

PMO
Prioritization
Update PIC Pack

Finance

The objectives are to ensure that:

• The reasons for doing the project and the associated risks are revisited to reaffirm the justification thereof
• Project controls are agreed, and the project is managed by exception
• The business change impact and scope are assessed and planned for
• How and when the deliverables will be delivered and at what cost
• The Project Steering Committee (PSC) is in place, including decision-makers
• It is clear how the quality levels required by the project will be achieved
• Progress of the project is effectively monitored and controlled
• The information needs of stakeholders are understood and planned
• The scope of the project is further investigated and clarified
 PRINCE2 – Key factors to the Initiation process

̚ The Business case is the formal document which requires the

approval from the PIC before the request is deemed a project;

̚ The benefits profile must depict the detail on the benefits

realisation. The business case will depict its outputs, this
reflects the detail and how it will be tracked & realized;

̚ Work packages are a key part of the PRINCE2 methodology and

are the formal “Contracts” between the PM and the
Implementation team;
PRINCE2

MANAGING
STARTUP INITIATION CLOSE
DELIVERY

The purpose of MANAGE DELIVERY is

to assign work to be done, to carry out
such work, to monitor and report
progress and to intervene if and when
required, and where appropriate to
plan for next stages till project closure.
 PRINCE2 - Manage Delivery Process
MANAGE DELIVERY Review,
Approve/Reject

Purpose:

PIC
Exceptions (if
appropriate)

Reccomend
Project

Assign work to be done, to carry

Close
Review,
Approve/Reject OR

PSC
Exceptions
Review &

out such work, to monitor and

Approve Key Authorize
Risks, Issues The Next
May need re-planning Stage
& Decisions
due to exceptions

report progress and to intervene IN Prepare For

Raise
Hold Stage Project
Exceptions
Kick-Off Close
Exception OR
Workshop CL

Project Manager
Business Case Authorize Monitor And Report
Work To Be Control

if and when required, and where

Project Plan Prepare For
Done Progress, Stage End
Delivery
Work And Prepare End Stage
Stage Plan
Package(s) For Next Report
Work Stage MS Online
Package(s) Highlight Add detailed Delivery MD

appropriate to plan for next

Process Report notes for stage Stage Plan
Review Risk & Issue end. Work
Report Registers Package(s)

stages or project closure

Implimentation Team
IT: After go-live support and Manage
/ or additional Training Delivery
Team Plan(s)

Project
Checkpoint
Report(s)
Completed
Work
Package(s)

Arrange Carry Out Monitor

PMO
Assurance Reviews Assurance Assurance Implemen-
include both Project Assurance
Reviews Reviews tation
and Quality Assurance

Finance
The objectives are to ensure that:
• Attention is focused on the project deliverables
• Deviation from these deliverables are closely monitored to avoid uncontrolled and unapproved changes (scope
creep)
• Costs are kept under review
• The agreed deliverables (products) are delivered to the stated quality standards, within cost, effort and time
• Stakeholders are kept informed
• The business change impact and scope are reviewed and where appropriate adjustments are assessed and
planned for
• The achievements of the current stages are reported and next stages or closure planned
• Project documentation are updated
• A stop-go decision is made based on aggregated risk and continued justification
PRINCE2

MANAGING
STARTUP INITIATION CLOSE
DELIVERY

The purpose of CLOSE is to verify the

acceptance of the project deliverable
(product), by those authorized to do
so, and that there is a plan in place to
ensure benefits are to be achieved.
 PRINCE2 - Close Process
CLOSE

PIC
Purpose:
Approve End

Verify the acceptance of the

PSC
Project
Report

project deliverable (product), by Prepare For

Project
Closure

Project Manager
Facilitate Close

those authorized to do so, and Post Project End Project Repot project on
Conduct (includes Lessons)
MD Work Close- Review MS Online
Sessions Benefits Review
Out and Plan
Handover Lessons Log

that there is a plan in place to Ensure PO's

Receipted
And Closed,

ensure benefits are to be

Invoices

Facilitate Plan For

Acceptance MS Online
Post Project

PMO
achieved Of Project Project
Change
Product Closure
Assessment
Project Closure

Finance
Finalize Budget
Close and
Payments reconciliation
capitalise
And POs and close-out

The objectives are to ensure that:

• The Customer / Users have accepted the projects deliverables (products)
• Operations is able to support the deliverables (products) when the project is disbanded
• The project is evaluated and an End Project Report is created, including provision for Lessons Learnt
• Provision has been made to address open issues and risks with follow-on-action recommendations
• Project documentation are archived and ownership is transferred to the EPMO
• Provision has been made for the measuring of remaining benefits after the project is closed
 PRINCE2 – Key factors to the Close-off process

̚ Formal process to closing the project and ensuring the business

take the right level of ownership of the required “Business as
Usual” activities;

̚ Lessons learnt process is a key step to our continuous

improvement process and PM maturity as an organization;

̚ Finalize the benefits harvesting activities and ownership;

 Exercise – PRINCE2 applied

How would you apply PRINCE2 (a high-level

analysis) if you are about to upgrade any section of
your chosen project or start the project from start.

Your project sponsor has asked for your input on

how the project will be managed?
Make your own assumptions.

Identify key activities per phase that you would ensure is in place.
Project Approach
Project Approach
Project Approach
 Agile Project Management

Agile project management focuses on continuous improvement, scope flexibility, team

input, and delivering essential quality products, which focus on people, communications,
the product, and flexibility.
Agile Project Management
 Agile Project Management – 12 Principles

1. Satisfy the customer through early and continuous delivery of valuable software.

2.Welcome changing requirements, even late in development. Agile processes harness

change for the customer's competitive advantage.

3. Deliver working software frequently, with a preference to the shorter timescale.

4. Business people, testers and developers must work together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support they

need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a

development team is face-to-face conversation.

 Agile Project Management – 12 Principles

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, developers, and users

should be able to maintain a constant pace indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity — the art of maximizing the amount of work not done — is essential.

11. The best architectures, requirements, and designs emerge from self-organizing teams.

12. At regular intervals, the team reflects on how to become more effective, then tunes and

adjusts its behaviour accordingly.

Agile Project Management
 Agile Project Management – Key processes
• Project planning: The initial planning for your project. Project planning includes
creating a product vision statement and a product roadmap, and can take place in
as little time as one day.

• Release planning: Planning the next set of product features to release and
identifying an imminent product launch date around which the team can mobilize.
On agile projects, you plan one release at a time.

• Sprint: A short cycle of development, in which the team creates potentially

shippable product functionality. Sprints, sometimes called iterations, typically last
between one and four weeks. Sprints can last as little as one day, but should not be
longer than four weeks. Sprints should remain the same length throughout the entire
projects.

• Sprint planning: A meeting at the beginning of each sprint where the scrum team
commits to a sprint goal. They also identify the requirements that support this goal
and will be part of the sprint, and the individual tasks it will take to complete each
requirement.
 Agile Project Management – Key processes

• Daily scrum: A 15-minute meeting held each day in a sprint, where development
team members state what they completed the day before, what they will complete
on the current day, and whether they have any roadblocks.

• Sprint review: A meeting at the end of each sprint, introduced by the product
owner, where the development team demonstrates the working product functionality
it completed during the sprint.

• Sprint retrospective: A meeting at the end of each sprint where the scrum team
discusses what went well, what could change, and how to make any changes
 Agile Project Management – Key roles

Tester(s)

Business SME
Sprint
Developer(s)
Agile Project Management – Key roles
Agile Project Management – Key roles
Agile Vs Traditional
How to chose between an Agile or a waterfall approach

~ Requirements & Definition- Is it constantly changing

~ Change- Is the scope constantly changing
~ Experience- Is it a stable environment or you need
outside experience
~ Resources- Dedication- Are resources dedicated to the
project or not
~ Resources - Physical location- Are resources co located or
distributed all over the place or globe
~ Customer involvement- Can we get continuous feedback
from customers
~ Timelines – Are timelines fixed or flexible
~ Documentation - Can you streamline you documentation
or are they standardised
The Mechanics
SYSTEMS – THE CONCEPT
of execution
THINKING
 The Mechanics of execution

PROJECT LIFECYCLE
Start date < Define Design Develop Test Implement >End date  Benefits harvesting
Senior Management
PROJECT METHODOLOGY
Users

Team Dynamics

Vision Scope Result

Schedule

Cost

PROJECT ENVIRONMENT

OUTSIDE PERCEPTIONS
 Scope
Definition of Project Scope……………….
~ “pertains to the work necessary to deliver a product. Requirements and deliverables
define the project scope, and it is critical that the stakeholder is in agreement with the
information discussed in the proposed plan.” - http://www.projectscope.net/

~ “The project scope is the definition of what the project is supposed to accomplish and
the budget of both time and money that has been created to achieve these objectives..”
- http://management.about.com/od/PMterms/g/Project-Scope.htm

~ “Defines the work that has to be completed to complete the project. This work is
measured against the project scope statement and the WBS.” -
http://pmstudy.com/blog/?p=385
 Scope

Source: http://blog.zilicus.com/category/project-scope-2/
Scope – Work Break Down Structure
 Scope

Source: http://blog.zilicus.com/category/project-scope-2/
 Defining your project scope
~ Justification: How and why your project came to be, the business need(s) it addresses,
the scope of work to be performed. What are the benefits to delivering this initiative?

~ Objectives: The products, services, and/or results your project will produce (also
referred to as deliverables).

~ Product scope description: The features and functions of the products, services,
and/or results your project will produce.

~ Product acceptance criteria: The process and criteria for accepting completed
products, services, or results.

~ Exclusions: What are the items of events, products, services and outputs that will not
form part of this delivery?

~ Assumptions: Statements about how you will address uncertain information as you
conceive, plan, and perform your project
 Maintaining and safe guarding your scope
~ Change control process in place: Having a process in place which allows
stakeholders and team members to raise items of relevance that may require formal
submission to the current scope.

~ Impact analysis being conducted: Ensuring that before any commitment or

formal agreement is made that the “homework” is conducted first to understand the
impact of the proposed change.

~ Formal approval to scope additions: Once a feasibility is done and is tabled, it

needs to be presented to steerco for formal approval before being accepted.

~ Playing “devils advocate”: Asking the hard questions on whether its required
(dependant on where you are in the project lifecycle) and what the value will be versus the
effort.

~ Applying the 80/20 principle: Which scope items will provide the 80% value
through minimal effort.
 Quadruple Constraint Management

Quadruple Constraint Management

 A change in one dimension affects one or more of the other dimensions.

~ Deals with core areas of project performance.
 Scope = Time × Resources.

 These three constraints are often competing constraints:

External Environment
 Quadruple Constraint Management

Quadruple Constraint Management

 A change in one dimension affects one or more of the other dimensions.

~ Deals with core areas of project performance.
 Scope = Time × Resources.

 These three constraints are often competing constraints:

External Environment
External Environment
Increased scope
typically means
increased time
and increased cost
External Environment
Increased scope
typically means
increased time
and increased cost
External Environment
Increased scope
typically means
increased time
and increased cost

A tight time
constraint could
mean increased
costs and reduced
scope.
External Environment
Increased scope
typically means
increased time
and increased cost

A tight time
constraint could
mean increased
costs and reduced
scope.
External Environment
Increased scope
typically means
increased time
and increased cost

A tight time
constraint could
mean increased
costs and reduced
scope.

A tight budget
could mean
increased time
and reduced
scope.
 Quadruple Constraint Management

Quadruple Constraint Management

 A change in one dimension affects one or more of the other dimensions.

~ Deals with core areas of project performance.
 Scope = Time × Resources.

 These three constraints are often competing constraints: increased scope typically means
increased time and increased cost, a tight time constraint could mean increased costs and
reduced scope, and a tight budget could mean increased time and reduced scope.
The Mechanics of execution

PROJECT LIFECYCLE
Start date < Define Design Develop Test Implement >End date  Benefits harvesting
PROJECT METHODOLOGY
Users

Team Dynamics

Scope Result
Schedule

Cost

PROJECT ENVIRONMENT
The Mechanics of execution

 Benefits harvesting

Users

Result
The Mechanics of execution

PROJECT LIFECYCLE
Start date < Define Design Develop Test Implement >End date  Benefits harvesting
PROJECT METHODOLOGY

Team Dynamics

Scope

Schedule

Cost

PROJECT ENVIRONMENT

OUTSIDE PERCEPTIONS
 The Mechanics of execution

PROJECT LIFECYCLE
Start date < Define Design Develop Test Implement >End date  Benefits harvesting
Senior Management
PROJECT METHODOLOGY
Users

Team Dynamics

Vision Scope Result

Schedule

Cost

PROJECT ENVIRONMENT

OUTSIDE PERCEPTIONS
Exercise – Apply the MoE?

If you were a consultancy group brought on

board to assist Sanral in turning the E-Toll project
around……….
A) Review its delivery and list its challenges, constraints and issues
using the MoE.

B) What would you do going forward (again using the MoE) to get
it back on track and within a successful state?