Individual (Digital) Portfolio

Week 1 - Introduction to Project Management

Project Definition:

 Project in general refers to a new endeavour with specific objective and varies widely
which makes it difficult to define.
 A project is a temporary endeavour undertaken to create a unique product, service,
or result.
 Project is a unique process, consist of a set of coordinated and controlled activities.
 It has a specific start date and finish date.
 It has interrelated activities, including inter-dependencies.
 It has an owner/sponsor/customer.
 It involves risk and uncertainty.
 It is undertaken in order to accomplish an objective confirming to specific
requirements.
 It takes into account the tripe constraints of the iron triangle namely scope, cost and
time.
 It requires cross-functional teams and interdisciplinary approach.
 It has not been done before, even if similar to other work.

Projects vs. Operational Work:

 Work in organisations can be categorised as either Operational work (sometimes

referred to as “business as usual”) or Project work (changes to the current business).
 Projects and operations have many common characteristics such as both are:
o Performed by people.
o Constrained by resources.
o Planned, executed, and controlled by a manager.
 The key difference between an operation and a project is that operations are
ongoing and repetitive whereas projects are temporary and unique.
 The inter-relation between projects and operations is such that projects usually hand
over their results/products to operational units at completion.

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Project Performance Dimensions:

 Three major dimensions that define the project performance are scope, time, and
resource. These parameters are interrelated and interactive.

Week 2 - Project Engagement (Strategy) and Initiation

 Projects drive change. They move an organization from one state to another to
achieve some objective(s) and there may be transition states in between.
 Projects are initiated due to 4 main factors:
o Meet regulatory, legal or social requirements
o Satisfy stakeholder requests or need
o Implement or change business or technological strategies and
o Create improve or fix products, processes or services

Traditional Projects:

 Construction projects.
 Civil engineering.
 Installing a computer network.
 Writing a software package.
 Office moves or fit-out.

Characteristics:

 In case of these projects, they are usually conducted with staff from within a single
discipline or a single part of the organisation.
 Although they are technically demanding, they do not involve or affect major
business strategies or interests.

Examples of modern projects:

 Mergers and Acquisitions

 Starting a joint venture
 Product development and production
 Preparing a tender or bidding for work
 Transformation of major business processes, such as online banking
 Environmental sustainability and global cooperation

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Characteristics:

 These projects are usually conducted with staff from multiple groups across an
organisation/ globe with very different training and workplace experience.
 They usually do not share a single discipline from their earlier training and may affect
major business strategies.

McKenzie’s Three Horizons Framework:

 It offers a way to concurrently manage both current and future opportunities for
growth.
o Horizon 1: Extend and defend core businesses.
o Horizon 2: Build emerging businesses.
o Horizon 3: Create viable options.

Definition & Origin of Strategy:

 A plan of action designed to achieve a long-term or overall aim.

 The art of planning and directing overall operations and movements in business.
 Strategy in business is about survival- of the corporation!

Strategic Planning Process:

 Strategic planning is the process of documenting and establishing a direction of your

small business—by assessing both where you are and where you're going.
 The strategic plan gives you a place to record your mission, vision, and values, as well
as your long-term goals and the action plans, you'll use to reach them.
 A well-written strategic plan can play a pivotal role in your small business’s growth
and success because it tells you and your employees how best to respond to
opportunities and challenges.
 Useful analogy with a cruise missile- always missing target until it hits!
 Mission: why do we exist and what do we serve for? The fundamental purpose and
character of the organisation.
 Vision: Where do we want to be? The ideal and ultimate end goal organisation
strives to achieve. Describing the approach to adopt to achieve the mission.
 Objectives (or goals): Targets to be achieved within the scope of the vision,
therefore

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 realising the mission. Eventuating a planned pattern of activities; modified and

improved over time. They need to be SMART: Specific, Measurable, Achievable,
Realistic, Timely.
 KPA: Should do well to achieve vision. Consists of closely related objectives that
become the focus of strategy selection and implementation, i.e. strategy
management. Measurable attributes are used to indicate how an organisation
performs for each objective.
 Values: The governing guidelines that enforce certain behaviour of people within an
organisation. They underpin all activities and shape the culture, i.e. the way we work
around here; can be explicit or implicit. Imposed by the founder in early stages, and
usually changed as a response to a crisis threatening the organisation. May also vary
among business divisions and groups.

Organisational Strategic Hierarchy:

 Organisational Strategy
 Portfolio Management
 Program Management
 Project Management

Portfolio Management:

 Portfolio Management aligns portfolios with organizational strategies by selecting

the right programs or projects, prioritizing the work, and providing the required
resources.
 A group of programmes and projects that are managed together to achieve a
strategic intent.

Program Management:

 Program Management harmonizes its program components and controls

interdependencies in order to realize specified benefits.
 A collection of related projects with a common end goal or objective.
o Some argue the differentiating attribute is achieving business goals
o Ongoing

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o Often do not have specific end date.

Project Management:

 Project Management enables the achievement of organizational goals and

objectives.
 A unique, finite, defined packages of work, with specified scope, budget and
timeline.

Week 3 - Stakeholder Management:

 Project Stakeholder Management includes the processes required to identify the
people, groups, or organizations that could impact or be impacted by the project, to
analyse stakeholder expectations and their impact on the project, and to develop
appropriate management strategies for effectively engaging stakeholders in project
decisions and execution.
Trends and Emerging Practices:

 Identifying all stakeholders.

 Ensuring that all team members are involved in stakeholder engagement activities.
 Reviewing the members are involved stakeholder community regularly.
 Consulting with stakeholders.
 Capturing the value of effective stakeholder engagement.
Stakeholder management processes:

 Identify Stakeholders
 Plan Stakeholder Engagement
 Manage Stakeholder Engagement
 Monitor Stakeholder Engagement

Identify Stakeholders

 The initial process of project stakeholder management is Identify Stakeholders.

 In this process, the project stakeholders are regularly identified, analyzed and
various information related to them.
 It is performed at periodic intervals throughout the project lifecycle which helps the
project team in identifying appropriate focus required for the engagement of each
stakeholder involved in the project.

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Plan Stakeholder Engagement

 In this process, various approaches are curated in order to involve the stakeholders
on the basis of their needs, interests, expectations, and latent impact on the project.
 It is performed at periodic intervals throughout the project lifecycle and helps in
developing a realistic plan which can effectively interact with the stakeholders.

Manage Stakeholder Engagement

 In this process, various steps are taken for better communication and maintain
working with stakeholders.
 Along with this their concerns and issues are addressed, and appropriate stakeholder
involvement is fostered as well.
 It is performed throughout the project lifecycle and helps a project manager in
increasing support and minimizing resistance from the stakeholders.

Monitor Stakeholder Engagement

 In this process relationships of project stakeholders are monitored, and various

strategies are tailored in order to engage the stakeholders using engagement plans
and strategies.
 This process is performed throughout the project lifecycle and helps in maintaining
as well as increasing the efficiency and effectiveness of the implied stakeholder
engagement activities.
 This process is very crucial to perform while the project evolves, and its development
environment varies.

Week 4 - Scope and requirements development

Business Case

 A business case examines the overall (and multiple) business benefits that will accrue
from the proposed initiative, often called the Return on Investment (ROI).
o Financial: Costs, benefits and impact on business performance measures.
o Technical: Benefits to infrastructure (eg, IT) and support for technology
strategy.
o Strategic: New capabilities and improved competitive position.
o Operational: Expected process improvements (Tangible and Intangible).

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Project Scope

 “The work that must be performed to deliver a product, service or result with the
specified features and functions"
 The features and functions that characterise a product, service, or solution
 It is what the project is expected to deliver!
 The work that needs to be accomplished to deliver a product, service, or result with
the specified features and functions

Product Scope:

 The features and functions that characterise a product, service, or result.

Scope management

 Primarily concerned with defining and controlling what elements the project includes
and excludes.
o Sufficient amount of work is done to satisfy requirements.
o No unnecessary work is done (scope creep).
o Work done delivers stated business purpose.

Week 5 - Project Planning

Project Life Cycle

 Initiating > planning > executing > monitoring & control> closing

Project Planning

 Define activities > Sequence activities > Estimate activity resources > Estimate
activity durations > Develop the schedule
 Start with the WBS- it is the foundation of your schedule (remember, it contains
everything you are planning to do or buy).

 Select the levels at which you will plan the schedule according to how much clarity
and control you want.

 To ensure your schedule captures all the work in the project (i.e. everything in the
WBS), select either a category item or everything in the level below it.

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 If there are parts of the project that you want extra clarity/control over, 'unpack' the
work packages in that portion by defining the activities within them.
 Assign unique IDs to each WBS item.
 For each WBS item selected for scheduling, create a node.
 Record the Activity ID and Description in the cells.

Scheduling

 Time Management involves the processes required to manage timely completion of

the project.
 This starts with the development of the project schedule.
 Schedules come in several different formats:
o Schedule Table
o Milestone Chart
o Network Diagram /Precedence Diagram
o Gantt Chart / Bar Chart

Scheduling terminology

 Dependencies: Things that must happen before an activity can begin.

 Milestones: Check points along the way.
 Float: The amount of time an activity can be delayed without delaying the overall
delivery time of the project.
 Critical Activities: activities with no float. If delayed, they will delay the project
completion date.
The Work Breakdown Structure (WBS) is a way of subdividing the project deliverables into
smaller more manageable components.

 Requires thinking at the Big Picture level

 What chunks does the project need to deliver?
 Start with “nouns” - activities/verbs only at lower levels
 Habit of have WBS based on activities
 Worse, using project phases as the structure
 Use language that the sponsor/ stakeholders will recognize and understand
 Not PM jargon that only your team uses.
 Create a WBS that captures project scope
 Outcomes/ deliverable focused “scope breakdown”
 Visual aid for sponsor communication and clarification

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Network Diagram

 The Logic is in the Network Diagram

 Does not need details of schedule or cost
 It is a thinking tool!
 PERT Network Diagram
 Performance Evaluation and Review Tool
 Also a valuable planning technique

Week 6 - Cost Management & Estimation

Baseline:

 A baseline is a fixed reference point to measure and compare against

 In PM, a baseline is a clearly defined starting point for your project plan, that allows
you to assess the performance of your project over time.
 A project baseline typically has three components: schedule, cost, and scope.
 These three baselines can be separately monitored, controlled, and reported on but
when fully integrated, they may be referred to as a performance measurement
baseline (PMB).

Change Control:

 Change control is the systematic governance approach to managing all (scope, time,
cost, quality) changes made to a product or system.
 The purpose is to ensure that no unnecessary changes are made, that all changes are
documented, that there are no unexpected or unnecessarily disruptions and that
resources are used efficiently.
 Do not get Change Control confused with Change Management, which is related to
managing the impacts to people/ organizational changes.

Estimating techniques

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 Estimating techniques may be applied to estimating costs as well as durations.

 We can apply them to the entire project, or to individual deliverables, work packages
or activities.
 Top-Down estimating is a project estimating technique whereby the overall project is
estimated first, and individual tasks are apportioned from it.
 Bottom-up estimating is a technique that involves estimations on a granular level for
parts of a project. These are then aggregated to a total estimate for the entire
project.
 Analogous Estimation uses a similar past project information to estimate the
duration or cost of your current project, hence the word, "analogy". You can use
analogous estimation when there is limited information regarding your current
project.
 Incremental Estimation: same cost as similar past project, just inflated for CPI.
 For Parametric Estimation, the project manager will break down the project into sub-
components (usually a deliverable) and match them with the appropriate equation
to obtain the estimates.
 3-point-weighted average / PERT: average of optimistic/pessimistic/most likely
estimates, but weighted around the most likely estimate.
 Expert judgment is a technique in the project planning process that refers to making
a judgment based on skill, expertise, or specialized knowledge in a particular area.
The expertise can be based on an individual's training or educational background,
career experience, or knowledge of the product/market.
 Vendor Bid Analysis: request quotes from several vendors, then take the average.
 Progressive elaboration = revise estimates regularly.

Week 7 - Resource Management & Delegation

The HR Management Plan

 Documents how internal staff will be selected, seconded, on-boarded, allocated

work, managed, performance reviewed, rewarded & offboarded.
 Supported by HR sub-plans such as:

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o Make/Team/Buy Plan
o Organisation Breakdown Structure (OBS)
o Roles & Responsibilities Table
o Responsibility Assignment Matrix (RAM)
o Skills Domain Matrix
o Gantt of Resources

Organisation Breakdown Structure (OBS)

 Tree-structure documenting the reporting relationships between project participants

and the lines of authority:
o Within the project team (project manager and below)
o In the governance structure (above the project manager)

Week 8 - Risk and Quality issues at the Initiation & Planning stage

Risk Terminology

 Uncertainty = an undefined source of risk ('unknown unknowns')

 Hazard = source of risk
 Risk/Threat = something that might happen that would
 negatively impact the project, its objectives or the organisation
 ('known unknowns')
 Opportunity = something that might happen that would positively impact the
project, its objectives or the organisation
 Issue = a risk that has occurred or a problem that needs to be
 managed (whether or not you identified it as a risk beforehand)
 Treatment Strategy = how the risk is to be managed
 Cascading risk = risk resulting from a treatment strategy / issue

Planning risk management

The dual-purpose of Risk Management is to:

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Increase the probability and impact of positive events ("opportunities")

Decrease the probability and impact of negative events ("threats")

Involves:

 Planning the approach

 Identifying risks & opportunities
 Evaluating and prioritising
 Developing treatment strategies
 Implementing strategies and monitoring
 for emerging/cascading risks
 Managing issues as they occur

Identifying risks

Identifying threats involves identifying what might go wrong on the project

Techniques:

 Listen for risky language in conversations with the team and stakeholders - e.g. "if,
might, could, probably, possibly, just in case, worst case scenario"
 Historical data - e.g. Risk Registers, Issue Logs, Lessons Learned
 Use the team - e.g. brainstorm, Delphi technique,'black hat' sessions
 Cause & Effect tools- e.g. fishbone diagrams
 Risk categories - e.g. cost, schedule, legal, PR, safety, technical, environmental, etc.

Risk Categories

 Safety (individuals & organisations liable under WHS Act 2011)

 Environmental (individuals & organisations liable under POEO Act)
 Financial
 Schedule
 Quality/technical
 Reputational
 Legal
 Security

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 Intellectual Property

Risk Register

This is a repository of risks that identifies:

 Hazards
 Risks description (an event that might happen)
 Impact description (consequences if a risk were to come true)
 Qualitative risk assessment
 Quantitative risk assessment (less common)
 Treatment strategies
 Residual risk assessment
 Responsibility, budgets and timeframes for managing risks
 Current status (e.g. identified, analysed, treated, closed)

Quality vs. grade

Quality = "the degree to which a set of inherent characteristics fulfil

requirements" (ISO 9000) - i.e. how fit for purpose it is

Grade = "a category assigned to deliverables having the same functional

use but different technical characteristics." (PMBoK)

 The project team must define the appropriate grade and level of quality of
 project deliverables
 Grade too low = not fit for purpose, client and end-user dissatisfaction
 Grade too high = "gold plating", wasted time and money.
 Low grade with high quality: a cheap and cheerful software product with just a
few basic features (low grade) that works as advertised with no obvious
defects and a user-friendly manual (high quality).

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 High grade with low quality: a 'bells & whistles' software product with many hi-
tech features (high grade) that breaks down frequently, has many defects, is
difficult to use with a poorly written user manual (low quality).

Quality Assurance

 Implement the actions and processes outlined in the project's Quality

Management Plan.

Quality Control

 Monitor and record the results of QA activities to assess performance and

recommend changes.

Quality Audits

 Quality Audits are a Quality Assurance technique aimed at ensuring that project
activities
 comply with organisation and project policies, processes and procedures
 Structured, independent process
 May be scheduled or random
 May be conducted by internal or external auditors
 May have an adverse psychological impact on the team
 Can impact morale, egos, sense of security, etc..
 Emphasise its positive contribution to the project; not an opportunity for
'blamestorming.

Week 9 - Procurement and Ethics

Plan Procurement Management

 Make/build-or buy decisions & procurement plans Procurement statements of work

Procurement documents, Selection criteria, Market research.

Conduct Procurements

o Bidder conferences
o Proposal evaluation techniques

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o Advertising
o Internet search
o Select sellers & negotiations
o Contract award

Control Procurements

o Performance
o reviews & reporting
o Inspections & audits
o Contract change
o control system
o Payment systems
o Claims administration
o Records management system

Close Procurements

o Closed procurements
o Procurement audits
o Negotiated settlements

Procurement Process

Plan Procurements

 What work can be “outsourced’*?

 Specific requirements, potential sources, type of contract?
 What suppliers or contractors are needed, when?
 Conduct Procurements
 Prepare supplier lists, methods of procurement, advertise
 Evaluate suppliers, select seller, negotiate
 Control Procurements

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 Execute contract, conduct work, review/check progress, audits, payments

 etc.
 Close Procurements
 Verify completion, wrap up contracts, conduct final reviews

Procurement Activities

 Analyse “build or buy" option for each need

 Prepare procurement documents
 Create evaluation criteria for selection
 Shortlist potential sellers
 Contract briefings for sellers, respond to enquiries, etc.
 Negotiate with sellers and award contract
 Manage dependencies on sellers

Procurement Management Plan Content

 Scope of supply
 Type of contract to be used & method of seeking suppliers
 (eg, RFT, RFQ or RFP)
 Details of prequalified sellers (“ panel suppliers” etc)
 Procurement metrics & selection criteria
 Availability & source of any independent estimates
 Roles and responsibilities
 Standardised templates and processes to be used
 Risk management issues

Week 10 - Execution: Governance & Control

Consequences of poor performance measurement

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 Performance issues that could have been “nipped in the bud” are not identified until
they have escalated into large, difficult, expensive issues.
 Contractors paid for work not done.
 Reliance on inaccurate self-reporting of progress causes the schedule to slip.
 Cost overruns are not captured and so escalate out of control.
 Slumps in productivity not identified, or identified too late.
 Earned Value Management: An integrated performance measurement technique.
 There are six essential acronyms in EVM:
o BAC = Budget at Completion
o PV = Planned Value
o EV = Earned Value
o AC = Actual Cost
o SV = Schedule Variance
o CV = Cost Variance
 The first four acronyms are the base metrics that drive EVM
 Budget At Completion (BAC) is the total amount budgeted to complete all the work
in the Work Breakdown Structure (WBS). Note that it does NOT include contingency,
overhead or profit - it is just the sum cost of the labour, goods, materials, services,
etc. required to complete the work in scope.
 Planned Value (PV) is the budgeted cost of the work that should have been done at a
given point in time
 Earned Value (EV) is the budgeted cost of work that has been done at a given point
in time
 Formula: BAC x % Complete
 Actual Cost (AC) is what it cost you to complete the work that's been done. Note that
this is committed cost, not paid invoices. EVM doesn't look at when the bills are paid
(this is tracked separately, in cash-flow). As soon as the work is completed, the cost
is 'committed' and counted as Actual Cost.
 The next two acronyms give the'snapshot' of performance••••

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 Cost Variance (CV) represents project performance in terms of percentage

over/under budget. A positive CV means that the project is under budget; a negative
CV means that it's over budget.
 Formula: EV-AC
 As a percentage: (EV-AC)/EV x 100
 Schedule Variance (SV) represents project performance in terms of percentage
ahead/behind schedule. A positive SV means that the project is ahead of schedule; a
negative SV means that it's running late.
 Formula: EV-PV
 As a percentage: (EV-PV)/PV x 100

Week 11 -The Project Manager - Leadership and Teamwork

Managing Team involves

 Acquiring team members through recruitment, contractor engagement,

secondment, etc
 Inducting them ("on-boarding") to the project with necessary checks, training,
equipment, etc
 Adjusting plans based on actual human resources, if this is not what was expected
 For individuals:
 Allocating work and clarifying roles & responsibilities
 Monitoring their work, reviewing Status Reports from team members
 Providing feedback, support, professional development &
 performance management
 Ensure governance roles are understood and documented
 For the team: Providing conflict resolution, team building activities, etc, to maintain
a cohesive and productive team with a shared vision and commitment to project
success.

Developing a cohesive team

 Recognise team members' technical expertise, experience and unique perspective

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 Foster and leverage diversity on the team- different perspectives can lead to
creativity and innovative solutions
 Pro-actively manage conflict - different perspectives can also lead to disagreements
and division
 Establish team protocols (ground rules) with the team
 Communicate the benefits- put the project in context, describe the vision and value
of the project
 Align the project with individual, team and organisational values (What motivates
them? How does the project resonate with their personal values? What's in it for
them?)
 Build team unity by supporting identity, loyalty and commitment to the team
 Team branding, marketing & merchandise
 Cultivate an effective micro-culture- e.g. transparent, trusting, open, ethical
 Lead by example
 Organise team building activities- e.g. lunches, recreational activities, team based
simulation
 Promote a shared vision of what the project will deliver
 Plan in consultation with the team to build understanding and buy-in

Week 12 - Project Communication & Project Closure

Plan Communication Management

 Communication requirements analysis

 Communication technology and methods
 Communication plan

Manage Communications

 Work performance reports & various communications methods

 Information management systems

Control Communications

 Meetings

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 Information systems
 Work performance information
 Variance analysis & forecasting methods
 Reporting systems

Communications Management Plan contents include:

 Stakeholder communications requirements

 Information to be communicated
 Person responsible for communication
 Person or groups who will receive the information
 Methods or technologies used to convey the information
 Frequency of communication
 Escalation process
 Method for updating and refining
 Glossary of common terminology

Communication Planning

 The primary objective of communication planning is to determine

 Who needs to know what?
 How will they be told?
 When will they be told and how often?
 What needs to become part of a permanent record and how?

Communications Needs

 Level of detail will be different for each stakeholder

 Frequency
 What media?
 How can they stay engaged without too much detail?

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 Team will need access to shared data, so some underlying infrastructure will be
required (eg, IT support)
 Some documents will require review & approval by stakeholders
 Media: face-to-face, written, paper or electronic?
 Each group has different needs
o Stakeholders
o Management
o Project team
o Suppliers
 Consider
o Performance reports
o Team meetings
o Major review/decision points

Specific Communications Needs

 Project Sponsor.
 Executive responsible for project within organisation.
 Project Steering Committee.
 Sometimes known as Project Review Board.
 Represent the interests of their division/ department.
 Usually chaired by the Sponsor.
 Above jointly responsible for approval of project budget and deciding policy issues.
 Project Team meetings
 Ensure all have the same information by open discussion and access to project data
 Part of task review and assignment
 Manage meetings effectively
 Work to agendas
 Start promptly (and finish early)
 Use good chairmanship: silence some, encourage others

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Module 13 - Project Maturity & Revision

Reasons for project termination

 By completion: the work is completed and objectives achieved.

 By inclusion: successful projects may be integrated into the performing organisation-
reborn as a department, division, infrastructure, technology, etc.
 By integration: the project is broken up and the successful elements (the 'good bits')
are distributed among existing functions of the performing organisation.
 By extinction: a decision is made to stop the project (regardless of success). This
often happens suddenly, without discussion or explanation (e.g. GFC caused many
projects to be cut before completion).
 By murder: projects are suddenly cut by influential people- e.g. change of
government, mergers, senior executive promotions, changing priorities
 By starvation: the project is starved of resources (e.g. through budget cutbacks,
changing priorities, etc) until it eventually peters out.

Post Implementation Review

 PIRs may be a simple, one-page summary; through to rigorous post-mortems

structured around lengthy templates
 A PIR should include:
 An administrative closure checklist/summary
 A description of the outcomes of the project and the extent to which it was
successful in achieving its objective/s (as measured by the success criteria in the
Project Charter), within the agreed constraints
 An outline of responsibilities and documentation
 Documented Lessons Learned

Lessons Learned

 A Lesson Learned is ''some practical wisdom, insight, learning opportunity or

valuable lesson
 that has been observed and hopefully acquired while working on the project." -
Hartley

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 Individual (Digital) Portfolio

 Review each of the project management knowledge areas and consider:

 What was done well?
 What could have been done better?
 What was learned that can be applied on future projects?

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