PROJECT MANAGEMENT

WORKSHOP FOR INSTITUTE

OF INTERNAL AUDITORS

PROJECT & PROGRAM MANAGEMENT

BY P MLAMBO (PMP)
 PRESENTER

Project Management Professional (PMP) (USA)

Certified Information Systems Audit (CISA) (USA)

Bsc- Electro mechanical engineering – University of Wuhan

Post Grad- Telecoms

Member of PMI (USA) & PMZ( Zim)

 TRAINING OBJECTIVES

After completing this course, participants will

be able to:
 To identify projects , programs and the
Relationships Among Portfolios, Programs, and
Projects
 To interrogate any project management
Challenges that organizations face &
recommend project management interventions
 To explore PM Knowledge areas and highlights
the importance of each on a project delivery
 Introduction

• Successful organizations in todays world

deliver change through taking a systemic
view of desired overall business
outcomes.
• Project Management lie at the heart of
this approach. Project Management is
about delivering discrete parcels of
change
 Introduction

• Modern, progressive, and successful

organizations in today’s global and
competitive market have all adopted
Project Management; and set up
appropriate governance and
management systems to deliver the
changes that they desire.
 What is a Project?

• A project is a temporary endeavor

undertaken to create a unique product,
service, or result. The temporary nature of
projects indicates that a project has a definite
beginning and end. The end is reached
when the project’s objectives have been
achieved or when the project is terminated
because its objectives will not or cannot be
met, or when the need for the project no
longer exists.
 WHY UNDERTAKE PROJECTS

•Growth and development reasons e.g….

•Trouble shooting /crisis handling e.g……
•Research purposes e.g….
•Procedural e.g. CENSUS, ELECTIONS
•Change Management…
•GIVE OTHER SUGGESTIONS??
 Examples of Projects

•Communication campaigns e.g. Voter education

•Designing and constructing a building/Yacht or a Gold Processing
plant.
•Military operations e.g. Operation Desert storm
•Launch of a new product (marketing)
•Implementing a new computer system (IT upgrade)
•Designing and implementing a new organizational structure
•Planning and conducting an audit
•Improving productivity within a target period
•Disaster recovery i.e. damage of fires, floods, xenophobia attacks etc
•FIFA 2010 World Cup
•Moving house (domestic project)
•Wedding ceremony
 CLASSIFICATION OF PROJECTS

•Small v Large
•Micro v Macro
•Capital v Mega projects
•Programs v Project series
•Multi-projects
•B.O.T. projects v Turnkey projects
•Knowledge management v Technology
Transfer projects
 FEATURES OF A PROJECT

•Start and finish

•Life cycle
•Budget
•Activities that are unique
•Use of resources
•Team roles
•Single point of responsibility
COMMENT ON THE SUCCESS/FAILURE OF
THESE WELL KNOWN PUBLIC PROJECTS

•ZIMBABWE CHISUMBANJE ETHANOL PROJECT

•NASA’S SPACESHIP COLUMBIA
•Rehabilitation OF BYO-HRE-Mutare Rd
•EURO TUNNEL
•COPAC
•Construction of Great Zimbabwe By the VaRozvi
•GAUTRAIN
•FIFA 2010 WORLD CUP
•Great Wall of China
•Vehicle Licensing Digitalization By ZINARA
 DEFINITIONS OF PROJECT MGT.

•It is the application of knowledge, skills,

tools and techniques to project activities in
order to meet stakeholder’s needs and
expectations from a project.(PMBOK Guide)
•It is about planning the work and then
working the plan (Deveaux,1999).
 PM Further Defined

• It is an Management science in which

human, machine, material and financial
resources are organized in a novel way to
undertake a unique scope of work or
given specification within constraints of
cost and time so as to deliver beneficial
change defined by quantitative and
qualitative objectives.
Lack of Project Management
 Program Management

• A program is defined as a group of

related projects, subprograms, and
program activities managed in a
coordinated way to obtain benefits not
available from managing them individually
• A project may or may not be part of a
program but a program will always have
projects.
 Program Management

• Program management is the application of

knowledge, skills, tools, and techniques to
a program in order to meet the program
requirements and to obtain benefits and
control not available by managing
projects individually.
 Focus of Program Management

• Resolving resource constraints and/or

conflicts that affect multiple projects within
the program,
• Aligning organizational/strategic direction
that affects project and program goals and
objectives, and
• Resolving issues and change
management within a shared governance
structure.
 Examples of Programs

• An example of a program is a new

communications satellite system with
projects for design of the satellite and
the ground stations, the construction of
each, the integration of the system, and
the launch of the satellite.
Indicators of Poor Program management
 Portfolio Management

A portfolio refers to projects, programs, sub

portfolios, and operations managed as a group to
achieve strategic objectives. The projects or
programs of the portfolio may not necessarily be
interdependent or directly related.
For example, an infrastructure firm that has the
strategic objective of “maximizing the return on
its investments” may put together a portfolio
that includes a mix of projects in oil and gas,
power, water, roads, rail, and airports.
 Portfolio Management

• From this mix, the firm may choose to

manage related projects as one program.
All of the power projects may be grouped
together as a power program. Similarly, all
of the water projects may be grouped
together as a water program.
• Thus, the power program and the water
program become integral components of the
enterprise portfolio of the infrastructure firm.
 Projects and Strategic Planning

• Projects are often utilized as a means of

directly or indirectly achieving objectives
within an organization’s strategic plan.
Projects are typically authorized as a
result of one or more of the following
strategic considerations:
 Projects and Strategic Planning-- cont

• Market demand (e.g., a car company authorizing a project

to build more fuel-efficient cars in response to gasoline
shortages);
• Strategic opportunity/business need (e.g., a training
company authorizing a project to create a new course to
increase its revenues);
• Social need (e.g., a nongovernmental organization in a
developing country authorizing a project to provide potable
water systems, latrines, and sanitation education to
communities suffering from high rates of infectious diseases);
• Environmental consideration (e.g., a public company
authorizing a project to create a new service for electric car
sharing to reduce pollution);
 Projects and Strategic Planning-- cont

• Customer request (e.g., an electric utility

authorizing a project to build a new substation to
serve a new industrial park);
• Technological advance (e.g., an electronics firm
authorizing a new project to develop a faster,
cheaper, and smaller laptop based on advances in
computer memory and electronics technology); and
• Legal requirement (e.g., a chemical manufacturer
authorizing a project to establish guidelines for
proper handling of a new toxic material).
 Project Management Office (PMO)

• A project management office (PMO) is a

management structure that standardizes
the project-related governance processes
and facilitates the sharing of resources,
methodologies, tools, and techniques.
• The responsibilities of a PMO can range
from providing PM support functions to
actually being responsible for the direct
management of one or more projects.
 PMO structures in organizations

• Supportive PMOs- provide a consultative role to projects by

supplying templates, best practices, training, access to
information and lessons learned from other projects. This type of
PMO serves as a project repository. The degree of control
provided by the PMO is low.
• Controlling PMOs- provide support and require compliance
through various means. Compliance may involve adopting
project management frameworks or methodologies, using
specific templates, forms and tools, or conformance to
governance. The degree of control provided by the PMO is
moderate.
• Directive PMOs-take control of the projects by directly
managing the projects. The degree of control provided by the
PMO is high.
 Primary Function of a PMO

• Managing shared resources across all projects

administered by the PMO;
• Identifying and developing project management
methodology, best practices, and standards;
• Coaching, mentoring, training, and oversight;
• Monitoring compliance with project management
standards, policies, procedures, and templates by means of
project audits;
• Developing and managing project policies, procedures,
templates, and other shared documentation (organizational
process assets); and
• Coordinating communication across projects.
 Differences between the role of project
managers and a PMO

• The PM focuses on the specified project objectives,

while the PMO manages major program scope changes,
which may be seen as potential opportunities to better
achieve business objectives.
• The PM controls the assigned project resources to best
meet project objectives, while the PMO optimizes the use
of shared organizational resources across all projects.
• The project manager manages the constraints (scope,
schedule, cost, quality, etc.) of the individual projects,
while the PMO manages the methodologies, standards,
overall risks/opportunities, metrics, and
interdependencies among projects at the enterprise level.
 Project-Based Organizations

• Project-based organizations (PBOs) refer

to various organizational forms that create
temporary systems for carrying out their
work.
• PBOs can be created by different types of
organizations (i.e., functional, matrix, or
projectized)
 Organizational Cultures and Styles

• Shared visions, mission, values, beliefs, and

expectations;
• Regulations, policies, methods, and
procedures;
• Motivation and reward systems;
• Risk tolerance;
• View of leadership, hierarchy, and authority
relationships;
• Code of conduct, work ethic, and work hours;
and Operating environments.
 Organizational Process Assets

• The organization’s processes and procedures for conducting project

work include,
• Initiating and Planning:
• Guidelines and criteria for tailoring the organization’s set of
standard processes and procedures to satisfy the specific needs of
the project;
• Specific organizational standards such as policies (e.g., human
resources policies, health and safety policies, ethics policies, and
project management policies), product and project life cycles, and
quality policies and procedures (e.g., process audits, improvement
targets, checklists, and
standardized process definitions for use in the organization); and
Templates (e.g., risk register, work breakdown structure, project
schedule network diagram, and contract templates).
 OPAs-Executing, Monitoring and Controlling:

• Change control procedures, including the steps by

which performing organization standards,policies,
plans, and procedures or any project documents will
be modified, and how any changes will be approved
and validated;
• Financial controls procedures (e.g., time reporting,
required expenditure and disbursement reviews,
accounting codes, and standard contract provisions);
• Issue and defect management procedures
defining issue and defect controls, issue and defect
identification and resolution, and action item tracking;
 OPAs-Closing:

• Project closure guidelines or requirements

(e.g., lessons learned, final project
audits, project evaluations, product
validations, and acceptance criteria).
 Project- Enterprise Environmental Factors

• Organizational culture, structure, and governance;

• Geographic distribution of facilities and resources;
• Government or industry standards (e.g., regulatory agency
regulations, codes of conduct, product standards, quality standards,
and workmanship standards);
• Infrastructure (e.g., existing facilities and capital equipment);
• Existing human resources (e.g., skills, disciplines, and knowledge,
such as design, development, legal, contracting, and purchasing);
• Personnel administration (e.g., staffing and retention guidelines,
employee performance reviews and training records, reward and
overtime policy, and time tracking);
• Company work authorization systems;
• Marketplace
Project Stakeholders

Stakeholders include all members of the

project team as well as all interested
entities that are internal or external to the
organization. The project team identifies
internal and external, positive and negative,
and advising stakeholders in order to
determine the project requirements and the
expectations of all parties
involved.
Stakeholder analysis
 Project Life Cycle

• A project life cycle is the series of phases

that a project passes through from its
initiation to its closure.
• Starting the project,
• Organizing and preparing,
• Carrying out the project work, and
• Closing the project.
 generic life cycle structure generally displays
the following characteristics

• Cost and staffing levels are low at the start, peak as

the work is carried out, and drop rapidly as the
• project draws to a close.
• • Risk and uncertainty are greatest at the start of the
project. These factors decrease over the life of the
project as decisions are reached and as deliverables
are accepted.
• The ability to influence the final characteristics of the
project’s product, without significantly impacting cost,
is highest at the start of the project and decreases as
the project progresses towards completion.
 Project Phases

• A project may be divided into any number

of phases. A project phase is a collection
of logically related project activities that
culminates in the completion of one or more
deliverables. Project phases are used when
the nature of the work to be performed is
unique to a portion of the project, and are
typically linked to the development of a
specific major deliverable.
 Example of project Phases

Task Name Baseline Baseline Start Actual Start Baseline Finish Finish
Duration

Cam & Motor Gold Mine Project (2 500 320 days Mon 1/4/16 Tue 9/1/15 Fri 9/30/16 Fri 9/30/16
TPD Process Plant)

1.0 HXJQ Equipment Manufacturing & 300 days Mon 1/4/16 Mon 1/4/16 Fri 7/8/16 Thu 8/11/16

2.0 Civils Construction 180 days Mon 1/4/16 Mon 1/4/16 Fri 5/13/16 Fri 7/29/16

3.0 Structural & Mechanical Installations 175 days Mon 1/4/16 Tue 9/1/15 Thu 9/29/16 Thu 9/29/16

4.0 Electrical Infrastructure Installation 112 days Mon 1/4/16 Mon 1/18/16 Fri 4/1/16 Fri 7/15/16

5.0 Commissioning &Training 45 days Wed 6/22/16 Thu 9/1/16 Fri 9/30/16 Fri 9/30/16
 Examples of PLCs

• Predictive life cycles (also known as fully

plan-driven) are ones in which the project
scope, and the time and cost required to
deliver that scope, are determined as early in
the project life cycle as practically possible
• Iterative and incremental life cycles are ones
in which project phases (also called iterations)
intentionally repeat one or more project
activities as the project team’s understanding
of the product increases.
 Adaptive Life Cycles

• Adaptive life cycles (also known as

change-driven or agile methods) are
intended to respond to high levels of
change and ongoing stakeholder
involvement. Adaptive methods are also
iterative and incremental, but differ in that
iterations are very rapid (usually with a
duration of 2 to 4 weeks) and are fixed in
time and cost.
 Adaptive Life Cycles

• Adaptive methods are generally preferred

when dealing with a rapidly changing
environment, when requirements and
scope are difficult to define in advance,
and when it is possible to define small
incremental improvements that will
deliver value to stakeholders.
 Project Management Processes

• In order for a project to be successful, the project team

should:
• Select appropriate processes required to meet the project
objectives;
• Use a defined approach that can be adapted to meet
requirements;
• Establish and maintain appropriate communication and
engagement with stakeholders;
• Comply with requirements to meet stakeholder needs and
expectations; and
• Balance the competing constraints of scope, schedule,
budget, quality, resources, and risk to produce the
specified product, service, or result.
 Process Groups

• Initiating Process Group. Those processes performed to define a new

project or a new phase of an existing project by obtaining authorization to
start the project or phase.
• • Planning Process Group. Those processes required to establish the
scope of the project, refine the objectives, and define the course of action
required to attain the objectives that the project was undertaken to achieve.
• Executing Process Group. Those processes performed to complete the
work defined in the project management plan to satisfy the project
specifications.
• Monitoring and Controlling Process Group. Those processes required
to track, review, and regulate the progress and performance of the project;
identify any areas in which changes to the plan are required; and initiate
the corresponding changes.
• • Closing Process Group. Those processes performed to finalize all
activities across all Process Groups to formally close the project or phase.
 Project Management Domain Areas

• Project Integration Mgt

• Project Scope Mgt
• Project Time Mgt
• Project Cost Management
• Project Quality Management
• Project Human Resource Mgt
• Project Communications Mgt
• Project Risk Management
• Project Procurement Mgt
• Project Stakeholder Mgt
 Project Success

• Since projects are temporary in nature, the success of

the project should be measured in terms of
completing the project within the constraints of scope,
time, cost, quality, resources, and risk as approved
between the project managers and senior
management. To ensure realization of benefits for the
undertaken project, a test period (such as soft
launch in services) can be part of the total project
time before handing it over to the permanent
operations.
• Project success should be referred to the last
baselines approved by the authorized stakeholders.
 Ethics and Professional Conduct in Project
Management

• Working through an ethical dilemma Step Description

• 1. Define the dilemma- Clarify what values are involved in the decision. Is it
Responsibility? Respect? Fairness? Honesty? Or some combination of
these?
• 2. Identify stakeholders-Determine who will be affected by the decision and
which stakeholders need to be considered. These may include customers,
your organization, the public, and the environment.
• 3. Determine what standards need to be followed Using the values you
identified in step 1 to guide you, review the
PMI® Code of Ethics and Professional Conduct for relevant aspirational and
mandatory standards. Which ones need to be prioritized in this case? Why?
• 4. Consider decision options-Draw up a list of the decision options available
to you, and then analyze each option to find the course of action that best
suits your sense of ethics and what is required and expected of you as a
project manager.
 Teaser

 16.Your project just completed, and one of

your subcontractors has sent you floor seats to
the next big hockey game to thank you for your
business. What is the BEST way to respond?
A. Thank the subcontractor, but do not give him
preference in the next RFP
B. Thank the subcontractor, but politely refuse the gift
C. Ask for tickets for the entire team, so that it is fair
to everyone
D. Report the subcontractor to law enforcement
agents
Ethics
Questions???