PROJECT MANAGEMENT HANDBOOK FOR THE CIVIL SERVICEDerek Tierney

PROJECT MANAGEMENT HANDBOOK – OVERVIEW & STRUCTURE

Purpose of this handbook is twofold.

1. To provide an easy reference guide to the core principles and methodologies of project management

2. To promote a standardised and consistent approach to project management* across the civil service.

Provides a standardised five step framework for a phased approach to the proposal, initiation, planning,

execution and closure of projects within the Civil Service.

It is based on proven models currently in use across the Civil Service**, on recognised best-practice in the

field of project management and international standards.

It should be used as an important reference and resource, coupled with experience, professional judgment

and initiative.

Handbook reviewed by external bodies and insights incorporated

* - Management of Deign & Build Construction projects guided by Capital Works Management Framework - Construction Procurement, OGP

** - The Civil Service comprises all Departments as defined by the Public Service Management Act 1997, all offices or branches of the Public Service specified

in Part I or in Part II of the Schedule to that Act and ‘Vote Holding’ bodies under the aegis of those Departments and Offices

ToolkitAppendix 1-3

Lifecycle PhasesSections 12-22

PROJECT MANAGEMENT HANDBOOK – OVERVIEW & STRUCTURE

Knowledge Areas Sections 2-11

Core Components

Section 1

• Definitions • Pre-Requisites• Project Management Principles

for the Civil Service • Applicability • Relevant Legislation, Standards

and Guidelines • Definitions/Terminology

• Lifecycle and Project Management Phase Gate Approval Process

• Governance, Roles and Responsibilities • Stakeholder Engagement and

Communication Management • Scope Definition and Management • Work Breakdown Structure (WBS) and

Project Schedule• Project Cost and Procurement

Management • Project Risk and Issues Management • Project Reporting• Change Management (Integrated

Change Control & Change in Organisations)

• Quality Management

• Appendix 1 Project Scaling Matrixo Used to determine Complexity

• Appendix 2 Definitions/Terminology• Appendix 3 PM Toolkit available to

support Handbooko Small Project Templateso Medium Project Templateso Large Project Templates

Typical Project Lifecycle Phase Overview• Pre-Project Phase Description• Initiation Phase Description• Planning Phase Description• Execution Phase Description• Closure Phase Description• Expected Phase Gate Outputs

ICT Related Project Lifecycle Phase Overview• Design Phase Description• Build and Early Test Phase Description• Test and Integration Phase Description• Deploy, Maintain and Evaluate Phase

Description• Fast Track Process

PROJECT MANAGEMENT HANDBOOK – DEFINITIONS

“A Project is defined as a temporary endeavour undertaken to create a unique product, service or result. The temporary nature of projects indicates a definite beginning and end. The end is reached when the project’s objectives have been achieved or has achieved the intended results or when the project is terminated because the objectives will not or cannot be met, or when the need for the project no longer exists.” - A Guide to the Project Management Body of Knowledge - PMBOK Guide – Fifth Edition 2013 PMI

“A project is a unique set of coordinated activities, with defined starting and finishing points, undertaken by an individual or team to meet specific outcomes and objectives within defined time, cost and performance parameters. A project may or may not be part of a wider programme” – CSMB 2016

“Project Management is the application of a methodology, knowledge, skills and techniques to effectively and efficiently execute a project” – CSMB 2016

PROJECT MANAGEMENT HANDBOOK – PRE-REQUISITES

People

Process

Governance

Sound governance is required to:

• ensure that there is clarity of purpose with regard to project/programme objectives

• prioritise projects (within a programme)

• set the right milestones and performance targets

• monitor progress and oversee project execution to ensure project adheres to the original scope and business

case

• establish the right organisation approach and methods to project /programme oversight

Governance arrangements should be established that are proportionate and unambiguous and that align with the

governance structures of the sponsoring/partnering organisations

There is a need to recognise that good processes are those that enable anyone involved in the project to:

• speak the same language with the same understanding as other project members

• understand how projects and project activities are ordered and managed in a structured, logical and

organised way, following defined steps

• understand their role, responsibility and reporting line within the project

• have an understanding as team members of their inter-dependency on each other and the integrated

nature of project work

• be informed as to progress against the project plan.

Projects should be resourced with sufficient people having a suitable mix of subject matter expertise and

project management skills to enable the project to be delivered. Subject to this condition being satisfied,

project assignments provide an opportunity to provide staff with a new developmental work experience and in

particular where projects are cross-cutting/cross department in nature.

PROJECT MANAGEMENT HANDBOOK – PRINCIPLES

Principles

Project Governance: ..provides a comprehensive and consistent method ofcontrolling projects and ensuring their success…agreed, appropriate andproportionate decision making structure through which objectives are set,implementation approach is agreed and performance is monitored.

Roles and Responsibilities: ….adequate time to ensure that precise roles and responsibilities are well defined and assigned to appropriately skilled and experienced people, with lines of authority, responsibility and accountability clearly identified

Objectives and Benefits: ….purpose is to achieve specified outcomes….important that goals and objectives are clearly defined, measurable and achievable…… agreed at the outset of the project & assess benefits at the time the project is closed or into operations to inform future decisions

Business Case: …should be prepared and formally approved to identify, record and evaluate the project objectives, the options for meeting these objectives, the anticipated cost and timeframe for each option, and the expected financial and other benefits associated with each option. The cost, timeframes and benefits should be updated with actual versus planned/anticipated outcomes as part of the governance approach.

Time Management:..detailed schedule prepared at the outset listing all activities,interdependencies, resources and time required to achieve, the start and finish date for each activity, the activity time, key milestones dates, the critical path and the assurance and review activities. Time well spent in the early planning stages will help improve the probability of project success.

Risk Management: ….supports good governance in analysing uncertainties, in clarifying accountabilities and in demonstrating how the public interest is best served.

Resource Management: Each project should identify the financial and other resources, inside and outside the organisation, required to meet objectives and ensure they are managed, monitored and utilised.

Stakeholder Engagement: …..is critical to the effective development, specification and delivery of all projects. Effective, clear and concise communication is also critical for stakeholder engagement, for motivating a project team and for performance reporting.

Continuous Improvement and Lessons Learnt: ……approach taken during the project should be reviewed regularly so all lessons learned are taken into account to continuously improve….lessons learnt not just for the current project but to be shared with others, including the PMN, so project managers and team members across the civil service may learn from each other’s experience.

Project Closure: Each project manager and project sponsor is responsible for ensuring that the transition to business as usual maximises benefits, that operational delivery is efficient and effective and that information required to support the business as usual environment is documented and readily available.

Ten Principles

Project Governance

Roles and Responsibilities

Resource Management

Objectives & Benefits

Business case

Time Management

Risk Management

Stakeholder Engagement

Continuous Improvement & Lessons Learnt

Project Closure

Knowledge/Subject Areas

Lifecycle and Project Management Phase Gate Approval Process

Change Management (Integrated Change Control & Change in Organisations)

Governance, Roles and Responsibilities

Roles and Responsibilities

Scope Definition and Management

Project Cost and Procurement Management

Work Breakdown Structure (WBS) and Project Schedule

Project Risk and Issues Management

Stakeholder Engagement and Communication Management

Project Reporting

Quality Management & Lessons Learned

LINK BETWEEN PRE-REQUISITES, PRINCIPLES & KNOWLEDGE AREAS

People

Process

Governance

PRE-REQUISITES, PRINCIPLES & KNOWLEDGE AREAS APPLIED TO LIFE-CYCLE PHASES

Typical Project – Lifecycle Phases

ICT Project – Lifecycle Phases

• Phase Purpose• Key Activities, Inputs and

Outputs• Key Deliverables• Key Roles and Responsibilities

• Project Sponsor• Project Manager• Work Stream Leader• Stakeholders• PMO (where exists)

• Expected Phase Outputs

PROJECT MANAGEMENT SCALING MATRIX & TOOLKIT/TEMPLATES

• Every project goes through the same basic project management lifecycle and processes,

however

• Different types of projects require different amounts of management control and project

documentation.

• The application of this Project Management Guidance depends on the type of project – whether

the project is classified as small, medium or large

• Handbook presents criteria that can be used and tailored to assist in the classification of your

typical project/ICT related project as small, medium or large to guide to guide you as to the level

of governance, management and documentation required

• PM Toolkit provided to support Handbook through a number of sample templates

(Small/Medium/Large Projects) that can be tailored for use by Project Teams over the project

lifecycle.

PRE-REQUISITES, PRINCIPLES & KNOWLEDGE AREAS APPLIED TO LIFE-CYCLE PHASES

PROJECT MANAGEMENT HANDBOOK – CONCLUDING REMARKS

Recognises that a ‘one size fits all’ approach is not appropriate as Departments are not uniform in their

structure, size, functions, locations etc. and therefore each must make pragmatic decisions in applying this core

guidance to reflect their own responsibilities and circumstances. However, a common language and an

approach on certain project management issues must exist across Departments.

Presents a framework but is not a ‘how-to’ guide for project management. It does not present the steps

involved in project management, but rather is intended to be companion document to other global standards

that focus more on the processes like PRINCE2, PMBOK, ISO 21500.

There is more to this Handbook than just a map that can advance one’s understanding of projects, programmes

and portfolios. A wealth of knowledge and experience is available to government departments to tap into via

its authors and the PMLAS. Access to templates, toolkits, methodology deployment, education, training and

certification as well as professional advice on higher order concepts are available through this Action and

associated Actions.

PROJECT MANAGEMENT NETWORK – PORTAL

• Accessed through reform.per.gov.ie• Links to

o PMLASo PM Handbooko Toolkit & Templateso News & Events

THANK YOU