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Why we should manage projects professionally
Better outcomes (benefit & risk)Better decision-makingBetter management of expectationsMore efficient use of resourceAvoidance of disconnects in processes
For: The College, Support Services, Academic Units A demand of good governance
Defining characteristics of a projectA project is a programme of linked activities which result in
a desired and recognisable change to the status quoA project has
A specific, clearly definable objective (its “brief”)A finite duration (non-repeating); i.e. a clear start and
finishLimited resources allocated to itInterdependent activities Uncertainty and risk
A project needs effective management and a transparent plan
Essential elements of a professional PM process
Standard methodology and structureWe have adopted PRINCE 2
A transparent decision-making frameworkManagement Board, Portfolio Review Board (Accountable
Bodies)Appropriate mix of understanding and skilled support
Communication, access to resources and help, trainingAdoption of a formal planning process
All complex projects have an accessible planRobust management of issues and risks
Via transparent logs
Benefits of adopting standardised methodology (PRINCE 2):
Accountability• An understanding of roles, deliverables and structure enable
people to feel and act accountable, taking responsibility for project delivery
Issue and risk management• Managed explicitly with planned and assigned actions
Understanding dependencies• Considerable systemic disruption can result from not managing
interfaces between linked projects effectively
Clarity over decision-making steps and information required
• Ensures Management Board and Portfolio Review Board receive requests for authorisation in a standard, comprehensive manner
The role of the Project Plan
PromptWork-sheetDecision-making toolCommunication aidNegotiating toolRisk-management toolContract
The challenge of communication
Probability of two people communicating
Different dept. /
different project
Same dept. or project
Same dept. / same
project
Same floor / same wing
0.16 0.70 0.95
Same floor / different building
0.02 0.34 0.50
Different sites 0.002 0.20 0.38
Roseboom / Duphar
Communication requires proactivity and planning
Progress to date (April 2008) PRINCE 2 methodology
Tailored to match Imperial’s processes
Widespread use across many sectors / Intuitive
Currently being applied to all major construction and IT projects
Scalable / Addresses most needs
Training provision Foundation
Advanced
Expert practitioner
Website Access to principles, tools, training options, project information, FAQs relating to project authorisation
Project Management Office Established with expertise in project, programme and portfolio support and management
Portfolio Review Board Senior Committee established to manage major projects; reports to Management Board
Portfolio Review Board (PRB)
Creation and management of Capital Investment Plan and budget
Approval of new projectsEndorsement of major changes to project direction or
fundingAllocation of feasibility funding for early stage projects
prior to full fundingTermination of failed / failing projectsFormal closure of projects and direction of where post-
project audits should be carried outOversight of all ongoing projects through management by
exception
The College PMO
Promulgation of adopted process, practices and project management tools together with championship of training programmes
Support of Portfolio Review Board through guiding the submission process and ensuring that information necessary for informed decision-making is presented appropriately
Provision of skilled resources to direct, manage or support College-wide projects and programmes
Imperial’s Project Process
The website provides a detailed description of the processes involved in the life of a project.
The processes created are based on generic major projects.
There may be differences for smaller and specific types of projects.
Accountable Body (M)(usually Management Board or Portfolio Review Board)
Project Board (M)
Project Director Project Champion Senior Supplier (s)
Ideally the Project Board will have 3-4 people, with a maximum of 6
Project Manager (s) (M)Ideal to have one for accountability, only if necessary have more
Workstream Lead (s) (this will vary if you are delivering multiple products or activities)
e.g Refurbishment e.g Digital Storage e.g Division Re-Orgor Build or Testing or Requirementsor Software 1 or Software 2 or Software 3
Project Reps:Business Rep.Technical Rep.Creative Rep.Etc.
Project Reps:Business Rep.Technical Rep.Creative Rep.Etc.
Project Reps:Business Rep.Technical Rep.Creative Rep.Etc.
PMO Support
OPTIONAL – Advisory Board
Key stakeholders assisting the Project Director and
Project Manager (s)Quality
Assurance (PMO)
BusinessCommunity
OPTIONAL – Programme Director
A Guide to Project Structure
This is only a guide, projects in different areas may require slight amendments
Roles and Responsibilities
BODY OR ROLE RESPONSIBILITIES
Project Board Direction and management of the project. Management by exception, guidance and support to the Project Manager. Sets the tolerances the Project Manager may work within. Project Champion and Project Director work closely to be able to represent each other. Manages expectations of senior management of organisation.
Project Champion (In PRINCE terminology this role =
Senior User)
Visionary and strategic. Understands & represents the user community. Has “gravitas”
Project Director(In PRINCE terminology this role =
Executive)
Accountable for delivery against the Business Case. Senior enough to make major decisions within set tolerances
Senior Supplier Accountable for technical / specialist leadership and quality of deliverables. May be more than one.
Project Manager Responsible for day-to-day management of project. Qualified and experiencedA broad role, not limited to line function or one supplier area.Works within the tolerances for budget and time set by the Project Board The Project Manager will often be supported by workstream leaders, one of which
may be a User Co-ordinator
Workstream Leader A project manager for a sub project
Imperial uses the following terms and role assignments
Development of consistent processes
Training / mentoring
Templates and tools
Project Team support
Information & Guidance
College
PMO
Suppliers
Portfolio Review Board
Most Project Managers
PSOs
Project leadership / support for projects not
supported by PMs in supplier division