Post on 05-Apr-2018
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PROJECT MANAGEMENT
PROF HEATHER NEL
DIRECTOR: RAYMONDMHLABA INSTITUTE OFPUBLIC ADMINISTRATION ANDLEADERSHIP
padhjn@upe.ac.za
041-5042263 (tel/fax)
mailto:padhjn@upe.ac.zamailto:padhjn@upe.ac.za7/31/2019 Project Management Slides 1049
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PROJECT DEFINED Any undertaking with a defined starting point
and specific objectives by which completionis identified (PMBOK)
Any series of activities which has specificobjectives, defined start and end dates andwhich must be completed within certainconstraints (Kerzner)
A non-routine, non-repetitive, once-offundertaking (Burton & Michael)
A complex effort to achieve a specificobjective within a schedule and budget target,which typically is unique, and is usually not
repetitive within the organisation (Knutzon &Bitz)
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PROJECTS VS ROUTINEOPERATIONS
Uniqueness: project is undertaken toproduce a unique product or purpose thatcannot be achieved through routine
operations Non-repetitive: project is undertaken to
achieve a purpose or product followingwhich it is deemed complete and not
repeated on a continuous basis Examples: Building a house, bridge or
road versus processing pensionapplications; Developing a marketing plan
versus manufacturing cars
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POLICY,PROGRAMME,PROJECT
POLICY: Overall objectives of thegovernment; nationally applicable; macro-focus
PROGRAMME: Designed to give effectto/implement/deliver policy; comprises anumber of interrelated and interdependentprojects; meso-focus
PROJECT: Designed to give effect tobroader programme; micro-focus; fourmajor constraints: time, cost,quality/performance, and scope
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PROGRAMMES AND PROJECTS
VARIOUS AIDS AWARENESS SUB-PROJECTS
IN THE GAUTENG PROVINCE
GAUTENG AIDS AWARENESS PROJECT EASTERN CAPE
AIDS AWARENESS PROJECT
NATIONAL AIDS AWARENESS PROGRAMME
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DEVELOPMENT PROJECTS
Job creationLabour-intensive technology
Sustainability of project benefits
High impact on community
Community participation
Empowerment and capacity-building
Provision of basic needs
Economic and political viability
Visibility
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PROJECT MANAGEMENT
Scopemanagement
Integrationmanagement
Costmanagement
Qualitymanagement
Humanresourcemanagement
Communicationmanagement
Riskmanagement
Procurementmanagement
Timemanagement
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PROJECT MANAGEMENT CYCLE
PROJECT PLANNING: Identification,formulation, business plan, projectscope statement, preparation andfeasibility analysis
PROJECT IMPLEMENTATION:Allocating responsibilities, workbreakdown structure, establishing
time schedules, resource scheduling,monitoring and control
PROJECT EVALUATION: Identifypolicy objectives, key performance
indicators, collect data, compare data
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PROJECT PLANNING
Sources of projectideas
Need forcommunity
participation Objective tree
technique
Writing a project
scope statement Business plan and
logical frameworkanalysis
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BUSINESS PLANS
ARE A FOCUS ON WHAT NEEDS TOBE DONE
CAN IDENTIFY THE NECESSARY
RESOURCESPROVIDE A PLAN OF HOW TO MEET
THE NEEDS OF THE COMMUNITY/
CLIENTLINK THE PROJECT TO THE BUDGET
OF THE ORGANISATION
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WRITING BUSINESS PLANS
PLAN BEFORE YOU WRITEWHO IS THE AUDIENCE?
WHAT DO YOU NEED TO SAY?USE A PRO-FORMA AS A GUIDE
KEEP IT SIMPLE
MAKE IT COMPLETEMINIMISE REDUNDANCY
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COMPONENTS OF ABUSINESS PLAN
1. DETAILS OF EXECUTING AGENCY ANDPROJECT MANAGER
2. PROJECT SUMMARY
3. PROJECT BUDGET4. PROJECT JUSTIFICATION
5. PROJECT STRATEGY
6. TARGETED BENEFICIARIES
7. EXPECTED RESULTS
8. PROJECT WORK PLAN
9. PROJECT OUTCOMES
10. PROJECT ACTIVITIES/OUTPUTS
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PROJECT SCOPEMANAGEMENT
PROJECT SCOPE: the work that mustbe done to deliver a product or servicewithin the specified features andfunctions
OUTPUT: a written scope statementthat subdivides the project into smaller,more manageable components
OUTCOME: clear assignment ofresponsibilities and improved controland performance measurement
TECHNIQUE: Work Breakdown
Structure
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PROJECT SCOPESTATEMENT
1) Project justification the business needthat the project was undertaken to address
2) Project product a brief summary of theproduct/service to be provided
3) Project deliverables a list of the sub-products whose satisfactory delivery marksthe completion of the project
4) Project objectives quantifiable criteriathat must be met for the project to besuccessful and must include time, cost andquality measures (also called KPIs)
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WORK BREAKDOWNSTRUCTURE
Breaks project downinto manageablechunks
Breakdown continuedto level of projectactivity package (PAP)
PAP can be assigned
to one individual Average project has
about 3 to 4 levels
Level 1: overall project
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PROJECT SCHEDULING
Comprises the ordering of activitiesrequired to ensure timely completion ofproject
What must be done? Activity definition,activity sequencing, activity durationestimating, schedule development andschedule control
How? Bar/Gantt charts or networks(PERT, CPM, Precedence, Activity-on-Arrow, Activity-on-Node)
PROJECT RESOURCE
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PROJECT RESOURCEMANAGEMENT
Planning, allocating and schedulingresources to tasks
What must be done? Resource smoothing(ie ensure smooth demand of resourcesover life cycle of project
How? Deal with resource under- andoverloads:
1) Schedule resources to critical activities
first2) Make time-cost-quality trade-offs
3) Work overtime or shifts
4) Train staff or maintain equipment during
slack times
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PROJECT COSTMANAGEMENT
Includes the processes required to ensurethat project is completed within approvedbudget
1) Resource planning determining what
resources and what quantities thereof arerequired to perform project activities
2) Cost estimating developing anapproximation of costs of required
resources3) Cost budgeting allocating overall cost
estimate to individual work items
4) Cost control controlling changes to theproject budget
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PROJECT RISKMANAGEMENT
1) Risk identification
determining whichrisks are likely to affect the project anddocumenting characteristics of each
2) Risk quantification evaluating risks to
assess range of possible projectoutcomes
3) Risk response development definingenhancement steps for opportunities
and responses to threats4) Risk response control responding to
changes in risk over the duration of theproject (avoidance, mitigation,
acceptance)
RESPONDING TO
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RESPONDING TOPROJECT RISKS
1) Procurement
acquiring goods andservices from outside the projectorganisation (ie transfer risks)
2) Contingency planning identify actionsteps to take should the identified riskevent occur
3) Alternative strategies prevent/avoidrisk events by changing the plannedapproach
4) Insurance available to deal with certaintypes of risk and cost of coverage varies
5) Reserves
provision in the project planto miti ate cost and/or schedule risk
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PROJECT MONITORINGAND CONTROL
MONITORING:Continuouslyassessing project duringimplementation todetermine progress inachieving project
objectives and milestones CONTROLLING:
Establishing baselinestandards against which
progress can be measured PURPOSE: Quickly identify
variances between plannedand actual performance
OUTCOME: Corrective
action taken if required
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PROJECT EVALUATIONWHY?
Learning Advocacy
Resource allocation
AccountabilityHOW?
Identify policyobjectives
Establish keyperformanceindicators
Collect data
Compare data
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ORGANISATIONALSTRUCTURE
TYPES OF STRUCTURE
FUNCTIONAL/BUREAUCRATIC
MATRIX (weak, balanced, strong)
PROJECTISEDWHY REORGANISATION?
Environmental pressures, structuraldeficiencies, technological innovation etc
HOW REORGANISATION?
Organisational development (OD) andchange management techniques
NB! Resistance to change
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PROJECT MANAGEMENTSKILLS
LEADERSHIP
TRAITS
STYLES
ORIENTATIONSMOTIVATION
TECHNIQUES
TEAM-BUILDING
TECHNIQUES OUTCOMES
CONFLICT RESOLUTION
SOURCES OF CONFLICT
MODES OF RESOLUTION