Music Morpher was a final year project created by : Paul Holloway, Kieran Smith & Jonathan Walton
Project Introduction09 Kieran Lenihan
Transcript of Project Introduction09 Kieran Lenihan
Managing Service Delivery Projects
Kieran Lenihan3-4 March 2009
What defines a project?
• Unique, not an everyday thing, risky
• Specific objective(s)• Committed
resources: people, financial and skills
• Time- working against the clock
Getting Projects off to a Good Start
• Project in line with organisational strategy
• Agreed procurement strategy• Support from top management• Roles, responsibilities and reporting
structures clarified• Consistent process or set of
processes• Communication with stakeholders
Role of the Project Sponsor
• A Senior manager with clout
• A champion of the project: vocal and visible
• Ultimate decision maker for the project
• Watches budget and keeps things in check
• Provides support for Project Manager
• Removes obstacles and resolves conflicts.
• Approve Scope changes
Steering Committee/Project Board
• Typically appointed by senior management• Comprises a group of stakeholders• Project’s voice to outside world• Approves deliverables, helps resolve issues,
makes policy decisions and approve scope changes
• May secure funding
(But sometimes absent!)
Project Manager
• Overall authority, responsibility and accountability for management of resources
• Includes technical, time and cost aspects and motivation of all
• The day to day project manager• Manages team and its performance• Makes sure the goods are produced!• Watches the clock and the money
Project Team
• Plan the project with project manager
• Execute tasks producing deliverables
• Answer to project Manager
Customers and Stakeholders
• May be external or internal to organisation
• Customer representatives used frequently
• Key stakeholders are the ones without whom the project fails
• Role of suppliers, contractors important
Securing Stakeholder Commitment
• Talk to them. Let their views count
• Be credible: have the skills and experience
• Establish trust and relationships
• Involve sponsor and board to lend project credibility
• Communicate with each stakeholder group according to their needs
Secret of Good Communication
• Keep communication as simply as possible• Provide information when it is required• Use credible messengers• Be available to speak in person• Listen• Plan presentations• Have a clear strategy for seeking and acting
on feeback
Secret of Good Communication 2
• Remember who you are addressing
• Select your key messages
• Choose the tool carefully
Project Lifecycle
Make your project a success
• Get senior management support
• Involve the users of the service
• The more experienced the project manager, the better
• Have clear objectives
• Keep the scope tight
• Follow a project methodology
Project Scope
• What is or is not included in the project
• Does not refer to time and cost
Example: Want to build a garage with two window and double doors to park a family car. Must have light and be secured by both bolt and chubb lock
What I have in mind
What the builder has in mind
Clearly we need to have a chat!
Define Your Project Scope
• Need to discuss project fully with stakeholders
• Make sure there is a shared understanding
• Double check and confirm understanding
Example:We will create an integrated service and one stop shop for customers
• What do you mean by integrated?
• What is a one stop shop?
• How will customers be served?
• What services will provided and to what level
How to Define the Scope
• Describe the activity
• Define the internal and external deliverables
• Agree the outcome
Remember however…
… that sometimes it is not realistic to wait until you know everything.
Sometimes you just need to be brave!