1 Transitioning innovation projects to BaU Dr Geraldine Bryson Innovation Implementation Engineer.
Project Management Starting out. What makes projects different to BAU (Business as Usual)? Change -...
-
Upload
bryce-gilmore -
Category
Documents
-
view
225 -
download
0
Transcript of Project Management Starting out. What makes projects different to BAU (Business as Usual)? Change -...
Project ManagementStarting out
What makes projects different to BAU (Business as Usual)?
Change - Projects are the means by which we introduce change
Temporary - Once the change has been implemented, business as usual resumes and the project ends
Cross-functional - Projects often cross functional divisions and different organizations
Unique - Every project is unique on some way: a different team, a different customer, a different location
Uncertainty - Projects introduce risks, threats and opportunities over and above those found during business as usual
PRINCE2 Overview
Projectdeliver outputs defined in
business case, charter or other initiating documentation
Programmea group of related projects managed
in a coordinated way to achieve outcomes
Portfolioselecting the right balance of projects and
programs to best meet organisational objectives
(as defined in its strategic goals)
What are projects and programmes?
A project is a temporary organization that is created for the purpose of delivering one or more business products according to an agreed
Business Case.
A programme is a temporary flexible organization structure created to
coordinate, direct and oversee the implementation of a set of related
projects and activities in order to deliver outcomes and benefits relating to an organization’s strategic objectives. A
programme may have a life that spans several years
Definitions
PRINCE2 Overview
Major World Sporting Event
such as SWC
PRINCE2 Overview
Managing projects
Plan
Delegate
Monitor
Control
Managing projects addresses theplanning, delegation,
monitoring and control of various aspects of
project performance
PRINCE2 Overview
© Crown Copyright 2009. Reproduced under Licence from the Cabinet Office.
6 Aspects of Project Performance to be Managed
Costs - The project has to be affordable
Timescales - We need to know when the project will finish
Quality - The project’s products or outputs must be fit for purpose
Scope - Exactly what will the project deliver? There must be agreement and a detailed understanding of what is and what is not within the scope
Risk - How much risk is acceptable
Benefits - The Project Manager has to have a clear understanding of the investment purpose of the project
PRINCE2 Overview
What is project management?
Project management is the planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected
performance targets for time, cost, quality, scope, benefits and risks.
PRINCE2 Overview
Some Benefits of Effective Project Governance
Embodies established, proven best practice and governance that can be applied to any type of project
Widely recognized providing a common vocabulary
Provides for the explicit recognition of responsibilities
The product focus clarifies scope and responsibilities
Based on ‘management by exception’ providing for the efficient and economic use of management time
Ensures a focus on project viability via the Business Case
Ensures that stakeholders are well represented in planning and decision-making
PRINCE2 Overview
Triangular relationship between time, cost and quality
What is the relative priority for the organization? Is it more important to finish……
on time
on budget
to the right quality
TIME
COST QUALITY
SCOPE
Splitting projects into phases – a life cycle
Divides the project into manageable pieces of phases
Provides a mechanism to continually review what has actually happened, compared to the plan
To make sure that the business case is still valid
It ensures that the early phases of a project are not ignored
Phases are treated as mini-projects ensuring it is started correctly, planned, monitored and closed with lessons learned
It assists with planning, scheduling and estimating
Assists with better resource allocation
Encourages interim reviews at the end of each phase
Facilitates formal ‘go/no-go’ decision making
Project life cycle
Concept Definition ImplementationHandover and
closeout
Ensures that the pre-requisites for the definition phase are in place
Do we have a viable and worthwhile project to go into the Definition Phase?
Prevents poorly conceived projects as much as approving viable ones
Confirm business justification Put in place accountability structure Define and confirm scope Determine project approach Plan the next phase
Concept DefinitionImplementatio
nHandover and
closeout
Establish solid foundations for the project Reasons for doing project, benefits and associated
risks Scope of what is to be done How and when products will be delivered and at what
cost Who is involved? How will quality be achieved? Risk, issue and change management Monitoring and controlling Communication requirements
Project life cycle