Project management methodology
Project Cycle Management-----
A short training course in project cycle management for subdivisions of MFAR in Sri Lanka
MFAR, ICEIDA and UNU-FTP
Icelandic International Development Agency (ICEIDA)
Iceland
United Nations University Fisheries Training Programme (UNU-FTP)
Iceland
Ministry of Fisheries and Aquatic Resources (DFAR)
Sri Lanka
Contents
• Introduction to project management methodology
• Project framework
• Project progress monitoring and controlling
Learning objectives
• After this lecture participants will understand the methodology behind project management and get introduced to tools used to plan and schedules to manage projects
Project management questions
• What activities are required to complete a project and in what sequence should they be carried out?
• When should each activity be scheduled to begin and end?
• Which activities are critical to completing the project on time?
• What is the probability of meeting the project completion due date?
• How should resources be allocated to activities?
Project Management
Integration Management
ScopeManagement
TimeManagement
Cost Management
Quality Management
Human Resource
Management
Communications Management
Risk Management
Procurement Management
Project framework
Risk & Issue Management
Donor/Sponsor ManagementCommunication Management
Execute & Control
Planning and
Resource Allocation
Planning and
Resource Allocation
Track & Control
Track & Control
ReportingReporting
ReviewReview
Prepare
Definition / Scope /
Requirements
Definition / Scope /
Requirements
Close
Completion &Assessment
Completion &Assessment
• Scope Management
• Workplan Management
• Resources Management (Time, Cost, People)
• Deliverables Mgmt
• Quality Management
Initiate
StartupStartup
Project Plan Development Workflow
• Initial Project Information
• Create Project WBS• List Major Milestones• Develop Sequence of
Activities• Create Resource
Pool• Develop Initial
Budget and Schedule
• Review Schedule• Review Budgets• Submit to Finance• Fine Tune Budget and
Schedule• Generate Reports and
Graphics• Submit Proposal to
Key stakeholders/Client
A proposal form
• Project information• Problem definition• Goal definition• Objective definition
– Performance, cost, schedule
• Risk analysis– What are the major risks, probabilities and impacts
• Resource availability.• Start date and closing date
Project selection criteria can be:
• Financial– Net present value, benefit/cost, return on
investment, payback period, etc
• Non-financial– Requires other criteria beyond financial returns– Developing and maintaining core competencies– Builds image and social responsibility
A weighted selection matrix
Weight: 0 low to 3 high Relative contribution/value added: 0 low to 10 high
Criteria Acc
ord
ance
wit
h
core
co
mp
eten
cies
Str
ateg
ic f
it
Urg
ency
Imp
rove
cu
sto
mer
lo
yalt
y
RO
I of
18%
+
Wei
gh
ted
to
tal
Weight 2 3 2 1 2 ____
Project 1 1 8 2 6 7 50Project 2 3 3 6 4 6 43Project 3 5 4 2 6 8 48Project 4 6 8 5 3 6 61Project 5 2 3 6 6 5 41Project 6 8 6 5 7 8 67
So
cia
l dev
elo
pm
en
t
Acc
ord
an
ce
to
ma
nd
ate
s
Su
sta
inab
ility
of
res
ou
rces
Project definition
• Project goal & objectives
• Sponsor• Stakeholders• Timeline• Resources required• Deliverables
• Decision making• Assumptions• Risks• Business process
changes• Project manager• Project team• Budget• Signatures
Outputs from planning
• Initial project information
• Project WBS• List major milestones• Sequence of
activities• List of resource pool• Initial budget and
schedule
• Reviewed schedule• Reviewed budgets• Stakeholders’
responses
Work breakdown structure
• Subdividing project into smaller and smaller working elements– Hierarchical work breakdown structure– A map of the project (Gantt)– Assures that all products and work elements are
identified– Integrates the project with the organization– Establishes a basis for control– The WBS is a chart or outline which breaks down
work that must be done to achieve project goal
Work breakdown structure
1.0 Move the hospital (Project)1.1 Move patients (Task)
1.1.1 Arrange for ambulance (Subtask)1.1.1.1 Prepare patients for move1.1.1.2 Box patients personal
effects1.2 Move furniture
1.2.1. Contract with moving company•••
The work package• Defines work (what)• Identifies time to complete the work package (how
long)• Identifies a time phased budget to complete a
work package (cost)• Identifies resources needed to complete the work
package (how much)• Identifies a single person responsible for units of
work (who)• Identifies monitoring points for measuring
progress
Schedules
• The project schedules provides a basis for monitoring project progress
• Important techniques include
– Gantt charts
– Critical path analysis
– Critical chain scheduling
– PERT analysis
Project schedule tools
• Many tools available
– Microsoft Project– FileMaker– Sharepoint– www.dotproject.net– Excel– Mind Manager
Milestones
• Indicator for short and medium-term objectives, which facilitate measurement of achievements throughout a project rather than just at the end
• They also indicate times when decisions should be made or action should be finished
Earned value management
• Earned Value Management (EVM) is a project management technique that measures forward progress objectively within a single integrated methodology
• EVM has the unique ability to combine measurements of:
• Technical performance (i.e., accomplishment of planned work)• Schedule performance (i.e., behind/ahead of schedule) • Cost performance (i.e., under/over budget)
Resources(Budget, Labour)
Time (Schedule, Deadlines) Performance
(Quality)
Success
We also noted that successful projects require skillful management of the Triple constraints of all projects
The Stage Gate Review Process
• Performed at the end of key project stages
• Objective is to review activities and
deliverables and approve advancement to
next stage
Project Management Methodology Stages and Gates
StartupGate
Initial InvestigationGate
Define & ConfirmGate
InitialInvestigation
5%
Definition&
Confirmation 30%
DevelopmentImplementation
Validation 57%
Startup Close
5%
StartupInitial
Investigation5%
StartupInitial
Investigation5%
Definition&
Confirmation 30%
StartupInitial
Investigation5%
Definition&
Confirmation 30%
DevelopmentImplementation
Validation 57%
Startup
D / I / VGate
Post ImplementReview
Project success factors
Success usually comes to those who are too busy to be looking for it.
Henry David Thoreau (1817 - 1862)
References•European Commission (2004). Project Cycle Management Guidelines. Downloaded 1st March from: http://ec.europa.eu/europeaid/qsm/documents/pcm_manual_2004_en.pdf
•Clifford E. Gray and Erik W. Larson, Project Management Process: The managerial Process(Second Edition) Mc Graw Hill, 2003.
•Rory Burke, Project Management: Planning and Control Techniques (Fourth Edition), John Wiley & Sons, 2003
•Harvey Maylor, Project Management (Third Edition), Pearson Education Ltd, Third Impression 2007
•Louis J. Goodman and Ralph N. Love, Project Planning and Management: An integrated Approach, Pergaman Press, 1980.
•Erling S Anderson, Kristoffer V Grude and Tor Haug, Goal Directed Project Management: Effective Techniques and Strategies (edited by Mike Katagiri and Rodney Turner),Kogen Page India Private Ltd, 2006
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