Transcript Project Cycle Management - United Nations University Fisheries

Project management
methodology
Project Cycle Management
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A short training course in project cycle management for
subdivisions of MFAR in Sri Lanka
MFAR, ICEIDA and UNU-FTP
Ministry of Fisheries and
Aquatic Resources (DFAR)
Icelandic International
Development Agency (ICEIDA)
United Nations University Fisheries
Training Programme (UNU-FTP)
Sri Lanka
Iceland
Iceland
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
Cost
Management
Communications
Management
Scope
Management
Quality
Management
Risk
Management
Time
Management
Human
Resource
Management
Procurement
Management
The technical and socio-cultural dimensions of
the project management process
Project framework
Initiate
Prepare
Execute &
Control
Close
Track
& Control
• Scope Management
Startup
Definition /
Scope /
Requirements
Planning
and
Resource
Allocation
• Workplan
Management
• Resources
Management (Time,
Cost, People)
• Deliverables Mgmt
• Quality Management
Review
Risk & Issue Management
Donor/Sponsor Management
Communication Management
Reporting
Completion &
Assessment
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
2
2
6
2
5
6
5
1
6
4
6
3
6
7
Weighted total
3
8
3
4
8
3
6
Sustainability of
ROI of 18%+
resources
2
1
3
5
6
2
8
Urgency
Improve customer
Social development
loyalty
Strategic fit
Project 1
Project 2
Project 3
Project 4
Project 5
Project 6
with
Accordance
Accordance to
mandates
competencies
core
A weighted selection matrix
2
7
6
8
6
5
8
50
43
48
61
41
67
Weight: 0 low to 3 high Relative contribution/value added: 0 low to 10 high
Project definition
• Project goal &
objectives
• Sponsor
• Stakeholders
• Timeline
• Resources required
• Deliverables
•
•
•
•
•
•
•
•
Decision making
Assumptions
Risks
Business process
changes
Project manager
Project team
Budget
Signatures
Project definition
•
•
•
•
•
Who
What
Where
Why
When
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 move
1.1.1.2 Box patients personal effects
1.2 Move furniture
1.2.1. Contract with moving company
•
•
•
Responsibility matrix
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
Project schedule
Project schedule
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)
We also noted that successful projects require
skillful management of the Triple constraints of
all projects
Resources
(Budget, Labour)
Success
Time
(Schedule, Deadlines)
Performance
(Quality)
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
Startup
Initial
Investigation
5%
Startup
Gate
Definition
&
Confirmation
Initial Investigation
Gate
30%
Define & Confirm
Gate
Development
Implementation
Validation 57%
D/I/V
Gate
Close
5%
Post Implement
Review
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