The Art of Project Management. Association of Independent Schools 2012 Foundation Leadership Program

Transcription

1 The Art of Project Management Association of Independent Schools 2012 Foundation Leadership Program

2 Who are we?

3 Planned Benefits The main objectives of this session are to discuss the following key areas of Project Management: What is Project Management?, Why manage projects?; The Business Case and strategic direction; Meeting tomorrows requirements today; Project Management Best Practice Project Planning Change Management Structuring projects for success Stakeholder Management Risk Management Lessons Learnt Summary and Key Points

4 The Plan to Realise the Benefits Introduction and Objectives What is Project Management? Why manage projects? The Business Case and Strategic direction - Meeting tomorrows needs today Exercise Looking Forward/Looking Back Project Management Best Practice Project Planning Change Management Structuring projects for success Stakeholder Management Risk Management Lessons Learnt Key Points and Summary

5 What is a Project? A Project is a temporary endeavour, undertaken to create a unique product, service or result. ~ PMI from The Project Management Body of Knowledge A Project creates Change A Project will End

6 What is Project Management? Project Management is: The application of knowledge, skills and techniques to execute projects effectively and efficiently; and A strategic competency for organisations, enabling them to tie project results to business goals and thus, better compete in their markets ( In practice: Project Management is the application of a structured process for delivering objectives.

7 Project Management Lifecycles Typical Project Lifecycle Typical Construction Industry Project Lifecycle

8 Dynamics over the Project Life Cycle A Guide to the Project Management Body of Knowledge, Fourth Edition (PMBoK Guide) 2008 Project Management Institute, Inc. All Rights Reserved. Figure 2-2.

9 Why Project Management? The two main reasons for applying the Project Management discipline are: 1. Benefits Realisation 2. Lessons Learnt Benefits of Project Management for Organisations: 1. Informed Decisions based on project objectives 2. Increased Certainty of Project Outcomes 3. Structured approach to Risk Management 4. Focused Project Leadership

10 The Business Case The founding document of a Project. Is this investment in this project worthwhile? What BENEFITS is the organisation seeking to realise? Will this project contribute toward achieving the corporate mission and goals?

11 The Link to Strategic Planning

12 Identified Problem vs. Perceived Solution To get the RIGHT ANSWER Ask the RIGHT QUESTION Identified Problem Our school will need to accommodate 40 additional students next year Enables Innovation Empowers informed optimal solutions to be identified Flexibility of outcome Greater potential to drive organisational change Enhanced ability to realise project benefits Perceived Solution We need two new Classrooms next year Restricts Innovation and Creativity Predetermined Outcome Rigid approach Limits organisational change Ability to realise project benefits limited

13 Plan the Service Service the Plan Services Planning What Services will the organisation be required to provide? What Options exist to provide those services? Develop Options Preferred Solution Business Case finalised and signed Project Initiated

14 Looking Forward/Looking Back In your groups describe the differences in the learning space between 1982 (or agreed year) and Comment on the following: Teaching Devices/Resources; Learning Devices/Resources; and Physical Space and Number of Students. You have five minutes. Part 2 - Repeat the same exercise for between 2012 and You have five minutes. Part 3 - Presentation of outcomes

15 Project Management Best Practice Starts at the very beginning its a very good place to start Essential initial Project Management documents include, but is not limited to, the following: 1. Signed Business Case 2. Project Charter 3. Signed Project Management Plan 4. Approved Governance Structure including Terms of Reference 5. Quality Management Plan

16 Project Planning Failing to Plan is Planning to Fail 5 P s Due Diligence - Information is KING Its not the Plan that s important it s the Planning Sign Off Planning is THE best defence against change

17 Change Management Change is INEVITABLE Suffering is OPTIONAL Triple Constraint Triangle Universal Tool Change Request Process

18 Structuring for Successful Delivery Engage the RIGHT people in the Organisation the Authority to make Decisions in a timely manner Engage them the RIGHT way Communication Method/Frequency/Timing Effective consultation and reporting Efficient and focussed meetings Provide the RIGHT information Reports Options Analysis (incl. Cost Benefit Analysis) Merit and Risks Considered Supported Recommendation

19 Stakeholder Management

20 Challenging Stakeholders The way you see them is the way you treat them and the way you treat them is the way they often become. Zig Ziglar Can Include: Neighbours Press/Media Local councils Parents & Friends Staff

21 The Risk Continuum ENTERPRISE/BUSINESS RISK PORTFOLIO/PROGRAM RISK PROJECT RISK

22 Risk Interface - Examples Enterprise/Business Portfolio/Program Project Risk The schools environment isn t conducive to achieving required educational outcomes The schools built environment and infrastructure does not facilitate or support teaching or learning needs The design doesn t address or satisfy current or future (possibly) teaching and learning styles Exposure of Students and Staff to Hazardous materials on the school grounds Students being injured within the school or at school related activities The schools ageing infrastructure contains hazardous materials that need to be managed School buildings do not meet current safety standards Asbestos and PCB s may be present in the building which is be renovated. That safety standards may be updated prior to project completion

23 Risk Management Approach Tips Establish a Proactive Risk Management Culture Place it high on meeting agenda s Schedule regular reviews Communicate regularly on risk issues Prioritise Risks Outcomes of Evaluation Time (when the risk event is likely to occur)

24 Risk Management Approach Tips The Top Ten is your FOCUS Risk informs project CONTINGENCY They are the ones with REAL impact They are the ones you need to MANAGE, rather than be aware of Risk is Live/Continual the Top Ten will change as you progress

25 Integrated Risk Approach Effective Risk Management is: Planned and Implemented Structured and resourced Have strong sponsor support Consultative Monitored and reported against Communicated Appropriately Continuous throughout the Project

26 Capital Project Risks What could possibly go wrong?

27 What Goes Up Location: Castle Hill, Sydney NSW Crane Size: 250 ton Crane Value: $4 million Crane Age: 9 days CRANES 1 ST DAY AT WORK!!

28 Must Come Down!! Unbelievable: NO Loss of Life Incredible: NO Serious Injury

29 Common Capital Project Risks Ambiguous or unclear specifications Serious injury or death Latent Conditions Hazardous Materials Asbestos, Lead Paint Damage to existing services Delays and Damage due to Inclement Weather Delays due to required approvals Works are too noisy unsafe Contractor/s becomes insolvent Impacted by scope creep unauthorised changes User requirements may change

30 Common Construction Risks Contractor producing low quality work Delays due to Contractor mismanagement Contractor failing to deliver the project as designed Contractor Errors Serious injury or death Latent Conditions Hazardous Materials Asbestos, Lead Paint Damage to existing services Delays and Damage due to Inclement Weather Works are too noisy unsafe

31 Oops The good news is your stairs are finished.

32 Lessons Learnt Raising the Bar Typical Focus: Accepted Performance What didn t go so well? How could we have done these things better? Positive Focus: What went well? Improvement Focus: How could we have improved the things that went well? IMPROVED PERFORMANCE Acknowledged Good Performance Accepted Performance Actual Performance

33 Improving Team Performance Take TIME to build RAPPORT and TRUST with your team Align people to a common VISION ENCOURAGE team member development Establish clear RESPONSIBILITIES and ACCOUNTABILITIES Develop a GOAL focussed culture CELEBRATE Success Tell people what they need to ACHIEVE not what you want them DO

34 Summary Closing Points Project Management is strongly linked to Organisational strategy Its not the Plan it s the PLANNING that adds value Change WILL happen the response to Change governs your success Right PEOPLE ENGAGED the Right way the Right INFORMATION Plan to manage your Stakeholders It s a Risky Business Lessons Learnt Shoot for the Moon The Manager Leads the TEAM The TEAM achieves the SUCCESS

35 Questions?