Project Management Framework Ciaran Whyte Risk Administrator Planning

Project Management Framework Ciaran Whyte Risk Administrator Planning & Strategic Projects Unit May 2010

Project Management Framework OR. . . Ciaran Whyte

Agenda q Objectives of Seminar q What is a project? q What is PMF? q PRINCE 2 Project Management Framework q Project Lifecycle q Stage 1 – Scoping and Approval q Project Governance q Stage 2 – Project Planning q Stage 3 – Start Up the Project q Stage 4 – Deliver the Project q Stage 5 – Close the Project q Stage 6 – Post Project Review

Objectives of Seminar At the end of the seminar you should - • Know what the Project Management Framework is • Know what the stages in a project life cycle area • Within each stage know what steps to take • Realise that a Project Manager’s job is not really for dummies!

Project management challenges How the funder explained it External partners understanding Project team’s understanding Admin Depts perception How Ho. S/Ho. D described it How it was documented What was delivered How SMT described it Perception from other Schools What the funder really needed

What is a project? Definite beginning and definite end Reached when project objectives met or project terminated “a temporary endeavour undertaken to create a unique product or service” Product or service is different from all other products or services

What is PMF? “Project Management Framework provides a basic structure for understanding project management as it is deployed at Swansea University” Application of knowledge, skills, tools, and techniques to meet project requirements

PRINCE 2 Directing A Project Directing a Project Starting Up a Project Controlling a Stage Initiating a Project Managing Stage Boundaries Managing Product Delivery Planning Closing a Project

Project Stages

Stage 1 – Scoping and Approval define document Business Case Project Definition High Level Project Plan Ensure project includes ALL the work required AND ONLY the work required to complete successfully Breakdown to lower levels Key stakeholders SMG Research approval

Stages 1 -3 – Other things to do what standards apply stakeholder needs roles, resps and reporting what, how much & when get the team specify & identify potential sources Pre-RA check to assess risk level Risk Assessment Review for high risk projects

Project Governance • Direction & guidance • Provide resources • Secure funding • Liaison to Exec groups • Approve outputs • Resolve issues • Manage risks • Policy decisions • Scope changes • Contingency “owns” Project Appoints chair Delegate accountability to chair of sub-group

Stage 2 – Project Planning establish dependencies MS Project task schedule specify activities Pull together & document with ALL assumptions estimate work periods determine -people -kit -materials to perform each activity Translate to £s allocate to periods

Stage 2 – Project Planning

Stage 3 – Start Up the Project q Negotiating and receiving funding q Carry out initiation tasks § Secure resources § Initiate contracts § Finance systems setup § Engage project manager q Handle changes § Revisit Stages 1 & 2 if scope or plan changes

Stage 4 – Deliver the Project CONTROL EXECUTION perform all activities in project plans q Collect information § status – current position against plan § progress – achievements § forecasts - prediction q Document § Steering Group Highlight Report § External reports to Funder § Major Project Monitoring Report § Issue Log / Risk Register q Meetings § Steering Group Meeting § Sub-Group Meetings § Project Team Meetings § Claim Meetings

Stage 4 – Other activities “health check” Project Assurance Review timely provision to stakeholders enhance performance managing supplier delivery getting quotes / bids choosing supplier review risks & track actions requests assess impact & estimate cost approvals conduct sampling & agree actions to eliminate unsatisfactory performance

Stage 4 – Project Assurance Review 1. Are all stakeholders fully committed and effectively involved? 2. Will the project deliver the desired outputs and costs, and is tracking ongoing and meaningful? 3. Is the project plan accepted and maintained and is there confidence in reporting and estimates to complete? 4. Are the project team high performing with clear roles and responsibilities? 5. Is the scope realistic and are the project boundaries being clearly managed? 6. Are all risks being mitigated? 7. Does the project help or endanger Swansea University’s reputation, finances or staff development?

Stage 5 – Close the Project q Close contracts § verify completed successfully § final invoices q Close financial systems q Project Completion Report § plan versus actual with variances explained – finances – milestones – outputs – resources § lessons learned – what went well? what went badly? § recommendations § archiving of project files q Release resources q Celebrate achievements!

Stage 6 – Post Project Review q SMT Owner appoints independent reviewer q Review achievement of benefits q Review management of project q Lessons learned q Identify potential follow-up projects

And if it all goes wrong. . .