ProjectManagement

EngineeringManagementTonyWard&NoelJackson(withAndyJackson&TimFranklin)ProjectManagement

Engineering1AgendaWeek1WhatisProjectManagement?Projectroles&theresponsibilitiesoftheProjectManagerAlignmentofprojectswiththestrategicenvironment15minbreakProjectManagementprocessesStep1–Design&CaseStudiesWeek2ProjectManagementprocessesStep2–VerificationincludingdiagrammingandriskmanagementChangeManagement–apeopleperspectiveAgendaWeek1Week22NotableProjectsBusiness:ThegreatpyramidofKhufuThegreatwallofChinaTitanicApollo&SpaceShuttleTacomaNarrowsbridgeOlympics2012SoftwareEngineeringProjectMScGroupProjectIndividualFinalYearProjectPersonal:GettingmarriedBuyingahouseMakingacupofcoffeeWritingabookArrangingaholidayArrangingaromanticweekendawayMeetingyourdreampartnerNotableProjectsBusiness:Perso3TheheartofeveryprojectistheactofdoingProjectsareaboutdoingsomething–tangibleorintangibleTheheartofeveryprojectis4CharacteristicsofaprojectAboutanythingAnysizeLastany(agreed)lengthoftimeCostany(agreed)amountHasdeliverables(tangibleorintangible)InvolveanynumberofpeopleCharacteristicsofaprojectAb5ProjectFundamentalsEachprojectisaone-offactivityEachprojectisuniqueProjectshaveafiniteandspecifieddurationAprojectcausesandresultsinachangeEachprojecthasasetofdefinedandmeasurableoutcomesProjectFundamentalsEachproje6ManagingprojectsFormuladoesnotworktoomanyvariablesRequiresakitoftools&techniquesRequiresamixofhardandsoftskillsRequiressensitivitytoknowwhattodohow,when,whereandwithwhoandwhy.ManagingprojectsFormuladoes7Definition“Aprojectisasequenceofconnectedeventsthatareconductedoveradefinedandlimitedperiodoftimeandaretargetedtowardsgeneratingauniquebutwelldefinedoutcome.”PhilBaguleyDefinition“Aprojectisasequ8UniversityofYorkProjectlifecycleandroleofprojectleaderandteammembersUniversityofYorkProjectlife9TypicalProjectLifecycle–itstartswith…AbrightideaOrarequestTypicalProjectLifecycle–it10TypicalProjectLifecycleThekeystages:InceptionorWorkinguptheProposal(includestermsofreferenceandscope)Approvaltoprogress?Definition&PlanningDesignDevelopmentTest/PrototypeTrainingandimplementation(Pilot/Roll-out)PostimplementationreviewTypicalProjectLifecycleThek11Whatistheimportanceof…?TermsofReferenceScopeWhatistheimportanceof…?Ter12TermsofReferencegiveinitialviewof….BackgroundtotheworkObjectivesDeliverablesMethodofapproachTimescalesTermsofReferencegiveinitia13ThedeliverablesTheorganisationalboundariesTheboundariesbetweenthisandotherprojectsWhatisoutofscopeThestatementofScopedefines….ThedeliverablesThestatement14Adams,S:inMeredith,J.R.andMantel,S.J.J'r,(2000)ProjectManagement:amanagerialapproach,4thedition,NewYork,JohnWiley&Sons,p.540Termsofreferenceandscopeprotectagainst“FeatureCreep”Adams,S:inMeredith,J.R.a15Whatistheoverallpurposeoftheteam?Whatistheoverallpurposeof16Theoverallpurposeoftheteamisto….Delivertheobjectivestoagreed:CostTimeQualityRealisethebenefitsoftheactivity/projectReviewlearningandreapplytonextactivitylifecycleTheoverallpurposeofthetea17TheProjectTeamLeaderTheWorkingGroupLeaderTheindividualteammembersWhatistheroleandresponsibilityof…?Whatistheroleandresponsib18TIMECOSTQUALITY

TheroleoftheProjectManager–managingthetime/cost/qualitytriangleConstraintsTIMECOSTQUALITY

Theroleofth19Managingaproject–anotherperspectiveTeamIndividualObjectivesAfterJohnAdairManagingaproject–anotherp20What’sinvolvedinrunningaproject…?What’sinvolvedinrunningap21ProjectManagementEngineeringManagement工程管理課件22Theprojectmanagerwill…AssembleandmanagetheteamProducetheprojectdocumentationincluding…theinceptiondocumentorproposalthebusinesscase/budgettheprojectplanMonitorandmanageprogressEnsuredeliverablesareachievedwithinconstraintsoftime,costandquality.Theprojectmanagerwill…Assem23OtherkeyaspectstomanagingaprojectBudgetarycontrolUseofplanningsoftwareTheassessmentofriskandmanagingariskregisterIssuemanagementandmanaginganissueslistUserinvolvementandconsultationCommunicationsProjectauthoritiesOtherkeyaspectstomanaging24ProjectRolesProjectsponsorinvestmentdecision-makerProjectownerwantsendresultProjectmanagerchargedwithachievingprojectoutputundergivenconstraintsTermsofreferenceImposedcontrolmechanismsProjectbrief,allocationoffundsProjectproposal,requestsforfunding,statusreportsProjectRolesProjectsponsorPr25DesirableattributesoftheProjectManagerDesiretodelightcustomersandstakeholdersAcceptingofchallengesandresponsibilitiesActionfocused-notbyavoidingcriticalordifficultdecisionsDesiretomakebestuseofallresources-minimisingwasteinallactivitiesGoalfocusedHaspersonalintegrityIsflexibleabouttheroutethatmustbetakentoachievethestatedend-goalsHasalignedpersonalandorganisationalgoalsDesirableattributesofthePr26DesirableattributesoftheProjectManagerAbilitytodeterminerealcustomerneedsAnalyticalskillstoturndataintoinformationTechnicalskillstobeabletocomprehendtheworkandspeakthelanguagesTeamskills,motivationandenthusingDelegationskillsGoodpersonaltimemanagerViewprogressinabalancedway(perceptionbalancing)Isagoodnegotiator-resolvingconflictsDesirableattributesofthePr27DesirableattributesoftheProjectManagerproblemsolvingandfacilitatingskillsaquestioningmind-allassumptions,continuously“…ifyoucankeepyourheadwhilstallaboutyouarelosingtheirs…”CARACredibility Authority Responsibility AccountabilityDesirableattributesofthePr28Whatabouttheteammembers….?Theydowork!Whatabouttheteammembers….?29Whatabouttheteammembers….?Whatabouttheteammembers….?30UniversityofYorkAlignmentofprojectswithstrategicenvironmentUniversityofYorkAlignmentof31Managingthedeliveryofstrategyandbusinesschangethroughprojects…Managingthedeliveryofstrat32Warning!!Somechangescan/willbetacticalbutmostshouldbestrategicIfyoumaketacticaldecisionswithouttheguidanceofstrategicoversightyouwilllosedirectionWarning!!Somechangescan/wi33Anychangeinitiativeshould….FittotheorganisationalstrategySupportoneormoreofthefollowing:ImprovedcustomerexperienceImprovedshareholdervalueImprovedemployeeexperienceAnychangeinitiativeshould…34What‘Business’factorscanusedtodrivedecisionmaking(1)?Focusoninitiativeswhichwilldeliverchangelinkedtostrategicplans.Focusonwherechangeismostneeded?Focusonbusinesscriticalactivities?Focusonwhereusersatisfactionlowest?Focusonstatutorycompliance?What‘Business’factorscanus35What‘Business’factorscanusedtodrivedecisionmaking(2)?Focusoninitiativeswhichwilldeliverbenefitstooneormoreofthe:CustomersoftheorganisationEmployeesoftheorganisationOrganisationitself(inacorporateenvironmentthiswouldberepresentedbytheshareholdersForeachprojectassesswhetherit:iseasytodeliverwillprovidehighlevelsofgain/addedvaluewillrequiresignificantinvestmenttoimplementcarriesahighriske.g.isitcomplexandthedownsidesoffailuresignificant?What‘Business’factorscanus36Asimplespreadsheettoaidprioritisation...Asimplespreadsheettoaidpr3715minutebreakNextit’sovertoAndyJacksonforStep1–designandcasestudies15minutebreakNextit’s38ProjectManagementStep1:DesignDefinetheprojectscopeIdentifythedeliverablesBreaktheprojectdownintomajoractivitiesBreaktheactivitiesdownintotasksEstimatetaskdurations

EstimateresourcerequirementsIdentifythedependenciesbetweenthetasksDrawupaprovisionalprojectnetworkCheckplantoensureallactivitiesandtasksareincludedProjectManagementStep1:Des39ModuleCaseStudyYouarethedesignprojectmanagerwithinanElectronicProductsDesignandManufacturingOrganisation.YouhavebeengiventhetaskofpreparingtheprojectplanfortheOrganisation’snextproduct,whichistobeapocketsizedpersonalfmradio.Thefollowingisanoutlineoftheproductasstatedbyrepresentativesofthecustomersthisproductisaimedat.WewantapocketsizedfmradiothatcanbeusedforreceptionofthegeneralfmbandbutinparticularforreceptionofaspecialOlympicschannelthatwillbecreatedandbroadcastduringthe2012OlympicgamesinLondon.Theradioneedstobecapableofreceptionofthecompletefmbandascurrentlydesignatedwiththeusualfeaturesofadigitalradio,buttonsforupanddownsearching,buttons(whichcanbethesameasthoseforsearching)forincrementingupanddowninfrequency.ThefacilitytoselecttheOlympicchannelsimplyshouldbeincluded.Volumecontrol,possiblytonecontrolalthoughthisisnotconsideredessentialplusanoutputsocketforanear-pieceareessential.Internalspeakerisnotnecessary.Theear-pieceoutputshouldbestereo.Itshouldbebatterypoweredrunningoff2penlightbatteriesandgiveanindicationofwhenthebatteriesaregettinglow.Theradiomustbesmallenoughtofiteasilyinsideapocketandcomewithaneckstrap,possiblyaboutthesizeofapen-drivebutthisisnotafirmrequirement.Itshouldbelightenoughsoasnottobenoticeabletothewearer.Itshouldcomewithearphones.Clearlyamanualwillbeneededaswillaguarantee,etc.Wearenotsurewhatkindofpackagingshouldbeusedbutweseethisasamassproduce-ableproductsoshouldbeabletobesoldinanysupermarket–wealreadyhaveagreementsthatitwillbesoldbyTescoandASDA–sothisisaveryhighvolumeproduct.Theestimatedtotalvolumeis1millionplayers.Shapeandcolours,wellcominginarangeofcolourswouldbegood,sayhalfadozentrendycoloursandniceandmoderninshape.ModuleCaseStudyYouarethed40DefinetheProjectScopeRequirementCaptureSomethingstothinkabout:TheproductspecificationThephysicalenvironment&physicalspecificationTheelectricalenvironmentProductapprovalrequirementsQuantityandspecificationofprototypesProductiondocumentationpackageProductionprocess,volume,unitcost,etc.Yourfirsttask-produceanoutlineprojectscopeDetailedproductspecification[inprofessionalelectronicengineerslanguage!]DefinetheProjectScopeRequir41DefiningtheProjectScopeProjectRequirementCapture-KeyPoints:Whoarethestakeholdersintheproject?..andwhatdotheywantoutofit?Whatdoesthebusinesswant?(mightbefinancialinnature)Whatdotheuserswant?Whoarethey?Cantheybeasked?Whattaskswilltheproductundertake?Whatfacilitiesshoulditoffer?Whatareitsfunctionalrequirements?Canaperformancespecificationbedefined?Whataboutparametertolerances?Arealltherequirementsquantifiable?Whatqualityofproductisdesired?DefiningtheProjectScopeProj42DefiningtheProductScopeProductRequirementCapture-KeyPoints:Whatprototypesarerequired?Whatisthetargetproductcost?Whatistheproductionvolumeandrate?Whatproductionprocesswillbeused?Howwillpartsbesourced?Howwilltheproductbepackaged?Whatproductlabellingisrequired?Doestheproductneedtocomplywithanystatutory/otherspecificationsorrequirements?Howwillproductcompliancebeassessed?DefiningtheProductScopeProd43IdentifytheDeliverablesNumberandbuildstandardofprototypes?Numberandbuildstandardoftypeapprovalmodels?Designcertification?Specificationforprocesstoensureongoingtypeapprovalconformity?Documentaryevidencetosupporttypeapprovalconformity?Fullproductioninformationpack?FullsetofpartsdrawingsFullsetofproductassemblydrawingsFullsetofassemblyinstructionsFullsetoftestspecificationsBillOfMaterials(BOM)Productionschedule…IdentifytheDeliverablesNumbe44BreaktheProjectDownintoActivitiesWorkBreakdownStructure-veryuseful&importantdocumentWhatisit?Thepartitioningofaprojectintomanageableunits(ortasks)whichcanbeindividuallyplanned,estimatedandmanaged.Akeyprincipleofeffectiveprojectmanagementis:Manageaprojectbywhatisdeliverednotbysomeoneelse'sopinionofprogress.Ifyoucan'tseeitortouchit,itisnotcomplete.

Don'task"How'sitgoing",askforthedeliverableBreaktheProjectDownintoAc45ManagementbyDeliverables5KeyRulesDefinealltasksintermsoftangibleshorttermdeliverables(i.e.tangibleoutputs)Setdeliveryintervalsat5to10days(3weeksmaximum)ObtaincommitmentfromthedeveloperontheschedulefordeliverablecreationObtainconfirmationfromthecustomer(s)fordeliverablesandtheirscheduleMonitortheprogressoflargedeliverablecreationwithintermediateanalyticaldeliverablesDefineaprocesstoformallyinspectandacceptthecompleteddeliverableManagementbyDeliverables5Ke46ExampleWBS-CreatingaWebsite1.0WebsiteProject1.1Design1.1.1Selectlayout1.1.2Designgraphics1.1.3Approvedesign1.2Content1.2.1Selectcontributors1.2.2Authorcontents1.2.3Approvecontents1.2.4Formatcontentintopages1.3Development1.3.1Publishintestenvironment1.3.2Performtests1.3.3Approvetests1.3.4PublishinliveenvironmentExampleWBS-CreatingaWebsi47ExampleWBS-CreatingaWebsiteExampleWBS-CreatingaWebsi48CreateaWBSfortheModuleCaseStudyYouarethedesignprojectmanagerwithinanElectronicProductsDesignandManufacturingOrganisation.YouhavebeengiventhetaskofpreparingtheprojectplanfortheOrganisation’snextproduct,whichistobeapocketsizedpersonalfmradio.Thefollowingisanoutlineoftheproductasstatedbyrepresentativesofthecustomersthisproductisaimedat.WewantapocketsizedfmradiothatcanbeusedforreceptionofthegeneralfmbandbutinparticularforreceptionofaspecialOlympicschannelthatwillbecreatedandbroadcastduringthe2012OlympicgamesinLondon.Theradioneedstobecapableofreceptionofthecompletefmbandascurrentlydesignatedwiththeusualfeaturesofadigitalradio,buttonsforupanddownsearching,buttons(whichcanbethesameasthoseforsearching)forincrementingupanddowninfrequency.ThefacilitytoselecttheOlympicchannelsimplyshouldbeincluded.Volumecontrol,possiblytonecontrolalthoughthisisnotconsideredessentialplusanoutputsocketforanear-pieceareessential.Internalspeakerisnotnecessary.Theear-pieceoutputshouldbestereo.Itshouldbebatterypoweredrunningoff2penlightbatteriesandgiveanindicationofwhenthebatteriesaregettinglow.Theradiomustbesmallenoughtofiteasilyinsideapocketandcomewithaneckstrap,possiblyaboutthesizeofapen-drivebutthisisnotafirmrequirement.Itshouldbelightenoughsoasnottobenoticeabletothewearer.Itshouldcomewithearphones.Clearlyamanualwillbeneededaswillaguarantee,etc.Wearenotsurewhatkindofpackagingshouldbeusedbutweseethisasamassproduce-ableproductsoshouldbeabletobesoldinanysupermarket–wealreadyhaveagreementsthatitwillbesoldbyTescoandASDA–sothisisaveryhighvolumeproduct.Theestimatedtotalvolumeis1millionplayers.Shapeandcolours,wellcominginarangeofcolourswouldbegood,sayhalfadozentrendycoloursandniceandmoderninshape.CreateaWBSfortheModuleCa49WhatResourcesareRequired?Foreachactivitywhatresourcesarerequired?Peopletypes(personhours/daysofeachtype)Parts(what)Accesstoequipment/facilities(what)Externalsubcontract(forwhat)Money(forwhat)HowlongwilleachactivitytaketocompleteElapsedtimeWhatactivitiesmustbecompletebeforethisonecanstart?ProgrammelogicWhatResourcesareRequired?Fo50EstimatingTaskDurationMosttaskshavealong-tailedprofileofenddateSimpleestimationformulaEstimatingTaskDurationMostt51ExampleResourcedWBS-CreatingaWebsiteExampleResourcedWBS-Creati52CreatetheActivityMatrixfortheModuleCaseStudyYouarethedesignprojectmanagerwithinanElectronicProductsDesignandManufacturingOrganisation.YouhavebeengiventhetaskofpreparingtheprojectplanfortheOrganisation’snextproduct,whichistobeapocketsizedpersonalfmradio.Thefollowingisanoutlineoftheproductasstatedbyrepresentativesofthecustomersthisproductisaimedat.WewantapocketsizedfmradiothatcanbeusedforreceptionofthegeneralfmbandbutinparticularforreceptionofaspecialOlympicschannelthatwillbecreatedandbroadcastduringthe2012OlympicgamesinLondon.Theradioneedstobecapableofreceptionofthecompletefmbandascurrentlydesignatedwiththeusualfeaturesofadigitalradio,buttonsforupanddownsearching,buttons(whichcanbethesameasthoseforsearching)forincrementingupanddowninfrequency.ThefacilitytoselecttheOlympicchannelsimplyshouldbeincluded.Volumecontrol,possiblytonecontrolalthoughthisisnotconsideredessentialplusanoutputsocketforanear-pieceareessential.Internalspeakerisnotnecessary.Theear-pieceoutputshouldbestereo.Itshouldbebatterypoweredrunningoff2penlightbatteriesandgiveanindicationofwhenthebatteriesaregettinglow.Theradiomustbesmallenoughtofiteasilyinsideapocketandcomewithaneckstrap,possiblyaboutthesizeofapen-drivebutthisisnotafirmrequirement.Itshouldbelightenoughsoasnottobenoticeabletothewearer.Itshouldcomewithearphones.Clearlyamanualwillbeneededaswillaguarantee,etc.Wearenotsurewhatkindofpackagingshouldbeusedbutweseethisasamassproduce-ableproductsoshouldbeabletobesoldinanysupermarket–wealreadyhaveagreementsthatitwillbesoldbyTescoandASDA–sothisisaveryhighvolumeproduct.Theestimatedtotalvolumeis1millionplayers.Shapeandcolours,wellcominginarangeofcolourswouldbegood,sayhalfadozentrendycoloursandniceandmoderninshape.CreatetheActivityMatrixfor53UnderstandingActivityLogicTheGreatBankRobberyListtheactivitiesPutthemintologicalsequenceConsidertheoperationalalternatives,youmightneedadifferentplanforeachAnalyseeachplantoseeifyoucanescapebeforethePolicearriveDonottrythisathome,orhereatYork!UnderstandingActivityLogicTh54Asampleplanofescape!Asampleplanofescape!55UniversityofYorkProjectorganisationalstructures–areviewofthebenefitsbasedonanexampleattheUniversityofYorkUniversityofYorkProjectorga56ProjectorganisationalstructuresWhatarethebenefitsoforganisingthestructureofaproject?e.g.Projectmanagercandivideprojectintologicalparts/bundles/areasAleadercanbeappointedforeachareaEasiertomanageandmonitorprogressResponsibilitiesareunderstoodandownedExpertisecanbedirectedtowhereitisneededProjectorganisationalstructu57BuildinganorganisationalorworkstreamstructureFivestepstodevelopingaprojectworkstreamstructure:IdentifythekeystakeholdersBrainstormalltheworkpackagesthatwillberequiredGrouppackagesintologicalbundles/themesMapoutstructureIdentifyworkstreamleadersBuildinganorganisationalor58ExamplefortheVLEProjectattheUniversityofYork–identifykeystakeholdersProjectManagerITTechnicalspecialistCommunicationsspecialistLibraryandresourcesspecialistChairofTeachingandInformationCommitteesDrRichardWalkerJohnByrneDrSarahMitchellChrisEllwoodProf.TrevorSheldonExamplefortheVLEProjectat59ExamplefortheVLEProjectattheUniversityofYork–brainstormalltheworkpackagesBudgetcontrolInfrastructurebuildRiskandIssuemanagementUsermanagementIntegrationUsersupportandBAUQualityassuranceLegalstandardsandCompliancePublicationsVLEtoolsintegrationSuppliermanagementandPlanningVLEsystemstrainingPedagogicdevelopment&researchVLEsystemstrainingEventsandconferencesReportingandKPIsLearningmaterialsrepositorymanagementPromotionsLibraryinformationresourcesFramedesignVLEsystemsdevelopmentExamplefortheVLEProjectat60Groupworkpackages

intologicalbundles/themesProjectManagementBudgetcontrolRiskandIssuemanagementSuppliermanagementandPlanningTechnicalInfrastructurebuildIntegrationVLEsystemsdevelopmentPedagogicDevelopmentReportingandKPIsPedagogicdevelopment&researchQualityassuranceTrainingandsupportUsermanagementVLEsystemstrainingUsersupportandBAULegalstandardsandComplianceContentManagementLearningmaterialsrepositorymanagementVLEtoolsintegrationFramedesignLibraryinformationresourcesDisseminationandCommunicationsPublicationsEventsandconferencesPromotionsGroupworkpackages

intologi61MapoutVLEProjectstructure&identifypossibleworkstreamleadersMapoutVLEProjectstructure62Acoupleofotherthoughts

Establishasharedwebsiteorfile-storeMatchthewebsite/filestorestructuretoyourworkstreamstructureSub-dividewebsite/file-storeintologicalareasAcoupleofotherthoughts63Savefileswithadatestampyyyy/mm/dd…VLEbudget20050831VLEbudget20050930VLEbudget20051031VLEbudget20051130Themostrecentwillalwaysbethelastoneinthelist….otherwisethelistwillbe:VLEbudget30092005VLEbudget30112005VLEbudget31082005VLEbudget31102005Savefileswithadatestampy64NextweekAgendaWeek2ProjectManagementprocessesStep2–VerificationincludingdiagrammingandriskmanagementChangeManagement–apeopleperspectiveNextweekAgendaWeek265ProducingaProjectPlan:Step2-VerificationDrawupaprovisionalprojectnetwork.Checkplantoensureallactivitiesandtasksareincluded.Computetheoverallprojectdurationandtimetokeydeliverables.Comparedurationwithprojectdeliverrequirements.Adjustnetworktoensurefitoftimescaletodeadlines.Computeresourceloading.Compareresourceloadingwithresourceavailability.Adjustactivitiestoensurefitresourcerequirementfitsavailability.Freezeplan.ProducingaProjectPlan:Step66ProjectManagement

EngineeringManagementTonyWard&NoelJackson(withAndyJackson&TimFranklin)ProjectManagement

Engineering67AgendaWeek1WhatisProjectManagement?Projectroles&theresponsibilitiesoftheProjectManagerAlignmentofprojectswiththestrategicenvironment15minbreakProjectManagementprocessesStep1–Design&CaseStudiesWeek2ProjectManagementprocessesStep2–VerificationincludingdiagrammingandriskmanagementChangeManagement–apeopleperspectiveAgendaWeek1Week268NotableProjectsBusiness:ThegreatpyramidofKhufuThegreatwallofChinaTitanicApollo&SpaceShuttleTacomaNarrowsbridgeOlympics2012SoftwareEngineeringProjectMScGroupProjectIndividualFinalYearProjectPersonal:GettingmarriedBuyingahouseMakingacupofcoffeeWritingabookArrangingaholidayArrangingaromanticweekendawayMeetingyourdreampartnerNotableProjectsBusiness:Perso69TheheartofeveryprojectistheactofdoingProjectsareaboutdoingsomething–tangibleorintangibleTheheartofeveryprojectis70CharacteristicsofaprojectAboutanythingAnysizeLastany(agreed)lengthoftimeCostany(agreed)amountHasdeliverables(tangibleorintangible)InvolveanynumberofpeopleCharacteristicsofaprojectAb71ProjectFundamentalsEachprojectisaone-offactivityEachprojectisuniqueProjectshaveafiniteandspecifieddurationAprojectcausesandresultsinachangeEachprojecthasasetofdefinedandmeasurableoutcomesProjectFundamentalsEachproje72ManagingprojectsFormuladoesnotworktoomanyvariablesRequiresakitoftools&techniquesRequiresamixofhardandsoftskillsRequiressensitivitytoknowwhattodohow,when,whereandwithwhoandwhy.ManagingprojectsFormuladoes73Definition“Aprojectisasequenceofconnectedeventsthatareconductedoveradefinedandlimitedperiodoftimeandaretargetedtowardsgeneratingauniquebutwelldefinedoutcome.”PhilBaguleyDefinition“Aprojectisasequ74UniversityofYorkProjectlifecycleandroleofprojectleaderandteammembersUniversityofYorkProjectlife75TypicalProjectLifecycle–itstartswith…AbrightideaOrarequestTypicalProjectLifecycle–it76TypicalProjectLifecycleThekeystages:InceptionorWorkinguptheProposal(includestermsofreferenceandscope)Approvaltoprogress?Definition&PlanningDesignDevelopmentTest/PrototypeTrainingandimplementation(Pilot/Roll-out)PostimplementationreviewTypicalProjectLifecycleThek77Whatistheimportanceof…?TermsofReferenceScopeWhatistheimportanceof…?Ter78TermsofReferencegiveinitialviewof….BackgroundtotheworkObjectivesDeliverablesMethodofapproachTimescalesTermsofReferencegiveinitia79ThedeliverablesTheorganisationalboundariesTheboundariesbetweenthisandotherprojectsWhatisoutofscopeThestatementofScopedefines….ThedeliverablesThestatement80Adams,S:inMeredith,J.R.andMantel,S.J.J'r,(2000)ProjectManagement:amanagerialapproach,4thedition,NewYork,JohnWiley&Sons,p.540Termsofreferenceandscopeprotectagainst“FeatureCreep”Adams,S:inMeredith,J.R.a81Whatistheoverallpurposeoftheteam?Whatistheoverallpurposeof82Theoverallpurposeoftheteamisto….Delivertheobjectivestoagreed:CostTimeQualityRealisethebenefitsoftheactivity/projectReviewlearningandreapplytonextactivitylifecycleTheoverallpurposeofthetea83TheProjectTeamLeaderTheWorkingGroupLeaderTheindividualteammembersWhatistheroleandresponsibilityof…?Whatistheroleand