BSBPMG522 Undertake Project Work
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BSBPMG522PPSlidesV1.3.pptx
BSBPMG522 Undertake project work
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Housekeeping
Emergency procedures
Mobiles and security Issues
Break times and smoking policy
This course is interactive – ask questions
Practise respect and confidentiality
Ground rules
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Objectives
Know how to define project
Understand how to develop project plan
Learn how to administer and monitor project
Discover how to finalise and review project
Gain the skills and knowledge required for this unit
Define project
1.1. Access project scope and other relevant documentation
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Project scope and other relevant documentation may include:
Contract or other agreement
Project brief
Project plan or summary.
The following areas define and form the scope of the project:
The outcomes / benefits
The customers / stakeholders
The work / tasks which are required
The resources (both human and financial)
Criteria by which the project’s success will be evaluated.
Define project
1.2. Define project stakeholders
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Stakeholders may include:
Clients or customers (internal and external)
Funding bodies
Management, employees and relevant key personnel (internal and external) with special responsibilities
Project sponsor.
Defining stakeholders
A person or organisation who is actively involved in the project
Those whose active interest in your project can exert positive or negative work on the project or the outputs from the project
Those who exert influence over
the project or its deliverables.
Stakeholders who could exert influence include:
Customers
End users
Sponsors
Program managers
Portfolio managers
The project team
Other functional managers
Operation managers
Sellers
Legal department.
Activity 1A
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Define project
1.3. Seek clarification from delegating authority of any issues related to project and project parameters
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Delegating authority may include:
Customer or client
Funding body
Manager or management representative
Project sponsor.
Project parameters may include:
Risks associated with project, including WHS
Procurement requirements associated with project
Project finances or budget
Integration of project within organisation
Legislative and quality standards
Physical, human and technical resources available or required for project
Reporting requirements
Scope of project
Time lines.
Activity 1B
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Define project
1.4. Identify limits of own responsibility and reporting requirements
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The project manager is responsible for:
Organising the project into one or more sub-projects
Managing the day-to-day aspects of the project
Resolving planning and implementation issues
Monitoring progress and budgets
Organise reporting requirements.
Monitoring budgets
It could be argued that the establishment of the human and financial resources necessary to deliver the project is the most crucial element for the success of the project.
This process must be established during the project definition and scoping stage.
Notwithstanding this, it is critical to allow for contingencies during the life of the project in areas such as timeframes, budget and resourcing.
For larger or more complex projects
Advanced project management knowledge and experience are essential
Detailed knowledge of the business area in which the project is being run is needed
Project managers who don’t have this knowledge should seek to obtain this
Effectively communicate with
project team members and clients
Address business issues to
ensure concerns are met
Avoiding Scope Creep
‘Scope creep' is a commonly used term to
describe the risk of stakeholders attempting to add
extras, such as activities / tasks or outcomes, during the
course of the project.
Define project
1.5. Clarify relationship of project to other projects and to the organisation's objectives
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How does your project relate to your organisation’s objectives?
What is the context in which your project will function within the organisations objectives and is this project unique?
How will the project change or improve the organisations objectives?
What are the strategic objectives this project intends to satisfy?
Who has the ultimate responsibility in the solution or outcome?
How do the other stakeholders meet these goals?
Are they also designed to meet the organisations objectives as outlines above?
Activity 1C
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Define project
1.6. Determine and access available resources to undertake project
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Resources include:
Obtaining goods and services required to deliver the project
Appointing or recruiting staff
Appointing consultants.
Resource determination will include:
Cost
Management of the project
Lead time
Date resources are required
Specifications
Supplier or provider contact details
Procedure (e.g. by a formal tender)
Requirement for expert advice
Responsibility.
Activity 1D
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Develop project plan
2.1 Develop project plan in line with the project parameters
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Project plan may include:
Details of how the project will be managed
Roles and responsibilities
Time lines
Work breakdown structure.
Develop project plan
2.2. Identify and access appropriate project management tools
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Project management tools may include:
Cost schedule control system
Critical path method
Gantt and bar charts
Life cycle cost analysis
Logistics support analysis
Pert charts
Project management software
Risk and issues logs
Spread sheets
Technical resources required for the project, for example WHS management-system tools.
Charts
Critical path method
Gantt and bar charts
Pert charts.
Life cycle cost analysis
Life cycle costing is a method of project evaluation, for which all costs arising from owning, operating, maintaining and disposing of a project are considered
Life cycle costing evaluates all relevant costs over a period of time of a project
It takes into account the costs including capital, purchase, energy cost, operating cost, maintenance cost, replacement cost, financing cost and any resale for the disposal over a life time of a project.
Considerations:
Licensing and costs
Migration
Collaborative
Platform independence
Usability
Maintainability.
Key changes
The primary duty holder will be a Person Conducting a Business or Undertaking (PCBU)
The primary duty of care will be qualified by reasonable practicability
Introduction of officer’s due diligence requirements
Broad nature of the definition of the term “worker”
Introduction of health and safety representatives
Requirement for cooperation, consultation and coordination
Right of entry for unions to enter workplaces
for WHS purposes
Activity 2A
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Develop project plan
2.3 Formulate risk management plan for project, including Work Health and Safety (WHS)
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Risk management
There are always risks associated with a project.
The purpose of risk management is to ensure levels of risk and uncertainty are properly managed so that the project is successfully completed
It enables those involved to identify possible risks, the manner in which they can be contained and the likely cost of mitigation strategies.
A filtering process should be used to determine which identified risks:
Are best left, as the likelihood and seriousness would be so low that mitigation strategies are not required
Need monitoring, but no proactive mitigation strategies are required at this stage;
Are avoided by changing the scope of the project
Are moved to a third party by outsourcing
Need planned mitigation strategies as
detailed in the risk register.
Examples of possible risks include:
Budget blow-outs
Information security breaches
Loss of key project team members
Major milestone timeframes not being met.
The risk management plan
The process for identification, analysis evaluation and treatment of risks both initially and throughout the life of the project.
How often the risk register will be reviewed, the process for review and who will be involved.
How risk status will be reported and to whom.
Who will be responsible for which
aspects of risk management?
Why should a project director / manager be conscious of WHS?
Strategic and resource responsibilities
Operational responsibilities
Management tools use and reporting responsibilities
Behavioural Programme establishment.
Activity 2B
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Develop project plan
2.4. Develop and approve project budget
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What is the goal of a project budget?
One of the key elements of any project proposal is the project budget
The project manager will use a budget to determine whether the project is on track
Project personnel will use it as a guideline to monitor certain project milestones
The client will use it to determine the success of the effort.
Contingencies
Project’s unknowns or risks contingency
Cost estimating contingency
Design contingency
Bid contingency
Construction contingency
Cost escalation contingencies.
Link project budgets to key outcomes
Establish a set of reference baselines
Then, as work progresses, you monitor the work
Then analyse the findings
Forecast the end results and compare those with the reference baselines
If the end results are not satisfactory then you make adjustments as necessary to the
work in progress, and repeat the
cycle at suitable intervals.
Budget approval
Develop your detailed budget estimate and get it approved in the organising and preparing stage after you specify your project activities.
Check with your organisation to find out who must approve project budgets. At a minimum, the budget is typically approved by the project manager, the head of finance, and possibly the project manager’s supervisor.
Activity 2C
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Develop project plan
2.5. Consult team members and take their views into account in planning the project
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Gathering views
Hold in-depth brainstorming sessions on a specific project issue
Make consultation with staff members part of the business culture
Introduce weekly or monthly or as needed strategy meetings with staff
Ask for ideas and feedback
Conduct round-table discussions
Check for these:
Is your team small or large?
Can you convene easily and frequently?
Can you communicate with all members easily and frequently?
Are your discussions open and interactive for all members?
Does each member understand the issues you are addressing?
Activity 2D
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Develop project plan
2.6. Finalise project plan and gain any necessary approvals to commence project according to documented plan
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Check your project finish date to determine whether it is acceptable
As a project manager, you may need to reduce a project's total duration at some point
The idea being to get the job done in an acceptable time frame
To adjust the total project duration you will need to identify which project tasks affect the project end date and adjust your critical path schedule.
Print a Project Summary Report
This will assist those who may need a summarised breakdown of the project to issue appropriate approvals.
Produce a baseline plan for your project.
Generate and print a cost table or a cost report to distribute to those who are reviewing the project for approvals.
Activity 2E
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Administer and monitor project
3.1 Take action to ensure project team members are clear about their responsibilities and the project requirements
3.2 Provide support for project team members, especially with regard to specific needs, to ensure that the quality of the expected outcomes of the project and documented time lines are met
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Support for project team members may include:
Additional physical, human and technical resources (within allocated budget) if and as required
Supervision, mentoring and coaching
Encouragement
Feedback
Learning and development
Regular project team meetings.
Assisting to identify team skills and skills gaps
Basic / fundamental skills: such as literacy, numeracy, using technology
People-related skills: such as communication, interpersonal, teamwork
Conceptual / thinking skills: such as collecting and organising information
Ineffective patterns that can frequently develop in the team
Conflict between the team and others outside the team, including management
Conflicts
Missed deadlines due to lack of communication
Individual interpersonal conflicts
"Them" and "us" attitudes between portions of the team
Department or divisions in the workplace
Activity 3A
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Administer and monitor project
3.3. Establish and maintain required record keeping systems throughout the project
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Required record keeping may include systems for:
Correspondence
Financial data including costs, expenditure, income generated, purchases
Project outcomes
Quality data including any test results
Recording of time spent on project and progress in completing project
Samples, prototypes and models.
Project progress report
To generate a project status report for a project, the
project manager needs to produce or format a report
or use Project or other software showing:
Milestones in the last period, and if they are completed
Milestones due next period
Action items not completed by their due date
Action items due to be completed in the next period
Any commentary prepared by the project manager.
Basic project records would include:
Personnel involved in planning and executing the project
Minutes of meetings and discussions held
Project scope, objectives and relevant statement of the goals of the project and the likely contingency plans
Work record plan showing dates and times
All communications via emails and letters relating to the project
Financial budget.
Activity 3B
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Administer and monitor project
3.4 Implement and monitor plans for managing project finances, resources and quality
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Resources may include:
Human
Physical
Financial
Technical.
Project financial management is a process which requires:
Planning
Budgeting
Accounting
Financial reporting
Internal control
Auditing
Procurement of goods and services
Disbursement of payments
Achieving the project’s financial objectives.
Activity 3C
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Administer and monitor project
3.5. Complete and forward project reports as required to stakeholders
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As the project manager, you will generally spend much of your time communicating
You deliver information upward and downward, internally and externally as the various sessions so far have addressed.
Daily, you make and receive numerous reports, e-mail messages, phone calls, and other messages to keep your team and your customers up to date about the status of your project.
Basic project records would include:
Team personnel involved in planning and executing
Minutes of meetings and discussions held for planning
Project scope, objectives and relevant statement of the goals
Work record plan showing dates, times and work done
Critical path schedule
All communications via emails and letters
Financial budget
Lists of specifications.
Identify:
The frequency of your reports
The details stakeholders actually need as opposed to general and non-essential reporting
The methods you will use to deliver reports
Set up a central network for stakeholders to access online or through an intranet
Create secure storage of all project reporting information.
Reporting formats
Create templates for presentation, status, meeting minutes, and other important documents
Make sure these follow company-wide standards for all stakeholders.
Provide these to stakeholders as required:
A shared project calendar
Collaboration software
Access to intranet web sites
Access to project databases.
Remember
Set up standard procedures
Prepare for the unexpected
Be flexible
You will also need to prepare for unplanned communications.
Language and global advice
Outsourcing and new technologies have made global project teams more common place
This can create language barriers and cultural differences between key stakeholders and teams
Be careful when reporting to stakeholders in different countries to avoid misunderstandings
Avoid ‘localised’ slang or references to a specific cultures in your messages
Avoid humour as it can be easily misunderstood across certain cultures
Keep the quality of your reporting high
Maintain a consistent level of high quality reporting to sponsors, steering committee members, and stakeholders
Every project team has people with different levels of written and oral communication skills
As project manager, you need to review and approve all reports, presentations, and other formal communications before they are delivered to stakeholders.
Administer and monitor project
3.6. Undertake risk management as required to ensure project outcomes are met
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Risk management may include:
Changing roles and responsibilities within project team
Negotiating an extension of deadline, or redefining completion or quantities or quality of outcomes
Outsourcing some aspects of the project
Reducing costs
Researching and applying more efficient methods
Seeking further resources to meet deadline
Sharing of ideas to gain improvements to work undertaken within the project.
Likelihood and consequence
Risk management has two important elements: likelihood and consequence.
In a mathematical sense, risk is most commonly represented as the product of these two.
Risk = likelihood x consequence
Undertake risk management as required
Establish the context of the risk potential in your project
Identify those risks
Evaluate those risks
Analyse those risks
Treat those risks to ensure project outcomes are met.
Establishing the context of risk in a project example could likely involves three parts:
External / strategic context
Internal / organisational context
Risk management context
Risk management context
The risk management context involves defining which risk categories apply to the risk assessment.
There will not only be safety risks but other forms of operational risk and organisation risk as we have discussed.
It is possible to conduct a higher level strategic risk assessment as opposed to just focussing on a project or part of a project, so the context can be different.
These risk categories need to documented
and then customised so they are
meaningful to your particular project.
Consideration should also be given as to how risk will be analysed
What constitutes a high, medium, low and negligible risk?
What will you do when you identify a high risk?
Who will it be reported to?
What level of risk is unacceptable?
Identifying risks
This is the most important phase of risk management.
If you have not identified the risk, then you cannot assess it and you most certainly cannot effectively control it
This is the phase where you may draw on historical data and the experience of ‘project’ experts in your organisation, (or from outside), to identify risks, causes, effects and controls.
Document any assumptions that relate to each risk
For example:
Is the analysis focussed on the most foreseeable risks and/or worst case scenarios?
The likelihood of the most foreseeable risks will be higher than the worst case scenario.
Conversely, the worst case scenario should, in theory, have a very low likelihood and a much higher consequence. They will therefore sit in different locations on the risk matrix and may result in being of different priorities.
Treating risks
Depending upon the level of risk and evaluation, one of four treatment strategies may suit your project assessment.
Terminate – do not undertake the activity or part that has been risk assessed
Transfer – pass risk on to others through contracts, insurance outsourcing etc
Treat–reduce the likelihood or consequence
Tolerate – monitor the risk for changes but implement no additional control measures
Activity 3D
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Administer and monitor project
3.7. Achieve project deliverables
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Deliverable
A deliverable is a tangible and measurable result, outcome, or item that must be produced to complete a project or part of a project.
Typically, the project team and project stakeholders agree on project deliverables before the project begins.
Management of deliverables, like most
project requirements, are best recorded and documented for reporting purposes in your
software program such as project manager.
Know what your deliverables are!
All projects produce deliverables
You shouldn’t have any objectives that are not aligned to one or more deliverables
Assign each deliverable
Group similar deliverables
Group deliverables spanning a time period
Activity 3E
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Finalise project
4.1 Complete financial record keeping associated with project and check for accuracy
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Finalise a project
A project plan is generally deemed finalised when it is formally accepted and approved by the project sponsor and other designated stakeholders.
Formal approval acknowledges that all the deliverables produced during the various stages are complete, reviewed and accepted.
Signatures on the project plan document indicate final approval.
This sign-off marks the plan as the go-forward agreement and can be viewed as a project management milestone.
Finalise project
4.2 Ensure transition of staff involved in project to new roles or reassignment to previous roles
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Roles
Each new project starts with a default set of roles.
They may be the most basic roles that you can assign to staff but each one has a specific purpose.
The basic roles should be created with each new project or, as suggested, reassigned.
Choose and select
First:
Choose the project which you will assign roles for
Second:
Select the staff member(s) to whom you will assign the role(s)
Finalise project
4.3 Complete project documentation and obtain necessary sign-offs for concluding project
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Necessary sign-offs may be required by:
Clients
Funding body
Management
Project sponsor.
Activity 4A
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Review project
5.1 Review project outcomes and processes
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Why conduct project reviews and evaluations?
Monitoring versus evaluation
Post-project evaluation
Pre-project evaluation
Ongoing project evaluation
Project completion evaluation
Lessons learned.
Simple steps to take for a post project review
Create an agenda
Select participants
Prepare for a workshop environment (participation is the key)
Conduct the workshop/review
Present the results
Adopt recommendations
Review project
5.2 Involve team members
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Who?
At least one person should be selected from each stakeholder area or the person themselves need to be included.
The final selection if some people are unavailable should always include those who have a strong knowledge of the processes that were undertaken in the project.
The best candidates are team leaders.
Review project
5.1 Review project outcomes and processes
5.2 Involve team members
5.3 Document lessons learnt
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Practical aspects
A workshop should be conducted as a working meeting
Ideally, the agenda should be covered in a half day time frame. If more time is needed because of a complex project, schedule another meeting a few days later.
Each stakeholder should present responses to the topics that were previously distributed.
Set a time limit for each person
Although the workshop/meeting must encourage full
participation from all attendees, a time limit is
necessary or otherwise those with the personality to
stand and talk endlessly will overrun your agenda.
Document lessons learnt
Complete a post-project review report
The real benefit of the documented report will be the lessons learned and circulated within the organisation
As part of the next project evaluation and scoping all reports generated at this review meeting should be mandatory reading for any new projects.
A project review concept has great value to
an organisation and ultimately to the
acceptance of the organisations ability by
its clients.
Activity 5A
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Skills and Knowledge Activity
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Major Activity
This activity should take anywhere between an 1-2 hours to complete and can be found at the end of your workbook.
Your instructor will let you know whether they wish for you to complete it in session time or your own time.
Summary and Feedback
Did we meet our objectives?
How did you find this session?
Any questions?
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Congratulations
You have now finished the unit…
‘Undertake project work’
