03 Project Concept

Question 1

What two key questions are answered in the project need phase?

Answer 1

1) What is the need for this project?

2) What is the feasibility of this project, and who needs to be involved?

Question 2

Stakeholders?

Answer 2

Individuals/groups with interest in a project since they are impacted by it in some way. They determine success/failure of the project

Question 3

4 steps to stakeholder engagement?

Answer 3

1) Identify
2) Assess
3) Plan communications
4) Engage and influence

IAPE

(see exercise 3.2 to finish this!)

Question 4

How can stakeholders be prioritized, since they are not all equal?

Answer 4

According to:

1) levels of power
2) levels of interest

Can do this graphically (see 3.3)

Question 5

4 things to consider when assessing stakeholders?

Answer 5

1) Impact on stakeholders
2) Supportive/resistant/neutral to project?
3) Who/what can influence their views
4) How can their expectations be managed, and by who?

Question 6

What is stakeholder management, and who typically engages in it?

Answer 6

Management of stakeholders to ensure that opposition to the project is minimized/removed - typically done by PM, but they may require assistance in this role

Question 7

Benefits of stakeholder management?

Answer 7

Increase project support
Easier acquisition of necessary resources
Lower resistance -> PM focused on project delivery
Enhanced DMing and comms through building a trusting environment
Better chance of deliverable acceptance if SHs have been consulted and listened to throughout the project

Question 8

What is the business case?

Answer 8

The document in a project that justifies WHY a project is being undertaken by justifying its viability through costs and benefits (and risks of alternative options)

Question 9

Who prepares the business case, and who owns the business case?

Answer 9

Prepared by PM

Owned by sponsor (also accountable for ensuring BC gets necessary approval from senior management)

Question 10

See and learn

Answer 10

3.5 exercise: development of the business case

Question 11

Explain the 5 steps of development of a business case?

Answer 11

1) Concept: Identify problem/opportunity
2) Definition: detailed BC
3) Development
4) Handover:

(confused???)

Question 12

6 sections that can be included in a business case?

Answer 12

SOB CRT
Strategic Case - background of project and why it is needed
Options appraisal - options which have been considered
Benefits
Costs
Risk
Timescales (of project and benefits realization)

Question 13

What are success factors?

Answer 13

Elements of a project context that increase the chance of achieving a successful outcome.

Question 14

Examples of success factors? (see)

Answer 14

Clarity of project objectives
Effectiveness of project governance
Senior management commitment
Clarity and timeliness of communication
Capability and motivation of team

Question 15

What is the difference between an output of a project and a benefit?

Answer 15

An output is the deliverable which the project team produces; a benefit is a quantifiable and measurable improvement from the completion of deliverables that is perceived as positive by a stakeholder

Question 16

3 types of benefits and examples?

Answer 16

TID:
Tangible (hard) - profit/turnover etc

Intangible (soft) - reputation/motivation of staff/capability

Dis-benefit - a consequence of change perceived as NEGATIVE by stakeholders

Question 17

Note?

Answer 17

Project managers should avoid stating benefits that cannot be measured. If benefits cannot be measured, they cannot be managed, and their realisation (or otherwise) will be unclear to the organisation and the project stakeholders.

Question 18

What is benefits management?

Answer 18

Benefits management is the identification, definition, planning, tracking and realisation of business benefits

Question 19

5 steps to benefits management process?

Answer 19

DIPIR

1) Define benefits management plan
2) Identify and structure benefits
3) Plan benefits realisation
4) Implement change
5) Realise benefits

(see 3.8 explanations!)

Question 20

Define success criteria?

Answer 20

Qualitative/quantitative measures by which the success of project management is judged (post)

Question 21

Define KPIs?

Answer 21

Key performance indicators: measures of success that can be used throughout the project to ensure that it is progressing towards a successful conclusion (during)

Question 22

See

Answer 22

diagram and stuff in 3.9

Question 23

Note:

Answer 23

possible for a project to satisfy success criteria but still fail to deliver the anticipated benefits and vice versa (not sure why)

Question 24

What is procurement?

Answer 24

The process by which products and services are acquired from an external provider for incorporation into the project, programme or portfolio

Question 25

3 areas which project managers may need to procure in?

Answer 25

1) Standard ‘off-the-shelf’ goods and services
2) Goods/services that are designed and provided specifically for the purchaser
3) Professional advice/consultancy

Question 26

What do PMs have to be able to understand to do procurement?

Answer 26

Contracts, and how to manage and select external providers

Question 27

See

Answer 27

3.11: parts of a contract

Question 28

What is the procurement strategy?

Answer 28

The plan for the way in which G&Ss are to be acquired, whilst respecting relevant organisational constraints (eg. ethical procurement policies)

Question 29

Factors affecting how procurement is to be managed? (6)

Answer 29

Make/buy decision
Single/integrated/multiple providers
Required provider relationships
Conditions & contract form
Provider selection
Types of pricing and methods of reimbursement

Question 30

OJEU legislation may affect how an organisation engages with suppliers…

Answer 30

OJEU objectives include:

• A more transparent and objective procurement process whilst encouraging competition amongst bidders
• Public Procurement Directives that are intended to ensure fair and non-discriminatory international competition for contracts greater than defined threshold values

Question 31

See

Answer 31

“Provider selection and management is the process of identifying, selecting, appointing and supervising providers through the project, programme or portfolio life cycle.” Provider management is a continual process throughout the project life cycle. While the process may vary from sector to sector, it generally follows six generic steps and needs to be efficient and suitable for the context within which the suppliers are being engaged.

Question 32

6 steps to provider management?

Answer 32

1) Research (might simplify using an ‘approved supplier’ list)
2) Pre-qualification (Pre Qualification Questionnaire PQQ)
3) Tender (invitation to tender ITT)
4) Award (contract agreement)
5) Manage
6) Close

(see 3.12 for explanations)

Question 33

What is a PQQ?

Answer 33

A Pre-Qualification Questionnaire (PQQ) can be used to clarify suppliers’ capacity, willingness to tender, financial stability and technical experience. The PQQ seeks to reduce a long list of potential suppliers to a manageable number who are eligible for contract award and will then be invited to tender.

Question 34

What is an ITT?

Answer 34

The shortlisted providers can be asked to provide a full bid against a set of defined requirements – typically known as an Invitation to Tender (ITT)

Question 35

What should happen at ‘close’ stage of provider management?

Answer 35

Termination of contract:

• ensure all financial arrangements are honoured
• ensure all contract changes have been accounted for
• implementing the SUPPORT MAINTENANCE CONTRACT to repair/upgrade goods provided
• performance review with provider is conducted