Contexts and Environments Flashcards
Characteristics of Projects
Intended to derive a benefit that will last behind the life of the project.
Will produce deliverables
Unique
Time limited - utilise temporary resources
Dedicated budget
Inherently risky
Vehicles of change
Project Success Criteria
Time Benefit Cost Risk Quality
Scope
All of the things that the project will do and all of the things that will be produced
Benefits of Project Management
Consistency
Risk reduced and opportunities maximised
Improved chance of success
Positive working environment - productive, retention etc.
Builds good relationship with stakeholders
Minimise resource requirements
Allow org to plan ahead
Supports communication
Project Vs BAU
Makes change Vs prefers stability
Big change Vs steady improvement
Limited by time Vs continues indefinitely
Teams working with bespoke plans and risks Vs procedurally working to maintain consistency
Produce one-off deliverables Vs repeated ongoing deliverables
Defined project life cycle Vs product lifecycle
Capital Vs revenue
Business case Vs non
Portfolio Management Role
Screen projects for conformance with needs
Prioritise projects - resources/outputs
Monitor project suitability and terminate where needed
Monitor external considerations and take into account
- manage organisational risk
- apply consistency (quality)
- provide holistic view of workload
- manage overall impact on BAU
Programme Management characteristics
Multiple projects and interaction with BAU
Contain projects which contribute towards a set of benefits
Programme specialists can support projects
Co-ordination and management of multidisciplinary endeavours
Can add cost but should maximise success and benefits
- manage interdependencies between linked projects
- apply corporate vision and are strategic in nature
- can provide strategic flexibility through evolution
- Focus on the benefits to the organisation
Programme Management Benefits
Consistency Alignment with strategic needs Management of resources and dependencies Provide holistic view Focus on strategic benefits Manage impacts on BAU Manage risk, issues and change across the programme
Programme Manager Role
PMO plans the programme including scheduling
Prioritises resources between projects
Communicates risks and lessons learned
Ensures PMs are working consistently
Support PMs
Ensures business is ready for Project outputs
Project assurance - audits
Projects Vs Programmes
Specific objectives from the outset vs evolving over lifetime of programme
Tactical in nature vs Strategic
Deliver outputs which lead to benefits vs generate benefits over lifetime of programme
Structured and relatively simple teams vs complex multi-disciplinary working
Likely to have single customer who sets requirements vs likely to have various consumers setting requirements
Single tactical objective vs top-down vision
Known scope vs flexible scope as programme requires for strategic benefit
Problems of Programme Management
Relationship with prog manager vs PM
Enforces prog level governance rather than some PM discretion
May require different procedures than PM is familiar with
Has time overhead for co-ordination
Products are delivered to clients through the programme and may therefore seem distant
Project Environment - PESTLE/SWOT
Political - management, politicians
Economic - finance, funding, economy
Social - stakeholders, equality,
Technological - hardware, software, machinery
Legal - regulations, health and safety, copyright
Environmental - waste, EA, energy
Procurement standards
Regulations - as for legal
Procedures - corporate standards could be slow
Appetite for risk - depends on sector and nature of org
SWOT
Main legal frameworks
Health and safety - training, PPE, risk assessments
Contract law - payment, services, parties, recourse
Employment law - working time, payment, leave, dismissal, equalities
Environmental law - EIA, waste, hazardous materials
Information law - copyright, FOI, GDPR
