KT Chapter Summaries Flashcards
List 6 characteristics of projects.
“1. Projects create outputs, often known as deliverables (or products). These can be tangible (e.g. a building) or intangible (e.g. software).
- A project is transient (has start and end dates). Within this time it uses temporary resources to deliver the planned deliverables.
- Projects are of various sizes and complexity. Each project requires resources and its work is often a significant endeavour involving risks that must be managed.
- Projects are not ends in themselves. They are undertaken in order to realise planned benefits. These benefits are often only realized after the end of the project.
- Projects bring change within an organisation. They involve new work which differs from the repetitive business-as-usual types of work.
- A project has a predetermined and planned budget. “
List 5 differences between projects and business-as-usual.
“1. Projects achieve objectives then terminate, whereas BAU sustains the organisation to achieve its business purpose and goals.
- Projects are limited, temporary in nature, with pre-defined start and end points, whereas BAU is repetitive, ongoing and continues indefinitely.
- Projects form temporary teams, formed across organisational boundaries to meet project needs. These may not be aligned with organisational structure, whereas BAU teams are formed within the BAU organisational structure and aligned to suit functional demands.
- A dedicated manager is appointed for the duration of project. They may not have direct line authority over project team, whereas BAU has long-term formal management, with direct line authority over functional unit personnel.
- Projects produce a unique product or service, whereas BAU creates repetitive, a non-unique product, service or result. “
List at least 4 differences between projects and programmes.
“Project
1. Specific objectives are defined at the start.
2. Single tactical solution to single requirement.
3. Benefits are realized after the end of the project.
4. Focused teams with clearly defined roles and responsibilities.
5. A project typically has a single customer defining he requirements and accepting the project’s products.
6. Satisfies a single tactical objective.
7. A defined scope enables a clear view of the work required.
Programme
1. Objectives can evolve as the programme matures.
2. Delivers large strategic changes within an organisation.
3. Programmes realise benefits throughout their life cycle and have a highly developed benefits-management focus.
4. Highly complex inter-project relationships require highly developed communication and influencing skills.
5. Programmes have multiple customers at different times throughout their life cycle.
6. Takes a top-down ‘visionary’ approach, where each of the programme’s projects contributes to the vision.
7. Cyclical development within the programme means projects come and go but they always contribute to the strategic benefits. “
List the benefits of project management.
“Benefits of project management.
- Enables a consistent approach to how projects are executed within an organisation.
- By using proven best practice project management methods, risk is reduced and opportunities maximised.
- As project management maturity improves, success happens more frequently and failure becomes less frequent. Ill-founded or non-viable projects are terminated early.
- Continuous ‘firefighting’ can be avoided, and individuals work in a more successful environment where innovation can flourish.
- Stakeholders become used to success and the opportunity to contribute positively is enhanced as there is less conflict when things go wrong. “
List the benefits of programme management.
“Benefits of programme management.
- Improves the ability to initiate, define, accelerate or close projects within the programme.
- Improves the ability to manage project interdependencies and the related impact on business-as-usual.
- Better management of available resources and competing demands from the business.
- Better management of risks, issues and changes across the programme.
- Focuses on defining and managing strategic benefits. “
What is the relationship between programmes, projects and strategic change?
Strategy implementation is delivered through the execution of strategic portfolios, programmes and projects, and the realisation of their expected benefits.
What are the situations when the use of programme management may be appropriate?
“The use of programme management is appropriate in an organisation when there’s a need for:
- More effective delivery of change.
- Increased responsiveness to strategic initiatives.
- More effective management of resources.
- Better management of risk in a wider business context.
- More efficient coordination and control.
- Increased focus on obtaining strategic benefits. “
Differentiate project management from programme management and portfolio management.
“Project management is the application of processes, methods, knowledge, skills and experience to achieve the project objectives.
Programme management is the co-ordinated management of projects and change management activities to achieve beneficial change.
Portfolio management is the selection, prioritisation, and control of an organisation’s projects and programmes in line with its strategic objectives and capacity to deliver. “
What are the situations where the use of portfolio management may be appropriate?
“Portfolio management is appropriate to use:
- When the organisation’s projects and programmes need to be aligned with key business objectives.
- When the organisation’s financial controls, planning and expenditure review processes need to be applied.
- When assurance is needed of how the projects continue to support strategy and take account of changes to external factors.
- When the organisation needs to decide whether activities should be managed as projects or not.
- When risks associated with the portfolio need to be highlighted and monitored.
- When verification is needed that projects and programmes are consistent with the organisation’s existing capabilities.
- When the organisation’s needs to engagement with suppliers to encourage a more sustainable portfolio.
- When evidence is needed that engagement with customer and sources of project finance encourages a sustainable portfolio.
- When assurance is needed that the impact of implementing a portfolio is acceptable to its ongoing operations. “
Explain how environmental factors affect projects.
“1. Projects do not take place within a vacuum.
- Environmental factors such as industry or government regulations, the sector of the sponsoring organisation (e.g. private or public sector), and geography (e.g. whetherthe project is affecting a single site, or multiple sites across countries and timezones) can affect projects in multiple ways.
- Environmental factors can occur in infinite combinations, each one having a unique effect on the way a project is set up and managed.
- The project sponsor or project manager must assess the project environment early in the project life cycle. Tools such as PESTLE can help them understand the project’s unique environment.
- The environment assessment should consider both the effect that the environment has on the project, and the impact of the project on its environment.
- As the work progresses, interactions between the work and its environment will develop and change.
- The project sponsor and project manager must monitor this relationship and identify any threats and opportunities which result. “
Explain the tools and techniques that are used to determine factors that influence and impact projects.
“The tools and techniques that can be used to assess a project’s context are PESTLE, SWOT, and VUCA
PESTLE
The project sponsor or manager needs to perform an assessment of the environment as early as possible in the life cycle. The most common of which is PESTLE, which stands for Political, Economic, Sociological, Technical, Legal and Environmental factors.
SWOT
The organisation needs to be aware of what it is good at (Strengths) and not so good at (Weaknesses).
Analysing these factors will provide a significant insight into how a project is ought to be managed (including Opportunities and Threats).
VUCA
Volatility, Uncertainty, Complexity, and Ambiguity.
These conditions describe an organisational context where there is inherent uncertainty that makes it difficult to predict and plan with great accuracy.
Other considerations include:
• Procurement processes
• Regulatory requirements
• Use of structured methods
• Appetite for risk “
What are the relevant legal and regulatory factors that may likely impact the project? WcMrGS
“1. Working conditions
- Management of risk in the workplace
- Governance
- Sustainability “
What is the law that encompasses working conditions and its purpose?
“1. Employees’ working conditions are set out in the basic foundations of employment law.
- Employment law regulates the relationship between employers and employees.
- It governs what employers can expect from employees, what employers can ask employees to do, and employees’ rights at work. “
What does management of risk in the workplace entail?
“1. A key duty of a project manager (this also applies to all project personnel) is to understand the risks in their area of work.
- They must then take the necessary steps to highlight these and take proactive measures to manage these risks appropriately.
- Individuals must utilise sufficient knowledge to understand their main duties to be compliant with the law. “
What is the impact of governance in a project and who is responsible for understanding the governance framework?
“1. Governance impacts how a project is managed, the processes the project uses and how project status is assured and reported when the project is delivered.
2. The project manager must understand the governance framework needed and how the resulting management approaches must be tailored to provide confidence to stakeholders that the project is being managed in a compliant manner. “
What is sustainability and who is responsible for maintaining sustainability? ESEA aspects
“Sustainability is concerned with balancing the Environmental, Social, Economic and Administrative aspects of the project to meet the current needs of stakeholders without compromising or overburdening future generations.
Sustainability requires both individual and organisational responsibility to ensure that outputs, outcomes and benefits are sustainable over their life cycles.”
What are organisation structures?
Organisational structures define how roles, responsibilities and power are assigned and controlled to achieve strategic objectives, and how information flows between different levels of management.
What is the difference between a permanent structure and a temporary structure? PT
“Permanent structure provides a relatively stable environment to support decision-making and the flow of information across the organisation.
Temporary structure is used to describe a specific project, programme or portfolio team brought together specifically to implement project-based work. “
Differentiate the three (3) types of organisation structure. FPM
“1. Functional organisation
• Staff take direction from a line managers and report to them on a daily basis.
• Project work undertaken by the organisation is co-ordinated at the functional head level.
2. Project organisation
• Staff work for a project manager and report to them daily.
• All work is project-based and the organisation is the sum of all its projects.
3. Matrix organisation
• Is a mix of both functional and project organisations;
• Staff work for a line manager and report to them daily.
• All project work is carried out through a project manager, utilising staff across the business on an ‘as needs’ basis. “
What are the responsibilities of the steering group?
“Collectively the steering group:
• takes on responsibility for the project’s feasibility, business case and achievement of outcomes;
• provides support, guidance and executive oversight of progress;
• ensures the project’s scope aligns with key stakeholders’ requirements;
• provides strategic guidance on project business issues;
• keeps project scope under control;
• reports progress to higher management levels;
• progresses any organisation-wide issues associated with the project.
• reconciles differences amongst members;
• ensures effort and expenditure are appropriate to expectations;
• ensures risk strategies are costed, approved, and regularly re-assessed;
• addresses issues escalated by the project manager; “
What are the responsibilities of the project team members?
“The responsibilities of the team include:
• Team members use their expertise to design, build and test the deliverables according to the agreed specifications within agreed within time, cost and quality constraints;
• Report progress of assigned tasks in a timely manner;
• Identify issues or risks;
• Act as risk owner and manage risk within their area of expertise;
• Contributes to the evaluation of the project at all stages and reviews;
• Manages communication with stakeholders as assigned in the communication plan.
• Support the project manager and other team members in solving project-wide problems;
• Give support, help and advice to the project manager when required; “
What are the responsibilities of the project manager?
“The responsibilities of the project manager include:
• Plans, organises, motivates, directs, controls and leads the project to deliver its objectives;
• Monitors and controls project progress;
• Delivers the project to time, cost and quality priorities;
• Makes timely decisions to ensure project success;
• Initiates reviews and assists the sponsor in the decision to terminate the project, if justified;
• Escalates issues requiring a decision by sponsor;
• Communicates and acts as prime point of contact with team members, other organisations, contractors, suppliers and business-as-usual representatives;
• Communicates with the sponsor, informing them of progress and seeking direction when needed;
• Builds, leads and motivates the project team;
• Ensures work packages are allocated and responsibilities identified.
• Defines and plans the project by creating a Project Management Plan (PMP);
• Liaise with project stakeholders;
• Keeps the sponsor and senior management informed of progress/problems/issues; “
What are the responsibilities of the sponsor?
“The responsibilities of the sponsor include:
• Initiates the project and ensures a project manager is appointed;
• Overall responsibility for the project;
• Ensures the necessary resources are made available to the project;
• Develops and maintains ownership of the business case;
• Oversees how the products are used and their effectiveness;
• Monitors the project’s business environment and reviews the business case at gate reviews;
• May manage senior stakeholders directly and personally;
• Liases with the programme manager if part of a programme;
• Advocates on behalf of the project at senior levels of the organisation;
• Acts as the chairperson of the steering group;
• Keeps senior management informed of progress;
• Ensures effective project implementation and embedding of outputs;
• Supports the project manager when needed;
• Monitors high-level project progress and makes decisions when necessary and when escalated by the project manager;
• Exerts influence to remove blockages for difficult issues;
• Monitors key risks;
• Passes information about strategic risks to the project manager;
• Approves changes to the project scope after assessing the impact on the benefits in the business case;
• Arbitrates and try to gain consensus between users when there are conflicting requirements;
• Determines the relative priorities of time, cost and quality;
• Releases contingent funds if necessary;
• Terminates the project if necessary after a gate review. “
What are the responsibilities of the users?
“The responsibilities of the users include:
• Define the requirements;
• Advise the sponsor on the suitability of the deliverables;
• Accept and operate deliverables;
• Liaise with the project manager about changes;
• Perform an active role on the project and provide respresentative(s) to the steering group. “