Learning outcome 3 Flashcards
3.1 Differentiate between projects and business as usual
UNIQUE/REPETATIVE
WHAT- UNIQUE
WHEN- A project has been initiated
WHO- Specially formed teams
HOW- Work to bring something new and unique to organisation- Product, Op’ Infra or a way of working
WHERE- Inside specially formed teams
WHY- To bring a benefit to the organisation- either change or revenue through new products/services
WHAT- REPETATIVE
WHEN- Continual, normal operations
WHO- Functional permeant resources
HOW- Production of deliverables on a continual repetitive basis.
WHERE- In normal operating functions
WHY- Supply the Org’ with the ability to have a continual supply of products/services for customers suppling revenue or efficient processes
HOW TEAMS WORK-
PROJECT-
WHAT- Teams are CROSS FUNCTIONAL in a project form, coming from all over.
WHEN- Resources are drawn in as a project is being planned
WHO- Selected by PM or released by functions
HOW- They do not know what’s happening and require direction from the PM for WBS
WHERE- They work in an independent team away from the focus of normal operations
WHY- To work in cohesion with the sole purpose of delivering a successful project
BAU-
WHAT- Teams are FUNCTIONAL coming from a certain specialisation
WHEN- Resources are a permeant fixture to provide ongoing ability to provide
WHO- Members of the organisation
HOW- They know what’s happening as the have known roles and responsibilities in their areas of employment
WHY- Allows team to become productive and efficient by gaining experience in the repetition of their task to provide the ongoing outputs of the business to realise benefits
RISK AWARE/ RISK AVERSE
WHAT- RISK AWARE
WHEN- During a project there is always a factor of uncertainty as it seeks change which will come with inherent risk
WHO- The Board and PM are aware of the risk, it is mitigated and minimised as much as possible
HOW- Extensive planning then mitigation is put in place after a thorough risk management plan has been developed.
WHY- The risk will be monitored and managed as necessary to allow the project to run to reach its objective to realise the business benefit.
BAU will avoid risk because the process is continually repeated and should not warrant any disruption to productivity
WHAT-RISK AVERSE
WHEN- During BAU the organisation will avoid risk at all time
WHO- The organisations management structure will have a very low tolerance threshold for holding any risk
HOW- By the repetitive nature of the production of goods or services it removes almost all risk through experience and lessons identified.
WHY- Risk could mean the stoppage of production having a significant impact on BAU and the realisation of any benefits for organisation.
3.2 Differentiate between Project/ Programme/ Portfolio management
WHAT- FOCUS
WHY-PM is focused on the success delivery of an OUTPUT to bring about a specific change to the organisation or customer. PrM is focused Co-ordination of Projects and BAU to achieve beneficial change through the OUTCOME of the successful projects and change initiative, working towards the strategic direction of the Org.
WHAT-TIMELINE
WHY- A project has a relatively short lifecycle in comparison to Portfolio. As a project exists for only the duration of its Lifecyle, from concept to the delivery and integration of the deliverable into BAU. A portfolio will exist over a much longer period with multiple programmes being delivered each consisting of a multitude of projects.
WHAT-ACCOUNTABILITY
WHY- In a project the PM is accountable for the management delivering a successful project within its constraints, failure to do so could have significant impact the organisations viability. In a Portfolio the Manager is responsible for delivering the strategic change to the organisation, failure of the portfolio can very often lead to the failure of the Organisation.
3.3 Outline the relationship between programmes, projects and strategic change
Strategic change is implemented through the execution
of projects and programmes and the realisation of their benefits
Programmes have a robust approach to risk management, providing an increased likelihood of delivering strategic change
If a project fails to deliver it can affect the organisations viability, however if the programme fails to deliver it will result in the failure of the strategic change.
Portfilos can move risky projects
3.4 Describe situations where the use of programme management may be appropriate
WHAT- BETTER COMMUNICATIONS NEEDED
WHEN- During Project lifecycles
WHO- Programme Manager
HOW- Consistent message
WHERE- Multiple Projects sending different messages
WHY- The Higher levels of an Org are extremely busy with the focus of work at a strategic level. For them to be engaged constantly by individual project comms plans is not an efficient use of time. To this end a programme manager would be able to collate all communications and deliver a consistent message, providing better more informed decision makers.
WHAT- BETTER comms needed
WHAT Longer time frame
WHAT- RESOURCE MANAGEMENT
WHEN- During project lifecycles
WHO- Programme Manager
HOW- Oversight and prioritisation- most needing project
WHERE- Projects competing for resources
WHY- When there is a limited number of resources and multiple projects with requirements, a programme manager can have oversight of the situation and efficiently prioritise and optimise the allocation of resources.
3.5 Describe situations where Portfolio management maybe appropriate
WHAT- SEEKING STRATEGIC CHANGE
WHEN- Required
WHO- PortM
HOW- Implementing multiple programmes and projects
WHERE- At Strategic level
WHY- When a strategic change is required by the organisation, portfolio management gives the ability to select, prioritise and implement the projects and programmes required to make it happen. This function allows the Org’ to balance the change initiative with its BAU alongside its capability to deliver. This means the Org’ can continue its RUN function whil still implementing the beneficial change to take in its new direction.
WHAT- BALANCING RISK
WHEN- During Programme lifecycle
WHO- PortM
HOW- Moving all risky projects from one programme and sharing it across programmes
WHERE- There are high levels on risk in one Programme
WHY- If the programme structure has to many high-risk programmes in one area it could bring about business failure if some or all were to faulter. The PortM would have the ability to balance the risk across programmes by removing what from where????? and putting it where????
WHAT- REAL RESOURCE CONSTRAINTS
WHEN- During programme lifecycles
WHO-PortM
HOW- Oversight and prioritisation- most needing Programme
WHERE- Programmes competing for resources
WHY- When there is a HIGHLY limited number of resources and multiple programmes with requirements, a portfolio manager can have oversight of the situation and efficiently prioritise and optimise the allocation of resources.
3.6 Explain tools and techniques that used to determine factors which influence
and impact projects
PESTLE
WHAT- Is a concept analysis technique used for looking at external factors effecting the project
Used upfront!
Helps set and shape a realistic scope
Political— Stakeholder politics
Economic- Cost over time, inflation
Sociological - Culture demographics
Technological- What are competitors doing
Legal-Regulatory changes
Environmental- the effect the project may have on the environment.
WHY- It is done to allow better informed decision making relating the project especially when looking SCOPE
WHEN- CONCEPT
WHO- PM
HOW- ?
SWOT-
WHAT- Is a GENERAL ANALYSIS TECHNIQUE used at looking at INTERNAL FACTORS that may affect the project
STRENGTHS
What are we good at? What do we know that will help?
WEAKNESSES
What do we not know? What are we not good at?
OPPORTUNITIES
Can we get more or less? Can we exploit other technologies/ideas?
THREATS
What might go wrong?
WHY -Decides HOW we are going to work, WHAT is the best way to do it? CAN we achieve it or outsource
WHEN- At any time mainly CONCEPT and DEFINITION
WHO- PM.
HOW- Calling meetings with Board, Technical specialists, Snr stakeholders
VUCA
WHAT- Is an analysis tool looking at….. In the organisational environment
VOLATILITY
UNCERTAINTY
COMPLEXITY
AMBIGUITY
WHY- It allows us to better understand the environment that the project will exist. This allows for better informed decisions to be made on the type of lifecycle required for the project. CERTAINTY- LINEAR/ UNCERTAIN- ITERATIVE
WHEN- CONCEPT
WHO-PM
HOW-
3.7 Explain the impact of the legal and regulatory environment on projects
WHAT- NON-COMPLIANCE
WHY- Failure of non-compliance to governance such as HSE can breach legislation and see the project stopped by external authorities. If this occurs, it will severely impact on the schedule and the viability of the project. If the Project is on a fixed time constraint, then the critical path will no longer be viable, seeing the end date moved and the project fail to meet its deadline.
WHAT- FINACIAL PENALTIES
WHY- A breach of legal governance could see hefty financial penalties placed upon the project, this will severely impact the cost constraint of the project, more than likely pushing into contingency funding then possibly into management reserve. This will mean a lack of funding for any further RISK/ISSUE/CHANGE to be dealt with. A by product will be a disengagement of Snr stakeholders as it is perceived that the project cannot be managed sufficiently.
disengaged stakeholders
WHAT- REMOVAL OF RESOURCES
WHY- A breach of health and safety law could see resources removed from the project, this could be from the loss permits to complete WP’s for example a removal of a permit to work at height if fitting a roof to a premises. Loss of qualification or worse imprisonment of an individual, meaning the PM would have to seek out replacement resources, possibly effecting the schedule. All will affect TCQ constraints.
