PROJECT MANAGEMENT AND PROJECT CYCLE MANAGEMENTContents What is a project? How does project management benefit you? Project cycle management (PCM) PCM tools Project managers A project What is a project ± Defined start and end, specific scope, cost and duration ± A temporary endeavor undertaken to create a unique product, service or result ± A series of activities aimed at bringing about clearly specified objectives within a defined time period and with a defined budget (EU Aid delivery methods) Benefits of project management Project management was developed to save time by properly planning a project and considering all relevant factors which may affect its outcome The benefits have been proven - it saves time and money - and generates a more successful outcome . if guidelines are followed How does project management benefit you? You will have goal clarity and measurement Your resources will be coordinated Your risks will be identified and managed You will increase the possibilities of time savings You will increase the possibilities of cost savings You will increase the possibilities of achieving the agreed outcome You will increase the possibilities to deliver projects successfully costs and resources are controlled systematically ± All processes in the project management activity chain are coordinated to ensure they remain in harmony with one another The result will help you to get: ± more speed ± greater flexibility ± improved quality .Improved quality Decision-making routes and processes are clearly defined Deadlines. What project management helps you to achieve Plan tasks in project Avoid dependencies problems Reduce risks Track progress accurately Organize project process and timeline Improve stakeholder .staff communication Improve management of stakeholders expectations Complete within budget and on time . Project success factors Stakeholder involvement Executive management support Clear statement of requirements Proper planning Realistic expectations Smaller project milestones Competent staff Ownership Clear vision and objectives Hard working and focused staff . The triple constraint Quality . Project Cycle Management (PCM) PCM ± Is a methodology for the preparation. key documents and decision options) . implementation and evaluation of projects based on the principles of the logical framework approach ± It describes management activities and decision-making procedures used during the life cycle of a project (key tasks. roles and responsibilities. implementing and monitoring a plan or a project A clear concise visual presentation of all the key components of a plan and a basis for monitoring It clarifies: ± ± ± ± How the project will work What it is going to achieve What factors relate to its success How progress will be measured .Project cycle management (PCM) Is useful in designing. The project cycle Programming Evaluation Identification Financin g decision Implementation Formulation Financing decision . Chinese proverb .Time management Defining project activities Activity scheduling Create and controlling the project activities An inch of time cannot be bought for an inch of gold." . The last 10 percent takes the other 90 percent of the time' .Time management grid Urgency Quadrant 1 Urgent and important "Firefighting" Quadrant 3 Urgent but not important "Distraction" Quadrant 2 Important but not urgent "Quality time" Quadrant 4 Neither urgent nor important "Time wasting" There's an old joke when it comes to project management time: 'The first 90 percent of a project schedule takes 90 percent of the time. Managing the scope of the project Project scope management constitutes 'the processes to ensure that the project includes all of the work required. to complete the project successfully. Project scope has several purposes: ± It defines what work is needed to complete the project objectives ± It determines what is included in the project ± It serves as a guide to determine what work is not needed to complete the project objectives ± It serves as a point of reference for what is not included in the project . and only the work required. Role of a project manager The role of a project manager is affected by the oneshot nature of the project The role of a project manager is difficult when team members are still linked to their permanent work areas ± Members may be assigned to several projects simultaneously Managers must rely on their communication skills and powers of persuasion . Project manager duties Reports to senior management Communicates with users Plans and schedules Obtains and allocates resources Controls risks Manages people Coordinates Implements quality assurance Controls the budget Delivers results . Project teams Diversity of knowledge needed Cross-functional Self-directed Often ad-hoc or temporary Often distributed (geographically) Start and end dates . discipline-oriented) Goal-oriented Flexibility. adaptability High self-esteem ± can handle failure. risk. unexpected ± can share blame and credit .Project personnel skills Technical Political Problem-oriented ± (vs. uncertainty. PROJECT DESIGN & NETWORK ANALYSIS BY JULITHA . PROJECT DESIGN Project Design primary deals with organizing. scheduling. management activities. The role of Project Design is very important because project development is always subject to budget and schedule constraints. tracking and risk management. project planning. . Designing a Project activity compasses measurement and metrics. planning and scheduling of projects. The framework also clearly identifies the inputs and outputs the project will deliver to enable achievement of the proposed objectives. The Design or framework clearly identifies the impacts or objectives the project will achieve. . It also allocates measurable and/or tangible performance targets to them. which in turn lead to longer-term objectives. the framework presents a cause and effect matrix where inputs lead to outputs and outputs lead to immediate objectives. Thus. CPM 2. PERT . management and control of projects.NETWORK ANALYSIS Network analysis is the general name given to certain specific techniques which can be used for the planning. It is usually done through 1. engineering.CPM The Critical Path Method or Critical Path Analysis. product development. is a mathematically based algorithm for scheduling a set of project activities It is an important tool for effective project management Commonly used with all forms of projects. among others . including construction. and maintenance. research projects. software development. CPM calculates The longest path of planned activities to the end of the project The earliest and latest that each activity can start and finish without making the project longer . and timings involved Task priorities . scheduling.Critical Path Analysis is an effective and powerful method of assessing: Tasks which must be carried out Where parallel activity can be carried out The shortest time in which a project can be completed Resources needed to achieve a project The sequence of activities. . that is designed to analyze and represent the tasks involved in completing a given project. or milestones in the project linked by labeled vectors (directional lines) representing tasks in the project. used in project management.PERT PERT. is a statistical tool. A PERT chart presents a graphic illustration of a project as a network diagram consisting of numbered nodes (either circles or rectangles) representing events. . Define the Project and all of it¶s significant activities or tasks. there are six steps which are common to both the techniques. 2. The Project (made up of several tasks) should have only a single start activity and a single finish activity.The Framework for PERT and CPM Essentially. The procedure is listed below: 1. Develop the relationships among the activities. Decide which activities must precede and which must follow others. Each Activity should have unique event numbers.3. Draw the "Network" connecting all the activities. Use the Network to help plan. monitor and control the project. 4. . 6. This is called the critical path. schedule. Compute the longest time path through the network. Assign time and/or cost estimates to each activity 5. also called µnodes¶ Combination of all project activities and the events SUCCESSOR ACTIVITY Event : Network : PRECEEDING EVENT . uses up resource and consumes time ± may involve labor. contractual negotiations. machinery operations Activity on Arrow (AOA) showed as arrow.DEFINITION OF TERMS IN A NETWORK Activity : any portions of project (tasks) which required by project. AON ± Activity on Node beginning or ending points of one or more activities. paper work. instantaneous point in time. E . C C D.Example Develop the network for a project with following activities and immediate predecessors: Activity A B C D E F Immediate predecessors B A. Network of Seven Activities 1 B A 3 dummy D E 4 F 7 C 5 2 . EF = ES + t can be used to find the earliest finish time for a given activity. thus the earliest finish time for activity A is EF = 0 + 5 = 5 .Earliest start & earliest finish time Starting at the network s origin (node 1) and using a starting time of 0. ES = 0 and t = 5. For example. for activity A. we compute an earliest start (ES) and earliest finish (EF) time for each activity in the network. Scheduling with activity time Activity A B C D E F G H I Immediate predecessors A A A E D.F B.H Completion Time (week) 5 6 4 3 1 4 14 12 2 Total «« 51 .C G. Network with ES & EF time 2 D[5.8] 3 5 7 6 4 1 3 . EF. ES. duration.Activity. LF EF = earliest finish time ES = earliest start time Activity 3 2 LF = latest finish time LS = latest start time . LS. we trace back through the network computing a latest start (LS) and latest finish time for each activity LS = LF ± t can be used to calculate latest start time for each activity. thus the latest start time for activity I is LS = 26 ± 2 = 24 . LF = 26 and t = 2. For example. for activity I.Latest start & latest finish time Starting at the completion point (node 7) and using a latest finish time (LF) of 26 for activity I. 8] 3[7.Network with LS & LF time 2 D[5.10] 5 7 6 4 1 3 . PROJECT IMPLEMENTATION . The weaknesses and threats are hindrances that can hamper project implementation. The implementers should ensure that they devise means of overcoming them. .Meaning Implementation is the stage where all the planned activities are put into action. Before the implementation of a project. opportunities and threats (external forces). The strength and opportunities are positive forces that should be exploited to efficiently implement a project. the implementers should identify their strength and weaknesses (internal forces). -This strategy includes a review of hardware. the production infrastructure needs to be in place. -When you are ready for implementation. software. etc. communications. .Steps for implementation Prepare the infrastructure. -Many solutions are implemented into a production environment that is separate and distinct from where the solution was developed and tested. -In some cases. Coordinate with the organizations involved in implementation -Part of the implementation work is to coordinate the work of any other groups that have a role to play. the infrastructure groups were forced to drop everything to make the implementation a success. . developers simply failed to plan ahead and make sure the infrastructure groups were prepared to support the implementation. -As a result. This type of training could be completed in advance -Training that takes place close to the time of implementation should be made part of the actual implementation plan. . Implement training -Many solutions require users to attend training or more informal coaching sessions. Perform final verification in production. needs to take place once the infrastructure and the solution are implemented. -Data conversion. Convert the data. . changing data from one format to another. this verification step could be extensive. -You should have prepared to test the production solution to ensure everything is working as you expect. -Depending on the type of solution being implemented. . the project team should address and fix them. Monitor the solution. -Many IT solutions require changes to be made to business processes as well. .Usually the project team will spend some period of time monitoring the implemented solution. Implement new processes and procedures. If there are problems that come up immediately after implementation. These changes should be implemented at the same time that the actual solution is deployed. PROJECT ORGANIZATION . They will all have a temporary assignment to the project. All the project team members are coming from different organizations of part of the organization. A project organization is a temporary thing. . It will only exist from the projects start until its end. . it should be constructed in such a way that the strategy can be implemented within the environment of the project The project team that does the work should be as small as possible. Stakeholders can also be a part of thr project team. The project organization should be a result from the project strategy. g. not just your own element) Defining crystal clear terms of reference and accountabilities for all key roles and bodies. sponsor. steering committee etc . e.e.What's involved in Effective Project Organization? Identifying all key roles and in particular defining their responsibilities (i. supplier and the customer(s) . and their specific responsibilities Defining ways of working' for your team. describing how you will work with key partners. at all levels. Defining clear supplier/ partner / customer interfaces. 2. In a functional structure. It works best in small organizations 3.Types of project organization structure Functional Structure: 1. A functional organization is the most common type. the organization is broken into different sections based upon specialty . Project Structure 1. Sometimes these team members are permanent. 3. The project manager has complete control. unlike in the functional structure. and all team members report directly to the project manager. . In a project structure. 2. all the work is looked at as a project. and sometimes they are hired as temporary workers to help with the project until its completion. 2. Each team member has two bosses. The matrix structure combines both the functional and project structures. Matrix Structure 1. . they report both to the functional manager and the project manager.