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Page 1: Introduction to Project Management

• Overview of T-Level Technical Qualification in Management and Administration (Level 3)

• Focus on Project and Change Management

Page 2: Learning Objectives

• By the end of this session, learners should be able to:

  • Discuss the use of project management approaches in organisations.

  • Explain the approaches of different types of methodologies.

  • Discuss the types of projects that would use a project management approach.

  • Explain the importance of using a suitable project management approach for different types of projects.

  • Explain the potential consequences of not following a project management approach.

Page 3: What is Project Management?

• Project Management (PM) is defined as the process of initiating, planning, and utilising all resources to achieve a specific, time-constrained goal successfully.

• Key PM processes include:

  • Initiating the project.

  • Setting deliverables.

  • Scoping the project.

  • Creating an implementation plan.

  • Managing resources.

  • Risk management.

  • Monitoring and reporting.

• Each project is defined by its specific purpose, having distinct start and end dates.

Page 4: Importance of Project Management

• PM is crucial because it involves investments of time, money, and materials. Proper management is essential to avoid failures.

• Key reasons why PM is important include:

  • Provides direction and leadership.

  • Ensures effective communication.

  • Plans budgets and contingencies.

  • Defines a blueprint to meet milestones.

  • Aligns actions and deliverables of the team.

  • Maintains project schedules.

  • Reduces project delivery risk.

  • Captures lessons learned for future projects.

Page 5: The Project Life Cycle

• The project life cycle is divided into four phases:

  • Initiation: Sets goals, scope, and risks.

  • Planning: Involves budgeting, resources, and timeline.

  • Implementation: Encompasses actions, team dynamics, and timelines.

  • Completion: Involves tracking, hand-over, and analysis.

• Various PM methodologies provide tried and tested approaches, often tailored to an organisation's preferences.

Page 6: Managing Projects – Initiation Phase

• The initiation phase involves feasibility testing of the project, with discussions among stakeholders about the plans and objectives before a decision is made to proceed.

• Key activities in this phase:

  • Identify deliverables and project goals.

  • Assess priorities and constraints.

  • Define project scope (what is included and excluded).

  • Evaluate risks, including resources, budget, and time.

  • Present project proposal documents to clients.

Page 7: Managing Projects – Planning Phase

• The planning phase begins once the project proposal is approved. Key elements involve:

  • Creating a high-level project blueprint with milestones.

  • Developing a detailed task plan for each milestone.

  • Identifying responsible team members.

  • Including all necessary resources and information.

• The planning process is ongoing, requiring adjustments as needed based on project developments.

Page 8: Managing Projects – Implementation Phase

• During the implementation phase, the project team begins executing the required work.

• Core activities include:

  • Setting up tasks and managing team members.

  • Tracking task completion status.

  • Monitoring the critical path to avoid bottlenecks.

  • Regular communication of project progress with clients.

Page 9: Managing Projects – Completion Phase

• Upon ensuring client satisfaction, the project enters the completion phase.

• Important actions include:

  • Analyzing project performance against objectives.

  • Documenting lessons learned for future reference.

  • Handing over final project deliverables to clients.

  • Releasing team members and resources.

Page 10: Project Management Methodologies

• Project managers often prefer a specific methodology that suits their needs. Common methodologies include:

  • Agile

  • SCRUM

  • PRINCE2

  • Six Sigma

• Regardless of the chosen methodology, the goal is to complete the project effectively, within time and budget constraints.

Page 11: Project Management Methodologies – Agile (1)

• Agile project management emphasizes continuous improvement and responsiveness throughout the project lifecycle.

• Key values of the Agile manifesto:

  • Valuing individuals and interactions over strict processes.

  • Favoring working products over detailed documentation.

  • Prioritizing customer collaboration over contract negotiation.

  • Welcoming change, even late in development.

Page 12: Project Management Methodologies – Agile (2)

• The Agile manifesto comprises twelve guiding principles for effective project management, including:

  • Customer satisfaction through early delivery.

  • Welcome changes to enhance competitiveness.

  • Frequent delivery of working products for customer feedback.

  • Daily collaboration between clients and developers.

Page 13: Project Management Methodologies – Agile (3)

• Agile divides projects into increments, with each increment representing a development cycle called an iteration. Key features:

  • Iterations of 1–4 weeks, non-changeable.

  • Results presented to clients at the end of each iteration.

  • Focus on collaborative development rather than surprise reveals.

Page 14: Agile – Advantages and Disadvantages

• Advantages:

  • Faster delivery of products.

  • Resource-efficient and up-to-date task allocations.

  • Rapid adaptation to change and quick issue resolution.

• Disadvantages:

  • Challenges in progress measurement.

  • Potential neglect of documentation.

  • Continuous change complicates budgeting.

Page 15: Project Management Methodologies – SCRUM (1)

• SCRUM is a framework for managing complex projects through adaptive processes focused on team collaboration.

• Key SCRUM theories include:

  • Knowledge gained from experience.

  • Lean thinking to minimize waste.

  • Focus on essential project elements.

Page 16: Project Management Methodologies – SCRUM (2)

• The SCRUM framework revolves around a process called the Sprint, encompassing four main elements:

  • Sprint planning

  • Daily SCRUMs

  • Sprint review meetings

  • Sprint retrospectives

• Sprints typically last 1–4 weeks, maintaining consistency across project phases.

Page 17: Project Management Methodologies – SCRUM (3)

• Important roles in a SCRUM team include:

  • Scrum Master: Facilitates communication and processes.

  • Product Owner: Responsible for prioritizing tasks and overseeing the product backlog.

  • Developers: Skilled individuals who handle project tasks effectively.

Page 18: Project Management Methodologies – SCRUM (4)

• SCRUM offers several advantages and disadvantages:

  • Advantages: Flexibility for varying project outcomes, creative collaboration, cost-effectiveness with small teams.

  • Disadvantages: Requires thorough training, can be challenging to implement on larger projects, and may need cultural adjustments within the organisation.

Page 19: Project Management Methodologies – PRINCE (1)

• PRINCE (PRojects IN Controlled Environments) is a globally recognized process-based methodology for project management.

• Features include:

  • Stage-based approach for managing projects of all sizes.

  • Flexibility and integration with other methodologies like Agile.

Page 20: Project Management Methodologies – PRINCE (2)

• PRINCE2 was developed in the UK for government projects and adapted for broader industry use. Its principles include:

  • Continuous justification for project viability

  • Regular lesson reviews

  • Defined roles and responsibilities

  • Stage-based planning and monitoring.

Page 21: Project Management Methodologies – PRINCE (3)

• Roles in PRINCE2 include:

  • Project Board: Composed of the paying client, senior user, and senior supplier.

  • Project Manager: Responsible for budget, planning, and project delivery.

  • Project Team: Executes project tasks, reporting on progress.

Page 22: Project Management Methodologies – Six Sigma (1)

• Six Sigma serves as both a quality improvement tool and a project management methodology, focusing on process efficiency.

• Initial questions for project assessment include potential efficiency gains and operational changes.

Page 23: Project Management Methodologies – Six Sigma (2)

• The DMAIC subprocess is for refining existing processes:

  • Define, Measure, Analyze, Improve, and Control.

• Applicable to operations aimed at improving efficiency in processes.

Page 24: Project Management Methodologies – Six Sigma (3)

• The DMADV subprocess caters to new processes or product developments:

  • Define, Measure, Analyze, Design, and Verify.

• Ideal for projects focused on creating new offerings or services.

Page 25: Project Management Methodologies – Six Sigma

• Six Sigma's advantages and disadvantages include:

  • Advantages: Maximizes customer satisfaction, proven success in metrics, and focuses on process improvement.

  • Disadvantages: Can be rigid, resource-intensive, and may stifle creativity.

Page 26: Project Management – Types of Suitable Projects

• Project management can be classified for identifying suitable methodologies:

  • Examples include community projects, public infrastructure, IT projects, and manufacturing.

Page 27: Project Management Approaches

• Successful project management aims to deliver projects efficiently.

• Consequences of poor management include:

  • Increased costs, missed milestones, and potential damage to organisational reputation.

Page 28: Summary of Key Points

• Overview of the discussed project management approaches and methodologies, along with their importance and consequences of non-implementation.

Page 29: Questions and Closing

• Encouragement for questions regarding the content covered in the session.