1. PROJECT MANAGEMENT
Fundamental Elements

2. Fundamental Questions
WHAT
WHY
WHEN
HOW
WHERE
WHO
I keep six wise serving men.
(They taught me all I knew).
There names are What & Why & When,
and How & Where & Who
(Rudyard Kipling 1902)

3. Project Management, Business
and Customers
Business today demands faster projects, decreased delivery
times.
Customers want to know what is happening and are more
demanding as they too are under pressure to deliver faster.
This leads to an environment of increased competition.
In competitive environments the rewards will go to those
organizations which are more flexible, more in tune with their
customers' wants and focused on their main product or service,.
In order to do this all aspects of business (product delivery,
profit, growth & market share) need to be optimised.

4. Why do we need Project
Management?
Project management enables organisations to
Identifying problems with the project and enable
issues to be escalated which allows
Tasks to be done more efficiently by identifying
issues earlier which results in
Getting things done more cost-effectively and
Delivering projects on time, in budget and to the
right quality.

5. Which means that
Problems may be managed in a timely manner so
products are delivered to deadlines.
Organisations have an opportunity to mitigate
possible cost overruns
Customers expectations and requirements are met
Organisations & individuals gain a reputation for
successful delivery which often equates to
PROFITS & BONUSES
Greater Market Share, less competition, increased
customer confidence etc

6. What is a Project?
An activity of limited duration
The purpose of which is to create some sort of
outcome / deliverable
That has generally not been done before in terms
of client / team/ contract / environment, and
The achievement of which signals completion of
the activity.

7. Typical Project

8. What is Project Management
PM is a technique for ensuring that we do the following
systematically…
- scheduling tasks (time management)
- defining the work and risks (scope & risk management)
- budget specification (cost management)
- assigning responsibility for tasks (quality and organisation)
Plus recognising, analysing and implementing changes in a
controlled manner

9. Project vs Technical Management
Managing the project is similar for all types of
project,
But
Managing the technical aspects can be different for
each project

10. Systematic Approach

11. PM Standards & Practices
International Bodies (Association of Project Managers
(UK); Project Management Institute (USA)
National / Statutory Bodies
Societies
Companies

12. Project Phases
Initiating
Planning
Execution
Monitoring & Control
Close Out

13. PM Processes & Areas
KNOWLEDGE AREAS INITIATING PLANNING EXECUTION
MONITORING &
CONTROL
CLOSE OUT
INTEGRATION 1 1 2 2 1
SCOPE 4 2
TIME 6 1
COST 3 1
QUALITY 1 1 1
HUMAN RESOURCES 1 3
COMMUNICATION 1 1 1
RISK 5 1
PROCUREMENT 1 1 1
STAKEHOLDERS 1 1 1 1
2 24 9 11 1
PROCESS GROUP

16. Project Components – Triple
Constraint
To meet the scope of the project we work within:
Time – schedule, delivery dates
C0st – cost of material, resource, services
Quality – standard to be achieved
You can have it cheap, fast or good – choose any two

17. Change - Trade Off

18. Why Project Management

19. Fundamental PM Elements
Requirements
Scope – Work / Product Breakdown Structure
Organisation / Individual Responsible for each element
Price / Cost per element
Schedule – Durations & Dependencies
Change Control
Reporting / Communicating
Documentation

20. Requirements (FACTS)
FEASIBLE – able to be satisfied
AMBIGUITY FREE- not vague
COMPLETE – all information available
TESTABLE – able to be verified
SIMPLE – short, concise
If requirements are not defined the project plan is compromised,
work can be abortive, work may need to be repeated, price/cost
increases, resources are tied up, delivery is late, expectations not
met.

22. Scope
the work that must be done in order to deliver a product with
the specified features and functions
A work breakdown structure is a grouping of project delivery
elements that organizes and defines the total scope of the
project: work not in the WBS is outside the scope of the
project.
It essential that the scope is defined rigorously or the project will
have gaps from the outset. Scope is categorised into component
parts which can be assessed for their risk, logical sequence, and
who is responsible.

23. WBS – Marine Fire Systems
Requirements 3rd Party Materials Mechanical System Transport Clash Resolution Component Tests
Specifications Documents COTS Electrical System Insurance Site Attendence FAT
Interfacing Needs Approval Specialists Control System Storage SAT
Configuration System Integration Spares Integrated T& C
System Level Assembly Acceptance
Detailed Design Packaging Manuals
Design Review Manuals
Design Complete
Design Verification
PLUS - Project Reports
- Invoicing
- Mandatory Meetings / Reviews
- Other requirements
- Defects Liability
Fabrication Delivery
Testing &
Commissioniong
Marine Fire Systems
Installation SupportDesign Approval Procurement

24. WBS
Provides the basis for planning, scheduling, cost
estimating, configuring, monitoring, reporting,
directing and controlling the project.
Identify risks associated with each element of the
WBS so ‘uncertainties’ made visible.
Aids communication with vendors/team members /
management
Essential to breaking down the project into manageable
components and assigning risk, owner, duration, cost.
Allows change and impact of change to be analysed.

25. Organisational Aspects
Organisational Breakdown Structure for delivery/service–
indicating responsible person / organisation (& point of
contact)
Suppliers
Internal Resource / Department
External Resources / Suppliers
Client – yes the Client - as they need to make decisions/pay and
take time for meetings etc.
If a delay/overrun/problem is occurring the responsible party must
be identifiable and made accountable to provide a workaround to
resolve the problem…this includes the Client

26. Cost
Estimates for each element – Budgeted cost
Actual Costs incurred –
Payment Received
Value of Work Done
Proportional costs aggregated for overall progress
Forecasting
Tracking of costs is essential in the performance of a project
commercially. Deviation from forecast must be flagged/escalated
so mitigation measures may be instigated in a timely manner.

27. PM Technique – Earned Value

28. Schedule
Activities required for project completion
Durations of each task
Durations for Approvals / tests
Lead time
Regular Milestones based on tangible and objective
events to demonstrate progress.
Essential to ensuring that all work is programmed and
sequence is logical. Allows for dependencies to be
shown and impacts of change/delays to be analysed.

30. Basic Project Plan

31. Change
Client Requirements
Creeping Scope
Creeping elegance
Lack of planning
Risks realised
Change is inevitable be it from internal or external
agencies. Change means that the original plan may
not be valid and re-planning is required affecting
cost/time/quality.

32. Scope Creep
Lack of clarity or detail in the original description of
scope, objectives, or work
Willingness to modify a project without formal
review or approval
Allowing participants who do not do the work
associated with any change to decide
Feeling that you should never say “NO” to a Client
Personal pride that makes you believe you can
accommodate anything

33. Reporting / Communicating
Progress Meetings
Regular Project Reporting (Weekly)
Meaningful Reports addressing:
Schedule / Time
Costs
Resources
Changes / Risks / Issues
Problems and Actions being taken/needed
Overall Status

34. 28% of projects fail due to poor
communication
– A recent research in 2012 conducted by PMI®

35. Reporting / Communicating
Use predetermined metrics to measure work done
Use baselines to measure progress
Status reports identifying issues and actions to
resolve issues
Escalate issues when they occur rather than ‘ponder’
(“Contact-wait out” or interim SITREPs)
‘No news’ does not mean ‘good news’ on a project
Meetings to ensure messages are communicated and
understood…
“I sent an email” has never solved any project problem

36. Hiding
YES YES
NO NO
YES
NO
NO
YES
A risk manifests itself
Problem Avoided
Conceal it before
anybody finds out
Bury it
Get in first
with your
story
Sit tight and hope the risk
goes away.
Will it show? Can you
hide it?
Can you blame somebody
else, circumstances,
client?
Could admission damage
your career?

37. Learning
NO YES
YES
NO
A risk manifests itself
Take ownership &
assess possible
consequences
Take corrective
action & inform
those affected
Tell somebody in
authority
immediately
Cooperate fully to
correct risk and
review procedures
Risk Managed
Investigate why
mistake occurred
Try to learn from
mistakes
Share discovery &
improve process
Could admission
damage your
career/company?
Is it a flaw in
the process /
system?

38. Project Documentation
Project Plan stating the scope (WBS), how work will
be undertaken and by whom, programme and
milestones, quality requirements, risks identified.
Baseline Programme
Baseline Budget
Baseline Resources
Progress Reports measuring progress against
baselines
Change Authorisations
Contract Correspondence

39. Summary
Project management is a management technique for
Getting things done efficiently /faster
Getting things done right, more cost-effectively.
Identifying problems with the project and escalating
issues
Project Management allows for the systematic planning,
organising and controlling of the Project Components
of TIME, COST, QUALITY & SCOPE and
communicating the status of a project to the
participants.

40. Summary
Scope is established from the Requirements and developed into
a WBS
Work is allocated to resources and every element of work has
an owner which carries a cost/budget
Work is planned to be carried out in a logical sequence and a
schedule is developed
Changes are inevitable and their impact on time, cost and
resources can be analysed against the baseline plan.
Reporting against the original plan is essential to ensuring that
the right actions are taken in a timely manner.
Routine and escalation reporting gives visibility on a project
Documentation of the plan and changes ensures that there is
visibility and accountability in the management of the project.

41. What, why, when, how and where
WHO?
Just because there is no ‘project’ in your title does not
mean you are not part of a project.
Everybody contributes and plays a part

42. Afterwords
Good Project Management cannot guarantee project
success, but…
Bad or Absent Project Management will usually result
in project failure.
People make (or break) projects.

43. Questions