Management : is the process of using organizational resources to achieve organizational goals through Planning, Organizing, Controlling and leading.
It is thus, a set of activities directed at an organization’s resources with the aim of achieving organizational goals in an efficient and effective manner.
3. Agenda
► The Concept of Project, Project Planning,
Project Management
► Project Characteristics
► Project life cycle
► Development of a Business Plan/ Making
your case
► Project Management Issues
► Evaluation & Assessment (How to Measure
Success)
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4. Upon completion of this module, you will be
able to:
▪ Change the way you look at, and understand
your own work
▪ Define the characteristics of a Project
▪ Distinguish between project and program
▪ Define the lifecycle of a project
▪ Increase your awareness of Project
Management and how its principles are
transferable to LASPs.
Learning Outcomes
4
5. • Guide to the Project Management Body of Knowledge
(PMBOK® Guide).
• Beyond NGO-ization? Reflections from Uganda.
Nyakana, J (2013).
• The Project Office: A Key to Managing Projects
Effectively, Crisp publications, Menlo Park, CA. Block,
T.R. and Frame, J.D. (1998).
• Introduction to: The Governance of not-for-
profitorganizations, Glaeser, E.L. (2003).
• Project Management
– The Complete Idiot’s Guide
Reference Material
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7. What is a project
• The fundamental
nature of a project is
that it is a
“temporary
endeavor undertaken
to create a unique
product, service, or
result.”
PROJECT
OBJECTIVES/
DELIVERABLES
END
START
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8. • Interrelated Tasks
• Involve People
• Predetermined timeline
• Clear beginning and end
• Fixed Budget
• Unique and Specific Deliverable (Product,
Service, or Result).
• PMI. A Guide to the Project Book of Knowledge, 4th ed.
Project Characteristics
8
9. Management
►Management : is the process
of using organizational
resources to achieve
organizational goals through
Planning, Organizing,
Controlling and leading.
►It is thus, a set of activities
directed at an organization’s
resources with the aim of
achieving organizational goals
in an efficient and effective
manner.
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10. • Legal Aid Bill Advocacy campaign
• Fund raising campaign
• Appreciation dinner
• IT upgrade
• Legal open days
• PPM Training
• What other kinds of projects do you undertake?
LASPs Project Examples
1
0
11. Project versus Operational Work
The purpose of operational tasks
is to carry out day-to-day
activities and sustain the
business while the purpose of a
project is to meet specific
objectives.
OPERATIONAL
TASKS
START
OBJECTIVE 2
OBJECTIVE 1
OBJECTIVE 3
Basic Concepts
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12. “Project management is the process of the
application of knowledge, skills, tools, techniques
and activities to project activities to meet project
requirements.” (From PMBOK® Guide)
What is Project Management
1
2
13. What is “Project Management?”
“Project management is the art of creating an
illusion that any outcome is the result of a series
of predetermined, deliberate acts when, in fact, it
was dumb luck.”
Harold Kerzner, Project Management, pg. 3
“Project management is the planning, organizing,
directing, and controlling of company resources
for a relatively short term objective that has been
established to complete specific goals and
objectives.”
Harold Kerzner, Project Management, pg. 4
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14. • Planning
• Creating, then fine tuning,
the overall project plan
• Monitoring
• Tracking & reporting progress
Two Main Components
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15. Exercise
What are the attributes of a
good Project Manager
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17. • Too often, organizations follow Nike’s advice when it comes to
managing projects when they “just do it.”
• The Standish Group 2009 CHAOS Report that tracks
• project failure rates….
• Consider UG: 95% don't live to see 1st BD.
• When are companies going to
• stop wasting billions of dollars
• on failed projects?
• The vast majority of this waste is
• completely avoidable:
• simply get the right business needs
• (requirements) understood early in the process and ensure that
project management techniques are applied and followed, and the
project activities are monitored.
Project Execution
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18. • Scope
• Time
• Cost
• Usually we can only get two - one of these must be sacrificed
• The quadruple constraint is a variation of this which includes
quality
• Scope: what is it you are supposed to be doing (and not supposed
to be doing)?
• Time: not necessarily duration (start and end dates) but total
number of man hours
• Cost: Not only $€£¥, but time, opportunity,
• Project quality is affected by managing these three variables.
The Triple Constraint: Always Question of Managing
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19. • Poor project planning
• Inadequate risk analysis and mitigation plan
• Weak project schedule
• Weak business case
• Inadequate analysis
• Lack of senior management support and involvement
• You must secure management buy in!
Why do Projects fail?
1
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20. Who are the Project
Participants?
• Project Sponsor
• Stakeholders
• Project Manager
• Project Team members
• Users
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21. Who are the Stakeholders?
• A "Stakeholder" is a person or organization who
have a vested interest in the success of an
organization and the environment in which the
organization operates”, such as:
• Community organizations
• Client / Sponsor
• Program / Portfolio managers
• Team, PMO
• Subcontractors
• Users
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22. What is Project Sponsor’s Role?
• Define what needs to be done (but not how)
• Identify schedule, resource, and budget
constraints
• Approve deliverables
• Approve scope, schedule, and budget
changes
• Accept final outcome of project
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23. What is the Project Managers Role?
• Define project tasks, costs, and timelines
• Allocate human resources
• Make estimates of time and $$
• Develop schedules
• Oversee QA (Quality Assurance)
• Define and monitor standards
• Communicate with teams and client
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24. The main responsibilities of a PM
• Integrate: bring all required participants together to understand
the need for the project, as well as the expected deliverables and
outcomes
• Communicate: communicates to various departments,
management and external organizations. Ensures all stakeholders
receive information, status and updates in a timely fashion
• Leader: motivate all participants
• Decision maker: holds key decision making authority.
Presents ideas to senior management to obtain buy-in,
when required
• Interface: acts as a liaison between the various
departments/organizations involved in the project
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25. Required Skills
• Team building; Leadership; Problem solving;
Decision making; Communication; Planning;
Organization; Interpersonal; Negotiation.
• Project Managers require the above skills to manage a
project successfully.
• Negotiation skills are required when explaining to
management the various alternatives available and
expressing to them the most viable; to explain to
management and stakeholders the triple constraint and
how the three elements will be affected, depending on
the decisions made.
• Good communication skills are required to present
information and ideas in a clear manner
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26. Project Life Cycle
A project life cycle is “a collection of generally sequential
and sometimes overlapping project phases whose name
and number are determined by the management and
control needs of the organization.” (PMBOK® Guide)
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27. Project Life Cycle
A project life cycle is “a collection of generally sequential and
sometimes overlapping project phases whose name and number
are determined by the management and control needs of the
organization.” (PMBOK® Guide)
Basic Concepts
Initiate Close
Execute
Plan
Statement
of Work
Project
Charter
Project Plan
Project
Completion
Status
Reports
Project
Deliverables
Stakeholder
Register
Communica
tion Plan
Issue Log
Change
Request Log
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28. A project life cycle is “a collection of generally sequential and
sometimes overlapping project phases whose name and number are
determined by the management and control needs of the
organization.” (PMBOK® Guide)
Project Life Cycle
5%
20% 60%
15%
Concept Planning Execution/Control Closing
Percentages and graph refer to the amount of effort (people)
in LASPs projects = 90-95% of cost!
Definition | Analysis |Design|Build|Test|Accept| Implement| Operation
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33. Project Planning –
5 Stages
• Prepare project overview
• Develop activity plan
• Assign responsibilities
• Put plan into action; track progress
• Prepare closeout report
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34. • High-level summary of the project
• Sets the overall scope
• Clearly written to communicate
• Team leader responsibility
• Critical to get this right!
Stage One: Project Overview
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35. What’s In a Project Overview?
• Statement of Problem (or
Opportunity)
• Goals and Objectives
• Measures of Success
• Approach, Process, and Timing
• Assumptions and Risks
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36. Goals and Objectives
• Goals and objectives describe what we
want to achieve to solve the problem or take
advantage of the opportunity
– Keep them simple
– Focus on the important items
– Collectively, they define the scope
– They must be measurable for success
– Clearly written
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37. Goals and Objectives
- Use the SMART Test
S – Specific
M – Measurable
A – Attainable
R – Relevant
T – Time-Based
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38. Question -
Based on your project goal,
What are our most important
objectives?
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39. Measures of Success
• Our desired results that can be quantified
–Numbers, frequency, degrees of change
• Avoid intangible measures
–Make it “better”
• Superlatives can be hard to achieve!
–Avoid use of “all” or “never”
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40. Question -
What measures of success
should we use in our project
example?
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41. Approach, Process, & Timing
• Describe how we will go about our
work – what will we do?
• Define the schedule you will follow
• Consider how success was
achieved in similar projects
• For a new project – be creative!
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42. Project Planning
1) Steps required to accomplish the project
objectives
2) Tasks needed to be done at each step (using
Work Breakdown Structures)
3) Estimate of how much effort each task requires
4) The resources required for each task
5) (Given 3. and 4.) Calculation of how long each
task/step will take
6) (Given 4. and 5.) Calculation of task, step and
project costs
7) The inter-dependencies of tasks
8) The schedule for each task and the whole project
(Milestones, Deliverables, payments)
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43. Project Scope Planning
Scope Management
• Ensuring that the project includes all the work
required, only the work required.
• Dividing the work into major pieces, then
subdividing into smaller, more manageable
pieces.
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44. A Different Adage:
If you plan the work . . .
. . . you plan for success!
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45. Planning
Inadequate planning leads to frustration towards
the end of the project & poor project performance
Project Start Project End
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46. • Within specifications
• Within allotted time period
• Within the budgeted costs
• Accepted by the client/user
• Minimal and mutual scope changes
• Within corporate culture & without
disturbing organizational workflow
Measurements of Project Success
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47. What Gets Monitored
and Controlled
Scope
Deliverables
Schedule
Cost
Quality
Risk
Procurements
Monitoring and Controlling Process
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48. Professionalism
“Doing the Right Thing”
• Follow laws and policies.
• Treat everyone fairly and with respect.
• Respect your Community and the environment.
• Keep learning.
• Respect other people’s cultures.
• Respect copyright laws.
• Be honest.
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49. What makes a project
successful?
Positive Results Obtained
“Right Processes” Focused
Continual Relationship-Building
Ongoing, Clear Communications
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50. Some Practical
Project Manager Tips
• Be a great communicator
• Exhibit effective interpersonal skills
• Manage conflict
• Practice good time management,
using PM templates, techniques
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52. Goals of Section
• Understand the process of developing
a business plan and the role of the
business plan in the overall planning
process
• Learn the components of a business
plan
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53. Planning Process
Component Description
Internal Constraints Organizational mandates
SWOT analysis Strengths, Weaknesses, Opportunities
and threats
Mission Institutional purpose & values
Strategic Plan Within mission, set realistic goals and
objectives / activities
Stakeholder analysis “Entities” who have a stake in the
results
Business Plan General description of implementation
Operating Plan Specifics of business plan for given
period
Vision for success How the organization will look when
plan is implemented
*Based on Bishoff and Allen (2004)
3
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54. Components of a Business Plan
The business plan needs to address the
following issues:
• What is the need?
• Who is the target audience?
• How is the proposed project the best
solution?
• What will be the impact on the
institution?
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55. Components of a Needs Analysis
• Determine types of
information/data needed
• Identify what issue you want to resolve with the project
• Collect and analyze data
• Describe how your planned
project is a solution
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56. Types of Data Needed
• Who is your target audience?
• How are their needs being meet, or not?
• Where are the gaps in service, in content?
• What skill, knowledge, or behavior can be
improved?
• Environmental scan of what other projects
are doing.
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57. How to Find or Discover Data
• Trends of 2AJ Analysis.
• JLOS reports
• Use UBOS statistics
• Use Library information
• Size and scope
• Use statistics
• Reference desk statistics
• Published studies
• Surveys
• Peer to Peer network.
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58. Benefits of Solution
• Describe the solution
• Detail the benefits
• Describe how the solution will close the
gap
• Calculate the cost of the solution
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59. Selling your Project
How does the project help fulfill institutional (LASP)
mission & goals
▪ Supports community outreach & public relations
▪ Increases indigents and vulnerable user base
▪ Increases revenue (through income but also
through donations)
▪ Creates more efficient workflow
▪ Helps preserve original materials (less wear &
tear)
▪ Supports knowledge management function of
institution
Success opens many doors, “failures” can close them. The word “failure” is scary to some. Failure in this
context: not meeting the goals of the project, especially the goals expressed in the grant
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60. Presenting the Costs to Your
Administration
• Include a brief statement of project goals
• Clearly state which (original) collections will be
included
• What equipment is needed
• Staffing—how many, and what skill sets?
• Hidden costs: “Social marketing,” facilitation
for volunteer members, grant management costs
• In-kind costs (e.g. staff release time)—effect on
other projects
• Maintenance and utilities.
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61. “Selling” the project to internal staff, SMT or even the
BoD, all may need to hear different content
• Know your audience. When selling your
project to SMT(even if it was their idea), they
may not want to hear the nitty gritty details.
• Packaging information for a specific audience
is an art. So practice your presentation to
someone who has a similar knowledge base.
Presenting your Case
12
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63. •Project Management Body of Knowledge (PMBOK) - Fifth Edition and other
Standards publications
Organizations:
•PMI – Project Management Institute (global organization)
•Events, books, whitepapers, certification
•ProjectManagement.com
•Events, books, whitepapers, templates, community
•PSPMI – Puget Sound PMI Chapter
•Breakfast and dinner seminars, templates, networking events, SMEs, PMP exam
prep
•Free PSCares tools and templates
Certifications – Project Management Professional (PMP), others via PMI
Additional Resources
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64. Evaluation
What are the key points of this module?
–What did you find most useful?
–What can we improve upon?
–Other items you want us to cover or
share in future?
64
68. Determine the requirements for the
conference. What is your goal?
Initiating
Develop the Plans
Planning
Organize and conduct the conference
Executing
Follow-up on results and CELEBRATE
Closing
During the entire project someone will
be monitoring the project’s progress.
Monitoring and Controlling
Basic Concepts
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