Topic 01 Overview of Project Management

Overview of
Project Management
The Essentials
Why P.M.?
The need to shift from individual heroes
to processes which enable:
 better and more predictable outcomes
 more effective use of limited
resources
 Lessons learned to contribute to
improving processes
JKR Project Management
 Aims and Objectives
 Competency based Learning
 Sessions & Topics
 Course Materials:
Handbook, Handouts & Exercises
 Project Success
 Maturity Model
 About you
The days ahead –
program outline
 Presentation & discussion

 Workshop sessions
 Project Management Plan
 Presentation of outcomes
KEY STAKEHOLDERS
 You
 JKR Senior Management
 Customers
Importance of participation
It’s a workshop
 Discuss, question, test
 Exchange experiences
Training OBJECTIVES
Workplace Objective:
To plan and manage capital expenditure projects for Jabatan
Kerja Raya using an integrated management system.
Learning Objectives:
 To provide participants with knowledge of the principles,
skills and techniques required for effective project
management throughout the JKR project cycle.
 To produce an outline Project Management Plan (PMP) for
a current project.
 To apply JKR project management methodology,
procedures, work instructions and tools.
Competency
 What I know +
 What I learn +
 Applied in the workplace
 To JKR PM requirements
How will you benefit
 Understanding of phase integration

 Common work methodology
 Common terminology mcd
 Consistency of outcomes
 Predictable outcomes
 Less stressfor you the PM
The Project Management Jigsaw Puzzle
Workshop Topics
Introduction to PM Risk
Planning & Control Human Resources
Scoping a Project Communications
Resource Procurement
Management (T & C) Project
Quality Integration
PM Body Of Knowledge
9 Functional Areas
PMBOK
Scope Time Cost Quality HR Comms Risk Contracts Integration
PLAN DESIGN TENDER IMPLEMENT FINALISE
JKR 5 Project Lifecycle Phases

Project Performance Analysis
Number of Projects
“Real Business Excellence “As Good As It

Dogs” As Usual Gets”
-40% +10% +20% +40%

Eroded Wealth Created
T Crow / P Barda
What is Wealth?
 Physical asset lower life cycle cost

 Return on investment
 Supplier margins
 Quality of life
 Extra services for end users that exceed the user’s
expectation
 Improved operator morale
T Crow / P Barda
Reasons Projects Succeed
Reliable
estimates Minimized
 Why ? Formal methodology
5%
scope
12%
 What ? Standard 5%
infrastructure Clear business
6% objectives
 How ? Executive
14%
support
 When ? 15%
 Who ? User
involvement
5%
 Where ? Skilled Staff

17%
14%
7%
Experienced
Project Manager
Agile requirements
process
Source: “Chaos Chronicles, III, 2003”. www.standishgroup.com

Top Project Success Factors:
Keys to More Successful Projects
 User (customer) involvement

 Executive support
 Clear Objective
 Experienced project manager
Standish Group International – CHAOS Chronicles, 2003
(Findings from the study of 30,000 IT projects)
Let’s Look at the Next
Question…
How and to what level are

organisations realising the
benefits of Project Management?
Evidence of Improvements in
Management of Projects
Categories 1994 2003
Project time overruns (over 222% 63%

original estimate)
Project cost overruns 189% 49%
Project success rate (on time, 16% 28%
on budget, within scope)
Failed 31% 23%
Standish Group International – CHAOS Chronicles, 2003

(Findings from the study of 30,000 IT projects)
Organisational Maturity Model-
attaining the next level
Adaptive = Continuous Improvement
Managed = Systems Operating
Organised = Processes Managed
Abbreviated= Some processes operating
Ad-Hoc = disorganised / chaotic

Maturity Levels of PM
Behaviour first … Systems second
5. Adaptive Continuous
Systems Improvement
4. Managed Measurable
3.Organised Monitoring & Control

Behaviours 2. Abbreviated Individual Project
Planning
1. Ad-Hoc
Organisational Maturity
Ad-Hoc:
The project management process is described as disorganized, and
occasionally even chaotic. Systems and processes are not defined. Project
success depends on individual effort. Chronic cost and schedule problems.
Abbreviated:
Some project management processes and systems are established to track
cost, schedule, and performance. Underlying disciplines, however, are not
well understood or consistently followed. Project success is largely
unpredictable and cost and schedule problems are the norm.
Organized:
Project management processes and systems are documented, standardized,
and integrated into an end-to-end process for the company. Project success is
more predictable. Cost and schedule performance is improved.
Organisational Maturity
Managed:
Detailed measures of the effectiveness of project management are
collected and used by management. The process is understood and
controlled. Project success is more uniform. Cost and schedule
performance conforms to plan.
Adaptive:
Continuous improvement of the project management process is
enabled by feedback from the process and from piloting innovative
ideas and technologies. Project success is the norm. Cost and
schedule performance is continuously improving.
Quantifying the Value of Project Management
Companies that are more mature in
project management have:
Better project performance (estimating
accuracy)
Less mature – miss budget by 20%
Less mature – miss schedule by 40%
Better cost/schedule predictability
(precision) and lower project
management direct costs
W.Ibbs, J.Reginato, Quantifying the Value of Project Management, PMI 2002

Value of Project Management Offices
Project management offices (PMOs) can

provide beneficial financial impact
 Provide standard methodology for
managing projects
 Have responsibility for process and project
reporting and tracking
 Ensure that similar projects are executed
in a similar way
 Have information needed to speed up or
slow down a process
2003 PMO Survey by CIO
Magazine
Characteristics of
exceptional project managers
They possess three competencies:
 Capable of effective planning

 Can bring together, and keep
together, a team to carry out this plan
 Displays strong leadership.
JKR Project Management
 Sessions & Topics

 Course Materials:
Handbook, Handouts & Exercises
 About you
About You…….
 Your preferred Name
 Your job role
 Your current skills and what you
hope to gain from this program
 The Project you will work during
this workshop
Thoughts for Project Managers
Not everything that counts can be counted,
and not everything that can be counted counts.
--Albert Einstein
Fools you are.

To say you learn by your experience.
I prefer to profit by others‘ mistakes
and avoid the price of my own.
--Otto von Bismarck

Topic 01 Overview of Project Management

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Topic 01 Overview of Project Management

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Overview of

 Presentation & discussion

 Understanding of phase integration

Scope Time Cost Quality HR Comms Risk Contracts Integration

PLAN DESIGN TENDER IMPLEMENT FINALISE

JKR 5 Project Lifecycle Phases

“Real Business Excellence “As Good As It

-40% +10% +20% +40%

 Physical asset lower life cycle cost

 Improved operator morale

 Where ? Skilled Staff

Source: “Chaos Chronicles, III, 2003”. www.standishgroup.com

 User (customer) involvement

How and to what level are

Project time overruns (over 222% 63%

Standish Group International – CHAOS Chronicles, 2003

Managed = Systems Operating

Organised = Processes Managed

Abbreviated= Some processes operating

Ad-Hoc = disorganised / chaotic

3.Organised Monitoring & Control

W.Ibbs, J.Reginato, Quantifying the Value of Project Management, PMI 2002

Project management offices (PMOs) can

 Capable of effective planning

 Sessions & Topics

Fools you are.

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