PROJECT MANAGEMENT &

LEADING A PROJECT TEAM

Training and workshop facilitated by Tony Copeman & Jamie Longmuir
Tony@JoinedUpStrategy.com
J.Longmuir@icloud.com
Logistics/Housekeeping
 Thought For The Day

“A project gets to be a year late one day at a

time.”

~ unknown but attributed to many

 Objectives
• Understand the value of Project Management in achieving
results

• Know how to apply and use Project Management tools,

concepts and skills

• To use common language and processes on project

teams to address organisation, managerial and technical
issues

• Use Project Management on your own actual projects

 Agenda
• What is a Project
• Its scope and purpose within an organisation

• What is Project Management

• What is a Project Manager
• Why they are so important
• The difference between leadership and management
• The competencies of a good Project Leader
• The Project Leaders’ armory

• The Project
• Building our end-to-end case study project
Introductions
Joint Expectations
What is a Project?
Characteristics of a Project

• “A project is a set of related activities within a temporary

organisation that is created to deliver, according to agreed
conditions, one or more pre-defined products or services”
• The Office of Government & Commerce (2009)

• Projects have three primary characteristics:

• Temporary - lasting, existing, serving, or effective for a time only, not

permanent;

• Unique - existing as the only one or as the sole example, single,

solitary in type or characteristics;

• Require progressive elaboration - process of expanding and

embellishing in detail.
Project Characteristics
• A project has:

• Defined start and end dates;

• Resource constraints;

• A temporary structure;

• Defined objectives that can be

measured to meet business
outcomes;
“Change is inevitable.
• Activities required to make
Change is constant.”
progress towards a desired change
Benjamin Disraeli (1867)
of state.
What is Project
Management?
 Why so Important?
• Project based organisations used to be limited to
consulting firms, construction companies or movie
studios, but
• The constant drive for change and management
restructure has resulted in the emergence of the project
base organisation
• Organisations that are becoming more and more adept to
simultaneously executing a multitude of task involving
people from, often, diverse roles and areas
• People who increasingly are being expected to perform
outside of their “day job” and take the mantle of a leader
What is Project Management

“Project Management is the planning, delegation, monitoring

and control of all aspects of the project, and the motivation of
those involved, to achieve the project objectives within the expected
performance targets for time, cost, quality, scope, benefits and risk.”
The Office of Government & Commerce (2009)

”…the application of knowledge, skills and techniques to

execute projects effectively and efficiently. It’s a strategic competency
for organisations, enabling them to tie project results to business goals
— and thus, better compete in their markets.
PMI BoK (2013)
The project management cycle

• Plan:
• Effective project management relies on effective planning; no plan,
Control
no control; Plan
• The development and maintenance of credible plans provides a
baseline against which progress can be measured.

• Delegate:
• The ability to delegate is important in any form of management, but

Project
particularly so (because of cross-functionality and risks) in project
management.

• Monitor
• In order to deliver work according to plan, prescribed activities must
be monitored.

•
Monitor
Control
Delegate
• The right information available at the right time for the right people to
make the right decisions. 14
What is Project
Management?

Leadershi
p

Project
Management

Information Teamwork
Project Management Can :
“…reduce and manage risk. It puts in place an organisation where lines of
accountability are short and the responsibilities of individuals are clearly
defined. Its processes are clearly documented and repeatable, so that those
involved in the project can learn from the experiences of others.”
The Office of Government & Commerce (2010)

• Prompts careful planning and helps in recording, analysis and

calculations;
• Helps achieve a recognised goal by balancing time, money and quality
(* & other) of resources;
• If any of these elements are altered the others will also be affected and the
projected outcome will change.

Projects are inherently risky endeavours!

Why Project Manage
• Initial project management activity should consider:

• What is the purpose of the project?

• When is the work to start?
• When should the work be completed?
• How is the objective to be achieved?
• Who is available to do the work?
• How much is available to spend?
• Where should the work take place?
• How is project success to be measured?
• Etc. etc. etc….
• Continually ask ‘Do we have a viable project?’

• How is a project and therefore project management triggered?

Project Management History
Common project lifecycle models

• Linear;

19
Common project lifecycle models

• Waterfall;

20
Common project lifecycle models

• Parallel;

21
Common project lifecycle models

• Spiral;

22
Common project lifecycle models

• ‘V’.

23
Project Management Approaches
Competitors or Complimentary?
PRINCE2 PMI / PMBOK
(PRojects IN Controlled Environments) (Project Mgt Book Of Knowledge)

• Worldwide recognition
• Predominately UK but strong in • Provides a framework/guide of tools
Europe and Australia and techniques, is less prescriptive
• Default system for all UK • Focus on skill set development for the
government contracts PM
• growing international • Includes areas such as procurement,
acceptance
HR & Team Management
• Process driven / a methodology
focus allows the PM to “know
the next steps”
• Focuses on governance,
requirements and
responsibilities of project board
What is a Project Manager?
Process & Activities Across the Generic Lifecycle

Misunderstanding

26
Communication

“Communication is the means by which information or

instructions are exchanged. Successful communication
occurs when the received meaning is the same as the transmitted meaning”.
APM 2012

• Communication is not only about speaking to and hearing from people, it's
about understanding the complete message.

Nois
Messag
e
Encode e Decode
Communica
Sender Receiver
tion Medium
Decode Encode
Feedback
Nois
Message
e

• Consider what language to use, and how to convey the message with respect
to tone, feeling and body language.

27
Process & Activities Across the Generic Lifecycle

• Need to address internal and external communications.

• Inside the project.
• Inside the project to outside the project.
• Outside the project into the project.

• What information is going to be communicated?

• Who is to produce the communication?
• Who needs to receive it?
• What frequency of communication is required?
• What format should the communication take?

• Communications Plan lists identified communication needs so they wont be

forgotten and can be understood.
• Save a great deal of effort by cutting out unnecessary communications and
making required communications as efficient as possible (i.e. standardising an
approach to common communication need). 28
Leadership Issues

(Source : Ernst & Young)

Leadership Issues

(Source : Ernst & Young)

Project Leader or Project Manager?
Semantics….or not?
Leader Manager

• Capable of focusing on • Operate along a single

multi-task projects business dimension
• Organises their diary in • Have annual plans and
blocks of time budgets
• Do not “own” the resource
• Have status based control
they use ~ work in a
matrix and lead through over resources they use
persuasion • Champion their function
• Champion the value of
their project externally
and internally
Project Leader or Project Manager?
Semantics….or not?
Vision How this project will benefit all
stakeholders~ customer, company, team,
Project shareholder
Leader
Strategies How the vision is going to be achieved

Plans Specific steps and timetable to implement

the strategy
Project
Manager
Budgets Plans converted into financial projections
and goals
Projects and Strategy

• Projects undertaken to achieve strategic business outcomes.

“…organisations will posses the ability to employ reliable, established

processes to meet strategic objectives and obtain greater business value
from their project investments.” PM BoK (2013)

• Apply knowledge, processes, skills, tools and techniques to enhance

success.
• Means of achieving organisational strategy and objectives.
• Focus on successful delivery of products, services or results.
• The means by which change is introduced;
• Once desired change is delivered, business as usual resumes (in its new form)
and the project ceases.
• Bolster the ability to accommodate / accept risk. 33
Towards the Project-Centric Business

• Four levels of maturity for the

Corporate Success
project-based organisation: (strategies implemented, value
added)

• Level 1 – delivery via a competent

Project Manager, despite of the
Project Success
business; (benefits realised)

• Level 2 – agreed methodology helps

repeat earlier success;
Repeatable Success
• Level 3 – benefits focus (predictable outcomes)

promulgates;

• Level 4 – strategic & project based Project Management

Success
business framework. (cost, time & quality)
Towards the Project-Centric Business

Corporate Governance Divisional Management Programme Management

Divisional Prg
Corporate Vision
Vision Prj Prj Prj
Divisional
Strategy
Corporate
Strategy Divisional Objectives
Project Management
A B C D E Prj Prj Prj
Corporate Objectives
A B C D E
Threat

Opportunity

Desired Change

Threat Benefit(s) Realisation (BR)

Opportunity
Return on Investment (RoI)

Added Value
 Responsibilities of the Project Manager
Project Team
~ smooth, efficient process
~ build expertise

Customer/s Other Project Teams

~ Quality Project ~ limited use of
~timing
~cost
Manager resources
~ share the learning

Company Shareholders
~ profitability of the project
~ visibility and reputation
Management Style and
Influence

Above all else…..

In today’s world, to succeed, a project manager has to be
an

effective influencer
 Planning for Influence
Your Style
• To be an effective manager a high degree of awareness
(of self and others) is critical.
Therefore managers of today MUST:

• Know your style

• Be aware of the styles of others
• Understand how to adapt your style to work with theirs
 Planning for Influence
Your Style
• There are many ”styles” but only three pure styles to consider

• Friendly Helper
• Beliefs and ways of operating are based on kindness, friendship and
mutual assistance

• Logical Thinker
• Beliefs and ways of operating are based on logic, numbers and facts

• Tough Battler
• Beliefs and ways of operating are based on confidence, strength and
competitive winning
 The Art of Continuous Improvement
• Successful Project Managers continuously select, train and grown the
next generation of project leaders

• Successful Project Managers are continuously looking for the next,

more complex, larger project to lead

• Successful Project Managers are continuously on the look out for

excellent resources to bring on board

• Successful Project Managers are ready and willing to cut internal

borders to recruit the best

• Successful Project Managers are continuously offering their resources

superior leadership and development training
 As True Now as it Was Then

“Project Management is the furnace in which

careers are forged”

London Financial Times, September 1999

The Five Phases of Project Management

Initiate Monitor Review

& Plan Deliver & &
Scope Control Close
Phase 1 ~ Initiation & Scope
• The initiation phase answers the most fundamental
questions of project based work and focuses on the
scope, the resources and the outcomes/measures. At
a high level ask;
• What what must be done?
• How should it be done?
• Who will do it?
• When must it be completed?
• How much will it cost?
• What will the deliverables be?

• If these questions cannot be clearly and succinctly

answered, do not start the project !
 Phase 1 ~ Initiation & Scope
• Select a project ~ use best 5

• Define the opportunity in such a way that it is clear for

all stakeholders ~ use mindmap
• Establish clear (SMART) project objectives and success
factors ~ use SWOT & PESTLE
 The Project Manager Tool Kit

• Brainstorming and “best five”

 Phase 1 ~ Initiation & Scope
• Select a project ~ use best 5

• Define the opportunity in such a way that it is clear for

all stakeholders ~ use mindmap
• Establish clear (SMART) project objectives and success
factors ~ use SWOT & PESTLE
 The Project Manager Tool Kit

• Mindmapping
 The Project Manager Tool Kit

• Mindmappin
g
 Phase 1 ~ Initiation & Scope
• Select a project ~ use best 5

• Define the opportunity in such a way that it is clear for

all stakeholders ~ use mindmap
• Establish clear project objectives and success factors ~
use SMARTER
The Five Phases of Project Management

Initiate Monitor Review

& Plan Deliver & &
Scope Control Close
 Phase 2 ~ Planning

• The planning stage is when the initiation phase shifts

to the “real world” as it is now that you will develop
realistic and comprehensive project plans that define
the What, Who, How, When At What Cost questions
by;
• Establishing project schedules, milestones and budgets
• Understanding how to gain team and individual commitment
to the project and individual tasks
• Evaluating time/cost trade-offs

• If these aspects cannot be clearly and succinctly defined,

do not start the project !
Personal Qualities for Roles in Project
Management
• What makes a balanced and effective team?

• Problems often at personal level - how team members feel about

themselves and each other;
• People find it hard to deal with behavioural & emotional issues.
• At work, people have a…

Functional role: Team role:

• Job title & function; • That person’s tendency to
• Experience & expertise; behave, contribute and
• Not personal characteristics or inter-relate with others in a
aptitudes. particular way.

• Team working is central to effective project management;

• The concept of the project role is very important.
• Need a way of looking at the issues and measuring their effects;
• Need a language for talking about them.
52
Personal Qualities for Roles in Project
Management

• Belbin’s Team Roles Theory:

“A team is not a bunch of people with job titles, but a congregation of individuals, each
of whom has a role which is understood by other members. Members of a team seek
out certain roles and they perform most effectively in the ones that are most natural to
them.”
Dr. R. M. Belbin

Find more at http://www.belbin.com

53
Belbin Team Roles
A Group or Team?
Teams and groups – 6 differences

56
Characteristics of Performing Teams
• Goals and objectives
• Clarity of purpose, team and individual objectives
• Processes and procedures
• Communication, feedback and review, decision making, problem
solving
• Roles and relationships
• Participative leadership, conflict resolution, praise and recognition
• Values
• Shared values, trust, loyalty and support
• Dealing with conflict
• Honest, open, objective communication
The Tuckman Model
Groupthink
The Five Phases of Project Management

Initiate Monitor Review

& Plan Deliver & &
Scope Control Close
The Bridge
 The Bridge

• This exercise is designed specifically to enable you to try

out all the Management and Leadership skills discussed
over the past few days.

• What did you learn by building “The Bridge”?

• What will you do differently when having to build and work
within a performing team next time?
 Phase 2 ~ Planning
(Human Capital)

• For your selected project establish;

• The Work Breakdown Structure ~ the hierarchical list (not
sequence) of all the tasks that must be completed in order to
achieve the desired objectives
 Phase 2 ~
Planning
(Human Capital)

• For your selected project establish;

• The Organisational Chart ~ who reports to who within the
realms of the project. Include internal and external resources
 Phase 2 ~ Planning (Human
Capital)

• For your selected project establish;

• A Task/Responsibility Matrix ~ identifies individual task
ownership, secondary responsibility and involvement. Its
visual nature enables a balance of tasks/people (resource
leveling) to be achieved
 The Project Manager Tool Kit

• Stakeholder Analysis
 Phase 2 ~
Planning (Time)

• For your selected project establish;

• A Schedule (Gantt Chart) ~ start, finish, dependent tasks,
critical path (longest path of tasks), milestones etc.
Activity / Precedence Networks

1 Day

10 Days B
1 Day
ESDD EFD

A F

C D E

LSDF LFD

6 Days
Task Dependencies
• Finish to Start
• Predecessor must finish before Successor can start. [Land
must be purchased before road building can start]
• Start to Start
• Predecessor must start before Successor can start. [Road
excavating must start before Asphalt can be laid]
• Finish to Finish
• Predecessor must finish before Successor can finish. [Laying
Asphalt must be complete before line painting can be
completed
• Start to Finish
• Predecessor must start before Successor can finish. [Road
excavating must start before line painting can be completed]
Key Elements to Effective Project
Scheduling
• Critical Path / Task
• The sequence of events / a critical event that cannot be delayed
without causing the end date of the project to slip
• An Event
• The beginning and end points of activities, specific points in time
• A Milestone
• An event of “special” importance or significance
• Consumes no time or resource
• Identifies where Go/No Go decisions are made
• PERT (Performance Review and Evaluation Technique)
• Used to statistically calculate the weighted average (most
probable) duration of a task and the interrelationships between
these to determine a projects “most probable” end date
 The Project Manager Tool Kit

• PESTLE analysis
 The Project Manager Tool Kit

• SWOT analysis
 Phase 2 ~ Planning
(Finance)
• For your selected project establish;
• A Budget ~ keep it simple, always build in some contingency

• Ensure you have highly effective financial management

reporting processes managed by highly competent
financially focused managers. Keep the budget holder fully
updated
The Five Phases of Project Management

Initiate Monitor Review

& Plan Deliver & &
Scope Control Close
 Phase 3 ~ Delivery

• Regardless of all the hard work that goes into

preparing project plans, they are only predictions of
the way activities and events will actually unfold
• It is the delivery of the plan that makes the project
possible and successful control of the execution
process ensures that the project meets its objectives
• You must be able to simply articulate the milestones
between the project start and the finish and the
measures you will be using along the way
• Team buy-in, ownership and support are essential. If
you have not got this, your process so far has failed
you.
Project Management In The True Sense

• During the delivery phase the project manager must

be competent in all aspects of monitoring and
controlling to ensure that the project remains ;
• On time
• On budget
• Aligned to achieving the outcomes
• The information developed in the scoping and
planning of the project is manage delivery alongside
which measures are taken set to enable us to spot
variances or “creep” in the use of the resources
(Time. Material. Cost) against performance
The Five Phases of Project Management

Initiate Monitor Review

& Plan Deliver & &
Scope Control Close
 Phase 4 ~ Monitor, Control and Report
• If you don’t know what is happening and you have not got
stakeholder buy-in, you are not in control !!
• A change request and authorisation process is required to
not only record, but to justify and manage any changes to
the project scope and report progress to the project
sponsor, board, team and organisation
• Monitor and report not only the project progress, (time,
resources, costs, quality etc.) but equally, the team morale
• Tackle any challenges head on
The S-Curve
• Allow the progress of a
project to monitored
over time
• Gives advanced notice
of potential issues
• Can be used to track
and resource usage
 FMEA ~ Failure Modes and Effects
Analysis
• Throughout all aspects of the project management
process, Project Managers must constantly assess the
amount of risk to which they are exposing the
organisation to and be forever ready to make a judgment
call considering the risk versus the reward
• There will always trade offs to be made. The Project
Manager must be capable and willing to identify the
potential risks, understand what factors contribute to
them, evaluate their seriousness and potential damage
and determine the best course of action
 Key Risks
1. The Market
• Market risks examples;
• Will there be enough demand for the product over the long
term?
• Will a competitor beat us to the market?
• Can we make money with this product?

• What market risks exist with your project?

• How serious are those risks (ranked high to low)?
• What is the probability of them occurring (ranked
high to low)?
• What will you do about it?
 Key Risks
2. Technology
• Technology risk examples;
• Can we develop a process in time?
• Will the process be to the right specification?

• What technology risks exist with your project?

• How serious are those risks (ranked high to low)?
• What is the probability of them occurring (ranked high to
low)?
• What will you do about it?
 Key Risks
3. Manufacturing
• Manufacturing risks example;
• Can we meet the customers quality standards?
• Do we have the capacity to fill the orders on time?

• What manufacturing risks exist with your project?

• How serious are those risks (ranked high to low)?
• What is the probability of them occurring (ranked high to
low)?
• What will you do about it?
 Key Risks
4. Finance
• Finance risk example;
• Will the funds required be available throughout the project as
we need them?
• Will the cost of funds remain as planned and budgeted for?

• What finance risks exist with your project?

• How serious are those risks (ranked high to low)?
• What is the probability of them occurring (ranked
high to low)?
• What will you do about it?
 FMEA Matrix
Potential Probability Potential Level of Cause of Current Remarks
failure of failure effect of effect failure detection
(H.M.L) failure (H.M.L) methods

Market risks

Technological
risks

Manufacturing
risks

Finance risks
 Schedule Acceleration

• Schedule acceleration techniques are used to

shorten, or pull back on track, a project
• They are not ‘free”. They need to be deployed with
caution and fully considered from a risk perspective
and so only use on critical activities
• The choice of which, or which combination, of the
five acceleration processes to use will depend on the
characteristic of the activity to be accelerated and the
overall potential risk of impact on the project
• If you need to accelerate, do it early
 1. Buffer Management
• Project managers tend to allow for the uncertainty by
using a conservative estimate. This reduces that buffer
• Creates an aggressive activity estimate and reduced
activity duration
• The risk is that it is now a much higher probability that the
activity will finish late and so project manager needs to
maintain a key focus on delivery of the task
• A project-level schedule reserve assists in compensating
for activities that will be late
 2.Crashing
• Accelerates an activity by adding additional resources to
ensure a faster completion
• Not an option for all activities. i.e. a 72-hour burn-in test
on a printed circuit card module cannot be accelerated by
adding additional test technicians - it still takes 72 hour
• Will clearly result in an increase the overall cost of the
project as the additional resources are often added at a
premium
 3. Fast Tracking
• Accelerates the project by starting activities prior to the
completion of all the predecessor activities
• Can only be done when there is a preliminary conclusion
of the predecessor activities. i.e., a preliminary Bill of
Materials may be developed during a design process and
raw materials for production may be ordered based upon
this. If however the final Bill of Material changes, the
material ordered from the preliminary Bill may need to be
reworked or scrapped - increasing the effort and cost to
the project
• A viable technique only when the predecessor activity has
a preliminary deliverable that the project management
team believes is stable
 4. Split-to-Phases
• Used when the project has multiple, separable objective
and the scope of the project is divided into phases based
upon unique objectives
• Allows focus of project resources on activities supporting
one of the objectives at the expense of the other
• Results in early completion of a portion of the project, but
usually causes a delay in another portion of the project
• Often results in an increase in overall cost because
activities must be repeated for each of the phases. i.e. a
User Acceptance Test needs to be done twice instead of
once
• This technique is only appropriate when the completion of
the first phase is able to immediately start producing
business benefit, without the completion of other phases
 5. Mainline-Offline Scheduling
• Separates the work within an activity into two
components, where the first can be done without
specific knowledge of the results of the second. i.e.
creating documentation where a generic template
can be utilised
• Only works with some activities, and requires
foresight to anticipate the need for the generic
portion of the activity
Change Management

• Once project set up and agreed, all changes come under

Change Control

• Allowing change but not scope creep!

• Scope creep and incremental change can be very damaging
• Change freeze can also have a bad effect

• Types of change for consideration:

• General issue (problem or concern)
• Request for Change (RfC)
• Off-Specification (associated to Quality criteria – below or exceeding)
• Concession – allowing product to continue
• Follow-on Action – product temporarily continues pending
replacement
92
Change Management

Implement Capture

• Is there a Change
Management Strategy?

• Will a Change Budget

Communicate
be necessary?
Decide Examine
• Links to Configuration
Management Strategy?

Propose • Nb – you can’t escape

Change!
93
Monitors and Controls

• A project is typically monitored and controlled across

specific levels of management, with delegated authority.
Corporate /
Programme
• Event-driven controls take place when an event occurs: Project Project
TolerancesProgress / Exceptions
• End of a phase / stage, completion of a product, an
exception event. Project Board

• Time-driven controls take place at pre-defined intervals: Phase Phase

Progress / Exceptions
Tolerances
• Monthly ‘Highlight’ reports, weekly ‘Checkpoint’ reports.
Project Manager
• Control (decision making) requires event-driven activities.
Work Package Work Package
• Monitoring and reporting requires a time-based approach. Tolerances Progress / Issues

Technical Delivery
Manager
• Can only monitor and control at plan resolution level.

94
Pevent Driven Controls

• Management phases (units of work):

• Number of phases for the project.
• Phase initiation approval.
• End phase assessment. Phase
boundaries
• Exception management.
• Tolerances (across all management
levels):
• Time, cost, scope, risk, benefits, quality.
• Time-based controls:
• Work Packages.
• Project schedule and
• Product Checklist.
milestones;
• Configuration management.
• Team Meetings;
• Change management.
• Highlight / Checkpoint
• Lessons Learnt. reporting. 95
The Five Phases of Project Management

Initiate Monitor Review

& Plan Deliver & &
Scope Control Close
 Phase 5 ~ Review and Close

• Once projects have reached their conclusion, been

discontinued or put on hold, a Project Manager must
take actions to shut the project down in much the
same way he managed its inception and start up.
Key considerations in any project close report being
aspects such as;
• Was the vision achieved?
• Were the objectives realised?
• Did the resources perform to expectation?
• Did it deliver the results expected?
• Why did the results occur as they did?
• How might things be approached differently next time?
Setting Our Success Criteria

What success criteria can we set ourselves?

• Initiation:
• Don’t be tempted or pushed into starting quickly;
• Spend time to gather & agree customer
requirements;
• Create a strong plan;
• Set customer expectations.

• Control:
• Introduce a robust change process & communicate it;
• Make good use of reporting, particularly exceptions;
• Regularly review & update your planning;
• Communicate, communicate, communicate…. 98
Process & Activities Across the
Generic Lifecycle
• Resourcing:
• Make sure you request & obtain suitable people
from the business and / or contractors;
• Provide a robust plan illustrating your resourcing
needs;
• Don’t just keep quite or struggle on!

• Risks & Issues:

• Undertake to identify risks & issues at the start;
• Continually review – from initiation through to closure;

• Manage Expectations:
• Break the project down into clearly defined stages with
milestones. 99
Process & Activities Across the
Generic Lifecycle
• Is application of a clearly defined project approach the answer?

• Historically one of the main reasons for developing project management

techniques and process was to combat the high rate of project failure.

• However…

“Blind application of methodologies doesn’t tend to work very well and it’s
certainly not something you can do straight out of university.”
Bryan Cruikshank, KPMG

100