PROJECT MANAGEMENT

WORKSHOP FOR INSTITUTE

OF INTERNAL AUDITORS
APPROACHES TO PROJECT
MANAGEMENT
BY P MLAMBO (PMP)
 PRESENTER

Project Management Professional (PMP) (USA)

Certified Information Systems Audit (CISA) (USA)

Bsc- Electro mechanical engineering – University of Wuhan

Post Grad- Telecoms

Member of PMI (USA) & PMZ( Zim)

 TRAINING OBJECTIVES

After completing this course, participants

will be able:
• To identify various available PM approaches
• To select & recommend specific PM
approaches that suits individual projects for
their Organizations
• To select & recommend available PM
certifications that suits certain approaches
 Introduction

• The acceptance by organization in

todays competitive world of project
management as a profession indicates
that the application of knowledge,
processes, skills, tools, and techniques
can have a significant impact on project
success.
 Project Defined

• Deliver a unique service or product

• Temporary in nature and have definite
beginning and ending date
• Completed when project goals are met or
when it is determined the project is no
longer viable
• A successful project is one that meets or
exceeds the expectations of the client
 Project Management Definition

• Project management is the discipline of planning, organizing, securing,

managing, leading, and controlling resources to achieve specific goals.
A project is a temporary endeavor with a defined beginning and end (usually
time-constrained, and often constrained by funding or deliverables), undertaken
to meet unique goals and objectives, typically to bring about beneficial change
or added value.
• The temporary nature of projects stands in contrast with business ‘as usual’ (or
operations) which are repetitive, permanent, or semi-permanent functional
activities to produce products or services. In practice, the management of these
two systems is often quite different, and as such requires the development of
distinct technical skills and management strategies.
• The primary challenge of project management is to achieve all of the project
goals and objectives while honoring the preconceived constraints. The
primary constraints are scope, time, quality and budget.
• As a discipline, project management developed from several fields of application
including civil construction, engineering, and heavy defense activity. Two
forefathers of project management are Henry Gantt and Henri Fayol
 Project Management approaches

• Project Management Body of Knowledge (PMBOK) by

Project Management Institute (USA) since 1969
• IPMA - International Project Management Association
EU
• PRINCE2 –Projects in a Controlled Environment v2
(UK)
• PRiSM – Projects Integrating Sustainable Methods
• CCPM – Critical Chain Project Management
• Agile Project Management – free flow
• Lean Project Management
• Extreme Project Management
 Synopsis of Prince 2

• PRINCE2 (“Projects IN Controlled

Environments”) is the de facto standard in the
UK.
• It was developed for and is used extensively
by the UK government, and is widely used in
the private sector, in the UK and
internationally.
• PRINCE2 is in the public domain, offering non-
proprietary best-practice guidance on project
management.
 Cont…...

• PRINCE2 is a Process-based, structured

methodology that highlights how eight
particular Components, when understood and
effectively addressed, can additionally reduce
risks in all types of projects.
• While PRINCE2 is based in the same ground
as the PMBOK, it spotlights a number of areas
to concretize PMBOK, and answers the
question “how do I apply these concepts in my
projects?”
 PRINCE2 Stages

• To provide the appropriate decision gates at the right

level of the project, PRINCE2 projects are broken down
into Stages, much like the Phases of the PMBOK
process model.
• PRINCE2 calls for decisions about the project as a whole
to be made prior to looking at any developmental work.
• PRINCE2 differentiates the start up, planning and close
for the overall Project (“Starting a Project,” “Initiating a
Project” and “Closing a Project”) from the activities to
start up and close down each of the Stages (“Managing
Stage Boundaries”).
 Starting Up a Project

• It enables a controlled start to the project.

• It occurs once in the project life cycle,
providing the groundwork for project
management and oversight, and viability
evaluation.
• This process creates the Project Board,
and ensures that resource requirements
are understood and committed to the first
Stage, “Initiating a Project”.
 Directing a Project

• It operates throughout the project, and defines the

responsibilities of the Project Board in its oversight of the
project. Like its location in the process model diagram, it sits
above and interacts with many of the other processes.
• It provides the mechanisms for authorizing the project,
approving continuity at the completion of each Stage, and
closure of the project (all based on the Business Case).
• It is the framework for supplying input to the project manager,
receiving requests from the project manager for information and
assistance, and making decisions. This is the only process in
which the Project Board is active (other than “Starting Up a
Project,” when the Board is first formed). All other processes
are guided by the Project and Team Managers.
 Initiating a Project

• Occurs once in the project life cycle.

• It lays out the view of how the overall project is
to be managed, and sets it down in a “contract”
called the Project Initiation Document (PID).
The intention of the PID is to provide a common
understanding of the critical elements of the
project (similar to the results from PMBOK’s
Planning process). “Initiating a Project” also calls
for resource commitment by the Project Board
to the first developmental Stage of the project.
 Planning

• It is the common process for several other

processes in PRINCE2.
• Plans are produced by identifying the project’s
required deliverables, the activities and
resources necessary to create them, and the
management and quality requirements – all at a
level consistent with the control requirements
identified in the PID. Use of a common module
highlights the concept of a consistent, coherent
approach to all planning.
 Controlling a Stage

• It provides guidance to the Project Manager in

managing the project on a day-to-day basis. It
includes: work authorization and receipt of
work; issue and change management;
status collection, analysis and reporting;
viability consideration; corrective action; and
escalation of concerns to the Project Board
and other resources. “Controlling a Stage” is
iterative, and is repeated for each
developmental Stage of the project
 Managing Product Delivery

• is part of PRINCE2’s work authorization

system. It is the mechanism for the
performers of technical work (teams,
individuals and contractors) to agree on
work to be performed, report on
progress, complete the work, and return
it.
• It occurs as frequently as work packages
are authorized.
 Managing Stage Boundaries

• manages the transition from the completion of

one work Stage to the commencement of the
next Stage.
• It includes assurance that work defined in the
Stage has been completed as defined,
provides information to the Project Board to
assess the ongoing viability of the project
(done in “Directing a Project”), develops plans
for and obtains authorization for the next Stage
of work, and records lessons learned.
 Closing a Project

• is the mechanism to transition the project back to the

organization.
• It closes out the project, whether closure is precipitated
by completion of the work, or premature termination.
• In either event, “Closing” picks up lessons learned and
project experiences for organizational records. For
completed work, its goal is to ensure that (a) the work
has been completed to the Customer’s and
Management’s satisfaction, (b) all expected products
have been handed over and accepted by the Customer,
and (c) arrangements for the support and operation of
project products are in place.
 PMBOK Approach

• This is a process based standard

developed by PMI (USA).
• It is based on process group mapped to 10
knowledge (domains) areas.
10 knowledge areas
 Initiating the project

Develop Project Charter

Identify Stakeholders
Components of project charter
 Integration

• Think about integration as balancing all

• the processes in the knowledge areas (scope,
time, cost, quality, human resource,
communication,Risk,Procurement and
stakeholder management)
• Develop Project management Plan
• Directing and managing project works
• Monitoring and control project work
• Performing integrated change control
• Closing the project or any project phase
 Scope Management

• Scope is defined as the work to be done

to produce the product or deliverable

• Scope management is the process of

defining what work is required and then
making sure all of that work-and only that
work-is done.
 Rule of thumb

• Stakeholders should Agree on scope

before any Project work begins----Rule of
thumb!!!!
Typical WBS
 Schedule development

• Work with stakeholders' priorities.

• Look for alternative ways to complete the work.
• Look for impacts on other projects.
• Meet with managers to negotiate for resources.
• Apply leads and lags to the schedule.
• Compress the schedule by crashing, fast
tracking
• Give the team a chance to approve the final
schedule
 Time management

• Project time management is often cited as the main

source of conflict on projects, and most projects
exceed time estimates.
• Main processes include:
• Activity definition
• Activity sequencing
• Activity resource estimating
• Activity duration estimating
• Schedule development
• Schedule control
 Cost Management

• So what costs should you estimate to include in the budget?

• To put it simply, the costs involved in all the efforts needed to complete
the project work.
• This could include:
• Costs of quality efforts
• Costs of risk efforts
• Costs of the project manager's time
• Costs of project management activities
• Costs directly associated with the project, including labor, materials,
training for the project, computers, etc.
• Expenses for physical office spaces used directly for the project
• Profit, when applicable
• Overhead costs, such as management salaries and general office
expenses
Cost baseline template
• What would make us fail? Will we deliver
this project as required by stakeholders and
what would be the consequences if we fail?
How can we improve our chances of
delivering or reduce the impact of a failure if
it occurs? What are our major issues that
would cause the project to miss the plan?
What should we do about these risks? What
are our backup plans if the first plans fail?
 Plan for human resources

• All projects involve people from different

business disciplines and different business
interests
Typical project organizational structure
 Consider human factor

• Masenyama (PMSA representative)

indicated on IPM Day of 2015 that it is the
Human factor that can make or break
project delivery instead of the esteemed
PERT & Gantt chart calculations…..
• What's your views
Identify and analyze stakeholders
THANK YOU!!!!