Why we should manage projects professionally Better outcomes (benefit & risk) Better decision-making Better management of expectations More efficient.

Why we should manage projects professionally

Better outcomes (benefit & risk)Better decision-makingBetter management of expectationsMore efficient use of resourceAvoidance of disconnects in processes

For: The College, Support Services, Academic Units A demand of good governance

Defining characteristics of a projectA project is a programme of linked activities which result in

a desired and recognisable change to the status quoA project has

A specific, clearly definable objective (its “brief”)A finite duration (non-repeating); i.e. a clear start and

finishLimited resources allocated to itInterdependent activities Uncertainty and risk

A project needs effective management and a transparent plan

Essential elements of a professional PM process

Standard methodology and structureWe have adopted PRINCE 2

A transparent decision-making frameworkManagement Board, Portfolio Review Board (Accountable

Bodies)Appropriate mix of understanding and skilled support

Communication, access to resources and help, trainingAdoption of a formal planning process

All complex projects have an accessible planRobust management of issues and risks

Via transparent logs

Benefits of adopting standardised methodology (PRINCE 2):

Accountability• An understanding of roles, deliverables and structure enable

people to feel and act accountable, taking responsibility for project delivery

Issue and risk management• Managed explicitly with planned and assigned actions

Understanding dependencies• Considerable systemic disruption can result from not managing

interfaces between linked projects effectively

Clarity over decision-making steps and information required

• Ensures Management Board and Portfolio Review Board receive requests for authorisation in a standard, comprehensive manner

The role of the Project Plan

PromptWork-sheetDecision-making toolCommunication aidNegotiating toolRisk-management toolContract

The challenge of communication

Probability of two people communicating

Different dept. /

different project

Same dept. or project

Same dept. / same

project

Same floor / same wing

0.16 0.70 0.95

Same floor / different building

0.02 0.34 0.50

Different sites 0.002 0.20 0.38

Roseboom / Duphar

Communication requires proactivity and planning

Progress to date (April 2008) PRINCE 2 methodology

Tailored to match Imperial’s processes

Widespread use across many sectors / Intuitive

Currently being applied to all major construction and IT projects

Scalable / Addresses most needs

Training provision Foundation

Advanced

Expert practitioner

Website Access to principles, tools, training options, project information, FAQs relating to project authorisation

Project Management Office Established with expertise in project, programme and portfolio support and management

Portfolio Review Board Senior Committee established to manage major projects; reports to Management Board

Portfolio Review Board (PRB)

Creation and management of Capital Investment Plan and budget

Approval of new projectsEndorsement of major changes to project direction or

fundingAllocation of feasibility funding for early stage projects

prior to full fundingTermination of failed / failing projectsFormal closure of projects and direction of where post-

project audits should be carried outOversight of all ongoing projects through management by

exception

The College PMO

Promulgation of adopted process, practices and project management tools together with championship of training programmes

Support of Portfolio Review Board through guiding the submission process and ensuring that information necessary for informed decision-making is presented appropriately

Provision of skilled resources to direct, manage or support College-wide projects and programmes

The PMO Website

www.imperial.ac.uk/projectmanagent

Imperial’s Project Process

The website provides a detailed description of the processes involved in the life of a project.

The processes created are based on generic major projects.

There may be differences for smaller and specific types of projects.

Imperial’s Project Process - cont’d

Accountable Body (M)(usually Management Board or Portfolio Review Board)

Project Board (M)

Project Director Project Champion Senior Supplier (s)

Ideally the Project Board will have 3-4 people, with a maximum of 6

Project Manager (s) (M)Ideal to have one for accountability, only if necessary have more

Workstream Lead (s) (this will vary if you are delivering multiple products or activities)

e.g Refurbishment e.g Digital Storage e.g Division Re-Orgor Build or Testing or Requirementsor Software 1 or Software 2 or Software 3

Project Reps:Business Rep.Technical Rep.Creative Rep.Etc.

Project Reps:Business Rep.Technical Rep.Creative Rep.Etc.

Project Reps:Business Rep.Technical Rep.Creative Rep.Etc.

PMO Support

OPTIONAL – Advisory Board

Key stakeholders assisting the Project Director and

Project Manager (s)Quality

Assurance (PMO)

BusinessCommunity

OPTIONAL – Programme Director

A Guide to Project Structure

This is only a guide, projects in different areas may require slight amendments

Roles and Responsibilities

BODY OR ROLE RESPONSIBILITIES

Project Board Direction and management of the project. Management by exception, guidance and support to the Project Manager. Sets the tolerances the Project Manager may work within. Project Champion and Project Director work closely to be able to represent each other. Manages expectations of senior management of organisation.

Project Champion (In PRINCE terminology this role =

Senior User)

Visionary and strategic. Understands & represents the user community. Has “gravitas”

Project Director(In PRINCE terminology this role =

Executive)

Accountable for delivery against the Business Case. Senior enough to make major decisions within set tolerances

Senior Supplier Accountable for technical / specialist leadership and quality of deliverables. May be more than one.

Project Manager Responsible for day-to-day management of project. Qualified and experiencedA broad role, not limited to line function or one supplier area.Works within the tolerances for budget and time set by the Project Board The Project Manager will often be supported by workstream leaders, one of which

may be a User Co-ordinator

Workstream Leader A project manager for a sub project

Imperial uses the following terms and role assignments

Project Board Activities

Development of consistent processes

Training / mentoring

Templates and tools

Project Team support

Information & Guidance

College

PMO

Suppliers

Portfolio Review Board

Most Project Managers

PSOs

Project leadership / support for projects not

supported by PMs in supplier division

By failing to prepare, you are preparing to fail.

Benjamin Franklin

Lack of planning on your part.........Does not justify an emergency on my part

Anon