Professional Documents
Culture Documents
Chokchai A. PMP
Nexus
Agenda
• What is good project leadership?
• Stakeholder management
• Project communication
• What is a project?
Projects BAU
Unique Repetitive
Defined start and finish On-going
Involve uncertainty Based on experience
Have a specifically Established resources
assembled team
Stable environment
Dynamic environment
What is project leadership?
Effort
• Clarity on what is in the project…
“what’s in the box?”
• Manage stakeholders
Sponsor
Project Leader
The sponsor ensures the project remains a viable proposition and that the
benefits are realised, resolving any issues outside the control of the project
leader
Page 12, APM Body of Knowledge – 5th Edition, APM
Every project must have a clearly identified project sponsor. The sponsor
provides oversight, guidance and support to the project leader. The
sponsor is the business champion behind the project.
It is common for the sponsor to be unaware of their true role and there is
then a need to “manage upwards”.
The project sponsor
• Ensure the project objectives and benefits are aligned with strategic objectives
• Provide clarity on the exact scope and resulting benefits of the project
• Is the point of escalation for key risks and issues that fall beyond the capabilities of
the project team to resolve
• Support the project leader with stakeholder management. This is likely to include
liaising with senior stakeholders to ensure the needs of the business have been
fully considered and consensus has been reached on requirements
• Support the project leader with resource management to make sure that the project
is properly supported with appropriately skilled and available people
The project leader
The person responsible and accountable for the successful delivery of the project
Page 151, APM Body of Knowledge – 5th Edition, APM
The project leader leads and manages the project and project team and is
responsible for ensuring the scope of work is delivered within the agreed
timescale to the correct level of quality within the resource and budget
constraints.
The project leader…
• Prepares the project proposal
• Identifies the required resources (and skills)
• Ensures the project objectives are clearly understood by all concerned
• Ensures the stated benefits are monitored through the project lifecycle
• Monitors change requests and assesses the impact of proposed changes
• Ensures risks & issues are assigned and actioned or escalated if required
• Highlights areas of slippage and takes action where required
• Provides timely reporting on project status to identified stakeholders, including the
project sponsor
• Ensures project team members are clearly aware of their role and responsibilities
within the project environment, including task deadlines and quality standards.
• Ensures regular progress updates are scheduled with project team members to
enable monitoring of performance against the plan
• Completes project closure documentation
The project team
• works with the project leader to develop a full and detailed task list
• commits to work plans and project schedules
• provides progress reports to the project leader
• provides functional expertise
• communicates identified risks and issues to the project leader in a timely
manner
• provide expertise to the project leader for the assessment of change requests
• identifies impact on current organisation and processes
• communicates openly with other team members and the project leader
• Is committed to success.
PRACTICAL TIPS
Remember that people on your project may assume they are “wearing the
same hat” as they do on a day-to-day basis, when you actually want them to
fulfil a specific project role that’s different to their BAU role
Remember that YOU might be “wearing multiple hats”; the hat of the project
leader and the hat of a team member doing some of the actual work on the
project. So put your head above your work trench and survey the wider
landscape of your project on a regular basis (perhaps every Friday or once a
fortnight)
Clearly define who is in the project team as opposed to having an interest in
the project (a stakeholder). Ensure your regular project team meetings
involve the correct participants. Perhaps establish a separate stakeholder
meeting.
TOPIC
Project management lifecycle
Project methodology
Pre-Project Phase Project Phase Post-Project Phase
Time
Idea Benefits
Approval
Planning
Implementation Starts
Implementation
Closure
Closed
Project
Documents
Define requirements
TASKS
The project schedule is a tool to help the project team run the
project
The plan must reflect best known information at that time
If uncertainty exists on longer term tasks (planning horizon) plan
up to that point in detail, then schedule another planning
session. Often useful when results of investigations or research
define the next stage of a project
Every task should have an owner
Don’t lose site of the critical path
activity
In your group …
Rather than just adding a name against each task, the project team can
undertake a more sophisticated solution. This involves identifying not just the
person who will “do” the task, but others as well
Document technical
A C R S S A
requirements
Complete technical
A S R A
drawings
Risk identification
Continues
throughout
the project Risk assessment
lifecycle
Risk planning
Identifying risk
Brainstorming
Prompt lists / check lists (lessons learned)
Previous experience
Assumptions analysis
Risk assessment
At it’s simplest score 1 – 3 (low, medium, high) for both:
Likelihood
Impact on project
Transfer (insurance)
Accept
Solution development
Issue management
Importance of change control
A change is a modification to any aspect of the project
Change is inevitable
High
Power
Least important Keep informed, show
consideration
Low
• Implementation Phase
Establish progress cycle
Produce regular Status Report
Use Change Control Form to manage requests for changes
Good Luck
Nexus