Project Management

Planpower Pty Ltd Commercial in Confidence, 2005 1

Project Management

Jim Hughes

ACPM Lead Consultant (NSW)


What is ACPM?What is ACPM?

The Australian College of Project Management is a business division of Planpower

ACPM is the largest project management RTO in Australasia, delivering training and accreditation to all vocational levels

www.projectmanagement.edu.au

Planpower is the pre-eminent provider of project management products and services in Australia

Planpower provides project management consultancy, and other Business Services training

www.planpower.com.au


Session 1

Understanding PMBoK


Session 1: Understanding PMBoKSession 1: Understanding PMBoK

The challenging role of project management

What is PMBoK, and where did it come from?

What is it used for?

Project management knowledge areas

Training and accreditation pathways


The challenging role of project The challenging role of project managementmanagement


What is PMBoK, and where did it What is PMBoK, and where did it come from?come from?

PMBoK is an acronym, which stands for the Project Management Body of Knowledge

It is the global reference point for project management, across all industries

It is authored by the Project Management Institute

www.pmi.org

www.aipm.com.au


What is it used for? What is it used for?

Basis for the National Competency Standards for Project Management

Basis of all Award training in Australia, Asia and America

Provides a project management methodology for companies and individuals


Scope

Time Cost

Quality

Risk

HR Communications

Contracts/Procurement

INTEGRATION

Project management knowledge Project management knowledge areas areas


Training and accreditationTraining and accreditation

QPP RPM MPD

PMP(40 PDUs)

PMP(80 PDUs)

PMP(150 PDUs)

Best Practice in Project

Management

Certificate IV in Project

Management

Diploma of Project

Management

Advanced Diploma of

Project Management


Session 1: SummarySession 1: Summary

The Project Management Body of Knowledge (PMBoK) is the global reference point for managing projects

PMBoK addresses the nine knowledge areas of project management

PMBoK is the basis for all Award courses in Australia and America

Award courses and industry recognition


Session 2

Understanding Human Aspects of Project Management


Session 2: Understanding Human Session 2: Understanding Human Aspects of Project ManagementAspects of Project Management

The challenge of organising and managing project teams

Alternative styles of people management

Problems and pitfalls that need to be monitored


The challenge of organising and The challenge of organising and managing project teams 1/2managing project teams 1/2

Typical projects

Document production: Annual Report, Tender response

Event management: Conference, management off-site

Internal communication: Change in policy / procedure / compliance, strategic initiative

Organisational: Training / induction programs, staff relocation, etc


The challenge of organising and The challenge of organising and managing project teams 2/2managing project teams 2/2

Typical Human Resource challenges

Being equipped to succeed

Your workload

Team member engagement


Overcome these challengesOvercome these challenges

Being equipped to succeed

Appropriate project structure

Your workload

Communications management

Team member engagement

Stakeholder management


Exercise 1Exercise 1

Pick a project. Examples include:

Document production: Annual Report, Tender response

Event management: Conference, management off-site

Internal communication: Change in policy / procedure / compliance, strategic initiative

Organisational: Training/induction programs, staff relocation, etc

What do you need to equip you to succeed?


Communications Mgt 1/2Communications Mgt 1/2

Stakeholder A

Stakeholder B

Stakeholder E

Stakeholder C Stakeholder D

1 Input

2 Informed

3 Inconse- quential

4 Block

Exec PA

Stakeholder 1

Stakeholder 2

Stakeholder 3

Stakeholder 7

Stakeholder 6

Stakeholder 5

Stakeholder 4Stakeholder 8



Bubble diagram to establish communications streams (both perceived and real needs)



COMMUNICATIONS MANAGEMENT MATRIX Legend: P = Prime responsibility R = Receives Minutes/Report M = Prepares Meeting Minutes A = Approval required C = To be consulted prior to Meeting or Report development

Group:

WBS Individual: Task



COMMUNICATIONS MANAGEMENT MATRIX Legend: P = Prime responsibility R = Receives Minutes/Report M = Prepares Meeting Minutes A = Approval required C = To be consulted prior to Meeting or Report development

Group: Management Business Unit A Business Unit B

WBS Individual: Task

1 2 3 3 PA 1 2 3 4 1 2 3 4

Weekly Report P C C A A C C



Communications matrix

Addressing communications needs

Ratio of 1 communications mechanism to three needs


Stakeholder Mgt 1/2Stakeholder Mgt 1/2

Identifying Stakeholders

Category or Name Effected BY the Project: L/M/H

Effect ON the Project: L/M/H/C

Interest



Identifying Stakeholders

Category or Name Effected BY the Project: L/M/H

Effect ON the Project: L/M/H/C

Interest

CEO C Project Sponsor

BU Managers H Implement new policy



© Copyright ACPM/Planpower 2005-v1.0 Page 1 of 3

Initiation Planning Execution Closure

Critical

High

Medium

Low



Stakeholder analysis


Alternative styles of people Alternative styles of people management 1/3management 1/3

Qualities approach

John Maxwell

Position: I have no choice, you’re the boss

Permission: I like you, so I’ll pitch in and help

Production: You’ve sold me the vision, I want to be a part of it

People development: I respect you and want to learn from you

Personhood: You are an icon, everyone knows what a fabulous person you are to work with


Alternative styles of people Alternative styles of people management 2/3management 2/3

Situational approach

Your style of management is largely dependent upon the maturity and motivation of the team members

From macro to micro managing

Functional approach addressing the needs of the

Task: What, when, to what standard

Individual: WIIFM, enablement, frustration

Group: Cohesiveness, interdependence, recognition


Problems and pitfallsProblems and pitfalls

Information validation

Bubble diagram

Yes means No

Stakeholder management

Lack of ownership

Publish the Communications Matrix

Produce a white elephant

Ensure every communications mechanism has an Approval


Session 2: SummarySession 2: Summary

The challenge of organising and managing project teams

Appropriate team structure, Communications management, Stakeholder management

Alternative styles of people management

Qualities, Situational, Functional

Common pitfalls

Information validation: Bubble diagram

Yes means No: Stakeholder management

Lack of ownership: Communications matrix

White elephant: Approval points


More InformationMore Information

Australian College of Project Management

www.projectmanagement.edu.au

Planpower

www.planpower.com.au

Jim Hughes

Lead Consultant (NSW)

0412 086 196

[email protected]