Workbook Intro i Oct 13 FFS Version (00000002)

PROJECT MANAGEMENT FUNDAMENTALS

PROJECT MANAGEMENT

Introductory Certificate

DELEGATE WORKBOOK

Professional Development

Project Management

Leadership Development

Management Development

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INTRODUCTORY CERTIFICATE

WWW.2020PROJECTMANAGEMENT.COM

©2014 20|20 Intellectual Property Ltd

AIMS AND OBJECTIVES

AIMS To present Project Management as a structured profession by following best

practices as defined by the Association for Project Management (APM)

To provide a common and consistent awareness of the best practices in Project Management to all delegates.

Arm personnel with key project management skills to allow effective execution of the project and ensure project success.

To ensure that learning is of a consistent standard that will lead to a professional qualification in Project Management.

Identify the steps to implement successful project management within your organisation.

Set and maintain quality standards in your projects.

To ensure project experiences are shared between Project Management personnel.

To develop personal action plans for each team member to ensure successful project delivery and value back into the organization.

OBJECTIVES An awareness of the drivers of a successful project and the importance of

clarifying the project objectives, outcomes, high level scope and deliverables.

The phases and processes involved in successful project delivery

A greater understanding of the responsibilities across all disciplines and the importance of working with other disciplines to minimise re-work and maximise value.

A clear understanding of the importance of the provision of key project documents to ensure effective project definition, reporting and control.

Identify and analysis of stakeholders and creation of a robust plan for their management.

Identify and evaluate project risks and opportunities and develop effective responses.

Clarification and importance of the roles and responsibilities within the team.

Clarification of Information channels and actions required to ensure effective reporting.

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WHAT CAN YOU EXPECT?

This course is designed to clarify and explain the basic aspects of a Project and Project Management in order for participants to gain confidence in their project environment.

It will help individuals to recognise the key aspects of a project and the importance of their role within it. The course is also intended for those working in supporting functional departments whose work can impact upon project success.

PARTICIPATION Interaction encouraged

High degree of hands-on exercises

Feel free to ask questions

Have FUN

Day

1 Teamwork

Project Management

Project Life Cycle

Organisatonal Roles

Stakeholder Management

Business Case & Project Management Plan

Risk Management

Issue Management

Quality Management

Scope Management

Day

2 Estimating

Scheduling

Procurement

Change Control

Configuration management

Communication

Leadership

Reporting

Reviews

Handover & Closure

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KEY TO USING WORKSHOP MATERIALS

COURSE INFORMATION

COURSE WORKBOOK

ADDITIONAL REFERENCE MATERIAL

INFORMATION SECTION

WORKBOOK

REFERENCE SECTION

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YOUR FACILITATORS

All 20|20 facilitators are experienced in both Project Management, and learning & development. In addition to this, they are required to hold appropriate qualifications from the Project Management Institute to ensure that our customers maximize the learning potential from our courses.

Your facilitator(s) are dedicated to making your course an enjoyable experience and will provide a relaxed atmosphere for learning and interaction to take place.

This is your course, and we want you to gain the maximum benefit from attending, so please interact and take part in the course activities as much as you are comfortable with.

Please feel free to talk to your facilitator and ask questions at any time.

20|20 BUSINESS INSIGHT

20|20 Business Insight are a Learning Development & Consulting company specializing in Project Management solutions. Our head office is in Scotland with offices in Aberdeen, Dundee, London, Houston, and Prague.

20|20 has a straight forward approach based on understanding an organization’s strategy and developing a long term relationships to ensure business benefits are delivered.

The 20|20 team understands that insight comes from understanding and application - understanding your objectives and applying inspirational and high-energy implementation - to business-critical issues

Due to 20|20’s expertise, our programs concentrate on Project management, Quality Management and Leadership Development

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20|20 – LEARNING AND DEVELOPMENT

Our approach to learning delivery is based on the latest and most effective thinking to ensure that skills are transferred effectively to the workplace. 20|20’s facilitators deliver programs on every continent and our courses are tailored to suit the organizations culture as well as their learning requirements.

KOLB’S LEARNING MODEL 20|20 use David Kolb’s learning styles model and Experiential Learning Theory (ELT) to ensure that differing learning styles are addressed and that learning is engaging and highly participative. Kolb’s learning theory sets out four distinct learning styles, which are based on a four-stage cycle of learning, in which ‘immediate or concrete experiences’ provide a basis for ‘observations and reflections’. These ‘observations and reflections’ are assimilated and distilled into ‘abstract concepts’ producing new implications for action which can be ‘actively tested’ in turn creating new experiences.

This is achieved through 20|20’a unique style of learning which follows the process of:

Priming

Discovery

Summary

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20|20’S PROJECT MANAGEMENT

PROGRESSION PATHWAY We believe that developing your people is core to the success of any organization. Adopting a continuous development program as your people develop in their roles helps retain your people and links their learning and development directly to the challenges facing the organization. Learning to apply a well-developed set of skills, built on solid foundations of best practice, equips individuals to deliver.

Our Project Management Progression Pathway allows individuals involved in any level of project management activity to build on their current skill set and develop this to the next level, leading to globally recognized standards of accreditation.

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QUALIFICATIONS AND ACCREDITATION

20|20 are an Accredited Training Organization of the APM (Association for Project Management), and global registered training provider of the PMI) Project Management Institute) and the ILM (Institute of Leadership and Management). Our Project Management courses and core course materials are accredited as meeting the standards of the International Project Management Association (IPMA) recognized in 41 countries.

Not everyone wants to undertake a formal qualification as many of our programs are tailored to suit specific client needs, but the option to seek individual accreditation is made available to those who wish to underpin their training achievements with a globally-recognized qualification.

International Project Management Association (IPMA) The largest professional body of its kind in Europe, with 41 member country associations globally, such as the Association for Project Management (APM) in the UK. 20|20 are an Accredited Training Provider and recommend this standard for our Clients in Europe. For those seeking accreditation following a training program, we provide guidance and support for our Clients through the IPMA’s 4-level Competency Model and providing support services from exam preparation to arranging exams. For more information please visit www.ipma.ch

Project Management Institute (PMI) The PMI has grown to become a global advocate for the project management profession with more than 260,000 members in over 171 countries.

20|20 are a PMI Global Registered Education Provider (REP) and recommend this standard for our Clients outside Europe. Through our PMI Practitioners Program we offer candidates the option to study towards their Project Management Professional (PMP®) credential, providing the approved study hours for those with sufficient experience. For more information please visit www.pmi.org

Institute of Leadership & Management (ILM) One of the world’s leading awarding bodies for courses in Leadership and Management, Strategic Leadership, Coaching & Mentoring, Career Development and CPD. 20|20’s Leadership Development Program and a range of other courses are accredited as ‘endorsed awards’, assuring delegates that the content meets the exacting requirements of the ILM and follow best practice and current thinking in leadership & management. For more information visit www.i-l-m.com.

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GROUNDRULES

The following ground-rules have proven highly effective in ensuring the success of workshops such as these and should form the basis of our daily interactions with colleagues.

Communicate Openly and Honestly Keep people informed, provide feedback in an objective and sensitive manner.

Challenge Positively Ask questions to clarify, state your view in a calm and objective manner.

Show Respect Actively listen, empathies with others’ situations, use respectful language.

Encourage Others

Involve quieter team members, ask people’s opinions, recognize good ideas etc.

Listen to Learn

Keep an open mind at all times – there may be a better way of doing things!

Be Aware of TIME Be punctual, respect others’ time, and stay on track with discussions.

Maintain a Positive Attitude There will always be challenges, difficulties, historical ‘baggage’ – we can choose how to respond to these for the best end outcome.

Switch off mobile phones and computers Taking calls is distracting and disrespectful to others and implies that you don’t place much importance on the content of the meeting. Unless absolutely critical, arrange beforehand for calls to be taken by someone else and use breaks to deal with issues.

Forget hierarchy

For the true success of the team, everybody’s perspective and contribution must be equal.

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USEFUL INFORMATION

COURSE TIMINGS

Workshop start:

Workshop finish:

Official breaks (approx.):

Lunch (approx.):

USEFUL LINKS 1. www.apm.org.uk- Association for Project Management

2. www.2020projectmanagement.com – 20|20 Business Insight

3. www.2020learningportal.com – 20|20 Learner’s Information

4. @2020Business – 20|20 on Twitter

5. [email protected] – contact email

http://www.apm.org.uk-/

http://www.2020projectmanagement.com/

http://www.2020learningportal.com/

mailto:[email protected]

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CONTACT 20|20

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Contents

Contents .................................................................................................................................. 1

Team Roles ............................................................................................................................. 3

Teamwork ................................................................................................................................ 5

TEAM DEVELOPMENT ........................................................................................................... 7

WHAT IS A PROJECT? ........................................................................................................... 9

PROJECT CHARACTERISTICS ............................................................................................ 11

PROJECT MANAGEMENT .................................................................................................... 13

PROJECT MANAGEMENT .................................................................................................... 15

PROGRAMME AND PORTFOLIO MANAGEMENT ............................................................... 17

PROJECT LIFE CYCLE ......................................................................................................... 19

ORGANISATIONAL ROLES .................................................................................................. 21

PROJECT ENVIRONMENT ................................................................................................... 23

STAKEHOLDER MANAGEMENT .......................................................................................... 25

STAKEHOLDER ANALYSIS .................................................................................................. 27

PROJECT SUCCESS ............................................................................................................ 29

BENEFITS MANAGEMENT ................................................................................................... 31

BUSINESS CASE .................................................................................................................. 33

PROJECT MANAGEMENT PLAN .......................................................................................... 35

RISK MANAGEMENT ............................................................................................................ 37

RISK IDENTIFICATION & ASSESSMENT ............................................................................. 39

RISK REGISTER ................................................................................................................... 41

RISK RESPONSES ............................................................................................................... 43

ISSUE MANAGEMENT .......................................................................................................... 45

QUALITY MANAGEMENT ..................................................................................................... 47

CONTINUAL IMPROVEMENT ............................................................................................... 49

SCOPE MANAGEMENT ........................................................................................................ 51

RESPONSIBILITY ASSIGNMENT MATRIX ........................................................................... 55

ESTIMATING ......................................................................................................................... 57

ESTIMATING TECHNIQUES ................................................................................................. 59

SCHEDULING ....................................................................................................................... 61

SCHEDULING EXERCISE..................................................................................................... 65

RESOURCE MANAGEMENT ................................................................................................ 69

RESOURCE MANAGEMENT ................................................................................................ 71

PROCUREMENT ................................................................................................................... 73

CHANGE CONTROL ............................................................................................................. 75

CHANGE PROCESS ............................................................................................................. 77

CHANGE PROCESS ............................................................................................................. 79

NOTES

CONFIGURATION MANAGEMENT ....................................................................................... 81

CONFIGURATION MANAGEMENT PROCESS .................................................................... 83

COMMUNICATION ................................................................................................................ 85

BARRIERS TO COMMUNICATION ....................................................................................... 87

COMMUNICATION PLAN ...................................................................................................... 89

LEADERSHIP ........................................................................................................................ 91

INFORMATION MANAGEMENT............................................................................................ 93

REPORTING ......................................................................................................................... 95

PROJECT REVIEWS ............................................................................................................. 97

HANDOVER AND CLOSURE ................................................................................................ 99

DAY 1 QUESTIONS............................................................................................................. 101

DAY 2 QUESTIONS............................................................................................................. 107

GLOSSARY ......................................................................................................................... 113

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Team Roles

Leader

Time

Keeper

Scribe

Member

NOTES

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Teamwork

Teamwork is ………

What are the added challenges for a Project Team?

NOTES

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TEAM DEVELOPMENT

Bruce Tuckman developed a model which illustrates the typical stages a team will go through during its development. It is important to recognise the stage a team may be in and be aware that teams may skip stages and even go back to previous stages

FORMING

NORMING

STORMING PERFORMING

NOTES

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WHAT IS A PROJECT?

Discuss in your teams what you believe the definition of a project to be

NOTES

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PROJECT CHARACTERISTICS

What are the key differences between a project & business as usual?

Projects

Business As Usual

1.

1.

2.

2.

3.

3.

4.

4.

5.

5.

NOTES

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PROJECT MANAGEMENT

Definitions

Project Management

Project Management is the application of processes, methods, knowledge, skills and experience to achieve the project objectives.

(Source APM Body of Knowledge 6th Edition)

Programme Management

Programme management is the coordinated management of projects and change management activities to achieve a beneficial change.


Portfolio Management

Portfolio management is the selection, prioritisation and control of an organisation’s projects and programmes in line with its strategic objectives and capacity to deliver. The goal is to balance change initiatives and business-as-usual while optimising return on investment.


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PROJECT MANAGEMENT

A project is a unique, transient endeavour, undertaken to achieve planned objectives, which could be defined in terms of outputs, outcomes, benefits or strategic objectives.

The core components of project management are:

defining the reason why a project is necessary;

capturing project requirements, specifying quality of the deliverables, estimating

resources and timescales;

preparing a business case to justify the investment;

securing corporate agreement and funding;

developing and implementing a management plan for the project;

leading and motivating the project delivery team;

managing the risks, issues and changes on the project;

monitoring progress against plan;

managing the project budget;

maintaining communications with stakeholders and the project organisation;

provider management;

closing the project in a controlled fashion when appropriate

What is the key purpose of project management and what are the key benefits to an organisation of effective project management?

NOTES

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PROGRAMME AND PORTFOLIO

MANAGEMENT

Programme

“A Programme is a group of related projects and change management activities that together achieve beneficial change for an organisation”


A programme usually starts with a vision of a changed organisation and the benefits that will accrue from the change.

The core programme management processes are:

Project coordination: identifying, initiating, accelerating, decelerating, redefining and terminating projects within the programme. Managing interdependencies between projects, and between projects and business-as-usual activities;

Transformation: taking project outputs and managing change within business-as usual so that outputs deliver outcomes;

Benefits management: defining, quantifying, measuring and monitoring benefits;

Stakeholder management and communications: ensuring that relationships are developed and maintained, thus enabling productive, two-way communication with all key stakeholders.

Portfolio

“A Portfolio is a grouping of an organisation’s projects and programmes. Portfolios can be managed at an organisational or functional level”


Portfolios can be managed at an organisational or functional level and address three questions:

Are these the projects and programmes needed to deliver the strategic objectives, subject to risk, resource constraints and affordability?

Is the organisation delivering them effectively and efficiently?

Are the full potential benefits from the organisation’s investment being realised?

The portfolio management process must constantly review the balance of investment and benefit, creating and closing projects and programmes as necessary. This will include prematurely closing projects or programmes where they are no longer viable.

The benefits of applying a portfolio approach include:

Maintaining a balanced and strategically aligned portfolio in the context of changing conditions;

Reduced costs by removing overlapping, poorly performing and non-strategically aligned projects and programmes

More efficient and effective use of limited resources, by matching demand and supply, and optimising allocation of available resources;

NOTES

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PROJECT LIFE CYCLE

A life cycle defines the inter-related phases of a project, programme or portfolio and provides a structure for governing the progression of the work.

(Source APM Body of Knowledge 6th edition)

What are the reasons for structuring projects into phases?

NOTES

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ORGANISATIONAL ROLES

The APM clearly define what they consider to be the six key roles within project management: In the space below list them together with their responsibilities.

Responsibilities

P B /

S C .

S .User Other

S .

P M .

P T .

P O .

E U .

NOTES

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PROJECT ENVIRONMENT

The circumstances and conditions within which the project, programme or portfolio must operate.


Project managers use a P.E.S.T.L.E. analysis tool to assist them in identifying the project environment. Do you know what the acronym means?

P

E

S

T

L

E

In your teams, using the case study give 2 suggestions for each factor

NOTES

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STAKEHOLDER MANAGEMENT

Stakeholder management is the systematic identification, analysis, planning and implementation of actions designed to engage with stakeholders.


Stakeholders are individuals or groups with an interest in the project, programme or portfolio because they are involved in the work or affected by the outcomes.

Stakeholder management is a set of techniques that harnesses the positive influences and minimises the effect of the negative influences. It comprises four main steps:

Identify stakeholders;

Assess their interest and influence;

Develop communication management plans;

Engage and influence stakeholders.

Identify 10 key Stakeholders from the case study

1. 6.

2. 7.

3. 8.

4. 9.

5. 10.

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Keep satisfied

Monitor

Manage Closely

Keep Informed

-

Po

we

r/In

flu

en

ce

+

- Interest +

STAKEHOLDER ANALYSIS

Using the stakeholders you have identified in the previous exercise, place them in the appropriate area on the grid below.

If you don’t have a stakeholder in each area think of a stakeholder that could be placed there.

Stakeholder Analysis Grid

NOTES

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PROJECT SUCCESS

The success criteria is the qualitative or quantitative measures by which the success of the project is judged.

In addition to the success criteria the APM suggest that project success can be measured or influenced by Key Performance Indicators and Success Factors. With examples from the case study can you differentiate between them?

Success Criteria 1.

2.

3.

Success Factors 1.

2.

3.

Key Performance Indicators 1.

2.

3.

NOTES

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BENEFITS MANAGEMENT Benefits Management is the identification, definition, planning, tracking and realisation of business benefits.


The forecast of a project’s benefits are the basis of the business case.

Benefits can be tangible…

Or intangible….

What benefits may be derived from the case study project?

.

NOTES

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BUSINESS CASE

The business case provides justification for undertaking a project or programme. It evaluates the benefit, cost and risk of alternative options and provides a rationale for the preferred solution.


In the space below answer the following questions.

What would be the typical contents of a Business Case?

.

What specific items would the Business Case for the case study contain?

Which project roles would be involved in the Business Case?

NOTES

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PROJECT MANAGEMENT PLAN

The Project Management Plan (PMP) brings together all the plans for a project. The purpose of the PMP is to document the outcomes of the planning process and to provide the reference document for managing the project. The PMP is owned by the Project Manager. It will answer the ‘Why? What? How? Who? When? How much? and Where?’ of the project.

Once the plans are finalised it becomes the baseline – the reference levels against which a project is monitored and controlled.

Group Exercise In the space below answer the following questions

Who helps develop the PMP?

Who approves the PMP?

What would be the typical contents of a PMP?

What are the benefits of a PMP?

NOTES

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NA

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PR

OC

ES

S

RISK

REGISTER

RISK MANAGEMENT

Risk Management is a process that allows individual risk events and overall risk to be understood and managed proactively, optimising success by minimising threats and maximising opportunities.


What is a risk?

NOTES

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RISK IDENTIFICATION &

ASSESSMENT

Identify 10 risks associated with the case study.

1 6

2 7

3 8

4 9

5 10

The P & I Matrix Using the 10 risks identified for your simulation project place them on the Probability & Impact Matrix below.

Impact

Probability

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RISK REGISTER

A risk register is a document listing identified risk events and their corresponding planned responses.

Re

vie

w

Dat

e

Ris

k

Ow

ne

r

Aft

er

Re

spo

nse

Risk Rating

Impact 1-5

Probability 1-5

Ris

k R

esp

on

se

Be

fore

Re

spo

nse

Risk Rating

Impact 1-5

Probability 1-5

Ris

k D

esc

rip

tio

n

Ris

k ID

No

.

NOTES

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RISK RESPONSES

Once risks have been evaluated they should be treated to try and minimise the overall exposure to the project.

Label the diagram with the appropriate risk response category and supplement with a

summary of each.

Decide which response(s) would be the most appropriate for the top 3 of your ranked risks

Risk No. Response

Threats Opportunities

NOTES

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ISSUE MANAGEMENT

A formal issue occurs when the tolerances of delegated work are predicted to be exceeded. This triggers the escalation of the issue from one level of management to the next in order to seek a solution.


Your facilitator will give you an issue from the case study.

In your teams discuss how you will manage this issue with the use of the issue log.

Issue Description

Raise

d b

y

Date

Raise

d

Impact on Project Resolution Options Owner Final Outcome Date

Clo

sed

NOTES

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QUALITY MANAGEMENT

Quality management is a discipline for ensuring that the outputs, benefits, and the processes by which they are delivered, meet stakeholder requirements and are fit for purpose.


What is Quality?

_________________________________________________________________________________

Quality Planning is

Quality Assurance is

Quality Control is

NOTES

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CONTINUAL IMPROVEMENT

What is continual improvement?

What are the 4 steps involved?

NOTES

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SCOPE MANAGEMENT

Scope management is the process whereby the outputs, outcomes and benefits are identified, defined and controlled.


“Scope comprises the totality of the ___________, _________ and ________, and the required to _______ them”.

Work Breakdown Structure

Canary Wharf Station

1.0 Engineer/Design2.0 Build Coffer

Dam3.0 Do Groundwork

4.0 Build

Superstructure5.0 Manage Project 6.0 ...

3.1 Survey

3.2 Access

3.3 Procure

3.4 Work Package

3.5 ...

Product Breakdown Structure


Legal Documents Designs Materials Equipment PMP ...

Building Contract

Equipment

Contracts

Planning

Permission

Legal Document

...

NOTES

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Cost Breakdown Structure


£500,000,000

Contractors

£100,000,000

Materials

£250,000,000

Equipment

£100,000,000

Expenses

£20,000,000 ...

Entertainment

£100,000

Mileage Costs

£300,000

Travel

£2,000,000

Accommodation

£4,000,000

Agency Fees

£700,000

Air Travel

£700,000

Mileage Costs

£300,000

Organisational Breakdown Structure

NOTES

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RESPONSIBILITY ASSIGNMENT

MATRIX

The RAM is used to assign responsibilities for elements of work. It is created by combining the WBS with OBS. The RACI code below is then used to assign responsibilities to the tasks.

RACI

Responsible

Accountable

Consult

Inform

NOTES

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ESTIMATING An estimate is …

…an approximation of time and cost targets, refined throughout the life cycle…


Estimating Funnel

What are some practical estimating difficulties and causes of estimating errors?

Conception Definition Development

Handover &

Closure

Minimum

Maximum

Estimating Funnel

Spread of Estimates

Estimated

Budget

At Completion

NOTES

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ESTIMATING TECHNIQUES

Bottom up/ Analytical

Parametric

Comparative

NOTES

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SCHEDULING

Schedule Management is the process of developing, maintaining and communicating schedules for time and resources.


We will use the Precedence Diagramming Method (PDM) to demonstrate the use of logical relationships or dependencies. Four types exist:

Finish to Start (FS) The initiation of the successor activity depends on the completion of the predecessor activity

Finish to Finish (FF) The completion of the successor activity depends upon the completion of the predecessor activity

Start to Start (SS) The initiation of the successor activity depends upon the initiation of the predecessor activity

Start to Finish (SF) The completion of the successor activity depends upon the initiation of the predecessor activity

NOTES

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SCHEDULING

Terminology

Critical Path

Total Float

Gantt Chart

Baseline

Milestone

NOTES

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SCHEDULING EXERCISE

Calculate the project duration from the following network diagram

NOTES

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NOTES

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RESOURCE MANAGEMENT

Resource Types

P___________

M___________

M________________

M____________

NOTES

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RESOURCE MANAGEMENT

Resource Management comprises the acquisition and deployment of the internal and external resources required to deliver the project, programme or portfolio.


The resources needed to deliver a project include people, machinery, technology, property and anything else required to deliver the work. Resources may be obtained internally from the host organisation or procured from external sources.

Resource Smoothing

Resource Levelling

Other Options

NOTES

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PROCUREMENT Procurement is the process by which products and services are acquired from an external provider for the incorporation into the project, programme or portfolio.


From the case study, in your teams, suggest what some of the procurement considerations for the project are.

Procurement Considerations

NOTES

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CHANGE CONTROL Change control is the process through which all requests to change the baseline scope of a project, programme or portfolio are captured, evaluated and then approved, rejected or deferred.


Even the best made plans will be likely to change during a project. This should not necessarily constitute a problem if handled correctly through a Change Control process. Change Control is concerned with all aspects of managing the scope of the project and the project objectives, during the project execution

What would the sources or causes of change in a project?

NOTES

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CHANGE PROCESS

Your facilitator will give you a change exercise based on your case study.

As the Project Manager

To ensure this change is managed appropriately, you need to design a change management process. What would you do first? What would be your next steps through to completion of the change?

Who would be involved in the process and what would their roles be?

NOTES

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CHANGE PROCESS

NOTES

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CONFIGURATION MANAGEMENT

Configuration management encompasses the administrative activities concerned with the creation, maintenance, controlled change and the quality control of the scope of work.


Configuration is the functional and physical characteristics of a product as defined in its specification.


Configuration Management is very closely aligned with change control. Together, these two processes ensure that deliverables meet the required specification. While the configuration is primarily concerned with the products of a project or programme, it should also be applied to key management documents such as the business case. The business case can be subject to version control and audit to ensure that it is fit for purpose and all changes are recorded.

There is a configuration management process:

P

I

C

S

V & A

NOTES

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CONFIGURATION MANAGEMENT

PROCESS

Planning – a configuration management plan should describe any project-specific

procedures and the extent of their application during the life cycle of the project. The plan should also identify roles and responsibilities for carrying out configuration management. Configuration management must be planned in order to be effective, predictable and repeatable.

Identification – involves breaking down the project into component parts or

configuration items and creating a unique numbering or referencing system for each item, and establishing configuration baselines.

Control – This ensures that all changes to configuration items are documented. An

important aspect is being able to identify the interrelationships between configuration items. This is essential information for the ‘review’ and ‘assessment’ stages of the change control process.

Status Accounting – This tracks the current status of a configuration, providing

traceability of configuration items throughout their development and operation.

Verification & Audit – This is used to determine whether a deliverable conforms to

its requirements and configuration information. Typically an audit is a review undertaken at the end of a phase or stage or tranche and at the end of the handover and closeout phase of the project. Audits can take three forms- a physical audit inspects configuration items to confirm it conforms to its spec, a functional audit checks the configuration item performs its intended function, and a system audit checks that the system is able to perform the intended processes.

NOTES

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COMMUNICATION

Communication is the means by which the information or instructions are exchanged. Successful communication occurs when the received meaning is the same as the transmitted meaning.


Effective Communication

_____

What we hear

Words used

_____

_____What we see

NOTES

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BARRIERS TO COMMUNICATION

Barriers Options to Overcome

NOTES

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COMMUNICATION PLAN

Below is a typical example of a Communications Plan. Can you think of the required headings for each column and give a couple of examples and populate the grid.

ID

01

02

03

04

05

NOTES

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LEADERSHIP

Leadership is the ability to establish vision and direction, to influence and align others towards a common purpose, and to empower and inspire people


The role of leadership in a project will include:

promoting the project objectives

encouraging positive relationships

supporting effective teamwork

raising morale

empowering and inspiring individuals

List some skills/qualities that a good leader should have

1.

6.

2.

7.

3.

8.

4.

9.

5.

10.

NOTES

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INFORMATION MANAGEMENT

Information Management is the….

C………………..

S………………..

D……………….

A……………….

D……………….

…of information. It enables teams and stakeholders to use their time, resource and expertise effectively to make decisions and fulfil their roles.


The presentation of information in an appropriate format. Also a written record, a detailed account or a verbal account.


NOTES

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REPORTING

The presentation of information in an appropriate format. Also a written record, a detailed account or a verbal account.


What is the purpose and what are the benefits of project reporting?

NOTES

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PROJECT REVIEWS

A review is a critical evaluation of a deliverable, business case or P3 management process. Reviews are one of the principal mechanisms by which the quality of deliverables, performance of management process and the on-going viability of the work assured.


Reviews can be triggered by events e.g. completion of a stage, or by the passage of time e.g. quarterly reviews. Initial plans and budgets should provide for reviews to be undertaken as necessary. They may also be carried out as and when required. The following are the main types of reviews. Discuss the purpose of each.

Gate

Post Project

Benefit

Peer

Project Audits

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HANDOVER AND CLOSURE

Handover is point in the life cycle where the deliverables are handed over to the sponsors and users.

Closure is the formal end of a project either because it has been completed or because it has been terminated.


What are the activities that are carried out prior to and during:

Handover?:

What are the activities that are carried out during:

Closure?:

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DAY 1 QUESTIONS

30 questions, can you complete them in 30 minutes?

1. Teamwork can be defined as:

a. A process whereby team members communicate effectively.

b. A process whereby people work collaboratively towards a common goal.

c. A process whereby team members’ technical competence is utilised effectively.

d. A process whereby people work independently to complete project tasks.

2. Which one of the following statements is true?

a. Independent reviews and quality audits form part of quality assurance to ensure the project manager delivers on time and to budget.

b. Quality assurance provides confidence to stakeholders that requirements for quality will be exceeded.

c. Quality control verifies that the project deliverables conform to specification, are fit for purpose and meet stakeholder expectations.

d. Quality planning enables the project manager to manage the trade-off between customers’ expectations and budget.

3. Project risk management is best described as:

a. Managing responses to threats.

b. Identifying and acknowledging threats and opportunities.

c. Planning responses to threats.

d. Minimising threats and maximising opportunities.

4. Which one of the following best describes a project issue?

a. A major problem that requires formal escalation.

b. A problem that the project manager has to deal with on a day-to-day basis.

c. An uncertain event that may or may not occur.

d. An opportunity that occurs through change control.

All of the following are features of the project life cycle except:

a.Completion of one or more deliverables characterises the completion of a phase

b.The life cycle defines the phases that the project moves through from beginning to end

c.The transition from one phase to another generally involves some form of management approval d.The same personnel are involved throughout the project life cycle


a. An increase in project scope is likely to increase project cost.

b. A decrease in the project time is likely to increase project quality.

c. An increase in the project quality requirements is likely to decrease project cost.

d. A decrease in the project cost is likely to decrease project time.

7. Which one of the following statements best defines the purpose of a Product Breakdown Structure (PBS)?

a. To define the hierarchy of deliverables that are required to be produced on the project.

b. To define how the products are produced by identifying derivations and dependencies.

c. To establish the extent of work required prior to project commissioning and the handover.

d. To identify the health and safety strategies and procedures to be used on the project.

8. Which one of the following is least likely to be a success criteria?

a. A target for the project to receive zero change requests.

b. The date by which the project is to be completed.

c. Delivery of products that meet required specifications.

d. The awarding of bonuses to senior management.

9. Which one of the following is a valid project Key Performance Indicator (KPI)?

a. Staff appraisals.

b. Management buy in.

c. Milestone achievement.

d. Master schedule.


a. The business case is owned by the sponsor and is created during the concept phase of the project life cycle.

b. The business case is owned by the project manager and is created during the concept phase of the project life cycle.

c. The business case is owned by the sponsor and is created during definition phase of the project life cycle.

d. The business case is owned by the project manager and is created during the definition phase of the project life cycle.

11. Who owns the Project Management Plan (PMP)?

a. The project team.

b. The chief executive.

c. The project manager.

d. The project support office.

12. Which one of the following best describes users?

a. Providers of both strategic and tactical direction to the project.

b. Those intended to receive benefits or operate outputs.

c. Facilitators of an appropriate issue resolution procedure.

d. Those providing full-time commitment to the project.

13. Which statement best describes a responsibility of the project manager:

a. To be the sole source of expertise for estimating techniques on cost and time.

b. To deliver the project objectives to enable benefits to be realised.

c. To take ultimate accountability for the delivery of the business benefits.

d. To delegate all accountability for managing time, cost and quality to team leaders.

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14. A project is typically defined in terms of scope, time, cost and which other parameter?

a. Benefits.

b. Quality.

c. Tolerance.

d. Controls.


a. Business-as-usual activities cannot be improved.

b. Business-as-usual activities are more difficult to manage than projects.

c. Projects are transient endeavours that bring about change to business-as-usual.

d. A project is always the starting point for operation refinement.

16. In project management, the term quality is best defined as:

a. Inspection, testing and measurement.

b. Reviews and audits.

c. Fitness for purpose of deliverables.

d. Professionally-bound project reports.

17. The main outcome of risk identification, in a risk management process, is to:

a. Identify and determine the relative importance of the project risks.

b. Identify and describe all risks that might occur on the project.

c. Identify and determine the responses to the project risks.

d. Identify and describe risks that have occurred on previous projects.

18. Which one of the following is captured in the Work Breakdown Structure (WBS)?

a. The life cycle phases.

b. The logical order of tasks.

c. The scope of the project.

d. Project costs.

19. The justification for the investment to be made in a project is documented in the:

a. Cost Breakdown Structure.

b. Procurement Strategy.

c. Business Case.

d. Project Management Plan.

20. Which one of the following is a responsibility of the project steering group/board?

a. To identify potential problems for the project team to solve.

b. To provide strategic direction and guidance to the sponsor.

c. To manage the project team in all daily activities.

d. To receive and consider daily reports from team members.

21. One of the reasons a project life cycle is split into phases is to:

a. Facilitate formal go/no-go decision making during the project.

b. Balance the costs of work in each phase of project development.

c. Mirror the major deployments of resources throughout the project.

d. Chunk work into time periods of similar durations.

22. Which of the following best describes a project environment?

a. The type of organisation concerned with implementation.

b. The structured method used to control the project.

c. The context within which a project is undertaken.

d. An understanding of the risks involved in the project.

23. Which one of the following statements best describes a project?

a. A project is a set of tools and techniques often used when delivering organisational change.

b. A project is the sum of activities needed to remove uncertainty from a unique piece of work.

c. A unique transient endeavour undertaken to achieve a desired outcome.

d. A project is a method of planning work.

24. The process that evaluates overall project performance to provide confidence is called:

a. Quality assurance.

b. Quality planning.

c. Quality control.

d. Quality audit.

25. Which one of the following statements about the project risk register is false?

a. It facilitates the review and monitoring of risks.

b. It facilitates the risk appetite.

c. It facilitates the recording of risk responses.

d. It facilitates the recording of risks.

26. A Responsibility Assignment Matrix (RAM) can be used to:

a. Define the terms of reference of the project manager.

b. Define the limits of the project sponsor’s responsibilities.

c. Allocate risk management response activities to project personnel.

d. Allocate work packages to those responsible for project work.

27. An Organisational Breakdown Structure (OBS) is used to identify:

a. The reporting structure and current availability of all individuals in the project.

b. Technical ability and line of communication for all individuals in the project.

c. Lines of communication and responsibility for all the individual managers in the project.

d. The reporting structure and lines of communication for all individuals in the projects

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28. Which one of the following best describes project success criteria?

a. Actively seeking some senior management support.

b. Measures by which the success of the project is judged.

c. Achievement of milestones.

d. A motivated project team

29. Which one of the following best describes a project stakeholder?

a. A party who is concerned about the project going ahead.

b. A party with an interest or role in the project or is impacted by the project.

c. A party who has a vested interest in the outcome of the project.

d. A party who has a financial stake in the organisation managing the project.

30. The phases of a project life cycle are;

a. starting, planning, control and closing.

b. concept, definition, development, handover and closure.

c. initiation, definition, planning, monitoring and operations.

d. concept, definition, implementation and operations.

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DAY 2 QUESTIONS

30 questions, can you complete them in 30 minutes?

1. What is defined as “the ability to influence and align others towards a common purpose”?

a. Teamwork.

b. Motivation.

c. Management.

d. Leadership.

2. Which one is a true statement relating to project communications?

a. A project sponsor is responsible for all communication methods and media.

b. Different stakeholders typically have different communication needs.

c. It is best to have a standard set of project reports used for every project.

d. Email is the only way to communicate with large numbers of people.

3. Which one of the following is not considered in resource management?

a. Identifying resources.

b. Influencing resources.

c. Assigning resources to activities.

d. Matching resources to the schedule.

4. Which one of the following does project change control primarily seek to ensure?

a. All variance to the project scope is evaluated.

b. No reduction in the perceived quality of the project outcome.

c. Management costs of the project do not increase.

d. Any decrease in the scoped deliverable of the project is rejected.

5. Scheduling can best be defined as the process used to determine:

a. Overall project duration.

b. Project cost estimating.

c. The project management plan.

d. Sub-contractor’s responsibilities.

6. Project reporting can best be defined as:

a. Informing stakeholders about the project.

b. Storing and archiving of project information.

c. Gathering stakeholder feedback.

d. Collecting project information.

7. Which one of the following statements best defines an estimate?

a. An approximation of project time and cost targets, refined throughout the project life cycle.

b. A prediction of a future condition or event based on information or knowledge available now.

c. The value of useful work done at any given point in a project to give a measure of progress.

d. A situation that affects or influences the outcome of the project expressed in time or cost terms.

8. What is the visual representation of the projects activities against a calendar called;

a. A Gantt chart.

b. A critical path network.

c. A product flow diagram.

d. A Pareto chart

9. Which one of the following statements best defines procurement?

a. A technique to establish the best approach for obtaining the resources for the project.

b. A group of interrelated resources and activities that transform inputs into outputs.

c. The description of the purpose, form and components to support delivery of a product.

d. The process by which products and services required for the project are acquired

10. The main purpose of the Project Management Plan is to:

a. Provide justification for undertaking the project in terms of evaluating the benefit, cost and risk of alternative options.

b. Ensure the project sponsor has tight control of the project manager’s activity.

c. Document the outcomes of the planning process and provide the reference document for managing the project.

d. Document the outcome of the risk, change and configuration management processes.

11. Which of the following statements best describes a project?

a. A project is a set of tools and techniques often used when delivering organisational change.

b. A project is the sum of activities needed to remove uncertainty from a unique piece of work.

c. A unique transient endeavour undertaken to achieve a desired outcome.

d. A project is a method of planning work..

12. An important aim of a post-project review is to:

a. Validate overall progress to date against the budget and schedule.

b. Capture learning and document it for future usage.

c. Ensure acceptance of all permanent documentation, signed by the sponsor.

d. Establish that project benefits have been identified.

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13. Once a change has been requested what is the next step in the change control process?

a. Evaluate the change.

b. Advise the sponsor.

c. Update the change log.

d. Update the project plan

14. Comparative estimating uses:

a. Current data from similar projects.

b. Historic data from all projects.

c. Historic data from similar projects.

d. Current data from all projects.

15. When a project has completed the handover and closure phase:

a. The project deliverables are ready for commissioning.

b. The project deliverables are ready for handing over to the users.

c. The project documentation must be disposed of.

d. The capability is now in place for the benefits to be realised.

16. A review undertaken to decide whether a project should proceed into its next phase is known as a:

a. Gate review.

b. Feasibility study.

c. Milestone review.

d. Evaluation review

17. The document that identifies what information needs to be shared, to whom, why, when and how is called the:

a. Communication management plan.

b. Stakeholder mapping grid.

c. Document distribution schedule.

d. Responsibility assignment matrix.

18. Configuration management is best described as:

a. Control in the implementation of changes to project schedules.

b. An organisation to review proposed changes to the project deliverables.

c. Quality control of project deliverables and documentation.

d. Creation, maintenance and controlled change of the project deliverables

19. The accuracy of an estimate should:

a. Decrease as a project progresses through its life cycle.

b. Increase as a project progresses through its life cycle.

c. Stay constant throughout the project life cycle.

d. Vary independently of where the project is in its life cycle

20. Which one of the following illustrates why effective project management is beneficial to an organisation?

a. It utilises resources as and when required under direction of a project manager.

b. It advocates employing a consultancy firm which specialises in managing change.

c. It recommends using only highly skilled people in the project team.

d. It ensures that the chief executive is accountable for the achievement of the defined scope.

21. Which one of the following techniques utilises work packages, assigning cost and summing up to provide an estimate

a. Comparative Estimating

b. Parametric Estimating

c. Bottom Up estimating

d. Strategic Estimating

22. A key aspect of managing a project involves:

a. Defining which operational systems to put in place.

b. Identifying routine tasks.

c. Ensuring ongoing operations are maintained.

d. Planning to achieve defined objectives.

23. Who are project team members primarily accountable to?

a. External stakeholders.

b. The end users.

c. The finance director.

d. The project manager

24. Which one of the following best describes project management?

a. Using APM’s Body of Knowledge 6th edition as a guide to all projects.

b. Employing a project manager who has undertaken similar projects.

c. Utilising team members who can work on a project full time.

d. Application of processes and methods throughout the project life cycle.

25. A communication management plan identifies the relevant information that should be communicated to:

a. The project team.

b. The project stakeholders.

c. The project board.

d. The project sponsor.

26. It is important to understand Total Float because:

a. It describes how much an activity can be delayed before it effects the start date of the subsequent activity.

b. It describes how much an activity can be delayed without effecting the end date of the project.

c. It is calculated by subtracting the Early Finish from the Early Start.

d. It is calculated by subtracting the Late Finish from the Late Start.

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27. Resource limited scheduling ensures that;

a. The project always finishes on time.

b. All the work is complete.

c. The amount of available resources are not exceeded

d. The project stays on its critical path.

28. Which one of the following is true for the Project Management Plan (PMP)?

a. The Project Management Plan is developed by the project manager and team and owned by the sponsor.

b. A draft of the Project Management Plan is developed by the sponsor at the same time as the business case.

c. The Project Management Plan is developed by the sponsor and owned by the project manager.

d. The Project Management Plan is developed by the project manager and team and owned by the project manager.

29. The following are true about resource scheduling except;

a. Resource scheduling is used to develop the WBS.

b. The results of resource scheduling can often extend the preliminary project schedule.

c. Resource scheduling can be used to restrict resource usage during certain periods.

d. Resource scheduling seeks to smooth resource requirement profiles

30. Which one of the following examples is not normally a milestone?

a. Placement of a contract with a key supplier.

b. Delivery of an important work package that will trigger a stage payment to the supplier.

c. All activities on the critical path.

d. The project management plan sign off.

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GLOSSARY This glossary is made up of terms used in the sixth edition of the APM

Body of Knowledge only. Definitions are provided where terms used

are unique to the profession, or have a unique meaning in the

profession.

See overleaf…

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PROJECT MANAGEMENT INTRODUCTORY CERTIFICATE

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Accept A response to a threat where no course of action is taken.

Acceptance Criteria The requirements and essential conditions that have to be achieved before a deliverable is accepted

Activity 1. A task, job, operation or process consuming time and possibly other resources. 2. The smallest self-contained unit of work in a project.

Activity Duration The length of time that it takes to complete an activity.

Activity-on-node network A network diagram where the activities are represented by the nodes.

Actual Expenditure The costs that have been charged to the budget and for which payment has been made, or accrued.

Actual Progress A measure of the work that has been completed for comparison with the baseline.

Analogous Estimating See comparative estimating.

Analytical Estimating See bottom up estimating.

Avoid A response to a threat that eliminates its probability or impact on the project.

Baseline The reference levels against which a project, programme or portfolio is monitored and controlled.

Benefit The quantifiable and measurable improvement resulting from completion of deliverables that is perceived as positive by a stakeholder. It will normally have a tangible value, expressed in monetary terms that will justify the investment

Benefits Management The identification, definition, planning, tracking and realisation of business benefits.

Benefits Realisation The practice of ensuring that benefits are derived from outputs and outcomes.

Board A body that provides sponsorship to a project, programme or portfolio. The board will represent financial, provider and user interests.

Bottom-up Estimating An estimating technique that uses detailed specifications to estimate time and cost for each product or activity.

Breakdown Structure A hierarchical structure by which project elements are broken down, or decomposed. Examples include: cost breakdown structure (CBS), organisational breakdown structure (OBS), product breakdown structure (PBS), and work breakdown structure (WBS).

Business-As-Usual An organisation’s normal day-to-day operations.

Business Case Provides justification for undertaking a project or programme. It evaluates the benefit, cost and risk of alternative options and provides a rationale for the preferred solution.

Change Control The process through which all requests to change the baseline scope of a project, programme or portfolio are captured, evaluated and then approved, rejected or deferred.

Change Management Change management is a structured approach to moving an organisation from the current state to the desired future state.


Change Register A record of all proposed changes to scope.

Change Request A request to obtain formal approval for changes to the scope of work.

Closure The formal end point of a project or programme, either because it has been completed or because it has been terminated early.

Communication The means by which information or instructions are exchanged. Successful communication occurs when the received meaning is the same as the transmitted meaning.

Comparative Estimating An estimating technique based on the comparison with, and factoring from, the cost of similar, previous work.

Concept Concept is the first phase in the project or programme life cycle. During this phase the need, opportunity or problem is confirmed, the overall feasibility of the work is considered and a preferred solution identified.

Configuration Functional and physical characteristics of a product as defined in its specification.

Configuration Management

Configuration management encompasses the administrative activities concerned with the creation, maintenance, controlled change and quality control of the scope of work.

Context A collective term for the governance and setting of a project, programme or portfolio.

Contingency Resource set aside for responding to identified risks.

Contract An agreement made between two or more parties that creates legally binding obligations between them. The contract sets out those obligations and the actions that can be taken if they are not met.

Critical Path A sequence of activities through a network diagram from start to finish, the sum of whose durations determines the overall duration. There may be more than one such path.

Critical Path Analysis The procedure for calculating the critical path and floats in a network diagram.

Definition The second phase of a project or programme life cycle where requirements are refined, the preferred solution is identified and ways of achieving it are identified.

Deliverable A product, set of products or package of work that will be delivered to, and formally accepted by, a stakeholder.

Dependency A relationship between activities in a network diagram.

Enhance A response to an opportunity that increases its probability, impact or both.

Environment The circumstances and conditions within which the project, programme or portfolio must operate.

Escalation The process by which issues are drawn to the attention of a higher level of management.

Estimate An approximation of time and cost targets, refined throughout the life cycle.

Estimating The use of a range of tools and techniques to produce estimates.

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Estimating Funnel A representation of the increasing levels of estimating accuracy that can be achieved through the phases of the life cycle.

Exploit A response to an opportunity that maximises both its probability and impact.

Extended Life Cycle A life cycle model that includes the operation of outputs and realisation of benefits.

Finish-to-finish A dependency in an activity-on-node network. It indicates that one activity cannot finish until another activity has finished.

Finish-to-start A dependency in an activity-on-node network. It indicates that one activity cannot start until another activity has finished.

Float A term used to describe the flexibility with which an activity may be rescheduled. There are various types of float, such as total float and free float.

Gantt Chart A graphical representation of activity against time. Variations may include information such as ‘actual vs. planned’, resource usage and dependencies.

Gate The point between phases, gates and/or tranches where a go/ no go decision can be made about the remainder of the work.

Go/No Go A form of control where a decision is made whether or not to continue with the work.

Handover The point in the life cycle where deliverables are handed over to the sponsor and users.

Information Management The collection, storage, dissemination, archiving and destruction of information. It enables teams and stakeholders to use their time, resource and expertise effectively to make decisions and to fulfil their roles.

Investment Appraisal A collection of techniques used to identify the attractiveness of an investment.

Issue A formal issue occurs when the tolerances of delegated work are predicted to be exceeded or have been exceeded. This triggers the escalation of the issue from one level of management to the next in order to seek a solution.

Leadership The ability to establish vision and direction, to influence and align others towards a common purpose, and to empower and inspire people to achieve success.

Lessons Learned Documented experiences that can be used to improve the future management of projects, programmes and portfolios.

Life Cycle The inter-related phases of a project, programme or portfolio and provides a structure for governing the progression of work.

Milestone A key event selected for its importance in the schedule.

Monte Carlo Analysis A technique used to estimate the likely range of outcomes from a complex process by simulating the process under randomly selected conditions a large number of times.


Network Analysis A collective term for the different ways in which a network diagram may be analysed including, for example, critical path analysis, program evaluation and review technique, and critical chain.

Network Diagram A model of activities and their dependencies comprising nodes and links.

Objectives Predetermined results towards which effort is directed. Objectives may be defined in terms of outputs, outcomes and/or benefits.

Opportunity A positive risk event that, if it occurs, will have a beneficial effect on achievement of objectives.

Organisation The management structure applicable to the project, programme or portfolio and the organisational environment in which it operates.

Outcome The changed circumstances or behaviour that results from the use of an output.

Output The tangible or intangible product typically delivered by a project.

Parametric Estimating An estimating technique that uses a statistical relationship between historic data and other variables to calculate an estimate.

Phase The major subdivision of a life cycle.

Planning Determines what is to be delivered, how much it will cost, when it will be delivered, how it will be delivered and who will carry it out.

Portfolio A grouping of an organisation’s projects and programmes. Portfolios can be managed at an organisational or functional level.

Portfolio Management The selection, prioritisation and control of an organisation’s projects and programmes in line with its strategic objectives and capacity to deliver.

Precedence Network A network diagram in which activities are represented by rectangles (nodes) and their dependencies are represented by arrows.

Procurement Procurement is the process by which products and services are acquired from an external provider for incorporation into the project, programme or portfolio.

Programme A group of related projects and change management activities that together achieve beneficial change for an organisation.

Programme Management The coordinated management of projects and change management activities to achieve beneficial change.

Project A unique, transient endeavour undertaken to achieve planned objectives.

Project Management The application of processes, methods, knowledge, skills and experience to achieve the project objectives.

Project Management Plan (PMP)

The output of the definition phase of a project or programme.

Provider A person or company that provides goods or services.

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Quality The fitness for purpose or the degree of conformance of the outputs of a process or the process itself.

Quality Management A discipline for ensuring the outputs, benefits and the processes by which they are delivered, meet stakeholder requirements and are fit for purpose.

Reduce A response to a threat that reduces its probability, impact or both

Reject A response to an opportunity where no action is taken.

Reports 1. The presentation of information in an appropriate format (e.g. management report). 2. A written record or summary, a detailed account or statement, or a verbal account.

Resource Allocation The process by which resources are attributed to activities.

Resource Levelling A scheduling calculation that delays activities such that resource usage is kept below specified limits. It is also known as resource limited scheduling.

Resources All those items required to undertake work including people, finance and materials.

Resource Scheduling A collection of techniques used to calculate the resources required to deliver the work and when they will be required.

Resource Smoothing A scheduling calculation that involves utilising float or increasing or decreasing the resources required for specific activities, such that any peaks and troughs of resource usage are smoothed out. This does not affect the overall duration. It is also known as time limited resource scheduling.

Responsibility Assignment Matrix

A diagram or chart showing assigned responsibilities for elements of work. It is created by combining the work breakdown structure with the organisational breakdown structure.

Reviews A review is a critical evaluation of a deliverable, business case

or P3 management process

Risk The potential of an action or event to impact on the achievement of objectives.

Risk Analysis An assessment and synthesis of risk events to gain an understanding of their individual significance and their combined impact on objectives.

Risk Management A process that allows individual risk events and overall risk to be understood and managed proactively, optimising success by minimising threats and maximising opportunities.

Risk Event An uncertain event or set of circumstances that would, if it occurred, have an effect on the achievement of one or more objectives.

Risk Register A document listing identified risk events and their corresponding planned responses.

Risk Response An action or set of actions to reduce the probability or impact of a threat, or to increase the probability or impact of an opportunity.


Schedule A timetable showing the forecast start and finish dates for activities or events within a project, programme or portfolio.

Scope The totality of the outputs, outcomes and benefits and the work required to produce them.

Scope Management The process whereby outputs, outcomes and benefits are identified, defined and controlled.

Share A response to an opportunity that increases its probability, impact or both by sharing the risk with a third party.

Sponsorship An important senior management role. The sponsor is accountable for ensuring that the work is governed effectively and delivers the objectives that meet identified needs.

Stakeholder The organisations or people who have an interest or role in the project, programme or portfolio, or are impacted by it.

Stakeholder Management The systematic identification, analysis, planning and implementation of actions designed to engage with stakeholders.

Start-to-finish A dependency in an activity-on-node network. It indicates that one activity cannot finish until another activity has started.

Start-to-start A dependency in an activity-on-node network. It indicates that one activity cannot start until another activity has started.

Statement of Work An annex to the main body of a contract that defines the detail of deliverables, timescales and management procedures.

Success Criteria The qualitative or quantitative measures by which the success of P3 management is judged.

Success Factors Management practices that, when implemented, will increase the likelihood of success of a project, programme or portfolio. The degree to which these practices are established and embedded within an organisation indicates its level of maturity.

Teamwork A group of people working in collaboration or by cooperation towards a common goal.

Threat A negative risk event; a risk event that if it occurs will have a detrimental effect on the objectives.

Total float Time by which an activity may be delayed or extended without affecting the overall duration or violating a target finish date.

Transfer A response to a threat that reduces its probability, impact or both by transferring the risk to a third party.

Users The group of people who are intended to receive benefits or operate outputs.

Work Package A group of related activities that are defined at the same level within a work breakdown structure.

A7


RE

FE

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NC

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TIO

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PERSONAL ACTION PLAN

What I am going to do

When I will do it Benefit to

me/company