Project Introduction09 Kieran Lenihan
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This document discusses key aspects of managing successful service delivery projects. It emphasizes the importance of: having clear project definitions and scope; securing early support from senior management and stakeholders; appointing an experienced project manager to oversee the team and ensure tasks are completed on time and budget. Effective communication with all parties through the project lifecycle is also vital, such as listening to stakeholders and providing regular updates tailored to their needs. Defining the project scope upfront through discussion helps ensure a shared understanding of goals and deliverables.
Project Introduction09 Kieran Lenihan
- 1. Managing Service Delivery Projects Kieran Lenihan 3-4 March 2009
- 2. What defines a project? Unique, not an everyday thing, risky Specific objective(s) Committed resources: people, financial and skills Time- working against the clock
- 3. Getting Projects off to a Good Start Project in line with organisational strategy Agreed procurement strategy Support from top management Roles, responsibilities and reporting structures clarified Consistent process or set of processes Communication with stakeholders
- 4. Role of the Project Sponsor A Senior manager with clout A champion of the project: vocal and visible Ultimate decision maker for the project Watches budget and keeps things in check Provides support for Project Manager Removes obstacles and resolves conflicts. Approve Scope changes
- 5. Steering Committee/Project Board Typically appointed by senior management Comprises a group of stakeholders Project’s voice to outside world Approves deliverables, helps resolve issues, makes policy decisions and approve scope changes May secure funding (But sometimes absent!)
- 6. Project Manager Overall authority, responsibility and accountability for management of resources Includes technical, time and cost aspects and motivation of all The day to day project manager Manages team and its performance Makes sure the goods are produced! Watches the clock and the money
- 7. Project Team Plan the project with project manager Execute tasks producing deliverables Answer to project Manager
- 8. Customers and Stakeholders May be external or internal to organisation Customer representatives used frequently Key stakeholders are the ones without whom the project fails Role of suppliers, contractors important
- 9. Securing Stakeholder Commitment Talk to them. Let their views count Be credible: have the skills and experience Establish trust and relationships Involve sponsor and board to lend project credibility Communicate with each stakeholder group according to their needs
- 10. Secret of Good Communication Keep communication as simply as possible Provide information when it is required Use credible messengers Be available to speak in person Listen Plan presentations Have a clear strategy for seeking and acting on feeback
- 11. Secret of Good Communication 2 Remember who you are addressing Select your key messages Choose the tool carefully
- 13. Make your project a success Get senior management support Involve the users of the service The more experienced the project manager, the better Have clear objectives Keep the scope tight Follow a project methodology
- 14. Project Scope What is or is not included in the project Does not refer to time and cost Example: Want to build a garage with two window and double doors to park a family car. Must have light and be secured by both bolt and chubb lock What I have in mind
- 15. What the builder has in mind Clearly we need to have a chat!
- 16. Define Your Project Scope Need to discuss project fully with stakeholders Make sure there is a shared understanding Double check and confirm understanding
- 18. Example:We will create an integrated service and one stop shop for customers What do you mean by integrated? What is a one stop shop? How will customers be served? What services will provided and to what level
- 19. How to Define the Scope Describe the activity Define the internal and external deliverables Agree the outcome
- 20. Remember however… … that sometimes it is not realistic to wait until you know everything. Sometimes you just need to be brave!