Environment

External influences

Governance

Host organization

Internal influences

Legislation

P3

PESTLE

Setting

Stakeholders

Structured approach

Approval gates

Assurance scheme in force

Coherent business strategy

Compliance with external regulations

Continual improvement policy

Corporate ethics

Defined roles

Fostering trust

Frank disclosure and reporting

Good communications

Portfolio direction

Project management capability

Project sponsorship

Risk awareness

Stakeholder engagement

Definition of project management

Defined start and finish

Motivation of all involved

Planning, monitoring and controlling all aspects of the project

Project charter

Time, cost and performance requirement

Assign priorities

Collection of related projects

Coordinate resources

Oversee project managers

Prepare overall milestone plan

Reduce risk

Resolve conflicts between project managers

Allocate resources and eliminate bottlenecks

Assess risks of projects in portfolio

Carry out cost benefit analysis of projects

Decide on timing of project starts

Ensure good cash flow and profitability

Monitor performance of all projects

Prioritize projects against the needs of the organization

Projects can be related or not related

Access to all tools and techniques

Assurance of governance

Maintenance of infrastructure

Permanent organizational structure

Project office

Secretariat

Specialist skill supply when required

Technical support

Training and coaching programmes

Corporate function

Experience recorded for future use

External and internal sources

Ownership of knowledge

Implementation mechanism

Knowledge capture

Lessons learned log

Maintenance of knowledge repository

Storage of knowledge

BS 6079: Conception, feasibility, implementation, operation, termination

Ensures unnecessary expenditure

Go or No-Go gates

Number of phases

Review after each phase

Trigger for further funding

Define benefits and agree measure

Ensure senior management commitment

Identify and assess benefits

Implement proper governance

Provide good communications

Set and monitor KPIs (key performance indicators)

Set success criteria

Business case owner

Communication skills

Governance

Oversees delivery of benefit

Responsible to Board or client

Steering group member

Supporting role to project or programme

Context in which project is undertaken

Client, company, contractor, supplier, consultant, end user, public, utilities

PESTLE (Political, Economic, Sociological, Technical, Legal, Environmental)

Takes account of internal and external forces

Applies to product-based and service industries

For routine activities

Inputs are resources, e.g. capital, people, materials and equipment

Outputs are products, services, solutions, information and distribution

Must work with P3 projects

Choice of strategy

External influences and demands

Mission statements

Opportunities

Stakeholders’ requirements

Strategic analysis

Strategic implementation

Assumptions

Barriers to communication:

Bad translation

Cultural

Dislike of sender

Equipment failure

Group think

Hidden agenda

Jargon

Language and pronunciation

Misunderstandings

Perception, attitude, lack of trust

Personality clash

Poor document distribution, lost files

Poor knowledge retention

Poor working environment

Unclear objectives

Unnecessary long messages

Withholding information

Adjudication

Arbitration

Compromise

Conciliation

Confronting

Forcing

Mediation

Mitigation

Smoothing

Thomas and Kilman

Withdrawing

Clear lines of authority

Clear specification of instruction

Communication skills

Ensure person delegated is trained

Knowledge of person delegated

Language problem

Monitor action taken

Motivation

Plan what can be delegated

Work done by others

Cultural and contextual awareness

Communication skills

Compliance with commitments

Influencing techniques

Negotiation skills

Sensory awareness

Trust and understanding

Understand own attitude

Ability to adapt to change

Ability to influence rather than direct

Ability to listen

Communication skills

Decision making

Does not panic

Fairness

Initiative

Integrity

Keeps a cool head

Motivation

Negotiation skills

Situational leadership

Wider perspective

Agreement

Bargaining

Build up relationship

Concessions

Documentation of settlement

Exchange information

Planning and case preparation

Set minimum acceptances

Advantages of project team:

Away days, discussions training events

Belbin team roles

Common objectives

Complementary skills

Focus

Herzberg’s motivation theory

Increased productivity

Informal communications

Maslow’s hierarch of needs

Motivation for project

Strong identity with project

Team spirit

Tuckman team phases

Will to succeed

Work satisfaction

Accountability

Breadth and depth of knowledge

Certification

Code of ethics

Code of practice

Commitment

CPD

Professional institutions

Public interest

Responsibility

Specialized knowledge

Best practice

Collective competence

Common interest in project management

Dissemination of knowledge

Motivation

Mutual support

New knowledge generated

Repertoire of resources

Shared experience

Combined skill, knowledge and experience

Competence frameworks

Competency assessments

Defined expectations

Defines roles

Defines statements of work

Practical experience

Technical expertise

Theoretical understanding

Awareness of cultural differences

Knowledge of legal boundaries

Moral leadership

Personal code of conduct

Professionalism

Transparency of actions

UK Bribery Act

Ability levels

APMP qualification

Continual improvement

CPD Certificates

Learning and development programme

Learning objectives

Mentoring

Performance management

Performance reviews

PRINCE two qualification

Support for development

Could include investment appraisal

Defines ‘Why’ and ‘What’

Includes major risks

Might include success/failure criteria

Outline cost, time and performance/quality criteria

Outline objectives

Owned by sponsor or client

Requirements (SOR)

Should have assessed other options

Should have identified and considered all stakeholders

Submitted to Board for approval

ACWP, BCWP, BCWS

Achievement points

Bar chart

Baseline

Cost performance index (CPI)

Cybernetic control

Decision points

Earned value management (EVM)

Earned schedule

Feedback requirement

Gantt chart

Milestone slip chart

Payment point

Programme

Resource smoothing

Schedule performance index (SPI)

Time variance

Time sheets

Tracking

Big data

Confidentiality

Collation and distribution

Collection and capture

Dissemination

Procurement and maintenance of equipment

Storing and archiving

Functional organization

Generic organization structure

Matrix organization

PRINCE two

Portfolio organization structure

Programme organization structure

Project office

Project organization structure

Steering group

Task force

Bible of project owned by project manager

Covers the Why, What, When, Where, How, Who and How much (Kipling poem)

Concept, Definition, Development, Delivery, Closure

Contents set out in BS 6079

Milestones

Project management plan

Sets out baseline of project

Updated regularly with good configuration management

Financial muscle

Influence of stakeholders to be assessed

Malleability

Negative stakeholders, pressure groups, environmental groups, planning authorities

Personal involvement

Political bias or affinity

Positive stakeholders, project team, client, contractors, sponsor

Power to affect project AoA

Stakeholder prioritization

Vested interest

Can be product based or work based

Divides project into manageable packages

Does not show interdependencies

Foundation for planning, CP network and bar chart

Gives better definition of work

Good basis for risk identification process

Helps to create responsibility matrix

Leads to PBS, CBS, OBS and RBS

Shows hierarchy of work packages

Task-orientated family tree

Top down and bottom up estimating

Benefits management plan

Benefits modelling

Capture baseline measurements

Covers projects, programmes and portfolios

Implementation of change

Measurable impact

Monitoring performance

Opportunities capture

Performance indicators

Realization of business benefits

Tangible benefits quantifiable

Authorization document giving change effect on cost, time and performance

Change control process

Change control register

Change request form

Customer responsibility: impact assessment, evaluation agreement

Departments must assess time and cost effect on them

Difference between external and internal change, effect on budget

Feedback to customer who has the right to cancel after assessment

Configuration audit

Control of configuration items

CM planning

Covers documents, drawings and components

Item identification

Status

Verification

Assess, prepare, plan, implement, sustain

Carnall change management model

Generic change management

Kotter change management model

Lewin change management model

Analyse requirements

Collect requirements from stakeholders

Ensure no contradictions

Ensure no misinterpretation

Justify requirements

Prioritize

Set up baseline requirements

Specify requirement

Update

Verify by inspection, tests, demonstration

Alternative functionality

Baseline requirements

Evaluation and selection

Implementation (possibly phased)

Modelling and simulation

Progressive testing

Reduce capital cost

Validation against requirement

Value improvement

Verification of solution

Aggregation

Availability limits

Bar chart

Histogram

Network analysis

Performance curves

Resource levelling

Resource scheduling

Resource smoothing

Reusable resources

AoA or AoN (precedence) networks

Critical path (CP) has zero float

Estimate durations

Gantt chart

Lester diagram

Maximize parallel activities

PERT

Resource histogram

Resource smoothing, peak reduction

S curve

3-point estimating for durations

Commit funds

Cost/benefit analysis

Control expenditures

Estimating costs

Evaluate outcome

Financial governance

Justify costs

Reviews

Secure funding

Accruals

Analytical estimating

Bill of quantities

Bottom-up estimating

Budget preparation

Cash-flow forecast

Comparative estimating

Contingencies

Costing and monitoring methods

CBS (cost breakdown structure)

Commitments

Estimating

Parametric estimating

Schedule of rates

Subjective estimating

Top-down estimating

Build, own, operate & transfer (BOOT)

Budget holder

Capital expenditure (CAPEX)

Combined funding

Credit guarantees

Grants

Internal & external funding

Loans

Operational expenditure (OPEX)

Overdrafts

Private finance initiative (PIF)

Public private partnership (PPP)

Share issue

Valuations

Venture capital (VC)

Average return per annum

Advantages of DCF, NPV:

Compares competing projects

Time value of money

Advantaged of payback:

Can be discounted

Simple

Intangible benefits:

Impact on business

Marketing

Prestige

Social benefits

IRR, graphical solution

Return of investment percent

Risks to be considered

Stakeholder views to be considered

Assessment, priorities, probability, SWOT, decision trees, Ishikawa diagram Delphi, WBS

Identification techniques, brainstorming, check list, prompt list, interviews

Risk management plan, diagrams, P-I matrix, risk log, techniques

Risk management process, software tools, Monte Carlo, predict, 3-point estimating

Qualitative analysis

Quantitative analysis

Risk owner

Risk register

Types of risk, political, economic, technical, security, environmental

Client requirement

Company risk policy

PESTLE

Positive and negative risk

Risk averseness, risk seeking, risk neutral, risk appetite

Risk management plan

Assumption analysis

Brainstorming

Check lists

Delphi techniques

Document reviews

Interviews

Prompt lists

Questionnaires

SWOT analysis

WBS

Acceptance criteria

Fitness for purpose

ISO 900

Quality assurance

Quality audits

Quality circles

Quality control

Quality manual

Quality plan

Quality standards

TQM (total quality management)

Zero defect

Assurance process

Assurance providers

Audits

External assurance providers

Governance processes

Integrated assurance

Quality management plan

Regulatory compliance

Sponsor led

Support functions reviews

Risk register

Security

Stakeholder confidence

Agenda for review meetings

Business case review

Deliverables review

Frequency set out in quality management plan

Gate reviews

Management processes review

P3 assurance

Post project review

Report to owners

Triggered by events

Acquired through procurement

Obtained internally or externally

Replenishable resources

Renewable resources

Resource allocation

Resource levelling

Resource scheduling

Resource smoothing

Service agreement

Shared infrastructure

Agreement between two parties

Bespoke contract

Close-out

Consideration

Competitive contract

Contracts: NEC, ICE, IMech.E, IChem.E, JCT

Cost plus contract

Disputes procedure

Final account

General conditions of contract

Hand over

Incentives

Joint Contract Tribunal (JCT)

Legal document

Liquidated penalties

Maintenance period

Offer and acceptance

Special conditions of contract

Standard contract

Subcontracts

Target contract

Time, cost and performance requirements

Accommodation for labour

Demobilization strategy

Facilities on site

Internal or external resources

Plant and machinery requirements

Premises and sites

Recruitment

Resource availability

Software availability

Telecommunications

Temporary facilities

Based on value for money

Bid meetings and attendees by contractor

Cash flow and payment terms

Construction included or not

Contractor selection criteria

Discounts required

Expediting and inspection requirements I

Guarantees and liabilities

Incentives

Includes all feasible options

Letter of intent

Liquidated penalties

Long lead items

Min. and max. number of bidders

Operating and maintenance manual

Packaging and storage requirements

Partnering or not

Procurement areas, UK, EU, USA, Country of user, etc.

Shipping restrictions, INCO terms

Single source of supply or competition

Spares list

Tender opening policy

Types of contract

Contractual terms and conditions

Identifying providers

Interviews

Managing providers

Monitoring progress

Part of procurement function

Pre-qualification process

Questionnaires

Selecting and appointing providers

Selection process

Tendering policy

Vetting providers

Balance sheet

Business management requirements

Collecting financial information

Communicating financial information

Corporate accounting

Financial accounting

Legal requirements

Profit and loss statement

Project accounting

Stakeholder needs

CDM (Construction, Design and Management) Regulations

Common law duties (negligence)

Consumer Protection Act 1987

Dangerous substances

H&S standards

Information and training

Management of Health and Safety Regulations (1992)

Laws: HSWA 1974 (Health and Safety at Work Act)

Protective clothing

Reporting

Safe environment

Safe plant and equipment, safe workplace and access

Database of staff

Development of people

Dispute resolution

Employee relations

HRM policy

Legal requirements

Managing people

Pay reviews

People related activities

Personal development

Promotion

Recruitment

Redundancy

Awareness of laws

European Convention of Human Rights (ECHR)

Civil law

Compensation

Criminal law

Intellectual property law

Jurisdiction

Legal duties

Legal system

Precedents

Processes

Rights

Statutory instruments

Working time directives

Asset protection

Confidential data protection

Guards

Minimize disruption

Personnel security

Resource requirements

Risk mitigation

Security assessment

Security policy

Site security

Biological systems

Eco system

Environmental impact assessment

Minimum contamination

Zero pollution aim