[PPT] - Strategic Programme Management Department of Infrastructure PowerPoint Presentation

SLIDE 1

Department of Infrastructure

Arup Driving Change through Strategic Programme Management

Limpopo Department of Public Works Le Lear arning ning Ne Netw twor

rk

k Sessi Session

n

24 November 2010 Shupikai Chihuri

SLIDE 2

Department of Infrastructure

Arup Overview
Project Management Overview
What is a Project?
What is Project success?
Why Do Projects Fail?
Management techniques

AGENDA

SLIDE 3

Department of Infrastructure

OVERVIEW

Founded in 1946 in London by Sir Ove

Arup

Total design culture
Independence
All elements of the built environment
Key market segments
Social infrastructure
Property
Transport
Energy, Resources & Industry

SLIDE 4

Department of Infrastructure

OVERVIEW

Arup today

multi-disciplinary design
implementation
specialist skills & technology

In South Africa, Arup (Pty) Ltd employs over 400 people and has a track record of over 50 years Globally, we employ more than 11,500 people 92 Offices and > 38 Countries An annual turnover exceeding R11 billion

SLIDE 5

Department of Infrastructure

OVERVIEW

SLIDE 6

Department of Infrastructure Arup – An Extensive Range of Services

Multi-Disciplined Design Services

Urban Design Facilities Design

Architecture
Civil/Structural
Mechanical Systems
Electrical Systems

Process Design Process Utilities Design Value Engineering Controls & Instrumentation Security

Specialist Skills and Technology

Fire Safety Engineering Acoustics & Vibration Seismic & Geotechnical IT & Communications Environmental Engineering Façade Engineering Safety & Risk Data Centres & Mission Critical Pipe Stress Analysis

Project Implementation

Project Management Cost Management Schedule Control Design Management Move Management Procurement Management Construction Management Site Management Commissioning Quality Assurance

Technical Consultancy

Feasibility Studies Pre-acquisition Audits Site Search & Selection Master-planning Relocation Management Environmental Audits Regulations & Planning Procurement Strategy Logistics Studies

Operational Consultancy

Strategic planning Operational Optimisation Technology Audits Manufacturing Feasibility Supply Chain Management Process Layout and Design Systems Integration Supply Chain Logistics Economic Analysis Equipment Specification Waste Strategy Materials Handling

SLIDE 7

Department of Infrastructure Across Across Al All l Se Secto ctors rs

Property

New

masterplans

Urban

regeneration

New build
Retrofitting

and improvement Transport

Airports
Highways
Rail
Ports

Energy

Conventional
Renewable
Waste to

energy Social Infrastructure

Health
Education
Leisure
Accommodation
Regeneration

Utilities

Gas
Water
Wastewater
Electricity
Telecoms

SLIDE 8

Department of Infrastructure Programme Management

Strategic and techno-economic assessment /analysis of viability of

projects

Effective communication and liaising with other key Ministries
Resilient planning and budgeting process for capital intensive

programme and projects

Planning and Strategic Management of Capital Investment Projects

Due diligence/quality assessment of existing projects
Initiation
Planning, resourcing and procurement
Execution
Monitoring and control
Close-out
Management of troubled projects
Introduction of a Major Projects system and Framework
Integrated reporting system to Stakeholder Ministries

Assessment of Existing Programmes

Provision of quality systems: procurement and bidding for Capital

Projects.

Benchmarking of projects against international norms.
Robust Project management Information and Control System.
Better control of projects (through better measurement of

progress/success)

Programme Management

SLIDE 9

Department of Infrastructure

Pro Project ject Man Manag ageme ement nt Ove Overv rview iew

Purpose of presentation:

To provide a high level overview of project

management Why??

To Increase the likelihood that projects will :
be done on time and within budget
meet people’s expectations
be done well
Proper project management saves the province money and time
Improve service delivery

SLIDE 10

Department of Infrastructure Any planned, temporary endeavour undertaken to create a unique product, service or outcome

Temporary – beginning and an end
Unique – each project differs from other similar

endeavours & has a single definable purpose

Wha hat t is a is a Pr Projec

ject?

t?

SLIDE 11

Department of Infrastructure Common Common Ch Chara aracte cteri ristics stics of a Mega

f a Mega Projec

Project t



Have long schedules that result in more team member turnover than typical projects and higher intrinsic risk



Often have a host government or government company as a partner



Comprise several functional areas with separate project managers, schedules, and budgets



Include several major contractors, each with distinct contracting

bjectives



Have complicated communication matrices among functional areas, contractors, business, local government, etc.

SLIDE 12

Department of Infrastructure Defi Defining ning Me Mega gapro project Su ject Succ ccess ess an and Fa d Fail ilure ure

A project is deemed to be a failure

if one or more of the following

ccurred:
Of the projects that failed (56 %):
42 % failed on one criterion
32 % failed on two criteria
21 % failed on three criteria
5 % failed on all criteria

Costs grew 25% + Schedule Slipped 25% + Overspent (Absolute Measure) 25% + Severe and Continuing Operational Problems (>1 yr) Yes

Failed Megaprojects

Failure Rate

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

SLIDE 13

Department of Infrastructure Wha What d t doe

es Mega

s MegaProje Project ct Su Succ ccess ess Lo Look

k Like

Like? Cost and Schedule Predictability

10%

0% 10% 20% 30% 40% 50% 60% Success Megaproject Average

Failure

10%

0% 10% 20% 30% 40% 50% 60%

Execution Schedule Slip

Success Megaproject Average

Failure

Cost Deviation BETTER WORSE

SLIDE 14

Department of Infrastructure Wha What d t doe

es Mega

s MegaProje Project ct Su Succ ccess ess Lo Look

k Like

Like? Cost and Schedule Predictability

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Success Megaproject Average

Failure

Megaprojects With Operational Problems BETTER WORSE

SLIDE 15

Department of Infrastructure

Initiation

Project Charter
Stakeholder Identification and Management

Planning

Project Execution Plan
Scope, Time, Cost, Quality Management Plan
Procurement, Risk, Resource, Communication, Integration

Execution

Project Team, structure and Organisation
Level of integration between processes, systems and tools
Assessment of Schedule Performance Index (SPI), Cost Performance Index (CPI) and

Earned Value (EV)

Monitoring and Control

Tools and techniques used
Change Control  Cost  Scope  Time  Contracts
Reporting and Analysis Format

Close-out

Commissioning and Handover
Procurements Close-out
Financial and Commercial Reconciliation
Customer Review

Proje Project ct Man Manag ageme ement nt Proc Process ess

SLIDE 16

Department of Infrastructure Wha What is t is Proje Project Su ct Succ ccess ess?

Objectives Time Cost

Project Success

Project success occurs when we have: Done it all professionally & without killing the team A delighted client (expectations met) Delivered the agreed objectives Met an agreed budget - $, resources etc. Within an agreed time frame

SLIDE 17

Department of Infrastructure

Changing Scope
Insufficient planning
No risk or issue management
Poor communication
Lack of commitment & responsibility by

stakeholders

Incompetent service providers

Why do Projects Fail?

SLIDE 18

Department of Infrastructure To increase the likelihood of project success, one must manage:

Stakeholders
Risks
Issues
Changes

Best Practices

SLIDE 19

Department of Infrastructure A stakeholder is any person or group who, if their support or involvement is withdrawn may cause the project to fail

Get them involved
Keep them informed
Get their endorsement

Managing Stakeholders

SLIDE 20

Department of Infrastructure Who Who a are stak re stakeh eholde

lders?

rs?

Project Academic & Business Units Outside Groups (Vendors) Team Members Information Technology Steering Committee Clients & Users Senior Mgmt Interdependent Projects

SLIDE 21

Department of Infrastructure

Identify stakeholders
Involve in planning
Establish expectations / accountabilities
Formal communication
Gain sign-off
Change and issues resolution
Project reviews
Define project completion

Managing Stakeholders?

SLIDE 22

Department of Infrastructure

What is “risk”? Any factor capable of causing the project to go off track. – Develop and monitor a Risk Plan

Managing Risk

SLIDE 23

Department of Infrastructure Man Manag aging Major ing Major Proje Projects cts - AM AMP Sys P System tem

SLIDE 24

Department of Infrastructure

Unresolved issues will drive a project towards failure and consume a significant part of a project manager’s time. Stakeholders play key role in issues management and resolution

Establish Issues log, review, escalation

process

Managing Issues

SLIDE 25

Department of Infrastructure Uncontrolled changes to a project will probably account for up to 30% of a project’s total effort. If these changes are not managed, the project will be viewed to be over time and over budget.

Establish a Change management process

Change Management

SLIDE 26

Department of Infrastructure Recommended approach/tool – PMBok:-

Project Integration Management Project Scope Management Project Time Management Project Quality Management Project Procurement Management Project Communications Management Project Human Resources Management Project Cost Management Project Risk Management

9 Knowledge Areas of Project Management

SLIDE 27

Department of Infrastructure Picture Gallery

SLIDE 28

Department of Infrastructure Picture Gallery

SLIDE 29

Department of Infrastructure Picture Gallery

SLIDE 30