Procurement Management and Strategic Planning Tool Slides developed by Allan Cunningham

1. Overview of Program
& Project Management

2. Strategic Management
Strategy
Goals &
Benefits
Vision
Mission
Delivery
or Road
Map
Portfolio
Programs
Projects
Monitor
Programs
&
Projects
Review
Benefits
Evaluate
Strategy
STARTEND

3. Government Strategy
Strategy is the means
by which the long-
term objectives will
be achieved.
Government
Objectives
Options
Developed
Cabinet
Decisions
Portfolios,
Programs
and Projects
Begin
Evaluation
and Revised
Objectives

4. Governance Structure
•Program Board
•Program Steering Committee
•Program Champion & Project Champion
•Program Processes
•Program Communication
•Program Decision Tree
•Project Team
Program
Board
Project
Manager
Team
Project
Manager
Project
Manager
Program
Office
Program
Manager

5. Programs, Projects and Operations
Programs or Programmes are a group of related
projects managed in a coordinated way to obtain
controls not available from managing them
individually. - PMI
Projects are temporary and unique. A project is a
temporary endeavor undertaken to create a unique
product, result or service. - PMI
Operations are ongoing and repetitive activities.

6. Project and Operation Differences
Projects
• Definite beginning and end
• Temporary in nature
• Produces a unique product or service
• Resources are dedicated
• End is determined by specific criteria
E.g.: Building a house.
Operations
• No definitive beginning and end
• Ongoing
• Produces the same product or services
• Resources are dedicated to operations
• Processes are never completed
E.g. : Garbage collection.

7. Program & Project Life Cycle
PlanningInitiation of
Project
Execution
Monitoring
& Control
Process
Close out
Process
Set up
Define
Programme
Pre-program
Start -up
Establish
Program
Mgt
Deliver
Benefits
Close out
Process
PMI Program Life Cycle
Close the
program
PMI Project Life Cycle

8. Phase 1, Pre-Program Start-up: Establishment of a firm foundation support and
approval for the program. A business-based selection process is developed;
program board portfolio management group initiatives with strategic objectives are
expected and identified. A review to approve the program is conducted.
Phase 2, Program Setup: Development of a detailed roadmap that directs the
program and defines key deliverables. This results in high-level scope, objectives,
vision, mission, schedules, detailed cost, feasibility studies, development of a
business case for each project, investment, regulatory/legislative factors, and
communication with stakeholders - Stage Gate Review 2 .
Phase 3, Establish Program Management and Technical Infrastructure: Establish
the infrastructure that will support the program and its constituent projects as they
deliver the expected benefits. The program is executed using the approved
roadmap. This results with the program being staffed, information technology and
communication other systems provided - Stage Gate Review 3 .
Set up
Define
Programme
Pre-program
Start -up
Establish
Program
Mgt
Deliver
Benefits Close out
Process
Close the
program
The Program Life Cycle Phases Follow::

9. Phase 4, Deliver the Benefits: The program management team manages
the transformation efforts ensuring program and project delivery; the
identification of changes which may impact the program; the identification
of risks and application of appropriate mitigation actions. This will result in
the projects being delivered up to completion - Stage Gate Review 4
conducted to proceed to the next stage.
Phase 5, Close the program: This phase is executed to close out the
program. This will result in a review of the benefits delivered with input
from stakeholder and governance board, documentation of lessons learnt,
feedback and recommendations on changes identified, storage of program
documents and deployment of program
Set up
Define
Programme
Pre-program
Start -up
Establish
Program
Mgt
Deliver
Benefits Close out
Process
Close the
program
The Program Life Cycle Phases cont’d

10. WalkCrawl Jog Run Sprint
Initiation. The projects goals, budget, team structures, risks, and expected
benefits are determined. Stage gate review provides approval of a project
charter.
Planning. The preparation and approval of project execution plans that
included plans for scope of works, procurement, resources, budgets, risks,
project management, schedules, monitoring to achieve the project
objectives. Stage gate review of plans.
Execution. The execution of the project through the procurement of goods
and services to implement the works inclusive of the tender processes,
evaluation, and award of contracts.
Planning
Initiation of
Project Execution
Monitoring
& Control
Process
Close out
Process
The Project Life Cycle:

11. Monitoring and Evaluation. Monitoring of the project and the revision of
plans and execution to bring about the project objectives. This is carried
out from inception and throughout the project.
Closeout. The closeout process is to obtain documentation on the project
deliverables, contracts, success and debriefing of the project achievements
and the lessons learnt during project delivery.
PlanningInitiation of
Project
Execution
Monitoring
& Control
Process
Close out
Process
The Project Life Cycle phases cont’d:

13. Project Definition
The project is defined in terms of time, scope,
cost and satisfaction.
Example: To introduce a new household
cooking product in 10 months, within a budget
of $2M and meeting consumer defined
standards.

14. Project Charter
Create a Project Charter to aid project approval
and delivery which includes:
Background
Objectives
Project Approach
Contractual Plans
Procurement Plans
Schedules
Work Breakdown
Structures (WBS)
Risk Plan
Project Estimates
Resource Needs
Monitoring Methods
Stakeholder Analysis

15. Leadership
How does the roles of a Program or Project Leader and a
Program or Project Manager differ?
Definitions: A Leader focuses on long–term goals and the big-
picture objectives while inspiring people to reach those goals.
A Program or Project Manager often deals with the day-to-day
details of meeting specific goals.
Program or Project Manager often take on the role of both
leader and manager.

16. Stage Gate Decision-Making
Understanding the problem Problem Solving
Generating Solutions Problem Solving
Selecting the best solution Decision Making Decision
Problem Solving: Problem solving is the process of
creating alternatives.
Decision Making: Decision making is about
making choices - selecting a course of action from
alternatives.

17. Decision Making Considerations
Decisions are made by considering the technical and merit
alternatives presented by the stakeholder’s or team
members .
Merit and acceptance factors are to be evaluated in the
decision making process. Below are suggested rules for
decision making:
When the issue is The decision should be
Merit (M) /Acceptance (A) (if Largely merit ) Made by an expert
A / M (if largely acceptance) Made by Consensus - stakeholders
A&M (Combination of both) Made by Consultation

18. Decision Making
Avoid groupthink in decision making.
Groupthink defined: The acceptance by an entire group of a
decision or course of action suggested by the leader, without
questioning its merit.
Avoiding Groupthink:
1. Leaders should avoid giving their preferred choice first.
2. The group should use brainstorming, solutions without
evaluation during the idea-generation phase.
3. During evaluation there are no bad ideas.
4. Attempt to reach consensus, if time permits sleep on the
decision overnight and return to complete the process.

19. Stakeholder Management
High Level
Influences all / Funding / Approval
Middle Level
Management / Practitioner/ Benefactors
User Group
Users, Wider Stakeholders, Other Benefactors Implementers
THREE MAIN STAKEHOLDERS YOU SHOULD IDENTIFY

20. Procurement in Project Phases
Initiation Planning Execution Monitoring Close out
Procurement of
services,
professional
staff, services
for
investigations,
feasibility
studies, designs,
costing and
economic
analysis, and
project
managers.
Procurement of
services to aid
planning,
costing,
budgets, and
management
competencies
etc.
Procurement of
suppliers,
consultants,
equipment, and
other services.
Procurement
of monitoring
tools and
services.
Procurement of
audit services
for close out.
Procurement is conducted throughout all of the project phases

21. Closeout of Project
Confirm delivery of the goods, results and/or
services. Closeout will involve:
Get Client acceptance for deliverables
Ensure that all deliverables are provided
Get client sign-off on the final Report
Conduct post-implementation audit
Prepare report on lessons learnt

22. Questions?