BNCS 3233 - Project Management

and Planning
Chapter 4: Do the work
Topic: Do the work

Mr. Muhumuza Peter, Assistant Lecturer Faculty of FICT/Engineering Dept.

Copyright 2023 ©, ISBAT University, All rights reserved.
 Project Management and Planning
2

Where you are ?

1. Introduction

2. Create a High-Profile team

3. Start the work

4. Do the work

5. Keep the team on Track

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 Learning Objectives of Today’s Session
3

➢To Assess and Manage Risks,

➢To Execute the Project and deliver business Value

➢To Manage communications , Engage Stake holders.

➢To Create Project Artifacts

➢To Manage Project changes and Project Issues,

➢To Ensure Knowledge Transfer

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 Assessing and Managing Risk in Project management
4

➢ The risk management process includes risk identification and risk assessment.
➢ During an assessment, the project manager uses standard risk tools and quality data to help the team better
avert later problems, manage the project cost, and keep project work on schedule.

➢ Risk assessment is the process by which the identified risks are systematically analyzed to determine their
probability of occurrence and the potential impact of that occurrence.

➢ A “risk reassessment” is the work done to update the original risk assessment due to changes in the project or
overall risk management efforts.

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 When is a Risk Assessment Needed?
5

➢ Risk identification should happen early in the project, closely followed by the risk assessment. Project teams
should conduct risk reassessment throughout the life of a project.

➢ The project’s scope and risk management plan will inform how frequently the reassessment should be
conducted (projects of bigger scope should have more reassessments; similarly, smaller scope requires fewer
reassessments).

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 Example use of Risk Assessment: Heavy Storm impacting a
town
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➢ we use the example of a small municipality located in a selected region of Uganda. The offshore town has
been impacted by natural disasters in the form of heavy storms several times in the past fifty years.

➢ These storms start in the lake and move inland, causing all levels of flooding, electrical storms, and damaging
winds.

➢ The National Weather Service provides annual forecasts of which geographic regions are predicted to have
these storms, as well as the number of occurrences and strength of these storms.

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 Example use of Risk Assessment: Heavy Storm impacting a
town
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➢ The town manager (“project manager”) and the town administration (“project team”) know a storm will happen
but not when or how strong it may be.

➢ In the risk category of weather events, the project manager and project team identify the risk type of storm
storm.

➢ Then the project team identifies specific potential risks, such as flooding that may cause building damage.

➢ The team assesses each risk in terms of probability (or how likely it is to occur), the impact if it occurs, and the
probability-impact score (weighing the significance of the risk on the project).

➢ The information is captured in a risk assessment matrix as part of the project management and risk
management documentation.
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 Example use of Risk Assessment: Heavy Storm impacting a
town
8

➢ For example, they do a risk assessment after the project manager and team identify the risk of water damage
to downtown buildings due to hurricane-induced flooding.

➢ The team uses standard tools to determine the probability of that specific risk (flooding) and the impact if it
occurs (water damage to buildings).

➢ The project team uses verified data, like National Weather Service storm projections, for probability
estimates.
➢ For the potential impact, the project team uses cost and quality data like town records to determine what could
happen to town property.

➢ The data and risk scoring are organized in the project risk assessment matrix and communicated to
stakeholders.
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 Example use of Risk Assessment: Heavy Storm impacting a
town
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➢ Continuing our example of the identified risk of water damage to ground floors, if the assessment indicates
the risk is highly likely to occur with a high impact of damage, it will have a higher risk score.

➢ That can mean more time invested in risk response planning (such as securing funding to buy and store
sandbag materials during flooding to reduce the impact of water damage on buildings).

➢ The risk response plan would likely include purchasing sandbag materials before a storm, storing them in an
accessible space, and training the town staff to set up the sandbags to protect critical buildings when a
hurricane is imminent.

➢ The cost of buying and storing sandbag materials to protect the buildings is much lower than the cost of fully
repairing water-damaged buildings.

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 Activities performed by the Project Team
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In this risk example, the project team:

➢ Determined the appropriate risk categories (natural disasters)
➢ Determined the types within the category (Heavy storms)
➢ Identified a risk event (storm bringing flooding to downtown buildings),
➢ Assessed the impact of that risk (flooding damages ground floors),
➢ Assessed the probability of the impact (flooding may be higher or lower but always occurs with storms),
➢ Documented the risk information, including risk scores in the risk assessment matrix,
➢ Communicated the risk assessment results to the team and stakeholders, and then
➢ Used the risk assessment matrix as an input for risk response planning (making sandbag materials available
when needed and training people to set them up).

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 Role of Risk assessment
11

With this example, it is clear that a risk assessment allows the project team to;

Identify risks
Categorize risks
Prioritize risks
Mitigate/avoid/exploit risks
All prior to their occurrence.

A risk assessment is a proactive approach in which the risk is identified and assessed to manage cost, reduce
negative impact, and protect the project (in this example, town buildings).

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 What inputs are needed for a Risk Assessment?
12

A risk assessment should be customized to fit the project context.

Standard risk assessment inputs include:

Project management plan

Risk management plan
Risk assessment methodology
Risk parameter definitions
Risk tolerance levels
Risk probability and impact matrix template
Risk assessment scale (what criteria are used to determine if the risk score is high, mid, or low)

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 What inputs are needed for a Risk Assessment?
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➢ Project Management Plan: A comprehensive document that defines how a project is executed, till closure
closed. It includes the project’s scope, objectives, deliverables and the strategies for managing and delivering
the project.

➢ Risk Management Plan: A document that outlines the process for identifying, assessing, and managing risks
throughout the project lifecycle. It includes strategies for risk mitigation, monitoring, and response, and may
also define roles, responsibilities, and tools to be used for managing risks.

➢ Risk Assessment Methodology: A structured approach for identifying, analyzing, and evaluating risks. This
methodology includes determining risk sources, assessing their likelihood and impact, and defining risk
mitigation strategies. It can be quantitative (e.g., using numerical values) or qualitative (e.g., using descriptive
scales).

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 What inputs are needed for a Risk Assessment?
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➢ Risk Parameter Definitions: These are specific factors used to assess and categorize risks. Parameters often include
likelihood (probability) of the risk occurring, its potential impact, urgency, and timeframe. These helps determine
the severity and priority of a risk.

➢ Risk Tolerance Levels: The degree of risk that an individual or organization is willing to accept or tolerate in a
project. This is influenced by the organization’s risk appetite, resources, and project objectives. Risks above a
certain tolerance level may require intervention or mitigation.

➢ Risk Probability and Impact Matrix Template: A tool used to evaluate and prioritize risks by assessing their
probability (likelihood) of occurring and their impact (consequences) on the project. Typically, this matrix has a gr
where one axis represents probability (e.g., low, medium, high) and the other represents impact (e.g., low, medium
high). It helps categorize risks into priority levels for action.

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 What inputs are needed for a Risk Assessment?
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➢ Risk Assessment Scale (Criteria for high, mid, or low risk scores): This scale is used to assign a risk level
based on the combination of the risk’s likelihood and its potential impact. The criteria often look like this:

❖ High Risk: High probability of occurrence and/or high impact on the project. These risks require
immediate attention and mitigation.
❖ Medium Risk: Moderate probability and/or moderate impact. These risks should be monitored and
controlled to prevent escalation.
❖ Low Risk: Low probability and low impact. These risks are less likely to affect the project, and minimal
action is required.

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 How to create a risk assessment
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Identify applicable risk types and organize them

You cannot assess risk if you have not identified it. Begin your risk assessment with risk identification. With your
project team, identify potential scenarios that could harm your project. Risks can be of any size and with internal or
external triggers. Your team may identify risks that include computer viruses, manufacturing defects, natural
disasters, or shipping delays. Each risk is identified and documented in the risk register. The risk may be organized
by different factors (internal or external triggers, for example) or by categories (environmental, regulatory,
technology, or staffing, for example).

Determine how these risks will be qualified and quantified

With risks identified and organized, the project manager should conduct a risk assessment. Each risk must be
qualified and quantified. The project manager will use a probability and impact matrix to document the probability
of each risk and the impact if it does happen. Remember, the quality of the data used in the assessment impacts its
accuracy.

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 How to create a risk assessment
17

Determine your organization’s risk tolerance

Every organization has a risk tolerance level, with variances due to the type of risk, the specific stakeholders of a
project, and the scope of the project. Additionally, there are industries with negligible risk tolerance (such as
health care) and others with an acceptance of some level of risk (like software development). While every
organization has a risk tolerance level, so the project manager should get stakeholder input to determine risk
tolerance for each project.

Determine the final output format of the risk assessment

Within the risk management activities, determine during the risk planning process how the risk assessment output
should be documented and communicated. Spreadsheet programs are often used for the ease of organizing large
data sets. However, a company may have risk assessment output requirements, such as storing it on a secure
server or capturing it in a shareable file, determining the output format. How the risk assessment output is
documented is important because it determines how the information is made available to the project team and
stakeholders.
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 How to create a risk assessment
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Create a plan to maximize the risk assessments applicability to every project

Within a risk assessment and the resulting risk response plan, project managers have a wealth of knowledge that can
protect the active project and future projects.
Project managers should have a plan to document the risk assessment, the result of risk responses applied to risks
that occur, and the risk assessment matrices with the appropriate risk parameters. Maintaining a consistent and
detailed project documentation archive helps ensure a project’s lessons learned are available to other project
managers with similar projects, which can reduce the impact of negative risks. The plan should include
documentation format requirements, how assessment documentation will be accessed, and how the assessment (and
reassessments) will be communicated to the project team and stakeholders.

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 How to create a risk assessment
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Create a final risk assessment that is flexible and scalable

Knowing the project manager and team will be doing reassessments throughout the project as part of risk
reassessment, the process must be flexible and scalable. You may have to add risks throughout the project or
incorporate other criteria to ensure the accuracy of the probability and impact scores. Additionally, the risk
assessment should work for projects of different scopes. The risk assessment should be flexible enough to remain
aligned with project changes and scalable enough to be used in multiple projects.

Determine the process to update the risk assessment

PMP credential holders know the importance of risk assessment and reassessment in managing the project cost.
Without a process to update risk assessments, the project is vulnerable when risks occur. Changes are inevitable,
and a risk assessment that is not current is not effective. Project managers should have a consistent risk assessment
update process within their overall risk management activities.

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 Executing a Project and delivering business Value
20

If an organization does not realize increased business value as a result of sponsoring a project, then the project will
not be pursued.

Thus, the most important aspect of project management is “delivering business value to the customer to avoid
making the mistake of starting a project that should not see the light of day.

Business value does not have a single, agreed-upon definition; however, examining several sources that attempt to
define what business value is can give us more insight into its meaning and application.

in order “to assess the value of the business or an owner's interest in a company,” a “business valuation” is often
performed (“Business valuation,” n.d.). A business valuation is “the process of examining various economic factors
of a business using predetermined formulas”

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 Executing a Project and delivering business Value
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Business value is an informal term that includes all forms of value that determine the health and well-being of
the firm in the long run.

Business value expands concept of value of the firm beyond economic value.

For the purpose of this Study:

“Business value is the net benefit that will be realized by the

customer of a project, and can be measured in either monetary or
non-monetary terms.”

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 Executing a Project and delivering business Value
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The need for adding Business Value in a business:

A project is “undertaken to create a unique product, service, or result” (PMI, 2013). In some cases, the products
or services produced will be new offerings to the customer and will inherently provide new value to the
business. In other cases, existing products or services will be modified in some way that will create new value
for the customer or business.

If a business becomes complacent and does not look to create new value for its customers, it is likely that its
competitors will begin to find ways to fill those needs. Eventually, the company that does not continually
innovate and fulfill the needs of its customers will become stale. This failure to continue to add value for the
client base will allow other companies to better fill those needs and acquire more of the market share. Therefore,
a company must always be looking to add value for its customers or it will go out of business. Projects,
therefore, become the lifeline of a viable business.

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 Executing a Project and delivering business Value
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Steps to delivering business value:

Understand the vision.

The sponsor of the project should be able to identify his or her vision for the project. The vision should include a high-level
view of the scope of the project and, more importantly, the reason the project was created.
The vision is often identified as part of the project charter, but if not, it is the responsibility of the project manager to obtain
clarity.
The project manager should sit down with the sponsor and clearly document the vision. Once the vision is documented, the
most important thing the project manager can do is internalize the vision.
The project manager must believe in the purpose of the project and feel that it is worthy of the effort that will be extended.

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 Executing a Project and delivering business Value
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Steps to delivering business value:

Be clear about the business value of the project.

Once the project manager has captured the vision of the project, an understanding of how that vision translates into true
business value is critical.
Regardless of the method used to document business value, it is critical for the organization to identify the value the project
will deliver and how it will be measured during the project.
The business value should be stated in monetary terms whenever possible, but as previously mentioned, there are often non-
monetary benefits that can be realized and identified.
If the project manager is does not believe in the intrinsic value of the project and understand how it will be measured, he or
she is going to have a difficult time moving to the next steps and ultimately leading the project to success.

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 Executing a Project and delivering business Value
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Steps to delivering business value:

Spread the vision and business value to the project team.

A key function of a project manager is to motivate the project team. It is important for the project team to believe in what
they are doing. Thus, it is critical for the project manager to share the vision and business value of the project to the team
members. The importance of this is best described by the words of Antoine de Saint-Exupéry:
“If you want to build a ship, don't drum up the men to gather wood, divide the work, and give orders. Instead, teach them to
yearn for the vast and endless sea.”
If the project team can understand the vision and business value of the project, they will “yearn” for the ability to deliver that
business value to the customer. They will become much more engaged in their work and even enthusiastic about delivering
value to the customer.

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 Executing a Project and delivering business Value
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Steps to delivering business value:

Foster a team environment to effectively deliver value.

With the team fully behind the vision and business value that the project will deliver, it is the responsibility of the project
manager to foster an environment that will allow the team to deliver efficiently.
Just as in any sporting event, when a team gets to a point where everyone on the team knows their responsibilities and trust
within the team is prevalent, the team delivers great results.
The project manager must serve the team and remove any roadblocks in their way so that team efficiency thrives.
As a project manager fosters a project environment that focuses on delivering value to the business, the project team will
respond with motivation to succeed.

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 Executing a Project and delivering business Value
27

Steps to delivering business value:

Measure the realization of the business value.

This step actually occurs throughout the project and often requires continued measurement after the project is complete. The
project manager is responsible for reporting on the progress of a project, and a key aspect that should be reported on is the
realization of business value as deliverables are completed. Depending on the nature of the project, the final realization of
the increased value might not be measurable until sometime after the project has been completed.

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 Executing a Project and delivering business Value
28

Project execution is the phase of project management where the plans are put into action, and the project work is carried out
to achieve the project’s goals and objectives.
It's the stage where everything that has been planned comes together and is put into practice. This includes tasks resources
Schedules.

project execution typically involves:Implementation of Project Plan:The project team follows the predefined plan that
includes the scope, timeline, budget, and resources. Execution involves carrying out the activities identified in the planning
[Link] Assignments and Coordination:Team members are assigned specific tasks and responsibilities. Project managers
oversee the coordination between team members to ensure smooth collaboration.

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 To Manage Project changes and Project Issues,
29

Change management is the process of planning, implementing, controlling, and monitoring changes within a
project throughout its lifecycle. A well-defined process ensures the project stays aligned with its goals and prevents
unexpected or drastic changes in the stipulated schedule or budget.

The primary objective of an effective change management strategy is:

Assess each change request carefully.

Process the change requests through proper approval channels.
Communicate the impact of changes to the project stakeholders and the team.
Implement changes and minimize their impact on the overall budget and schedule.

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 To Manage Project changes and Project Issues,
30

Challenges in Managing Change in Projects:

Resistance to Change
Resistance to change is a natural reaction that can hinder the success of change initiatives. It is essential to address
resistance by effective communication, involving stakeholders in the change process, and highlighting the benefits
associated with the change.

Communication Barriers
Poor communication can create misunderstandings and resistance to change. Clear and transparent communication
is crucial to keep stakeholders informed about the context, purpose, and expected outcomes of the change. Regular
updates and two-way communication channels can help overcome communication barriers.

Lack of Resources
Inadequate resources, both financial and human, can pose challenges in managing change. It is essential to allocate
necessary resources and ensure the availability of skilled personnel to support the change initiatives effectively.
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 Knowledge Transfer
31

A knowledge transfer process is a structured and systematic way of transferring project knowledge from one person
or group to another.

It can involve different activities, such as mentoring, coaching, training, briefing, debriefing, or storytelling.

A knowledge transfer process can help you to communicate and exchange project knowledge effectively, foster
collaboration and

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 Knowledge Transfer
32

The 4 stages of knowledge transfer

Effective knowledge transfer involves a structured process to ensure information is passed efficiently between
individuals or teams. Here are the four key stages:

Stage1: Knowledge Identification

This first stage involves identifying what knowledge needs to be transferred. It can be explicit, such as documented
processes, or tacit, like personal experience or insights. Clearly defining the type and scope of the knowledge helps
set a foundation for successful transfer.

Stage 2: Knowledge Capture

In this stage, the identified knowledge is documented or recorded. This can include creating manuals, recording
video tutorials, or setting up formal training programs. Capturing both explicit and tacit knowledge is crucial to
ensure nothing gets lost in the transfer.

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 Knowledge Transfer
33

The 4 stages of knowledge transfer

Stage 3: Knowledge Sharing
Once captured, the knowledge must be shared with the relevant individuals or teams. This can be done through
training sessions, mentorship programs, or digital platforms that facilitate easy access to the information. The
sharing method should be tailored to the recipients’ needs to ensure proper understanding.

Stage 4: Knowledge Application

The final stage is the practical application of the transferred knowledge. This is where the recipients begin using the
new information in their roles. Regular feedback and support during this stage are important to ensure the
knowledge is applied effectively and any gaps in understanding are addressed.

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 Refferences

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[Link]
[Link]

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Thank you

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