Transcript Project Management Principles and Practises

Project Management:
Principles and Practices
Level 2
Agenda
 Introductions
 Course Objectives
 Unit 1: Leadership
 Unit 2: Communication
 Unit 3: Operating Guidelines
 Unit 4: Procurement Management
 Unit 5: Quality Management
 Unit 6: Monitoring and Controlling
 Unit 7: Close-out
 Unit 8: Common Project Problems
Introductions
 What is your Project Management
experience?
 What type of projects will you be
involved in?
 What would you like to get out of the
course?
Course Objectives
 Understand different types of leadership, how to lead change
and organize people.
 Establish project operating guidelines such as communication
plans, change management procedures and reporting
structures.
 Evaluate different types of contracts and how they can benefit
your project.
 Build and plan quality into your solution.
 Learn how to monitor the execution of the plan and control the
project by balancing changing priorities and demands.
 Understand how to properly close-out a project and learn what
went right and what went wrong.
 Explore common project problems and learn how to avoid them.
Reference Material
 Project Management
 The Complete Idiot’s Guide
Unit 1
Leadership
Leadership
Chapter 18
 Types of leadership
 Leading change
 Ways to organize people
 Stage of team formation and leadership
Leading vs. Managing
 Leading means that you command
respect and take responsibility for
guiding the project.
 Managing indicates that you monitor
and control the project to ensure that
the work is accomplished.
Leadership tips
 Listen and ask lots of questions
 Provide reliable information for the team
 Observe what is going on and take notes
 Know enough to know that you don’t know everything
 Be available
 Make decisions when needed but know when to
defer decisions to stakeholders
 Delegate work that needs to be delegated
 Don’t micro-manage
Types of Leadership
 Task-orientated leadership
 Employee-oriented leadership
 Reward-based leadership
Leading Change
Case for Change
1. Why are we doing this project from a
business perspective?
2. What will change when the project is
completed?
3. What will happen if we don’t complete this
project successfully?
4. What are the benefits of doing this project to
us and the business?
5. What will we need to do differently?
Organizing People
Chapter 14
 Functional
 Pure project
 Matrix
Functional Organization
 Organized around common activities or expertise such
accounting, customer service or information technology
 Advantages
 Familiarity of the team
 Established administrative systems
 Staff availability
 Scheduling efficiency
 Clear authority
 Disadvantages
 Project isolation
 Limited resources
 Bureaucratic procedures
 Lack of project focus
 Department orientation
Pure-Project Organization
 The Project Manager has full authority to assign
priorities and direct the work of all the members of
the project team
 Advantages
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Clear project authority
Simplified project communications
Access to special expertise
Project focus and priority
 Disadvantages
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Duplication of efforts
Unclear loyalties and motivations
Intra-company rivalry
Matrix Organization
 The Project Manager shares responsibility with the functional
managers for assigning the priorities and directing the work of
individuals assigned to the project
 Advantages
 Clear project focus
 Flexible staffing
 Adaptability to management needs and skills
 Staff development opportunities
 Adaptability to business changes
 Disadvantages
 Built-in conflicts
 Resistance to termination
 Complex command and authority relationships
 Complex employee recognition systems
RACI Chart
 R – Responsible
Activity
Bob
 A – Accountable
Requirements
R
 C – Consult
Design
 I – Inform
Development
Sue
Jane
Jack
C
Fred
Allie
I
A
I
C
R
A
C
I
I
R
A
Testing
C
R
I
I
I
A
Training
A
I
C
C
C
R
Project Team
Chapter 14
 Need to let the team members know
 The reason they are on the team, what
they have to offer
 Clear roles and responsibilities for each
person on the team
 Standards that they will be held
accountable to
Responsibility Assignment Matrix
(RAM)
Phase
Bob
Requirements
A
Design
Sue
Jane
Jack
P
S
Fred
Allie
I
R
P
A
Development
A
I
P
A
I
Testing
A
S
A
A
P
Training
P
I
P=Primary
A=Assigned
R=Review Required
A
A
I=Input Required
S=Signature Required
Building a team
 What kinds of experience do you need?
 What kind of competency do they have?
 What is their availability?
 Do they have a personal interest in the
outcome of the project?
 Will they work well in a team
environment?
Staffing Alternatives
 Use your own staff & people from your
department
 Staff from other departments
 Contract with consultants, outside
agencies, or temporary agencies
 Hire and train new staff
Dealing with Staffing
Challenges
 Do the best you can with the people you
have, and document problems and
results.
 If they do not have enough skills and
training takes too long, consider
contracting.
 Compromise and negotiate for the team
members you really need.
Activity
 Using the case study, create a RAM
(Responsibility Assignment Matrix) for
the project
Stages of Team Forming and
Leadership
 Forming
 Directive style of leadership
 Gives structure
 Clear responsibilities, lines of
communication
Stages of Team Forming and
Leadership
 Storming
 Selling or Influencing style of leadership
 Team members may be questioning
 Manage conflict
Stages of Team Forming and
Leadership
 Norming
 Participative style of leadership
 Team members are supportive
 Work as a group
Stages of Team Forming and
Leadership
 Performing
 Delegative style of leadership
Activity
 Style of leadership survey
Unit 1 Review
 Types of leadership
 Leading change
 Ways to organize people
 Project teams
 Stages of team formation and
leadership
Unit 2
Communication
Communication
Chapter 21
 Communication Plan
 Communication and Leadership
Communication Plan
 Stakeholder analysis
 Sensitivity analysis
 Information needs
 Media requirements
 Delivery personnel and power base
 Timing requirements
 Common definitions
 Feedback loops
 Macro and micro barriers
 Jargon and acronyms
Communication Plan
 Stakeholder Analysis
 Determine the stakeholder’s interest in the
project
 Determines what information they will want
to receive
 Sensitivity Analysis
 Identifying sensitive areas amongst the
stakeholders
Communication Plan
 Information Needs
 Understand what each group is interested in and
level of detail
 Media Requirements
 Vehicles used to deliver the information
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Town hall meetings
Presentations
Staff meetings
Written memos
Wall charts
Web portals
Types of Communication and their
Characteristics
Type of
communication
Group
Individual
Written Spoken
Formal
Memo/e-mail
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Letters
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Reports
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Meetings
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Presentations
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Teleconference
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Telephone
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Informal
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Communication Plan
 Delivery Personnel and Power Bases
Power Base
Action
Expertise
Persuasion
+++
Admiration
Ask
++
Reward
Promise
+
Position of Authority Order
Coercion
Threat
Results
-
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Communication Plan
 Timing Requirements
 Just-in-time information
 Common Definition
 Make sure everyone speaks the same
language
 Feedback Loops
 Ensures communication is received
correctly
Communication Plan
 Macro and Micro Barriers
 Geography, language, culture
 Attitudes
 Jargon and Acronyms
 Clarify acronyms
 Use same jargon as stakeholders
Communication & Leadership
 Vertical Communication
 Horizontal Communication
 Diagonal Communication
The purpose of my message is……
Effective Messages
 Draft the message and edit
 Consider audience’s expectations, actions required,
and your expectations after the message is delivered
 Justify the choice of delivery medium
 Start with an introduction that identifies the issue,
context or opportunity of interest
 Make required actions clear and specific
 Be concise
 Never surprise someone with information, ensure that
important information is understood before discussed
Communicate by Listening
 Stop talking and let others tell you what
they want to say
 Let people finish what they are saying
 Eliminate distractions
 Listen with purpose and intent
 Restate what you hear people say
Activity
 Develop a communication plan from the
case study
Unit 2 Review
 Communication Plan
 Communication and Leadership
Unit 3
Operating Guidelines
Chapters 24 & 20
Operating Guidelines
 Change Management
 Decision Making
 Work Authorization
 Reports
Change Management
Chapter 24
 Change Control System
 Formal documented procedures that define
how project deliverables and
documentation are controlled, changed
and approved.
Rules of change control
 Establish change control policy in planning
phase and follow it.
 Create a change control board (subset of
working committee) who evaluates changes
which impact stakeholders and the project
 Establish an emergency decision-making
authority, in case decisions are needed
before the board can meet.
 Maintain a change control log that tracks all
changes requests.
Change Control Request
 Identification
 What is the change
 Impact of change
 Who authorized it
6 areas of change
1.
The business reason the project was
undertaken
2.
The people who work on the project
3.
The budget
4.
The material and technical resources
5.
The time
6.
The quality requirements that were
acceptable for the deliverables
Balance
 Project
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Balance to keep the project within its approved cost,
schedule and quality
PM and core member may make these decisions
 Business Case
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Project cannot be balanced within cost, schedule and quality
goals
Stakeholders must approve
 Enterprise
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Choice between projects to balance resources
Business management decides with input from team
Balancing Choices
 Reduce scope of tasks
 Increase productivity by using in-house
experts
 Use outside resources
 Use overtime
 Crash the schedule
 Adjust the profit requirements for the project
 Adjust the project goals
Changes Weighed
Communicate Change
 Inform project team
 Inform stakeholders using
communication plan
 Log the change in the change log
Change and Conflict
 Withdrawing
 Smoothing
 Compromising
 Forcing
 Confronting
Issue log
 Keep track of any issues
 Ensure they are documented and
resolved
Plan-Do-Check-Act Cycle
Decision Making
Chapter 20
 Need to have a clear path of authority
indicating who makes what types of
decisions
Team decisions
 Project Manager
 Working Committee
 Steering Committee
 Project sponsor
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 Escalation Procedure
Work Authorization System (WAS)
Chapter 20
 When should I start the work I’ve been
assigned?
 A written method that sanctions the right
work is done in the right order.
 Provides direction that allows a team
member to begin work on a specific
activity or work package
Reporting purpose
 For every report identify
 How often is the report produced?
 What is contained in the report?
 Who is responsible for producing it?
 What is the objective of the report?
 Who will follow up on action items?
 Who is the intended audience?
Reporting
Chapter 20
 Status Reports
 Tasks completed since last report
 Tasks in progress
 Tasks planned with completion dates
 Budget expenditure
 Issues
 Recommendations for project
improvements or changes
 Questions or items that require approval or
input
Project Diary
 Notes on progress
 Problems
 Issues (positive and negative)
 Discussion points
 Decisions made
 Action items
 Outcomes of meetings
 Accomplishments
 Conflicts
 Extraordinary events
Activity
 Create a Change Control System for your
project
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How will changes be raised?
How will they be handled (who, when where, etc)?
How will they be communicated?
 Determine decision making authority (who
can decide what)
 Determine reporting structure (what type of
reports, when, to whom)
Unit 3 Review
 Decision Making
 Change Management
 Work Authorization System
 Reports
Unit 4
Procurement Management
Procurement Management
Chapter 15
 Types of contracts
 Fixed-price or lump sum
 Cost-plus-fixed-fee
 Time and materials
 Working with procurement office
Types of Contracts
 Fixed-price or lump sum
 Total price for the goods or services
 Risk is on the seller
 Cost-plus-fixed-fee
 Pay vendor for costs plus a fee
 More risk on buyer but may add incentives
 Time and materials
 Combination of fixed-price and cost-reimbursable
 Usually open-ended but a fee is established for
specific resources
Contracts - estimates
 Always get an estimate
 In writing
 Minimum of 3 bids
 Negotiate
 Based on WBS what is the max and min
you expect to pay?
 How will you evaluate the bids?
 Single source or multiple vendors?
 Review past performance
Working with the Purchasing
Department
 May have/do all purchasing for/with you
 Great expertise however, may introduce
overhead
Activity
 What types of contracts will be
negotiated in the case study?
 How would you go about establishing
them?
Unit 4 Review
 Types of contracts
 Contracting
 Working with a procurement office
Unit 5
Quality Management
Quality Management
Chapter 25
 Plan for Quality
 Cost/Benefit Analysis
 Benchmarking
 Cause-and-Effect
 Quality Assurance
 Quality Control
Plan for Quality
 Quality is conformance to requirements
 Grade is the ranking applied to products that
have the same functional use but different
characteristics
 Evaluate acceptance criteria
 Functionality
 Appearance
 Accuracy of information
 Reliability
 Security
Cost/Benefit Analysis
 Estimate of the costs and benefits of
various alternatives
 Using financial measures (ROI or
payback period) determine which
alternative is the most desirable
Benchmarking
 Compare your project to other similar
projects
 Within your organization or PMI
Case-and-Effect Diagrams
 Can help determine source of problems
Quality Assurance
 Reviews
 Peer reviews
 Informal reviews
 Formal reviews
Quality Control
 Inspection
 Test
Activity
 How could you build quality into your
project?
 What could be some benchmarks that
you could use?
 How will quality be assured?
 How will quality be controlled?
Unit 5 Review
 Planning for quality
 Cost/benefit analysis
 Benchmarking
 Cause-and-effect
 Quality assurance
 Quality control
Unit 6
Monitoring and Controlling
Monitoring and Controlling
Chapter 22
 Purpose of monitoring
 What to monitor
 Earned Value Analysis
 Reviews
Purpose of Monitoring
 Communicate project status and
changes to team members
 Manage expectations of stakeholders
regarding project status
 Provide justification for project
adjustments
 Document current project plans
compared to original
What to Monitor
 Completion of work packages compared
to plan
 Scope of work
 Quality of work
 Costs and expenditures
 Attitudes of team
 Cohesiveness and cooperation of team
Controlling
 Use the project plan as a guide
 Monitor and update plan regularly
 Communicate
 Get involved
 Adapt project schedule, budget and work plan
as needed
 Document progress and changes,
communicate them to the team
Project Status
Earned Value Analysis (EVA)
 Budgeted Cost of Work Scheduled (BCWS)
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Planned cost of the total amount of work scheduled to be
performed by the milestone
 Actual Cost of Work Performed (ACWP)
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Cost incurred to accomplish the work that has been done to
date
 Budgeted Cost of Work Performed (BCWP)
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The planned cost to complete the work that has been done
 Schedule Variance (SV) = BCWP – BCWS
 Cost Variance (CV) = BCWP - ACWP
Reviews
 Project review meeting
 Project audit
Activity
 How will your project be controlled?
 What will be reviewed in your project?
Unit 6 Review
 Purpose of monitoring
 What to monitor
 How to control
 Earned Value Analysis
 Reviews
Unit 7
Close-out
Close-Out
Chapter 27
 Closing the project
 Lessons Learned
 Post-Implementation Review
 Final Report
Closing the Project
 Final approval from stakeholders
 Finalize contractual commitments
 Transfer responsibilities to others
 Reassign people in the project
 Release non-human resources
 Complete final accounting
 Document results and recommendations for
the future
Lessons Learned
 Focus areas
 Project Management, Communications, Schedule
& Budget, Training, Quality, Issues, Human
Resources, Administration
 What when well?
 What didn’t?
 What should be improved?
 How?
 Anything else?
Post-Implementation Review
 Meeting with team
 After celebration but before forgotten
 What went well?
 What could be improved?
 Suggestions?
Final Report
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Overview of project
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Summary of Business Case
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Major accomplishments
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Achievements compared to Business Case objectives
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Financial accounting
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Analysis of quality against expectations
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Evaluation of administration and management performance
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Team’s performance
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Special acknowledgments
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Changes (approved and impact of changes)
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Issues or tasks of further investigation
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Recommendations for future projects
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Post-implementation date
Activity
 How will your project be closed out?
 What type of post-implementation
review will you do?
Unit 7 Review
 Closing the project
 Lessons learned
 Post-implementation review
 Final report
Unit 8
Common Project
Problems
Chapter 26
Start Date Moves but End Date
Doesn’t
 Communicate the issue to stakeholders
(verbally and in writing)
 Re-evaluate scope
 Re-evaluate schedule and resources
Not enough time
 Prioritize and delegate
 Eliminate work that isn’t necessary
 Fast track (parallel activities) or crash
(add more people or reduce scope)
 Overtime???
Changes, changes, changes
 Have a documented Change Control
Process
 Don’t start until plan is approved
 Don’t agree to changes unless analyzed
and approved
Key person quits or is unavailable
 Keep them happy
 Responsibility matrix – cross train other
individuals
 Ensure work is documented
Team has more enthusiasm than
talent
 Conduct objective skills appraisal at the
beginning of the project
 Watch for too much socializing
 Training may be required
 Mentoring
90% done
 It may seem that 90% of the effort takes
30% of the time and the last 10% takes
200%
 Investigate remaining work
 Technical difficulties?
 Additional tasks?
 Ensure estimates are real and not what
you want to hear
Politics
 Treat politics as any other conflict and
resolve
Take care of yourself
 Remember that it is work
 Scale back or step down
Course Review
 Leadership
 Operating Guidelines
 Communication
 Procurement Management
 Quality Management
 Monitoring and Controlling
 Closing out a project
Activity
 Conduct a post-implementation review
of this course
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What went well?
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What could be improved upon?
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Suggestions?