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

LeadershipChapter 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 Change1. 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 PeopleChapter 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 Clear project authority Simplified project communications Access to special expertise Project focus and priority

Disadvantages 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

A – Accountable

C – Consult

I – Inform

Activity Bob Sue Jane Jack Fred Allie

Requirements R C I A

Design I C R A

Development C I I R A

Testing C R I I I A

Training A I C C C R

Project TeamChapter 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 Sue Jane Jack Fred Allie

Requirements A P I R

Design S P A

Development A I P A I

Testing A S A A P A

Training P I A

P=Primary A=Assigned R=Review Required 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

CommunicationChapter 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

Town hall meetings Presentations Staff meetings Written memos Wall charts Web portals

Types of Communication and their CharacteristicsType of communication

Group Individual Written Spoken Formal Informal

Memo/e-mail √ √ √

Letters √ √ √

Reports √ √ √

Meetings √ √ √

Presentations √ √ √

Teleconference √ √ √

Telephone √ √ √

Communication Plan

Delivery Personnel and Power Bases

Power Base Action Results

Expertise Persuasion +++

Admiration Ask ++

Reward Promise +

Position of Authority Order -

Coercion Threat __

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 ManagementChapter 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 Balance to keep the project within its approved cost,

schedule and quality PM and core member may make these decisions

Business Case Project cannot be balanced within cost, schedule and quality

goals Stakeholders must approve

Enterprise 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 MakingChapter 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

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 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 ManagementChapter 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 ManagementChapter 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 StatusEarned Value Analysis (EVA) Budgeted Cost of Work Scheduled (BCWS)

Planned cost of the total amount of work scheduled to be performed by the milestone

Actual Cost of Work Performed (ACWP) Cost incurred to accomplish the work that has been done to

date

Budgeted Cost of Work Performed (BCWP) 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 Overview of project

Summary of Business Case

Major accomplishments

Achievements compared to Business Case objectives

Financial accounting

Analysis of quality against expectations

Evaluation of administration and management performance

Team’s performance

Special acknowledgments

Changes (approved and impact of changes)

Issues or tasks of further investigation

Recommendations for future projects

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 What went well? What could be improved upon? Suggestions?