Fundamentals of PM Lecture VII & VIII
description
Transcript of Fundamentals of PM Lecture VII & VIII
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Lecture VII
Any project can be estimated accurately
(once it's completed)
Too few people on a project can't solve the problems
- too many create more problems than they solve
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Recap : Lecture VI
Project Life Cycle
Product Life Cycle
Stakeholder Management
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Enterprise Environmental Factors
&
Organizational Process Assets
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Both internal and external factors that influence a
projects success
May enhance or constrain a project
May be beneficial or detrimental
Used as input in many processes
Enterprise Environmental Factors
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Organizations Culture,
Structure & Processes
Government and industry
standards and regulations
Infrastructure
Human Resource
Personnel administration
Company Work
Authorization Systems
Market Place conditions
Stake holder risk tolerance
Political conditions
Organizations
communication channels
Enterprise Environmental
Factors
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What are the environmental factors that
influence your projects success?
Is the factor going to affect the project outcome
positively or negatively?
Is any factor imposing any constraints on the
existing project management options?
Questions Relating
Enterprise Environmental Factors
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EEF Process Matrix
Internal/
External
Process 1 Process 2 Process n
Political
Factors
Legal
implications
Commercial
Data Base
System
Infrastructure
Company
Work Ethics
Market
Indicators
So on
EEF Process
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Shared visions, values, beliefs, norms
and expectations
Policies, procedures and guidelines
Data repository
Lessons learnt, historical info
Organizational Process Assets
Good practices come from experience..and experience is indeed a precious resource, even when it is not your own.
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Difference between EEF & OPA
EEF OPA
Culture Formal / Informal Plans
Infrastructure Procedures
Existing resources Policies
Market place / Standing Guidelines
Project Management
Software
Work Authorization
System
Knowledge bases inclu;
Lessons learnt &
historical information
Dif
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to
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pd
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freq
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ntly
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OPA Process Matrix
Process 1 Process 2 Process 3 Process n
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OPA Process
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KNOWLEDGE AREA
PROJECT INTEGRATION MANAGEMENT
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Integration Management : Basics
This knowledge area includes the processes and activities needed to identify, define, combine, unify &
coordinate the various processes and project mgt.
activities within the Project Management Process Groups
Key words Unification Consolidation Integrative actions
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Integration Management : Processes
Stakeholder
Management
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Integration Management : Example
A cost estimate needed for a contingency plan involves integration of planning processes, cost
management processes, time management
processes & risk management processes
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Integration Management : Processes
Work
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PROCESS GROUP
INITIATING
KNOWLEDGE AREA
PROJECT INTEGRATION MANAGEMENT
PROCESS
DEVELOP PROJECT CHARTER
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A Project Charter is the process of developing a document that
formally authorizes a project or a phase and documenting initial
requirements that satisfy the stakeholders needs and
expectations
It establishes a partnership between the performing
organization and the client
Approved Project Charter formally initiates the project
What is Project Charter ?
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When properly used, a Project Charter will be the single most important tool the project manager/lead utilizes for managing the expectations of the project sponsor and all other stakeholders
Project Charter is used to set the project direction and defines the measures of success
Project Charter provides a consolidated and summary-level overview of the project. It allows all stakeholders to agree and document project scope, objectives, timeframe, and deliverables
A Project Charter is created at the beginning of a project, approved by the stakeholders, and signed off before work can begin
Key Statements
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How To Develop A Project Charter
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Narrative description of products or services to be
delivered by the project
For internal projects project initiator or sponsor
provides the SOW based on
Business need
Product or service requirements
For external projects it can be received from the
customer as a part of a bid document
Statement of Work
INPUT 20
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Whether or not the project is worth the required
investment
Business need and cost-benefit analysis are contained in
business case
It is created as a result of :-
Market demand
Organizational needs
Customer request
Technological needs
Legal requirements
Business Case
INPUT 21
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An input if the project is being done for an external
customer
Industry standards
Organizational Infrastructure
Templates
Historical information
Contract
Enterprise Environmental Factors
Organizational Process Assets
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Expert Judgment is the most frequently used tool and technique
used to develop the Project Charter.
Such expertise is usually provided by any group or individual with
specialized knowledge of the product or project deliverable
Expertise sources can be :
Other Units within the Organization
Stakeholders and Sponsors
Consultants
PMO Project Management Office
Tools & Techniques To Develop A
Project Charter
T & T 23
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Expert Judgment
T & T 24
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Project Purpose or Justification
Measurable Project Objectives
High-level Requirements
High-level Project Description
High-level Risks
Summary Milestone Schedule
Summary Budget
Outputs of the Project Charter
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Facilitation Techniques
Brainstorming, conflict resolution, problem solving,
are examples of key techniques used by facilitators to
help make project charter
Tools & Techniques To Develop A
Project Charter
T & T 26
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Project Goal/s
Brief Scope Statement
Deliverables
Key Stakeholders
Assumptions
Constraints
Initial Risks
Schedule Estimates
Cost Estimates
Success Criteria
Signatures
Typical Sections of a Project Charter
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Stakeholders are clearly defined
Communication channels are defined
Roles and Responsibilities are outlined
Scope is Defined Helps prevent Scope Creep
Improved Project Management Processes in later
Phases
Increased Probability of project Success
BUY IN from Project Team Members
Benefits of Project Charter
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A Project Charter officially initiates a Project
Project Charters are a High-level view of the Project objectives,
deliverables, and scope
Project Charters are living documents and need to be updated
as the Project moves forward
There are standard inputs and tools & techniques for building a
Project Charter. One size does not fit all
A well managed Project Charter will be the single most
important tool for a PM/PL to manage Project expectations
Summary : Project Charter
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Develop Project Management Plan
The project management plan defines how the project is executed, monitored and
controlled, and closed
The Develop Project Management Plan process brings all subsidiary plans together,
into one document called the project
management plan
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How To Develop A Project Mgt Plan
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Project Management Plan
The project management plan can be composed of one or more subsidiary plans and other components.
Each of the subsidiary plans and components is detailed to the extent required by the specific project
These subsidiary plans include, but are not limited to: Project scope management plan Schedule management plan Cost management plan Quality management plan Staffing management plan Communication management plan Risk management plan Procurement management plane Stakeholders Management Plan
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Project Management Plan
Title
Purpose
Version No & History
Contents
Project Documents
Project Charter
Environmental Factors
Life Cycle Diagram
Milestone Chart
Integration Management Processes
SWOT Analysis
Work Breakdown Structure
Others
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PMP vs Project Documents
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PROCESS GROUP
EXECUTING
KNOWLEDGE AREA
PROJECT INTEGRATION MANAGEMENT
PROCESS
DIRECT & MANAGE PROJECT WORK
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Direct & Manage Project Work
The process of performing the work defined in the PMP to achieve projects objectives
Includes but not limited to Create project deliverables Implement planned methods & standards Issue change requests and adopt approved changes (Monitor & control project work >Change request >Integrated Change
Control>Approved changes> Adopt Change Requests)
Manage risks & implement risk response activities
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Direct & Manage Project Work
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Project Mgt Information System
Provides access to automated tools such
as scheduling, cost & resourcing tools,
databases etc
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Meetings
Information Exchange
Brainstorming,
Option evaluation,
Decision Making
If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be 'meetings.
Meetings are indispensable once u dont want to do anything
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Meetings
Project kickoff meeting
Bidders Conference
Progress Review Meetings
Change Control Meetings
Progress updates to higher Mgt
Closure note of thanks
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Direct & Manage Project Work : Outputs
Deliverables A tangible or intangible object produced as a result of the
project that is intended to be delivered to a customer as
a result of a project
Work Performance Data No. of change requests received No. of requests accepted No of deliverables completed
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As a result of comparing planned results to actual
results change requests may be issued
These can adjust, expand or reduce the project
scope
Changes can impact PMP, Project Documents or
Project Deliverables
Changes may include Preventive Actions,
Corrective Actions or Defect Repair
Change Requests
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Are Changes Bad?
Changes can be very expensive Some studies have shown that changes made late in projects can be 100 times more expensive that
made in earlier half
Lot of changes create coordination problems of work for PM as it is constantly changing
Team members who are managing projects are mostly pulled out to evaluate the changes
Time is wasted Base lines can be impacted
The Dark Side
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Are Changes Bad?
Changes can save projects Help to meet stakeholders expectations Cover the missing links in project management especially planning
MORAL : Right Changes at Right Time
The Brighter Side
PROJECT MANAGERs BEST ATTENTION IS PAID ON PREVENTING UNNECESSARY CHANGES
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CAPA is a concept within good manufacturing
practices (GMP)
CAPA focuses on the systematic handling of
failures and/or deviations in an attempt to
prevent their recurrence (for corrective action)
or prevent from occurrence (for preventive
action)
CAPA is a part of overall QMS
(Quality Management System)
Corrective & Preventive Actions
(CAPA)
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Actions taken to prevent anticipated or possible
deviations
Examples
Changing a resource as its last activity nearly failed
Preventative Maintenance and Calibration of equipment
Employee suggestion box
Training employees before starting work
Disaster Prevention Planning
Preventive Actions (PA)
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Corrective actions are taken on actual deviations to
bring expected future project performance in line
with the project management plan
Examples
Process Redesign
Enhancement/ modification of existing training
programs
Improvements to maintenance schedules
Improvements to material handling or storage
Corrective Actions (CA)
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Defect Repair
An identified defect in a project component that needs to
be repaired or replaced
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UNDP has launched a project for supply and installation of
solar water pumps for flood effected people. The pumps are of
three types i.e CAT 1, CAT 2, CAT3. You are project manager
of firm ALPHA which has won the project. One fine day a
performance report from production line of CAT 1 pumps has
highlighted that there is a reported problem of pressure valve in
a CAT 1 pump being manufactured as first lot.
In this situation write actions for:
Defect Repair
Corrective Actions
Preventive Actions
Activity
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Defect
Repair Replace/repair the pressure valve
Check the stock and replace/remove defective
pressure valve if any
After analysis it was found that inadequate packing
during supply was the cause of this defect. Thus
improvement in transportation is taken whereby
packing of the valves from supplier is improved
The packing standards of all the parts of all CAT
pumps was reviewed and strengthened.
Deployment of corrective actions to other processes
/ production lines where non-conformance has not
taken place is considered preventive action
Activity CAPA & Defect Repair
Preventive
Actions in stipulated situation
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PROCESS GROUP
MONITORING & CONTROLLING
KNOWLEDGE AREA
PROJECT INTEGRATION MANAGEMENT
PROCESS
MONITOR & CONTROL PROJECT WORK
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Monitoring , Evaluation & Control
Project Management
Monitoring
Evaluation
Control 56
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Monitoring & Evaluation
Difference between Monitoring & Evaluation
Monitoring: The tracking of the
key elements of programe/project
performance; usually inputs and
outputs through record-keeping,
regular reporting and surveillance
systems
Evaluation: Is the assessment of
the targeted results in relation to
monitoring activities
Evaluation attempts to correlate a
particular output or outcome
to reach to a conclusion
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Analysis & Evaluation
Difference between Analysis & Evaluation Analyse is based on these 3 steps:
1. cause
2. impact
3. consequence
Evaluate, on the other hand, is based on these 4 steps:
1. cause
2. impact
3. consequence
4. conclusion
When analysing, a conclusion is not required. However, when you want to evaluate,
the outcome expected/conclusion is needed.
Basically, analysing is more of a thinking process and evaluation is the conclusion
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Project Control
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A Question of Balance
Too little control?
Too much control?
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Amount of Control
C Control
C Mistakes
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Monitoring , Evaluation & Control
DMAIC
Define Measure Analyze Improve Control
Six Sigma Approach
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PROCESS GROUP
MONITORING & CONTROLLING
KNOWLEDGE AREA
PROJECT INTEGRATION MANAGEMENT
PROCESS
PERFORM INTEGRATED CHANGE CONTROL
Change Control Integ Mgt
M & C 62
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4.5 Perform Integrated Change Control
The process includes Reviewing all change requests Approving or rejecting changes If approved : Managing changes to deliverables, OPA, Project documents & Project plan
Communicate their disposition
Key Benefit It allows for documented changes within the project to reduce risk which often arises from changes made without
consideration to overall project plan
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4.5 Perform Integrated Change Control
Process for Making Changes
1. Prevent the root cause of changes
Basic cause 2. Identify change
3. Create a change request
4. Perform Integrated Change Control
Assess the change Look at the impact of the change Change is approved or rejected
5. Adjust the project management plan and baseline (if req.)
6. Notify stakeholders affected by the change
7. Manage the project as per the new project management plan
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