How to set up and manage a Project (2).ppt

7/27/2019 How to set up and manage a Project (2).ppt

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How to set up and manage a Project ?

Niten Chandra, IASJoint Secretary

Ministry of Rural Development

Government of India

[email protected]

Mob: 9958445904
mailto:[email protected]:[email protected]


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Five Key Phases of Project Management

1. Set up and Contract

2. Plan Project

3. Implement

4. Monitor & Report Progress

5. Complete & Review

Niten Chandra, JS, MoRD, GoI 2


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Set up & Contract

1. Setting up Process

2. Develop Project Brief

3. Write Issue Statement

4. Define Mission & Key Objectives5. Specify Outputs & Timings

6. Set Scope & Limits

7. Clarify Roles

8. Develop Personal Contracts

9. Develop Project Contract



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Setting up Process

1. Formulate issues, mission, objectives, output and timing

2. Identify and engage with Stakeholders, beneficiaries, clients and customers

3. Ascertain cross-departmental links

4. Assess the feasibility of project

5. Determine the principal means of achieving project mission and primaryobjectives

6. Work out the resources it will need and who will provide them

7. Recommend how far its scope and authority should extend

8. Formulate the best strategy for executing the project

9. Select and appoint team members

10. Arrange training to ensure common approach and understanding

11. Formulate and sign the contract



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Develop Project Brief

Purpose :

To brief project team on its task

Helps in establishment of a project team Provides preliminary terms of reference from

which a project contract can be derived



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Issue Statement: Chronic inability of CAPART to meet its goals, poor networking, weak

focus on rural community, entrenchment of malpractices and erosion of credibility

Sample Project Brief

Project Title: Restructuring of CAPART

Required Outputs: Implementation plan, MPR, Notes for decision Timing

Mission: To enable CAPART meet its goal of rural prosperity through engagementwith government and voluntary agencies

Primary Objective: Change organizational structure within 3 months

Scope & Limits: Only MoRD & CAPART to be involved, no engagement of professionals

Budget: Rs 25 lakhs

Authorization procedure: Executive Committee & General Body, MRD

Cost Center: CAPART

Project termination date: 31/May/12.Members : DG(CAPART), JS (CAPART), Dir/US (CAPART) Support Team

Signed Administrative DepartmentDate



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Write issue statement

It is a clear description of

what the problem is andwhat needs to be

improved



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Define Vision, Mission and Objectives

1. Vision provides the overallgoal or purpose of the project.It defines how it will look likewhen we get there. It clarifies

where the project is trying toget to.

2. Mission is what should beachieved in order to get to thevision.

3. Objectives are the means bywhich mission will beachieved.

Vision

Mission

Objectives



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Specify Required Outputs and Timing

Reduces misunderstandingbetween owner and executantof project

Provides a basis for assessing

progress

Provides means for establishingextent to which it has fulfilledproject requirements

Output should include:

Plan to achieve mission

Milestones with dates

MIS

Interim progress report

Measures of progress

Audit report, UC,Evaluation study,documentation (video),etc.

Timing : online, monthly,quarterly, annual, etc.



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Set scope & limits

These prescribe the DONTs

Budget constraint

Territorial limits

Performance standard /target

Product type

Procedures or process

standards Limit of authority or

delegation

It prevents team from

straying into areas not

allowed or waste effort

on low priorities. Limits have to be

carefully judged so that

they do not make

objectives unrealistic.



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Agree project budget

Identify cost heads:

Manpower

Materials

Equipment Premises

Expenses

Subcontractors: lawyers,

auditors, consultants,etc.

Reorganization costs

Quantify project

benefits over its life

Clarify authorization

level and cost center.



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Clarify roles

Getting the right playersinvolved in clearly defined

roles ensures the necessary

experience, skills and

personal qualities are

available to the project.

Without these the project

is unlikely to succeed.

Owner

Support:

Sponsor &

Facilitator

Team : Leader &Members



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Develop personal contracts

Contracts clarify what is

expected and who is

doing what.

It helps all parties in a

project to define their

roles and reach

agreement with eachother on how to work

together.



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Develop project contract

1. Encourages team to feel a genuine party to the contract2. Generates ownership of the means or the how

3. Helps to ensure project brief is appropriate

4. It should be signed to demonstrate commitment &understanding

Mission Key

Measures

Milestones Principal

Means

Measures Objectives

By

31.3

By

31.7



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Plan What To Do

1. Use a Project Management Plan

2. Decide what to do

3. Develop implementation plansa. Work breakdown structure

b. Key Activity & Task Plans

c. Responsibility Charts

d. Resource Requirement List

e. Cost Breakdown Structure

4. Produce a schedulea. Gantt Chart

b. Critical Path Analysis

c. Draft Contingency Plans



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Use a Project Management Plan

This sets out five main phases in the life of a project andtheir key steps, with scheduled completion dates and

assigned responsibilities:

Set up & contract, Plan project, Implement, Monitor & report

progress, Complete & Evaluate

Project Step Start By Complete By Responsibility Status



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Decide what to do

1. Collect datai. Current processes

ii. Performance standard

iii. Measuring waste, errors

iv. Surveying customers/

suppliers, etc.v. Efficiency & productivity

2. Analyse root causes

3. Find best solutions

a. Check sheets

b. Data Display

c. Asking why

d. Brainstorming

e. Cause & effect analysisf. Paired comparisons

g. Process mapping

h. Time cost analysis

i. Pareto analysis

j. Cost Benefit analysis

k. Decision Chart

l. Priorities Grid



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Develop Implementation Plans

Key Activity (Milestones) PlanningSequences key activities & tasks and identifies

timescales

Work Breakdown Structure

(Goals, Objectives, Actions, Tasks, Sub-Tasks)

Identifies and structures different levels of activities



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Resource requirement list

List Resource needs and availability

Responsibility Chart

Identifies who is responsible for what task



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Contingency Action Plan

Sets out actions for serious setbacks

Schedule

Brings together task durations, start and finish dates, primeresponsibilities

Cost Breakdown structure

Defines cost elements, eg. time, equipment, material, subcontractorcosts by key activity and tasks



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Responsibility Chart

Task

Name

Estimated

Work Days

Duration of Work

(No of Weeks)

SRD JS IFD Dir DG DDG

1 2 3 4 5 6

Responsibility Types:

1. P: Prime Responsibility

2. W: Does Work

3. A: Advises

4. I: Provides Input

5. D: Takes Decision

6. C: Must be consulted

7. IF: Must be Informed Niten Chandra, JS, MoRD, GoI 21


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Resource Requirement List(Materials, manpower, systems, equipment, specialist help, funds, etc.)

Task Name Resources

Required

Availability Problems Options Action

Taken

Comments



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Cost Breakdown

Task Name Resource

Required

Cost Cost Code Expenditure

Authorized

Invoice

Received

Payment

Record the dates for expenditure authorized, invoice received and payment

made.



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Produce a Schedule

Gantt or Bar Chart

Critical PathMethod (CPM)

Programme orPerformanceEvaluation &Review Technique

(PERT)

Task Name Months

Jan Feb Mar Apr

Set goals

Set Budget

EngageProfessionals

Draft Plan

Approve Plan

Release Funds

Procure

Equipment

Operationalise

Train users



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Contingency Planning

Potential Problem Solution Options Action Taken

Project: Date:

Prepared by:



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Implement

Implementation is about getting

things done according to plan and

ensuring that a number of things are

in place to support the activities andmanage the resultant changes.


Ch kli f S f l I l i


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Checklist for Successful Implementation

1. Community / Client Focus : Is the focus on community / client and the end users views and needs

being attended to through regular check and feedback.2. An Effective Communication System: knowing what should be communicated to whom, by whom,

when, how, what outcomes are required, etc. Are goals, means, roles, responsibility, procedures,

rules, guidelines and instructions clear to people ?

3. EffectiveTeamwork: what training, support and review mechanisms are in place. Is the

Responsibility Chart working ? Do frictions persist ?

4. Working conditions: are the working conditions of team members adequate ? What incentives andawards are given to performers?

5. Information systems: Have measures been agreed ? How will data be captured, who will do it ?

How will it link into the communications system? Is the protocol for sharing information with public

in place ?

6. Progress Monitoring: Is the planned frequency and format working ? Are deviations analysed and

corrective actions taken?7. Risks and contingency planning: Have risks been identified and contingency planning done? What

are the unforeseen problems and their likely impact ? How will they be dealt with ?

8. Legal, etc: Is full compliance to all legal, health, safety, administrative, audit and financial

procedures being achieved ?



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Monitor & Report Progress

1. Is work being done within the estimates ?

2. Will each activity be completed within schedule ?

3. Is quality of work within specification?4. Are expected results being achieved ?

5. Are there other changes or special problems ?

Corrective Action1. Clarifying roles & removing confusion

2. Rearranging the workload

3. Resolving disputes

4. Putting in more resources or effort

5. Moving target completion date(s)

6. Lowering targets

Resources Activities Outputs Outcomes Impact

Feedback (MIS)

Results Chain

MIS should be :

i. Focussed on priorities

ii. Responsive i.e initiates

corrective action

iii. Timely no undue

delays

iv. User friendly

v. Flexiblevi. Simple & Clear



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Progress Report

1. Current Project Status: Cost, time & quality2. Future Status: likely deviations

3. Critical Tasks status:

4. Risk Assessment:

5. Information relevant to other projects/States :lessons learnt, best practices

Task Name Planned Result Actual Result Deviations Remedial

Action

Date: Submitted By:



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Project Log

Purpose: Monitor project process in a qualitative way to deal with important

management issues and to generate useful information for future project

improvement

Entry Date Issues Numerical

Data

Opinion Action

Required

Responsibility



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1. Financial

2. Administrative

3. MIS

4. Monitoring &

Evaluation

5. Performance Audit

6. Incentives

7. Training

8. Coordination9. Discipline

10. Stress Management


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Training & Learning Stages

1. We come to know about something

which is new and different

2. We understand the possible applications

of the new idea or information

3. We accept the idea as useful, a desirable

option and are willing to make the

changes

4. We are able to apply the new learning.


M C i


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Management Competencies

Clusters of Personal Competence Dimensions of personal competence

1. Planning to optimize the achievement ofresults

1.1 Showing concern for excellence1.2 Setting & prioritizing objectives

1.3 Monitoring & responding to actual against

planned activities

2. Managing others to optimize results 2.1 Showing sensitivity to the needs of others

2.2 Relating to others

2.3 Obtaining the commitment of others

2.4 Presenting oneself positively to others

3. Managing oneself to optimize results 3.1 Showing self-confidence and personal

drive

3.2 Managing personal emotions and stress

3.3 Managing personal learning &development

4. Using intellect to optimize results 4.1 Collecting & organizing information

4.2 Identifying and applying concepts

4.3 Making decisions


J b D i ti ith P f Pl & B h i l C it i


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Job Description with Performance Plan & Behavioural Criteria

Key Result Areas Measures &

Reports

Standards & Targets Timing

Direct regional

operations to ensure

that all planned

targets are met

within agreedbudgets and time

scales

Monthly

Management

Reports on :

Expenses

Sales Staffing

Budget

Variance

Reports

For year ending Mar

2012

Not more than $ X

million in expenses

Target is $ Y million < 5 % increase in

costs

Not more than +- 5%

Reports due one

week after month

end.

Behavioural criteria Decisiveness, Planning & Organizing, Problem Analysis, Work

Standards, Inter-personal sensitivity, Management control, Initiative,

Persuasiveness, Leadership, Judgment



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Planning for Performance

Major Areas of Responsibility Results or standards expected to be

achieved. Agreed actions and priorities.

Due Dates of action initiation and

completion.



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Reviewing Performance

What actually has

been achieved as

described by

responsible

person

Comments of the

Superior

Assessment by Superior

Farexce

eded

stand

ard

Consist

ently

exceeded

stand

ard

Sometimes

exceeded

stand

ard

Consisten

tlymet

stand

ard

Didnot

meet

stand

ard



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Aligning Members within an Organization

Achievement of Departments mission &

objectives depends on how individuals

within an organization are aligned withthe mission & objectives. There are

essential attributes that may be fostered

in individuals to ensure proper alignment

of individuals within a Department by

building appropriate performance culture.


Ch ki f A ib


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Checking for Attributes

Sl. No. Attributes Score(0-1)

1 Competence: has or seeks knowledge and skills relevant for job, continually learning

2 Effort: tries to complete tasks, does not delay

3 Productivity: stamina, endurance with high volume of work done

4 Creativity: lateral thinking, produces useful & innovative ideas or approaches to problem

solving

5 Quality: does work with accuracy, calm & thoroughness , does not offend, not moody

has self-control

6 Communication: listens and explains ideas or concepts clearly, pleasantly, persuasively

7 Dependability: is firm & follows up on completion of assignments despite odds, gives no

excuses

8 Initiative: has enthusiasm, seeks new assignments or opportunities for contribution,

crosses boundaries and reaches out

9 Decision-making: sets priorities and gives options, provides focus & clarity

10 Leadership: fosters team-work, helps team solve problems, tactfully resolves disputes,

inspires, is kind, not fault-finding, mentors, coaches and develops others

Total Score Niten Chandra, JS, MoRD, GoI 38


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Building Performance Culture in an Organization

1. Set short-term, challenging, motivating and realistic goals

2. Provide support for performance

3. Invite people to workshops and seminars to present success tales and share

experience with others at agreed intervals

4. Appreciate & reward performers

5. Investigate problems with non-performers

6. Get together performers and non-performers to share the key successdrivers, provide solutions & make the tasks doable for the non-performers.

7. Provide additional support, training to non-performers and lower their

targets to make them achievable

8. Let non-performers attain the respect for showing performance, taste the

joy of performance, and have the anxiety to avoid non-performance



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How can Leader solve problems of team members

Get agreement that thereis a problem

Discuss possible solutions

Agree on action to betaken to solve the problem

Follow up on action and

assess results

Recognize progress andachievements as they occur


O tli Pl f P f Di i


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Outline Plan for Performance Discussion1. Warm up

2. Job Responsibilities1. What do you see as your major responsibilities at present

2. What are the priorities ? Why ?

3. What would you change about your project?4. How could your time and talents be used better?

3. Performance goals1. Overall, how do you we feel about the targets we set?

2. Have any of them proved to be inappropriate? Why?

4. Job accomplishments1. How do you feel the job is doing?

2. What has interested you most in your project in the past?

3. What have been the major accomplishments?4. Where do you think you are being most effective in your project?

5. Areas for Improvement1. What disappoints or frustrates you most about your project at the present time?

2. Where do you feel least effective?

3. What can we do to increase your effectiveness

4. What help or support can we give you?

6. Assessment

7. Plans for Improvement1. This should be discussed and agreed and not imposed8. Conclusion

1. Summarize the discussion

2. Agree on future action

3. Describe what will happen with the results of the review

4. Thank everyone for their time and contribution



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Post-Completion Evaluation : Capitalising on Learning

1. Lessons Learnt

2. Things which could have been done better

3. Leadership and motivation

4. Enthusiasm and passion of the team members

5. Clarity & focus on goals

6. Coordination among interdependent units/departments

7. Quality of communication- internal & external, flow of information

8. Efficiency, effectiveness, flexibility, freedom, trust

9. Quality of support received

10. Authority, responsibility & delegation

11. Resourcing issues

12. Robustness and value of contract

13. Problems of personal time management



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Thank You

How to set up and manage a Project (2).ppt

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