How to set up and manage a Project ? Niten Chandra, IAS Joint Secretary Ministry of Rural...

How to set up and manage a Project ?

Niten Chandra, IASJoint SecretaryMinistry of Rural DevelopmentGovernment of [email protected]: 9958445904

mailto:[email protected]

Five Key Phases of Project Management

1. Set up and Contract2. Plan Project3. Implement4. Monitor & Report Progress5. Complete & Review

Niten Chandra, JS, MoRD, GoI 2

Set up & Contract

1. Setting up Process2. Develop Project Brief3. Write Issue Statement4. Define Mission & Key Objectives5. Specify Outputs & Timings6. Set Scope & Limits7. Clarify Roles8. Develop Personal Contracts9. Develop Project Contract


Setting up Process

1. Formulate issues, mission, objectives, output and timing2. Identify and engage with Stakeholders, beneficiaries, clients and customers3. Ascertain cross-departmental links4. Assess the feasibility of project5. Determine the principal means of achieving project mission and primary

objectives6. Work out the resources it will need and who will provide them7. Recommend how far its scope and authority should extend8. Formulate the best strategy for executing the project9. Select and appoint team members10. Arrange training to ensure common approach and understanding11. Formulate and sign the contract


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


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 engagement with government and voluntary agenciesPrimary 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: CAPARTProject termination date: 31/May/12.Members : DG(CAPART), JS (CAPART), Dir/US (CAPART) Support Team

Signed Administrative DepartmentDate


Write issue statement

It is a clear description of what the problem is and

what needs to be improved


Define Vision, Mission and Objectives

1. Vision provides the overall goal or purpose of the project. It defines how it will look like when we get there. It clarifies where the project is trying to get to.

2. Mission is what should be achieved in order to get to the vision.

3. Objectives are the means by which mission will be achieved.


Specify Required Outputs and Timing

• Reduces misunderstanding between owner and executant of project

• Provides a basis for assessing progress

• Provides means for establishing extent to which it has fulfilled project 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.


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.


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.


Clarify roles

Getting the right players involved 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.


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 each other on how to work together.


Develop project contract

1. Encourages team to feel a genuine party to the contract2. Generates ownership of the means or the how3. Helps to ensure project brief is appropriate4. It should be signed to demonstrate commitment &

understanding

Mission Key Measures

Milestones Principal Means

Measures Objectives

By 31.3

By 31.7


Plan What To Do

1. Use a Project Management Plan2. Decide what to do3. Develop implementation plans

a. Work breakdown structureb. Key Activity & Task Plansc. Responsibility Chartsd. Resource Requirement Liste. Cost Breakdown Structure

4. Produce a schedulea. Gantt Chartb. Critical Path Analysisc. Draft Contingency Plans


Use a Project Management Plan

• This sets out five main phases in the life of a project and their 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


Decide what to do

1. Collect datai. Current processesii. Performance standardiii. Measuring waste, errorsiv. Surveying customers/

suppliers, etc.v. Efficiency & productivity

2. Analyse root causes3. Find best solutions

a. Check sheetsb. Data Displayc. Asking whyd. Brainstorminge. Cause & effect analysisf. Paired comparisonsg. Process mappingh. Time cost analysisi. Pareto analysisj. Cost Benefit analysisk. Decision Chartl. Priorities Grid


Develop Implementation Plans


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 Responsibility2.W: Does Work3.A: Advises4.I: Provides Input5.D: Takes Decision6.C: Must be consulted7.IF: Must be Informed


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

Task Name Resources Required

Availability Problems Options Action Taken

Comments


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.


Produce a Schedule

• Gantt or Bar Chart• Critical Path

Method (CPM)• Programme or

Performance Evaluation & Review Technique (PERT)

Task Name Months

Jan Feb Mar Apr

Set goals

Set Budget

Engage Professionals

Draft Plan

Approve Plan

Release Funds

Procure Equipment

Operationalise

Train usersNiten Chandra, JS, MoRD, GoI 24

Contingency Planning

Potential Problem Solution Options Action Taken

Project: Date:Prepared by:


Implement

Implementation is about getting things done according to plan and

ensuring that a number of things are in place to support the activities and

manage the resultant changes.


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. Effective Teamwork: 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 and awards 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 ?


Monitor & Report Progress1. 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 Action 1. Clarifying roles & removing confusion 2. Rearranging the workload 3. Resolving disputes4. Putting in more resources or effort5. Moving target completion date(s)6. Lowering targets

Feedback (MIS)

Results Chain

MIS should be :i.Focussed on prioritiesii.Responsive i.e initiates corrective actioniii.Timely – no undue delaysiv.User friendlyv.Flexiblevi.Simple & Clear


Progress Report

1. Current Project Status: Cost, time & quality2. Future Status: likely deviations3. 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:


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



1. Financial2. Administrative3. MIS4. Monitoring &

Evaluation5. Performance Audit6. Incentives7. Training8. Coordination9. Discipline10. Stress Management

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.


Management Competencies

Clusters of Personal Competence Dimensions of personal competence

1. Planning to optimize the achievement of results

1.1 Showing concern for excellence1.2 Setting & prioritizing objectives1.3 Monitoring & responding to actual against planned activities

2. Managing others to optimize results 2.1 Showing sensitivity to the needs of others2.2 Relating to others2.3 Obtaining the commitment of others2.4 Presenting oneself positively to others

3. Managing oneself to optimize results 3.1 Showing self-confidence and personal drive3.2 Managing personal emotions and stress3.3 Managing personal learning & development

4. Using intellect to optimize results 4.1 Collecting & organizing information4.2 Identifying and applying concepts4.3 Making decisions


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 agreed budgets 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


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.


Reviewing Performance


Aligning Members within an Organization

Achievement of Department’s mission & objectives depends on how individuals within an organization

are aligned with the 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.


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

Building Performance Culture in an Organization

1. Set short-term, challenging, motivating and realistic goals2. Provide support for performance3. Invite people to workshops and seminars to present success tales and share

experience with others at agreed intervals4. Appreciate & reward performers5. Investigate problems with non-performers6. Get together performers and non-performers to share the key success

drivers, 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


How can Leader solve problems of team members


Outline Plan for Performance Discussion1. Warm up2. Job Responsibilities

1. What do you see as your major responsibilities at present2. 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 effectiveness4. What help or support can we give you?

6. Assessment7. Plans for Improvement

1. This should be discussed and agreed and not imposed

8. Conclusion1. Summarize the discussion2. Agree on future action3. Describe what will happen with the results of the review4. Thank everyone for their time and contribution


Post-Completion Evaluation : Capitalising on Learning

1. Lessons Learnt2. Things which could have been done better3. Leadership and motivation4. Enthusiasm and passion of the team members5. Clarity & focus on goals6. Coordination among interdependent units/departments7. Quality of communication- internal & external, flow of information8. Efficiency, effectiveness, flexibility, freedom, trust9. Quality of support received10. Authority, responsibility & delegation11. Resourcing issues12. Robustness and value of contract13. Problems of personal time management


Thank You


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