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Project management

Theme 4:

Executing a project

Peeter Normak

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Plan

1. Discussion: home assignment nr 3

2. Starting a project execution

3. Selecting a project management methodology

4. Overview on most popular methodologies

5. Everyday management

6. Scope management

7. Information management and reporting

8. Quality control and resource management

9. Using power in management

10. Motivation and devotion of project team

11. Supporting creativity and teamwork

12. Handling conflicts

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Discussion on home assignment nr 3

The task: Prepare an initial draft of your examination work.

Topics to discuss:

1. Analysis of relevant information (experience obtained in dealing with similar problems).

2. Composition of the activity system (activities and relations between them).

3. Estimating duration of the activities.

4. Estimating the necessary resources.

5. Risk analysis.

6. Structure of the project plan.

7. Work division.

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The aim of the project execution phase

Achieving the project objective according to the project plan,

in a sustainable manner.

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Starting a project execution

Project execution bases on general principles of management.

Inputs:

Project planning documents.

Other related documents (standards, technical documentation, analyses, contracts etc).

Institutional regulations (accountancy, hiring, procedures for preparing contracts etc). NB! Very important, if the PM has not managed projects or units before.

In a later phase of a project: corrections to the project plan and other related documents.

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Recommendations – starting project execution

1. Use wisely the starting energy (like swarming effect by bees).

2. Make staff members aware that starting a new project causes inevitably change in the list of their priorities and most probably also the structure of their activities.

3. Take into account that initial phase of project execution has huge impact to the way how the project will be executed (using tools/methods, interpersonal relations etc).

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Project management methodology – the concepts

Method (“meetod” in Estonian): principles for solving a single task from a restricted problem area.

Methodology (“metoodika” in Estonian): combining different methods for solving a complex task.

NB! Estonian “metodoloogia” has different meaning: science about methods.

Examples of project management methodologies: agile methodologies PRINCE2 V-model

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Selecting a project management methodology

General aspects of selection:

1. Different methodologies are based on quite different – if compared to each other – principles.

2. By applying, any methodology should be adapted to the concrete needs and conditions.

3. Experience and flexibility/creativity is more important than any theory.

4. Application of a new project management methodology presumes adapting of general processes of the institution as well.

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Agile project management methodologies

The need: classical (linear) approaches to project planning and execution are in many cases problematic.

Principles:1. Multiple iterations of planning and execution.

2. Heavy involvement of stakeholders.

3. Empowerment of the project team; SSS-principle (speed, smart, simplicity).

Role of the project manager – focus on creating of a supporting environment (that is, not so much on process management):

1. Selecting the personnel.

2. Ensuring availability of necessary tools and work conditions.

3. Forming a “big picture” and ensuring that it is followed.

The basic documents: the Project Charter and Release Plan.

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Agile project management methodologies

Some practices:1. Simplicity to implement changes.

2. Intense communication between the team members and knowledge sharing (TEAM – Together Everyone Achieves More).

3. Delegating decision making and responsibilities.

4. Optimizing the activities (human labour).

5. Supporting creativity and innovations.

6. Gradual implementation of the projects’ outcome.

Google „Agile Project Management“: • 31.10.2010 – 229 000• 30.10.2011 – 2 510 000.

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V-model – general principles

Is mainly used for (IT-)development projects in public and military sectors.

1. Minimizing the risks: determination of roles/responsibilities, enhancing the planning practices, assuring transparency.

2. Ensuring the quality of the outcome: selecting indicators and milestones.

3. Minimizing the total costs occurred during the whole life cycle of a product: standardized methods for development, using and maintenance of products.

4. Enhancing communication between the stakeholders: diminishing differences and misunderstanding.

Structure

(partly): Order New iteration Acceptance

Specification

General design

Detailed design Süsteemielementide realis-e

Integration

Delivery

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V-model – specific principles

1. Outcomes, activities and responsibilities/roles are structured and correspond to each other.

2. Responsibilities are fixed: Who? When? What?

3. Activities are divided into compulsory and recommended; Compulsory activities are: project management, quality assurance, configuration management, problem and change management.

4. There are concrete strategies developed (11 in 2007) for project execution.

5. Is strongly focused on outcomes.

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PRINCE2 – processes

PRINCE2 is process based: 8 basic processes and 8 components.

Basic processes: Starting up a project (the only pre-project process), Initiating a project, Directing a project, Managing stage boundaries,

Controlling a stage, Managing product delivery, Closing a project, Planning.

Every basic process has sub-processes.

For each process the following elements should be defined: Fundamental principles, relations to other processes, process description,

requirements, hints and tips; additionally for sub-processes: responsibilities, information needs, key criteria.

NB! Processes are designed according to the needs of a project.

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PRINCE2 – components

1. Business case 2. Organisation3. Plans4. Controls5. Risks6. Quality in a project environment7. Configuration management8. Change control.

For each component, the basic processes used in this component, are determined.

4 management levels: corporate/programme, project, a stage, product delivery (team leader).

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Everyday management – basic principles

1. The tasks should be coherent/correspond to capabilities (“there is nothing more unequal than assigning equal tasks to the people with unequal capabilities”).

2. Not to change the subordination of project team members.

3. Contribution of the project team members should be adequately compensated.

4. Clearly state the responsibilities.

5. Follow codes of conduct.

6. Take into account the personality characteristics of staff members.

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Recommendations – everyday management

1. Make explicit agreements about office hours, tasks and reporting.

2. Take into account a Chinese saying “People are not performing the tasks a chief wishes but tasks that he checks (or will award)" .

3. Discuss and agree on the role of meetings.

NB! The decisions should be in written!

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Exercises

1. What are the basic threats and opportunities related to the project team members that are product/outcome oriented, activities oriented or communications oriented?

2. What would be the main differences in assigning tasks and reporting procedures in case of people having the following personal characteristics:

1. agrees to take whatever tasks but actually does not perform them properly or performs them partly;

2. always argues against the tasks but nevertheless is executing the assigned tasks correctly.

3. A case study: head of department – an expert; project manager and programmer are staff members of the department. HoD assigned tasks to the programmer without informing the project manager and partly contradicting the tasks that were assigned by the project manager. How would you solve this case?

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Exercises – independently

1. Determine the basic differences between PRINCE2 methodology and principles described in PMBOK Guide.

2. List problems that can arise in managing virtual project teams (see, for example, http://projectmagazine.com/index.php).

3. Based on web sources (for example, www.ccspace.com) describe the basic principles of agile project management.

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Scope management

Scope is defined as "The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions.”

The aim of scope management is to assure that all necessary activities are performed and only these.

The project’s scope depends directly from the product’s scope. Measuring: 1) comparing with the project plan; 2) comparing with the requirements.

General principle of scope management – minimum principle:

KISS – Keep It Small and Simple (better to have 50% in good quality than 100% in bad quality).

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Scope change management

The need for scope change is usually caused because: Mistakes/inaccuracies in deciding the product’s scope Mistakes/inaccuracies in deciding the project’s scope Changes of internal and external conditions. Example: JEP 12418 (1y 2y).

The activities of scope change: • Identify the need in scope change• Analyse factors that influence project’s outcome in a positive direction• Manage changes integrating them into other processes.

Inputs to scope changes:• Project activities• Reports• Change requests.

NB! Every change has certain costs!

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Information management – processes

According PMBOK Guide, Communications management is one of the knowledge areas of project management.

The main purpose of information management is to assure information handling (creation, collecting, processing, spreading, storing) necessary for effective project execution.

Basic processes:• Planning – finding the information needs of stakeholders (what, when, how)• Transmission – making information timely available• Feedback – reports, proposals, assessments• Completion – handling information necessary for completing a phase

(composing “lessons learned” document, archiving documents etc).

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Information management – aspects and responsibilities

Aspects: • Agreements between the stakeholders (example: confidentiality)• Deciding on tools (mail, web, RSS, Dropbox, meetings etc)• Forms (oral, written, graphic; structuring, generality)

Responsibilities of a information source: assuring completeness, clarity, unambiguity and compactness of information.

Responsibilities of a receiver: read and understand; confirm receiving if necessary.

Example: Academic Library

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“Rules” of oral communication

“Rules” of oral communication (see section 4.5 of Lecture Notes): 1. Listen with comprehension

2. Reflect/give feedback

3. Do not interrupt

4. Ask questions

5. Observe the body language

6. …

NB! Oral communication is an important instrument in developing common vision and identity.

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Reporting

The aim of reporting is to assure the decision makers that the advancement of project’s execution goes according the project plan.

Types of reporting (and control):• Internal or external• Formal/financial or informal

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Recommendations – reporting

1. Internal reporting should be as small as possible and as big as necessary.

Example: the history of schools in Tallinn.

2. Prior agreement on changes with the decision makers, honesty (do not manipulate the costs!) and transparency are necessary.

Example: JEP 12408, ETF (Szeged).

3. Check thoroughly reports before submitting.

Example: ETF printout.

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(Quality) control

The aim of control is to supervise the project execution and results for assuring conformance to the requirements and making corrections if necessary.

The aspects to follow :

1. Finding the rate of tolerance (allowable difference from the requirements

2. Differentiation of random and systematic deviations

3. Conducting preventing activities (depending on risks and potential losses).

NB! It is important to reach clarity about the need for control.

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Quality control – the methods

1. Direct check of the outcomes.

2. Analysis of the project execution against the project plan.

3. Pareto analysis (cause-effect analysis) for finding critical problems.

4. Trend analysis, analytical methods (extrapolation, statistical methods, modelling).

5. Selecting a topic (restricted area) for detailed check.

6. ….

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Resource management

The aim: distribute available resources between the actors in the best possible (legitimate) way.

The basic principles for distribution of resources:

1. Balanced and purposeful.

2. Adequate (remuneration corresponds to the results). Example: Viru 2 cleaning.

3. Collegial and grounded.

NB! Distribution of resources is one of the major reasons of conflicts.

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Resource management – problems

1. Finding quantitative and qualitative indicators, their proportion and evaluation methodology.

2. Finding balance between funds allocated for achieving the direct needs of the project and for enhancing the quality.

Example: funding of Estonian research projects.

3. To what extent optimization and “optimization” (in Estonian JOKK) of spending finances is reasonable.

4. Taking into account external factors (conflict of interests, salary levels etc).

5. Deciding on “additional tasks” that will be extra remunerated.

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Exercises

1. What are the main functions of speaking and listening?

2. For what kind of projects is communication particularly significant?

3. List the main differences between internal and external reporting.

4. Whether to allocate more resources to more efficient work groups that are maybe not so important for the project or to the less efficient work groups that do not bring results but are more important for the project?

5. Assume you are a project manager. A staff member asks for a bigger salary. How do you behave?

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Exercise – independently

Formulate the basic principles of Total Quality Management

(TQM) and analyze what would application of these

principles change in your professional activities.

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Professional development of staff

Professional development normally does not belong to the tasks of a project: competence development is a long-term process.

On the other hand:• Every project should contribute to the development of the whole institution;

people are usually the most important asset of an institution.

• Investment to professional growth of staff members increases their devotion.

Problem: identification of training and consultancy needs. Example: 0-VAT (turnover tax).

NB! Continuing training project managers is almost always appropriate.

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Professional development – aspects

1. Systematic education can be considered as an investment to the future; during a project concrete knowledge and skills are needed.

2. From the point of view of a project, short term courses and consultations handling concrete problems are preferred.

3. Case studies, helpdesks and knowledge transfer portals may turn to be very useful (especially if the regulations can differently be interpreted).

Example: TLÜ+TTU.

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Using administrative power – definition

Having power := being capable.

The goal: achieve maximal possible total capability of staff.

Positional power (): • Legitimate power• Supportive power• Restrictive power (). Prevention instead of punishment. Example: having another job (JT).

Personal power ():• By example• As expert.

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Using administrative power

The goal: achieve possibly high total capability and direct this for achieving the project’s objective.

The main tool: reasonable delegation of power (and responsibilities).

Expectations of project staff from the project manager: 1. honesty, 2. competency, 3. apprehension of trends, 4. inspiration, 5. ....

The problem: realization of power.

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Project manager – realization of power

Project manager should have a reputation of a person who never fails. (S)he should be able to:

• make a significant contribution,

• motivate others to make a significant contribution,

• achieve priority for the project,

• achieve acceptance of professional methods of actions.

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Supporting devotion

People are in average using only about 30% of their potential.

The problem: how to release the remaining 70%?

Main tools:• Motivation/encouragement • Creating pleasant work environment• Involvement in decision making• Take into account interests, competencies, priorities of staff members• Mapping a work-day.

Inhibiting factors: • Rework• Additional requirements • Dispraise• …

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Motivation

It is necessary to know what motivates every single person, what are their:

• Interests• Problems• Needs

…

Activities for stimulating motivation:• Recognition (critique is a major suppressing factor)• Creating common vision (versus swan-pike-crab)• Ensuring transparency (Example: Tampere Technology Park)• Providing authority and resources (raising feeling of responsibility)• Celebrating achievements.

NB! Satisfied needs are not a good motivator.

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Supporting creativity

Competitiveness assumes innovation that in turn assumes creativity.

Intellectual properties that support creativity:• Problem sensibility: Q-GSM• Plenitude of new ideas• Originality. Example: mirrors besides the lift doors.• Flexibility. Example: the structure and curricula in University of Minho

(Braga, Portugal).• A goal that cannot be achieved using available tools. Example: land a man

on the Moon.

NB! New ideas can create conflicts.

NB! Innovation is competence based.

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Creativity – supporting and inhibiting factors

Supporting factors:• Existence/creating supporting structures/tools/indicators (for experimenting)• Enough time for thinking and acquiring knowledge and developing skills• Possibility to focus• Creating enthusiasm• Discussions

Inhibiting factors:• Stress• Strongly fixed subordination and procedures• Fear to fail and make mistakes• Using “killer” expressions

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Exercises

1. Within what type of institution (functional, project based, matrix type) training of people during the projects is more important?

2. How could it be justified if a manager will ask his secretary to arrange/solve his personal?

3. What are the possibilities to achieve devotion if the objectives of a project do not harmonise with the personal objectives of the team members?

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Exercises - independently

1. Bring an example of an unsuccessful project that could be rescued with some training or consultation.

2. One possibility to divide personality types of managers is coined from Ichak Adizes: Producer, Administrator, Entrepreneur, Integrator). Find some other division of managers?

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Teamwork

Teamwork and cooperation is the first personal competency cluster in managerial unit B.4 of the PMCD Framework.

Weakness on co-operation and teamwork is one of the major causes of failing projects (in Estonia as well).

Supporting factors:• Good interpersonal relations• A good first impression• Positive prejudice• Existence of a strong competitor (or a common “enemy”)• Suitable distribution of roles, work assignments etc• Common identity, goals, interests etc.

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Factors inhibiting teamwork

1. Problematic interpersonal relations

2. Trying to perform tasks alone 3. Unfavorable first impression

4. Distrust

5. Low ability to accept point of views of colleagues 6. Negative prejudice

7. Inadequate distribution of roles, work assignments etc.

Example: IFI

…

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Handling differences and conflicts

The aim: through managing differences and conflicts find appropriate solutions and implement energy that is generated.

Synergy versus swan-pike-crab syndrome.

NB! Differences should not be eliminated; instead, good ideas should be extracted (“The truth is born in dispute”, “Development through diversity”, “Conflicts generate energy” etc).

The main sources of differences/conflicts are:• Timetable• Costs and budget• Priorities• Administrative procedures• Technical questions• Distribution of tasks• Interpersonal relations.

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Handling differences and conflicts

Strategies for handling differences:• Creating a common ground • Agreeing on a compromise• Collecting and analysing information• Focusing on problems, not on a person.

Levels of needs are necessary to take into account in preventing and solving differences. (based, for example, on Maslow hierarchy):

• Physiological• Safety• Belonging• Esteem• Self-actualization

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Handling differences and conflicts – negotiations

The main instruments for preventing conflicts: respecting rights of parties and taking into accounts their expectations.

The main instrument on solving differences: negotiations.

Techniques of negotiations:• Be straightforward; find the cause of the problem • Mark your behavior making introductions to your statements • Avoid superfluous arguments • Be aware of limitations of logic; interests prevail over the logic • Avoid irritation and accusation• Offer alternative solutions.

Suggestion: before handling conflicts, clarify the interests of involved people.

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Exercises

1. List threats that are related to the people who value teamwork.

2. In what cases it is reasonable assign a task that caused problems to another person, in what cases not?

3. Bring an example of a project which had problems with teamwork. What were the reasons of insufficient teamwork?

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Exercises - independently

1. Describe the personality profiles of DISC classification: Dominance, Influence, Steadiness, Conscientiousness. What aspects should be taken into account in incorporating people of these profiles into teams?

2. What are the basic requirements of the code of conduct for project managers completing the PMI training (Project Management Professional Code of Professional Conduct)?

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Next lecture:Friday, 9. December

at 16.15Topic: specifics of software projects

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Systematic training versus intense course

Systematic training Intense course

Bachelor

Master

PhD

(Investment model) (Reaction model))