Session 2 Context and Process Rev 3

8/22/2019 Session 2 Context and Process Rev 3

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EG5067/77

Project Management

Session 2

John Cavanagh

School of Engineering


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Overview of Session 2

2.1 Teams

2.2 Projects within an organisational context

2.3 The Project Process
http://www.abdn.ac.uk/index.php


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EG5067/77

Project Management

Session 2.1

Teams


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Group Discussion

So how did the Teambuilding go?


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My Enemys Enemy is my friend?


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Group Discussion

So how did the Teambuilding go?


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Bruce Tuckman


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Forming

Individual behaviour is driven by a desire to be accepted by

the others

Serious issues and feelings are avoided

Focus on being busy with routines team organisation, who does what, when to meet, etc.

Individuals are gathering information and impressions

about each other

about the scope of the task

how to approach it.


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Forming

A comfortable stage

butNot much gets done.


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Storming

Individuals can only remain nice for so long

Minor confrontations will arise over the work or roles and

responsibilities

Quickly dealt with or glossed over. Some will observe that it's good to be getting into the real

issues

others will wish to remain in the comfort and security of stage 1.

The conflict will be more or less suppressed but it'll be there,

under the surface.

Individuals may feel they are winning or losing battles

will look for structural clarity and rules to prevent the conflict persisting.


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Norming

Calm follows the storm

"rules of engagement established


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Norming

Having had their arguments individuals.....

Understand each other better

Appreciate each other's skills and experience.

Listen to each other.

Individuals have had to work hard to get here

They may resist any pressure to change,especially from the outside for fear that thegroup will break up, or revert to a storm.


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Performing

Not all groups reach this stage

Characterised by interdependence and flexibility

Everyone knows each other well enough to be able to work

together

Trust each other enough to allow independent activity

Roles and responsibilities change according to need in a

seamless way.

Group identity, loyalty and morale are all high Everyone is equally task-orientated and people-orientated.

This high degree of comfort means that all the energy of the

group can be directed towards the task(s) in hand


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Adjourning

Completion and disengagement From the tasks

From the group members.

Individuals will be proud of achievements

glad to have been part of the team

Need to recognise achievements and consciously move on.

"Deforming and Mourning


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Five Dysfunctions of a Team

Patrick Lencioni
http://en.wikipedia.org/wiki/Patrick_Lencionihttp://en.wikipedia.org/wiki/Patrick_Lencionihttp://en.wikipedia.org/wiki/Patrick_Lencionihttp://uk.video.search.yahoo.com/video/play?p=five+dysfunctions+of+a+team&ei=UTF-8&fr=yfp-t-702&SpellState=n-3125771668_q-wKoiA/dHK/uChCYLPnexwgAAAA@@&vid=0001597031222


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Conflict in teams

Major/normal causes:

1. Misunderstandings

2. Dishonesty

3. Negligence4. Self agenda promotion

5. Overstepping accepted behavioural boundaries

6. Hidden agendas

GOOD or BAD?


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Conflict in teams

Functional conflict

The problem is solved

People experience growth

and change as a result ofthe conflict

People become actively

involved in resolving the

problem People closer/stronger after

the conflict

Dysfunctional conflict

The problem remains

unsolved and festers

People are diverted awayfrom the team goals and

aims

Team ripped apart

Lasting bad feelings andnegative consequences


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The Deadweight syndrome

Someone/people within a team or group do not pull theirweight Increasing stress amongst other team members

increasing potential/inevitable conflict

Can be due to the fact of perceived less visibility

Necessary for clearly defined roles, responsibilities, andaccountabilities

Other team members need to have no tolerance for thistype of behaviour


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EG5067/77

Project Management

Session 2.2

Projects within an organisational

Context


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Group Discussion

How does an organisation decide which projects to do?


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Competitive Advantage

http://wallpapers.free-review.net
http://wallpapers.free-review.net/r?12


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Business Planning

Where arewe now?

Where dowe want to

be?

How do weget there?

What do weneed to do


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One Project


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Two Projects


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More Projects


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More Projects Aligned!


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Why is Programme Management

necessary

The Pressures

Tightening budgets

Need for greater returns

Pressure to achieve competitive advantage faster

The problem


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Take a break!

Whilst We Move Rooms


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Examples

Apollo Space Programme

What was the Outcome

What were the projects

United Nations

Development programme

Word food programme Low Carbon buildings Programme

UK Climate Change programme
http://www.youtube.com/watch?v=g25G1M4EXrQ&feature=relatedhttp://www.youtube.com/watch?v=g25G1M4EXrQ&feature=related


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We propose to accelerate the development of the

appropriate lunar space craft. We propose to developalternate liquid and solid fuel boosters, much larger

than any now being developed, until certain which issuperior. We propose additional funds for other

engine development and for unmanned explorations--explorations which are particularly important for one

purpose which this nation will never overlook: thesurvival of the man who first makes this daring flight.
http://www.youtube.com/watch?v=g25G1M4EXrQ&feature=related


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Projects vs. Programme

Projects

Definite start and end date

Predetermined output

Clear path start to end Changes to operations and

services

Benefits accrue after the

end

Programmes

Strategic vision of the

desired end goal

About managing change

Uncertainty is

acknowledged

Changes to culture of work

practices Co-ordinates a set of

projects to realise benefits
http://images.google.co.uk/imgres?imgurl=http://shoreline.eng.ohio-state.edu/research/exomars2009/exomars2009_files/NASA_Logo.gif&imgrefurl=http://shoreline.eng.ohio-state.edu/research/exomars2009/exomars2009.html&usg=__k4Fq8fmJ3ANaSEMYl_bN_XQlryo=&h=857&w=1005&sz=44&hl=en&start=1&um=1&itbs=1&tbnid=m0YhM3vHjtBOYM:&tbnh=127&tbnw=149&prev=/images?q=nasa&hl=en&rlz=1T4GGLH_enGB352GB352&sa=N&um=1


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OutputsProjects

OutcomesPortfolios/Programme


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Translating and Delivering

Portfolio

Programme

Projects

Stra

tegy

Deliv

ery


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Programme management differs fundamentally

from the management of projects as it is

concerned with doing the right projects not

just doing projects right.

Selection Delivery
http://images.google.co.uk/imgres?imgurl=http://www.sxc.hu/pic/m/s/sv/svilen001/948294_question_mark.jpg&imgrefurl=http://www.sxc.hu/photo/948294&usg=__hQ7jfIG8LaW_6mpgxjmcL7V_nyU=&h=300&w=300&sz=5&hl=en&start=19&um=1&itbs=1&tbnid=eSRDTEAlPkRFCM:&tbnh=116&tbnw=116&prev=/images?q=question+mark&hl=en&rlz=1T4GGLH_enGB352GB352&sa=N&um=1http://images.google.co.uk/imgres?imgurl=http://www.sxc.hu/pic/m/s/sv/svilen001/948294_question_mark.jpg&imgrefurl=http://www.sxc.hu/photo/948294&usg=__hQ7jfIG8LaW_6mpgxjmcL7V_nyU=&h=300&w=300&sz=5&hl=en&start=19&um=1&itbs=1&tbnid=eSRDTEAlPkRFCM:&tbnh=116&tbnw=116&prev=/images?q=question+mark&hl=en&rlz=1T4GGLH_enGB352GB352&sa=N&um=1


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Question

What are the key benefits of programme

management?
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The Case for Programme Management

Alignment with Strategy

Delivery of real business benefits

Delivery of Change

More effective as changes can be planned andimplemented in an integrated way

Management support

Keeping focused on business change allows seniormanagers to direct and manage the change


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Series of outcomes

Resource Management

More efficient use of scarce resources by providing

mechanism for project prioritisation and projectintegration

Identifying and exploiting opportunities for sharing

e.g. scaffolding

Risk management

Better management as wider context is understood and

acknowledged


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Budgetary Control

Complete picture

Different time horizons

Consistency (Those darn interfaces!)

Planning

Delivery

Standards

Working practices


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New Call CentreNew Call Centre

Planning Phase

Go/No go

Delivery Phase

Go/No go

Acceptance

Go/No go

Private

Private

Public

Public

Committed

Committed

Program

Initiative

Project

Initiative status

IT Program (Technology Acquisition & Implementation)IT Program (Technology Acquisition & Implementation)

Facilities Program (Building a Call Centre Facility)Facilities Program (Building a Call Centre Facility)

Marketing Program (Promoting the Call Centre)Marketing Program (Promoting the Call Centre)

Personnel Program (Acquiring & Training Call Centre Staff)Personnel Program (Acquiring & Training Call Centre Staff)

Software selection & implementationSoftware selection & implementation

Site AcquisitionSite Acquisition

Build FacilityBuild Facility

Marketing & PromotionMarketing & Promotion

Staff Training

Staff Training

Hardware Selection & Installation

Hardware Selection & InstallationTelecoms Selection & Installation

Telecoms Selection & InstallationProject Management

Methodologies,

e.g. APM/PMI/PRINCE

New Call CentreNew Call Centre

Planning Phase

Go/No go

Delivery Phase

Go/No go

Acceptance

Go/No go

Private

Private

Public

Public

Committed

Committed

Planning Phase

Go/No go

Delivery Phase

Go/No go

Acceptance

Go/No go

Planning Phase

Go/No go

Delivery Phase

Go/No go

Acceptance

Go/No go

Private

Private

Public

Public

Committed

Committed

Private

Private

Public

Public

Public

Public

Committed

Committed

Committed

Committed

Program

Initiative

Project

Initiative status

Program

Initiative

Project

Initiative status













Staff Training

Staff Training



Telecoms Selection & Installation





Staff Training

Staff Training



Telecoms Selection & InstallationProject Management

Methodologies,

e.g. APM/PMI/PRINCE

Project Management

Methodologies,

e.g. APM/PMI/PRINCE


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EG5067/77

Project Management

Session 2.3

The Project (Stage-Gate) Process


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http://www.areait.info


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Activity

Imagine you are a project manager working within one ofthe oil and gas majors such as BP or Shell. You are busyplaying Tetris and chatting with your mates one day whenyou boss walks in and says he has a new project for you tomanage.

Great you say, tell me about it.

Your boss explains that he wants a new oil and gas facilityin West Africa. He goes on explains how big it needs to beand when it is required to be on stream by.

You say great, Just give me 2 billion dollars and I will haveit up for you in a jiffy!.


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Activity

Next day you are reassigned toyour new role stacking shelves inthe local supermarket.

Your new job gives you time to

think.

What did I do wrong?

In your teams discuss what

problems the approach you tookmight have caused you as projectmanager and/or your formeremployer.


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Activity - Discussion

Is delivery to cost, time and qualityeven possible?

If it is, what compromises and/or risks

are involved? Is it better to have tried and failed

than not to have tried at all ???

Deliver on your promise.


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How do we measure success? More importantly how do the stakeholders measure it?

What are the givens things which cannot be changed?

What are the assumptions maybe these can be challenged?

What are the options? which is preferred? Why?

What are the risks? How will these be managed?

Preparing a detailed estimate is costly How does the business know its even worth the time and

effort?


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What is the financial case

how does it fit with other investment opportunities?

What organisation do I need?

Do I have the resources?

What technology options?

What Environmental, health and safety issues?

What about government permits etc

Who will construct? Who will manage?


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What is the contract strategy?

Any critical intermediate or final milestones

that must be achieved?

Who will operate the facility

What about logistics

Do we even have customers? What specifications/requirements do they have?


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We need a process for getting it right

The company will demand such a process!

A Project management process

Even on fast track projects!


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A Gate


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A Stage Gate

Stage 1 Stage 2

Activities Deliverables / Requirements

Decision

Go / No Go

Recycle / Rework

More Information

No return!


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Example - Car purchase

You list down your requirements and selection criteria. Hopefully, ensuring you have considered other key

stakeholders (such as your family)

You identify potential alternatives and select one or

more which you prefer(based on the section criteria) You estimate the detailed costs , make your choice and

decide when and how you want to purchase it

You purchase it

You drive and hopefully enjoy!

Stage 1 Stage 2 Stage 4 Stage 5Stage 3


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Car purchase

Approvals


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Open Discussion

What stages might you have for a project


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Activity

1

2

3

5

4

Stage

ActivitiesIssues

Deliverables

Ph 1 F th O t it /F


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Phase 1 - Frame the Opportunity/Frame

the problem

Ph 1 F th O t it /F


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Phase 1 - Frame the Opportunity/Frame

the problem

Identify the prize

Understand the givens, assumptions and constraints

Understand and agree the Boundary Conditions

Identify the stakeholders Define a successful outcome

Perform a preliminary assessment of

cost

potential return

associated risks.

Ph 2 R i lt ti & l t


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Phase 2Review alternatives & select

preferred option

Generate a wide range of potentialalternatives and risks facing the project.

The Project Manager uses a wide variety of

techniques including expert knowledge Cast the net wide

Assess these alternatives against the project

value measures, and select the preferredalternative.


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Phase 3 Fully Define Scope

Fully define the scope of the preferred alternative(s)

Develop detailed execution plans.

Verify the value of the project meets the business

objectives.

Refine estimates and economic analysis to meet

funding requirements.

Carry out project sensitivities and outcome ranges.


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Phase 3 Fully Define Scope

This phase culminates in the generation of

A sanction grade design package

A sanction grade estimate and programme.

A project execution strategy document

A business proposal

Sometimes referred to as a Front End Engineering

Design (FEED) stage


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Phase 4 Execute

Delivery of the Promise


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Phase 4 Execute

Engineer, Procure and Construct (EPC)

Complete detailed design

Implement execution plan This phase is about delivery of a frozen or firm

design

Important to carefully manage changes


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Phase 5 - Operate and Look Back

Involves some kind ofhandover of responsibility precise timing (pre-or post commissioning) depends on the

size of the job and local custom and practice.

The project team often required to demonstrate that

the equipment performs as promised before finalhandover to the operating team.

Benchmark the asset performance against businessobjectives and competitors

Share results and lessons learned. Continue performance assessment, and identify new

opportunities.


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Impact/Cost of Decisions


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Is it all worth it?


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Your Projects

Reminder on timing Project Start 12 Oct 2012

Framing Doc (Optional) 19 October 2012

Hand in proposal Noon5 Dec 2012 Presentations (Campus Only) 10 Dec 2012

Teams and team sign-up

Teams for distance learners

Project titles

Session 2 Context and Process Rev 3

Documents

Transcript of Session 2 Context and Process Rev 3