Transcript Effective Communication Techniques

Project Management Overview-II
By; Engr.Dr.Attaullah Shah
PhD ( Civil) Engg , MSc Engg ( Strs), BSc Engg ( Gold Medalist),),
MBA, MA ( Eco) MSc Envir Design, PGD Computer Sc.
Tel: 051-9250100
E-mail: [email protected].
Costs of Poor Project Management
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31% of all new software
development projects are
cancelled before completion
A survey on overall applications
development projects revealed:
53% of projects cost >189% of
original estimates
 46% of IT projects were
"challenged" (completed over
budget and past the original
deadline).
16.2% of software projects
completed on time and on
budget
 6% of projects succeeded.
Average overrun is 222% of
original estimates
Source: Standish Group, 1995
 28% of projects failed.
Source: Standish Group, 1998
What is a Project?
An adhoc endeavor to create a Unique Product or Service.
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A unique one time effort bound by cost, time and resources/technical
performance ( CST) and has defined objectives to satisfy the customer
needs.
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Project is an undertaking having definite objectives, and specific beginning
and ending points, limited budgets, defined scope.
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Sum of certain activities and tasks required to be performed in a specified
period of time with human and non-human resources for specified
objectives.
( Is your training a project? )
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Project is a one time non-routine opportunity to develop a new product.
To satisfy the customer to achieve the organizational objectives.
To be completed with in
 Allocated budget.
 Scheduled Time.
 Approved Technical Performance.
 Approved and agreed Scope of Work.
 Without any change in the existing culture.
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Triple constraints
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The Project Management Knowledge Areas
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1. Project Integration
2. Scope Management
3. Time Management
4. Cost Management
5. Quality Management
6. Human Resource Management
7. Communications Management
8. Risk Management
9. Procurement Management
Project Life-Cycle
Project Planning( Pre-Investment Studies):
 Project Opportunity Analysis ( Identification)
 Project Selection & Problem analysis.
 Project Pre-feasibility studies.
 Project Feasibility Studies
 Preliminary Design
 Cost Estimation.
Implementation ( Investment Phase)
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Detailed Design.
Pre-qualification of bidders
Tendering & Negotiation
Construction and developing the facility
Test
Deployment
Operation
Commissioning
Maintenance.
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Up-keeping ( Preventive)
Adoptive Maintenance ( Project Integration).
Enhancement
Decommission
What is management?
The process of Planning, Organizing, Staffing, controlling and
leading.
Project management:
The art of Directing and coordinating the human and non human
Resources throughout the life of project by using modern
Management techniques to achieve pre-determined objectives of
scope, cost, time, quality and participants satisfaction.
( Project Management Institute America)
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Project management includes:
Project Appraisal
( Before Commencement of Project PC-I, PC-II).
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Project monitoring.
( During Execution of the Projects PC-III)
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Project Evaluation
( After Completion of the projects. PC-IV,PC-V)
Different Forms used by
Planning Commission of Pakistan.
PC-I Forms
- Production Sectors - Infrastructure Sectors
- Social Sectors.
PC-II Form
Survey and Feasibility Studies.
PC-III Form
PC-III (A) form for Physical Targets based on
PSDP Allocations & Activity Chart. PC-III(B) Monthly
Progress Reporting.
PC-IV Form
Project Completion Report.
PC-V Form
Annual Performance Report After Completion of Project
Assessing Project Feasibility
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You need to calculate Nine categories of
feasibility:
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Economic
Financial
Operational & Technical
Schedule
Legal and contractual
Political
Marketing
Ethical
Environmental
Operations and Projects
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Operations and projects share many
characteristics:
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Operations may include activities such as:
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Performed by people.
Constrained by limited resources.
Planned, executed, and controlled.
Financial management and control
Continuous manufacture
Product distribution
Projects may include activities such as:
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Developing a new product or service.
Effecting a change in structure, staffing, or style of an
organization.
Developing or acquiring a new or modified information
system.
Projects are Temporary
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Temporary means that every project has a
definite beginning and a definite end.
The end is reached:
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Temporary does not necessarily mean short in
duration:
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When the project’s objectives have been achieved, or
When it becomes clear that the project objectives will
not or cannot be met and the project is terminated.
many projects last for several years.
The duration of a project is finite:
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projects are not ongoing efforts.
The Product of a Project is Unique
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A product or service may be unique even if the category it
belongs to is large.
For example, many thousands of office buildings have been
developed, but each individual facility is unique—different
owner, different design, different location, different
contractors, and so on.
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Because the product of each project is unique, the
characteristics that distinguish the product or service must be
progressively elaborated.
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Progressively means “proceeding in steps; continuing steadily
by increments”
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Elaborated means “worked out with care and detail; developed
thoroughly”
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Project management consists of
Work Products
Roles
Who is responsible?
Guiding
Principles
What to deliver?
Processes
Hints & Tips
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Techniques
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How to produce?
How to produce?
Stages of PM
The Triple Constraint of Project
Management
Managing triple constraint
1. Builds the dashboard you use for controlling the project.
2. Without this dashboard, you have no way of knowing where
the project is currently headed, how far off course it is, or
what action to take to get it back on course.
3. If you neglect this function, you and all project stakeholders
are subject to unhappy surprises.
4. Uncontrolled projects rarely reach their goal.
Scope
(Performance)
Time
(Schedule)
Client
Agreement
Cost
(Budget)
Manage the Triple Constraint
2. Project Stakeholders
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Project stakeholders are individuals and
organizations who are actively involved
in the project, or whose interests may be
positively or negatively affected as a
result of project execution or successful
project completion
The project management team must
identify the stakeholders, determine
what their needs and expectations are,
and then manage and influence those
expectations to ensure a successful
project
Key Stakeholders
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Key stakeholders on every project include:
• Project manager
• the individual responsible for managing the project.
• Customer
• the individual or organization who will use the project
product
• Performing organization
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the enterprise whose employees are most directly involved
in doing the work of the project.
• Sponsor
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the individual or group within the performing organization
who provides the financial resources, in cash or in kind, for
the project.
• Project team members
• the people doing the work on the project to “realise” a
product
The Stakeholder Management Cycle
3. Organizational Influences
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Conduct of Projects is influenced by:
• Organizational Structure
• range from fully functional to totally project
oriented
• Organizational Culture
• Conservative or Aggressive
• Participative or Authoritarian
• Organizational Systems
• Suitability of support functions such as finance,
human resource management or strategic
planning for project work
Various Forms of Project Organization
A Matrix Organization
A Project-Oriented Organization
The Matrix Organization in an Engineering Division
Coordination between
Owner and Consultant
Influence of Organizational Structure
on Projects
3. Key General Management Skills
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General management encompasses planning, organizing,
staffing, executing, and controlling the operations of an
ongoing enterprise.
General management also includes supporting disciplines
such as computer programming, law, statistics and
probability theory, logistics, and personnel.
Some general management skills are critical for successful
project management:
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Leading
Communicating
Negotiating
Problem Solving
Influencing the Organization
LEADERSHIP
What You Said About Leaders
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Leadership is about integrity
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• Transformation leaders interact with team
members in a positive and inspiring manner.
• A leader has a vision that is fuelled by an
overall confidence and willingness to take risks.
• Sharpens and utilizes people’s skills,
intelligence, and talents to attain a goal, create
an excellent product, accomplish a task or
mission, or reach goals and objectives
Communicating
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Exchange of information
Internal & external
Formal & informal
Vertical and horizontal
Negotiating
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Negotiating involves conferring with
others to come to terms with them to
reach an agreement. Negotiations can
be on the following:
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Scope, cost and schedule
Changes to scope ,cost and schedule
Contract terms and conditions
Assignments and resources
Problem solving
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A combination of problem definition and
decision making
Problem definition requires
distinguishing between causes and
symptoms
Decision making includes analyzing the
problem to identify viable solution
Influencing the organization
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Ability to get things done
Requires an understanding of both the
formal and informal structures of all the
stakeholders
An understanding of the mechanics of
power and politics
Three Stages of a Project
Establish
 Define project
objectives, scope
and approach,
mobilise project
team
Execute
 Execute the work
plan to achieve
desired outcome
Complete
 Wrap up and
transition
Project Stages & Project Management Model
Establish
 Define project objectives,
scope & approach,
mobilise project team
Project
Selection
Confirm
Definition
Execute
 Execute the work
plan to achieve
desired outcome
Plan the
Executio
n
Report
Status
Organise
Resources
Control
the Work
Complete
 Wrap up and
transition
Complete
Project
Project Stages & Project Management Model
Establish
Project
Selection
Confirm
Definition
Project Selection
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Define Project Scope
Define Project Objectives
Define Approach
Define Business Case
Select Best Projects
Project Stages & Project Management Model
Establish
Confirm Definition
• Understand Project Sponsor expectations
Project
Selection
Confirm
Definition
• Understand Project Scope
• Understand Project Objectives
• Confirm any assumptions
• Identify Project Risks
Project Stages & Project Management Model
Execute
Plan the Execution
• Define Project Deliverables
• Develop Work Plans
• Develop Scope, Change
Control, Issue Management
and Sign-off Processes
• Develop Risk Mitigation Plan
• Develop Quality Plan
Plan the
Executio
n
Report
Status
Organise
Resources
Control
the Work
Project Stages & Project Management Model
Execute
Organise Resources
• Identify Project Team Roles /
Responsibilities
• Assign Team Members to Work
Plan tasks
Plan the
Executio
n
Report
Status
Organise
Resources
Control
the Work
• Communicate responsibilities,
target dates, deliverables
• Train Team Members
• Organise physical resources
Project Stages & Project Management Model
Execute
Control the Work
• Monitor work progress
• Resolve issues
• Measure performance
Plan the
Executio
n
Report
Status
Organise
Resources
Control
the Work
Project Stages & Project Management Model
Execute
Report Status
• Assess project progress
• Prepare status reports
• Communicate progress to
relevant audience group
• Follow up any issues resulting
from status meeting
Plan the
Executio
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Report
Status
Organise
Resources
Control
the Work
Project Stages & Project Management Model
Complete Project
Complete
• Complete any development / administrative
activities
• Obtain sign-off of final project deliverables
• Transition to maintenance team where
appropriate
Complete
Project
4. Knowledge Areas for Project
Management
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Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
A Framework for Project
Management
Project Integration Management
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Describes the processes required to ensure that the various
elements of the project are properly coordinated.
 Tradeoffs among competing objectives and alternatives
to meet or exceed stake holders needs or expectations
Consists of
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project plan development
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project plan execution
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Integrating and co-ordinating all project plans to create a
consistent, coherent document
Carryout the project plan by performing the activities
included therein
overall change control.
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Co-ordinating the changes across the entire project
Project Scope Management
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Describes the processes required to ensure that
the project includes all the work required, and only
the work required, to complete the project
successfully.
Consists of
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• initiation
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• scope planning
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Subdividing the project deliverables into smaller, more
manageable components
• scope verification
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Developing a written scope statement as the basis for future
project decisions
• scope definition
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Authorizing the project phase
Formalizing the acceptance of the project scope
• scope change control.
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Controlling the changes to project scope
Project Time Management
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Describes the processes required to
ensure timely completion of the
project.
Consists of
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Activity definition
Activity sequencing
Activity duration estimating
Schedule development
Schedule control
Project Cost Management
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Describes the processes required to ensure that
the project is completed within the approved
budget.
Consists of
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Resource planning
 Identify people, equipment and material
Cost estimating
 Developing an approximation of the cost of resources
Cost budgeting
 Allocating the overall cost estimate to individual work
activities
Cost control
 Controlling changes to the project budget
Project Quality Management
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Describes the processes required to ensure that
the project will satisfy the needs for which it was
undertaken.
Consists of
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• quality planning
 Identifying relevant quality standards
• quality assurance
 Planned and systematic activities implemented within the
quality system
• quality control.
 Monitoring specific project results
Project Human Resource
Management
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Describes the processes required to make the
most effective use of the people involved with the
project
Consists of
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• organizational planning
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• staff acquisition
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Identifying, documenting and assigning project roles and
responsibilities
Getting the human resource needed, assigned to and working
on the project
• team development.
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Developing individual and group competencies to enhance project
performance
Project Communications
Management
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Describes the processes required to ensure
timely and appropriate generation,
collection, dissemination, storage, and
ultimate disposition of project information
Consists of
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communications planning
information distribution
performance reporting
administrative closure.
Project Risk Management
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Describes the processes concerned with
identifying, analyzing, and responding to project
risk
Consists of
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risk identification
risk quantification
risk response development
risk response control
An effective software measurement process can
provide early warning of problems associated
with risks
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• indicators can be used to project any trends
• early warning can allow action in time to prevent
problems
Project Procurement Management
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Describes the processes required to
acquire goods and services from outside
the performing organization
Consists of
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procurement planning
solicitation planning
solicitation
source selection
contract administration
contract close-out
Summary
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Effective Project Management is a core capability required in all
business environments
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Effective Project Management is more than just executing a work
plan - it’s about managing to an outcome and satisfying multiple
stakeholder groups
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Most projects go through changes in scope, requirements,
resourcing, issues etc - defining detailed project management
processes are a must to mange these changes effectively
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Most projects share common pitfalls - these can be avoided by
effective Project Management
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A continuous improvement mindset is essential