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Khoa KTĐN, ĐH Kinh tế Luật@2010

1Trần Thiện Trúc Phượng

The Project Implementing StageGiai đoạn thực hiện dự án

Phuong TT TranProject Appraisal & ManagementUEL2010

Key Outputs of Project Stage

Initiation Planning Implementing(Executing)

Implementing(Controlling)

Closing

Project Charter Project - Team building - Change Final Product

2Trần Thiện Trúc Phượng, UELTrần Thiện Trúc Phượng, UEL

Project Charter ProjectManagement Plan

- Team building- Deliverables- Work Performance Information- Change Requests

- Change Management Plan- Change Request Status Updates

Final Product, Service or Result Transition



Team building

Team Motivation

Content

Implementing the Project Plan


The project leader must first determine the major goals and objectives of the project.

Th t t i t b ild t th t i l t th

1. Team building

The next step is to build teams that implement the desired goals and objectives by developing and executing plans.

The traditional command system of top down leadership has proven ineffective at empowering and inspiring followers


and inspiring followers.

Teams empower people and increase productivity within organizations. Teams empower project leaders and turn their visions into reality.



Groups are organizational units within an organization and are used to assemble people who perform similar tasks and share similar needs. Groups, however, do not recognize their interdependence on each

1. Team building (cont) Group vs Team

Groups, however, do not recognize their interdependence on each other towards accomplishing specific goals.

A team comprises of a group or groups of people within an organization focused on accomplishing a specific goal. Teams have recognized their interdependence.


Soccer team

Group Team

1. A collection of people with similar 1. A collection of people focused on

contributing towards shared goals

1. Team building (cont) Group vs Team

co ect o o peop e t s aneeds and resources.

2. An administrative classification of individuals.

3. Groups and individuals tend to work independently of each other.

4. Groups are assigned tasks and told what course of action to take.

5. Groups are not able to develop

co t but g to a ds s a ed goa sand objectives.

2. A functional classification of individuals.

3. Teams depend on each other for success.

4. Teams may or may not be assigned tasks but they determine the course of action as a team and participate


individual skills. in the decision making process.5. Teams empower people to develop

individual skills.



Người Quản lý là người chịu trách nhiệm quản lý, giám sát, thúc đẩy mình & các thành viên của mình thực hiện các công

1. Team buildingTeam members vs Project Manager

thành viên của mình thực hiện các công việc cụ thể khác nhau để hoàn thành mục tiêu.

Thành viên là người chịu sự điều phối, giám sát từ cấp trên và chịu trách nhiệm thực hiện các công việc khác nhau để đạt được mục tiêu chung mà người quản lý đề ra


Người Quản lý là người hoạch định, tổ chức, quản lý, giám sát, theo dõi các nguồn lực để hoàn thành mục tiêu.

Project Manager - Project Leader2 or 1 ???

All effective project leaders have developed good management practices.

1. Team buildingLeadership vs. Management

Management LeadershipManagement is focused on controlling resources

Leadership is focused on empowering people

Management is focused on structure Leadership is focused on people

Management manages people as employees Leaders see people as part of a team

Not all managers lead All effective leaders manage


Managers are focused on accomplishing a specific task

Leaders are focused on accomplishing a vision

Managers have a short range perspective

Leaders have a long range perspective

Managers plan, organize, direct and control

Leaders inspire, motivate and unleash team energy



Mission, Goals and Objectives

Project Mission: may be just a part of the organization’s overall mission

1. Team buildingResponsibilities of Team Leader

Project Mission Project Goals and Objectives.

Team Member Selection Criteria

Select qualified individuals to meet the various responsibilities.

Research the candidate’s résumé and performance history to determine capabilities and previous team cohesive involvement.

Clearly explain responsibilities to potential team members.


y p p p

Determine the candidate’s willingness to assume the responsibility of being part of a team.

Appoint members based on willingness and capability to function effectively for success.

Communicate Team Member’s Responsibilities

Meeting Team Needs

1. Team buildingResponsibilities of Team Leader

Motivation team

Keep the team focused on the big picture or mission.

Encourage creativity − it keeps the job interesting and exciting.

Develop a climate of mutual trust.

Provide continuous encouragement and support.


Set attainable goals and focus the team on becoming results-oriented.

Reward team effort.

Monitoring

Accountability



Team motivation: Move to action

Identify the basic needs and desires of team members from a job IHRM

2. Motivation

IHRM

Encouraging performance

Define, classify and improve team morale (nhuệ khí làm việc)

Building loyalty in teams create culture


Implementation Stage Key Requirements:

3. Implementing the Project Plan

Implementation Stage Key Requirements:Tasks are completed according to schedule

Each task has the necessary resources for completion

Tasks are completed within budget

Tasks are completed according to the tasks specifications

T b h bl d illi d h


Team members who are capable and willing and have responsibility for each task’s completion



Implementation Stage: Key Requirements Project Management Areas

E h t k h th f l tiProcurement, Schedule Management, C i ti P f T kiEach task has the necessary resources for completion Communication, Performance Tracking, Quality Control and Assurance

Tasks are completed according to schedule Performance Tracking, Schedule Management, Scope Management, Change Management, Communication

Tasks are completed within budgetBudgetary Control Measures, Change Management, Performance Tracking, Communication


Tasks are completed according to the tasks specifications and stakeholders’ requirements

Quality Control and Assurance, Performance Tracking, Scope Management, Change Management, Communication

Team members who are capable and willing and have responsibility for each task’s completion

Team Building, Motivation, Leadership, Performance Tracking, Communication

1.Scope of Work

2.WBS and Tasks

3 S h d l Pl

Planning Docs

3.Performance Tracking - Earned Value Analysis

Implementing Documents

3.Schedule Plan

4.Cost Plan

5.Procurement Mngmt Plan

6.HR Management Plan

7.Quality Plan

4.Performance Tracking - Earned Value Analysis

5.Implementing the Procurement Plan

6.Implementing the HR Management Plan

7.Quality Assurance and Quality Control


8.Communication Plan

9.Risk Plan

10.Sponsor Approval

8.Implementing the Communication Plan and

Crisis Management

9.Implementing the Risk Plan

10.Change Management



Implementing Documents

Implementing the Proc rement PlanImplementing the Procurement Plan

Quality Control and Assurance Measures

Communication

Performance Tracking

Earned Value Analysis

Change management


g g

Budget Control Measures

3.1 Implementing the Procurement Plan

Quantity Resource List Duration Start Date

Finish Date

ProcurementPrimary

1 Delivery Truck 3 days 2/20 2/22 Outsource

1 Shuffles 3 days 2/20 2/22 Buy

Awarding Contracts

S u es 3 days / 0 / uy

1 Excavation Tractor 1 day 2/20 2/20 Outsource

2 Site Lights 3 days 2/20 2/22 Buy




3.1 Implementing the Procurement Plan

Request:

include your Scope of Work and other documents that describe the t d i t f th i th t d t b id dnature and requirements of the services that need to be provided.

RFP, Request for Proposal

RFQ, Request for Quotation

RFI, Request for Information

IFB, Invitation for Bid


The quality and grade of work to be performed (Quality)

The delivery schedule required for services, goods, or materials (Time)

The deadline date and time for reply (Time)

Vendor Response: Proposals and Bids

After receiving your request, the vendor will begin their official proposals and bids for submission.

Negotiation:

Create the Vendor Evaluation Matrix

Vendor Experience Quality DependabilityOr Trust

Delivery Date Cost Total

Rating

Vendor A 3 4 3 5 $20,000 15

V d B 5 5 4 3 $15 000 17


Recommend a negotiation strategy for each vendor

• Vendor A: Cost and Quality

• Vendor B: Delivery date

Vendor B 5 5 4 3 $15,000 17

Vendor C 5 5 4 5 $20,000 19



Award Contract

After complete negotiation, Contracts should be a legally binding document that commits the vendor to performance quality and standards

3.1 Implementing the Procurement Plan (cont)

document that commits the vendor to performance, quality and standards.

Managing the contract

By using the different methods of quality control, performance tracking, schedule management, change management and communications project management to manage the contract.

To ensure that contracts are completed on time, within budget and according to quality requirements


according to quality requirements

3.2 Quality Control and Quality Assurance

Make it work Make it fast

Quality Control (QC)

Make it scaleMake it secure


ensure that work has correct quality/ specs.

Quality Assurance (QA)

ensure that work has correct process (Who, When, Where, How to do it…)



Preventing Action

3.2 Quality Control and Quality Assurance

What is likely to i

When should you How best can inaccurate work PreventativeTask go wrong with the

work quality?check work

quality?

inaccurate work quality be identified?

PreventativeAction

Paint House Exterior

Wrong paint used When lid is opened Inspection

Confirm correct paint codes on purchase receipts

Paint House Exterior

Undesired workmanship

When each wall is painted Inspection

Use professional painter with proven track record.


Corrective Action: + cost

Achieve Stakeholder Acceptance of Work Quality

3.3 Communication

Channel

Organize an effective communication

Channel

Sender/Encoder Receiver/Decoder

Message


Prepare for crisis management

Liên hoan film



3.3 Communication (cont)Crisis Management


Focus on monitoring and reporting on the progress of the project. In order to track the performance of your project.

P f t ki ti ll k t th f ll i th

3.4 Performance Tracking

Performance tracking essentially seeks to answer the following three questions:

Is the project on schedule?

Is the project within budget?

Is work being accomplished?


To answer these questions use Earned Value Calculations to track performance.



a.k.a. Earned Value Management (EVM) or Variance Analysis

It’s a metric of project tracking

3.5 Earned Value Analysis (EVA)

It measures to measure work performance, work schedule, and actual costs against your original estimates.

“Traditional” non-EVA approach pp

Two dimensions: time and cost

– Planned time and costs vs. Actual time and costs

Progress is defined as comparison between planned and actual


It doesn’t not consider the value of performed tasks

EVA approach

It adds third dimension

– Planned Cost, Actual Cost, Earned Value

Traditional Analysis vs. Earned Value Analysis




The Budgeted Cost of Work Scheduled (BCWS)

is the planned cost of the work that has been scheduled to be done by the reference date

3.5 Earned Value Analysis (cont)

reference date

Example:

Project: Paint house

Budget at Completion (BAC) or Total Planned Budget: $10,000


Assumed that the BCWS was calculated at $4861 by reviewing the planning stage.

BCWS = $4861

Actual Cost of Work Performed (ACWP)

is the actual cost incurred to accomplish the work that has been done through the reference date


through the reference date.

This cost can be calculated by determining all costs up to the reference date.



Assumed that the ACWP is $4350



Budgeted Cost of Work Performed (BCWP)

is essentially the budgeted or planned cost of work performed at the reference date


reference date.

BCWP is often referred to as the Earned Value.

Formula: BCWP= Budget at Completion (BAC) * (Percent complete/100)



Assumed that at the reference date, 45% of the work was completed: Project budget at completion (BAC): $10,000Percentage of work completed: 45%The BCWP or earned value is 45% of $10,000 = $4,500

Earned Value Chart

700

200

300

400

500

600

Cos

t BCWSACWPBCWP


0

100

Jan 1st Feb 1st Mar 1st Apr 1st

Reference Dates



Earned Value Analysis


CV

SV

SVI

CVI

SPI

CPI

CSI


EAC

ETC



Task BCWP BCWS ACWP CV SV CPI SPI BAC EAC

Site Work $12,600 $13,000 $12,700 -$ 100 -$ 400 0.99 0.97 $15,000 $15,100

Foundation $29,000 $28,550 $31,000 -$2,000 $ 450 0.94 1.02 $35,000 $37,000

Framing $21,000 $19,000 $16,000 $5,000 $2,000 1.31 1.11 $43,000 $38,000

Dry In $0 $0 $0 $0 $0 nil nil $10,000 $10,000

Exterior $0 $0 $0 $0 $0 nil nil $22 000 $22 000


Finishes $0 $0 $0 $0 $0 nil nil $22,000 $22,000

Changes can have a significant effect on time, cost and schedule elements.

Ch lt f thi h t k h ld ’

3.6 Change management

Changes can occur as a result of many things such as stakeholders’ requests, product improvements, problems or opportunities.

The objective of change management is to minimize the impact that the change will have on the project and maximize business benefits of change.




3.6 Change management (cont)


3.6 Change management (cont)




Effective management involves creating a cohesive environment such that executives, project managers and stakeholders work together to successfully implement the needed changes.successfully implement the needed changes.

You may need to use the different project management areas such as procurement, change and schedule management, and quality control to reduce the impacts of a cost change.



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