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1Project Formulation2According to Peter Drucker, the objective of any organization is to positively change the lives of those with whom it has direct contact. This encompasses employees, customers, suppliers and the community in which it operates. Management is not a science, art, program or gimmick; it is a practice based on a fundamental belief. (Gorelick, 2003)3What follows is a discussion on Project Management . This discussion takes you through some standards and best practices that are generally accepted. Generally , means most of the time and by most of the people or organizations.4Session 1

Definition of a projectProjects and OperationsProject PhasesProject Life Cycle Project InitiationProject CharterStakeholders

Session 2

Project Management ElementsProcess GroupsKnowledge AreasScope statementProject Management Plan

Agenda5ProjectA project can be defined as a temporary endeavor undertaken for creating a unique product or service or a result. Temporary means that every project has a definite beginning and a definite ending. Unique means that the product or service or result is different in some distinguishing way from all other products or services or resultsExamples of projectsDeveloping a softwareBuilding a new houseDesigning a new website

Definition of a Project 6Projects and Operations ProjectsOperationsPurpose of a project is to attain its objectives and closePurpose of an operations is to sustain businessProjects are temporary and uniqueOperations are ongoing and repetitive and permanentDeveloping a new product, building a house, writing a manualInvoice processing, delivery servicesProject Vs Operations7Common Characteristics and Differences between Projects and Operations

Projects

TemporaryUniqueOperations

OngoingRepetitive

Common Characteristics

Performed by people Limited Resources Planned, Executed and ControlledProjects and Operations 8Project Phases and Project Lifecycle

Analysis Design Coding Testing Closing

Projects are divided into project phases for better management control and reducing the degree of uncertainty

All the project phases collectively are called as project life cycle9AnalysisDesignDevelopmentTestingConstructionElectricalPlumbing Phase to Phase relationshipsSequential - One phase completes and the next phase starts. Low risk relationship.Overlapping or Fast tracking - The next phase starts before the previous phase completes. This might be risky as rework may be triggered.Project Phases and Project Lifecycle10Cyclic Incremental PhasesProject Phases and Project LifecycleStarting from the first phase work can be completed throughout all the phases taking one component. Then second component of work may be taken from the first phase and all related activities throughout all the phases will be completed. This cycle continues.

Depending upon the situation any relationship may be used individually or in combination with other relationships. For example if the project risk is low and time constraint is there for one phase, Fast tracking may be useful.11Project Phases and Project LifecycleStart of projectEnd of projectProject DurationCost and Staffing levelsIn the initial stages, Cost and staffing levels are low. They increase with project duration, and then decrease sharply when project nears completion 12Project Phases and Project LifecycleStart of projectEnd of projectProject DurationProbability of Project success Probability of successfully completing project, Cost of changes, Cost of Error Correction are low. They increase with project duration 13Project Phases and Project LifecycleUncertainty/Risks about the project, the ability of stakeholders to influence the final characteristics of projects product are high. They decrease with project duration.Start of projectEnd of projectProject DurationProject Risks and uncertainty 14Project Initiation A business Strategy or a goal to be achieved triggers a needs analysis

A Portfolio steering committee, a Sponsor or a PMO is formed to work on the feasibility of the project . A Statement of work (SOW) is developed

Project selection methods are used to assess the value of investment and the viability of the project. A Business case is developed that contains

The business need/driving factors for the project Cost benefit analysis Results of the project selection factors15Project Drivers Business need Market demand - Design a fuel efficient automobile Organizational need - Develop orientation training material for new employeesCustomer request - Integrate all systems in an IT organization Technological advance - Develop dish antennas to replace cable transmissionLegal requirement - Cleanup the toxic materials from a factory

Community needs - Flyovers, sub-ways, Parks, Public latrines16Problem Analysis - Tools

Cause and effect Diagram

This is also called as Ishikawa diagram or Fish bone diagram. This tool is used to identify the root causes underlying a problem. It determines the various factors that might be linked to potential problems or effects17Problem Analysis - Tools

Customer dissatisfiedNo TrainingAttitudeInsufficient rice production in a village ABCFarmers have no investment capacityFaulty irrigation systemUnsuitable agricultural practicesNo maintenanceSome irrigation structures destroyedFarmer support not availableEffectsProblem Analysis Logic TreeInsufficient rice production in a village ABCFaulty irrigation systemUnsuitable agricultural practicesProblem transformation to objectivesRice production in the village ABC is sufficientIrrigation system is repairedAgricultural practices appropriateProblemsObjectives20Enterprise Environmental Factors These are factors that are external to the project and influence project success. Examples: Organizational structure (functional vs. matrix) Technological changes Geographic conditions (Real Team vs. Virtual team) Personnel Administration (Full time Vs. Contract) Changes in Government rules and regulations Economical (Budget Constraints) Market Conditions Project Management Information System (PMIS) 21Organizational Process Assets These are assets related to organizational processes that influence project success. Examples: Formal and informal plans Procedures, policies and guidelines Organizational processes Project process guidelines Financial control procedures Communication requirements 22It documents the business needs and current understanding of the customer requirements. Issued by the sponsor. Formally authorizes a project. Project Manager is identified and given authority. Project does not exists without a project charter. It Contains Project Title, purpose, description, justification, goals and objectives, summary level requirements, Milestones Schedule, Budget and Risks.Also contains Assumptions, Constraints, acceptance criteria Project Charter23Project StakeholdersIdentifying all people or organizations affecting / affected by the project and documenting their interests, involvement and impact on the project success

Project Stakeholders are Persons or organizations Actively involved in the project or Whose interests are affected either positively or negatively by the execution or completion of the project24Program Manager

PMO

FMsCustomers

Operations Management

PM Team

Project Manager

Other Teammembers

Sponsor

Project StakeholdersIndividuals or a group of people or organizations who actively participate in the project activities or whose interests are affected either positively or negatively25Project Sponsor: A Person or a group that provides financial resources for the project is called project sponsor or project initiator. Also approves project charter. Approves major changes to the project objectivesProject Manager: Person responsible for managing the project. Project Manager is project integrator, manages the team, manages the stakeholders, manages communications and responsible for the overall quality of the projectCustomer: The person or organization that uses the projects productProject Stakeholders26Functional Manager: Functional manager assigns personnel. Receives and evaluates individual performance reports from the project managerProject team: The team members that perform the actual work of the projectProject Management team: The team that provides PM support functions and group that is involved in Project Management Activities. It is subset of project team.Performing organization: The enterprise whose employees are most directly involved in performing the work of the projectProject Stakeholders27Stakeholders - AnalysisThis contains the processes of systematically gathering the interests of the stakeholders, analyzing them and arriving at a management strategy. This is conducted throughout the project life cycle. This process basically includes three steps.

Identifying all the stakeholders, their interests, their influence and roles Assessing their impact and support Developing a management strategy

Helps in identifying the opportunities and relations to build upon to make the project a success. Potential conflicts and Risks that may evolve28Stakeholder Analysis Medium to high ImportanceLow ImportanceLow to Medium ImportanceHigh ImportanceMonitor themKeep them satisfiedManage them closelyKeep them informedInterest of the StakeholdersPower/Influence of the stakeholdersPower / Interest Grid29Project Stakeholders Stakeholder Management Strategy

Stakeholder management strategy contains

Key stakeholders Their level of participation Strategies for increasing the support Strategies to decrease the resistance

Main goal is to maximize the stakeholder support and minimize their resistance30As a manager the important thing is not what happens when you are there, but what happens when you are not there

- Ken Blanchard31All things are created twice; first mentally; then physically. The key to creativity is to begin with the end in mind, with a vision and a blue print of the desired result.

Stephen R Covey32Break33Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.

- Stephen R Covey

34Project ManagementProject Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.

Project Management ScopeScheduleRiskResourcesCostQualityBalancing Competing Constraints35PlanDoActCheck What to do How to Accomplish it Check if the planned results have come Carry out the plan Analyze reason or not getting desired results

Determine changes

Standardize if desired results have comeThe Plan-Do-Check-Act Cycle36InitiatingMonitoring and ControllingPlanningExecutingClosingProcess Groups and Knowledge AreasAccording to the Project Management Body of Knowledge PMBOKThere are five process groups and Nine knowledge areas. The process groups are,PMBOK

Is a registered trademark of Project Management Institute (PMI), USAPDCA37Process Groups and Knowledge AreasThe Knowledge Areas are,

Project Integration ManagementProject Scope ManagementProject Time ManagementProject Cost ManagementProject Quality ManagementProject Human Resources ManagementProject Communications ManagementProject Risk ManagementProject Procurement ManagementIs a registered trademark of Project Management Institute (PMI), USAPMBOK

38Ensure that the project includes all the work and only the work required to complete the project. Managing project scope involves defining and controlling what is and what is not included in the project

Collecting Requirements - involves defining and documenting stakeholders needs and expectations to meet the project objectives

Defining Scope - is the process of developing a detailed description of the project and the product

Creating a WBS - is the process of subdividing project deliverables and project work into smaller, more manageable componentsDefining Scope of the Project39 Interviews Focus groups Facilitated workshops Group creativity techniques Group decision making techniques Questionnaires and surveys Observations PrototypesCollect Requirements - Methods40Interviews Formal or informal approach to discover information from stakeholders by talking to them directly

Focus Groups Technique of bringing stakeholders and SMEs together to learn their needs and expectations by the help of a moderator

Facilitated Workshops Sessions that bring cross-functional stakeholders together to define product requirements JAD (Joint Application Design) Sessions between users and development team QFD (Quality Function Deployment) in manufacturing industryCollect Requirements - Methods41GROUP CREATIVITY TECHNIQUES Brainstorming Collection of multiple ideas Nominal group technique Brainstorming plus voting Delphi technique Experts opinion (Anonymous) Idea/mind mapping Consolidation of individual ideas Affinity diagram Categorization of ideas

GROUP DECISION MAKING TECHNIQUES Unanimity Decision by consensus . All persons one Majority More than 50% support Plurality - Decision of the largest block Dictatorship Only one individual taking a decisionCollect Requirements - Methods42QUESTIONNAIRES AND SURVEYSPredefined sets of questions designed to gather informationA better tool when the requirements are to be collected from a large audience

OBSERVATIONS Viewing individuals in an environment performing his/her job. Also called as Job Shadowing

PROTOTYPES Building a working model of the expected product before actually building it then improving upon the requirements

Collect Requirements - Methods43Process of developing a detailed description of the project and the productDefining ScopeProject Scope Statement

Statement that describes projects deliverables and the work required to create those deliverables. Acts as a baseline for managing change

Project Scope is progressively elaborated. It contains,

Constraints and Assumptions Acceptance Criteria In-Scope and Out-of-Scope44Process of subdividing project deliverables and project work into smaller, more manageable components

Decomposition

The technique of breaking down the total work into more manageable chunks is called decomposition.Decomposition could have major deliverables, phases or sub-projects as first level of WBS100% rule: no extra work left when lower levels are rolled up to higher levels to show the total workExcessive decomposition may be ineffectiveWork Breakdown Structure (WBS)45 A WBS is a deliverable oriented grouping of project components.

It is created by the project team and serves as a team development tool.

Helps communication between the project team and the stakeholders.

It is not time based Work Breakdown Structure (WBS)46Work Breakdown StructureWork Breakdown Structure (WBS)47A document containing the actions necessary to define, prepare, integrate and coordinate all subsidiary management plans and outputs of all the planning activities.

All subsidiary management plans (Ex. Scope management plan, Quality management plan, Communications management plan) and all baselines (Ex. Scope Baseline, Schedule Baseline)

Defines how the project is executed, monitored and controlled, and closedProject Management Plan48If you want to give a man credit, put it in writing. If you want to give him hell, do it on the phone

- Charles Beacham49THANK YOU