global approach to managing projects

Global Approach to Project Management Management Solutions

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Global Approach to Project Management

Arun Lal, PMP

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• Management Solutions for Business Needs

• Getting work done cheaper, faster, better

Management Solutions


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Education should be defined by Professional Expertise;

Not by Democratic Choice

Our Belief

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A wise man does not burn his fingers to know that it hurts;

He knows it from the experiences of others

A Lesson Learned


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An Innocent Assumption

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• I always carry 2 Bags

• A smaller Bag of Talent

• A bigger Bag of Ego

Understand Ego


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• Understand Project, Project Management, the Project Environment

• Understand Phases, Process Groups, Knowledge Areas

• Understand how Human Behavior affects the objectives of Projects

• Understand Professionalism and Ethics

• Demo of Microsoft Project

Learning Objectives

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• Cell phones in Silent Mode

• Discuss relevant practical experiences,

references and ideas

• Make note of queries

• Document concepts to be implemented

• Share Lessons Learned

Ground Rules


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• Arun Lal, PMP

• Significant experience across Industries

• Senior Management positions

• Many successful project deliveries

• Many challenges …

• Managers trained across industries

• Management workshops conducted

Introduction - Faculty

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• Name

• Organization

• Department

• Specialization

• Experience

• Experience in Project Management

• Experience in Project Management Tool

• Primary Objective

Introduction - Participants


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Set Goals

when you don’t know where you are going any road will get you there

Introduction to Project Management


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• A temporary endeavor undertaken to create a

unique product, service or result

What is a Project?

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• Temporary

• Unique

• Progressive Elaboration

� Rolling wave planning

• Limited Resources

Project Characteristics


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• The application of knowledge, skills, tools and

techniques to meet project objectives

What is Project Management?

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• Anyone who has stake in the project

• Anyone who is affected by (or can affect)

positively (or negatively) the Initiating,

Planning, Executing, Monitoring and

Controlling, and Closing of the Project.

• They may have a vested interest in the Project

Stakeholder


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• Project Manager

� Project Expeditor, Project Coordinator

• Senior Management

• Functional Manager

• Sponsor

• Stakeholders

• Project Management Office

• Program Manager

• Portfolio Manager

Project Roles

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• Leading

• Communicating

• Negotiating

• Problem Solving

• Influencing

Project Managers Management Skills


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• Scope

• Time

• Cost

Balancing Scope, Time, Cost within the framework of quality

to meet Project Objectives

Project Triple Constraints

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Prioritization Matrix

PriorityHigh Medium Low

Project

Constraints

Scope

Time

Cost


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• To ensure that the work gets done at the right

time and in the right sequence

Work Authorization System

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• They impact the Project

� Company’s organizational Structure

� Values and work ethics

� Laws and regulation

� Policies

� Risk attitude of Stakeholders

� Market place

� Infrastructure

Enterprise Environmental Factors


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• They help in Project Planning

• Can be process, procedures, corporate knowledge

� Templates

� Previous Project Plans and Project information

� Policies, procedures, guidelines

� Estimating data

� Lessons Learned

� Knowledge Bases and corporate competencies

Organizational Process Assets

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• Any factor that limits ones ability to meet

Project objectives

Constraints


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• Information considered to be true for planning

purpose

Assumptions

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• Guides execution, monitoring and controlling, and

closing

• Contains all subsidiary plans

Project Plan


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• How things are performing against cost and schedule

goals

• How project team is performing

• How products compares against quality standards

Work Performance Information

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• The evolutionary approach

• 1. Predictor

• 2. Predictor + Solution Provider

• 3. Predictor + Solution Provider + Support

Project Management Office


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• Time Overrun

• Cost Overrun

• Dissatisfied Stakeholders

• De-motivated team members

• Loss of Customer and Money

If Projects are not managed properly

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• Project Management System consisting of:

– Formal Project Planning

– Effective Monitoring & Control

• With additional elements:

– Tools/Techniques and Methodologies

The Solution


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• A collection of processes, methods and tools

• Provides a roadmap to manage the project

effort and activities

• Provides a checklist of key deliverables and

activities

Project Management Methodology

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• Initiating

• Planning

• Executing

• Controlling

• Closing

PM Phases


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• Initiating

• Planning

• Executing

• Controlling

• Closing

PM Process Groups

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Repeated Process group within Phases

Phases Initiating Planning Executing Monitoring

and

Controlling

Closing

Process

Groups

IPECC IPECC IPECC IPECC IPECC

Name of the phase is the name of the dominating Process Group


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• Integration

• Scope

• Time

• Cost

• Quality

• HR

• Communication

• Risk

• Procurement

• Professional Responsibility and Ethics

PM Knowledge Areas

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• Ensure that the Project contains all the work required and

only the work required to complete the project successfully

• Processes

� Collect Requirements

� Define Scope

� Create WBS

Do work

� Verify Scope

� Control Scope

Project Scope Management


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• Manage timely completion of the Project

• Processes

� Define Activities

� Sequence Activities

� Estimate Activity Resources

� Estimate Activity Durations

� Develop Schedule

Do Work

� Control Schedule

Project Time Management

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• Estimating, Budgeting and Controlling costs so that

the Project can be completed within the approved

budget

• Processes

� Estimate Costs

� Determine Budget

Do Work

� Control Costs

Project Cost Management


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• Determine Quality policies, objectives and

responsibilities so that the project will satisfy the

needs for which it was undertaken

• Processes

� Plan Quality

� Plan Quality Assurance

� Perform Quality Control

Project Quality Management

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• Conformance to Requirements

• Fitness for Use

Quality


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• TQM (Total Quality Management)

– Everyone is responsible for Quality

– Focus shifts away from Product to Process

• Kaizen (Continuous Improvement)

• JIT (Just in Time)

• ISO

– Document what you do and do what you document

Quality Terms

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• Prevention vs Inspection

• Attribute Sampling vs Variable Sampling

• Special Cause vs Common Cause

• Tolerance Limit vs Control Limit

Quality Terms


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• Cost Benefit Analysis

• Cost of Quality

• Control Charts

• Benchmarking

• Design of Experiments

• Statistical Sampling

• Flowcharting

Quality Tools

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• Quality Audits

• Process Analysis

• Cause and Effect Diagram

• Control Chart

• Histogram

• Pareto Chart

• Run Chart

• Scatter Diagram

• Inspection

Quality Tools


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• Organize, manage and lead the Project team

• Processes

� Develop Human Resource Plan

� Acquire Project Team

� Develop Project Team

� Manage Project Team

Project Human Resource Management

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• Groups of people with a shared goal, who fulfill their roles with little face-to-face interactions.

• Co-location

• WAR room

Virtual Team


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• Forming

• Storming

• Norming

• Performing

• Adjourning

Stages of Team Development

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• Legitimate Power

• Reward Power

• Expert Power

• Referent Power

• Punishment Power

Types of Power


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• Withdrawal

• Smoothing

• Forcing

• Compromising

• Confronting

Conflict Resolution

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• Autocratic

– Boss takes decisions and everyone follows;

– Subordinates inputs and desire are not taken into consideration.

• Laissez-Faire (Delegating)

– Team takes the decisions; enhances free thinking.

• Democratic

– Team participates in decision making process

– Both management and staff is involved in making decisions.

Management Styles


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• Maslow – Hierarchy of needs

• Herzberg – Hygiene and Motivating Factors

• McGregor – Theory X - Y

• Ouchi – theory Z

• Vroom – Expectancy theory

Motivation Theories

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• Engineers are trained to fix issues with known

solutions

• Managers fix issues with unknown solutions

Transition from Engineer to Manager


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• Behaviour

• Relationships

• Customer

• Business Comes First (Technology later)

• Leadership

Transition from Engineer to Manager

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• Ensure timely and appropriate generation, collection,

distribution, storage, retrieval, and ultimate disposition of

Project information

• Processes

� Identify Stakeholders

� Plan communications

� Distribute Information

� Manage Stakeholders Expectations

� Report Performance

Project Communications Management


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• Sender - The person who needs to initiate the communication

• Receiver - The person who gets the message

• Medium - The thing used to transmit the message

• Feedback - A response to a message

• Noise - Something that interferes with the message

• Encode - Modify a message so that it can be sent

• Decode - Modify a message that has been sent so that it can be

understood

Communication Model

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• Channels = n(n-1)/2

n = the number of team members

Communication Channels


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• Managing uncertainties. Increase probability and impact of positive

events, and decrease the probability and impact of negative events in the

project

• Processes

� Plan Risk Management

� Identify Risks

� Perform Qualitative Risk Analysis

� Perform Quantitative Risk Analysis

� Plan Risk Responses

� Monitor and Control Risks

Project Risk Management

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• Risk Number

• Risk Name

• Risk Description and characteristics

• Risk Probability (Qualitative)

• Risk Impact (Qualitative)

• Risk Urgency Assessment

• Risk Probability (Quantitative)

• Risk Impact (Quantitative)

• Risk Score (Probability Impact Score)

• Risk Ranking

• Risk Response Plan

Risk Register


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• Purchase or acquire products, services or

results needed from outside the Project team

• Processes

� Plan Procurements

� Conduct Procurements

� Administer Procurements

� Close Procurements

Project Procurement Management

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• Project Manager should

– Be a leader

– Deal with issues in a direct manner

– Act ethically and legally

– Be open and upfront

– Be professional – abide by the rules of his profession

Professional Responsibility


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• Don’t ask

– What should I do in my organization?

• Important Question

–What should I do?

Philosophy

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• Our duty to take ownership for

– Decisions

• we make or

• fail to make

– Consequences that result

Responsibility


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• Our duty to show high regards for

� Ourselves

� Others

� Our Resources

• An environment of respect results in:

� Trust

� Confidence

� Performance Excellence

� Fosters mutual cooperation

� Diverse perspectives are encouraged and valued

Respect

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• Our duty to make decisions

– Impartially

• Our conduct must be free from

– Self interest

– Prejudice

– Favoritism

• One should be fair and also appear to be fair

Fairness


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• Our duty to

– Understand the truth

– Act in a truthful manner

Honesty

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• Integrity – Sticking to high moral principles

• Don’t give Bribe

• Spread Knowledge, Share Knowledge, Mentor,

Teach, adopt best practices



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• Be fair to everyone

• Respect differences in a group

• Resolve conflicts in favour of the customer

• Don’t hide things from stakeholders

• Be ethical in all decisions


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•My test

•Others test

•Newspaper test

Making right choices


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• Starting a Project

• Project Options

• Task

• Resources

• Baseline

• Track

• Report

Demo of Microsoft Project

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• Q&A

• Discussions

Summary

global approach to managing projects

Documents