project management jasa

8/8/2019 Project Management Jasa

1/21

Project Management


2/21

Ch apter 1

Ch apter 1:Distinguis h ing projectsBreaking down project managementC oming to grips wit h th e project managers role

Cy cling t h roug h th e p h ases of a projectEyeing potential problems wit h your projectExamining t h e requirements for project success

y Ch apter 2:Understanding your projects Statement of Work (SOW)C larifying t h e need for t h e projectHandling t h e unknownsForming your own Statement of Work


3/21

Wh at Exactl y Is a Project?

A project alwa ys h as t h e following ingredients:

Specific outcomes: Products or results

Definite start and end dates: Projects dont go onforever

Establis h ed budgets: people, funds, equipment, facilitiesand information


4/21

Wh at Exactl y Is a Project?

Projects come in a wide assortment of s h apes and sizes:

y Large or smallInstalling a new subwa y system, w h ic h ma y cost more t h an $1 billion and take 10 to 15 years tocomplete, is a projectPreparing a report of mont h ly sales figures, w h ic h ma y take you one da y to complete, is a project

y Involving man y people or just youTraining all 10,000 of your organizations staff in a new affirmativeaction polic y is a projectRearranging t h e furniture and equipment in your office is a project

y Defined b y a legal contract or an informal agreementA signed contract between you and a customer t h at requires you to build a h ouse defines a projectAn informal promise you make to install a new software package on your col leagues computer definesa project

y Business-related or personalC onducting your organizations annual blood drive is a projectHaving a dinner part y for 15 people is a project


5/21

Dont confuse two ot h er terms wit h project !

y processis a series of routine steps to perform a particular function,suc h as a procurement process or a budget process.

y

programits a set of goals t h at gives rise to specific projects but itcan never be completel y accomplis h ed.sometimes refers to a group of specified projects t h atac h ieve a common goal.


6/21

Defining Project Management

Project management is the process of guiding a project from its beginning through itsperformance to its closure. It includes three basic operations:

y Planning:Specif ying t h e desired results, determining t h e sc h edules, and estimating t h e resources

y Organizing:Defining peoples roles and responsibilities

y C ontrolling:Reconfirming peoples expected performances, monitoring actions and results, addressing problems,and s h aring information wit h interested people

Successfully performing these activities requires:y Information:

Accurate, timel y, and complete data for t h e planning, performance monitoring, and final assessmenty C ommunication:

C lear, open, and timel y sh aring of information wit h appropriate individuals and groupsy C ommitment:

Team members personal promises to produce t h e agreedupon results on time and wit h in budget


7/21

Ch allenges in projects

Projects are temporar y and t h is ma y create some c h allengessuc h as t h e following:

y Additional assignmentsa new project in addition to not in lieu of existing assignments

y N ew people on new teams:Have different operating and communicating st yles.

Use different procedures for performing t h e same t ype of activit y. N ot h ave h ad t h e time to develop mutual respect and trust.

y N o direct aut h orit y:


8/21

project managers tasks

y Seek out information because you know you need it.

y Follow t h e plan because you believe its t h e best wa y.

y Involve people w h o you know are important for t h e project.

y Raise issues and risks, anal yze t h em, and elicit support to addressth em.

y Sh are information wit h th e people you know s h ould h ave it.

y Put all important information in writing.

y C ommit to your projects success; ask and expect ot h er people todo t h e same.


9/21

Staving off potential excuses

Ex cuse : Our projects are all crises; we h ave no time to plan.Response : Unfortunatel y, t h is logic is illogical! In a crisis, you cant afford not to plan. W hy ?

Because you h ave a critical situation t h at you h ave to address wit h limited time andresources. You cant afford to make mistakes. And acting under pressure and emotion (t h etwo c h aracteristics of crises) practicall y guarantees t h at mistakes will occur.

Ex cuse : Structured project management is onl y for large projects.Response : N o matter w h at size t h e project, t h e information you need to perform it is t h e same.

Wh at are you to produce? W h at work h as to be done? W h os going to do it? W h en will itend? Have you met expectations? Large projects ma y require man y weeks or mont h s todevelop satisfactor y answers to t h ese questions. Small projects t h at last a few da ys or Lessma y take 15 minutes. But you still h ave to answer t h e questions.

Excuse :

Th ese projects require creativit y and new development.

Th e y cant be predicted wit h an y certaint y.

Response : Some projects are more predictable t h an ot h ers. However, people awaiting t h eoutcomes still h ave expectations for w h at t h e yll get and w h en. Th erefore, a project wit h man y uncertainties needs a manager to develop and s h are initial plans and t h en assess andcommunicate t h e effects of unexpected occurrences.


10/21

Stages of a Project

y Ever y project, w h et h er large or small, entails fivedistinct t ypes of work:

C onceive(th e idea)

Define(th e plan)

Start(th e team)

Perform(th e work)

C lose(th e wrap up)


11/21

1 - In t h e beginning ( Th e conceive p h ase)

y All projects begin wit h an idea. W h en an ideaforms, your project h as entered t h e conceivep h ase.

y C onsider t h e following two questions w h endeciding w h et h er to move a h ead wit h aproject:

Should we do it? Are t h e benefits we expect to ac h ievewort h th e costs well h ave to pa y?C an we do it? Is th e project tec h nicall y feasible? Are t h e

required resources available?


12/21

2- Establis h th e plan ( Th e define p h ase)

Include t h e following in your project plan:

y An overview of t h e reasons for your project

y A detailed description of results

y A list of all work

y Th e roles you and your team members will pla y

y A detailed project sc h edule

y Budgets for required personnel, funds, equipment, facilities, and information

y Assumptions


13/21

3 - Get read y, get set ( Th e start p h ase)

y Assigning people to all project roles:Identif y th e individuals w h oll perform t h e project work and negotiate agreements to assure

th e yll be available to work on t h e project team.

y Giving and explaining tasks to all team members:Describe to eac h team member t h e work t h at h e or s h e is to produce and h ow t h e team

members will coordinate t h eir efforts.

y Defining h ow t h e team will perform t h e necessar y tasks:Decide h ow t h e team will h andle routine communications, make different project decisions, andresolve conflicts.

y Setting up necessar y tracking s ystems:Decide w h ic h system(s) and accounts youll use to track sc h edules, work effort, andexpenditures.

y Announcing t h e project to t h e organization:Let t h e necessar y people know t h at your project exists, w h at it will produce, and w h en it will

begin and end.


14/21

4 - Go! ( Th e perform p h ase)

y Doing t h e tasks:Perform t h e work t h ats in your plan.

y C ontinuall y comparing performance wit h plans:C ollect information on outcomes, sc h edule ac h ievements, and resource

expenditures; identif y deviations from your plan; and develop correctiveactions.

y Fixing problems t h at arise:Ch ange tasks, sc h edules, or resources to bring project performance back on track wit h th e existing plan, or negotiate agreed-upon c h anges to t h eplan itself.

y Keeping ever yone informed:Tell people about t h e teams ac h ievements, project problems, and

necessar y revisions to t h e establis h ed plan.


15/21

5- Stop! ( Th e close p h ase)

y Get your clients approvals of t h e final results.

y C lose all project accounts (if youve been c h arging

time and mone y to special project accounts).

y Help people move on to t h eir next assignments.

y Hold a post project evaluation to recognize projectac h ievements and to discuss lessons you can appl y to t h e next project.


16/21

C ommon Mistakes

y Jumping directl y from t h e conceive p h ase toth e perform p h ase

y Omitting t h e start p h ase completel y

y Jumping into t h e work w h en you join t h e projectduring t h e start p h ase

y Onl y partiall y completing t h e close p h ase


17/21

Are you an Effective Project Manager?

Are you more concerned about being ever yones friend or getting a job done rig h t?Alth oug h maintaining good working relations is important, t h e project manager often must makedecisions for t h e good of t h e project t h at some people dont agree wit h .

Do you prefer to do tec h nical work or manage ot h er people doing tec h nical work?Most project managers ac h ieved t h eir position because of t h eir strong performance on tec h nical tasks.However, after you become a project manager, your job is to encourage ot h er people to produceh ig h -qualit y tec h nical work rat h er t h an to do it all yourself.

Do you t h ink t h e best wa y to get a toug h task done is to do it yourself?Believing in yourself is important. However, t h e project managers task is to h elp ot h er people developto t h e point w h ere t h e y can perform tasks wit h th e h ig h est qualit y.

Do you prefer your work to be predictable or constantl y c h anging?Th e project manager tries to minimize unexpected problems and situations t h roug h responsive planningand timel y control. However, w h en problems do occur, t h e project manager must deal wit h th empromptl y to minimize t h eir impact on t h e project.

Do you prefer to spend your time developing ideas instead of explaining t h ose ideasto ot h er people?

Th oug h coming up wit h ideas can h elp your project, t h e project managers main responsibilit y is toensure ever yone correctl y understands all ideas t h at are developed.


18/21

Are you an Effective Project Manager?

Do you h andle crises well?Th e project managers job is to provide a cool h ead to size up t h e situation, c h oose t h e best action,and encourage all members to do t h eir parts in implementing t h e solution.

Do you prefer to work b y yourself or wit h ot h ers?Self-reliance and self-motivation are important c h aracteristics for a project manager. However, t h e ke y to h er success is to facilitate interaction among a diverse group of tec h nical specialists.

Do you t h ink you s h ouldnt h ave to monitor people after t h e y ve promised to do atask for you?

Alth oug h you ma y feel t h at h onoring ones commitments is a fundamental element of professionalbe h avior, t h e project manager s h ould ensure t h at people maintain t h eir focus and s h ould model h owto cooperativel y work wit h ot h ers.

Do you believe people s h ould be self-motivated to perform t h eir jobs?Th e y sh ould be, but t h e project manager s h ould encourage t h em to remain motivated b y th eir jobassignments and related opportunities.

Are you comfortable dealing wit h people at all organizational levels?Th e project manager deals wit h people at all levels, from upper management to support staff, w h operform project-related activities.


19/21

Statement of Work (SOW)

y Definition :A written confirmation of w h at your project will produce andth e terms and conditions under w h ic h you will perform your Work

y Documents closel y related to SOWMarket requirements document:Business requirements document:Project request:Project c h arter:Project profile:Work order:C ontract:


20/21

Included information in SOW

y Purpose:How and w hy your project came to be, t h e scope of your project,and its general approac h

y Objectives:Specific outcomes youll produce

y C onstraints:Restrictions t h at will limit w h at you ac h ieve, h ow and w h en youcan ac h ieve it, and t h eir cost

y Assumptions:Statements about h ow you will address uncertain information asyou conceive, plan, and perform your project


21/21