better performance in project management! the almost complete guide

B tt P fBetter Performance in Project Management (PM)in Project Management (PM)the almost complete guide…p g

Axel Böhm

Performance Improvement, definitionPerformance Improvement, definition2

The American Society of Training & Development (ASTD) defines

Performance Improvement as "the process of identifyingPerformance Improvement as the process of identifying

and analyzing important organizational and individual

performance gaps, planning for future performance

improvement, designing and developing cost-effective and p , g g p g

ethically justifiable interventions to close performance

i l ti th i t ti d l ti thgaps, implementing the interventions and evaluating the

financial and non-financial results."

PROJECT MANAGEMENTPROJECT MANAGEMENTMODULE TOPICS

Module 1: What is a project & what is managementModule 2: PMI’s nine project management knowledge areasModule 3: The triple constraintModule 4: The project life cycleModule 5: Project selectionjModule 6: Project environment , factors, stakeholders and actorsModule 7: Defining scopeModule 8: SMART ObjectivesModule 8: SMART ObjectivesModule 9: Risk management and project assumptionsModule 10: Project charterModule 11: Responsibilities and work breakdown structuresModule 11: Responsibilities and work breakdown structuresModule 12: Project scheduling

PROJECT MANAGEMENTPROJECT MANAGEMENTMODULE TOPICS

Module 13: Controlling and monitoringModule 14: Project management softwareModule 14: Project management softwareModule 15: Project closeModule 16: PMI’s project management maturity modelM d l 17 Th j t t d j t t tModule 17: The project team and project structureModule 18: Project communicationsModule 19: Additional interesting informationModule 20: What’s nextModule 21: Bibliography and links to the www

Please note:Please note:5

Besides its function as a PowerPoint presentation, this handout is meant

to give participants additional information related to Project

Management.

The sequence of pages (if presented) might change due to the actual flow

of the training.

A copyright note: ‘The content is based on the American Society for

Training and Development (ASTD) and the Project Management Institute

(PMI) training workshop series and is supplemented with material from

Pro Consulting and Training (Pro Consulting and Training).

The copyright for the pictures used is with the respective owner.

MODULE 1 WHAT IS A PROJECT & WHATMODULE 1: WHAT IS A PROJECT & WHAT IS MANAGEMENT?

What is a Project?What is a Project?7

“A temporary endeavor undertaken to create a unique product or service.”*

Term Means that a Projecttemporary Has a beginning and endendeavor Involves effort workendeavor Involves effort, workto create Has an intention to produce something

(project "deliverables"unique One of a kind, rather than a collection of

identical itemsidentical itemsproduct Tangible objects, but could include things like

computer software, film or stage worksservice Might include the establishment of a day-care

center for instance but not its daily

*2000 PMBOK Guide (p. 4).

center, for instance, but not its daily operations.

What is a Project? Some more ‘definitions’What is a Project? Some more definitions8

A project is a package of activities in a specific sector, carried out in a set region, within a limited period of time, by project executing agencies (which may be supervised by politically answerable institutions and supported by funding and consultative agencies), with the aim of obtaining certain results, g g ), g ,which will lead to an agreed project purpose.

A project may form part of an overall program.

Several projects may be packaged where they cover similar sectoral, organisational or geographical area.

Programmes may include projects which work in the same sector, sub-sectorProgrammes may include projects which work in the same sector, sub sector or region, and which can be put together to make a clearly defined concept. Such projects may be promoted through the same executing agency.

Certain deliveries of materials and equipment or other inputs in support ofCertain deliveries of materials and equipment, or other inputs in support of sectoral or sub-sectoral objectives, may also be financed as programs.

There is no sharp distinction between projects, packages of projects and programsprograms.

What is Management?What is Management?

Th ti l

9

Theoretical scope

Mary Parker Follett (1868–1933), who wrote on the topic in the early

twentieth century and defined management as "the art of getting things

done through people".

One can also think of management functionally, as the action of measuring a

quantity on a regular basis and of adjusting some initial plan; or as the

actions taken to reach one's intended goal. This applies even in situations

where planning does not take place.

What is Management?What is Management?10

From this perspective, Henri Fayol considered management to

consist of five functions:

Planning

OrganizingControlling

LeadingCoordinating gg

Project Management…Project Management…11

Your Turn:Your Turn: 12

What is ‘performance’?What is a Project & what is Management?j g

…………

MODULE 2: PMI’S NINE PROJECT MANAGEMENT KNOWLEDGE AREAS

AND WHAT IS PROJECT- AND WHAT IS PROJECT MANAGEMENT?

PMI’s Ni P j t M t K l d ANine Project Management Knowledge Areas

14

1. Integration Management2. Scope Managementp g3. Time Management4. Cost Management5. Quality Management6. Human Resource Management7 Communications Management7. Communications Management8. Risk Management9 Procurement Management9. Procurement Management

#1- Project Integration Management#1 Project Integration Management15

The ’elements’:

Building the Project PlanProject ExecutionIntegrated Change Control

Bringing it all together: Project Management “Nerve Center”!Project Management Nerve Center !

#2 - Project Scope Management#2 Project Scope Management16

Staying vigilant in defining and containing scope throughout the project!

Project InitiationS l iScope PlanningScope DefinitionScope VerificationScope Change Control

#3 - Project Time Management#3 Project Time Management17

Determining What Gets Done and When through:

Activity Definition

Activity SequencingActivity Sequencing

Activity Duration Estimating

Schedule Development

Schedule Control

#4 - Project Cost Management#4 Project Cost Management18

Planning for Resources

Estimating CostsEstimating Costs

Creating the Budget

Managing/Controlling

the Budget

#5 - Project Quality Management#5 Project Quality Management19

Quality Planning

Quality AssuranceQuality Assurance

Quality Control

#6 - Project Human Resource Management#6 Project Human Resource Management20

Organizational PlanningStaff AcquisitionqTeam Development

#7- Project Communications Management#7 Project Communications Management21

Keeping Stakeholders informed (and involved!)( )

Communications PlanningCommunications PlanningDissemination of InformationProgress ReportingProgress ReportingAdministrative Closure

#8 - Project Risk Management#8 Project Risk Management22

Expect the Unexpected!

Risk Management PlanningRisk Management Planning

Risk Identification

Qualitative Risk Analysis

Quantitative Risk AnalysisQuantitative Risk Analysis

Risk Response Planning

Risk Management and Control

#9 - Project Procurement Management#9 Project Procurement Management23

For Projects Using Outside Resources:

Procurement PlanningSolicitation PlanningSolicitationSource SelectionContract AdministrationContract Closeout

Your Turn: What We Know AlreadyYour Turn: What We Know Already24

Look back over your previous experience in project management!

How many of the nine knowledge areas did you use? (Probably all nine!)( y )

Take a quick inventory and point to your most successful application and the most difficult one tosuccessful application and the most difficult one to manage!

Pick up at least one new tip from others right now!

So what is Project Management?So what is Project Management?

The use of resources to accomplish project objectives which25

• Applying knowledge, competencies and skills

The use of resources to accomplish project objectives, which includes:

pp y g g , p

• Defining, planning, scheduling and controlling

• Leadership, communicating and coordinatingLeadership, communicating and coordinating

• Starting up and dissolving project teams

• Balancing requirements, schedule and resources• Balancing requirements, schedule and resources

• Being sensitive to people

• Managing both deliverables and processes• Managing both deliverables and processes

So what is Project Management?So what is Project Management?

A Systematic Process for Managing Project Implementation26

1. Understand the project2. Structure the organization

A Systematic Process for Managing Project Implementation

3. Build the team4. Analyze the context5. Refine objectives, scope, and other project parameters6. Prepare the work breakdown structure (WBS), Responsibility Matrix, and

Master Summary Schedule7. Plan and schedule with critical path method (CPM) 8 Obtain management approval8. Obtain management approval 9. Design control and reporting systems

(Time, Cost, Resources, Scope, Performance and Quality)10. Organize procurementg p11. Execute and control the work12. Terminate the project

Your Turn:Your Turn:27

What are the 9 PM Knowledge Areas…………………………

MODULE 3: THE TRIPLEMODULE 3: THE TRIPLE CONSTRAINT

The Triple ConstraintThe Triple Constraint

The three constraints that all projects are facing and29

CostTime

The three constraints that all projects are facing and that are constantly overlooked /underestimated

CostTime

OR, IN PLAINFast Cheap

Quality/Scope

PLAINENGLISH

ast Cheap

Good

Triple Constraint Trade-OffsTriple Constraint Trade Offs30

Cost

Quality/Scope

Constraint Req ired Adj stment Alternati es (One orConstraint Change

Shorter Time Higher Cost Reduced Quality or Narrowed Scope

Required Adjustment Alternatives (One or Combination of Both)

Reduced Cost More Time Reduced Quality or Narrowed Scope

Higher Quality or Increased Scope

More Time Higher Costp

Triple Constraint: Setting PrioritiesTriple Constraint: Setting Priorities

Priority Matrix

31

Constraint 1 2 3 MeasurementTimeCostQ lit /S

Priority Matrix

Quality/Scope•Must be set by customer and sponsor near startup.•May change over time, but a change is a significant event!

E l f C l t d P i i t M t i f C t ti P j tConstra int 1 2 3 Measurement

Time XBuilding must be completed by October 31 of this year to

Example of a Comple te d Pr ior i ty Matr ix for a Construction Proje ct

Xaccommodate corporate move.

Cost X Costs for the project must not exceed $22.5 million.

Quality/Scope X Must provide workspace for 120 call

If these are the established priorities and measurements, what are some of the implications for the project if the project starts running late or shows signs of

Quality/Scope X p pcenter staff.

exceeding budget?


What are the triple constraints?………

MODULE 4: THE PROJECT LIFEMODULE 4: THE PROJECT LIFE CYCLE

The Project Life CycleThe Project Life Cycle34

General Form of a Project Life Cycle

Ph 1 Ph 2 Ph 3 Ph Ph " "

Project

Phase 1 Phase 2 Phase 3 Phase... Phase "n"

Project Life Cycles Are Like Snowflakes!Project Life Cycles Are Like Snowflakes!

Si l Th Ph P j t Lif C l

35

Simple Three-Phase Project Life Cycle

Project

Initiation Execution Close-Out

Project

Initiation Execution Close Out

Nine-Phase Project Life Cycle

Formulate Concept Evaluate Concept Verify Scope Design Construct Deploy Maintain Close

Project

Formulate Concept Evaluate Concept Verify Scope Design Construct Deploy Maintain Close

Project Life Cycles Are Like Snowflakes!Project Life Cycles Are Like Snowflakes!36

Program/ProjectIdentification

Completion &Evaluation Phase PCM Model

Project Life Cycles Are Like Snowflakes

C i I

37

Continuous Improvement

Lessons

Project

Lessons Learned

I iti ti D fi iti Pl i I l t ti Cl

Project

Initiation Definition Planning Implementation Closure

Project Life Cycles Are Like SnowflakesProject Life Cycles Are Like Snowflakes

IDENTIFICATION38

IDENTIFICATION

PREPARATIONPREPARATION

APPRAISALAPPRAISAL

NEGOTIATIONNEGOTIATION

IMPLEMENTATION

ILO/UN Model

EVALUATION

Project Life Cycles Are Like SnowflakesProject Life Cycles Are Like Snowflakes39

ILO/UN Model

Implementation

Project Life Cycles Are Like SnowflakesProject Life Cycles Are Like Snowflakes40

PreparationIdentification Approval Financing Implementation Operations

Ex PostEvaluation

Phase orStage

Product orProcess orDeliverable

Pre-feasi-bilityStudy

ProjectProfile

Preparedand

Budgetfor

F iFeasibility Project Donor Final Cons-

Feasi-bilityStudy

yStudy/PreliminaryDesign

jProposalforProjectFinancing

Agreementincluded inCapital Budget

Design truction

Decisionmaker

1 2 3 4 5 6 7

SectorMinistry

SectorMinistry,PlanningUnit and

SectorMinistry

Central PlanningUnit andMinistry

FinancingInstitution

SectorMinistry

SectorMinistry

Ministryof Finance

yof Finance

Typical Project Life Cycle for a Technical Cooperation Country Program/ProjectTechnical Cooperation Country Program/Project

Benefits of a Project Life CycleBenefits of a Project Life Cycle41

• Establishes a common framework for developing the project!

• Defines the system for managing projects, including phases and decisionDefines the system for managing projects, including phases and decision

points!

P id l f th d l t !• Provides a common language for the development process!

• Institutionalizes a management system!

• Improves communication, coordination and control!

These points do hold true for any type of project!

ILO/UN

The Project Life Cycle we will use…The Project Life Cycle we will use…

Project Life Cycle Used in this Workshop42

Project Life Cycle Used in this Workshop

Project

Initiation Definition Planning Implementation Closure

Phase PurposeInitiation Introduce project to attain approval and create project

charterD fi iti D t j t d li bl d th d fDefinition Document project scope, deliverables, and methods for

containing scope.Planning Create plan documenting the activities required to

complete the project, along with sequence of activities, resources assigned to the activities, and resulting schedule and budgets.

Implementation Execute and manage the plan, using artifacts created in the planning phase.

Closure Formally review the project, including lessons learned and turnover of project documentationturnover of project documentation.


Which ‘steps/sequences’ you will find in a Project Life Cycle (make sure you get them in the right order) ?

…………

MODULE 5: PROJECT SELECTION

How Projects Come to BeHow Projects Come to Be…45

Project selection can be a difficult process, especially when there

are a large number of potential projects competing for scarce

money.

Some selection methods are highly intuitive; others try to addSome selection methods are highly intuitive; others try to add

rigor through more scientific selection processes.

Sacred Cows and Pressing Needsg

S l i ‘ i i ’ b

46

Some selection ‘criteria’ can be:

“Sacred Cow” selection—Senior Management wants it!

(it may often turn out well; many visionary projects

start here)!

Business opportunity (make more money)!

Savings potential (save more money)!

Keeping up with competition (example, many e-commerce projects were

in response to competitor’s initiatives)!p p )

Government or regulatory requirements!

Disaster recovery initiatives! URGENCY!!!Disaster recovery initiatives! URGENCY!!!

An Important Selection CriterionAn Important Selection Criterion

S it Ch k

47

Sanity Check:

Does the project fit in with the stated goals of the organization?

Which of the following meet this criterion? Why or why not?

A i l j i b lli l fAn environmental group proposes a project to raise money by selling aerosol cans of a powerful new pesticide.

A video store chain proposes to develop a web site for ordering and distributing deo sto e c a p oposes to de e op a eb s te o o de g a d d st but gvideos.

A bank offers a free rifle to anyone opening a new savings account.

A restaurant equipment manufacturer decides to introduce a line of high-end refrigerators for the consumer market.

Selection ToolsSelection Tools48

Numeric Method DescriptionPayback Period Determines how quickly a project

recoups its costsrecoups its costsNet Present Value Estimates the current worth of

anticipated cash flows resulting from the project

Unweighted Selection Scores multiple projects against a set of selection criteria, with all criteria being equal

Weighted Selection Scores multiple projects against a setWeighted Selection Scores multiple projects against a set of selection criteria, with each criterion assigned a numeric weight

Pairwise Priorities Rank ordering a number of candidatePairwise Priorities Rank ordering a number of candidate projects by systematically comparing one with each of the others

Weighted CriteriaWeighted Criteria

Item t

49

Item

Criteria

0 0 0

Wei

ght

0 0

0 0 00 0

0 0 00 0

0 0 0 0 0

0 0 00 0

0 0 0 0 0

Total: 0Total: 0 Total: 0 Total: 0 Total: 0

Weighted Criteria (example, using scale of 1-5)

Item t

50

Item

Criteria4 5 3

Wei

ght

Project A Project B Project C

2 3 5

Good ROI 3 12 15 9 0 0

CEO Lik It 5 10 15 25 0 0

5 4 2

CEO Likes It 5 10 15 25 0 0

Provide Better 4 20 16 8 0 0

4 4 5

Better Service

4 20 16 8 0 0

Match New Initiatives of 3 12 12 15 0 0Competition

12 12 15 0 0

0 0 0 0 0

Our Winner!!(hmmmm…)


( )

Unweighted Criteria (example, using scale of 1-5)

51

Item

CriteriaProject A Project B Project C

Good ROI 4 5 3 0 0

2 3 5 0 0CEO Likes It 2 3 5 0 0

Provide Better 5 4 2 0 0Provide Better Service

5 4 2 0 0

Match New Initiatives of 4 4 5 0 0

Our Winner!!(Still! So the Initiatives of

Competition

0 0 0 0 0

boss was right..)


Forced Pair Comparisons for PrioritiesForced Pair Comparisons for Priorities

All i di id l t k d li t f did t j t (

52

Allows individuals or groups to rank order lists of candidate projects (or anything, for that matter!)SimpleWorks well for fewer than 20 items

1 -- 2

1 -- 3 2 -- 3

1 -- 4 2 -- 4 3 -- 4

1 -- 5 2 -- 5 3 -- 5 4 -- 5

1 -- 6 2 -- 6 3 -- 6 4 -- 6 5 -- 6

1 -- 7 2 -- 7 3 -- 7 4 -- 7 5 -- 7 6 -- 7

1 -- 8 2 -- 8 3 -- 8 4 -- 8 5 -- 8 6 -- 8 7 -- 8

1 -- 9 2 -- 9 3 -- 9 4 -- 9 5 -- 9 6 -- 9 7 -- 9 8 -- 9

1 -- 10 2 -- 10 3 -- 10 4 -- 10 5 -- 10 6 -- 10 7 -- 10 8 -- 10 9 -- 10

Item Scores1 2 3 4 5 6 7 8 9 10

How to use the Forced Pair ComparisonsHow to use the Forced Pair Comparisons

Generate list of items

53

Generate list of items.

For project selection, this will be the list of candidate projects.

Number the items for identification purposes.

Use the grid to compare each item with the other items on the list, circling the item g p , gthat is the more preferred of the two. (You must make a choice for each pair!)

Count the number of times each item was circled and enter its score on the bottom line of the gridline of the grid.

Rank order the list using the scores you have derived. The item with the highest score is #1. The item with the second-highest score is #2. (In case of a tie, you may g ( , y yeither do a mini-grid for the tied items, or refer to your original preference when you were circling the items in the grid above.)

Use less than a full grid for fewer than 10 items; expand grid for more itemsUse less than a full grid for fewer than 10 items; expand grid for more items.

How to Use Forced Pair ComparisonsExample:

54

1. Middlemarch

Seven Books I Have Always Wanted to Read and Haven’t

2. Ulysses3. Remembrance of Things Past

W d P4. War and Peace5. Moby Dick

Anna Karenina6. Anna Karenina7. Pride and Prejudice

How to Use Forced Pair ComparisonsE l ( ti d)

1 2

Example (continued):55

1 -- 2

1 -- 3 2 -- 3

1 -- 4 2 -- 4 3 -- 41 -- 4 2 -- 4 3 -- 4

1 -- 5 2 -- 5 3 -- 5 4 -- 5

1 -- 6 2 -- 6 3 -- 6 4 -- 6 5 -- 6

1 -- 7 2 -- 7 3 -- 7 4 -- 7 5 -- 7 6 -- 7

1 -- 8 2 -- 8 3 -- 8 4 -- 8 5 -- 8 6 -- 8 7 -- 8

1 -- 9 2 -- 9 3 -- 9 4 -- 9 5 -- 9 6 -- 9 7 -- 9 8 -- 9

1 -- 10 2 -- 10 3 -- 10 4 -- 10 5 -- 10 6 -- 10 7 -- 10 8 -- 10 9 -- 10

1 2 3 4 5 6 7 8 9 10

2 5 1 4 2 1 6

Item Scores

* ** Break ties. In this case, #1 and #6 as well as #3 and #6 were tied.

Ties were broken merely by referring to previous choice made in the grid.

How to Use Forced-Pair ComparisonsExample (concluded):

R k d Li t f th S B k I H Al W t d t R d d H ’t

56

1. Pride and Prejudice

Ranked List of the Seven Books I Have Always Wanted to Read and Haven’t

2. Ulysses 3. War and Peace

Middl h4. Middlemarch 5. Moby Dick

Remembrance of Things Past6. Remembrance of Things Past 7. Anna Karenina

Practice: Placing Priorities on a Short Listg57

1 -- 2

1 -- 3 2 -- 3

1 -- 4 2 -- 4 3 -- 4

1 -- 5 2 -- 5 3 -- 5 4 -- 5

1 -- 6 2 -- 6 3 -- 6 4 -- 6 5 -- 61 -- 6 2 -- 6 3 -- 6 4 -- 6 5 -- 6

1 -- 7 2 -- 7 3 -- 7 4 -- 7 5 -- 7 6 -- 7

1 -- 8 2 -- 8 3 -- 8 4 -- 8 5 -- 8 6 -- 8 7 -- 8

1 -- 9 2 -- 9 3 -- 9 4 -- 9 5 -- 9 6 -- 9 7 -- 9 8 -- 9

1 -- 10 2 -- 10 3 -- 10 4 -- 10 5 -- 10 6 -- 10 7 -- 10 8 -- 10 9 -- 10

1 2 3 4 5 6 7 8 9 10Item Scores


How projects come to be? What could be selection methods?

………………

MODULE 6: PROJECT ENVIRONMENT FACTORSENVIRONMENT, FACTORS,

STAKEHOLDERS AND ACTORS

Project Environment…Project Environment…

D t f t P j t i S t

60

Do not forget a Project is a System …

The Environment

The Project

Inputs Processes Outputs

The Project



S t i S t

61

… a System in a System…

The Environment

InputsThe Project Organization


The Project

Inputs


Outputs

Customers or

Outputs

or Beneficiaries

Project Environment…Project Environment…62

The Environment

Actors and Factors as Inputs and Outputs

OutputsThe Project

Organization

Inputs

A ti

Reports

The P j t

O ga at oSupplies Facilities School

Accounting Project Improved instructionMoney

Labor

Government

Improved economic growthGovernment

agencies

g


OutsideEnvironment

(outside of parent organization)

Actors (Stakeholders) and Factors as Inputs and Outputs

A t

Actors• people• institutions

Inputs and Outputs

Project

Actors• ...

Inputs Outputs

Factors• climate• inflation

Factors

• ...

Stakeholders: Actors with an interest in or who could be impacted by the project


P j C l M

64

Project Cycle Management

feed

back

QU

ALITY at EX

feedback

XIT in the 20000s


St P f E i t l A l i

65

1. Scan environment and identify

Step: Process for Environmental Analysis

yactors/factors; in terms of inputs and outputs; geopolitically and by sector!

2. Screen in terms of dependency, risk,

The Environment

The Project

2. Screen in terms of dependency, risk, and power!

3. Identify problem and beneficial actors and factors!


and factors!

4. Develop strategies and act!

5. Repeat throughout implementation!

Boundary

p g p


St S A t d F t

66

Step: Screen Actors and Factors

1. List them

2. Rate them in terms of:

D d H i t t?• Dependency: How important?

• Risk: Likelihood something will go wrong

• Power: Degree of control or influence• Power: Degree of control or influence

Assign High, Low, or Medium rating to each in a matrix/tabelg g , , g /


A & F M i

67

Degree of dependency

Degree of risk

Degree of power

Degree of problem

Actors & Factors Matrix

dependency risk power problem

Actor 1 medium high high

Actor 2 low medium low

Actor 3 high high low high

Factor 1 low medium low

Factor 2 low high low

Factor 3 high high lowFactor 3 high high low


D fi iti f d d

68

Definition of dependency

• How important is the actor or factor to the successful completion p pof the project!

Definition of risk

• the chance that something will go wrong (hinder the completion of the project in a significant way)!completion of the project in a significant way)!


Definition of Power: Ability to make something occur; ability to get

someone to do something one wants done!

Control

POWER:High = controlMedium influence Control

I fl

Medium = influenceLow (none) = appreciation

Influence

AppreciationAppreciation


Af A l i D l S i d A

70

After your Analysis Develop Strategies and Act

Use general STRATEGIES:

• Reduce dependency

• Reduce risk

Formulate Specific ACTIONS

??• Reduce risk

• Increase power

• Capitalize on beneficial acto s and facto s

???

actors and factors


Use Linkages to Increase Influence

Formal InformalFormal

• committees

• project coordinator

• meetings

• plans• project coordinator

• task forces

• incorporation or merger

p

• teambuilding

• personalityp g• rewards


Continuously Scan the Project Environment

Scanning is not a one-time event

Circumstances change

Keep current

• list of problem actors and factors,

• Strategies and

• contingency plans!


Worksheet 1: Sector AnalysisProject:Sectors Actors FactorsInfrastructureTechnologyFinancialCommercialCommercialPolitical/LegalPhysical


W k h t 2 A t F t G id

74

Worksheet 2: Actor Factor Grid

Project:

Degree of Degree of risk Degree of Degree of dependency Degree of risk power problem

Actors

Factors

H=HighM M diM=MediumL=Low


W k h t 3 M i P bl A t & F t

75

Worksheet 3: Managing Problem Actors & Factors

Project:

Decreasing Decreasing Increasing Linkagesdegree of dependency

Decreasing degree of risk degree of

power

LinkagesFormal/Informal

Actors

Factors

Project StakeholdersProject Stakeholders

“I di id l d i ti th t ti l76

“Individuals and organizations that are actively involved in the project, or whose interest may be positively or negatively affected as a result of project pos t e y o egat e y a ected as a esu t o p ojectexecution or project completion.”

2000 PMBOK Guide

Short list

P oject benefactoProject benefactorProject requestorProject manager and teamProject manager and teamThose affected by the project

Project Stakeholders: Partial List of Candidates for Stakeholder RolesCandidates for Stakeholder Roles

P j t b f t d t

77

Project benefactor and upper managementProject sponsorProject office/project advisory boardsExecutive management

P j t tProject requestorProject manager and team

If a team member has a line manager, he or she is a key stakeholder as well. (They hold the strings for your team member.)

Internal ConsultantsInternal ConsultantsLegalAuditTelecommunicationsIT infrastructureIT infrastructure Quality assuranceHuman Resources Department

External entities affected by the projectCustomersCustomersVendorsGovernmental agenciesOther regulatory bodies

Identifying Project Stakeholdersy g j

Potential Stakeholders

78

Potential StakeholdersStakeholders Inside the Team

Stakeholders Within the OrganizationStakeholders Within the Organization

Stakeholders Outside the Organization

Project StakeholdersProject Stakeholders

Putting even more detail to the stakeholder79

Putting even more detail to the stakeholder…

Analyse the characteristics of the group e.g.:

Composition (homogenous or in-homogeneous group in regard to ethnic, social, religious and cultural factors);

Status of the group (informal, formal, social status, legal status, organisational structure, etc.);

Purpose of their existence and main functions;Purpose of their existence and main functions;

Needs; Motives and interests, openly expressed or hidden;

Hopes, wishes, expectations - fears, apprehensions, reservations;

Attitudes (opinions, prejudices, taboos, etc.) towards project related factors, e.g. change, progress, work, strangers;

Potentials and deficiencies/Strength and weaknesses of the group (e.g. knowledge, skills, behaviour, commitment, etc.); );

Resources (power, possessions, influence, monopolies, connections); What could the group contribute to or withhold from the project?

Implications for the planningImplications for the planning.

PCM


Project stakeholders how to identify and categorizing them?

…………………

MODULE 7: DEFINING SCOPE

Defining ScopeDefining Scope

P d S P j S

82

Product Scope versus Project Scope

Product Scope: The sum of the features that make up theProduct Scope: The sum of the features that make up the product or service created by the project.

Project Scope: All of the activities and resources required to produce the target product or service.

Preliminary Context Diagrams: D t tiDeconstruction

Wid t

83

ManageEnterprise

SellWidgets

ManageSystems

MaintainAccounts

RunHR

WidgetWorld

Enterprise

ManageSales

SupportSales

SellProduct

Widgets

SupportSystems

DevelopSystems

DesignWebsites

Systems(IT Dept)

Accounts

HireStaff

DevelopCourses

MaintainEmployee Records

HR

Sales(Our Context)

y y p y

• Here we’ve drilled down into the Widget World organization and depicted the major functions within the companyfunctions within the company.

• Ideally, the top level should encompass the entire organization.

• We have been charged with evaluating a flawed sales support system that provides automated training and support to the sales staff. The scope of the training product is therefore the box labeled “Support Sales.”

Scope (Context) Diagrams D fi i th E d P d tDefining the End Product

84

IT DeptSales Staff Ad Hoc Product and

Procedures Inquiries

Usage Statistics

Login and Lesson Participation

Ad Hoc Product and

Sales Staff Information and Access

Sales Staff Performance Support

Training Product

Sales Managers

Sales Support Permissions

Course Lessons, Assessments, and

LearnerEvaluations

Sales Staff Participation

Sales Staff P ti i ti d

Evaluations a t c pat oand Progress

Reports

Course Development

Group

HR Department

ContentUpdates

Participation and Progress Reports

Scope (Context) Diagrams Defining the End Product (continued)

85

The software product, usually drawn as a rounded-corner square, and always in the center of the graphic

Software Product

center of the graphic

One rectangle for each class of individual (e.g., customer) or organization (e.g., HR) Individuals Who

I Wi h that might interact with the software solution

One rectangle (with an extra line inside

Interact With Software Product

g (the top) for each class of system (e.g., your HR System) that may interact with the software product

Systems That Interact With

Software Product

One arrow for each major class of information that flows to or from the software product

Scope (Context) Diagrams( li d t j t t h d ith d li f th d t)(applied to project team charged with delivery of the product)

86

IT Systems SupportHR Dept Requirements

Request for Infrastructure

Approvals/$

Projectto Develop

Internal Focus Group

Completed System Interim Versions

to DevelopSales Staff Support

System

Focus Group Participants

Progress ReportsRecommendations/

Approvals

Internal Web Sales

TemplateDesigns

Design Group

SalesManagers

ContentRules

Scope (Context) Diagram(applied to project team charged with delivery of the product -(applied to project team charged with delivery of the product -continued)

87

The name of the software development project, usually appearing in the center of the graphic as a rounded-corner square

Software Development

Project

One rectangle for each class of individual (e.g., project sponsor) or organization (e.g., IT Department) that may interact with your

Any Individuals or Organizations

Interacting With Department) that may interact with your software development project team in developing the software product

One rectangle (with an extra line inside the top)

Interacting With Project Team

One rectangle (with an extra line inside the top) for each class of system (e.g., a course module library) that be used by the software development project team in developing the software product

Systems That Interact With Project

Team

p

One arrow for each major class of information h fl f f d lthat flows to or from software development

project team


How to define Scope?………

MODULE 8: SMART OBJECTIVES

Writing SMART ObjectivesWriting SMART Objectives90

S pecific

Objectives should be stated in terms that include some quantitative target for the end product.S pecific

M There should be some way of actually testing whether or not that stated target has been met.Measurable

A The desired objective must be one that is actually possible to achieve within the time and cost parameters provided.A ttainable

ac e e t t e t e a d cost pa a ete s p o ded

R The desired objective should relate directly to the organization's b siness needs and stated missionR elevantbusiness needs and stated mission.

T The boundaries for completion date of the desired objective should be either a specific date or time or an "offset" from the T ime-Bound

beginning of the project. (For example, must be completed within five months of project launch.)

MODULE 9: RISK MANAGEMENT ANDAND

PROJECT ASSUMPTIONS

Risk ManagementRisk Management

Project Management Institute (PMI) Definition:

92

Project Management Institute (PMI) Definition:

"an uncertain event or condition that, if it occurs, has

a positive or negative effect on a project objective”,a positive or negative effect on a project objective ,

requires that both opportunities and threats be

addressed to maximize/minimize these

advantages/disadvantages.

How to handle them:

Risks that may affect the project for better or worse

can be identified and organized into risk categories.

Risk categories should be well defined and shouldRisk categories should be well defined and should

reflect common sources of risk for the industry or

application area.


Ri k t i i l d th f ll i

93

Risk categories include the following:

• Technical, quality, or performance risks —such as reliance on unproven or complex technology, unrealistic performance goals, changes to the

h l d i d d d d i h jtechnology used or to industry standards during the project

• Project-management risks —such as poor allocation of time and resources, inadequate quality of the project plan, poor use of project , q q y p j p , p p jmanagement disciplines

• Organizational risks —such as cost, time, and scope objectives that are internally inconsistent, lack of prioritization of projects, inadequacy or y , p p j , q yinterruption of funding, and resource conflicts with other projects in the organization

• External risks —such as shifting legal or regulatory environment, labor External risks such as shifting legal or regulatory environment, labor issues, changing owner priorities, country risk, and weather. Force majeure risks such as earthquakes, floods, and civil unrest generally require disaster recovery actions rather than risk management.

Risk ManagementRisk Management94

A risk breakdown structure (RBS) provides a hierarchical way to organize risks, proceeding from an overview of risks associated with an entire project to general categories and individual risks. The method, developed by Project Management Professional Solutions Ltd. Director of Consultancy David Hillson, mirrors the work breakdown structure.

As part of this first step in the risk management process, an organization might specify the methods used to actually identify risks. For example, brainstorming sessions might identify "communication" problems under "management risk while financial models might evaluate "financial" uncertainties under "commercial risk.''

In the next steps, specific risks are identified within each of the named categories along with some ranking of their severity and strategies for managing those risks. As these strategies are successfully mapped, project managers gain a better understanding of the levels of risk prevalent within alt areas of a project, and they're able to work systematically to reduce those risks.

Source: D.A. Hillson's "The Risk Breakdown Structure as an Aid to Effective Risk Management," presented in June at the PMI Europe 2002 Conference, Cannes, France.


A i k b kd t t (RBS)

95

A risk breakdown structure (RBS)


Risk Identification WorksheetRisk Identification WorksheetEnter risk scenario (how an event could jeopardize project outcome).Rate probability, impact, and degree of control using

Scenario:

Probability Impact Control Index

Risk Identification WorksheetRisk Identification Worksheet

Rate probability, impact, and degree of control using rating scale of:

1 = Low2 = Medium3 = High


Financial Impact:

Action to be Taken: Ignore Eliminate ManagegCompute risk index using formula:

Mitigations:

Contingencies:

Probability * ImpactControlRisk Index =

If possible, enter financial impact.Determine actions to take:

Ignore (do nothing)Eliminate (sidestep)

Manager of This Risk:

Eliminate (sidestep)Manage

For managed risks, indicate mitigations and contingencies and assign risk manager.L ti t k th

Date:Actions Taken

Action:

Log actions taken as they occur.

Risk Managementg

Giving Risks Priorities97

Risk ID Risk Scenario Probability Impact Control IndexRisk Priority Worksheet

Maintain inventory of all risks identified—updating probabilities, impacts, and controls if changes occur.Giving Risks Priorities

Risk ID Risk Scenario Probability Impact Control Index1 Key stakeholders unavailable during project definition phase 2 3 2 32 Vendors late in delivering required software for security system 2 2 1 43 Loss of key team member in middle of project 1 3 2 1.54 Power failure due to seasonal storms 1 3 1 3

5 Final regulations controlling administration of new system late 2 3 1 66 Scope changes require additional tasks and resources 2 3 2 3

Focus attention on the risks with the highest indices!!!

Risk ID Risk Scenario Probability Impact Control Index5 Final regulations controlling administration of new system late 2 3 1 62 Vendors late in delivering required software for security system 2 2 1 4

Risk Priority Worksheet

1 Key stakeholders unavailable during project definition phase 2 3 2 34 Power failure due to seasonal storms 1 3 1 3

6 Scope changes require additional tasks and resources 2 3 2 33 Loss of key team member in middle of project* 1 3 2 1.5

Your Turn: Project Risk Scenariosj

Risk Identification Worksheet

98

1. Individually identify and jot down four possible risk scenarios this

Scenario:


Risk Identification Worksheet

project might face.

2. Share these within your group and create a Risk Priority


Financial Impact:

Action to be Taken: Ignore Eliminate Manage

Worksheet of your pooled risks.

3. Score the risks.

4 For the top two brainstorm at

Mitigations:

Contingencies:4. For the top two, brainstorm at least one mitigation and one contingency.

5 Use the Risk IdentificationManager of This Risk:

5. Use the Risk Identification Worksheet as a guide, but you do not need to complete one for this exercise.

Date:Actions Taken

Action:

Project Assumptions PCMProject Assumptions

H d PCM d fi f l d h dl A i ‘?

C

99

How does PCM define, formulate and handle ‚Assumptions‘?

A ti D fi itiAssumption Definition:

Conditions/factors that must exist/are important if the program/project is to succeed but which are not under theprogram/project is to succeed, but which are not under the direct control of the project, because they do not have e.g. :

• a mandate for it and or

• did choose not to control it and or

• are outside the projects intervention.• are outside the projects intervention.

Project AssumptionsProject Assumptions100

Risk Project Management Institute (PMI) Definition:

Assumption PCM Definition:

"an uncertain event or condition

that, if it occurs, has a positive or

Conditions/factors that must exist/are important if the program/project is to succeed,, , p

negative effect on a project

objective”, requires that both

program/project is to succeed, but which are not under the direct control of the project, because they do not have e.g. :

opportunities and threats be

addressed to maximize/minimize

y g

• a mandate for it and or

• did choose not to control it and these advantages/disadvantages. or

• are outside the projects interventionintervention.

Project Assumptions PCMProject Assumptions

Wh fi d d h d A i ?

C

101

Where to find and how to word Assumptions?

• Assumptions can be derived from a variety of analytical tools, such Stakeholder Analysis Problem/Objective Tree Analysis ofsuch Stakeholder Analysis, Problem/Objective Tree, Analysis of Alternatives, SWOT, just to name a few.

• Assumptions will be worded as positive conditions (i.e. like p p (‘Results/Outputs’).

• Assumptions will be weighted according to their importance and probability

• One uses the IF-AND-THEN logic, to make sure that the Assumption is on the right level: e g IF an Activity is done ANDAssumption is on the right level: e.g. IF an Activity is done AND the Assumption comes true, THEN the Result/Output will be achieved.

Project Assumptions PCMProject Assumptions C

102

Project AssumptionsProject Assumptions

A ti ti d

103

Assumptions, continued

There might be quite a number of potentially important Assumptions, which we have to make about any Result/Output or even Activity and it is neither useful nor possible to list them all. What is required is the specification of the most important Assumptions for each level of the hierarchy.

Generally, the significance of these Assumptions - i.e. the ability of the factor to affect achievement rises through the hierarchy Uncertainty will rise at the ‘Result/Output’ toachievement - rises through the hierarchy. Uncertainty will rise at the Result/Output to ‘Goal/Purpose’ linkage level and will become very significant at the ‘Goal/Purpose’ to ‘Overall Goal’ linkage level. Uncertainty at this level is high, because the achievement of the ‘Overall Goal’ depends upon the achievement of one or more complementary inputs.

Some additional remarks

Avoid to many Assumptions in your LogFrame. Those that are important and can be ‘managed’ by the implementation team have to be at least monitored and they might even become additional Activities, which have to be carried out!which have to be carried out!

Sometimes planning teams have a tendency to 'shy-away' from stating Assumptions. Do not fall into that trap either! Even some manageable Assumptions might turn into Killer Assumptions if they are ignored!


Finding Risks/Assumptions using a PEST analysis104

Finding Risks/Assumptions using a PEST analysisIt is a tool that strategy consultants use to scan the external macro-environment in which an organisation or company operates. PEST is an acronym for the following factors:for the following factors:

Political factorsEconomic factorsEconomic factorsSocial factors, andTechnological factors.

PEST factors play an important role in the value creation opportunities of a strategy. However they are usually beyond the control of the corporation and must normally be considered as either threats or opportunities Remember macronormally be considered as either threats or opportunities. Remember macro-economical factors can differ per continent, country or even region, so normally a PEST analysis should be performed per country. In the table on the following page you find examples of each of these factors.y p


Example PEST matrix105

Example PEST matrixPolitical (incl. Legal)

factors Economic

factors Social factors

Technological factors

Environmental regulations and protection Economic growth Income distribution Government research

spendingand protection g spending

Tax policies Interest rates & monetary policies

Demographics, Population growth rates, Age distribution

Industry focus on technological effort

International trade regulations and Government Labour/ social mobility New inventions and regulations and restrictions spending Labour/ social mobility development

Contract enforcement lawConsumer protection

Unemployment policy Lifestyle changes Rate of technology

transfer

Employment laws TaxationWork/career and leisure attitudes

Life cycle and speed of technologicalEmployment laws Taxation leisure attitudes

Entrepreneurial spirit technological obsolescence

Government organization and attitude Exchange rates Education Energy use and costs

Competition regulation Inflation rates Fashion, hypes(Changes in) Information p g , ypTechnology

Political Stability Stage of the business cycle

Health consciousness & welfare, feelings on safety

(Changes in) Internet

Safety regulations Consumer Living conditions (Changes in) Mobile Safety regulations confidence Living conditions Technology


Oth f t ‘ th t b i l d d

106

Internal factors External factors

Other ‚factors‘ that can be included…

o Designo Procedures + decision makingo Financeso Physical structure

o Government policyo Economic backgroundo Social background

Framework for external M+E ofo Physical structureo Organizational structureo Manpowero Information system

o Framework for external M+E of performance

Sustainability factorsyo Vision, Mission, Mandate

o Policy supporto Appropriate technologyo Institutional and management capacityg p yo Economic and financial viabilityo Socio-cultural and gender issueso Environmental protection

Project AssumptionsProject Assumptions107

Almost every lesson includesthe reminder “Don’t Assume!!”

Turn that around and make it“Document Assumptions!”

Don’t expect others to read your mind.Capture as many assumptions as possible to include in your initial project charter.Don’t be surprised if others do not share all yourDon t be surprised if others do not share all your assumptions. This is the time to resolve differences—before the project is underway!


What are Risks and Assumptions and how to deal with them?

…………………

MODULE 10: THE PROJECTMODULE 10: THE PROJECT CHARTER

The Project CharterThe Project Charter

Th j h i h j ’ “li d b i ”

110

The project charter is the project’s “license to do business.”

It should come from someone outside the project itself withIt should come from someone outside the project itself with funding-access, resource-assignment, and decision-making authority sufficient to support the project.

This person is usually known as the project sponsor.

Why Have a Project Charter?Why Have a Project Charter?

P i l d i h h j d

111

Primary purpose: to get approval to proceed with the project and obtain sufficient approval for resources to move to the next phase of the project.

Communicate to stakeholders and other interested parties the i i d bj ti f th j tmission and objectives of the project.

Communicate to the project team what they are expected toCommunicate to the project team what they are expected to accomplish.

Project Charter ComponentsProject Charter Components

Project Mission112

Project Mission Project ScopeProject ObjectivesProject ObjectivesProject AssumptionsProject ConstraintsjMilestonesProject RisksStakeholdersSignature Page Granting Authority to ProceedIn some organizations, the project charter is an evolving document. Many of the components listed will change as the project moves into the project definition phase.

Your Turn: Starting the CharterYour Turn: Starting the Charter

List at least Three SMART Objectives

113

List at least Three SMART Objectives.

Project Assumptions List at least three Project Assumptions.

Project Constraints See Project Priority Matrix in Appendix. List any other constrain

P j PhProject PhasesIndicate the phases of the proposed project.

Milestones List major milestones for project identified so far. (Include at st ajo esto es o p oject de t ed so a ( c ude atleast five throughout the life of the project.)

Project Risks Attach Risk Identification Worksheets and Risk Priority

Stakeholders Attach Potential Stakeholders WorksheetAttach Potential Stakeholders Worksheet.

Signature Page Granting Authority to Proceed

Obtain signatures of Project Sponsor and Project Manager.

Project Sponsor Signature:Project Manager Signature:

The LogFrame, P j t C l M t T la Project Cycle Management Tool

114

Project Description

Objectively Verifiable

Indicators (OVI)

Means of Verification (MoV)

Assumptions

Overall Goal Why is it important for the country/society

Project Purpose What are the needs for the target group/beneficiaries

Outputs/Results

What will be the results

Activities What will the project do to achieve the results

Inputs Costs, etc

PCM

The LogFrame, what can it be used for?The LogFrame, what can it be used for?

It is an aid to logical thinking and an instrument by which a strategy

115

It is an aid to logical thinking and an instrument, by which a strategy,

product, program, project and implementation process may be

structured and described for planning and analytical purposesstructured and described for planning and analytical purposes.

It can be used as well for or be the basis for a M+E system or oven a

M t I f ti S t (MIS) O d fi ith itManagement Information System (MIS). One can define with it

services/products, budgets, breakdown of responsibilities and use it for

further operational planningfurther operational planning.

If prepared correctly, the LogFrame is a concise document, easy to use

and to apply, and eventually lessening the workload of those responsible

for the various phases of the project cycle. It serves as a ‘project

charter’!


What is the Project Charter?………………

MODULE 11: RESPONSIBILITIES ANDMODULE 11: RESPONSIBILITIES AND WORK BREAKDOWN STRUCTURES

Responsibility Matrix (RM)Responsibility Matrix (RM)

What is it?118

What is it?

A tool for clarifying organizational roles and responsibilities

Every organizational role is clear to members of the team and the coEvery organizational role is clear to members of the team and the co-operating partners!

Each work package has an clearly identified “owner” ,in order that no two groups think they are responsible for the same work package!groups think they are responsible for the same work package!

Why is it the RM important?

It promotes discussion and agreement about roles, responsibilities and organizational relationships!

It clarifies who is responsible for each work package!It clarifies who is responsible for each work package!

It is the source of information for preparing the master summary schedule and CPM plan!

Responsibility Matrix (RM)Responsibility Matrix (RM)119

Why is it the RM important?

It promotes discussion and agreement about roles, responsibilities and organizational relationships!

It l ifi h i ibl f h k k !It clarifies who is responsible for each work package!

It is the source of information for preparing the master summary schedule and CPM plansummary schedule and CPM plan


WBS P oject

Organizational unit, example

WBS element Owner Architect Government Contractor

Projectmanager

Plan A W C C C

Site A C W A

Code

Does workW =

Must be consultedC =

ApproveA = ApproveA =

Information onlyI =


How to do it…

Draw a matrix (grid)

List WBS elements down the left hand side columnList WBS elements down the left-hand side column

List organizational units along the top row

Use codes for level of involvement

Discuss and agree on rolesg

Assigning Responsibilities: R ibilit M t iResponsibility Matrix

C f f k d i d h j

122

Cross-reference of tasks and resources assigned to the project (RACI chart), another example.

Project Item Sponsor Project Manager Project Team Project OfficeProject Definition A A R IRisk Management A R R CDetailed Design A R R CWeekly Web Bulletin I R R I

etc.

R R iblR = Responsible

A = Accountable

C = Consulted

fI = Informed

Work Breakdown StructuresWork Breakdown Structures123

Breaking down the elephant…

Tail Legs Body Head

Work Breakdown StructuresWork Breakdown Structures

W k B kd S (WBS ) h l i h i i i

124

Work Breakdown Structures (WBSs) help organize the activities required to meet the objectives of the project.

Focus is on deliverables!

May be organized by:

phase of the projectcomponent


1 Step: List major activities

8 Steps to prepare a OP/WBS

1. Step: List major activities

2. Step: Break activities down into manageable tasks

3. Step: Clarify sequence and dependencies3. Step: Clarify sequence and dependencies

4. Step: Estimate start-up/time, duration and completion of Activities

5. Step: Summarize scheduling of major Activities5. Step: Summarize scheduling of major Activities

6. Step: Define milestones

7. Step: Define expertise/personnel requiredp p /p q

8. Step: Allocate tasks/responsibilities among the team


Ph B d WBS

126

Phase-Based WBS

Partial WBS for Software Project Based on Phase

Customer Relationship Management System

Planning

Project Management

Client Interviews

Requirements

Logical Design Logical Design

Design

etc.

Build

g

Reporting

Administration

Review of Current Workflows

Business ObjectivesProcess Models

Use Cases

g g

Process Models

Use Cases

g g

Meetings

Documentation Planning

Preliminary Test Planning


Use Cases

Logical Data Models

Use Cases

Physical Data Models

Training Requirements


C B d WBS

127

Partial WBS for Luxury Townhouse Complex by ComponentComponent-Based WBS

IYHTAYCAI* Village Project(*If you have to ask, you can't affort it)

Planning

Project Management

Townhouse Units

Buildings

Water and Sewers

Land Planning

Advertising

Sales and Marketing

Reporting

Administration

M ti

Clubhouse

Gatehouses

P Sh

Roads and Access Lanes

Retention Ponds

18 H l G lf C

Association Declarations

General Legal

Meetings


Pro Shop


Maintenance Staffing Requirements

18-Hole Golf Course

Permits and Inspections

Permits and Inspections


Project Management - Level 2

Level 3 Level 4

Project Start and Finish Contract AwardComplete Project

Project Management WBS element

Meetings and Reviews

Kick-off meetingMonthly/Quarterly Project ReviewsCorporate ReviewsIn-Process ReviewClose-out MeetingAction Item Tracking System

WBS element decomposition, example

ReportsMonthly Progress ReportAnnual ReportBudget/Financial Status Report

Plans

Project CharterMaster ScheduleProject Plan (Current and Future Phases)Ri k M t d Oth PlRisk Management and Other PlansProject Financing and Budget

Controle

Schedule TrackingCost TrackingEarned Value ManagementVariance AnalysisCorrective ActionCorrective ActionWork-Arounds

AdministrativeProject Management OfficeSpace/RelocationCorrespondence Control System

P j SProcurement/Purchasing

Project Support Subcontract ManagementContract Management

Work PackagesWork Packages

L l l f WBS i ll d W k P k if f h

129

Lowest level of WBS is called a Work Package, if further deconstruction into activities is possible.

May be assigned as a subprojectMay be subordinated into WBS structure for estimating purposes

A ti iti t thi l l b th b i f ti d d tiActivities at this level become the basis for time and duration estimates.

Work PackagesShould the WP be decomposed further?

Y /N I th d t i th f t d d ti ti t ?

130

Yes/No Is there need to improve the accuracy of costs and duration estimates?

Is there more than one individual responsible for the work contents?

Is there a need to cost-out activities internal to the WP?

Is there a need to know precisely the timing of activities internal to the WP?

Are there any dependencies between the internal activities and or other WP‘s?

Are there any significant time breaks in the execution of the work processes internal to the work elements?

Do resource requirements within the WP change over time?

D th i it diff th i t l d li bl ithi th k l t?Do the pre-requisites differ among the internal deliverables within the work element?

Are there any acceptance criteria applicable before completion of the entire WP?

Can a portion of the work to be performed within the WP be scheduled as a unit?

Are there any specific risks that require focussed attention to a portion of the WP. requiring further division to separate them?

Is the WP understood clearly and completely to the satisfaction of various stakeholders?

The Master Summary Schedule (MSS)The Master Summary Schedule (MSS)

What is it?131

What is it?

A schedule of summary activities (lif l b h d l )(life-cycle sub-phases and process elements)

Combination of WBS and process structureIt d ib k l t ( bj t ) d tiIt describes work elements (objects) and actions

It is written in nouns and verbs

Why is it important?

For CPM planning: It will disaggregate summary ti iti i t ti iti f CPMactivities into activities for CPM

It is useful for reporting to senior management

The Master Summary Schedule (MSS)The Master Summary Schedule (MSS)

How does a MSS looks like?132

WEEKSCODE RESP.

From WBS

How does a MSS looks like?

Summary

Plan (A)

Site (C)

4 8 12 16 20 24

Prepare

Prepare

From WBS

10

20Activities

( )

Foundation (C)

Frame (C)

Roof (SC)

Construct

Construct

30

40

50 Roof (SC)

Systems (SC)Plumbing (P)Electrical (E)Telephone (T)

Construct

Construct

I t ll

50

60

Project mgt (PM) Install70

Continuous activity

The Master Summary Schedule (MSS)The Master Summary Schedule (MSS)133

Convert WBS into outline and use as labels for left axis

How to prepare the MSS

Use unit of time for control period along horizontal axis and draw timeline

Use terminology from process structure whenever possible to name summary activities

Identify assign duration (time) draw label and code summaryIdentify, assign duration (time), draw, label and code summary activities (process sub-phases and process elements) for each work package.

SummarySummary

F k f l i b d t

134

WBS Work breakdown structure

MSS M t h d l

Framework for planning budgets, schedules and control systems

MSS Master summary schedule

RM Responsibility matrix

Draft overall schedule

Clarify roles and responsibilitiesRM Responsibility matrix Clarify roles and responsibilities

Next step:Next step:

Detailed planning and scheduling and assigning resources at the activity levelthe activity level

Sources of Project Activities: BrainstormingSources of Project Activities: Brainstorming135

More Sources of Project Activities: UsingTemplates

136

Don’t reinvent the wheel!

As you get more projects underAs you get more projects underyour belt, work with other project teams to develop templates for WBS’s to use as a starting point.

Remember, no two projects are ever exactly alike (remember the “unique” in the definition of a project)! The template should be a starting point—to be tailored to the specific needs of the current g p pproject.

Even with the time spent in tailoring, templates can be enormousEven with the time spent in tailoring, templates can be enormous time-savers.


What is a RM and a WBS and how to manage them?

………………...

MODULE 12: PROJECT SCHEDULING

Project SchedulingProject Scheduling139

The Program (or Project) Evaluation and Review Technique,

commonly abbreviated PERT, is a model for project management

designed to analyze and represent the tasks involved in completing a

given project.

Project SchedulingProject Scheduling

PERT i

140

PERT an overview

PERT is a method to analyze the involved tasks in completing a given project, especially the time needed to complete each task and identifying the minimum time needed to complete the totalneeded to complete each task and identifying the minimum time needed to complete the total project.

PERT was developed primarily to simplify the planning and scheduling of large and complex j t It bl t i t t i t b ki it ibl t h d l j t hilprojects. It was able to incorporate uncertainty by making it possible to schedule a project while

not knowing precisely the details and durations of all the activities. It is more of an event-oriented technique rather than start- and completion-oriented and it is used more in R&D-type projects where time, rather than cost, is the major factor.p ojects e e t e, at e t a cost, s t e ajo acto

This project model was the first of its kind, a revival for scientific management, founded in Fordism and Taylorism. Only DuPont corporation's critical path method was invented at roughly th ti PERTthe same time as PERT.

The most recognizable feature of PERT is the "PERT Networks", a chart of interconnecting timelines. PERT is intended for very large-scale, one-time, complex, non-routine projects.y g , , p , p j


C ti

141

Conventions

A PERT chart is a tool that facilitates decision making; The first draft of a PERT chart will number its events sequentially in 10s (10 20 30 etc ) to allow the laterchart will number its events sequentially in 10s (10, 20, 30, etc.) to allow the later insertion of additional events.

Two consecutive events in a PERT chart are linked by activities which areTwo consecutive events in a PERT chart are linked by activities, which are conventionally represented as arrows in the diagram above.

The events are presented in a logical sequence and no activity can commence untilThe events are presented in a logical sequence and no activity can commence until its immediately preceding event is completed.

The planner decides which milestones should be PERT events and also decidesThe planner decides which milestones should be PERT events and also decides their “proper” sequence.

A PERT chart may have multiple pages with many sub-tasks.y p p g y


Terminology

142

Terminology

A PERT event: is a point that marks the start or completion of one or more tasks. It consumes no time and uses no resources. It marks the completion of one or more tasks and is not “reached” until all of the activities leading to that event have beentasks and is not reached until all of the activities leading to that event have been completed.

A predecessor event: an event (or events) that immediately precedes some other event without any other events intervening It may be the consequence of more thanevent without any other events intervening. It may be the consequence of more than one activity.

A successor event: an event (or events) that immediately follows some other event ith t th t i t i It b th f thwithout any other events intervening. It may be the consequence of more than one

activity.

A PERT activity: is the actual performance of a task. It consumes time, it requires resources and it can be understood as representing the time, effort, and resources required to move from one event to another. A PERT activity cannot be completed until the event preceding it has occurred.


Terminology

143

Terminology

Optimistic time (O): the minimum possible time required to accomplish a task assuming everything proceeds better than is normally expectedtask, assuming everything proceeds better than is normally expected

Pessimistic time (P): the maximum possible time required to accomplish a task, assuming everything goes wrong (but excluding major catastrophes).task, assuming everything goes wrong (but excluding major catastrophes).

Most likely time (M): the best estimate of the time required to accomplish a task, assuming everything proceeds as normal.a task, assuming everything proceeds as normal.

Expected time (TE): the best estimate of the time required to accomplish a task, assuming everything proceeds as normal (the implication being that , g y g p ( p gthe expected time is the average time the task would require if the task were repeated on a number of occasions over an extended period of time).

TE = (O + 4M + P) ÷ 6


Critical Path: the longest possible continuous pathway taken from the initial event to the terminal event. It determines the total calendar time required for the project; and, therefore, any time delays along the critical path will d l th hi f th t i l t b t l t th tdelay the reaching of the terminal event by at least the same amount.

Critical Activity: An activity that has total float equal to zero. Activity with zero float does not mean it is on critical pathzero float does not mean it is on critical path.

Lead time : the time by which a predecessor event must be completed in order to allow sufficient time for the activities that must elapse before aorder to allow sufficient time for the activities that must elapse before a specific PERT event is reached to be completed.

Lag time: the earliest time by which a successor event can follow a specificLag time: the earliest time by which a successor event can follow a specific PERT event.


Slack: the slack of an event is a measure of the excess time and resources available in achieving this event. Positive slack(+) would indicate ahead of schedule; negative slack would indicate behind schedule; and zero slackschedule; negative slack would indicate behind schedule; and zero slack would indicate on schedule.

Fast tracking: performing more critical activities in parallel g p g p

Crashing critical path: Shortening duration of critical activities

Float or Slack is the amount of time that a task in a project network can be delayed without causing a delay - Subsequent tasks – (free float) or Project Completion – (total float)


I l ti PERT

146

Implementing PERT

The first step to scheduling the project is to determine the tasks that the project requires and the order in which they must be completed The orderproject requires and the order in which they must be completed. The order may be easy to record for some tasks (e.g.

When building a house the land must be graded before the foundation canWhen building a house, the land must be graded before the foundation can be laid) while difficult for others (There are two areas that need to be graded, but there are only enough bulldozers to do one).

Additionally, the time estimates usually reflect the normal, non-rushed time. Many times, the time required to execute the task can be reduced for an additional cost or a reduction in the quality.an additional cost or a reduction in the quality.


I thi l th t k l b l d th h S t k b dIn this example there are seven tasks, labeled a through g. Some tasks can be done concurrently (a & b) while others cannot be done until their predecessor task is complete (ccannot begin until a is complete). Additionally, each task has three time estimates: the optimistic time estimate (a), the most likely or normal time estimate (m), and the pessimistic ti ti t (b) Th t d ti (T ) i t d i th f l ( + 4 + b) /6time estimate (b). The expected time (TE) is computed using the formula (a + 4m + b) /6.


A G tt Ch t t d i Mi ft P j tA Gantt Chart created using Microsoft Project.

Note (1) the critical path is in red, (2) the slack is the black lines connect non-critical activities, (3) when using MSP, you must use the task ID when labeling predecessor activities, and (4) since S t d d S d t k d ( d ib d b ) b th G tt h tSaturday and Sunday are not work days (as described above) some bars on the Gantt chart are longer if they cut through a weekend.


Network Diagrams and Critical Path Analysis149

Once you’ve determined the activities for the project and estimated their durations, network diagrams are the next step for creating

Network Diagrams and Critical Path Analysis

their durations, network diagrams are the next step for creating the project schedule.

Th t tThere are two types:

1. Activity on Arrow (AOA) - nodes on the diagram connect1. Activity on Arrow (AOA) nodes on the diagram connect arrows and represent activities

2 A ti it N d (AON) d t ti iti th t2. Activity on Node (AON) - nodes represent activities that are connected by arrows showing the precedence of activities


N k Di E l A i i A (AOA)

150

Task Duration Predecessor(s)A 8 days -B 6 d 1

Network Diagram Example Activity on Arrow (AOA)

B 6 days 1C 3 days 1D 0 days 3E 12 days 4F 5 days 2F 5 days 2G 5 days 6H 5 days 7I 0 days 5,8

F (5d) H (5d)

A (8d)

B (6d)

E (12d)

F (5d) G (5d) H (5d) I (0d)

C (3d) D (0d)

Critical path is A-B-F-G-H-I, with total duration of 29 days.There is one non-critical path A-C-D-E-I, with total duration of 23 days.p C , 3 y

NOTE: Task A has no slack because it is on the critical path.


Task Duration Predecessor(s)A 8 days -B 6 days 1

Network Diagrams and Critical Path Analysis

B 6 days 1C 3 days 1D 0 days 3E 12 days 4F 5 days 2G 5 d 6G 5 days 6H 5 days 7I 0 days 5,8

Once again, the critical path is A-B-F-G-H-I, with total duration of 29 days.There is one non-critical path A-C-D-E-I, with total duration of 23 days.

NOTE: Task A has no slack because it is on the critical pathNOTE: Task A has no slack because it is on the critical path.

Your turn…Your turn…152


Networked Tasks

Rule #1: In forward pass, ES = latest EF of predecessorRule #2: In backward pass, LF = earliest LS of successorsRule #3: Task is CRITICAL if ES=LS and EF=LS (no Slack)Rule #4: Task is NON-CRITICAL if ES<>LS and Slack = LS – ES (or LF – EF)


How to manage Project Scheduling?………………

MODULE 13: CONTROLLING ANDMODULE 13: CONTROLLING AND MONITORING

Controlling and MonitoringControlling and Monitoring158

Controlling has two ‚meanings‘:

• Management Accounting• Management Accounting

and or a

• Steering and co-ordination concept

Monitoring is an ongoing analysis of project progress towards achieving

planned results with the purpose of improving management decision

making.


Definition of Management Accounting

According to the Chartered Institute of Management Accountants (CIMA) Management Accounting is:According to the Chartered Institute of Management Accountants (CIMA), Management Accounting is:

"the process of identification, measurement, accumulation, analysis,

preparation, interpretation and communication of information used by

management to plan, evaluate and control within an entity and to assure

appropriate use of and accountability for its resources”.


Management accounting also comprises the preparation of financial reports for non management groups such as shareholders, creditors, regulatory agencies and tax authorities" (CIMA Official Terminology)creditors, regulatory agencies and tax authorities (CIMA Official Terminology)

The aims of management accountancy are:

• Formulating strategies• Planning and constructing business activities

Helps in making decision• Helps in making decision• Optimal use of resources• Supporting financial reports preparation

S f di• Safeguarding assets


Steering and Co-ordination

Main task of controlling is to guard the e.g. economic efficiency of aMain task of controlling is to guard the e.g. economic efficiency of a company/an organization, but not to guarantee it!

Other tasks include: e gOther tasks include: e.g.

• designing and operating qualitative and quantitative steering instrumentsinstruments,

• the arrangement of control factors and variables, • the coordination of the flow information, • analysis and interpretation of results/findings andanalysis and interpretation of results/findings and • the assistance in the decision making process.


Definition of ‘Monitoring’ from the World Bank…

“A continuing function that uses systematic collection of data onA continuing function that uses systematic collection of data on

specified indicators to provide management and the main

t k h ld f i d l t i t ti ithstakeholders of an ongoing development intervention with

indications of the extent of progress and achievement of

objectives and progress in the use of allocated funds”


Monitoring is a continuous and or periodic surveillance of the achievements and its effects of project/program Objectives and Impacts observing the:

• Overall Goal

D l t G l• Development Goal

• Project Purpose

• External factors (Assumptions)

• Unplanned events

• Impacts and as well on the

• Physical implementation of the project deliverables

PCM


Monitoring, h i dwhat is covered……

PCM

Controlling and Monitoring PCMControlling and Monitoring

E g Impact Monitoring as part of the PCM concept

C

165

E.g. Impact Monitoring as part of the PCM concept

feed

back

QU

ALITY at EX

feedback

XIT in the 20000s


Be accrepo

The main objectives of rnin

g fro

m

erie

nce

ccountable and

position ourselvesThe main objectives of

Monitoring (+Evaluation)

Lear

expe

s

Build capacities

Making better informed decisions


Designing Control and Reporting Systems (Time, Cost, Resources and Scope (Performance and Quality)1. Design a management control and reporting1. Design a management control and reporting

system to:

(a) manage the project’s progress and adherence to plan interms of time, cost, resources and scope (performanceterms of time, cost, resources and scope (performanceand quality) (given an approved implementation plan);and

(b) control the project’s scope & design.( ) p j p g

2. Make appropriate changes in the current operationalplan and in the baseline plan.

Controlling and MonitoringControlling and Monitoring

Principles of Project Control Cargo Ship Analogy168

Principles of Project Control - Cargo Ship Analogy

DestinationCaptain questions

1 What is the plan?1. What is the plan?(What is our planned course?)

2. What are the actuals? (What is our present position?)

3. What are the variances? Why?(Are we on course or off course?)

4. What are the trends and how do they

Externalinfluence

yextrapolate to the future?

5. What actions are required?

Actual travel Position surveyed

Start of journey


Project Control (CPM picture)169

Project Control (CPM picture)

Baseline plan = Schedule + Budget + Resources + Scope

Approved at start of implementation

Used to set “course” and to assess progress

Current operation plan = result of day-to-day changes and decisions

Slightly g yahead ofschedule

Today lineToday line


P j t C t l (CPM i t )

170


Planned Budget to Week 4 $110

A t l C t t W k 4 $150Actual Cost to Week 4 $150

Difference ($ 40)




j l ( i )

171


Earned Value = Budgeted Value of Work Complete

Planned Budget to Week 4 $110 Earned Value $120

Actual Cost to Week 4 $150 Actual Cost $150

Difference ($ 40) Over Budget ($ 30)




Time (Schedule) Cost (Budget)

ProjectRectangleg

Scope (Performance and Quality ) = Work done that meets specifications

Resources

specifications


Set the control period for the frequency of updating

Project Control Process

Determine the level of detail at which control will be exercised

Control 4 key variablesy

time (schedule)

cost (budget)

resources (people, materials, equipment)

scope (performance & quality)Adjust the current operational plan and revise the baseline plan if necessary


Control of schedule is based on the activity plan

Controlling Schedule (Time)

Control of schedule is based on the activity plan.

How much work is completed relative to plan?

Measure progress at end of each control period. Count as complete only work that meets specifications! W k di tl t k di b h tWork directly on network diagram or bar chart.Pay special attention to activities on critical path.


Schedule: Key Questions 1 & 2175

Schedule: Key Questions 1 & 21) What are the actuals?

a) start dates?

b) finish dates of completed activities?b) finish dates of completed activities?

c) progress of incomplete activities?

d) anticipated completion of incomplete activities?) p p p

2) What was the plan?

a) t t d t ?a) start dates?

b) finish dates?

c) duration?c) duration?



3) What are the variances (ahead or behind)?Why was there a variance?


Why was there a variance?

a) planned start vs. actual start dates

b) planned finish vs. actual finish dates or anticipatedb) planned finish vs. actual finish dates or anticipatedcompletion

c) planned duration vs. actual or anticipated duration

4) Wh t th t d d h d th t l t t th4) What are the trends and how do they extrapolate to the future?

a) at the project level?a) at the project level?

b) at the subproject (component) level?

c) Are variances staying the same?


Controlling Schedule: Trend Graph177

Expected Total Durations

Controlling Schedule: Trend Graph

30

35in

Wee

ks

20

25

Du

rati

on i

10

15

Pro

ject

D

0

5

W 1 W 2 W 3 W 4 W 5 W 6 W 7 W 8 W 9 W 10 W 11 W 12 W 13 W 14 W 15 W 16 W 17 W 18

Pla

nn

ed P

Actual Weeks into Project

P


S h d l K Q i 4

178

Schedule: Key Question 4 (continued)

4) What are the trends and how do they extrapolate to the ) y pfuture?

d) Check the critical path

e) Predict the future

1. Anticipate likely start/finish dates

2. Estimate time to completion


Schedule: Key Question 5

179

Schedule: Key Question 5

5) What actions are required?5) What actions are required?

a) Act on information (Analyze the WHY!)

b) Make decisionsb) Make decisions

1. Modify current operational plan as needed

2 M dif b li l if2. Modify baseline plan if necessary


Schedule: Summary of the Process

1) Review the actual performance (work complete)

2) Compare to the planned schedule

3) Determine the schedule variance (gap)

4) Analyze trends and extrapolate to the future

a) Check the expected project completion date

b) Predict the future — Analyze why?5) Take action

a) Modify the current operational plan as required

b) Modify the baseline plan if necessary


C t lli S (P f d Q lit )

181

Controlling Scope (Performance and Quality)

Performance = work completed that meets or exceeds specifications. (Quality)

Performance is measured by determining if a scheduled activity is completecomplete.

Activities that do not meet specs are not complete.

It’s harder to assess performance for project with less tangible deliverables.

C l i i il h f h d lControl process is similar to that for schedule.


Measuring Performance: Percent Complete182

Measuring Performance: Percent CompletePercent complete is:

A S mma RatioA Summary Ratio

Built up from completed work of all components

Diffi l ( i ll f l ibl d li bl )Difficult to use (especially for less tangible deliverables)

and

Do not base percent complete on time and budget

(50% of time and 50% of budget is often not equal to 50% complete!)complete!)

Must actually measure progress (work accomplished)

Use Earned Value as a better measure of performanceUse Earned Value as a better measure of performance


C lli R

183

Resources are:

Controlling Resources

PeopleEquipmentMaterialsMaterialsFacilities

Th jThe project manager must:

Strive to hold functional managers to their commitments to provide required resourcesprovide required resourcesTrack the actual resources assigned to their projectCompare the actual resources with the resource plan


C lli C (B d )

184

Sound cost control begins with a realistic budget.

Controlling Cost (Budget)

Plan what needs to be done and then budget!Th d l b d t b d th t l !Then develop a budget based on that plan!It is a mistake to budget first and then try to make the project fit the budget without reducing scope!


Analyzing Cost (Budget): 5 Key Questions185

Analyzing Cost (Budget): 5 Key Questions

At the end of each control period ask:

1) Wh t th t l ?1) What are the actuals?What did we actually spend? (commitments treated as expended)

2) What is the plan (budget)?What did we plan to spend?

3) What are the variances? Why?How does planned cost compare with actual cost?

4) What are the trends and how do they extrapolate into the future?

5) What actions are required?5) What actions are required?


A l i C (B d )

186

Analyzing Cost (Budget)

Three ways to analyze expenditures:

Type of expenditure (labor, capital, materials)Organization (engineering operations)Organization (engineering, operations)Project component (activity, work package, subproject)

Computers can generate a variety of reports and combinations.


C A l i G h Th S C

187

Cost Analysis Graph: The S-Curve

Cumulative $

1101101009080

Plan and Budget

8070605050403020

Time1 2 3 4 5 6 7 8 9 10 11 12 13 14

2010


Money/Time: Earned Value188

Estimated TotalCost to CompleteCumulative $

TodayLine

Money/Time: Earned Value

11010090 Plan and Budget

{90807060

gActual Cost of Work Performed

O B d V i

{

60504030

Over Budget Variance$30

Earned Value

{302010

BehindScheduleVariance, 2 weeks

Earned Value(Budgeted Cost of Work Complete)

Time1 2 3 4 5 6 7 8 9 10 11 12 13 14


D fi i i f E d V l

189

Earned value integrates time performance and actual cost

Definitions of Earned Value

Earned value integrates time, performance, and actual cost information into one metric.

Definition 1: the budgeted value of work complete at a point in time.Definition 2: the value of the actual work completed pexpressed in terms of current budgeted dollars.

Overcomes problems with percent complete.Overcomes problems with percent complete.


Status: End of Week 4Schedule

Cross Hatchshows completion

Total Budget

Task A 50 60 50

Actual CostCost

Task BTask CTask DTOTAL

5010

0110

8010

0150

7010

5135O 0 50 35


Planned Budget, Actual Cost, and Earned Value by Week

Note: l d

Earned value for task B for Week 4 is 25 plus 10 from

PlannedBudget W1 W2 W3 W4 W5 W6 W7Task A 25 25Task B 25 25 20 Week 5 for a Total of 35.

And actual cost is 35 plus 10 from Week 5 for a

Task B 25 25 20Task C 10 TotalActualCost 30 30 45 45 150 Total of 45.Cost 30 30 45 45 150EarnedValue 25 25 35 35 120

= 30 30

overrun


Wh d f $30 f ?

192

Budget Actual Overrun

Where does overrun of $30 come from?

Task A, Weeks 1 + 2 $50 $60 $10T k B W k 3 4 $50 $80 $30

Budget Actual Overrun

Task B, Weeks 3 + 4 $50 $80 $30

=$40

less

Task B, $10 of Week 5Task B, $10 of Week 5 completed ahead of schedule in Week 4 - $10

= $30= $30


Cumulative Note:

Earned Value Calculation

Total Budget

T k A 50 60 50

Cumulative Budget

W4ActualCost

EarnedValue

50

Note:

Actual Cost is 150 whereas E d V lTask A

Task BTask C

505010

608010

507010

506010

Earned Value is 120.

Task DTOTAL

0110

0150

5135

0120

Variance=40 Variance=30Variance=40 Variance=30


Actual expenditure (Cost of work performed to date) = $150194

Cash flow:

Actual expenditure (Cost of work performed to date) = $150

Actual expenditure $150

Planned expenditure $110

Variance (cash flow overrun) +$40Variance (cash flow overrun) +$40

Budget:

Cost of work performed to date: $150

Earned value: budgeted value of work

performed to date: $120

V i (b d t ) +$30Variance (budget overrun) +$30

$30$120

= 25% Over


Example: Estimated Cost to Completion195

Cost of remaining work exceeds plan:

Example: Estimated Cost to Completion

Variance as percent of actual: 30/150 = 25%

Actual = $150

E d l t d t $120Earned value to date: = $120

Variance, 25% = +$30

Original total budget is $135 minus earned value of $120 equals $15 to complete.

Adjusted cost to complete: $15 plus 25% = ($15 + $3.75 ) = $18.75 + $150 = $168.75

Note: The project will end over budget

Final cost = Original Budget + Variance to date + Cost to complete


Actual $ vs Budget $ (rate of spending)

Comparisons

Actual $ vs. Budget $ (rate of spending)Actual work in place vs. Planned work in place (performance and schedule progress)Actual $ vs. Earned Value (cost/schedule/performance)Estimated cost to complete vs. Original budget (forecasted total budget)total budget)Estimated time to complete vs. Original schedule (forecasted schedule)


Estimating Cost to Completion197

What is the cost to complete Task G?

1. Planned budgeted cost

Estimating Cost to Completion

1. Planned budgeted costOriginal budgeted cost: 1 unit of cost / unit of workEstimated cost to complete:

2 units of work x 1 unit of cost = 2 cost units

2. Most recent costLast cost for 2 units: 4.1Estimated cost to complete next two units at same rate:Estimated cost to complete next two units at same rate:

4.1 cost units

3. Average costFi t 2 it 3 9 (A (3 9 4 1) / 4 2 it)First 2 units: 3.9 (Average = (3.9 + 4.1) / 4 = 2 per unit)Next 2 units: 4.1Estimated cost to complete:

2 units of work x average cost per unit =2 units of work x average cost per unit =2 units of work x 2 units of cost = 4 cost units


Estimating Cost to Completion Trend Analysis ( ti d)

198

4. Trend analysis

Week 1 Cost for G: 3 9 units

Estimating Cost to Completion Trend Analysis (continued)

Week 1 Cost for G: 3.9 units

Week 2 Cost for G: 4.1 units

Increase Week 1 to 2: 0.2 units

(5% increase Week 1 to 2 in cost per 2 units of G)

Week 3 Cost for G: Week 2 cost plus 5%

= 4.1 units + 0.2 = 4.3 units


Estimating the Total Cost for Task G199

Estimated Cost to Completion + Actual to DateE ti t d T t l C t t C l ti

Estimating the Total Cost for Task G

= Estimated Total Cost at Completion

Our assumptions about cost to completion affect our estimate of total cost atcompletionp

MostRecent Cost

AverageCost

TrendCost

OriginalEstimateCost

8.0 8.0 8.08.0

4 1 4 34 0 2.0

Actual

E t C 4.1 4.34.0 2.0

12.1 12.0 12.3 10.0

Actual to Date 3 9 + 4 1 = 8

Est. Com.

Actual to Date 3.9 + 4.1 = 8


Anticipating Control Challenges200

Anticipating Control Challenges

Control problems (challenges) result from:

Budgeting first and planning second

Poor initial planning

Everyday challenges of project management in a changing environment

Predictable types of control problems (challenges):Predictable types of control problems (challenges):

Cost

ProgressProgress

Plan

AdministrationAdministration


Cost-Related Control Challenges

1. Accounting systems not project-oriented!

2. Delays in getting information!

3. Commitments not tracked!

4. Down payments not accounted for!4. Down payments not accounted for!


P R l d C l Ch ll

202

Progress-Related Control Challenges

Assessing progress is easier for some projects than others:

How tangible are the activities?

How easy is it to determine if quality standards are met?

How can incomplete work be measured?

50/50 rule!

Percent complete!

Rework can be an issueRework can be an issue


P R l d C l Ch ll

203

Progress-Related Control Challenges (continued)

Changes in scope (crawl)

Baseline plan (definition)

Three views of the baseline planp

Concrete plan

Rubber planRubber plan

Rational plan

Reasons for changing the baseline plang g p

a change in scope of project

a change in the environmenta change in the environment


d i i i

204

Administrative Issues

Avoid too much detail!

Focus on the future, not the past !

Manage, don’t monitor!Manage, don t monitor!

Pay attention to early warnings!

T k h i th M it i fl ti t d iTrack changes in the economy: Monitor inflation rates and price

escalation!


Causes of Cost Overruns and Schedule Slips205

Causes of Cost Overruns and Schedule Slips

Bad estimates

InflationInflation

Delayed management decisions

Poor management controlPoor management control

Changes in design (scope)

Shortage of planned resourcesg p

Force Majeure (war, riot, revolution, disaster)

Problems with suppliers

Changes in environment

Underestimate of risks


S P i i l

206

Summary: Principles

The Project Manager is like the captain of a ship.

PM must manage (not only monitor) the project rectangle:

time (schedule)( )cost (budget)resources

( f d lit )scope (performance and quality)

The control period determines how often the project’s status is dassessed.

Earned value integrates time, cost and performance.


S 5 K Q ti

207

Summary: 5 Key Questions

Key questions concerning time, cost, resources and quality of performance (scope):(scope):

1. What are the actuals?

2. What is the plan?

3. What are the variances? Why?

4. What are the trends and how do they extrapolate into the future?

5. What actions are required?q


Summary: Types of Plans

Current operational plan

Day-to-day plan

Adjusted regularly

Goal is to match baseline plan

Baseline planBaseline plan

Approved project plan

Approaches to revisionApproaches to revision• concrete• rubber• rational


Summary: Think Ahead!209

Summary: Think Ahead!

The project manager must constantly be thinking ahead and actively managing:actively managing:

Time to completionCost to completionCost at completionQuality of performance to specifications (scope)Quality of performance to specifications (scope)


Controlling and Monitoring how and what to do?………………

MODULE 14: PROJECTMODULE 14: PROJECT MANAGEMENT SOFTWARE

A Word About Software & other Tools212

• Many people assume that project management is all about management software.

• That’s like saying that residential construction is all about hammers!

• Such tools will often make your work ysimpler and handle complex calculations with ease.

• However, without a solid ,understanding of PM concepts, the tools often provide an illusion of project control that does not exist.

• Learn the concepts, then the tool.

Project Management SoftwareProject Management Software213


Project management software is a term covering many types of software

(open source and commercial) , including: h d li• scheduling,

• cost control and • budget management, • resource allocation, • collaboration software, • communication, co u cat o ,• quality management and • documentation or administration systems,

hi h d t d l ith th l it f l j twhich are used to deal with the complexity of large projects.

Link to open source project management software http://www.project-open.org

Project Management SoftwareProject Management Software

T k f j f

215

Tasks of project management software

Scheduling

One of the most common tasks is to schedule a series of events, and the complexity of this task can vary considerably depending on how p y y y p gthe tool is used. Some common challenges include:

• Events which depend on one another in different ways or dependenciesEvents which depend on one another in different ways or dependencies• Scheduling people to work on, and resources required by, the various

tasks commonly termed resource scheduling• Dealing with uncertainties in the estimates of the duration of each taskg• Arranging tasks to meet various deadlines• Juggling multiple projects simultaneously to meet a variety of

requirementsq



Calculating critical pathCalculating critical path

In many complex schedules, there will be a critical path, or series of events that depend on each other and whose durations directlyof events that depend on each other, and whose durations directly determine the length of the whole project (see also critical chain).

f li i (f l dSome software applications (for example, Dependency Structure Matrix solutions) can highlight these tasks, which are often a good candidate for any optimization effort.

Project Management SoftwareProject Management Software

T k f j f

217


Providing information

Project planning software needs to provide a lot of information to various people, to justify the time spent using it. Typical p p , j y p g yprequirements might include:

• Tasks lists for people, and allocation schedules for resourcesTasks lists for people, and allocation schedules for resources• Overview information on how long tasks will take to complete• Early warning of any risks to the project• Information on workload, for planning holidays, p g y• Evidence• Historical information on how projects have progressed, and in

particular, how actual and planned performance are relatedp p p


Approaches to project management software

• DesktopDesktop• Web-based• Personal• Single UserSingle User• Collaborative• Integrated• Non specialized• Non specialized


Project Management Software, what is it good for?………………

MODULE 15: PROJECT CLOSE

You’ve already seen the value of this!You ve already seen the value of this!

POST PROJECT REVIEW221

POST-PROJECT REVIEWProject Name:

Overall Evaluation of the Project What was the overall mission of the project? Provide a short description based on your understanding of the project.p j p y g p j

All in all would you say that the project was successful? Why or why not?All in all would you say that the project was successful? Why or why not?

How close was the project to meeting its scheduled completion date?How close was the project to meeting its scheduled completion date?

How close was the project to being completed within budget?

Did the project meet its final stated objectives? Why or why not?

Post-Project Review (continued)Post Project Review (continued)

Project Management Issues

222

j gDid the project have a sponsor? If so, what was his or her role during the project?

Wh t t l d t h i d i l i d t ki th j t?What tools and techniques were used in planning and tracking the project?

Did the scope of the project change after the project was underway? If so, what was the overall impact of the change of scope? How were changes approved?

How was project status communicated during the course of the project?How was project status communicated during the course of the project?

How were risks managed for the project? Were they identified ahead of time? Did any unforeseen occurrerences hinder the progress of the project?p g p j

At the end of the project, was there a formal lessons-learned process or any sort of review similar to the one used here?

Post-Project Review (continued)j ( )

Collaboration and Team Issues

223

Collaboration and Team IssuesHow effective was the overall leadership of the project? Did the project manager have the resources and support required to be as effective as she or he could be?

In general, how well did the team members collaborate? Why was this so?

Did team members work together in a single physical area or were they physically separated?Did team members work together in a single physical area or were they physically separated?

What were the primary modes of team communication? Which ones worked best? Which ones worked least well?

Were all team members available at the times they were needed for project work or status meetings? What impact did this have on the project?

Were all stakeholders and subject matter experts available to answer questions when needed? What impact did this have on the project?

Post-Project Review (continued)Post Project Review (continued)

Technology and Knowledge Management Issues

224

gy g gHow did technology help (or hinder) the progress of the project?

Were any new technologiy tools introduced for this project?

Was any kind of project management software, such as Microsoft Project, used for the project? What are the ways it was used (for example, scheduling, reporting, and cost reporting).

What other tools (word-processors, spreadsheets, presentation software, or diagramming tools) were used in the project?

Was the project team able to obtain adequate advice and technical support for the technology tools used in the project? How could it improve?

Are there any areas about which you would like to learn more in order to make you more effective in working on your next project?Are there any areas about which you would like to learn more in order to make you more effective in working on your next project? What resources are available for obtaining that knowledge or skill?

Participant Name:

Participant Signature:

Evaluation Date:

Stakeholders Report/CelebrationStakeholders Report/Celebration

C i t R lt225

Communicate Results

Pinpoint Successespo t Successes

Propose Maintenance/Corrective Measures if neededMeasures if needed

share contributing success factorspresent plans for corrective actionp p

“Sharpen the Saw” for the future Project Best PracticesProject Best Practices

Celebrate Successes!!!!


Project Close, how to mange it?………………

MODULE 16: PMI’S PROJECTMODULE 16: PMI S PROJECT MANAGEMENT MATURITY MODEL

Project Management Maturity Model (PMMM)Project Management Maturity Model (PMMM)

PMI d fi i t th “S t ti d t i d i t f

228

PMI defines process improvement as the “Systematic and sustained improvement of processes and thus the products they produce.”

The Five Levels of PMMM:

Level 1—Initial ProcessLevel 1—Initial ProcessProject management practices are ad hoc and inconsistent within organization.

Level 2—Repeatable ProcessProject management practices are commonly understood and followed but mostProject management practices are commonly understood and followed, but most knowledge is commonly understood rather than documented.

Level 3—Defined ProcessProject methodology usually in place, with written guidelines for project j gy y p g p jdeliverables and processes.

Level 4—Managed ProcessSystematic collection of project performance data to set baselines for

f lperformance goals.

Level 5—OptimizationProactive approach applying metrics and best practices to achieve highest level of project excellence.project excellence.

Rewards of PMMMRewards of PMMM229

The promise of continuous process improvement through

repeatable processes, benchmarking, and optimization.

To break the triple constraint and to be:

F t !! Ch !!Faster!! Cheaper!!

Gooder oops Better!!!Gooder.. oops, Better!!!


What is the PMMM?………………

MODULE 17: THE PROJECT TEAM

Team work and team work modelsTeam work and team work models232

Team work and team work modelsTeam work and team work models

Wh i ?

233

What is a team ?

‚group’ ‚team’

Term is derived from sociology Term is derived from psychology

Major task: (identifying) clearing relationships Major task: Problem solving

α - Ω hierarchy No hierarchy

Friendship Comrades (high degree of reliability)p (high degree of reliability)

Lots of emotions Few emotions


4 Stages of team development234

S 4

As below As below + High flexibility+ Appropriate leadership

4 Stages of team development

Stage 4Mature team

+ Appropriate leadership+ Maximum use of abilities+ Developing priorities+ Needs (incl. social) considered

Stage 3Consolidating team

As below + Methodological working+ Agreed procedures+ Established ground/basic rulesg /

Stage 2Experimenting team

Experimentation takes places. Risky issues are debated/discussed. Wider options are considered. Personal feelings are raised. Concern for others is shown.

Stage 1Undeveloped team

Feelings not dealt with. Workplace is for work only. Established lines prevail. Nobody ‘rocks the boat’. Poor listening. Weaknesses are covered up. Unclear objectives. Low involvement in planning. Bureaucracy. Boss makes most of the decisions.


S f h d l / h d

235

Belbin‘s team model

Some of the most common team models/approaches used

Patrick Lencioni, dysfunctional teamsMyers-Briggs Type Indicator (MBTI)


Description

236

Description

Based on the saying, «no one is perfect but a team can be», the Belbin method is a rational and rigorous tool that allows individuals and groups to reach their fulla rational and rigorous tool that allows individuals and groups to reach their full potential.

After identifying the roles of each individual, you increase the efficiency of the team by changing its composition or the way it works internally.y g g p y y

Objectives

To made a rapid diagnosis of the business, the team and the individual according to the Belbin method.

To enable each individual to develop and make full use of his potential within his p pworking team.

To encourage cohesion and communication and to promote team spirit.


Th B lbi th d i b d 3 ti i

237

• The self-perception form: determines the preferred roles, the roles that

The Belbin method is based on 3 questionnaires:

e se pe cept o o dete es t e p e e ed o es, t e o es t atcan be carried out and the roles to be avoided.

• The observers’ form: through appraisals by at least 4 observers, this g pp y ,questionnaire goes beyond the subjective nature of the self-perception report.

•• The job observation form: identifies the main personal characteristics required to fulfill the target role.


Inattention

Patrick Lencioni’s ‘approach to team work’

Inattention to

RESULTS

Avoidance of

Dysfunctional teams show typically the following elements in an ascending order and in different degrees of severeness. Avoidance of

ACCOUNTABILITY

Lack of With the help of a questionnaire and some guided group

COMMITMENT

Fear of CONFLICT

work/consultancy the team can determine the weak elements an then act accordingly.

CONFLICT

Absence of TRUST


The Myers-Briggs Type Indicator (MBTI) assessment is a psychometric

questionnaire designed to identify certain psychological differences according q g y p y g g

to the typological theories of Carl Gustav Jung.

Applications of the MBTIApplications of the MBTI

The indicator is frequently used in the areas of career counseling, pedagogy,

group dynamics, employee training, leadership training, life coaching,

executive coaching, marriage counseling, Workers' compensation claims and

personal development.


The 16 personality types of the Myers-Briggs Type Indicator® instrument are listed here as they are often shown in what is called a “type

Favorite world: Do you prefer to focus on the outer world or on your own inner

they are often shown in what is called a type table.”

world? This is called Extraversion (E) or Introversion (I).Information: Do you prefer to focus on the basic information you take in or do you prefer to interpret and add meaning? This is called Sensing (S) or Intuition (N).Decisions: When making decisions do you prefer to first look at logic andDecisions: When making decisions, do you prefer to first look at logic and consistency or first look at the people and special circumstances? This is called Thinking (T) or Feeling (F).Structure: In dealing with the outside world, do you prefer to get things decided or do you prefer to stay open to new information and options? This is called Judging (J) or Perceiving (P).Your Personality Type: When you decide on your preference in each category, you have your own personality type which can be expressed as a code with four lettershave your own personality type, which can be expressed as a code with four letters.

Your Turn: Using the questionnaire…Your Turn: Using the questionnaire…242

Use the provided questionnaire andquestionnaire and

evaluate your…

Moving up into ManagementMoving up into Management243

For employees who are promoted into management,

FATAL ASSUMPTIONS

Success as an individual contributor will translate into management success!promoted into management,

many anticipate new avenues for professional growth and leadership

translate into management success!

It's out of my control-someone else could and should fix this!growth and leadership.

But an increasing number of b th d

Being the expert is the most important factor for my credibility

managers - both new and experienced - report facing many obstacles when making

It’s the rational and logical approach or solution that counts!

a complete transition into management roles.

The people I manage are just like me in their thinking, expectations, priorities and goals!

Competent people do not need help!Competent people do not need help!

Project Structure and Organization…Project Structure and Organization…244

Organization is:

To Accomplish Objectives

Structuring

People jPeople

Project Structure and Organization…Project Structure and Organization…

Division of Laborol245

Specialization Functional processesLi t ffy

-Fa

yo

Line vs. staff

Scalar Processes

Theo

ry

Hierarchical structureChain of commandUnity of controlA th it d ibilitem

ent

Authority and responsibilitySpan of control

Organizational StructureMan

ag

Around objectives and activities, not individualsTable of organization (chart)Written position descriptionC

lass

ic

Written position descriptionC

Project Structure and Organization…Project Structure and Organization…246

Functional Organization

zati

ons

orga

niz

Projectized Organization

ypes

of

maj

or t

y

Matrix Organization

Thre

e

Project Structure and OrganizationProject Structure and Organization247

MatrixFunctional

Weak Matrix Balanced Matrix

Strong Matrix

Organization Type

Project Characteristics

Projectized

nd is

t

Project Manager’s Authority

Percent of j

— Limited Low to Moderate

Moderate to

High

High to Almost Total

ctur

e an

proj

ects

Project Personnel

Assigned Full-time to Project

Work

— 0-25% 25-50 % 50-85%

85-100%

nal s

tru

nce

on p

Common Titles for Project Manger’s

Project Manager’s Role

—

—

Part-Time Full-Time

Full-Time Full-Time

Project Manager

Project Manager/ Project

ManagerProject

Manageraniz

atio

infl

uen

Project Manger s Role

Project Management Administrative Staff Part-time — Part-Time Full-Time Full-time

g/ Project Officer

g /Project

Coordinator

Manager Manager

Org

a

Reference: Adapted from Project Management Body of Knowledge, Project Management Institute, 1996.


Team, Structure and Organization, what and why is it so important?

…………

MODULE 18: PROJECTMODULE 18: PROJECT COMMUNICATIONS

Communication Made Simple

The Two Floor Rule250

The Two-Floor Rule

Every stakeholder should receive information at just the right level of detail for them!

High-level managers won’t want to see all the gory details of the g g g yproject!

Your team members need to see a great deal more!Your team members need to see a great deal more!

If your level of reporting is appropriate, and one of your stakeholders steps into the elevator and asks about the status ofstakeholders steps into the elevator and asks about the status of the project, you should be able to brief him or her by the time the elevator stops two floors away!

Communication Plan251

Communication Format Frequency DistributionTeam Briefing Restricted Intranet Daily at 9:00 Team and stakeholders

with access to secure j t i fproject info area

Weekly Web Bulletin Internal Intranet Weekly Team, sponsor, senior management

Technical Incident Email Immediately after Webmaster, IT Report Incident DepartmentBudget and Schedule Detail

Spreadsheets and Detailed Gantt Chart

Bi-Weekly Sponsor, Senior Management

Accomplishments and Email and Intranet Weekly All internal stakeholderscco p s e ts a dSetbacks

a a d t a et ee y te a sta e o de s

Schedule Milestones Email and Intranet Weekly All internal stakeholders

Cost to Date Email and Intranet Weekly All internal stakeholdersCost-to-Date Milestones

Email and Intranet Weekly All internal stakeholders

Current Top 5 Risks Email and Intranet Weekly All internal stakeholders

Some Simple ToolsSome Simple Tools252

Accomplishments and Setbacks for Period Starting 2/9/04 – 2/15/04

Accomplishments for

Period Setbacks for Period

Some Simple Tools (continued)Some Simple Tools (continued)

253

Schedule Milestones as of 2/15/2004

ID Milestone Scheduled Actual VarianceID Milestone Scheduled Completion

Actual Completion

Variance in Days


254

Cost-to-Date Milestones as of 2/15/20042/15/2004

ID Milestone Scheduled Cost to Date

Actual Cost to Date

Cost-to-Date VarianceDate Date Variance


255

Top Five Risks as of 2/15/2004

Rank/Previous

Rank

Risk Status Activities This Period

Activities Planned for Next PeriodRank Next Period

And Don’t Forget…And Don t Forget…

Example of a Completed Priority Matrix for a Construction Project

256

Constraint 1 2 3 Measurement

TimeBuilding must be completed by October 31 of this year to accommodate corporate move

Example of a Completed Priority Matrix for a Construction Project

accommodate corporate move.

Cost Costs for the project must not exceed $22.5 million.+

Changes to either are significant!

Project Reporting to Top ManagementVi l f P j t St t R iVisuals for a Project Status ReviewInformation Requirements of Top Management

257

Information Requirements of Top Management

A Wh t i th j t b k d?Overview: Schedule & Cost-2P j t T 3A. What is the project background?

Project Appraisal-5

Project Terms-3Organization-4

Project Appraisal 5Major Milestones-6B. What does our “Customer” think?

Schedule Status-7R P f 8Resource Performance-8Value of Work Accomplished-9

C. What do our management systems say?

C C i i l P bl 10Current Critical Problems-10Anticipated Critical Problems-11

D. What are the critical problems?

Reporting…Reporting…

Overview258

S O N D J F M A M J J A S O N D J F M A

Overview

SCHEDULE:

COST:

P R O J E C T

University Computer LabUniversity Computer LabSchedule StatusCost StatusMeeting Date


T

259

Description

Terms…

Under signed contract (#123-4) with university to design, assemble, install and test hardware and software for university computer lab.

TTerms

Cost $811.0 K + Incentive Fee

545.3 K Direct Cost

105 6 K Indirect (Overhead)105.6 K Indirect (Overhead)

160.1 K Projected Profit

40.55 K I. F.* 5 percent of Budgeted Cost for

Performance Quality and Target DeliveryPerformance Quality and Target Delivery

( -1 percent per Week Late Delivery)

200.6 K Max Profit including Incentive Fee

*I. F. = Incentive Fee

Reporting…Reporting…260

B. BULB, FINANCIAL

J. BROWNPROJECT MANAGER

Project

Organization

J. RAPPS, MGT. SYS.

S. MATZ, MGR.SOFTWARESYSTEMS

R. RACE, MGR.DESIGN

E. SELLER, MGR.MARKETING F. FITS, MGR

ASSEMBLY

B. BLAT, MGR.INSTALLATION

R. WATTS, MGRTEST

O. CHECK, MGRQ.C.

R. CLEAN, DIR.UNIVERSITY

COMPUTER LABCustomer

S. ADAMSDEPUTY

DIRECTOR

J. JONNS, MGR.DEVELOPMENT

N. NESS, MGR.SYSTEMS

P. PETERS, MGR.APPLICATIONS


Major Milestones


Major Milestones

Start

Design review

Spec. (Final)

Start Procurement

Finish Test PartsAllParts available

Finish AssemblyFinish Assembly

Ship

Install

Test

Approval


S h d l

262

Remarks

Schedule Status


ScheduleStatus

Software Systems

Redesignof

Test equip.Design

P

ModemsDelayed

Procure-ment

Assembly

Installation

Q.C.

Test


Remarks

Resource Performance

J F M A M J J A S O N D

Resource Performance

Cost Overrun ($30K)

00)

1000

800

900

811841Target Cost

Projected Cost @ Comp. ($841K)

Dol

lars

(00 800

600

700

811

700680 Budget

Actual Cost

670 Earned Value

500

er

100

alen

t M

anpo

we

80

60

40

Planned

Equi

va

20

Actual


Current Problems264

TestingProblem: System test equipment fails to measure telecom output signals at the

required sensitivity

Current Problems

required sensitivity.Impact: Schedule may slip by two weeks because of redesign of test

equipment.Resolution: Review test criteria with customer with the objective of relaxing

specifications.Responsibility: J. Powers, Systems Engineer

Receiver AvailabilityReceiver Availability

Problem: Customer furnished modems are currently one week late. Impact: Item is critical and will cause day-by-day slippage

in end item delivery starting first of Septemberin end item delivery starting first of September.Resolution: Support receiver manufacturer with our engineer to solve interface

problems.Responsibility: F. Funk, Design Engineer


Anticipated Problem(s)265

Cost Overrun: Redesign of Test Equipment

Anticipated Problem(s)

Problem: Design changes are resulting in projected cost overrun of $30K

Impact: Loss of part of incentive fee

Resolution: Tighter configuration control and offset from expected under-run

from power protection equipment

Responsibility: J. Brown, Project Manager

Installation

Problem: Additional slippage in other projects will cause resource stacking problems within installationproblems within installation

Impact: Compound project slippage and possible loss of incentive fee

Resolution: Reschedule conflicting projects or acquire additional manpower

Responsibility: B Blat Director InstallationResponsibility: B. Blat, Director, Installation


What has to be communicated?………………

MODULE 19: ADDITIONAL INTERESTING INFORMATION

What makes a good Project Manager?What makes a good Project Manager?268

MethodologicalMethodological competency

Technical competency

Personality competency

Correct handling of a

task/job requires ...

The text book answer…

S i l tSocial competency

Motivation…Motivation…269

Who needs motivation?

26%

55%

Employees not engaged in their job

Employees actively disengaged in their jobs55%

19%

in their jobs

Employee engaged in their jobs

Source: Gallup Management Journal, 2001

Amazing Information…Amazing Information…

2 h i th ti d h f i f ti

270

2 hours is the average time per day managers search for information.50 % of the information has no value to the managers (IT managers were the least likely to feel the information they receive has value-despite spending the most time trying to find it.59 % of managers who say they miss out on information that might be valuable to them almost every day because it exists somewhere else in y ythe company-and they just can't find it. Part of the problem may lie in the way managers are gathering and storing all that information. Only 16% of respondents said they use a collaborative workplace toolOnly 16% of respondents said they use a collaborative workplace tool, such as their company's Intranet.

Source PMI 2007

The top 9 causes for project failureThe top 9 causes for project failure

Source PMI 2007

271

4,31 P i ti

Source PMI 2007

28,05,2

4,8

4,4,

1. Poor commuincation

2. Insufficient resource planning

3. Unrealistic schedules

6,74. Poor project requirements

5. Lack of stakeholder buy in

9,8

6. Undefined project success/clusre criteria

7. Unrealistic budgets

8. Insufficient or non risk planning18,0

13,2

8. Insufficient or non risk planning

9. Lack of control/change process

Project Management Concepts/ApproachesProject Management Concepts/Approaches

Prince 2272

Prince 2History

PRINCE2 i d i d f th li PRINCE j t t th d hi hPRINCE2 is derived from the earlier PRINCE project management method, which

was initially developed in 1989 by the Central Computer and Telecommunications

Agency (CCTA) as a UK Government standard for information systems (IT) project ge cy (CC ) as a U Go e e t sta da d o o at o syste s ( ) p oject

management; however, it soon became regularly applied outside the purely IT

environment.

PRINCE2 was released in 1996 as a generic project management method.

PRINCE2 has become increasingly popular and is now a de facto standard for

project management in the UK. Its use has spread beyond the UK to more than 50

other countries. The most current revision was released in 2009 by the Office of

Government Commerce.


Prince 2273

Prince 2

Description of the PRINCE2 method: The graphic below shows the processes involved in managing a PRINCE2 project and how they link with each other, creating the normal content of a PRINCE2 project.


Prince 2274

Prince 2

Total Quality Management (TQM)Total Quality Management (TQM)275

W. Edwards Deming made the ‘Shewhart’ cycle as a TQM model/tool popular:

Plan: Design or revise business process components to improve results

Do: Implement the plan and measure its performanceits performance

Check: Assess the measurements and report the results to decision makers

Act: Decide on changes needed to improve the process

Action Plan: Plan – Do- Check - ActAction Plan: Plan Do Check Act

U i th ‘Sh h t’ l t b ild A ti Pl

276

Action PlanAction Plan

Using the ‘Shewhart’ cycle to build an Action Plan

When should it be completed

To whom to report

Stage/Degree of Progress

With whom to cooperate/work together

Who will Plan, Do, Check, Act

ActivityNr.

P

When should it be completed

To whom to report

Stage/Degree of Progress

With whom to cooperate/work together

Who will Plan, Do, Check, Act

ActivityNr.

P

P

DAC

1

P

DAC

1

PDAC

2

PDAC

2

ACT

CHECK

PLANDO

APCD

P = Action Planned; D = Start of Action/Intervention/Do; C = Check if suitable/Control;

A = Act on Activity Achieved/Measure integrated or corrective action if not completed/achieved

Action Plans: PCM Operational PlanAction Plans: PCM Operational Plan

An example for an Operational Plan’ as it is used in PCM277

Plan of Operation for Project name: Monitoring symbols: Date prepared: Project number: Date adjusted:Partner organisation(s): By:

An example for an ‚Operational Plan as it is used in PCM

g ( ) yResult 0: Project management activities Time in quarters Resources required

ActivitiesObjectively Verifiable Indicators

Responsibilities 1/99 2/99 3/99 4/99 1/2000 2/2000 3/2000 4/2000 Man-power

Finances, partner

Finances, other Remarks

R lt 0 b t t l 0Result 0 sub-total 0

PCM

Some important definitionsSome important definitions278

strat·e·gystrat·e·gy (stràt¹e-jê) nounplural strat·e·gies1. a. The science and art of using all the forces of a nation to execute approved plans as effectively as possible during peace or war b The science and art of military command as applied to the overall planning and conduct of large scale combat operationswar. b. The science and art of military command as applied to the overall planning and conduct of large-scale combat operations.2. A plan of action resulting from strategy or intended to accomplish a specific goal. See synonyms at plan.3. The art or skill of using stratagems in endeavors such as politics and business.

[French stratégie, from Greek stratêgia, office of a general, from stratêgos, general. See stratagem.]

strategical - adjectivebehaving: tactical, strategicalcunning: tactical, strategical, deep-laid, well-plannedwarlike: operational, strategical, tactical[1]warlike: operational, strategical, tactical[1]

strat·a·gemstrat·a·gem (stràt¹e-jem) noun1. A military maneuver designed to deceive or surprise an enemy.2 A clever often underhand scheme for achieving an objective See synonyms at artifice2. A clever, often underhand scheme for achieving an objective. See synonyms at artifice.[Middle English, from Old French stratageme, from Old Italian stratagemma, from Latin stratêgêma, from Greek, from stratêgein, to be a general, from stratêgos, general : stratos, army + agein, to lead.]

Some important definitionsSome important definitions

plan

279

planplan (plàn) noun1. A scheme, program, or method worked out beforehand for the accomplishment of an objective: a plan of attack.2. A proposed or tentative project or course of action: had no plans for the evening.3. A systematic arrangement of important parts; an outline or a sketch: the plan of a story.4 A d i di d t l h i th t t t f thi4. A drawing or diagram made to scale showing the structure or arrangement of something.5. In perspective rendering, one of several imaginary planes perpendicular to the line of vision between the viewer and the object being depicted.

verbplanned, plan·ning, plans verb, transitive1. To formulate a scheme or program for the accomplishment, enactment, or attainment of: plan a campaign.2. To have as a specific aim or purpose; intend: They plan to buy a house.3. To draw or make a graphic representation of.verb, intransitiveverb, intransitiveTo make plans.

[French, alteration (influenced by plan, flat surface). See plain, of plant, ground plan, map (from planter, to plant, from Latin plantâre, from planta, sole of the foot).]

plan¹ner noun— plan¹ner noun

Synonyms: plan, blueprint, design, project, scheme, strategy. The central meaning shared by these nouns is “a method or program in accordance with which something is to be done or accomplished”: has no vacation plans; a blueprint for the reorganization of the company; social conventions that are a product of human design; an urban-renewal project; a new scheme for power conservation; a strategy for capturing a major market share.

Strategies…Strategies…280

How to do the Analysis of Alternatives/Strategies

Step 1 Identify Objectives you do not want to pursue. Those thatStep 1 Identify Objectives you do not want to pursue. Those that are not desirable or achievable.

Step 2 Identify differing ‘Means and Ends’ ladders as possibleStep 2 Identify differing Means and Ends ladders, as possible alternative project strategies or project components.

PCM

Strategies…Strategies…

Step 3: Assess which Alternative/Strategy in your opinion

281

Step 3: Assess which Alternative/Strategy in your opinion represents an option to have a successful project by using criteria such as:

Expected contribution to key policy objectives/development prioritiesBenefits to Target GroupsComplementary with other ongoing or planned interventionsLocal ability to meet recurrent costsFinancial and economic cost – benefitContribution to institutional capacity buildingTechnical feasibilitySocial/Environmental impact

You might expand the list with e.g. : time horizon, sustainability and other relevant criteria

PCM

Strategies…Strategies…

Sample matrix282

Assessment Matrix (ad criteria if necessary)

Weighing factor

%

Politically acceptable

Economically efficient/effective (national

Priority of the Target

Group

Follow-up costs/

additional costs

Gender impact

Environ-mental impact

Sample matrix

necessary) (national level)

costs

Alternative/Strategy

AA

Alternative/Strategy

B

Alternative/Alternative/Strategy

C

Sum

Assessment Symbol

+, ++,+++ ; -, --, ---

PCM

Some times misinterpreted…Some times misinterpreted…283

A simple way to distinguish among effectiveness, efficacy and efficiency:

Efficiency: doing the "right" things

Effectiveness: getting things doneg g g

Effectivity: a level of getting things done

Efficacy: Doing things "right"

Sustainability is a characteristic of a process or state that can be maintained at a certain level indefinitely.

Efficacy: Doing things right

be maintained at a certain level indefinitely.

Ignorance…Ignorance…284

Problems known

An I b

to management 4 %

Problems known Iceberg of Ignorance

to managers 9 %

Problems known to supervisors 74 %

Problems known to front line staff 100%

Todays PM quality needs…Todays PM quality needs…285

The superiorThe superior Project Manger…

The Ideal Project ManagerThe Ideal Project Manager286

T t f /t k tiAge

Ascetic

What managers should do/have/be

S i l tCommunication competency

Team-orientationSelf-steering

Cost consciousnessTo transfer/take action

F ilEthics

Civil courageParticipative leadership

Capability to handle conflictsSocial competency

Ch t tProject management experience

Being open towards information technologyAuthoritarian leadership

LoyaltyFamily

-40,0 -20,0 0,0 20,0 40,0 60,0

StrategyEntrepreneurship

VisionChange management competency

, , , , , ,

Ten critical factors for project successTen critical factors for project success287

1) PROJECT MISSION: A clear sense of direction with clear initial goals

2) TOP MANAGEMENT SUPPORT: A willingness and ability to provide resources, authority

and influenceand influence

3) PROJECT/SCHEDULE & PLAN: A detailed specification and schedule for project

implementation

4) CLIENT CONSULTATION Ad t i ti lt ti d ti li t i t4) CLIENT CONSULTATION: Adequate communication, consultation and active listening to

and with the client.

5) PERSONNEL: Necessary personnel were selected, recruited and trained.

6) TECHNICAL TASKS: Required technologies and expertise were available.

7) CLIENT ACCEPTANCE: Final project was sold to the end user.

8) MONITORING & FEEDBACK: Provision of comprehensive information at each ) p

implementation stage.

9) TROUBLESHOOTING: An ability to handle unexpected crises and plan deviations.

Ten critical factors for project successTen critical factors for project success

The 10 CSF’s their sequence and interdependence288

The 10 CSF s, their sequence and interdependence

Some simple but useful check‘sSome simple but useful check s

Ch kli j h i i

289

Checklist project characteristicsCheck whether your project is really a project…

Is there a project specific organization?Is there a clearly defined starting and ending point?Is there a clear conceptual project formulation?Is the assignment of tasks complex?

h l l l ‘f d ’ i hIs there a clearly spelt out ‘form and content’ in the target (description)?

If you can at least answer three questions with a solid YES, then you are on the safe side!

Some simple but useful check‘sSome simple but useful check s

A d f k f k

290

A good frame work for team work

Good team compositionCo-operative working relationshipGive and take relationship (being able to make good compromises)Give and take relationship (being able to make good compromises)Jointly defined and accepted target(s)Joint description and definition of tasks and jobsp jJointly developed ‚laws of the game‘Good purposeful communication between the team members

If you can at least answer three questions with a solid YES, then you are on the safe side!

Some simple but useful check‘sSome simple but useful check s291

Is the target definition un-ambigious and complete

Yes Partially No

Target establishment was done ‚three dimensionally‘(Target content; Target degree; Target time)

Target is clear and traceableg

Target is measurable

Target is complete (target system and hierachy)

Target is unambigious

Target is realistically achieveable

Target is accepted by all‘Target is accepted by ‚all‘

Target has been re-confirmed with ‚donor/contractor‘

Target is written downTarget is written down

Some simple but useful check‘sSome simple but useful check s292

Has your project been planned holistically and or a holistic approach

CONTEXT LEVEL Yes Partially No

Project specific organization

Process and task responsibilities are clearly defined and assigned to specific staff

Structured action

Systematic planning

Continuous monitoring

Consistent cause analysis

Comprehensive Information Management

SOCIAL LEVEL Y P ti ll NSOCIAL LEVEL Yes Partially No

Getting acceptance for the project(work)

Confidence building amongst working partners/team etc.

Active involvement of ALL (stakeholders project team etc ) into the projectActive involvement of ALL (stakeholders, project team etc.) into the project

Participative leadership

Strengthening of personal responsibility

Increasing/facilitating motivationg/ g

MODULE 20: WHAT’S NEXT?

Personal Action PlanPersonal Action Plan

Thi l i l d d h i i h l

294

This plan is your plan and you need not share it with anyone else in the workshop.

However, find a colleague with whom you can share your plan.

Make this “Project Management In the First Person” and set out to put in place the steps you listed to meet your stated goals.

Lots of success in the future!!

Personal Action PlanPersonal Action Plan

Personal Self E al ation and Action Plan for Follo Up after This Workshop

295

Personal Self-Evaluation and Action Plan for Follow-Up after This WorkshopThese are the knowledge areas and skills that I already knew and had reinforced by this workshop.

Th th k l d d kill th t t th t I ill bThese are the knowledge areas and skills that were new to me that I will be able to use in my project work in the future.

These are the knowledge areas and skills introduced in the workshop on which I might need a refresher to use comfortably.g y

Personal Action Plan (continued)Personal Action Plan (continued)

Th h k l d d kill h d (

296

These are the knowledge areas and skills that were not covered (or not covered in sufficient detail), but about which I would like to learn more.

These are the steps I plan to take immediately.

These are the steps I want to take within the next six months

These are goals related to project management that I want to achieve within hthe next two years.

MODULE 21: BIBLIOGRAPHY

BibliographyBibliography

• Adams John R and Campbell Bryan Roles and Responsibilities of the Project Manager 4th Edition

298

• Adams, John R., and Campbell, Bryan, Roles and Responsibilities of the Project Manager, 4th Edition, Project Management Institute, 1990

• Baker, Sunny and Kim, The Complete Idiot's Guide to Project Management, New York, NY: Alpha Books, 1998.

• Bennatan E M On Time Within Budget: Software Project Management Practices and Techniques 3rd• Bennatan, E.M, On Time Within Budget: Software Project Management Practices and Techniques, 3rd Edition, New York, Wiley. 2000.

• Brooks, Fredrick. The Mythical Man-Month. Addison Wesley. 1995. • DeWeaver, Mary F. and Gillespie, Lori C., Real-World Project Management: New Approaches for

Adapting to Change and Uncertainty New York: Quality Resources 1997Adapting to Change and Uncertainty. New York: Quality Resources, 1997.• Dinsmore, Paul C., Human Factors in Project Management. New York: AMACOM, 1990.• Doyle, Michael and Straus, David, How to Make Meetings Work, New York: Jove Books, 1982.• Greer, Michael, The Manager's Pocket Guide to Project Management, Amherst, MA: HRD Press, , , g j g , , ,

1999.• Greer, Michael, The Project Manager's Partner: A Step-by-Step Guide to Project Management,

Amherst, MA: HRD Press, 1996.• Haynes, Marion E., Project Management. Crisp Publications, 1989. y , , j g p ,• Laufer, Alexander and Hoffman, Edward J., Project Management Success Stories: Lessons of Project

Leadership, New York, Wiley. 2000.• Lewis, James P., Fundamentals of Project Management. New York: AMACOM, 1997.

Lock Dennis Project Management (Sixth Edition) New York: Wiley 1996• Lock, Dennis, Project Management (Sixth Edition). New York: Wiley, 1996.

Bibliography

• Martin Paula and Tate Karen Getting Started in Project Management New York Wiley 2001

299

• Martin, Paula and Tate, Karen. Getting Started in Project Management. New York, Wiley, 2001.• Meredith, Jack R. and Mantel, Jr., Samuel J., Project Management: A Managerial Approach. 5th

Edition. New York. Wiley. 2003.• Penner, Donald. The Project Manager’s Survival Guide. Battelle Press, 1994. , j g ,• Peters, Tom, Reinventing Work: The Project 50: Fifty Ways to Transform Every "Task" Into a Project

That Matters. New York. Alfred A. Knopf, 1999.• Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK

Guide) 2000 Edition 2001Guide) -- 2000 Edition, 2001.• Roberts, W. Leadership Secrets of Attila the Hun. Warner Books, 1987. • Schrage, Michael. Shared Minds: The New Technologies of Collaboration. New York: Random

House. 1990. • Thomsett, R. People and Project Management. Yourdon Press, 1980. • Verzuh, Eric. The Fast Forward MBA in Project Management: Quick Tips, Speedy Solutions, and

Cutting-Edge Ideas. New York, Wiley. 1999.• Wideman, R. Max (Editor). Project and Program Risk Management: A Guide to Managing Project

Risks and Opportunities. Project Management Institute, 1992. • Wysocki, Robert K. et al, Building Effective Project Teams. New York: Wiley, 2001. • Wysocki Robert K et al Effective Project Management New York: Wiley 1995Wysocki, Robert K. et al, Effective Project Management. New York: Wiley, 1995.

NOT A MODULE WHAT OTHERS DONOT A MODULE: WHAT OTHERS DOEXAMPLE ILO/UN/WB

Project IDENTIFICATIONProject IDENTIFICATION

JOINT BORROWER (CAS) /BANK (PCD) INVOLVEMENT

301

JOINT BORROWER (CAS) /BANK (PCD) INVOLVEMENT

SOURCES

BANK COUNTRY / SECTOR WORKBANK COUNTRY / SECTOR WORK

COUNTRY OFFICES

PRIOR PROJECTSPRIOR PROJECTS

MULTILATERAL / BILATERAL AGENCIES

ILO/UN/WB

Project IDENTIFICATIONProject IDENTIFICATION 302

JOINT BORROWER / BANK INVOLVEMENT

PROVIDES OUTLINE OF PROJECT

BENEFICIARIES

ALTERNATIVESALTERNATIVES

ISSUES

PROCESSING REQUIREMENTS

ILO/UN/WB

Project PREPARATIONProject PREPARATION303

RESPONSIBILITY OF BORROWER

AVAILABLE ASSISTANCE (TECHNICAL/FINANCIAL)BORROWER (own resources)

BANKPREVIOUS LOANS (technical assistance)PREVIOUS LOANS (technical assistance)RETROACTIVE FINANCING

PROJECT PREPARATION FACILITY

TECHNICAL ASSISTANCE LOANSENGINEERING LOANS

MULTILATERAL/BILATERAL AGENCIES (e.g. Grants from donors: USAID, Japan, etc.)

ILO/UN/WB

Project PREPARATIONProject PREPARATION304

STUDIES (TECHNICAL, SOCIOLOGICAL, ENVIRONMENTAL, FINANCIAL)

TASK (SURVEYS MAPPING)TASK (SURVEYS, MAPPING)

FINAL DESIGNS, BIDDING DOCUMENTS

STAFFING AND TRAINING

OFFICE EQUIPMENT, VEHICLESOFFICE EQUIPMENT, VEHICLES

ILO/UN/WB

Project APPRAISALProject APPRAISAL305

RESPONSIBILITY OF BANKMULTI-DISCIPLINARY TEAM (Field)PROJECT APPRAISAL DOCUMENT (PAD)PROJECT APPRAISAL DOCUMENT (PAD)

ECONOMIC ANALYSISBENEFIT TO COUNTRYPOVERTY ALLEVIATION

TECHNICALREVIEW OF DESIGNS, COST ESTIMATESIMPLEMENTATION SCHEDULE

ILO/UN/WB

Project APPRAISALProject APPRAISAL306

INSTITUTIONALCAPABILITY TO IMPLEMENT PROJECTTRAINING STAFF NEEDSTRAINING, STAFF NEEDS

FINANCIALPROJECT FINANCIAL VIABILITY

SOCIOLOGICALSOCIOLOGICALBENEFICIARIES

ENVIRONMENTAL

ILO/UN/WB

NEGOTIATION /BOARD PRESENTATIONBOARD PRESENTATION

307

PREPARATION OF LEGAL AGREEMENT

COVENANTS / CONDITIONALITIESCOVENANTS / CONDITIONALITIESSCHEDULES

PRESENTATION TO EXECUTIVE DIRECTORS

SIGNING

EFFECTIVENESS

ADVANCE CONTRACTING / RETROACTIVE FINANCING

ILO/UN/WB

Implementation/SupervisionImplementation/Supervision308

IMPLEMENTATION IS RESPONSIBILITY OF BORROWER

BANK RESPONSIBILITYBANK RESPONSIBILITY

MONITOR PROGRESS

ADVISE

ENSURE LOAN PROCEEDS USED FOR PURPOSE INTENDED

ENSURE PROCUREMENT IS ECONOMIC AND PROVIDES FAIR OPPORTUNITIES

ILO/UN/WB

Implementation/SupervisionImplementation/Supervision309

SUPERVISION METHODOLOGY

FIELD VISITS

REVIEW AND APPROVE

CONSULTANT SELECTION

BID DOCUMENTS

CONTRACT AWARDSCONTRACT AWARDS

CHANGES IN SCOPE/COSTS

ILO/UN/WB

Project EvaluationProject Evaluation310

COMPLETION REPORT PREPARED BY:

BANK OPERATIONS STAFF

DESK AND FIELD REVIEWS

RE-ESTIMATES COST/BENEFITS

INCLUDES BORROWER’S COMMENTS

ANALYSIS OF SUCCESS AND FAILURES

ILO/UN/WB

Project EvaluationProject Evaluation

AUDIT REPORT BY INDEPENDENT DEPARTMENT OF BANK (OED)

311


SPECIAL REVIEWS BY OED

ANALYSIS USED FOR FUTURE PROJECT DESIGN

EVALUATION OF IMPACTEVALUATION OF IMPACT


SPECIAL REVIEWS BY OED

ANALYSIS USED FOR FUTURE PROJECT DESIGNANALYSIS USED FOR FUTURE PROJECT DESIGN

EVALUATION OF IMPACT

ILO/UN/WB

NOT A MODULE: TRAINER THINGS

Never forget…Never forget…313

Projects are made for people and made by people…

Remind yourself…Remind yourself…314

Fix your focus…

… constantly!

The ’egg drop’ projectThe egg drop project

f

315

Suitable for: Team work – Decision making, Planning/Co-ordination/ Co-operation, Working under ‘pressure’, Monitoring + Evaluation.

G k M iGroup work: Maximum seven persons per group.One person from each group will get the assignment to be a neutral observer/monitor on how the group performs and has to act strictly neutral (see observer sheet)neutral (see observer sheet).

Task: Produce a package, only from the materials provided, that will prevent that an egg that is enclosed in it will break if itwill prevent that an egg that is enclosed in it will break, if it is dropped from a fixed height (of 2.50 meter)!


Ti il bl 30 i t t t d bl !

316

Time available: 30 minutes, not extendable!

Material supplied to complete the task:Material supplied to complete the task:

- One fresh (not boiled) egg- 25 drinking straws (plastic),

125 f ‘ t h t ’- 125 cm of ‘scotch-tape’

No other material then the supplied one is allowed (e.g.Scissors, pocket knifes, additional padding material, etc.!Sc sso s, poc et es, add t o a padd g ate a , etcNo manipulation on the egg (e.g. blowing it out, boiling it, etc.)!You are not allowed to visit any competing group!You are not allowed to conduct any pre- test!


Working steps:

317

Working steps:

• Assign tasks/functions to person in your group/team (e.g. designer, engineer, manager, material supplier/holder etc) and label the group member visibly, so that she/he can be easily identified.

• Design a package only from the materials supplied, with an egg inside, so that the egg will survive a drop from a height of 2 50 meterthat the egg will survive a drop from a height of 2.50 meter.

Stand for the contest:

S l t b f t h h t d k ( ith th i id ) f h i htSelect a member of your team who has to drop your package (with the egg inside) from a height of 2.50 meter! The winning group will be that one, where the egg is not broken!

* In case of a ‘draw’ situation the audience will select the ‘winner’, based on additional criteria, , ,such as ‘overall group performance, product appearance’ etc.

Trainer things…Trainer things…318

The form of management = mis-managment

Imagine: An advisor knows 96 different positions and no women is interestedAn advisor knows 96 different positions and no women is interested

What happens when we learn?What happens when we learn?319

V E“diencephalon” We do not send/exchange information but signalsg

I N

Values20 % of impulses are new

80 % are from our inventory’ValuesInterestsExpectationsNeeds

80 % are from our ‚inventory

Often used container metaphor – Morse code; sender and receiver is wrong

Better Performance i P j t M t (PM)in Project Management (PM)

320

Things that can go wrong…Things that can go wrong…

Murphy's Laws

321

Murphy s Laws

1. If anything can go wrong, it will.

2. If there is a possibility of several things going wrong, the one that will cause the

most damage will be the first one to go wrong.

3 If anything just cannot go wrong it will anyway3. If anything just cannot go wrong, it will anyway.

4. If you perceive that there are four possible ways in which something can go wrong,

and circumvent these, then a fifth way, unprepared for, will promptly develop.

5. Left to themselves, things tend to go from bad to worse.

6. If everything seems to be going well, you have obviously overlooked something.

7. Nature always sides with the hidden flaw.

8. Mother nature is a bitch.

Wisdom…Wisdom…322

You don’t need to know everything, but you should y g, yknow who does….

H F dHenry Ford

Team work…Team work…323

Do you want to do donkey work

t k?or team work?

What was planned…?What was planned…?324

Chasing the plan…Chasing the plan…325

THE TARGET ACHIEVED?

Working the pyramide

WHAT and HOWQuality Management

WHEN and COSTSWHEN and COSTSBudget

WHO and HOW MUCHCapacity Plan

WHAT until WHENOperation Chart

WHATStructured Project Planj

WHYClear Target

Chasing the plan…Chasing the plan…326

If reality hits you…

Changing plans (because reality has its own plan), does not mean you have planned badly! It is your obligation to adjust to reality!

Just graffiti…Just graffiti…327

Be aware…Be aware…334

What we have done this week…

…Project Managementj g

An Engineering and P j t M t M lProject Management Marvel

335

The Burj Dubai

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