copy of project execution and communication

8/13/2019 Copy of Project Execution and Communication

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Project Integration & Risk

Management On-line

Copyright 2004 by Frank M. Mangini.

All rights reserved.

8.2 Project Execution - Communication


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Project Plan ExecutionPerformance Evaluation - Observation

Observation Information becomes distorted as it passes though

more levels

Reduce distortion by personal contact and

observation (MBWA)

MBWA communicates team members sense of

importance about their contribution

Geo-dispersed teams problematic but still important

to maintain personal contacts

Voice contacts

One-to-one first name relationships

Face-to-Face meeting periodically


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Use body language and words to show interestin understanding

Focus on facts and feeling of message bent sent

Signal your interest Look at other person

Nod

Tell me more response

Mirroring reflect back emotions you seeexpressed

Paraphrasing repeat in your words what youhear in the message

Project Plan ExecutionActive Listening Techniques


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Project Plan ExecutionPerformance Evaluation - Review Meetings

Purpose

Identify deviations from project plan to

enable corrective actions

Focus

Progress and accomplishments

Current problems and how they should be resolved

Anticipated problems (risks)

Opportunities to improve


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Project Plan ExecutionInformal Status Review Meetings

Informal reviews held regularly (usually once a week)

Usually involves only core project team members

Focus on status, significant problems, emerging issues

and performance

Review of performance with regard to requirements,

budgets and schedules

Review status reports including performance guages and

variances from baseline Value of meeting is to address baseline deviations and

reach agreement on corrective action items


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Project Plan ExecutionAction Item Management

Problem identification results in an Action Item List withproblem description, responsible person assignment, actionplan and due date.

Action Item Summary current list of all assigned actions Action Item number

Problem description Responsible person

Date assigned

Current Status

Target completion date

Detailed Action Plan separate plan for each action item Statement of problem

Objectives for resolution

Course of action

Target date

Responsible person


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Project Plan Execution

Performance Evaluation - Formal Reviews

Formal reviews are scheduled in advance and held atcritical stages or milestones

Formal reviews may be held periodically (monthly,

quarterly) with senior management, sponsors or

customers Formal critical reviews are usually for:

Minimization of risks

Identification of uncertainties

Assurance of technical integrity Assessment of alternate technical approaches

Time to prepare and conduct reviews should be in the

project plans schedule and cost budget


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Project Plan ExecutionCommon Types of Formal Reviews

Design Reviews (Preliminary, Critical, Final) Concept, design and product functionality reviews

Executive/Sponsor Project Status Review

Do hardware and software designs meet specifications?

Customer Project Status Review Review of major milestones and deliverables?

Functional Readiness Review (FRR)

Preproduction product evaluation to validate efficacy of

production process Product Readiness Review (PRR)

Evaluation of final product and controlling documentation for

meeting requirements


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Project Plan ExecutionEffective Status and Review Meeting Protocol

Send out notice with meeting objective and agenda Distribute technical data for review in advance

Invite only those who need to know or contribute

Start the meeting on time and follow the agenda

Assign a facilitator and a recorder

Record key decisions, key issues

Keep a numbered matrix list of action items

Assign action items/responsibilities and due dates Take detailed technical discussions off-line

Publish meeting minutes and action item list

Ref: Projects at Warp Speed with QRPD, 8th Edition,Global BrainInc.


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Project Plan ExecutionProject Team Status Reports

Reports current period (weekly) status of workpackage or activity efforts

Usually written and formal

Prepared by work package team leader for project

manager Typically includes:

Description of work accomplished and work-in-progress

Milestones/action items completed this period

Cost/schedule performance indexes or variances

Exceptions/risks encountered

Cost/Schedule update (actual & remaining task efforts)


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Project Plan ExecutionReports to Top Management and/or Sponsor

Prepared monthly by the project manager or PMO Summarizes Project Management Information

System (PMIS) monthly status report

Report typically includes:

Project status summary dashboard (green, amber, red)

Project milestones accomplishment to date

Project cost/schedule variances, performance indicators

Project cost/schedule completion forecast Significant exceptions and corrective actions

Resource utilization and forecast


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Project Plan ExecutionReports to Customers/Users

Periodic (usually monthly) status reports Keeps customers well informed to avoid surprises

Minimizes & helps settle future customer disputes

Report typically includes: Significant accomplishments

Approved scope changes

Milestones completed

Schedule performance and variance

Cost performance (for cost plus contracts only)

Customer assigned action item status

Significant problems and corrective action


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Project Plan ExecutionProject Management Information System

Gathers, integrates and disseminates projectdata and performance information to support:

Resource planning

Risk identification & monitoring

Configuration management & change control

Work authorization control

Variance tracking & earned value

Contract and subcontract data

Supplier qualification and tracking

Project archives & lessons learned


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Project Plan ExecutionProject Management Information System

Project

Management

Information System

(PMIS)

Earned

Valued

Info.

Configuration

Management

Information

Lessons

Learned

Info.

Risk Management

Information

Resource

Mangmnt.

Info.

Contract &

Subcontr.

Info.

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