project implementation · 2013. 9. 18. · © esi international pmc:cpm:en:000 ver. 2.0 module 4...

© ESI International PMC:CPM:EN:000 ver. 2.0

Module 4

4-1

Project Implementation


Module 4

4-2

Objectives

By the end of this module, you will be able to—Assess and monitor project performance based on cost, schedule,scope, and quality baselines as well as stakeholder expectationsand team performanceDescribe methods for managing and controlling change for aprojectAddress risks as they occurDescribe characteristics of an effective team, their roles andresponsibilities, and possible organizational team structuresAlign project team performance with stakeholder expectationsComplete a performance report

Module 4: Project Implementation

© ESI International PMC:CPM:EN:000 ver. 2.0 67


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The Project Life Cycle

Implementation PhaseExecute

Develop the product or serviceMonitor

Assess, monitor, and report project performanceDevelop, monitor, and support the project team

ControlManage changeManage riskManage stakeholder expectations


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Assessing Project Performance

MonitoringContinuous, ongoingUsed by project team to adjust the project

EvaluatingPeriodicUsed by senior management and customers to adjust the projectThrough status reports


68 PMC:CPM:EN:000 ver. 2.0 © ESI International

1 Ward, J. LeRoy. Dictionary of Project Management Terms. 3rd ed. Arlington, Va.: ESI International, 2008, p. 462.


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Monitoring Project Performance

Compare against baselines:ScopeCost performanceSchedule

Identify variance:Is the difference between aplan and actual time, cost, orperformance1

Responds as appropriateAvailable techniques

Trend analysisCritical path methodCritical chain methodEarned value management (EVM)


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Earned Value Management (EVM)

An objective look at project statusSchedule and cost variancesAssessing schedule, cost, and work statusSingle system to integrate multiple assessments into a singlereporting structure




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How Is the Project Doing?


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EVM Terminology




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Variances


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Variances (continued)

Key EVM Tools and TechniquesCost Variance Cost Performance IndexCV = EV – AC CPI = EV / ACSchedule Variance Schedule Performance IndexSV = EV – PV SPI = EV / PVBudget at Completion Estimate at CompletionBAC = Sum of all PVs EAC = BAC / CPI or BAC-EV




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Interpreting Earned Value Management (EVM)Calculations

Generally good variance:Ahead of scheduleCosts under budgetPositive values for costvariance (CV) and schedulevariance (SV)Ratios greater than 1 for costperformance index (CPI) andschedule performance index(SPI)

Generally bad variance:Behind scheduleCosts over budgetNegative values for CV andSVRatios less than 1 for CPI andSPI


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Exercise 4-1

Earned Value Management Calculations




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Assessing Project Status

TimeCostScopeResourcesQuality


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Indicators That Corrective Action Is Needed

Schedule slippage for a specific task on the critical path or for theproject as a wholeOver budget on a specific task on the critical path or for the projectas a wholeInability to resolve problems promptlyInsufficient or high turnover in resourcesUnmanaged changes in scopeQuality problems resulting in excessive reworkChanges in customer or user requirements




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Corrective Actions

Change the task relationships (fast-tracking).Increase the resources (crashing).Redistribute the resources.Change the project solution design.Use improved technology.Change the contract scope.Change suppliers.Renegotiate the terms.Use subcontractors.Update the estimates.


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Ways to Speed Up Schedules

Crashing Fast-TrackingAccelerates projectcompletion (to fightschedule slippage) byadding resources tocritical path activitiesAnticipates increasedproject costsSelects activities that willcost the least to crash

Carries out activities inparallel on the criticalpath to accelerate thescheduleIncreases project riskRequires greater level ofcontrol and coordination




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Discussion

Based on the Network Diagram You Createdin Case Study 3-2, How Would You ApplyCrashing and Fast-Tracking Techniques?


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Performance Reporting

No matter the form, no matter the frequency, include these threecomponents:

What/how you have done since the last report (status)What you anticipate in the near future (forecast)Other key information the reader needs to know

The performance report needs to be constructed, updated, and distributedin accordance with the communication plan.

Tool: Project Status Summary Report




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Case Study 4-1

How Are We Doing? Reporting ProjectPerformance


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Project Evaluation

Periodic project evaluations—Encourage timely adjustmentFacilitate midcourse corrections instead of waiting until theendHelp with stakeholder communication

Outcomes of evaluation include—Continue as plannedPerform minor redirectionPerform major redirectionTerminate early“Shelve” or put project on temporary hold




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“Sunk” Costs

Have already gone into the projectand cannot be recoveredShould not affect decisions about thecontinuation of the project


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Managing Change

Change happens for many reasons and in many forms:CustomerTeamOrganizational managementEnvironmentProduct obsolescenceFunding changesTechnology




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Change Control Board (CCB)

An organized systematic approach is helpful in managing change:

Tool: Change Request



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Configuration Management

A configuration management system is a process used to apply technicaland administrative direction to—

Document the functional and physical characteristics of an item orsystemControl any changes to such characteristicsRecord and report each change and its implementation statusSupport the audit of the products, results, or components to verifyconformance to requirements1




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Managing Risk

Be proactive.Monitor earlier assumptions.Monitor changes in organizational risk tolerance over the course ofthe project.Watch for risk triggers and risk symptoms.Implement responses, as needed, from your risk management plan.Evaluate the effectiveness of the response and modify as needed.Document what you do.Reidentify and reassess risks again.


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Quality

Quality assurance (QA) includes all the activities and proceduresundertaken to ensure that quality is achieved.

What are the steps to performing a QA?What characteristics should each QA activity include?What are the most common QA tools?

Quality control (QC) includes all the activities and proceduresneeded to analyze performance and identify and recommendchanges.

What are the steps to QC?What are the most common QC tools?

Quality is planned into a project, not inspected in.





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Developing the Project Team

"A project team is a group with complementary skills, a common purpose,shared goals, and mutual accountability who share responsibility foraccomplishing project goals and who report to the project manager."1


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Characteristics of an Effective Team

Right sizeCommon purposeCommon approachComplementary skillsClear set of objectivesMutually accountable




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Acquiring Project Team Members

Preassignment by senior managementSelected by project manager via negotiation

Experience and skillsInterestPersonal traitsAvailabilityProductivityWork styleAbility to work with others in a team environment

Buy/outsource


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Project Team Structures

Mirror imageSpecialtyDirectiveSelf-managed

With today’s technology, virtual teams can easily incorporate theseteam structures.




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Virtual Teams

In virtual teams, communication is critical. Set aside the time toestablish—

Clear expectationsProtocols for resolving conflictDecision-making proceduresClear communication links and channels


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Types of Teams




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How to Form a Successful Team

Define roles and responsibilities for the project manager and theteam members.Delegate and share project management responsibilities.Anticipate and constructively channel conflict.Communicate the project scope and its alignment with businessobjectives.Allow and encourage diversity.Work toward satisfying closure on project tasks.Motivate the team and support team identity.


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Managing the Project Team

During development of the product/system, the project managermust monitor and support the team.

Hold regular meetings with the team to identify and resolve anydevelopment problems.Ensure that the team is developing the product/system according tothe client's business requirements and the design specifications.Provide the team with supplemental resources, if necessary, tokeep the project on track.Manage conflicts.Reward team members.




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Managing Stakeholder Expectations andEngagements

Building and maintaining a relationship with stakeholders to satisfy theirneeds and to be prepared to address project issues as they occur.

Managing expectations—Is anticipating the stakeholder’s reaction to any component of theprojectIncreases the probability of project successDecreases the risk that the project will fail to meet goals andobjectivesIs the responsibility of the project manager


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Techniques for Managing Expectations

Interpersonal Skills Management SkillsActive listeningCommunication skillsEmpathyConflict resolutionTrust buildingCoaching others throughchangeCritical thinking

Negotiation skillsPresentation skillsFacilitation skillsProblem solvingDecision makingWriting skillsPublic speaking





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Transition to Customer Acceptance

"Determining the correctness of the final product, system, or systemcomponent with respect to the users requirements."1

This means asking—Did you do what you said you were going to do?Did you gain agreement on the scope activities anddeliverables having been completed?

Two stepsDialogue with your team and check the WBS.Dialogue with the customer.


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From Implementation to Closeout

Tools used (*key project management documents):Project Status Summary Report*Change Request*




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Key Messages

Monitoring and controlling is ongoing and used by the team;evaluating is periodic and used by senior management.EVM and trend variance analysis shows the project manager thedifference between what was planned and what has occurred at acertain point in time.Performance reports should be prepared differently for differentaudiences.Risk response plans can be used to manage risks once they occur.Change can be managed with a well-designed changemanagement system.The project manager must develop, manage, and support theproject team for it to perform well.


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Key Messages (continued)

Conflict is inevitable and must be managed.Validate scope against agreed-upon requirements.The probability of project success increases when activelymanaging stakeholders’ expectations.Open lines of communication and good interpersonal skills arebeneficial in managing stakeholders’ expectations.




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Next Steps: Action Plan

How can you apply what you learned in this module to your workenvironment?

Turn to the Action Plan tab and find the worksheet for this module.Develop a list of actions to complete when you return to work.For each action (what), identify—

Who needs to be involvedWhen you anticipate completing the action


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Next Steps: Action Plan (continued)

Take a few minutes to think about what you have learned duringclass and review the questions below.

Recall a recent project in which conflict was not dealt withefficiently. What were the ramifications to the project?Given the same situation and what you have just learned, howwould you handle the conflict?What type of team structure does your organization generally use?Is it effective?What can you do to strengthen or enhance it?How would a customer’s experience be changed if stakeholderexpectations were managed from the beginning of a project?What type of performance reporting do you currently do? Whatmight you do differently in the future?



project implementation · 2013. 9. 18. · © esi international pmc:cpm:en:000 ver. 2.0 module 4...

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