project implementation

200

Bridges Social Development

Project Management Training Program

www.canadabridges.com

26/11/2008

Project Management:Trainer’s Guide

Module 4 PLAN IMPLEMENTATION

Bridges Project Management: Trainers Guide

Module 4A: Implementing the Project Plan Page 1

PROJECT MANAGEMENT TRAINING PROGRAM FRAMEWORK

Module Topic Highlights Learning Resources Estimated Time Requirements

1. Introduction to Project Management

A. Key learning principles B. Introductions and logistics C. What is a project? D. Elements of a project E. Project management toolkit and case study F. Personal experience with projects G. Individual commitment to learning

Trainer’s Guide and Trainee’s Guide are resources available to support the entire training program

1.5 hours

2. Project Proposals A. Project proposals B. Evaluating alternatives C. Getting approvals

Project Proposal Tool 1.5 – 2 hours

3. Project Design and Plan A. Project Charter Plan first, then do! What is a project charter? Key elements of a project charter

Project Charter Tool Case Study

3 hours

B. Team Creation Establishing project team values Roles and responsibilities Conducting project team meetings

Project Charter Tool Team Tools

1.5‐2 hours

C. The Project Plan Introduction to the Detailed Project Plan Using the milestones Setting tasks Completing the Project Plan

Project Charter Tool Detailed Project Planning Tool

1‐2 hours

D. Budgeting Introduction to Cash Budgets Creating a budget

Cash Budget Template Budget Detail Worksheet Template

2 hours

E. Risk Management Anticipating and mitigating risks

Risk Matrix Tool 1 hour

4. Plan Implementation

A. Implementing the Project Plan Tasking and tracking Scope management Risk monitoring

Project Charter Tool; Detailed Project Planning Tool; Variance Analysis Report; Risk Management Status Report

1.5 hours

B. Change Management The human dynamics of change and transition Leading change Building change into your project plan

2 hours

5. Post Implementation Review

A. Evaluating projects B. Lessons learned C. Project management training evaluation

Post‐Implementation Review Tool

1.5 hours



Menu of Icons:

Discussion Question. This can be facilitated by the trainer in a large group, or by facilitators in smaller groups. Use the group discussion questions as an opportunity to reinforce that we learn from our positive and negative experiences and that we can learn from others’ experiences (shared‐learning).

Toolkit. Refer to a specific tool in the Project Management Toolkit.

Key Learning. &/or Note to Trainer Focus on ensuring this key learning is understood.

Individual Exercise: A reflective, individual exercise facilitated by the trainer. Allow trainees to consider personal experiences and individual leadership objectives.

Activity: An activity to be facilitated by the trainer, including for example, a review of a project management tool with a case study question, a cash budget activity, PowerPoint etc.

Additional Resources: Refer the trainee to additional information (e.g. books, articles, videos and materials on www.canadabridges.com website or other websites).



MODULE 4: PLAN IMPLEMENTATION Plan Implementation

A. Implementing the Plan Tasking and tracking Scope management Risk monitoring

1.5‐2 hours

B. Change Management The Human dynamics of change and transition Leading change Building change into your project plan

2 hours



MODULE 4A: IMPLEMENTING THE PROJECT PLAN

A. Implementing the Project Plan Tasking and tracking Scope management Risk monitoring

1.5‐2 hours

Once the project is designed and initiated in accordance with the Project Charter, there must be a

clear transition from planning to implementation. Reinforce this transition point from planning to execution. Use the discussion question below as a way to reinforce the distinct stages of project initiation, project design and plan implementation:

Discussion Question: Have you ever worked on a project where the transition from planning to implementation was not clear? Have you ever worked on a project where project implementation took place before the planning of the project …what happened?

Pre‐Project Stage 1. Project Design and Plan 2. Plan Implementation 3. Post Implementation

Why? Develop the ‘Project Proposal Tool’ to answer this question

What? How?

Do! Monitor Revise

Review Celebrate



1. Tasking and Tracking

Plan Implementation


2 hours

Emphasize the critical tasks during implementation and the coordination of people and resources to carry out the plan, including:

Timelines: follow a schedule, establish the time goals of the project

Budgets: monitor the detailed budget for the project

Risks: monitor and manage the project risks

Changes: manage and revise the project when required, with proper approvals

The results of the Plan Implementation must be measured and tracked to ensure that project outcomes are achieved (or not). Modifications may be necessary if project outcomes are off‐track. Having ‘control processes’ to monitor the project will enable corrective action when a project is faltering. It is inevitable that a project will falter along the way!

Acting on the Detailed Project Plan

• In the “Do” Phase of the Project Plan, the Project Team begins to start executing the tasks that have been identified.

• It is important to track progress against each Task. If Tasks are not completed on time, then the Project cannot be completed on time.

• The status of each Task is identified. A task can have one of the following statuses assigned:

o Not Started

o In Progress

o Complete

o Deferred/ Cancelled



• The status of each Task should be confirmed with the person responsible for the task.

• Have the team agree to meet on a regular schedule to review progress. Ensure that the time, day, and location for this meeting are well understood and confirm that all team members are expected to attend.

• When a Task is nearing the targeted completion date, the Project Manager should work closely with the person responsible to ensure that the Tasks are accomplished on time.

• If a Task is overdue, highlight this in your regular Project Meetings, and agree to a plan for addressing the task.

• As Task statuses are changed to “Complete” in the Detailed Project Plan, the Task will be shaded grey.

• It is critical for the Project Team to stay focused on those tasks which are still “In Progress” or “Not Started”.



2. Scope Management

Key Learning: The Project Charter and the Detailed Project Plan set out the scope of the project. What is included and what is excluded? Sometimes there is an “inching forward of scope” – to introduce more requirements that are not included in the initial planning of the project while maintaining the same time frame and budget for project delivery. This is called Scope Creep.

Discussion Question: Have you ever worked on a project where there was Scope Creep? Why do you think Scope Creep happened? And, how can Scope Creep be avoided or minimized?

Examples of causes of Scope Creep:

• Insufficient analysis at Project Proposal stage (Module 2) ‐ business requirements not well defined

• Underestimating the complexity of the project

• Project Managers and Project Teams failing to manage expectations of others

• Involving users (e.g. hospital personnel in the case of a new triage station) too late in the project planning cycle

• “We’re spending so much money anyway…let’s add this to the project.”

How can Scope Creep be avoided?

• Take time at the project design stage (Project Proposal and Project Charter) to gather needed information and requirements. This involves meetings, interviews and questionnaires with end‐users about the current state and future needs. Often, people are unable to specify exactly what they want in the beginning until they see what is possible (e.g. a new triage station).

• When people see a new project (e.g. a new system) for the first time, changes may be needed

• Define the project requirements as “must‐haves” and “nice to haves” and prioritize them. Projects should include must‐haves.

• Get agreement from key stakeholders ahead of time.

• Document the project objectives and mandate to ensure that the Project Charter is specific as to what is and is NOT included in the project.

• If you must redefine the scope of the project, ensure that modifications to the Detailed Project Plan and Project Charter are documented and approved (Module 4B).



Small Group Activity: Divide the trainees into small groups. Provide enough Lego or building

materials to enable each team to construct a motor boat. Give each team 20 minutes to build the

boat. After the teams are 15 minutes into the exercise, interrupt the activity and ask them to add a

sail for the boat as well so it can be powered by both wind and motor. Do not give the small groups

additional time or materials to accommodate this change in project scope.

When debriefing this small group activity, ask the trainees to assess the impact of the change in scope in the boat‐building project .

3. Risk Monitoring

Now that you have developed a Risk Matrix (Module 3E), you must monitor the ongoing risks that you have identified and adjust for new risks that arise.

The process of risk management should be continual or ongoing. Once your plan is in place and your Risk Matrix is completed, you must review and update it continuously. You must:

• Identify any new risks as soon as possible • Decide how you will handle this risk • Review other risks that perhaps are no longer risks or their level has changed to determine

whether you would eliminate or reduce the risk

Refer to the Variance Analysis Worksheet in the Trainee’s workbooks. To assist in determining where a project may be faltering or getting behind schedule, you should do a variance analysis to take a look at your planned timing and costs. If your timing starts to slip or your expenses start to exceed your budget, it could raise additional risks for your project. See the Variance Analysis Chart to help you quantify potential risks.



Variance Analysis Worksheet: Actual vs. Planned

Activity Planned Time

Actual Time

Variance Planned Cost

Actual Cost

Variance

Now refer to the Risk Monitoring Report Tool in the Toolkit. Go over the main objectives and purpose of monitoring the risks of the project. Management must constantly be reviewing the objectives, timelines, budgets, quality, resource requirements. Risk monitoring is the final step in the Risk Management process.

The Risk Monitoring Status Report Tool is used to help monitor the risk of your project. You can assign a green, yellow or red code to each of your objectives and whether they are at risk. Look at the Scope, Schedule, Resources, Quality, Budget and overall health of the project and identify items for review.

Have the students review the Risk Monitoring Status Report Tool on the next page.



Discussion Question: What are the risks associated with the Mulkulla MCH triage station? Discuss individual experiences with risks in project management: what were the RED risks and how were they managed? What happened when the RED risks weren’t well managed?

PROGRAM NAME: DATE: PREPARED BY:

Metric Status Trend Issue

(Required if yellow or red)

Resolution

(Required if yellow or red)

Project Manager:

Project name:

Project Complete by:

Plan:

Forecast:

Scope

<Stable> • •

Timelines

<Stable> • •

Budget

< Up > • •

Quality

<Stable> • •

Risk

<Up> • •

Overall

<Stable> • •

OVERVIEW

OBJECTIVES

• • •

ACHIEVEMENTS

• • •

OBJECTIVES (FUTURE)

• • •

R I S K S

• • •

ITEMS FOR REVIEW

• • •

GREEN – No Issues. Probable success YELLOW – Some issues. May be resolved with limited delay and impact on project

RED – Major Issues. Serious Impact Probable failure


Module 4B: Change Management Page 8

MODULE 4B: CHANGE MANAGEMENT


2 hours

Icebreaker Activity: This simple exercise makes people aware of the impact of change and how they feel about change. Ask the trainees to fold their arms. Then ask them to fold their arms the other way round. Wait in silence for a few moments before asking them to unfold their arms. Debrief by asking: how difficult was it to fold their arms the other way; what did it feel like? did they have an urge to unfold or re‐fold their arms in the normal way?

Key Learning: All projects involve change…and change can be difficult. Even positive changes – for example, quality improvement projects – can be challenging.

Change management training will introduce critical learnings and principles of change management; identify change leaders and assist with dealing with change in Project Management.

Managing the “how” of projects is as important as managing the “what”.



1. The Human Dynamics of Change and Transition

Powerpoint presentation: Understanding Change & Transition: Suporting People through Change

Understanding the Human Dynamics of Change and Transition:

The objective is to provide insights into the nature of change:

• to examine the human dynamics of change and transition(the natural internal transition processes people go through in dealing with change)

• to identify some strategies to help people through change

Resistance to Change in Organizations

20 – 50 – 30 Rule

20% Willing to Embrace Change50% Neutral to Change30% Resist Change



Individual Exercise: Personal Experience with Change

Ask trainees to think of times of positive change in their own lives ...at a time when the circumstances for the change were beyond their own control.

Invite individual trainees to record one or two of these change experiences in their workbook.

What was your initial reaction or response to the change? How did you feel about yourself, and others involved in the change?

After a while, how did you feel about the change?

What was the final outcome?

Key Learning: Changes are different than psychological transitions. Transition is slower than change; transition is more difficult than change.



Three Phases of Transition

Declining old state

Emerging new state

Endings Neutral Zone

BeginningsTurmoil

Turmoil

The Transition Challenge

Transitions are about simultaneously letting go and letting come

Endings

Transition begins with endings……letting go of something

It’s about loses….real or perceived



Potential Areas of Loss

IdentityControlMeaningBelongingFuture

Key Learning: Reinforce that feeling loss is normal. It is normal to ask these questions in times of change and transition:

Identity: Who am I now that I no longer have my position? Who am I now that I have my new position?

Control: What will happen next?

Meaning: Why me? It doesn’t make sense...or Why me? I must be terrific!

Future: All that work, planning and expectations...and now I’m back to the beginning. Or, new visions of the future: I’m tremendously optimistic.

Endings: a time of….

angerconfusionworrywithdrawalgrief & lossresistancedenial of new realitypowerlessness

Neutral Zone

A place between two somewheres



Neutral Zone: a time when…..

anxiety rises & motivation fallspeople & systems weaknesses surfacepeople feel over loadedsignals are mixed & systems are in fluxuncertain roles & responsibilitiesfalse starts occur

The Neutral Zone: a time of...

when “us vs them” thinking occursresistance & sabotagelow energy & detachmentwhen people & systems are open to new possibilities coping with losses and gains

New Beginnings

Transformation begins to happenPeople begin to “get it”New paradigms & mental models take shapeAcceptance of new ways, commitment, roles & new identity

“We are finally getting the picture!”



2. Leading Change

Discussion Question: how can Project Leaders and Project Sponsors and Project Teams positively LEAD and support change and transition triggered by projects? What are your experiences with positive project leadership of change?

Examples of the most common mistakes by project leaders, teams and sponsors:

• Lack of communication about the change triggered by the project

• People not understanding the reasons for the project

• Insufficient support from the top

• No employee input into the change process

• No clear leader

• Problems not communicated to the Project Sponsor

Examples of success factors for project leaders, teams and sponsors:

• Visible support from sponsor throughout the change

• People clear about what they must do to make the change work in the project

• Adequate staff and funding

• Dedicated and capable change team

• Strong project leader

• Progress tracked and publicized

Continue Powerpoint presentation: Understanding Change & Transition



The Change Leaders Role is to….

Create the environment that allow people affected by the change to successfully move though the transition stages

How does one do this?

Endings Strategies

Identify who is losing whatClarify what is actually changing

Focus on the reasons for changingExplore people’s reality & the importance of their subjective losesAcknowledge losses openlyExpect over-reactionIdentify old issues

Endings Strategies - cont’d

Give lots of informationDefine what’s over & what isn’tMark the endingsTreat the past with respectAcknowledge endings/losses in conversationsCreate regular communication forums

Neutral Zone StrategiesNormalize the experienceRedefine itCreate temporary systems

–set short-range goals–special training programs–review policies & procedures

Strengthen intra group connectionsUse a transition monitoring team

Neutral Zone Strategies Cont’d

Use the Neutral Zone creatively:– step back & question the issues– create forums for problem solving &

sharing new ideas – Allow time to answer questions

Strategies for New Beginnings

Publicize successesCelebrate successesNotice and enjoy your renewed energy Respect that others may not be here with youContinue team building



3. Building Change into your Project Plan

Small Group Activity: Building Change into your Project Plan

Ask the trainees to divide into small groups for discussion. Ask the groups to spend 20 minutes to identify and record their top 10 “tactics for positively leading and managing change within projects.”

This top 10 list may include:

1. Develop a compelling reason for the project

2. Put an infrastructure in place

3. Work from an implementation plan

4. Recognize the investment required and commit to the long term

5. Think small

6. Build alliances in support of the change

7. Align recognition to support

8. Translate the change into job level details

9. Integrate the change into management systems

10. Follow up relentlessly

project implementation

Documents

implementingt b

keyelements hoursb