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7/24/2014 Gagan Gupta
Project Management is the dynamic process thatutilizes the appropriate resources of the organizationin a controlled and structured manner, to achievesome clearly defined objectives identified as strategicneeds. It is always conducted within a defined set ofconstraints.
7/24/2014 Gagan Gupta
Planning
Implementation
Monitoring & Control
Evaluation
7/24/2014 Gagan Gupta
• A Project is considered as Failure……
Whenever a project
doesn’t meet to the
expectation of the
Stakeholders.
7/24/2014 Gagan Gupta
• Cost & Time Over-runs
• Quality Degradation
• Frustration & Stress: sometime resulting in people quitting
• Low Job Satisfaction
• Low Corporate Market Value
• Low Public Opinion
• Negative Media Campaigns
• May even force the company into Closure
7/24/2014 Gagan Gupta
7/24/2014 Gagan Gupta
Also Known as “You’d like it, just a bit bigger. No Problem.”
Oh Still a bit Bigger……. OK
Even Bigger? It wasn’t in the plan but Okay….
7/24/2014 Gagan Gupta
When Scope creeps, the endresults is always more workthan expected.
• Problems:– The changes that were not initially planned for, are added to project.
– The Project takes longer and costs more than planned and there is no record of WHY??
• Causes:– Not having a method to handle or recognize changes.
• What to do:– Document the change management process to be used and followed
by Project Team.
– Educate the project Team to recognize a change or deviation from the Plan.
– Follow the Change Management Process.
7/24/2014 Gagan Gupta
7/24/2014 Gagan Gupta
• Problems:– Team Members do not have the information they need when they
need it.
– Issues or changes do not get escalated.
– Project reporting is sluggish
• Causes:– The project’s communication plan was not completed.
– The project’s communication plan doesn’t have enough details.
• What to do:– Find out the communication requirements of all team members, and
stakeholders, then document them in a common plan, and then follow the Plan.
7/24/2014 Gagan Gupta
• You do not have enough people, the right skill-sets, or the team is not committed to the projects.
• Problems:– Tasks take longer than expected
to complete.
– Deadlines and milestones get
missed.
– Project completion date comes
into jeopardy.
– You end up working double shifts to
complete all the works.
• Causes:– There was no pre-commitment of resources to the projects.
– The Project was not supported.
– There was no analysis and documentation of all skill-set required.
• What to do:– Get executives Sponsorship for the project.
– Document which resources and skill-sets are needed to get the job done.
– Create a plan that gives enough time to get the job done with the allocated resources.
– Pre-assign the required resources to the team.
7/24/2014 Gagan Gupta
7/24/2014 Gagan Gupta
• “I would like a set of stairs that leads up to a bridge.”
• Problems:– Customer will be unhappy.
– Customer will complain and you will end up doing the what they want-at your expense.
• Causes:– What the customer wants, was not clearly documented.
– What you believe the customer wants is different that what the customer believes they have asked for?
• What to do:– Find out and document exactly what the customer wants.
– Inform everybody of the project scope.
– Document Business, Functional and technical requirements.
7/24/2014 Gagan Gupta
7/24/2014 Gagan Gupta
• How do you figure out how long the project will take?
• Problems:– An unrealistic timeline or budget will be agreed to.
– You will not be able to do all the work in the time allocated.
• Causes:– No formal estimating method
– Estimate confidence is law.
– Volume of work not understood
• What to do:– List all the work as well as possible.
– Estimate each work package.
– Add up all work packages.
– Always give answer using a range of dates
7/24/2014 Gagan Gupta
7/24/2014 Gagan Gupta
• Sorry about the project, I left it in my car & there was a bit of an incidents.
• Problems:– Unexpected events cause delays.
– Domino effect of thing going wrong.
• Causes:– No Formal Risk Management.
– Just try to predict the big things that can go wrong.
– It’s the sum of the all little things that make a project late.
– Nothing is more stressful than trying to keep on schedule when unexpected things keep happening.
• What to do:– List all the work as well as possible.
– Figure out what can go wrong with each piece of work.
– Prioritize each risk as High/ Medium/ Low Probability or impact.
– Sort the list.
– Create a plan to deal with the risks at the top of list.
7/24/2014 Gagan Gupta
7/24/2014 Gagan Gupta
• “Emergency Phone installed, Deliverable completed”
• Problems:– Difficult to get the agreement that the product is finished.
– Customer Keep wanting more, saying you didn’t do it to their Specification.
• Causes:– The Milestones or deliverables were not measurable.
– The customer never told us How many they wanted So we just assumed 1,
• What to do:– Ensure Milestones or Deliverables are:
Clearly Defined
Measurable (Quantifiable)
7/24/2014 Gagan Gupta
7/24/2014 Gagan Gupta
• Of course we Can do that for you.
• Problems:– There was little or no planning before deciding you can get the job
done.
– The task you agree to turns out to be more work than expected.
– It takes you longer and jeopardizes other deliverables.
• Causes:– Not enough time spent planning.
– You may have been pressured into giving an answer right then and there.
– Didn’t have a full understanding of the work involved before committing.
• What to do:– Take the time to fully understand the work before agreeing to it.
– Its okay to say the work is not possible or will take too long
– Only agree to work when you’re sure it can be done, this will benefit you and your managers.
7/24/2014 Gagan Gupta
7/24/2014 Gagan Gupta
• Hurry .... We have a tight deadline. No time to plan. Just start digging.
• Problems:– The plan is flawed from the start.
– The project gets out of control and can’t be recovered.
• Causes:– You have to do the work and weren’t also given time for project
management.
– Perhaps you only have 10% or 20% allotment for the project management duties.
• What to do:– Planning a project is like setting out a roadmap. Without it you will
likely get lost.
– Controlling a project is like driving a car. You have to continuously watch the road (the Plan) and make little adjustments.
7/24/2014 Gagan Gupta
7/24/2014 Gagan Gupta
• I think I know how this helmet goes on. I have been riding scooters for two years now.
• Problems:– Your project don’t finish on time.
– Your project are always squeezed at the end.
– Your project are stressful.
– You have to deal with unrealistic expectation or customers.
– You feel your projects are out of control.
• Causes:– People often don’t know what they don’t know.
– Their project are out of control but they don’t know WHY??
– They feel they are doing okay but could benefit from formal project management education.
• What to do:– Learn the methods, tools, and techniques successful Project manager
use to initiate, plan, execute and control their projects.
7/24/2014 Gagan Gupta
7/24/2014 Gagan Gupta
Presented by Gagan Gupta
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