fundamentals of pm lecture vii & viii

Lecture VII

Any project can be estimated accurately

(once it's completed)

Too few people on a project can't solve the problems

- too many create more problems than they solve

1

Recap : Lecture VI

Project Life Cycle

Product Life Cycle

Stakeholder Management

2

Enterprise Environmental Factors

&

Organizational Process Assets

3

Both internal and external factors that influence a

projects success

May enhance or constrain a project

May be beneficial or detrimental

Used as input in many processes


4

Organizations Culture,

Structure & Processes

Government and industry

standards and regulations

Infrastructure

Human Resource

Personnel administration

Company Work

Authorization Systems

Market Place conditions

Stake holder risk tolerance

Political conditions

Organizations

communication channels

Enterprise Environmental

Factors

5

What are the environmental factors that

influence your projects success?

Is the factor going to affect the project outcome

positively or negatively?

Is any factor imposing any constraints on the

existing project management options?

Questions Relating


6

EEF Process Matrix

Internal/

External

Process 1 Process 2 Process n

Political

Factors

Legal

implications

Commercial

Data Base

System

Infrastructure

Company

Work Ethics

Market

Indicators

So on

EEF Process

7

Shared visions, values, beliefs, norms

and expectations

Policies, procedures and guidelines

Data repository

Lessons learnt, historical info


Good practices come from experience..and experience is indeed a precious resource, even when it is not your own.

8

Difference between EEF & OPA

EEF OPA

Culture Formal / Informal Plans

Infrastructure Procedures

Existing resources Policies

Market place / Standing Guidelines

Project Management

Software

Work Authorization

System

Knowledge bases inclu;

Lessons learnt &

historical information

Dif

fic

ult

to

ch

ang

e U

pd

ated

freq

ue

ntly

9

OPA Process Matrix

Process 1 Process 2 Process 3 Process n

1

2

3

4

5

6

7

OPA Process

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KNOWLEDGE AREA

PROJECT INTEGRATION MANAGEMENT

11

Integration Management : Basics

This knowledge area includes the processes and activities needed to identify, define, combine, unify &

coordinate the various processes and project mgt.

activities within the Project Management Process Groups

Key words Unification Consolidation Integrative actions

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Integration Management : Processes

Stakeholder

Management

13

Integration Management : Example

A cost estimate needed for a contingency plan involves integration of planning processes, cost

management processes, time management

processes & risk management processes

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Integration Management : Processes

Work

15

PROCESS GROUP

INITIATING

KNOWLEDGE AREA


PROCESS

DEVELOP PROJECT CHARTER

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A Project Charter is the process of developing a document that

formally authorizes a project or a phase and documenting initial

requirements that satisfy the stakeholders needs and

expectations

It establishes a partnership between the performing

organization and the client

Approved Project Charter formally initiates the project

What is Project Charter ?

17

When properly used, a Project Charter will be the single most important tool the project manager/lead utilizes for managing the expectations of the project sponsor and all other stakeholders

Project Charter is used to set the project direction and defines the measures of success

Project Charter provides a consolidated and summary-level overview of the project. It allows all stakeholders to agree and document project scope, objectives, timeframe, and deliverables

A Project Charter is created at the beginning of a project, approved by the stakeholders, and signed off before work can begin

Key Statements

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How To Develop A Project Charter

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Narrative description of products or services to be

delivered by the project

For internal projects project initiator or sponsor

provides the SOW based on

Business need

Product or service requirements

For external projects it can be received from the

customer as a part of a bid document

Statement of Work

INPUT 20

Whether or not the project is worth the required

investment

Business need and cost-benefit analysis are contained in

business case

It is created as a result of :-

Market demand

Organizational needs

Customer request

Technological needs

Legal requirements

Business Case

INPUT 21

An input if the project is being done for an external

customer

Industry standards

Organizational Infrastructure

Templates

Historical information

Contract



22

Expert Judgment is the most frequently used tool and technique

used to develop the Project Charter.

Such expertise is usually provided by any group or individual with

specialized knowledge of the product or project deliverable

Expertise sources can be :

Other Units within the Organization

Stakeholders and Sponsors

Consultants

PMO Project Management Office

Tools & Techniques To Develop A

Project Charter

T & T 23

Expert Judgment

T & T 24

Project Purpose or Justification

Measurable Project Objectives

High-level Requirements

High-level Project Description

High-level Risks

Summary Milestone Schedule

Summary Budget

Outputs of the Project Charter

OUTPUT 25

Facilitation Techniques

Brainstorming, conflict resolution, problem solving,

are examples of key techniques used by facilitators to

help make project charter

Tools & Techniques To Develop A

Project Charter

T & T 26

Project Goal/s

Brief Scope Statement

Deliverables

Key Stakeholders

Assumptions

Constraints

Initial Risks

Schedule Estimates

Cost Estimates

Success Criteria

Signatures

Typical Sections of a Project Charter

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Stakeholders are clearly defined

Communication channels are defined

Roles and Responsibilities are outlined

Scope is Defined Helps prevent Scope Creep

Improved Project Management Processes in later

Phases

Increased Probability of project Success

BUY IN from Project Team Members

Benefits of Project Charter

28

A Project Charter officially initiates a Project

Project Charters are a High-level view of the Project objectives,

deliverables, and scope

Project Charters are living documents and need to be updated

as the Project moves forward

There are standard inputs and tools & techniques for building a

Project Charter. One size does not fit all

A well managed Project Charter will be the single most

important tool for a PM/PL to manage Project expectations

Summary : Project Charter

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Develop Project Management Plan

The project management plan defines how the project is executed, monitored and

controlled, and closed

The Develop Project Management Plan process brings all subsidiary plans together,

into one document called the project

management plan

32

How To Develop A Project Mgt Plan

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Project Management Plan

The project management plan can be composed of one or more subsidiary plans and other components.

Each of the subsidiary plans and components is detailed to the extent required by the specific project

These subsidiary plans include, but are not limited to: Project scope management plan Schedule management plan Cost management plan Quality management plan Staffing management plan Communication management plan Risk management plan Procurement management plane Stakeholders Management Plan

34

Project Management Plan

Title

Purpose

Version No & History

Contents

Project Documents

Project Charter

Environmental Factors

Life Cycle Diagram

Milestone Chart

Integration Management Processes

SWOT Analysis

Work Breakdown Structure

Others

35

PMP vs Project Documents

37

PROCESS GROUP

EXECUTING

KNOWLEDGE AREA


PROCESS

DIRECT & MANAGE PROJECT WORK

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Direct & Manage Project Work

The process of performing the work defined in the PMP to achieve projects objectives

Includes but not limited to Create project deliverables Implement planned methods & standards Issue change requests and adopt approved changes (Monitor & control project work >Change request >Integrated Change

Control>Approved changes> Adopt Change Requests)

Manage risks & implement risk response activities

39

Direct & Manage Project Work

40

Project Mgt Information System

Provides access to automated tools such

as scheduling, cost & resourcing tools,

databases etc

41

Meetings

Information Exchange

Brainstorming,

Option evaluation,

Decision Making

If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be 'meetings.

Meetings are indispensable once u dont want to do anything

42

Meetings

Project kickoff meeting

Bidders Conference

Progress Review Meetings

Change Control Meetings

Progress updates to higher Mgt

Closure note of thanks

44

Direct & Manage Project Work : Outputs

Deliverables A tangible or intangible object produced as a result of the

project that is intended to be delivered to a customer as

a result of a project

Work Performance Data No. of change requests received No. of requests accepted No of deliverables completed

45

As a result of comparing planned results to actual

results change requests may be issued

These can adjust, expand or reduce the project

scope

Changes can impact PMP, Project Documents or

Project Deliverables

Changes may include Preventive Actions,

Corrective Actions or Defect Repair

Change Requests

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Are Changes Bad?

Changes can be very expensive Some studies have shown that changes made late in projects can be 100 times more expensive that

made in earlier half

Lot of changes create coordination problems of work for PM as it is constantly changing

Team members who are managing projects are mostly pulled out to evaluate the changes

Time is wasted Base lines can be impacted

The Dark Side

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Are Changes Bad?

Changes can save projects Help to meet stakeholders expectations Cover the missing links in project management especially planning

MORAL : Right Changes at Right Time

The Brighter Side

PROJECT MANAGERs BEST ATTENTION IS PAID ON PREVENTING UNNECESSARY CHANGES

48

CAPA is a concept within good manufacturing

practices (GMP)

CAPA focuses on the systematic handling of

failures and/or deviations in an attempt to

prevent their recurrence (for corrective action)

or prevent from occurrence (for preventive

action)

CAPA is a part of overall QMS

(Quality Management System)

Corrective & Preventive Actions

(CAPA)

49

Actions taken to prevent anticipated or possible

deviations

Examples

Changing a resource as its last activity nearly failed

Preventative Maintenance and Calibration of equipment

Employee suggestion box

Training employees before starting work

Disaster Prevention Planning

Preventive Actions (PA)

50

Corrective actions are taken on actual deviations to

bring expected future project performance in line

with the project management plan

Examples

Process Redesign

Enhancement/ modification of existing training

programs

Improvements to maintenance schedules

Improvements to material handling or storage

Corrective Actions (CA)

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Defect Repair

An identified defect in a project component that needs to

be repaired or replaced

52

UNDP has launched a project for supply and installation of

solar water pumps for flood effected people. The pumps are of

three types i.e CAT 1, CAT 2, CAT3. You are project manager

of firm ALPHA which has won the project. One fine day a

performance report from production line of CAT 1 pumps has

highlighted that there is a reported problem of pressure valve in

a CAT 1 pump being manufactured as first lot.

In this situation write actions for:

Defect Repair

Corrective Actions

Preventive Actions

Activity

53

Defect

Repair Replace/repair the pressure valve

Check the stock and replace/remove defective

pressure valve if any

After analysis it was found that inadequate packing

during supply was the cause of this defect. Thus

improvement in transportation is taken whereby

packing of the valves from supplier is improved

The packing standards of all the parts of all CAT

pumps was reviewed and strengthened.

Deployment of corrective actions to other processes

/ production lines where non-conformance has not

taken place is considered preventive action

Activity CAPA & Defect Repair

Preventive

Actions in stipulated situation

PROCESS GROUP

MONITORING & CONTROLLING

KNOWLEDGE AREA


PROCESS

MONITOR & CONTROL PROJECT WORK

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Monitoring , Evaluation & Control

Project Management

Monitoring

Evaluation

Control 56

Monitoring & Evaluation

Difference between Monitoring & Evaluation

Monitoring: The tracking of the

key elements of programe/project

performance; usually inputs and

outputs through record-keeping,

regular reporting and surveillance

systems

Evaluation: Is the assessment of

the targeted results in relation to

monitoring activities

Evaluation attempts to correlate a

particular output or outcome

to reach to a conclusion

57

Analysis & Evaluation

Difference between Analysis & Evaluation Analyse is based on these 3 steps:

1. cause

2. impact

3. consequence

Evaluate, on the other hand, is based on these 4 steps:

1. cause

2. impact

3. consequence

4. conclusion

When analysing, a conclusion is not required. However, when you want to evaluate,

the outcome expected/conclusion is needed.

Basically, analysing is more of a thinking process and evaluation is the conclusion

after going through the thinking process 58

Project Control

59

A Question of Balance

Too little control?

Too much control?

$

Amount of Control

C Control

C Mistakes

60

Monitoring , Evaluation & Control

DMAIC

Define Measure Analyze Improve Control

Six Sigma Approach

61

PROCESS GROUP

MONITORING & CONTROLLING

KNOWLEDGE AREA


PROCESS

PERFORM INTEGRATED CHANGE CONTROL

Change Control Integ Mgt

M & C 62

4.5 Perform Integrated Change Control

The process includes Reviewing all change requests Approving or rejecting changes If approved : Managing changes to deliverables, OPA, Project documents & Project plan

Communicate their disposition

Key Benefit It allows for documented changes within the project to reduce risk which often arises from changes made without

consideration to overall project plan

63

4.5 Perform Integrated Change Control

Process for Making Changes

1. Prevent the root cause of changes

Basic cause 2. Identify change

3. Create a change request

4. Perform Integrated Change Control

Assess the change Look at the impact of the change Change is approved or rejected

5. Adjust the project management plan and baseline (if req.)

6. Notify stakeholders affected by the change

7. Manage the project as per the new project management plan

64

fundamentals of pm lecture vii & viii

Documents

project outcome

cost management processes

processes work

various processes

structure processes

external factors

organizations culture

expectations policies