program and project management by mr. imran durani

8/14/2019 Program and Project Management by Mr. Imran Durani

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Successful Projectsplanning and managing a project

Imran Hameed DurraniProject DirectorGovernors Secretariat

Balochistan.


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Aims of the Session

Introduce project cycle and itsPhases.

Provide tools for systematicapproach to Project Development.

Constraints at each level of theProject Cycle.


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Presentation OutlineIntroduction

What Is a project?

What is project management?Project management constraints

Project lifecycle: Scoping, Planning,

Executing, Controlling, ClosingProject Software

Project-related Resources


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What Is a Project? Temporary in nature Temporary in nature (e.g. create a set of online tutorials about using governmentdocuments)

Specific goalsSpecific goals (e.g. set of online tutorialson finding Ontario government pubs)

Clear-cut starting and ending dateClear-cut starting and ending date

Dedicated funding (Dedicated funding ( in most cases)


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Projects Are AboutChange

Change that can bemeasured/evaluated over time.

how will behaviour be changed?how will the change impact/benefit

our users, staff?

what will be done more efficiently,effectively, or that we couldnt dobefore?


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What Project Management IsntIf you don't know where you are going, any road will take you there. George Harrison, "Any Road", Brainwashed,2002.

If you don't know where you are, a map won't help.


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Good project management doesn't have to becostly, complicated, or cumbersome. In short, don'tpanic.

You already know a lot about managing projects.

If you've moved to a new home, hosted a familyreunion, or remodelled a bathroom, you already

know about achieving objectives, sticking to aschedule, working within a budget, and deliveringquality.

PM is a Process


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PM is ScalableNo matter thesize of the

library or project,a good project management

process canadapt to fit.


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Benefits of ProjectManagement

Knowing where you are going and whenyou have arrivedIdentify manageable work loadsIdentify where to focus your effortsKnowing where you standMaintaining good communicationKeeping calm and maintaining consistencyPrevent problems and fire drillsInterdepartmental cooperation that buildsInterdepartmental cooperation that buildssynergies across the organization.synergies across the organization.


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Project ManagerProject Manager is responsible foraccomplishing the objectives of the project.Establishes priorities and resolves conflicts

Establishes project planManages to the project plan

Takes corrective action if necessary

Works directly with project sponsor to ensureproject goals are met


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StakeholdersAll who are involved directly and indirectlywith the project including students, faculty,staff, community, vendors.

Make a list of all the stakeholders identified sofar in the project. You may also want to detail roles of eachstakeholder in this section.

Understand the Organizational Culture!Understand the Organizational Culture!


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Project TeamGather required expertise on the team, ordesignate experts whom the team canconsult, as needed.

Not everyone works well in teams but theproject team can be a good opportunity todevelop team skills. Try to represent major stakeholder groups if possible.Keep the size of the team manageable.


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Project Constraints Model

A successful project:Delivers the outcomeoutcome with an agreed upon qualityquality .Does not overrun its end dateend date .Remains within budgetbudget (cost of resources).

O u t c o m

e T i

m e

Costs

Qualit

y


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Project ManagementProcess

The basic elements of project managementare illustrated in this project life cyclediagram.


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Project Life CycleInitiation Phase (Scoping the Plan): identify need,deliverables & assign priority.

Planning Phase (Developing the Plan): projectspecifics, such as tasks, milestones, and associatedcosts.

Implementation Phase (Executing the Plan):applies project plan; direct team in producingdeliverables; implement approved changes andcorrective actions.

Monitoring & Controlling Process: monitor theprojects schedule and budget, making adjustments asnecessary, mitigate risk.

Completion Phase (Closing Out the Project): project assessment & wrap-up report, integrating into ongoingoperations.


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Communication PlanWhenever people work together, communication isan essential ingredient for success

A communication plan describes how you're goingto keep the people involved with a project informed.

Communication strategies may be simple orsophisticated and can range from a weekly statusreport to a collaborative Web site. At their core,communication plans answer the questions:

Who needs to know?What do they need to know?When do they need to know it?


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Scoping theProject

DevelopingthePlan

Scoping theProject

Launching theProject

Monitoring &Controlling

Closing OuttheProject


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Scoping the Project

Define theProject Objectives

State the Problem/Opportunity

Establish the

Project Goal

Identify the

Deliverables /Success CriteriaList Assumptions,Risks, Obstacles


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Establish the

Project Goal

Identify the



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Constraints achieving this Stage.

Lack of availability of literature to review. improper information recorded about the

project area. Incapability of the observer. Concealment of Facts/misinformation about

the problem.


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Establish the

Project Goal

Identify the


Establish the Project Goal


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Primary Project Goal A project has one primary goal which gives purpose

and direction to the project.

Defines the final deliverable and outcome

States in clear terms what is to be accomplished.

Is a reference point for questions about scope andpurpose of the project.


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Establish the

Project Goal

Identify the


Define the Project Objectives


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Define the ProjectObjectives S.M.A.R.T.


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Sample of the Objectives To assess the present education level of theinhabitants of district Pishin.

To work with Community coordinators to developdatabase of schools in district Pishin.

To document the facts and design trainingprogram for school teacher.


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Constraints achieving this

Stage. This stage relates to the identification of theproblem, if the problem is clear the objectivescould be defined easily.If the person designing the objectives doesnot have deep knowledge of the problem. S.M.A.R.T. objectives could not be designed, if

the information about the problem is based onfactious information.


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Establish the

Project Goal

Identify the


Identify the SuccessCriteria / Deliverables


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Success Criteria /Deliverables

Clearly state the expected impact. Articulate/quantify outcomes so success

can be measured. Make a list of the deliverables to be

produced by the project. Describe each deliverable in an

unambiguous manner that is understoodby the team member responsible for it.


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Establish the

Project Goal

Identify the



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Assumptions & Risks Identify factors that might affect the outcome or

completion of the project. Used to alert management & the project team to

factors that may interfere with project work.

Types of assumptions and risks; Technological (equipment problems) Environmental (weather) Interpersonal (need to rely on student workers)

Cultural (ensure dont omit consultation with a keystakeholder group) Political (the current economic crisis)


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Scoping theProjectDevelopingthe

Plan

Defining theProject

Launching thePlanMonitoring &Controlling

Closing Out

theProject

Developing the Plan


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Making Time to PlanInvest in the Planning ProcessInvest in the Planning Process

Taking the necessary time to plan & developeach phase of the project is key to a

successful project all the more important if you are new to project management or to theobjective of the project

Just getting on with the project can be arecipe for failure


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Pre-Planning -Environmental Scan

Brainstorm ideas.

Conduct visits to project site. Research the topic. Review professional literature.

Examine best practices to thesimilar projects.


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Planning Phase

Construct/Analyze

Project NetworkPrepare theSchedule/Timeline

Identify Project Tasks (WBS)

Estimate Task

DurationDetermine ResourceRequirements


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Construct/Analyze



Estimate Task



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Work Breakdown Structure(WBS)Breaks the project into chunks of work at alevel of detail that meets planning andscheduling needs.

Broader

Narrower


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WBS Preparation Characteristics of a good WBS: Status/completion are measurable

Clearly defined start/end events Activity has a deliverable Time/cost easily estimated Activity duration within acceptable limits

Work assignments are independent


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Construct/Analyze



Estimate Task


Estimate Task Duration


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Estimate Task Duration

Estimate task durations basedon:

Similarity to other activities. Historical data. Expert advice. Skill levels of staff involved.


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Construct/Analyze



Estimate Task


Determining ResourceRequirements


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Determining ResourceRequirements Identify all the resources required for each

activity.

Estimate the duration of each task. Linkage between and among

activities/tasks


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Project Organization &Resources People - skills and value Facilities Equipment Money Materials Time


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Responsibility Matrix Creates accountability by assigning each task to aperson

Task A B C

Activity 1 x

Activity 2 x

Activity 3 x

Construct/Analyze


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Construct/AnalyzeProject Network

Construct/Analyze



Estimate Task


C /A l P j


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Construct/Analyze ProjectNetwork

The project networkproject network is the set of project taskspresented in sequence with their dependencies,durations, resources & milestones. Dependencies create the backbone of the project network

e.g. Task B cannot begin until task A is complete.

The project network or can be represented as asimple list or visually in chart form.

A. Design graphics B. Insert content

Prepare the


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Prepare theSchedule/Timeline

Construct/Analyze



Estimate Task



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Project Scheduling Timeline for the projects activities ininsequencesequence with:

MilestonesActionsStart & End DatesRelationship among activities

Types of timelines: text tables,GANTT charts, Critical paths, PERTcharts, etc.


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Critical Path A Critical path is the sequence of project network terminalelements with the longest overall duration , determining theshortest time to complete the project.

The duration of the critical path determines the duration of theentire project. Any delay of a terminal element on the criticalpath directly impacts the planned project completion date (i.e.

there is no slack on the critical path ).A project can have several, parallel critical paths. An additionalparallel path through the network with the total durations justshorter than the critical path is called a sub-critical path.

The critical path method was invented by the DuPont

corporation and originally considered only logical dependenciesamong terminal elements.


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Timeline in Tabular FormGood approach for schedules without manysets of activities in complex relationships.

Does not require specialised skills inpreparing GANTT charts, etc.


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GANTT Chart Visual scheduling tool Graphical representation of

information in WBS Show dependencies between tasks,

personnel, and other resources

allocations Track progress towards completion


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Sample GANTT Chart


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Critical Path Longest pathway to your goal. Know your critical path and manageto it.


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PERT ChartsProgram (or Project ) Evaluation and ReviewTechnique designed to analyze and represent the tasks involved incompleting a project.Used more in R&D-type projects where time, rather thancost, is the major factor.PERT is intended for very large-scale, one-time, complex,non-routine projects.


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Project Planning Tools

Project softwarePost it notes on wall

3 x 5 cards in colors for each taskChalk board

Document everything!!Document everything!!

Ri k M


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Risk ManagementPlanning

Identify risks and potential obstacles to theproject that:

could significantly impact on itscompletionare reasonably likely to occur

Incorporate steps in plan to mitigate riskand avoid obstacles.

Monitor the risks you've identified andwatch for new risks that may arise.


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Achieve Balance between

Planning and Flexibility The project plan needs to be clear and firm inorder to avoid ambiguity but flexible enoughto accommodate changes and unanticipatedevents.


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Launching the Project


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Scoping theProjectDevelopingthePlan

Defining theProject

Launching theProjectMonitoring &ControllingClosing Out

theProject


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Launching the ProjectCommunication

Kickoff meeting with project team (& perhapsmajor stakeholders.

Regular team meetings to review progress.


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Monitoring & Controlling

Monitor Status - Review Meetings

Manage Change & Resolve Conflicts

Analyze Variances

Plan and Take Corrective Action

Report Status to Stakeholders


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Scoping theProjectDevelopingthePlan

Defining theProject

Launching theProjectMonitoring &Controlling

Closing Out

theProject


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Closing Out the ProjectComplete Closing Activities (acknowledgeyour team & celebrate successes)

Document Best Practices

Close the Project

Hand off service/support to operational units


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Project Closing

What worked well and what could have beenimproved

Would they want to do it again, if so, how oftenand in what form.Final report to the projects sponsor.


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Theory of Constraints (TOC) Dr. Eliyahu M. Goldratt in his1984 book titled The Goal .

h f C i
http://en.wikipedia.org/wiki/Eliyahu_M._Goldratthttp://en.wikipedia.org/wiki/The_Goal_(novel)http://en.wikipedia.org/wiki/The_Goal_(novel)http://en.wikipedia.org/wiki/Eliyahu_M._Goldratt


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Theory of Constraints

(TOC)Theory of Constraints (TOC) is an overallmanagement philosophy introduced by Dr.Eliyahu M. Goldratt in his 1984 book titled The Goal .The title comes from the contention that any manageable

system is limited in achieving more of its goal by a verysmall number of constraints, and that there is always atleast one constraint. The TOC process seeks to identify the constraint and

restructure the rest of the organization around it, throughthe use of the Five Focusing Steps .
http://en.wikipedia.org/wiki/Management_philosophyhttp://en.wikipedia.org/wiki/Eliyahu_M._Goldratthttp://en.wikipedia.org/wiki/The_Goal_(novel)http://en.wikipedia.org/wiki/Theory_of_Constraintshttp://en.wikipedia.org/wiki/Theory_of_Constraintshttp://en.wikipedia.org/wiki/The_Goal_(novel)http://en.wikipedia.org/wiki/Eliyahu_M._Goldratthttp://en.wikipedia.org/wiki/Management_philosophy


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The five focusing stepsIdentify the constraint (the resource or policy that preventsthe organization from obtaining more of the goal).Decide how to exploit the constraint (make sure theconstraint's time is not wasted doing things that it should

not do)Subordinate all other processes to above decision (align thewhole system or organization to support the decision madeabove)Elevate the constraint (if required or possible, permanentlyincrease capacity of the constraint; "buy more")If, as a result of these steps, the constraint has moved,return to Step 1. Don't let inertia /unwillingness become theconstraint.
http://en.wikipedia.org/wiki/Social_inertiahttp://en.wikipedia.org/wiki/Social_inertia


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program and project management by mr. imran durani

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