Project ManagementDay 2 in the pm Project Management (PM) DO.

Project Management Day 2 in the pm

Project Management (PM)

DO

Day 2 in the pm # 2 / 26Project Management Cook

Project Success Factors

Clear project missionTop management supportGood project schedule/planGood client consultationUser involvementClear statements of requirementsProper planningExcellent Project Leader


Project Leader Skill Set

Leadership skills: sets example, energetic, vision (big picture), delegates, positive

Team Building skills: empathy, motivation Communication skills: listening, persuading Organizational skills: planning, goal-setting,

analyzing Coping skills: flexibility, creativity, patience,

persistence Technological skills: experience, project

knowledge


Project Manager’s Job

Define scope, focus on goals, and lead by example Identify stakeholders and decision-makers Develop detailed task list (WBS or Gantt charts) Identify interdependencies Estimate time, talent, resources & budget requirements Identify & track critical milestones and job performance Identify & evaluate risks early and have contingency plans Participate in project phase review and recognition Manage the configuration and change control process Report project status and problems – present and future


Project Manager’s Levers

- Authority: the legitimate hierarchical right to issue orders Assignment: influence on worker's later work assignments Budget: ability to authorize use of discretionary funds Promotion: ability to improve a worker's position - Money: ability to increase a worker's pay and benefits - Penalty: ability to dispense or cause punishment + Work challenge: the ability to assign work that capitalizes

on a worker's enjoyment of doing a particular task + Expertise: special knowledge that others deem important Friendship: the ability to establish friendly personal

relationships between the project manager and others


Covey’s 7 habits of Success

Project managers can apply Covey’s 7 habits to improve effectiveness on projectsBe proactiveBegin with the end in mindPut first things firstThink win/winSeek first to understand, then to be understoodSynergizeSharpen the saw


Performance Reporting

Performance reporting keeps stakeholders informed about how resources are being used to achieve project objectivesStatus reports describe where the project stands at a

specific point in timeProgress reports describe what the project team has

accomplished during a certain period of timeProject forecasting predicts future project status and

progress based on past information and trendsStatus review meetings often include performance

reporting


Sample Monthly Status Report

I. Accomplishments for Month of January (or appropriate month):

Describe most important accomplishments. Relate to project's Gantt chart

Describe other important accomplishments, one bullet for each. If any issues wereresolved from the previous month, list them as accomplishments.

II. Plans for February (or following month):

Describe most important items to be accomplished in the next month. Again relateto the project's Gantt chart.

Describe other important items to accomplish, one bullet for each

III. Issues: Briefly list important issues that surfaced or are still important. Managershate surprises and want to help the project succeed, so be sure to list issues.

IV. Project Changes (Date and Description): List any approved or requestedchanges to the project. Include the date of the change and a brief description.


Risk Management - Tracking

Top 10 risk item tracking is a tool for maintaining an awareness of risk throughout the life of a project

Establish a periodic review of the top 10 project risk items

List the current ranking, previous ranking, number of times the risk appears on the list over a period of time, and a summary of progress made in resolving the risk item


Risk Management Options

Risk avoidance: eliminating a specific threat or risk, usually by eliminating its causes

Risk acceptance: accepting the consequences should a risk occur

Risk mitigation: reducing the impact of a risk event by reducing the probability of its occurrence


Risk Resolving & Hedging

Monthly Ranking

Risk Item This

Month

Last

Month

Number of Months

Risk Resolution Progress

Inadequate planning

1 2 4 Working on revising the entire project plan

Poor definition of scope

2 3 3 Holding meetings with project customer and sponsor to clarify scope

Absence of leadership

3 1 2 Just assigned a new project manager to lead the project after old one quit

Poor cost estimates

4 4 3 Revising cost estimates

Poor time estimates

5 5 3 Revising schedule estimates


Procurement Management

Procurement planning: determining what to procure and when

Solicitation planning: documenting product requirements and identifying potential sources

Solicitation: obtaining quotations, bids, offers, or proposals as appropriate

Source selection: choosing from among potential vendors Contract administration: managing the relationship with the

vendor Contract close-out: completion and settlement of the

contract


Procurement Planning

Procurement planning involves identifying which project needs can be best met by using products or services outside the organization.

It includes deciding:whether to procurehow to procurewhat to procurehow much to procurewhen to procure


Stages of Procurement


Risk versus Contracting Type


RFP Evaluating


Contract Administration

Contract administration ensures that the seller’s performance meets contractual requirements

Contracts are legal relationships, so it is important that legal and contracting professionals be involved in writing and administering contracts

Many project managers ignore contractual issues, which can result in serious problems


Management Cautions

Analytic PM Techniques are more useful when:Situation is stableTechnology is knownPace is not absolutely criticalSafety is more important than FrugalitySize gets beyond single person comprehension

As a guideline, consider the extent of formalism as a function of project size


Minor Project

Interface Program or Enhancements

< 160 hours work effort

< 90 days duration

1 or 2 development resources

1 MM RMB or less budgeted


Minor Project

ProjectPlan

ProjectCharter

WeeklyStatus


Multiple Technologies

< 2000 hours work effort

< 180 days duration

3-4 development resources

5 to 7 teams involved

10,000,000 RMB or less budgeted

Average Project


Average Project

ProjectPlan

ProjectCharter

MonthlyReviews

BudgetResource

PlanStatus

Reports

ScopeDefinition


Major Project

Multiple Technologies & Locations

> 2000 hours

5+ development resources

> 10 teams involved

Budget exceeds 10,000,000 RMB

Multi-phase


Major Project

ProjectPlan

ProjectCharter

IssueLog

BudgetResource

PlanStatus

Reports

ScopeDefinition

CommunicationsPlan

QualityPlan

Risk MgmtPlan

ProcurementPlan


Wisdom

Watch the pattern of diffusion of work group tools (if grows like a cancer, good and healthy; if jumps from place to place, not healthy – CASE as a referent tool)

Watch the pattern of advocacy (if furthest from the action likes it most and those doing the work like it the least, then do your best to sweeten it for those doing the work)

It’s easy to err on the side of a too elaborate a project management system; being too simple is much harder

Pencil and paper can still out perform tools for strategies, contingencies, and possibilities when done by those with good experience, judgment, intentions and access to talent.


Concluding Remarks

Questions and Answers

Thank you, again.

You can find a copy of this lecture (220 KB) on the Internet at:

http://cha4mot.com/TG-PM0309

Project ManagementDay 2 in the pm Project Management (PM) DO.

Documents

project team

project stands

project managementday

project knowledge slide

project managementcook

pm project management

future project status

project risk items