Project manager delivering project success

January 19, 2012

Project Manager Delivering Project Success Assignment by Prof. Prbhakaran
Bipin Barma

Project : AllenSolly Store, Commercial Street, Bangalore
Project Manager : Bipin Barma
Area of the store : 2000sft
Budget Approved : 80 Lakhs
Execution Period : 35 days
Location : High Street , in one of the costliest area of Bangalore.

Project Objectives :

• To execute the project in a span of 35 days in comparision to the regular project duration of 50 days to save the dead
rent and to start the business as early as possible.(within the specified budget & Quality Standards)
• It should be one of the best store in the high street with ACP cladded Facade and back lit LED Signages, best interiors
for superior customer shopping experience

QN-1 : Describe what made the project manager for the project effective or ineffective.

Effectiveness is defined as being “a measure of the quality of attainment in meeting objectives; to be distinguished
from efficiency which is measured by the volume of output achieved for the input used”

Here in this case effective project management means whether or not the project met its stated goals and whether
the project Manager managed the project effectively.

The following Qualities and deliveries made the Project Manager effective in the process of executing the project .

References : Class Materials ,Google, Wiki & Blogs 1

January 19, 2012

Bipin Barma

Knowledge & Sense of Participative in Leadership &
Skills responsibility decision-making Ownership

1. Time : Execution should
Meeting
complete in 35 days
Success Criteria
2. Cost : Capex Spent to be
Effective Project Manager within the approved budget of
80 Lakhs
3. Scope : Design to meet the
guidelines of New identity -
Delivering Value High Street
4. Quality : To be the best in
standards ( in comparison to
the competitors)
5. Visual Merchandising &
Facade : has to be distinctive
(standing out)
Team Work Delegation of Managing Managing Risks
Power Relationship & Conflicts

(In the following pages ,each of the above heads are been described how it helped the project manager during the execution
process and the improvements that could have been stressed upon.)


January 19, 2012

Bipin Barma

Knowledge & Skills (project manager is an Architect with formal project management credentials)
To execute a retail store following basic skills are must
1. Understanding of design ,capability of customising minor details as per site conditions
2. Drawing reading (Auto Cad files) and making the Contractor understand what exactly to be done
3. Making Drawings –the main mode of communication
4. MS Project – execution Plan developement & tracking
5. MS office- for detail calculations and financial spread sheet presentations
6. Knowledge of materials, cost & availibility- procurement best practices
7. Leadership skill, team work culture, conflict handling capabilities and negotiation skills – helped the project
manager making the best use of all resources to achieve the project Goals.
Area of improvement :
o Political skills – ability to build a power base and establish the right connections with upper management.

Sense of responsibility (Lead from the front)
Project Manager was influential and one point of contact to all external and internal stakeholders for
information transfer and decision making,
This created a transperent environment where accuracy of all data (whether it is the target dates of mile
stones, Cash flow requirements ,cost differntial values ,risk assesment etc.) remain stable.
If there is an scope change ,design change or cost over run - every department (visual merchandising,
Opertaion, Vendors) could communicate to him for change requests having an faith it will be processed as
per organisational best practise.
A well defined RAM (Responsibility Allocation Matrix) was prepared and followed so that each
stakeholder understands his accountibility and deliverables in accomplishing the project.


January 19, 2012

Bipin Barma

Participative in decision making

All designs and cost related planning exercises used to go through the project manager ,he used to be the formal signoff
authority of every action that is going to be implemented .
Being participative he could logically analyse every dimensions of actions before being getting executed ,this helped
eliminating the prevailing errors and risks

Leadership & Ownership

Through Leadership The project manager had to provide direction to all stake holders, energize others, and obtainin their
voluntary commitment to the over all vision of the project .

The mjor areas where Leadership is driven by the project manager :
Motivating Others
Managing Change
Developing People
Building Power Bases
Understanding Behavioural styles
Managing the Team
Providing Project Leadership
Managing Project Politics
Developing Personal Effectiveness
Managing Project Conflicts


January 19, 2012

Bipin Barma

Meeting Sucess Criteria:

Following objectives were set and achieved :

Time : Execution completed in 35 days ,handed over to operation on time for opening
Cost : Capex Spent was within the approved budget of 80 Lakhs (76 lakhs)
Scope : Design was made as per the guidelines of New identity - High Street , (store came out very well and
got awarded by the President )
Quality : Over all execution quality was up to the standards in comparision to the other competitors.
Visual Merchandising & Facade : New glazing with spider fittings ,Facade -ACP cladded, signage - 3D back
lit,Fore court newly paved, Interiors –new visuals been put, Luxurious Lounge been created , The Store came
out very well and opened with increased footfall.


January 19, 2012

Bipin Barma

Delivering Values : “Professionalism ,Integrity ,Corporate Values and problem solving” were the three major areas which
demanded value addition.The project manager could extract all these values from all the stakeholders throughout the project
life cycle.

Project Managerial effectiveness through Value addition

Critical
E Zone
F
F
E
C
T
I
V
E
N
E
S
S

0 1 2 3 4 5 6
Mean Values


January 19, 2012

Bipin Barma

Managing Risks and Conflicts :

Following were the major risks handled carefully by the project manager.

1. Scope Creep : Initiation of change request form to tap time and cost impact due to changes and approval of the same
before /during execution.
a. Facade implementation cost increased twice than that was planned earlier
b. Gnerator Space re designed due to increase in size of the Machine
2. Police and Traffic issues :
a. Bribing of more than 3 Lakhs to police to move raw materials to the site during day time and to continue fit out
work in the day time.(Contingencies cap increased to 10% of the total Capex)
3. Conflicts between Contractors & departments : (difference of opinion)
a. Reduction of execution time, resulted conflicts between the contractors -through discussion & re evaluating the
dependencies every week the PM could reduce the friction for smoother execution.

Conflict management is a critical activity which requires in depth evaluation of the Cause and require delicate handling to
keep the motivation up of all stakeholders.Most of the times it generates high level of negative energy in the project
environment. Not all who involved in the process express their desire and emotion openly and becomes difficult to
understand the issue at grass root level.
The following is one of the frame work that could help resolving the conflicts by ( FORCING ,COLLBORATING,COPROMISING
,AVOIDING AND ACCOMODATING )- various issues.


January 19, 2012

Bipin Barma

Conflict handling Frame Work


January 19, 2012

Bipin Barma

Managing relationship, delegation of Power and Team Work
Relationship Management through TO & RO bifurcation

In this project environment ,relationship with vendors, external consultants,local authorities (external
stakeholders )- is mostly Task Oriented (TO) and the relationship with departments ,Team members
,management (internal stake holders) is Relationship Oriented (RO)

Relationships:

Integrated Present Case
Related
( high- TO 1. Relationship with
(high -RO)
& RO) external stakeholders t
handled through proper
Planning ,Organising
Relationship and Control
2. Relationship with
Orientation Separated Internal Stake holders
Dedicated
(RO) (Low- TO handled through
(High -RO)
& RO) mutual trust
Feelings, development
,encouragement and
mutual- trust, &
caring the feelings
encouragement

Task Orientation (TO) – Plan, Organise & Control


January 19, 2012

Bipin Barma

Delegation of Power or Authority: (through various levels)

Creating Six levels of authority and delegating Power :

Levels Results
Level 1: Seek Approval for
look into the problem; report all; decide what to do. Authority
Level 2: Justify the logic and be
look into the problem; let the PM know alternative actions including pros and cons of each; authorised to implement
recommend one for his approval.
Level 3: Seek Approval for
look into the problem; let the PM know what is to be done ; don’t take action until PM approves. Authority
Level 4: You are authorised no
look into the problem; let the PM know what is intended to be done ; do it unless PM says “No.” further approval required
Level 5: Authorised ,but keep
take action; let the PM know what you did. reporting
Level 6: You are empowered to
take action; no further contact with PM is required do so

The Project Manager always remained as a power house of all authorities, with his due approval unless mentioned in the
Responsibility allocation Matrix the power or authority to take a decision can be shifted from one person to other.


January 19, 2012

Bipin Barma

Team Work :

Undestanding the importance of team work, following guidelines were followed throughout the Project Life Cycle.

Seeking out other’s opinions and involvement in matters that concern them before making decisions or plans final.
Trusting the team to develop a consensus on an issue, even if it takes a little more time.
Voluntarily offering your own relevant experiences, ideas and findings to colleagues who could use them.
Acknowledging a colleague’s contribution sharing the credit
Being non defensive and receptive to the suggestions, ideas opinions and needs of colleagues. Making the effort to
understand before criticising.
Considering impact of your plans on others.
Being unwilling to criticise a third party who isn’t present, not gossiping.
Coming prepared to present or participate when you have a role in meetings.
Expressing appreciation for teamwork extended to you that was helpful.
Identifying and helping pick up loose ends even though they may not be your responsibility.
Keeping people advised of changes, developments and new information on a task or project.
Being supportive of the team’s objectives once they are set.


January 19, 2012

Bipin Barma

Summary :
With thorough evaluation of all steps we can conclude that the effectiveness of the Project Manager or any stakeholder who is
involved in the Project delivery need to have the following Values :
1. Integrated
2. Dedicated
3. Developer
4. Executive
5. Benevolent Autocrat

Developer Executive

Benevolent
Autocrat
RO – Bureaucrat
Integrated
Relationship
Oriented Related

Dedicated
Missionary TO – Task MORE
Compro - Separated Oriented
miser EFFECTIVE (ME)

Developer Autocrat
LESS EFFECTIVE
(LE)


January 19, 2012

Bipin Barma

THE OUTCOME :

AllenSolly Store
Commercial
Street, Bangalore


Project manager delivering project success

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