What types of risks will I have to manage?Customer Risk:You will need an assessment of the credit worthiness of your customer. This should include checking the following:the identity of your customer. Do they exist as a legally established business in the country of import? Are you dealing with someone who has the authority to bind your customer; the usual period of credit offered in your customer's country; the credit limit you are prepared to offer your customer; the trading history of your customer. Are they a prompt payer? Have there been any changes to their normal payment patterns? are your exports compatible with your customer's normal business profile? can your customer pay the bill? insolvency. Remember that a customer's insolvency can involve you in a pre credit risk, where losses can occur if your customer becomes insolvent during the manufacturing process or at any time before or after the despatch of the export consignment. You can obtain the information needed to carry out these checks either yourself or through a reputable credit agency or credit insurer.Country Risk:As well as your customer, their country can pose separate risks that you will need to manage. Country risks traditionally fall into five areas:Sovereign: The willingness or ability of the government to pay its debts. This is affected by the political climate within the country (the legislature, judiciary and government institutions); internal and external threats to the country; international trading performance including balance of payments record; the level of national debt and the amount of foreign exchange reserves. Other political decisions can also frustrate your export sales; these include the imposition of embargoes, tariff or other quotas, and import or export restrictions. Private: The ability of the private sector to pay for its imports. This situation is affected by the state of the domestic economy, the commercial institutions in the country, and the competence of banking and financial services sector.Natural: Some regions of the world suffer from regular climactic catastrophes (for example annual flooding, drought, earthquakes and other disasters). When these occur they can severely disrupt the operations of both the business sector and the government.Fashion and Finance: International trading patterns often create a fashionable region or country as an export market. In these circumstances trade finance is often readily available, allowing you to offer good credit terms to your export customers. However, fashions change and countries can quickly go out of favour for both exports and trade finance.Other: These include transfer risks such as the inconvertibility of the local currency; transaction risks such as late or non-payment, and transition risks for emerging markets where the threats are the effectiveness of the liberalisation programme, failure to complete economic structural reforms and any possible destabilising influences.Credit Risk:Perhaps the first question you should ask is 'Can I afford to give my customers credit?' To decide how much credit you are prepared to advance you must consider :the amount of credit outstanding in your trading accounts, both overseas and domestic; what do you know about your customer and what is the maximum amount of credit you should NOT exceed; can you carry any financial shortfall? What will be the impact on your business if your customer delays payment or does not pay at all? how will you finance the credit period you offer? This means do you have sufficient money to allow you to offer credit terms in export sales contracts as part of your business cycle. Foreign Exchange Risk:When you trade internationally you will most likely be dealing in more than one currency. This means you are exposed to fluctuations in the foreign exchange market. You can learn how to manage this risk by referring SITPRO's guide on The Foreign Exchange Market.Corruption Perception Index (Transparency International) has been measured since 1995, based on a wide range of measures. Some critisisum of the measure because by it’s nature corruption is hidden. Nevertheless it gives us and indication of how careful we need to be.
The Essential of Project Management Siwawong W. Project Manager 2011.06.19
About Me My Name:SiwawongWuttipongprasert Nick-name: Tae (You can call this name. it’s easier) My Background: B.Eng (Computer Engineering), Chiang Mai University. CPE#3, Gear25 My Career Profile: 10+ years in IT business 5+ years with Blue Ball Co., Ltd. Role: Programmer, System Analysis, Consultant & Project Manager Working Area: ERP, MRP, Retailing, Banking, Financial, E-Commerce, etc. Working with multi-cultures: Japanese, German and Vietnamese Know Me More..
My Company: Blue Ball Blue Ball Group is an Offshoring Company that focus totally in customer satisfaction. It takes advantage of western management combined with Asian human resources to provide high quality services Thailand (Head Office) Mexico (Special Developments) Vietnam (Offshoring Center)
Services from My Company Offshoring Programmers &Testers Blue Ball will get you ready to offshore successfully. No need to rush you into offshoring without you feeling confident on how to send, organize, receive, test and accept job confidently
System Development & Embedded Solutions Solutions that combine technological expertise and deep business understanding. We only start coding once every single detail such as milestones, scheduling, contact point, communication, issue management and critical protocols are in place Web design and E-commerce Premium web design, CMS, e-commerce solutions and SEO services. Website maintenance and copy content creation to develop marketing campaigns that SELL for discerning companies to increase the quality and reach of their marketing campaigns
Understand the Project What’s the project? short-term efforts to create a unique product, service or environment, e.g. removing old servers, developing a custom e-commerce site, creating new desktop images or merging databases, etc. Project Life-Cycle
Introduction S/W Project Management is different because: Software is not tangible Software processes are relatively new and still “under trial” Larger software projects are usually “one-off” projects Computer technology evolves very rapidly
Project Constraints Goals VS Factors Within Budget Delivery on-time Satisfied the needs
The Real World Results VS. Status Just Do it! We can fix it later Not enough time, not enough resources Project Managers are overhead We don’t have time to plan! Go Early and go Ugly!
The True of IT Project Life-Cycle We get this from customer Customer actually needs
Why We Need Project Management 26% of projects are successful 46% of project are challenged 28% of projects FAIL Average cost overrun is 89% Average schedule overrun is 122% 45% of functions provided in newly developed systems are never used.
Why do IT projects fail so often? They're just plain harder Face usual project-management challenges e.g. deadlines, budget constraints and too few people to devote to the project. Face unique technology challenges from H/W, O/S, N/W or DB woes, to security risks, interoperability issues The changes manufacturers make to their H/W and S/W configurations. They fail at the beginning—not the end—due to a lack of sufficient planning The IT organization will never complete it on time, on budget or with the required functionality, which are three common factors for project success. They're rushed Organizations often feel that, to remain competitive, they must cut costs and maintain business operations, but that adds to the pressure on a big, expensive project. Their scope is too unwieldy A project with a large scope can usually be better executed by breaking it down into a series of smaller, more manageable projects
How do I determine if a project is going to fail once it's in motion? Tradition approach During the project’s initiation, you should establish the criteria for success and failure 15-15 Rule if a project is more than 15 percent over budget or 15 percent off schedule, it will likely never recoup the time or cost necessary to be considered successful. The Earned Value Management(EVM) technique allows an organization to measure a project’s completion, schedule variances, create schedule and cost performance indexes, and forecast a project’s likely completion date and financial impact upon completion.
When should a project be canceled? Can be many reasons e.g. poor planning. Cost overruns by more than 15 percent, late milestones and poor quality. At the start, determine what circumstances would call for a project’s cancellation. You might consider time and cost overruns, or shifting business conditions If scrapping it sounds daunting, you might wish to create smaller projects that give some return for the sunk costs. After all, smaller projects are more likely to succeed than large ones.
How can I ensure that my projects are successful? Organizations should create or adapt a standard approach to managing projects. A standard approach to project management establishes ground rules and expectations for the project team. It also provides project managers, functional managers and the operational staff with a common language around project management that eases communication and helps ensure that everyone is on the same page.
What Project Managers are Telling Us Top 7 Key Competencies of a PM: Communications Skills-verbal and written Leadership Skills Organizing Skills-planning, time management Interpersonal Skills Negotiating Skills-Diplomacy and mediating Team Building Skills Technical Skills
What Project Managers are Telling Us Top Five Major Roadblocks to Project Start-up Resource Constraints Lack of Information- Incomplete SOW, Unclear objectives, Poor Requirements Definition Roles and Responsibilities not defined Unrealistic Schedules
What Project Managers are Telling Us Top Five Major Issues affecting project completion Scope Creep/ Scope Change No defined completion criteria/ acceptance criteria Technology-Limited functionality, product instability Failure to manage customer expectations Poor Project Plan- Poorly defined deliverables
THE ESSENTIAL OF PROJECT MANAGEMENT Slides at http://blog.parallelprojecttraining.com
Overseas Working Benefits Risks Less saturated market Wider range of opportunities Supports growth Buffers local economic factors Develops new skills and capabilities it’s global market Customer Risk Credit worthiness Payment terms Trading history Country Risk Sovereign Private Natural Fashion and Finance Foreign Exchange Risk H&S Corruption Perception Index
Plan the Work Don’t start without contract cover Define the scope (deliverables) Agree the timeline Agree and manage the risk
Agree a Plan of Work Scope Planning Project Plan Activity Sequencing Activity Definition ScheduleDevelopment Risk Analysis Duration Estimating Work Breakdown Structure ResourcePlanning CostBudgeting £ + £ + £ = ££ Cost Estimating
Risk Assessment: P- I Grid VHI Set thresholds HI PROBABILITY HIGH RISK Urgent attention MED Regular review MEDIUM RISK LO Low Risk Monitor VLO VLO LO MED HI VHI IMPACT
Do the Work Follow the plan Highlight change from the outset Control Quality and Acceptance Watch the Cash
4 Keys to Successful in Project Management Refer from : http://projectmanagementonline.blogspot.com/2009/04/four-keys-to-successful-project.html
Keys of Successful Communicate Effectively Organization & Juggle Solve Problems & Make Decisions Build a Good Team
Key 1: Communicate Effectively “Communication” is critical to project management and a skill any successful project manager has mastered. Important Note: Communication != “talking” or “presenting” “Communication” is about… transferring knowledge sharing ideas solving problems and providing new or updated information
Key 2: Organize & Juggle In order to be successful in project management you need to be able to keep track of multiple “things” (projects, people, reports, requirements, specs, etc.). To do this you need to be organized, thorough, meticulous, and a pretty good juggler.
Key 3: Solve Problems & Make Decisions A good PM should be able to keep the big picture in mind. while also working on the details and specifics. At some point you have to rely on the information presented And make a choice to do A, B or C. When trying to solve an issue remember to focus on the problem you are trying to solve and your options. and hopefully you won’t get too lost in the forest or the trees (big picture vs. small picture).
Key 4: Build a Good Team We don’t always have a choice in who is on our team, *BUT* we can choose how to manage, develop and get good stuff out of them. The time and energy you spend engaging and motivating your team to perform at a high level is worth all the effort.
Most Important Key: Team Work T : TogetherE : EveryoneA : AchievesM : More From : http://gyanvedika.blogspot.com/2011/02/cartoons-on-team-work.html
Purpose: Usability of already collected supplier knowledge through the enablement to search in an efficient way under different characteristics to reduce the effort of sourcing and increase the quality in new projects
Sample of Project Initiation Case study with ARAIA Company
Internet connection in China is NOT good all the times
Required supplier input data in RFI document in Excel format and upload to server for reduce input time
Multi-Languages is required (e.g. for Korean, Chinese, Japanese, German, etc.)
Need to complete within 3 months, and let 1 month for UAT
Sample of Project Initiation Case study with ARAIA Company Interview the Key Stakeholder
Sample of Project Initiation Case study with ARAIA Company Develop a user friendly application to consolidate and manage the supplier database in consistent way across all ARAIA locations via web with a replicated China node for local access. Goal Functional Requirements Non-Functional Requirements
Sample of Project Initiation Case study with ARAIA Company Activities SearchSupplier Reporting/Statistics DeleteSupplier Login/Overview ImportSupplier ChangeSupplier ExportSupplier Login/Overview Admin User CreateSupplier DataImport
Project Schedule in the Real-World Implement HHT for Siam Family Mart Co., Ltd. Customer Can’t confirm scope on-time Short-time development Dead-line is never change!
Sample of Communication Plan Drill-down Drill-down
Versioning Control User Requirements Version Control User Requirements External/Internal Spec External/Internal Spec SVN server PM FTP server Version Control Delivery Source code Hg-server (BitBucket.org) PGM
Sample Test-Cases in Real-World Summarize Cases Test-Case Detail
PM V&V Procedure in BB Test-Cases Test Result External/Internal Spec User Requirements Testers Programmers In VN Implementors in BKK User Requirements External/Internal Spec Application (Unit)
Thank you for your attention! firstname.lastname@example.org