Project Management – Managing Clients for Success

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Part 1 - Intro to Project Management
Part 2 - Tips for Managing Clients

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  • Start, Plan, Do, Finish PLC = CDEF (Conceive, Develop, Execute, Finish)
  • Project Management is: "The art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participant satisfaction." (PMI, 1985).
  • Project Management – Managing Clients for Success

    1. 1. Project Management – Managing Clients for Success By Tim Lok http://www.linkedin.com/in/timlok MSN: loktinhung@yahoo.com.hk facebook: loktinhung@yahoo.com.hk
    2. 2. Agenda <ul><li>Introduction </li></ul><ul><li>Project Synchronization </li></ul><ul><li>Project Communications </li></ul><ul><li>Pre- and Post-Delivery Outsourcer Tasks </li></ul><ul><li>Recognizing Cultural and Work Differences </li></ul><ul><li>Managing for Success </li></ul><ul><li>Q&A </li></ul>
    3. 3. 1. Introduction <ul><li>1.1 Framework - PMBOK/PRINCE2 </li></ul><ul><li>1.2 PLC (Project Life Cycle) </li></ul><ul><li>1.2 Triple Constraints </li></ul><ul><li>1.3 What is a PM? </li></ul><ul><li>1.4 Milestones </li></ul>
    4. 4. 1.1 Framework <ul><li>1.1.1 PRINCE2 </li></ul><ul><ul><li>Owned and maintained by the UK Office of Government Commerce (OGC) </li></ul></ul><ul><ul><li>Commonly used as the standard for all types of government projects in HK </li></ul></ul><ul><li>1.1.2 PMBOK </li></ul><ul><ul><li>By Project Management Institute from the U.S. </li></ul></ul><ul><ul><li>Well known framework especially for private companies in HK </li></ul></ul>
    5. 5. 1.1.1 PRINCE2
    6. 6. 1.1.2 PMBOK
    7. 7. 1.2 PLC (CDEF)
    8. 8. 1.2 Triple Constraints <ul><li>1.2.1 Scope/Quality </li></ul><ul><li>1.2.3 Time/Schedule </li></ul><ul><li>1.2.4 Cost </li></ul>
    9. 9. Tetrad Trade-off 四维平衡
    10. 10. Scope
    11. 11. 1.3 What is a PM? <ul><li>“ A project manager’s main duty is to ensure the success of a project by minimizing risk throughout the lifetime of the project.” </li></ul>
    12. 12. PM Tips <ul><li>Promise only what you know can deliver (Expectations! ! !) </li></ul><ul><li>Provide deliverables instead of a percentage % to your customers </li></ul><ul><li>50% of your time falls into communication </li></ul><ul><li>Don’t be naïve </li></ul><ul><ul><li>It is only 10 min to code this (but ~5 days to Integrate, Review, Design, Test, Schema and, I18N support, Styling etc.) </li></ul></ul>
    13. 13. PM Tips (cont.) <ul><li>Ask penetrating questions, detect unstated assumptions, and resolve interpersonal conflicts </li></ul><ul><li>Rough project estimation = Sum of all function points / 22 (work days in month) / Number of relevant people </li></ul><ul><li>Know the buzz words: waterfall, agile, Extreme Programming (XP), RUP (Rational Unified Process) </li></ul>
    14. 14. 1.4 Milestones <ul><li>A measure of the progress of a project </li></ul><ul><li>Tangible items (reports, prototypes, other documentations…) </li></ul><ul><li>Monthly milestones for large project </li></ul><ul><li>Weekly milestones for like a 2-month project </li></ul>
    15. 15. 2. Project Synchronization
    16. 16. Risk Management
    17. 17. 3. Project Communications <ul><li>Stakeholder analysis </li></ul><ul><ul><li>Identify information requirements of all parties; ensure communication channels in place; track required message delivery. </li></ul></ul><ul><li>Communication Plan </li></ul><ul><ul><li>Establish communications lists and interest areas; solicit feedback on information adequacy; exploit technology to improve communications. </li></ul></ul><ul><ul><li>Schedule and issues reviews (frequently at first); plan for periodic reviews; facilitate reviews and working meetings in special interest areas. </li></ul></ul><ul><ul><li>Establish comprehensive definition of documentation requirements; distribute standard report formats; track data production and approvals; establish project data library structure. </li></ul></ul>
    18. 18. 4. Pre- and Post-Delivery Outsourcer Tasks
    19. 19. 4.1 Outsourcers Responsibilities <ul><li>Project Plan for the Analysis, Design, Construction, Verification, and Delivery </li></ul><ul><li>Assignment of Appropriate Resources </li></ul><ul><li>Provide Management Insight </li></ul><ul><li>Estimate Time Resources </li></ul><ul><li>Make Available Legitimate/Licensed Technologies </li></ul><ul><li>Manage Change </li></ul><ul><li>Communicate </li></ul><ul><li>Retain Synchronization with Client/Client Artifacts </li></ul>
    20. 20. 4.2 Artifact & Component Construction/Qualification/Delivery <ul><li>Outsourcers are also responsible for artifacts… </li></ul><ul><ul><li>Documents </li></ul></ul><ul><ul><ul><li>Design </li></ul></ul></ul><ul><ul><ul><li>Technical Specifications </li></ul></ul></ul><ul><ul><ul><li>Plans </li></ul></ul></ul><ul><ul><ul><li>Proof of Capability (Test Deliverables) </li></ul></ul></ul><ul><ul><ul><li>Usage Information </li></ul></ul></ul><ul><ul><ul><li>Support Documents </li></ul></ul></ul><ul><ul><li>Code </li></ul></ul><ul><ul><li>Services </li></ul></ul><ul><ul><ul><li>Training & Orientation </li></ul></ul></ul><ul><ul><ul><li>Transitional Support </li></ul></ul></ul>
    21. 21. Insure Client Input Adequacy <ul><li>“ Some” Cultures Do Not Question </li></ul><ul><ul><li>Impact – Incorrect Delivery/Wasted Time </li></ul></ul><ul><li>Outsourcers should </li></ul><ul><ul><li>Question when in Doubt </li></ul></ul><ul><ul><li>Respond Only After Consensus Understanding </li></ul></ul><ul><ul><li>Deliver in small pieces </li></ul></ul>
    22. 22. 5. Recognizing Cultural and Work Differences <ul><li>Task vs. relationship orientation </li></ul><ul><li>Group vs. individual orientation </li></ul><ul><li>Power distance </li></ul><ul><li>Direct vs. indirect communication preferences. </li></ul>
    23. 23. Task vs. relationship orientation <ul><li>The U.S. has the strongest task orientation in the world, while India, China, Mexico, and the United Arab Emirates, among many others, tend to be much more relationship-oriented. </li></ul><ul><li>HK is very much similar to the U.S. </li></ul><ul><li>Task-oriented cultures focus on establishing business relationships by demonstrating competence, while relationship-oriented cultures value the demonstration of positive intentions much more highly. </li></ul><ul><li>The vast majority of cultures in the world are relationship-oriented. </li></ul>
    24. 24. Group vs. individual orientation <ul><li>China is one of the most strongly group-oriented cultures in the world. Mexico, the United Arab Emirates, Japan, and India are also group oriented, while Australia, the United States, and the United Kingdom are the highest in individual orientation. </li></ul><ul><li>HK is similar to China in this point. </li></ul>
    25. 25. The Power Distance <ul><li>High Power: Mexico, China, HK, and the UAE. </li></ul><ul><li>Low Power Australia, Denmark, and Sweden. </li></ul><ul><li>The U.S. is also on the low power side, though to a lesser degree than others. </li></ul><ul><li>Failure to recognize and adhere to power distance values can seriously damage a cross-cultural relationship. </li></ul>
    26. 26. Direct vs. indirect communication preferences. <ul><li>Direct </li></ul><ul><li>Israel, Germany, France, and the U.S. are direct cultures, </li></ul><ul><li>while communication in China, India, Mexico, Japan, is usually very indirect. </li></ul><ul><li>Indirect </li></ul>
    27. 27. Notes <ul><li>http://www.clearlycultural.com/geert-hofstede-cultural-dimensions/power-distance-index/ </li></ul>
    28. 28. 6. Managing for Success
    29. 29. Meeting Client (your) Obligations <ul><li>Sometimes YOU don’t Know What You Want Until YOU See IT </li></ul>
    30. 30. Meeting Client (your) Obligations (cont.) <ul><li>Prioritize </li></ul><ul><li>KISS (Keep It Simple & Straightforward) </li></ul><ul><li>Organize </li></ul><ul><li>Share Vision </li></ul><ul><li>Assume nothing </li></ul><ul><li>Segment Project in Time Blocks </li></ul><ul><li>Important Elements >> Explicit Contract </li></ul>
    31. 31. Measuring Progress <ul><li>Traditional… </li></ul><ul><ul><li>Schedule/Deliverable (Gantt Chart) </li></ul></ul>
    32. 32. Measuring Progress (cont.) <ul><li>Permutations </li></ul><ul><li>Estimated Hours Remaining by Date </li></ul><ul><li>Burn down charts </li></ul><ul><li>Pareto Diagram </li></ul>
    33. 33. Maintaining Healthy Communications <ul><li>Transparent & Timely </li></ul><ul><li>Clear, Concise </li></ul><ul><li>Informative </li></ul><ul><li>Independent </li></ul><ul><li>Open </li></ul><ul><li>Honest </li></ul><ul><li>Two-way </li></ul>
    34. 34. Managing Delivery & Implementation <ul><li>Influencing Factors… </li></ul><ul><ul><li>Indicators (Metrics) </li></ul></ul><ul><ul><li>Communication Barometer </li></ul></ul><ul><ul><li>Alternative “Burn Down Paths” </li></ul></ul><ul><ul><li>“ Point-of-no-Return” Passage </li></ul></ul><ul><ul><li>Impasse </li></ul></ul><ul><ul><li>Successes </li></ul></ul><ul><ul><li>Component Completion (incremental value) </li></ul></ul>
    35. 35. Managing Delivery & Implementation (cont.) <ul><li>Rules… </li></ul><ul><ul><li>Manage what you can </li></ul></ul><ul><ul><li>Influence what you can’t </li></ul></ul><ul><ul><li>Vigilant Communications </li></ul></ul><ul><ul><li>Flexibility </li></ul></ul><ul><ul><li>Tracking/Trending (pragmatic & fluidity) </li></ul></ul><ul><ul><li>Exercise Responsible Jeopardy Flagging </li></ul></ul><ul><ul><li>Commitment </li></ul></ul><ul><ul><li>Standards/Rules Adherence </li></ul></ul><ul><ul><li>Prepared for Accepting Delivery Turnover </li></ul></ul>

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