Project Monitoring and Control

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  • Include all open action items from previous reviews or the Kickoff Review and any closed action items from the last review.
  • Include all open action items from previous reviews or the Kickoff Review and any closed action items from the last review.
  • Include all open action items from previous reviews or the Kickoff Review and any closed action items from the last review.
  • Project Monitoring and Control

    1. 1. Project ManagementProject Monitoring and ControlMegatZainurulAnuar bin MegatJohariwww.thedreamsoft.commegat@thedreamsoft.com<br />
    2. 2. Project Management Processes<br />
    3. 3. Why We Need Improvement<br />Only 28% of Projects Succeed!<br />Common Reasons for Failure<br />Unrealistic Time Frames<br />Scope Creep<br />Changing Deliverables<br />Scope Hard to Define<br />Poor Communication<br />Reference: “Monitoring Project Excellence with the Statement of Work” MegatZainurulAnuar, Dreamsoft (M) SdnBhd<br />
    4. 4. How Can We Prevent Failure?<br />Reference: “Monitoring Project Excellence with the Statement of Work” MegatZainurulAnuar, Dreamsoft (M) SdnBhd<br />
    5. 5. Mapping of Roles and Responsibilities<br />Excellent Resource Planning Tool<br />Types of Roles<br />Responsible (R)<br />Approve (A)<br />Contribute/Consult (C)<br />Informed (I)<br />Responsibility Assignment Matrix<br />
    6. 6. Sample RAM<br />Reference: “Monitoring Project Excellence with the Statement of Work” MegatZainurulAnuar, Dreamsoft (M) SdnBhd<br />
    7. 7. Project Charter<br />Defines and Authorizes the Project<br />Identifies the Project Manager<br />States the Project Objectives<br />Reinforces the Business Case<br />Product Description/Deliverables<br />One Page Maximum!<br />
    8. 8. Work Breakdown Structure<br />Graphical Representation of Scope<br />Useful Visual Tool for Stakeholders<br />Easy to Create (Visio or Org Chart SW)<br />Excellent Planning and Scope Tool<br />Start With Post-Its and a Whiteboard<br />
    9. 9. Sample WBS<br />
    10. 10. Milestone Charts<br />Key Events with Dates<br />Strong Visual Aid – Status Meetings<br />Excellent Communication Tool<br />Management, Customers, Vendors, …<br />Easily Developed Using Visio<br />MS Project  Visio Integration<br />
    11. 11. Scope Management<br />Most Challenging PM Aspect<br />Changes in Scope Usually Increase Risk!<br />Establish a Change Control Process<br />Require Change Request Forms<br />Perform a Thorough Impact Analysis<br />Maintain a Change Control Log<br />
    12. 12. Risk Management<br />All Projects Encompass Risk<br />Risk Response Planning<br />Avoid, Transfer, Mitigate, Accept<br />Assign Risk Owners<br />Determine Risk Response Before Risk Trigger Occurs<br />Most Important Weekly Agenda Item<br />
    13. 13. Issues, Risks, and Key Decisions<br />Maintain a Consolidated List (Excel)<br />Each Item Uniquely Numbered (1..N)<br />Ranked By Severity (Low, Med, High)<br />Centrally Maintained by One Person!<br />Distribute With Weekly Status Report<br />Key Document for Project Archives<br />
    14. 14. Weekly Status Report<br />1- 2 Page Maximum Length<br />Bullet Points - Make it Easy to Read!<br />Accomplishments from Previous Week<br />“Top 10 List” for the Coming Week<br />E-Mail 24 Hours Prior to Status Meeting<br />Attach Issues/Risks/Key Decisions Log<br />
    15. 15. Status Meetings<br />60 Minute Time Limit<br />Publish Agenda 24 Hours Prior<br />Phone Conference/Web Instructions<br />Maintain Same Conference ID if Possible<br />Base Information on Status Report<br />Keep it Visual and Interesting!<br />PowerPoint<br />
    16. 16. Steering Committee Meetings<br />Every Two Weeks or As Necessary<br />Schedule in Advance<br />Top Stakeholders / Key Decision Makers<br />Working Session – Not Status<br />Document any Decisions in I/R/KD Log<br />
    17. 17. Tools for Every PM Process<br />Reference: “Monitoring Project Excellence with the Statement of Work” MegatZainurulAnuar, Dreamsoft (M) SdnBhd<br />
    18. 18. Tools for Every PM Process<br />Reference: “Monitoring Project Excellence with the Statement of Work” MegatZainurulAnuar, Dreamsoft (M) SdnBhd<br />
    19. 19. Toolkit Summary<br />Keep These Tools Handy and Use Them When Appropriate<br />
    20. 20. Protecting the Knowledge!<br />Help Strengthen Your Firm’s Project Management Skills!<br />
    21. 21. Lessons Learned<br />Document Key Lessons from Project<br />Involve the Entire Team<br />The Good, The Bad, and The Ugly!<br />Collect During Project Close-Out<br />Include in Project Archives<br />Useful for Future Projects<br />
    22. 22. Project Archives<br />Central Repository - Project Deliverables<br />Enhances Your PM Knowledge Base <br />Online is Preferable to Paper<br />Scan paper documents if possible<br />Intranet, Common Network Drive, Document Mgt, Outlook Public Folder, …<br />Central Location, Secure and Backed-Up!<br />
    23. 23. Project Organization(example)<br />Project Manager<br />_______________<br />Contracts<br />_____________<br />Procurement<br />_____________<br />System Engineer<br />QA & Test<br />_______________<br />_____________<br />_____________<br />_____________<br />Project Controls<br />_____________<br />Chief System Engineer<br />_______________<br />_______________<br />Integration<br />Test<br />Etc.<br />Software Engineer<br />Hardware Engineer<br />_____________<br />_____________<br />_____________<br />_____________<br />_____________<br />_____________<br />_____________<br />_____________<br />_____________<br />_____________<br />_____________<br />_____________<br />_____________<br />_____________<br />_____________<br />Staffing Need Actionee ECD ACD<br />
    24. 24. Important Points<br />Point: (provide 2 sentence explanation): <br />Approach:<br />FOR EACH STEP INCLUDE: ACTION, ACTIONEE, ECD, ACD (WHAT, WHO, WHEN)<br />
    25. 25. Major Decision Since Last Meeting<br />
    26. 26. Major Schedule Changes Since Last Meeting<br />
    27. 27. Risk List<br />Impact is major, medium, or minimum<br />
    28. 28. Action Items from Previous Review<br />

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