project-management-1.pptx

Contents
Overview of Project Management
Planning the Project
Executing the Project
Scheduling Project Work
Project Control and Evaluation
Building Support for your projects
A Business tale
Managing the Project Team
How to make project management work in your company?
Copyright © 2008 - 2012

Project Definition
An unique set of
co-oridinated activities,
with definite starting and
finishing points,
undertaken by an
individual or organization
to meet specific objectives
within defined schedule,
cost and performance
parameters’
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Project ‘Triangle’
Cost Quality
Performance
Time
S
Safety
Broadly these objectives, which are
usually defined as part of the business
case and set out in the project brief,
most meet three fundamental criteria:
The project must be completed on time
The project must be accomplished
within the budgeted cost
The project must meet the prescribed
quality requirements
Copyright © 2008 - 2012

Project ‘Diamond’
Cost
Safety
Quality
Performance
Time
Time-bound project
A score board for a prestigious tennis tournament must be finished in time for the opening match,
even if it costs more than anticipated and the display of some secondary information, such as the
speed of the service, has to be abandoned. In other words, cost and performance may have to be
sacrificed to meet the unalterable starting date of the tournament
Cost-bound project
A local authority housing development may have to curtail the number of housing units and may even
overrun the original construction program, but the project cost cannot be exceeded, because the
housing grant allocated by central government for this type of development has been frozen at a fixed
sum. Another solution to this problem would be to reduce the specification of the internal fittings
instead of reducing the number of units
Copyright © 2008 - 2012

Project ‘Diamond’
Cost
Safety
Quality
Performance
Time
Performance (quality) – Bound Project
An armaments manufacturer has been contracted to design and manufacture a new type of rocket
launcher to meet the client’s performance specification in terms of range, accuracy and rate of fire.
Even if the delivery has to be delayed to carry out more tests and the cost has increased, the
specification must be met. Again if the weapons are required during the war, the specification might be
relaxed to get the equipment into the field as quickly as possible
Safety-bound Project
A part from the obvious examples of public transport given previously, safety is a factor that is
required by law and enshrined in the Health and safety at work act. Not only must safe practices be
built into every project, but constant monitoring is an essential element of safety policy. A serious
accident which may kill or injure people will not only cause anguish among the relatives, but, while not
necessarily terminating the project, could very well destroy the company
Copyright © 2008 - 2012

Project Manager and his Charter
The individual who has the responsibility, authority and accountability assigned
to him or her to achieve safely the project objectives within agreed time, cost
and performance/quality criteria
Charter
Project Manager
Name: _________
Appointment/Position________
Date of appointment_________
Project title: _______________________
Responsibility and Authority given to the Project Manager. The above named
Project Manager has been given the authority, responsibility and accountability
for _____________________________
Project Goals and deliverables are: A_____________, B_______________, C_______________
The project will be reviewed:______________________________________________
Copyright © 2008 - 2012

Project Manager and his Charter
Charter
Final authority
The project manager’s delegated financial powers are:______________________
Intramural resources: The following resources have been/are to be made available________
Trade-offs: a._________%, b. Time_________, c. Performance___________
Charter review: No charter review is expected to take place for the duration of this project unless it
becomes clear that the Project Manager cannot fulfil his/her duties or a reassessment of the trade-
offs is required
Approved
Sponsor/Client/Customer/Programme Manager________________
Project Manager_____________
Line Manager___________
Distribution
a) Sponsor b) Programme Manager c) Line Manager
Copyright © 2008 - 2012

The Project Environment
The Project
Distributors
Contracting
Company
Suppliers
Competition
Public
End-users
Clients
Political
Economic
Socio-
cultural
Legal
Environment
Technological
Copyright © 2008 - 2012

Business Case
Client
Sponsor
Before embarking on a project it is
clearly necessary to show that
there will be benefit either in terms
of money or service or both. The
document which sets out the main
advantages and parameters of the
project is called the business case
and is (or should be) produced by
either the client or the sponsor of
the project who in effect becomes
the owner of the document
Copyright © 2008 - 2012

Business Case indications
As with all documents, a clear procedure for developing the business case is
highly desirable and the following headings give some indication of the
subjects to be included
Why is Project required?
What are we trying to achieve?
What are the deliverables?
What is the anticipated cost?
How long it will take to complete?
What qualify standards must be achieved?
What are the performance criteria?
What are Key Performance Indicators?
What are the main risks?
What are success criteria?
Who are the main stakeholders?
Copyright © 2008 - 2012

Initial findings
A clear project definition and detailed objectives are
critical to the success of the project. If the definition
and objectives are ambiguous, unrealistic, not
agreed upon, or not written down, the project is in
serious trouble before it begins. What ever time
and energy you need to define the project properly in
the planning stage is much less than what it will cost
to fix problems after the project is completed
For example, if a project involves the construction of a
new plant, the project manager needs
• To know how the new plant will operate
• To understand the needs of the users of the new plant
• To understand why the client wants the new plant
• A clear view of what is involved in constructing the
plant and what is expected of him
• To be sure the new plant will actually solve the
problem at hand at hand or appropriately address the
presenting opportunity. If the problem or opportunity
has not been correctly identified, the plant, even if
constructed successfully, would be a failure
Copyright © 2008 - 2012

The Project ‘SMART’
The objectives must be so clear and well defined that anyone with a basic knowledge of
project area can understand them. They must precisely define what the project will do and
will not do
SPECIFIC
Objectives must be defined in measurable terms. If they cannot be measured, they are too
ambiguous and fuzzy and you need to define them more clearly. To be successful, you
must be able to measure and report on the progress
MEASURABLE
The Project Manager, clients, and customers must agree on the project objectives. There
must be agreement that the end result will solve the problem or respond to the opportunity
defined
AGREED UPON
The Project objectives must be possible to achieve, given that available resources,
knowledge, skills and time. It might take some time and energy to negotiate project
objectives that are realistic
REALISTIC
The objectives need to be framed within clear time (cost) goals. Define how much time
(budget) is available and if there is any flexibility
TIME (COST) LIMITED
Copyright © 2008 - 2012

The Project objectives triangle
Scope
If the time is short, the resources (cost) must increase or scope
must decrease, or both
If funds or short, then time can be extended or scope must
decrease, or both
If the scope is large, the cost will be greater or the time must be
extended, or both
Time Cost Scope
Funds Time Scope
Scope Cost Time
Copyright © 2008 - 2012

Work breakdown structure
After designing the objectives of the project, the next step is to break the project
down into manageable pieces in a work breakdown structure
Let us see an example of work breakdown structure – Noah’s Ark
Noah’s Ark
Animals People Boat
Gather Feed House Feed
Design
Boat
Build
Boat
Get
elephants
1M, 1F
Get lions
1M, 1F
Internal
design
External
design
Level 2
Level 3
Level 1
The work breakdown structure is the basis for time estimation, resource allocation, and cost estimating
and collection. If the work breakdown structure is faulty, all further planning will also be faulty
Copyright © 2008 - 2012

Often overlooked activities in Project Management
Project Management
Include the budget and resources
needed to manage the project.
Include costs for the project
manager, support staff, project
office, and computer support
Documentation
The documentation includes lessons
learned, how the end product differd
from the project plan (describe ‘as
built’ condition), and how the end
product functions
Product Implementation
Projects that deliver a great
product or system can fail if they
do not implement the product or
system. This can include product
delivery, user training,
communication plans, or
marketing plans
End Product Evaluation
Does the product perform as
expected? Is the problem solved?
Have you successfully taken
advantage of the opportunity?
Project Closure
This includes the time, budget
and reasons needed to close the
project office, reassign project
personnel, and close financial
accounts
Product retirement
Include the plans to refine the
product after its useful life
Copyright © 2008 - 2012

Estimating activities
Project assumptions, constraints,
and excursions (a description of
what is not included in the work
package)
Compliance with standards
(governamental, institutional,
international, and organizational)
Technical specifications of the end
products, such as performance,
quality, reliability, survivability,
operability and maintainability
The work packages identify the specific activities that must be performed to
complete the project. This explains how to estimate time and cost needed to
complete each of the activities
Copyright © 2008 - 2012

Activity estimation sheet
Activity number: ______________ Title ______________
Team Responsible:______________
Team Leader:______________
Statement of Work:_______________
Describe completion condition:_____________________
Describe assumptions, exclusions, constraints:_______________
Time: No. of working days needed_____________
• Personnel
________ person hours of _____________________________ skill group
• Direct Costs
Item________________ cost$________________ needed at _____ ______ to pay
• Predecessor steps
This activity cannot begin until
_____ % of activity#________ is complete
Define if less than 100%
__________________________________
• Successor steps
This activity cannot begin until
Define if less than 100%
__________________________________
Signature: ______________ Date: ______________
Copyright © 2008 - 2012

Underestimating activities
Managers often underestimate activities, and projects run over budget
and overschedule. The following are some common reasons
Team members are usually optimistic and desire to please. They might say what
they think the Project Manager wants to hear
People might underestimate the amount of non-productive time in a day (such as
personal distractions, fatigue, interruptions, meetings, administratibve tasks, sick,
leave, vacations, training, crisis management, and so on)
Workers might be overly optimistic about the number of calendar days it takes to
complete the number of work hours estimated
People tend to have incomplete recall of previous experience. They remember
successes better than failures and tend to forget pain
Team members might not be familiar with the complete scope of the project when
they make their estimates
Workers might have no experience with this activity to draw upon
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Estimating Familiar work vs. New work
Familiar
Technology
New
Technology
Familiar Work New Work
• Need accurate performance data
• Draw on performance history and
measure performance improvement
• Easiest type of project work to plan
• Performance history needs to be
adjusted for the complexity of
technology
• Important issue is the similarity of
activities
• New activities required by the
technology are difficult to estimate
• Difficult to predict since activitiesmay
be different
• No performance history available or not
useful
• High profitability of estimates being
understated
• Needs frequent project review and
estimate revisions
• Use a group of experts to produce the
estimate
• Very short planning horizons
• No performance history available or not
useful
• Needs close monitoring and frequent
replanning
Copyright © 2008 - 2012

Activity relationships
A dependency between activities where one activity must
finish before the other can finish
Finish Start Activity A must finish before
activity B can begin
Start Start Activity A must begin before
activity B can begin
Start Finish Activity A must begin before
activity B can finish
Finish Finish Activity A must finish before
activity B can finish
Copyright © 2008 - 2012

Geebold Manufacturing - a case study
Five months ago, the Board of Directors
approved the building, a new facility to
manufacture a new line of clothing. The
company has already selected the Project
Manager and the Project Team
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Ann, the Project Manager, has spent the past five months planning the project. She carefully
defined the project in terms of cost, time and scope
Ann
Copyright © 2008 - 2012

Ann
Ann obtained the approval of the Board of Directors on the statement of work
Ann
Working diligently, she created a work breakdown
structure to the best of her knowledge. The diagram
contains one hundred boxes in eight levels. Some of
the work packages represent 150 hours of work. She
then estimated each of the activities using an
analogous approach, drawing on plans she discovered
of a similar facility the company planned three years
ago but never completed
Copyright © 2008 - 2012

Ann
Ann then drew a graphical network diagram including
each of the work packages from the work-breakdown
structure. The diagram showed the sequence of
activities and their interrelationships. Ann is now ready
to select the project team and get the project rolling
What has Ann done correctly
?
If you were the Project Manager,
what would you do differently
?
Copyright © 2008 - 2012

Ann
Project Team
In her enthusiasm, Ann spent five months planning and estimating the project all
by herself. Although she may be complemented on her diligence, she appears to
lack of common sense. She should have used those five months involving the
Project Team from the beginning of the planning process. The team members
would have helped to develop the work breakdown structure, provided the
estimates, and given input on all phases of planning. Not only may Ann’s plans
have serious faults, it may now be difficult for Ann to get the support of the Project
Team when she represents the plans to them
Copyright © 2008 - 2012

Ann
It appears that she carefully defined the project objectives of cost,
time and scope, and she wisely got the approval of the BOD on the
scope statement
Project objectives
No mention is made of project reviews, such as a conceptual review,
feasibility study, benefit-cost analysis, alternative course of action
review, or risk assessment. These are critical in a large project
Project reviews
Ann
The work break down structure appears to be imbalanced. Typically,
the work package should represent to eighty hours of work. Ann’s
package with two to three hours of work are probably too detailed to
be scheduled and managed by the Project Manager. The package
with 150 hours of work probably need to be broken down further
Work breakdown structure
Incomplete
Copyright © 2008 - 2012

Ann estimated each of the activities using an analogous approach,
drawing on plans she discovered of a similar project that company
had planned three years ago but never completed. The time and
costs in these three years old plans need to be verified in the
current economy. Further, because this old plan was never
executed, the assumptions in the plan should be carefully
tested. She should have used skilled team members to create
accurate plans and estimates. Parametric estimating may be more
appropriate for this construction project, or even a bottom-up
estimate because she has created a very detailed work breakdown
structure
Estimating
Ann
Time Costs
Copyright © 2008 - 2012

Ann has drawn a network diagram showing the sequence of each activity and their
interrelationships. As she invokes the project team in the planning process, she should
verify the accuracy of the diagram with the team
Sequencing the activities
Ann
If Ann has shared all these activities with Project Team from the beginning,
rather than doing herself, Ann would have been done a great work on this
mega project.
Copyright © 2008 - 2012

The Project Manager’s role
Recognizing and
rewarding
exceptional work
Keeping key stakeholders
informed
Developing teams Protecting intellectual property
Ensuring a paradigm shift from
planning to implementation
Once the project management plan has been formulated, and “debugged” in the Final Planning
Review, it must be executed by the project manager. There are at least five major roles that the
project manager plays during this phase
Copyright © 2008 - 2012

Ensuring a paradigm shift
PROJECT PLANNING TO IMPLEMENTATION
During the planning phase there exists an appropriate mindset that what is being estimated is not
yet fixed. However, once the transition from the planning phase to the execution phase takes
place, a corresponding paradigm shift among project participants must also take place. The shift
must be made from tentativeness to implementation
This is often accomplished by conducting an execution “kick off” meeting which not only
announces the transition but also attempts to get participants to now see the task at hand which
is to be accomplished
This is one of the project manager’s primary roles in the execution phase of the project
Copyright © 2008 - 2012

Keeping shareholders informed
SHARE HOLDERS MEETING
• Another important role of the project manager in this phase is to keep the key
stakeholders informed of the project’s status. The purpose of these briefings is
show that the project manager understands key stakeholder interests and is
successfully managing them
• Using the communication plan, established in the initiation phase, the project
manager provides pertinent status information at the appropriate level and scope
• Key financial stakeholders are interested primarily in the cash flow aspects, and
less interested in the technical details of the product design status
• Project manager must customize these briefings to the interests of the individual
stakeholders. Project managers must be careful not to overwhelm stakeholders
with excessive esoteric technical jargon
Project Manager
Copyright © 2008 - 2012

Protecting intellectual property
Project
Manager
As new design concepts develop it is vital that they be protected by the
project manager. It is important for the project manager to find a qualified,
experienced patent attorney early in the project, and to begin the
protection process quickly. This begins by keeping detailed records of the
new product development, including documentation, and properly labeling
them as “proprietary” so that project personnel do not inadvertently
expose them to competitors
Copyright © 2008 - 2012

Team Development
Teams do not grow into high-performance teams automatically. To assume
so is naive on the part of the project manager. Teams must be developed
quickly when they are formed to solve complex problems. Teams do not
grow into high-performance teams automatically. To assume so is naive
on the part of the project manager. Teams must be developed quickly
when they are formed to solve complex problems
Copyright © 2008 - 2012

Example – Publication process
Planning and
Project request
Executive
committee
approval
Budget
Approval
Project
Planning
Writing, editing,
design
Translation Printing Shipping
Delivery to
customer
Copyright © 2008 - 2012

Risk Management in projects
Make Risk Management Part of Your Project
Identify Risks Early in Your Project
Communicate About Risks
Consider Both Threats and Opportunities
Clarify Ownership Issues
Prioritize risks
Analyze Risks
Plan and Implement Risk Responses
Register Project Risks
Track Risks and Associated Tasks
Copyright © 2008 - 2012

Scheduling
One of the primary features of Project
Management is scheduling. Unfortunately,
some people think the Project Management is
nothing but scheduling. Scheduling is one of
the tools used to manage jobs and should not
be considered the primary one. People today
tend to acquire scheduling software, of which
there is abundance, and think that will make
them instant project managers. But their idea
is wrong. Infact, it is nearly impossible to use
the software unless you understand Project
Management.
Copyright © 2008 - 2012

Brief history of Scheduling
Until around 1958, the only tool used for scheduling projects was the bar
chart. Henry Gantt developed a complete notational system for showing
progress with bar charts, they are often called Gantt charts.
Bar chart
(Gantt charts)
Bar charts have serious drawback – it is very difficult to determine the
impact of a slip on one task on the rest of the project. To overcome this
problem, two methods of scheduling were developed.
One of these methods developed by Du Pont is called
The other, developed by the U.S. Navy and the Booze Allen and Hamilton
Consulting Group, is called Program Evaluation and Review Technique
Critical
Path
Method
PERT
Copyright © 2008 - 2012

Network diagram
The network in the next slide uses
activity on arrow notation, in which the
arrow represents the work being done
and circle represents an event.
An event is binary; that is,
it has either occurred or it
has not.
An activity on the other hand,
can ben partially complete.
In scheduling terminology, an
event is a specific point in
time where something has
just started or has just been
finished.
Copyright © 2008 - 2012

Arrow diagram method
An activity-on-node network
Activity A Activity B Activity D
Activity C
An activity-on-arrow network
1 3
2
4
Activity A Activity B
Activity C Activity D
Copyright © 2008 - 2012

Arrow diagramming method – a small example
This common diagramming method is to represent the activities on
arrows and connect them at nodes (circles) to show the
dependencies. These are called arrow diagrams or activity on arrow
Start
Order Pipe Deliver Pipe
Dig Trench
Lay Pipe
Finish
A
B
C
D
Copyright © 2008 - 2012

Reason for scheduling
The deadline has to be met for every projects. Since the Critical Path
Method helps identify which activities will determine the end date, it also
helps guide how the project should be managed.
It is very easy to create schedules that look good on paper but don’t
work in practice. The main reason is usually that resources are not
available to do the work when it comes due. Unless the resources are
allocated properly, schedules are next to useless. Additionally, there
are 2 points worth considering here.
One is that if scope is changing often in a project, not enough time
is being spent doing up-front definition and planning scope
changes most often occur because something is forgotten.
Second, if priorities are changing often, management does not have
its act together. Generally, the organization is trying to tackle too
much work for the number of resources available.
One company found, as an example, that when it stopped having
people work on multiple projects, employee’s productivity doubled!
Copyright © 2008 - 2012

Achieving Team Member Self-control
Ultimately, the only way to control a project is for every member of the project team to be in control of
his or her own work. A project manager can achieve control at the macro level only if it is achieved at
the micro level. To achieve self-control, team members need:
A clear definition of what they are supposed to
be doing, with the purpose stated.
A personal plan for how to do the required work
Skills and resources adequate to the task
Feedback on progress that comes directly from
the work itself
A clear definition of their authority to take corrective
action when there is a deviation from plan
Copyright © 2008 - 2012

Characteristics of a project control system
The control system should focus on project objectives, with the aim of ensuring that the project mission is
achieved. To do that, the control system should be designed with the following question in mind.
What is important to the
organization?
What are we attempting
to do?
Which aspects of the work are most
important to track and control?
What are the critical paths in the
process at which controls should be
placed?
Copyright © 2008 - 2012

Taking corrective action
A control system should focus on response – if control
data do not result in action, then the system is
ineffective. That is, if a control system does not use
deviation data to initiate corrective action, it is not
really a control system but simply a monitoring
system. If you are driving and realize that you have
somehow got on the wrong road but do nothing to get
back on the right road, you are not exercising control.
Copyright © 2008 - 2012

Timeliness of response
If actions occurs too late, it will be ineffective.
Data on project status are sometimes delayed by 4 to 6 weeks, making them
useless as a basis for taking corrective actions.
When information collection is delayed for too long, the manager may end up
making things worse, instead of better.
The government’s attempts to control recessions and inflation sometimes
involves long delays, as a result of which the government winds up doing the
exact opposite of what should have been done, making situation worse.
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Designing the right system
One system is not likely to
be correct for all projects.
It may need to be scaled down for small
projects and beefed up for large ones.
Generally, a control system adequate
for a large project will overwhelm a
small one with paperwork, while one
that is good for small project won’t
have enough “clout” for a big project.
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Practicing the KISS principle
“KISS” stands for “Keep it Simple,
Stupid!”. Any control data that are
not essential should be eliminated.
However, as was just mentioned,
one common mistake is to try to
control complex projects with
systems that are too simple!
To keep control simple, it is a good idea
to check periodically that reports that
are generated are actually being used
for something by the people who
receive them. We sometimes create
reports because we believe the
information in them should be useful to
others, but if the recipients don’t
actually use it, we kid ourselves
Copyright © 2008 - 2012

Project review meetings
There are 2 aspects to project control.
One can be called maintenance, and the
other aim at improvement of
performance. The maintenance review
just tries to keep the project on track. The
improvement review tries to help project
teams improve performance. There are 3
kinds of reviews:
1 Status reviews
2 Process reviews
3 Design reviews
A status review is aimed at maintenance. It asks where the project stands.
Design reviews, of course, are appropriate only if you are designing
hardware, software, or some sort of campaign, such as marketing campaign.
Process review means the way something is done, and you can be sure that
process always affects task performance.
Copyright © 2008 - 2012

Project evaluation
Evaluation
Project evaluation appraises the
progress and performance of a job
compared to what was originally
planned.
That evaluation provides the basis
for management decisions on how
to proceed with the project.
The evaluation must be credible in the
eyes of everyone affected, or decisions
based on it will not be considered valid.
Project process review is the primary
tool for project evaluation.
Copyright © 2008 - 2012

Purpose of project evaluation
Following are some of the general reasons for conducting periodic project reviews.
Improve project preference together with the management of the project.
Ensure that quality of project work does not take a back seat to schedule
and cost concerns.
Reveal developing problems early so that action can be taken to
deal with them.
Identify areas where other project should be managed
differently.
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Conducting project process review
Two questions are asked in the review.
The process review must be conducted in a spirit of
learning, rather than in a climate of blame and
punishment. If people are afraid that they will be
“strung up” for problems, then they will hide those
problems if at all possible.
What have we done well so far?
What do we want to improve in the future?.
Finally, the results of the review should be published.
Copyright © 2008 - 2012

The process review report
The report should contain the following
• Current project status
• Future status
• Status of critical tasks
• Risk assessment
• Information relevant to other project
• Limitations of the process review
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Stakeholder Analysis
Stakeholders are the people who support in your work and business.
They may also block your business when they get affected by your
plans. Stakeholder Analysis is the technique used to identify the key
people who have to be won over. You then use Stakeholder Planning
to build the support that helps you succeed. Some of the benefits of
this approach is:
• We can get opinions of powerful stakeholders regarding our
projects at an early stage.
• We can get more resources which implies that our project will be
successful.
• The stakeholders understand what you are doing and how the
project is going to benefit them.
• You can anticipate what people's reaction to your project may be,
and build into your plan the actions that will win people's support.
Copyright © 2008 - 2012

Identify your stakeholders
Stakeholders are the people who support in your work and business. They may also block your business
when they get affected by your plans. Stakeholder Analysis is the technique used to identify the key people
who have to be won over. You then use Stakeholder Planning to build the support that helps you succeed.
Your boss Shareholders Government
Senior executives Alliance partners Trade associations
Your co-workers Suppliers The press
Your team Lenders Interest groups
Customers Analysts The public
Prospective customers Future recruits The community
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Prioritize your stakeholders
There may be a long list of people or organizations who are affected by your
project. Some may have power either to block the project or advance. Map out your
stakeholders on a Power/Interest Grid as shown below, and classify them by their
power over your work and by their interest in your work.
Keep
satisfied
Manage
closely
Monitor (minimum
effort)
Keep
informed
POWER
HIGH
LOW
LOW HIGH
INTEREST
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Understand your stakeholders
Key questions that can help you understand your stakeholders are:
• What impact do they have from your work –
Positive or Negative?
• What information do they need from you?
• What communication mode do they prefer?
• What is their opinion about your work?
• If they are not likely to be positive, what will
win them around to support your project?
• If you don't think you will be able to win them
around, how will you manage their opposition?
• Who else might be influenced by their
opinions? Do these people become stake-
holders in their own right?
Copyright © 2008 - 2012

Stakeholder management
After Stakeholder analysis is over, now you have to plan how to manage communication with your
stakeholders. The next stage is to plan your communication so that you can win them around to
support your projects. Stakeholder Planning is the process by which you do this.
• Using the following steps, work through the
planning exercise
• Create a worksheet and update it with
Power/Interest Grid information
• Plan your approach to stakeholder
management
• Think what you want from the stakeholders
• List out the messages you need to convey
to the stakeholders
• Identify actions and communications
Copyright © 2008 - 2012

A business tale of what it takes to turn around
troubled projects
Jack is working as a Director of Customer Relationship Management at MintCo. One fine morning,
Jack went to meet his boss, Brandon to discuss about one of the company’s troubled projects. Jack had
substantial experience, but he has recently joined MintCo. He was still learning about some of the
nuances of his current employer.
Brandon and Jack got to the topic at hand.
Brandon Jack
“Jack, I’ll get straight to the
point. I need to you to take
over the Customer Master
File project from Paul”
“We hired you because of your
significant project management
expertise.”
Copyright © 2008 - 2012

Troubled waters
Jack came out of Brandon’s office and set out to learn more about the challenge that Brandon had
posed on him. After a few weeks, Jack tool over the Customer Master File project, met with key project
team members, and conducted interviews with key stakeholders. Jack was back in Brandon’s office to
give a rather start update on the situation.
Brandon
Jack
“Brandon, I’ve talked to the
project team and to key
stakeholders, and I know why
this project is in trouble. If you
want me to turn this project
around, I need your support.”
“What did you find out,
Jack, and what can I do
to help you?”
Copyright © 2008 - 2012

Troubled waters
Jack
“Brandon, as you know, this
project is already behind
schedule and over budget. In
talking to the key stakeholders,
I don’t see the situation getting
better without making
significant changes”
Brandon
????????
Jack’s experience helped him to quickly
identify a number of critical issues with the
project, which he carefully outlined for
Brandon
• The scope of the project is not well
defined
• The IT architects are sitting in their ivory
towers and disagree with the project’s
direction
• The project team is not functioning as a
team
• There is a lack of clear executive
sponsorship
• Steve from marketing is trying to
manipulate this project for his own
political gain
Copyright © 2008 - 2012

Foundation for success
Jack
“Thanks for working with me on
this Brandon. Just to confirm,
let me summarize the changes
that we agreed to implement.”
Brandon
“I think, that’s
a good idea!”
Brandon knew what Jack said was true, and he also knew that changing the situation would be
difficult, painful, and potentially costly. He reluctantly agreed with Jack, and together they laid out
several key changes.
• Stop the current project and recreate a clear and
well-defined scope
• Assign key IT architects to the project on a full time
basis
• We are going to form a special team and assign
members to a full-time basis on the project
• Active participation from all members to drive
key decisions for the project
• Finally, Brandon should have heart-to-heart
with Steve and if necessary his boss to
eliminate any political agendas that could
derail the project
Copyright © 2008 - 2012

Celebrations
Brandon Jack
“Jack, Congratulations on
getting the Customer Master
File project into pilot. By all
accounts, it has been a
resounding success.”
Six months later . . . . .
“Thank you. But you know it was pretty touch
and go after we met in your office to plan and
project turnaround. There were a lot of
unhappy campers and several of them didn’t
like the idea of being assigned 100% to the
project if you recall.”
Copyright © 2008 - 2012

Team building
Building an effective team begins on the
first day of the team’s existence. Failure
to begin the team building process may
result in a team that is more like a group
than a team. In a group, members may be
“involved” in but not “committed” to the
activities of the majority.
Copyright © 2008 - 2012

Getting organized
Decide what must be
done, using work
breakdown
structures, problems
definitions, and other
planning tools
Determine staffing
requirements to
accomplish the tasks
identified in the first
step
Recruit members for
the project team
Complete your
project plan through
participation of team
members
Here are the four major steps in organizing a project team
Copyright © 2008 - 2012

Clarifying the Team’s mission, goals and
objectives
Imagine, as an
example, a hockey
team deciding to
play cricket
Excellent organizations “stick to their knitting”. They stick to
what they are good at and do not go off on tangents, trying
to do something they know nothing about.
The same thing can happen to project teams if members
are not clear on the team’s mission, they will take the team
where they think it is supposed to go, and that may not be
the direction intended by the organization
Copyright © 2008 - 2012

Conflict between individual goals and team’s
mission
Sometimes members have what are called “hidden agendas”, personal objectives that
they do not want anyone to know about, because they are afraid that other members
will try to block them if their objectives are known. A manager should try to satisfy the
needs of the organization, while simultaneously helping individuals satisfy their own
needs through participation in the project.
Copyright © 2008 - 2012

Working out procedures
Dealing with how we do it comes next. The key
word here is processes.
The work must be done as efficiently and as
effectively as possible, and improvement of
work processes is very important issue today.
It is commonly called re-engineering and is the
analysis and improvement of work processes to
make the organization more competitive.
Copyright © 2008 - 2012

Stages in team development
In the forming stage, people are concerned with how they
will fit in and with who calls the shots, makes decisions, and
so on.
Forming
The storming stage in frustrating for most people. When the
team reaches this stage, people begin to question their
goals.
Storming
At the norming stage, they are beginning to resolve their
conflicts and settle down to work.
Norming
Finally, when the team reaches the performing stage, the
leader’s job is easier. Members generally work well together
now, enjoy doing so, and tend to produce high-quality results
Performing
Copyright © 2008 - 2012

Developing commitment to a project team
Have team members interact frequently so that they gain a sense of being a team.
Be sure that individual needs are being met through participation in the
team.
Let all members know why the project is important. People don’t
like working on a ‘loser’.
Make sure all members share the goals of the team.
One bad apple can spoil the barrel.
Copyright © 2008 - 2012

Making a project work in your company
Companies must build into
performance appraisals items
that evaluate a project
manager’s use of the tools.
They should reward people for
practising the best methods
and, if necessary, sanction
them when they do not.
After the training is completed, pick a
project that already has a pretty high
probability of success – don’t pick your
hardest job; the probability of failure is too
high.
It helps to have the entire team
trained in the basics. The project
managers generally need a
minimum of 3 or 4 days training
in project management and
team members need about 2
days.
Plan small wins for the people. No sports
team ranked number 10 would want to play
the top-ranked team for its first game. It
would prefer to play the 9th ranked team
maybe, or even the 11th
Copyright © 2008 - 2012

Practice a lot of MBWA (Management By Walking Around)
as the project progresses, but do it to be helpful, not in the
blame-and-punishment mode.
Do process reviews to learn and to try to improve whenever
possible.
If you find you have a problem child in your team, deal with
that person as soon as possible. Talk to someone who has
the experience and who can help you.
Be very proactive, not reactive. Take the lead. Break road-
blocks for your team members
Copyright © 2008 - 2012

Have team members make presentations to senior management on their part of
the job. Give them credit for their contributions.
For those tasks on the critical path of the project, you may find that you have to
physically collocate the people doing those activities so that you don’t have them
constantly pulled off to do other jobs.
Benchmark other companies to find out what they do with project management.
Have individual take responsibility for being champions of various parts of the
project management process.
Try to read management books and glean everything you can from them that will
help you do your job better.
Look at managing projects as a challenge or even as a game. If it doesn’t strike
you that way, it probably won’t be very exciting. Experiment with new approaches.
Find out what works and keeps it. Throw out what does not.
Copyright © 2008 - 2012

Effective Project closure – Check list
Have all activities in the project plan has been completed?
Project – Checklist
Have all work orders been completed?
Have all contracts been comleted?
Have all outstanding commitments been resolved?
Has the client or customer accepted the final products?
Are all deliverables completed?
Has agreement been reached with the client on the disposition
of any remaining deliverables?
Have external certifications and authorizations been signed and
approved?
Have all audits been completed and issues resolved?
Have ongoing maintenance procedures been activated?
Copyright © 2008 - 2012

Have all payments been made to vendors and contractors?
Finances checklist
Have all costs been charged to the project?
Have project accounts have been closed?
Have remaining project funds been returned?
Have project plans and supporting documents been revised to
reflect the ‘as-built’ condition?
Documentation checklist
Have final project reports have been prepared and distributed?
Has the project plan been achieved with all supporting data?
Have ‘lessons learned’ been documented, shared with
appropriate people, and archieved with project plans?
Copyright © 2008 - 2012

Are all parties aware of the pending close-out?
Personnel checklist
Has effort been recognized and rewarded?
Have project personnel been reassigned
Has excess project material been dealt with?
Resources checklist
Have project facilities, equipment, and other resources been
reallocated?
Copyright © 2008 - 2012

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