Edge-Aggressive-Reliable-Trust-Honesty-Soft-Obedient-Fun-Transparent                      Making earth little softer
Appeal                                                         2Contact – rrakhecha@myefg.org   Making earth little softer
Index  • Defining project  • Bypassing planning  • Project objectives  • Setting limitations  • Project planning  • Effect...
Defining project  • Define Goal & expected changes after project     • What are the benefits for client     • For organisa...
Defining project  • Steps     • Define the project     • Plan the project     • Estimate duration, money and resources    ...
Bypassing planning  • Mentality of     • Pushing the project     • Planning means waste of money and time     • Laziness, ...
Project objectives  • Sense of purpose? Would help on focus  • Target? Would help motivating the team members  • Prioritiz...
Define Project   Ask - What project should attempt to achieve?    • Is there a need to change? How?    • To create somethi...
Setting limitations   Time constraints    • Who is setting the time constraints?    • Is any scope shifting the time frame...
Risk & mitigation  • Estimate probability of occurrence and impact    thus likely exposure  • External - Out of control of...
Project planning  • Look at the bigger picture - Think priority,    available    resources,    budget,  schedule,    resou...
Project planning  • Allow to control - Define ownership once    modules are defined  • Set clear roles - Helps avoiding co...
Project planning  Plan brainstorming meeting chaired by third party -  Gather team members to brainstorm   • Requirements ...
Project planning  Creating milestones  • To measure the progress  • To focus on results  • To divide work schedule  • To r...
Effective planning  • Time estimate – Estimate the size of the    project , convert it to schedule & check is it    inline...
Effective planning  Completeness –  • Do not miss any activity/ feature/ function. Include all    review & rework activiti...
Effective planning  • Assign the resources  • Changing objectives- review to check the changes    due to inadequacy at sta...
Leadership style  • Authorative – Making most of the decision on own,    discouraging different ways of looking at thing; ...
Project resources  Check the leadership of manager  • Ownership of failures  • Ability to motivate team  • Ability develop...
Project resources  Project performance depends on the skills of the best possible  team without burdening the budgets to e...
Teamwork & spirit  • Forming – Seek commitment from individual, explain their roles    & seek their understanding, discuss...
Project resources    #              Role                                Description    1 Champion                  Support...
Project resources     #    Role                                   Description     7 Analyst                  Seek inputs, ...
Delegate effectively    Right team                  Seek the member based on track record & then                          ...
To motivate team   Question Understand reasons liking of challenges, status of   motivation the assignment, recognition, s...
Launching a project  Halfway point…revisit again while launching a project  • What are the main constraints of the project...
Launching a project  Re-launching project  • Understand the problem  • Seek main beneficiaries – inspiration to push  • Re...
Launching a project     #          Analysis                       Detail description     1 Handling      • Ask what if que...
Launching a project     #     Analysis                            Detail description     3 Effective                •   As...
Effective Monitoring     #    Item          Description             Description     1 Effective  Measure progress         ...
Effective Monitoring    #                Item             Description                  Description   4 Email         Is em...
Effective Monitoring     #            Item                 Description                  Description     7 Monitor the     ...
Scope creep  Process of introducing new parameters & approaches  to a completed project plan  • Factors for scope creep  •...
Scope creep  Controlling the scope creep  • Reasons for change to be convincing  • Check impact of not making changes & do...
Softwares      #              Item                             Description     1       Project    Eazier storage & retriev...
Closing a project  Following are advantages closing the project  • Measure success if objectives have been achieved?  • Sa...
Closing a project  • Plan project closure - To arrange a meeting with all stake    holders communicating formally the clos...
Thank You                                                            38Contact – rrakhecha@myefg.org       Making earth li...
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10 earthsoft-97-project management-v1 1

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mgmt is a special skill or a common sense? most imp is to track,b alert, reviews & mitigate risks
Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career
guidance and for Professionals for soft skills enhancements. I am working on speading , sharing
knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx.
Also https://dl.dropbox.com/u/83265908/Links-events.xls has links for all ppt files.

Read http://tl.gd/jm1gh5

Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct
free training/ workshop seeking help of existing platforms like rotary,etc
Kindly spread to your friends.Thank you!

- Earthsoft Foundation of Guidance
Let us make earth little softer..

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10 earthsoft-97-project management-v1 1

  1. 1. Edge-Aggressive-Reliable-Trust-Honesty-Soft-Obedient-Fun-Transparent Making earth little softer
  2. 2. Appeal 2Contact – rrakhecha@myefg.org Making earth little softer
  3. 3. Index • Defining project • Bypassing planning • Project objectives • Setting limitations • Project planning • Effective planning • Project resources • Launching a project • Effective Monitoring • Scope creep • Software • Closing a project 3Contact – rrakhecha@myefg.org Making earth little softer
  4. 4. Defining project • Define Goal & expected changes after project • What are the benefits for client • For organisation (helps to set the priorities) • Time boundaries • Resources needed • People • Money • Hardware & Software • Facilities • Element of the risks • Maximising result –plan & optimize efforts 4Contact – rrakhecha@myefg.org Making earth little softer
  5. 5. Defining project • Steps • Define the project • Plan the project • Estimate duration, money and resources • Build a project team • Launch the project, Party with stake holders • Monitor the project, review the progress • Closure of the project 5Contact – rrakhecha@myefg.org Making earth little softer
  6. 6. Bypassing planning • Mentality of • Pushing the project • Planning means waste of money and time • Laziness, Shying away new methods • Overconfidence • Deceiving that adopted methods are the best • Hoping everything will be all-right • Lesser / Poor experience of manager • Sr. management involved in many crisis & activities • Too much dependency on consultants 6Contact – rrakhecha@myefg.org Making earth little softer
  7. 7. Project objectives • Sense of purpose? Would help on focus • Target? Would help motivating the team members • Prioritization & Time sensitive? Would help to organise & measure how much to go • Specific – Clear & Simple • Measurable – to measure the success of the project • Aggressive but Realistic – to achieve action & result Who has created the project? • Have you suggested? Or • Direct client? Or senior management of client? Or • Their client? Or • Consultant of client? Or • Consultants of client’s client? 7Contact – rrakhecha@myefg.org Making earth little softer
  8. 8. Define Project Ask - What project should attempt to achieve? • Is there a need to change? How? • To create something new? Why? • Why is it important? Is any liability linked? • How soon it is needed? Is it time dependant? Define – Key players from client & organizational side • Vision statement & share during kickoff meeting – Seek agreement • Be flexible to revise the vision statement or objectives 8Contact – rrakhecha@myefg.org Making earth little softer
  9. 9. Setting limitations Time constraints • Who is setting the time constraints? • Is any scope shifting the time frame? • Is it realistic? Is it shorter than team envisaging? • Does it have right distribution across phases? e.g. RA 2 months & entire development – 2 months?? Budget constraints – • To control the scope of the project, Client would always want to have as much • To check, monitor & control the budgets • Can you absorb over-run of efforts & budget? Structural constraints - To get buying from all the hierarchy 9Contact – rrakhecha@myefg.org Making earth little softer
  10. 10. Risk & mitigation • Estimate probability of occurrence and impact thus likely exposure • External - Out of control of manager; good to identify the owner & transfer • Internal - Understand, measure the impact, mitigate or transfer • Track till closure or transfer • Think always contingency plan 10Contact – rrakhecha@myefg.org Making earth little softer
  11. 11. Project planning • Look at the bigger picture - Think priority, available resources, budget, schedule, resources to be recruited, etc • Set a reference point - Baseline the schedule for tracking • Communicate a vision - Share a well written plan to all • Delegate the tasks - Cover all the activities, define role of everyone, make delegation • Break into modules - Clearer & smaller tasks helps 11Contact – rrakhecha@myefg.org Making earth little softer
  12. 12. Project planning • Allow to control - Define ownership once modules are defined • Set clear roles - Helps avoiding confusion, no excuses for missing deadline • Adapt to change – Plan creates direction, revisit original assumptions & change if & as required, needs agreement • Check history – Similar project might have been executed, visit previous templates, talk with team members who were involved, capture the tips & act accordingly 12Contact – rrakhecha@myefg.org Making earth little softer
  13. 13. Project planning Plan brainstorming meeting chaired by third party - Gather team members to brainstorm • Requirements understanding & knowledge transfer • Detailed Plan • Risk mitigation • Resourcing and Budgets Pre-project activities are listed & scheduled; To check if re-scheduling is required To group the activities logically, chronologically and cost based to make assignment eazier To plan further meetings for checking completion, acceptance, availability of the resources 13Contact – rrakhecha@myefg.org Making earth little softer
  14. 14. Project planning Creating milestones • To measure the progress • To focus on results • To divide work schedule • To raise alerts for risks & difficulties Attributes of mile stones • Defined milestones in agreement with client • Direct & clear statements for deliverables • Verifiable results • Adaptability – By client and team members 14Contact – rrakhecha@myefg.org Making earth little softer
  15. 15. Effective planning • Time estimate – Estimate the size of the project , convert it to schedule & check is it inline with client’s expectations? • Resource need- Build the team using the best possible members, also include infrastructure, hardware, software, etc • Cost – determine how much would the project cost? Have a firm grip on direct (salary, travel, equipment) & indirect cost(overheads like management cost, stationary, administration, etc. Track the cost as project progresses 15Contact – rrakhecha@myefg.org Making earth little softer
  16. 16. Effective planning Completeness – • Do not miss any activity/ feature/ function. Include all review & rework activities. • Estimate efforts & time needed to complete the activity – Allow contingency time for holdups , overruns, quality rejections, delivery failures, leave, holidays, meeting, emergency, accidents, etc. • Identify dependent & non dependent activities, Connect activities based on priorities & dependency. Non-dependent activities can be completed in parallel. Create network diagram for dependent activities & determine critical path • Track all activities 16Contact – rrakhecha@myefg.org Making earth little softer
  17. 17. Effective planning • Assign the resources • Changing objectives- review to check the changes due to inadequacy at starting phase, Address appropriately re-estimating & re-scheduling. • Experience-Use organisational experience • Recorded data & PCB (project capability baseline) - Use historical data- PCB, ready components, etc • Consultant – Hire expert for estimation & reviews • Do not agree under pressure- Client or management might push estimation or schedule. Unless it is realistic & doable, do not agree. • Communication – Synchronize the communication with all stake holders & seek agreement 17Contact – rrakhecha@myefg.org Making earth little softer
  18. 18. Leadership style • Authorative – Making most of the decision on own, discouraging different ways of looking at thing; • Disadv – team members can get disgruntled since unable to vent their opinions • Hands-on – Less dependent on fellow members, can work with less confident members • Consensus seeking - spend time listening to members, helps building team confidence, encourage members to use their initiatives, long time for decision making • Analytical – more time spend analyzing the situation & planning, fine tuning decision making, attention to details, need to be good at delegation 18Contact – rrakhecha@myefg.org Making earth little softer
  19. 19. Project resources Check the leadership of manager • Ownership of failures • Ability to motivate team • Ability developing team members • Ability to cope up with the changes • Ability to delegate • Leading from front # Role # Role 1 Establishing objectives 6 Encouraging & Motivating team 2 Preparing master plan 7 Keeping priorities of stake holders 3 Fixing budget 8 Reciprocating demands 4 Defining & communicating roles 9 Monitoring & controlling progress 5 Selecting team 10 Ensuring targets 19Contact – rrakhecha@myefg.org Making earth little softer
  20. 20. Project resources Project performance depends on the skills of the best possible team without burdening the budgets to ensure quality & speed • List the key role, designation, brief description of each tasks, necessary & preferred skills • Check team logic by grouping different roles • Get the best available resources, identify the training needs • Assure to have back up for the key resources • Revisit schedule to adopt available resource • Chase second choice if first choice is not available • Workout new recruitment, invest as & if necessary • Get agreement on the team, hierarchy and their roles • Forecast direct (Salary & subcontract) & indirect cost • Arrange a team meeting, convey goal & objectives, communicate the role and schedule • Request for explaining understanding of role & responsibility 20Contact – rrakhecha@myefg.org Making earth little softer
  21. 21. Teamwork & spirit • Forming – Seek commitment from individual, explain their roles & seek their understanding, discuss their expectation, understand their background, areas of expertise, etc • Storming – Address the grievances & conflict, avoid getting too personal, brainstrom to carry assigned tasks effectively, what support do they need, etc • Norming – Allow members to settle, set the guideline for daily reporting, conduct start up meeting for daily updates, etc • Performing – Motivate working together & to perform towards shared objectives, recognize good work, grant higher role, more responsibility, encourage to develop new skills, etc • Boring – If project is long, members feel they have outlasted their role, remind their deadlines & targets • Mourning – Finishing tasks early could de-stabilise, assign more tasks to bind those members 21Contact – rrakhecha@myefg.org Making earth little softer
  22. 22. Project resources # Role Description 1 Champion Supports project, guides to manager , powerful leverage during tough time, can be relied 2 Director/ Having final say, manages the project - plan, track, control Manager & measure 3 Sponsor/ Seek agreement , advice & secondary support; invaluable client contributor, provides opinions on result, involving at every possible phase, listen & act on their feedback, Test & accept 4 Project To execute day-today operation, measurement, arranging manager meeting, 5 Team Have hierarchy, can raise question decisions offer members alternate way of thinking, execute responsibilities offered, updates on progress 6 Support team Includes HR, legal, contract, finance, sys-admin, admin, 22Contact – rrakhecha@myefg.org Making earth little softer
  23. 23. Project resources # Role Description 7 Analyst Seek inputs, from external sources, Appointment based on repeat experience 8 Critic / Critic who has unrealistic standards, final say Reviewer is of manager, compare results of advice 9 Team Brings members together, inject team spirit, builder energetic & self motivated 10 Creative Improvised way of working helps to project & team 11 Activator Keen to push things forward, usually goal oriented, 12 Carer A sympathetic person listening to the grievances, safety valve for volatile member 23Contact – rrakhecha@myefg.org Making earth little softer
  24. 24. Delegate effectively Right team Seek the member based on track record & then potential Communicate Communicate expectations clearly, exact nature of clearly the tasks, Avoid ignorance Set realistic Understand potential, capability, experience & energy targets while setting the tasks Monitor Indicate clear milestone, define % completion in progress agreement, Have a check list to declare the completion of the tasks, seek inputs on daily basis Get & give Seek updates on performance, check the results, ask feedback the supervisor & give feedback setting / reminding the expectations Encourage Encourage commitment & time from team members accountability to complete tasks as planned;challenge ownership 24Contact – rrakhecha@myefg.org Making earth little softer
  25. 25. To motivate team Question Understand reasons liking of challenges, status of motivation the assignment, recognition, salary, security & stability. Understand liking & disliking & act; demand high standards of them & encourage hard work, think something new always. Recognize Credit members for the tasks well done, be specific good work on compliment, Steer them Understand the resistance to change, get the agreement sharing the cons of the old system, support while establishing the change Encourage Select employee who dares & like change, Support change & guide to take more, share examples of success, Set up Appraise regularly, focus on hard facts & quantify., appraisals set up measurement 25Contact – rrakhecha@myefg.org Making earth little softer
  26. 26. Launching a project Halfway point…revisit again while launching a project • What are the main constraints of the project? • What are the reasons for the project? What are the problems of the client which lead to this project? • Who suggested the project? Vision of the project… • Who will be main beneficiaries of the project? • What would happen if project is failed or shelved? (Loss of revenue or profitability?) • What are the desired outcome of the project? • Who have you involved in the project? Have you identified all the resources needed for this project? • Activities needed to complete the project? • Set monitoring process and reporting mechanism? 26Contact – rrakhecha@myefg.org Making earth little softer
  27. 27. Launching a project Re-launching project • Understand the problem • Seek main beneficiaries – inspiration to push • Reestate project objectives • Focus on activities • Reenergise team • Revisit time table • Revisit members- right members & numbers • Consider the risks & their handling • Focus on monitoring – keep close eye on performance & progress 27Contact – rrakhecha@myefg.org Making earth little softer
  28. 28. Launching a project # Analysis Detail description 1 Handling • Ask what if questions & alternate paths uncertainties • Workout odds…seek expert advice • Assess success; to lower the element of errors • Identify key uncertainty – choose 3 to 5 points • Prioritize – Try top most important uncertainty • Specify impact & outcome • Simulate the future • Hire consultant- Experienced resources when needed • Prepare contingency plan 2 Managing • To set up physical information center like LCD information • Separate the data - group the information • Appoint a knowledge coordinator if budget permits 28Contact – rrakhecha@myefg.org Making earth little softer
  29. 29. Launching a project # Analysis Detail description 3 Effective • Ask questions, encourage open Communicating communication • Make announcements • Listen , pay attention, don’t interrupt • Prepare weekly reports 4 Preparing project • List the stakeholders report • Kickoff / launch the project • Project a vision • Establish a targets • Recognize uncertainties 29Contact – rrakhecha@myefg.org Making earth little softer
  30. 30. Effective Monitoring # Item Description Description 1 Effective Measure progress Assure client monitoring Boost team morale Safeguard decisions Encourage flexibility Prevent collapse 2 Progress Provide eazy feedback Include basic details reports forms Make comparisons Make reports regular Underline problems Make reports brief Start with highlights 3 Review Book a regular meeting Allow question time meeting slot Be available Be specific Write meeting Structure the meeting summary Appoint a meeting leader 30Contact – rrakhecha@myefg.org Making earth little softer
  31. 31. Effective Monitoring # Item Description Description 4 Email Is email the best? Don’t shout communication Keep email short Keep copies & ready Read through reference 5 Monitoring Monitor schedule Fail to achieve targets schedule- capture reasons for Personality clashes delay Incomplete prerequisites Overestimation of Less efforts than envisaged experience & skills In-efficiencies Low motivation 6 Measures to Encourage use of time Encourage ideas to improve avoid delay sheet Cost effective alternatives Face to face meeting Judge the work for its quality Conclude on non- performers, change if needed, it is never late 31Contact – rrakhecha@myefg.org Making earth little softer
  32. 32. Effective Monitoring # Item Description Description 7 Monitor the Under researched Underestimated work cost purchases schedule for the consultants Time delay & overrun 8 Measures Invite more bids, negotiate Adopt close down process - to minimise hard release equipment or the cost Avoid overtime members if not required 9 Change Assess impact on efforts, Explain change once request schedule, quality & cost, accepted convey to stakeholders & get approval 32Contact – rrakhecha@myefg.org Making earth little softer
  33. 33. Scope creep Process of introducing new parameters & approaches to a completed project plan • Factors for scope creep • Fear of turning down a client • Not realizing or underestimation of impact of changing project plan • Over-optimism of new suggestion to improve a difficult situation • Lack of faith in original plan, desire of over engineering Effect of scope creep • Risking / derailing the project • Encourages client to make further suggestions 33Contact – rrakhecha@myefg.org Making earth little softer
  34. 34. Scope creep Controlling the scope creep • Reasons for change to be convincing • Check impact of not making changes & doing nothing • Do not be afraid, convey the proposed changes, it could hinder the project Managing the risk • Identify the risk, probability of occurrence, impact, exposure, mitigation plan & owner • Be objective while avoiding occurrence of the risks • Develop risk management strategy, close or transfer the risk, develop contingency plan • Communicate the risks to all stake holders, seek feedback, device alternative strategy 34Contact – rrakhecha@myefg.org Making earth little softer
  35. 35. Softwares # Item Description 1 Project Eazier storage & retrieval of information management Analysis of information software Preparing report & presentation, check accuracy of data Over-reliance on data Loss of team spirit / communication 2 Speciality Project management, email, Spread-sheet, word , software calendar, database (access), presentation Eazily available, and Efficient Difficulty in integration, we miss bigger picture 3 Integrated Calculate project budget Software Manage/ Monitor schedule; task duration, assignee, etc Optimize schedule & resources Auto / predefined project report Integration with data Needs training to the users 35Contact – rrakhecha@myefg.org Making earth little softer
  36. 36. Closing a project Following are advantages closing the project • Measure success if objectives have been achieved? • Satisfies the team- sense of achievement of completing project • Paves the way for future teamwork recognizing efforts & hard work • Avoid repeating mistakes – create records of lesson learnt, derive benefits from mistakes • Control expense–release the resources • Improves communication with end users, earns respect • Offer personal satisfaction, write challenges you have faces & how did you overcome 36Contact – rrakhecha@myefg.org Making earth little softer
  37. 37. Closing a project • Plan project closure - To arrange a meeting with all stake holders communicating formally the closure, presenting data of efforts, schedule, quality (defect data) and cost (actual & variances), degree of achievement, change requests, feedback, progress reports, positive & negative points, challenges, risks & how those were managed, lessons learnt & corrective actions, performers, emerging leaders, productivity, do & don’t for future projects, areas of improvements, etc • Release hard & soft resources (Hardware, source code, software, team members, their access rights, project email id) • Complete appraisal • Celebration & thanking – Foster a spirit of collaboration, improves morale, underline core values • Seek official approval of closure 37Contact – rrakhecha@myefg.org Making earth little softer
  38. 38. Thank You 38Contact – rrakhecha@myefg.org Making earth little softer

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