PM Fundamentals for telco

Creative Consultancy
Confidential
Project Management Fundamentals
19th & 20th February, 2016

These slides are designed for presentation purpose only
Methodology
Power Point Presentation
Discussion & Exercises
Knowledge Sharing

INTRODUCTION & MY STORY
▸Name
▸Background
▸Experience and/or Previous Experience on Project Management
▸Expectation from This Course
▸Five minutes to discovery result
Ground Rule

INTRODUCTION & MY STORY
▸Don’t tell anything like working for the same company, living in the
same town or country or having the same color hair etc.
▸What you can ask to find common surprise connection:
▸What is your passion in life?
▸Where would you most like to visit/travel?
▸What would you change if you could?
▸What music/food/weather do you most enjoy?
▸What do you like best: words, numbers, pictures or sounds?
▸What is your most under-used strength?

Objectives
 Knowing Project Management
Fundamentals
 Building common understanding
of the principles, practices &
Methodologies of Project
Management
 Evaluation of existing practice
 Practicing for all the Projects

Why ???
Project Management

 Schedule Delay
 Cost Over Run
 HR Management
 Risk Management
 Communication
Possible Issues in almost every Project !!!

• Only 15% project become successful
• Over 30% canceled before completion
Due to lack of project
management practice
 Better control of financial, physical, and
human resources
 Improved customer relations
 Shorter development times
 Higher quality and increased reliability
 Higher profit margins
 Better internal coordination
 Higher worker morale (less stress)
How Project Management helps the organization ?
Use Project Management Methodology
60% Successful

 Use an integrated project management toolbox (use standard/advanced PM
tools and lots of templates)
 Grow project leaders, emphasizing business and soft skills
 Develop a streamlined project delivery process
 Measure project health using metrics, like customer satisfaction or return on
investment
What the Winners Do?

Course Content
Day-1
9:30-10:00 Introduction & Content Briefing
Meeting & Greeting
Why We are Here
10:00-11:30 Definitions
Projects, Project Management
Challenges, Constraints, Organization, Exercise
11:30-11:45 Tea Break
11:45-12:45 Definitions
Telecom Projects, Projects vs. Operations, Project Lifecycle
12:45-02:15 Prayer & Lunch Break
02:15-03:45 Project Manager
Roles, Responsibilities, Skills
03:45-04:00 Tea Break
04:00-05:30 Project Management Framework
Let’s play, Core Functions: Scope, Time, Cost & Quality Management

Course Content
Day-2
9:30-10:00 Recap
Day-1 Review,
Day-2 Plan
10:00-11:30 Project Management Phases
Initiation, Planning
11:30-11:45 Tea Break
Execution, Individual Case Sharing
01:15-02:15 Lunch Break
Monitoring & Controlling, Closing, Exercise
03:45-04:00 Tea Break
04:00-05:30 Project Facilitating Functions:
Team, Stakeholder, Communication, Risk & Procurement Management

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DEFINITION

Project
 What is Project?
 What are some definitions?
 Examples?
- 1
- 2
- 3
How Customer
explained
How customer
scope defined

Project Characteristics
Project is a temporary endeavor undertaking to create
unique product, service or result
Temporary Unique
Product,
Service or
Result
Definite
Start and
End
Doesn’t
mean short in
duration
Doesn’t
apply to the
outcome of
the project
Fundamental
uniqueness
of the project
Component,
capability,
outcome

Project Management
 What is Project Management?
- “the application of knowledge, skills, tools and techniques to
project activities to meet project requirements”
 Identify Requirements
 Identify Various Needs & Concerns
 Balancing Project Constraints
RisksResources
Scope
QualityBudget
Schedule

Project Challenges?
- Objectives not defined properly
- Insufficient planning & coordination of resources
- Poor estimation of duration & costing
- Incomplete, unrealistic & outdated project plans
- Lack of communication
- Poor commitment to the project by the team
- Weak control process
- Lack of risk analysis
- Lack of good quality control

Quiz
Which of the following is not a common cause of Project
failure?
1. Objectives not properly defined
2. Insufficient planning & coordination of resources
3. Poor estimation of duration & budget
4. Use of a consistent methodology

Organization
 What is an Organization?
- A social unit of people, systematically structured and managed
to meet a need or to pursue collective goals on a continuing
basis.
 What is Organizational Structure?
- It is a framework within which an organization arranges it’s
lines of authorities and communications and allocates rights &
duties.
 Examples?
- Functional, Projectized, Matrix etc.

Organizational Structure: Functional
 Functional organizations are made up of units or division based on the types of business
and their associated responsibility.
Project Management Institute, A Guide to the Project Management Body of Knowledge(PMBOK guide) Fifth Edition, Project Management Institute,Inc 2015 Page 22

 Organizations that derive revenue from performing projects for others.
Organizational Structure: Projectized

 Weak matrix structures map closely to a functional structure
 Project team may come from different departments, but the project manager reports directly to a
specific functional manager
Organizational Structure: Weak Matrix

 A balanced matrix structure has many of the same attributes as a weak matrix, but the project
manager has more time and power regarding the project
 A balanced matrix has time-accountability issues for all the project team members since their
functional managers will want reports on their time spent on the object
Organizational Structure: Balanced Matrix

 In a strong matrix organization, many of the same attributes for the project team exists,but the
project manager gains the power and time when it comes to project work
 The Project team may also have more time available for the project even though they may come
from different departments
Organizational Structure: Structure-Strong Matrix

Organizational Influence
Organizational Structure
Projectized
Strong Matrix
Balanced Matrix
Weak Matrix
Functional
ProjectManagers
FunctionalManagers

Confidential
EXERCISE
 Write a project name?
 Critical challenge faced in that project?
 What was the impact?
 How it’s recovered?

These slides are designed for presentation purpose only 27
Passion is energy.
Feel the power that comes from focusing on
what excites you.
Oprah Winfrey

Telecom Projects
Challenges in Telecom Projects?
1. Less time for planning
2. Limited funds
3. Very limited timeline
4. Frequently changing scope
5. All the above

Confidential
Perform
Work
Change
Project
Unique
Not done
before
Temporary
Definite
start & end
Ongoing
Operations
Repetitive
Identical
repetition
Continuous
Non stop
Project Vs. Operations

Project Lifecycle
 A project life cycle is the series of phases that a project passes through
from its initiation to its closure
 All projects go through into phases, and all projects, large or small, have a
similar life cycle structure
 Life cycles helps in determining work to be completed in each phase of the
project

Project Lifecycle

Project Processes

Project Manager

Role of a Project Manager
 Accountable & authorized to complete the project
 Balances the triple constraints: scope, time & cost
 Determine & delivery required level of quality
 Leads & directs project efforts
 Assists project team during execution
Integrator Communicator Leader

Responsibilities of a Project Manager
 Planning
 Organizing
 Directing
 Controlling

Project Management Skills
 Leadership
 Team building & Motivational
 Communication
 Decision making
 Political & cultural awareness
 Negotiation
 Conflict management
 Coaching

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Triple Constraint of Project Management
Scope
Budget Schedule
Quality

Quiz
What is Project Scope?
1. The boundaries of a project
2. The Strategy for implementing a project
3. The activities of a project
4. The duration of a project

Quiz
What are the four project constraints?
1. Scope, People, Schedule, Budget
2. Quality, Schedule, People, Budget
3. Scope, Schedule, Budget, Quality
4. Budget, Schedule, People, Resources

Project Eco System
Process: The policies & procedures and the roles & responsibilities required in managing
projects. Process determines how the work need to be accomplished.
People: The skills and capabilities of the people in charge of managing the projects
Tools: The techniques and devices selected by the organization with the purpose to
facilitate the management of the project
Project
Management
ToolsPeople
Process

Day-1: Summary
Introduction: Why Project Management Needed
Definitions: Projects, Project Management, Challenges, Organization
Definitions: Telecom Projects, Projects vs. Operations, Project Lifecycle
Project Manager: Roles, Responsibilities, Skills
Core Functions: Scope, Time, Cost & Quality Management

Project Phase: Initiation
An idea or a concept is authorized and funded as project. It
includes:
 High level planning & estimation
 Clarifying objectives & scope
Major Steps:
1. Project concept & it’s approval
2. Project proposal & it’s approval
3. Project negotiation
4. Project contract
5. Project charter

Project Phase: Initiation

Project Charter
Project Name xxxxxxxxxx
Timeline Start Jan 2016 End Dec 2016
Cost (BDT) 29.8M
Objective Business Justification
1. Realization of the benefits from echorized sites
2. Drive change mgmt. on adaption of echo tool suite • Reduce fuel consumption from better managed DG run hours
Deliverables Target and KPIs Key Milestone
• Energy cost reduction on echorized sites
with focus on electricity usage and fuel
theft
• Structured process around battery
replacement ( BD) with the implementation
of BMS
Financial 500th
echorized sites
1500th
echorized sites
2500th
echorized sites
100% Mobility Solution in use
Q2
Q3
Q4
Q4
• Reduce energy cost
• Reduce O&M Cost
Non-Financial
• Additional 2500 echorized sites
• Process improvement in fuel, battery, DGs
• O&M Modernization with Mobility Solutions
Project Structure
Project Lead ZZZZZ BBBBBB Project Sponsor Xxxx yyyyy
Project Team
A
B
In Scope Out Scope Risk
1
2
1
2 To be assessed

Project Phase: Planning
Development of detailed plans required to manage the
implementation of the project.
Major Steps:
1. Organize project team & resources
2. Project Kick off
3. Project Management plans considering risks
4. Project plan approval
5. Communication plan

Project Management Plan
Includes:
 Budgeting
 Scheduling
 Baseline preparation
 Resourcing
 Milestone list
 Resource calendar preparation
 Risk register preparation

Budgeting: Tools & Techniques
 Analogous Estimating
- Uses the values of parameters, such as scope, cost, budget, and duration or measures of scale such
as size, weight and complexity from previous similar project as the basis for estimating the same
parameter or measure for a current project
- Generally used when limited amount of detailed information about the project
 Parametric Estimating
- Uses a statistical relationship between historical data and other variables (square footage in
construction) to calculate an estimate activity parameters, such as cost, budget and duration
 Bottom-up Estimating
- Involves estimating the cost of individual work packages or individual schedule activities with the
greatest level of specified detail
 Three Point Estimates:
 Cm—Most likely
 Co—Optimistic
 Cp—Pessimistic
 Expected Cost: Ce = (Co + 4Cm + Cp)/6
 Reserve Analysis:
- Contingency reserves are cost estimates to account for cost uncertainty

Scheduling: Tools & Techniques
Project Delivery Model Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16
Project Kick off
Site Audit Phase-4 50 150 150 150 147
Documents & Report Submission by vendor 50 150 150 150 147
Report's Quality Checking & Varification by e.co 50 150 150 150 147
Acceptance & Project Closing 147 300 300
Grant Chart

Baseline documents should be created for:
 Scope baseline
Detail deliverables statement creating WBS, in scope, out of scope
 Project time baseline
Agreed delivery timeline including start & end time
 Cost baseline
The time-phased cost baseline

Project Time Baseline: Tools & Techniques
Dash Board
W8 W9 W10 W11 W12 W13 W14 W15 W16 W17
25-Feb 3-Mar 10-Mar 17-Mar 24-Mar 31-Mar 7-Apr 14-Apr 21-Apr 28-Apr
Plan 20 45 85 130 175 215 265 310 350 395
Actual
Plan 0 0 15 25 45 80 110 150 180 220
Actual
Safe
Unsafe
Target 647 sites
Site Audit
Audit Report
Submission
Report Result

CREATING THE WORK
BREAKDOWN
STRUCTURE
Project Time Baseline: Tools & Techniques

Work Breakdown Structure (WBS)
 It’s the process of subdividing project deliverables and project work
into smaller, more manageable components.
 Involves deliverable oriented hierarchical decomposition of the work
to be executed by project teams to accomplish project objectives.
 Each descending level represents an increasing detailed definition
of project work.
 Lower levels are known as “work packages”, which defines work that
can be scheduled, cost estimated, monitored and controlled.

Applications of Work Breakdown Structure
1. Scope control mechanism
2. Communication tool
3. Helps prevent omission of products and services
4. Helps assign responsibilities
5. Used as the basis of activity lists
6. Provides structure and coding system for integration of costs,
schedule, contracts (control points known as Control Account
is used for the same)
7. Facilitates the use of Project Management software.
Use “templates” for similar projects

Creating WBS
EXAMPLE 1

Assignment
 Discuss the work breakdown structure for a live project that you are
working on.

Project Phase: Execution
Necessary actions to ensure the activities in the project plan
are completed and the outputs of the plan are delivered
Major Steps:
1. Develop project team
2. Assign work
3. Contract management
4. Procurement process
5. Quality assurance
6. Communication

Project Phase: Execution

Cost of Quality
Cost of Conformance Cost of Non–Conformance
Prevention costs
(Deliver a quality service)
• Training
• Document processes
• Equipment
• Time to do it right
Appraisal costs
(Assess the quality)
• Testing/verifying
Inspections
Internal failure costs
(Failures found by the project)
• Rework
• Rejected
External failure costs
(Failures found by the customer)
• Warranty/Penalty
• Project hold/cancel
Loss of business

Project Phase: Monitoring & Controlling
Measuring the progress of a project against it’s objectives,
looking at the deviations and recommending corrective
actions
Major Steps:
1. Evaluation of project report
2. Quality Control
3. Risk Monitoring
4. Team Evaluation
5. Communication
6. Variance analysis
7. Determine necessary changes

Project Phase: Monitoring & Controlling

How to Prevent Failure
Failure Factor Threat Tools to reduce Threat
Unrealistic time frames WBS, network Diagram
Scope creep Project charter, WBS
Changing deliverables Project charter, Triple constraint analysis
Poor communication Communication plan
 Scope creep
- Also called requirement creep, function creep and feature creep.
- In project management refers to uncontrolled changes or continuous growth in a
project's scope.
- This can occur when the scope of a project is not properly defined, documented,
or controlled. It is generally considered harmful.

Motivating People

Project Phase: Closing
It’s the phase when the project has achieved the planned
objectives and all deliverables have been completed.
Major Steps:
1. Project evaluation
2. Project final reports
3. Closing contracts
4. Administrative close
5. Team reassignments
6. Distribute lesson learned

Project Phase: Closing

Quiz
In which phase changes to the project plan approved?
1. Planning phase
2. Monitoring & controlling
3. Initiating
4. Closing

Quiz
What is WBS?
1. Work Breakdown Scope
2. Work Baseline Schedule
3. Work Schedule Breakdown
4. Work Breakdown Structure

SUPPORTING PROCESSES

Team Management
The process required to make the most effective use of the
people involved with the project.
Step during the team management process
1. Team identification
2. Team building
3. Team evaluation
4. Team improvement

Team Management

Stakeholder

Stakeholder Management

Quiz

Risk Management
• All project has some Risk
• Risk response planning
• Accept, Avoid, Transfer, Mitigate
• Assign risk owner
• Determine risk response before Risk trigger/occurs
• Review regularly

Risk Response

Communication Plan
• Weekly status report: by mail
• Bullet points for major milestone
• Notify current issues/risks & way forward
• Weekly status meeting: 60 minutes
• Publish agenda 24 hrs earlier
• Visual report using PPT updating all baseline
• Steering committee meetings: Bi-weekly/monthly
• All top stakeholders
• Advance schedule & Visual report using PPT

Who dare to challenge me now

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PM Fundamentals for telco

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