This document discusses the need for project managers to proactively prepare alternate plans in case the initial plan fails. It analyzes common reasons for project plan failures, such as changes in scope, budget, timelines or quality parameters. The author gathered input from project managers on various types of IT projects. Most felt the initial plan could fail and did not have alternate plans ready. The document develops a methodology to help project managers determine the optimal number of alternate plans to prepare based on generic factors applicable across projects. This will help ensure project success through proactive planning rather than reacting to failures.
Project Closure Activities In Project Management Powerpoint Presentation SlidesSlideTeam
Are you searching for professional templates and slides to outline a presentation on Project Closure Activities? Well if yes, then download our ready to use project closure activities in project management PowerPoint presentation slides. Highlight the performance of your business project to the client using this project closure tasks in project management PPT presentation. Using these project management presentation templates, you will be able to confirm if the team members have met all sponsor and consumer needs. This closing a project PowerPoint presentation includes relevant topics such as project brief, project description, project timeline, project progress summary, project status report, and project health card. It also covers a slide on project dashboard, project closure report, work breakdown structure, and project conclusion report-performance analysis, deadline, budget/costs. With the help of the project description presentation PPT, you will be able to represent throughout the progress of the project. Use of stunning graphics and visuals will help you describe the different project stages performance. Download this project closure checklist PPT presentation. Focus on earnings with our Project Closure Activities In Project Management Powerpoint Presentation Slides. Choose the correct asset to create. https://bit.ly/3kvOg8W
Managing your projects effectively in a shared resource environmentStephen Hightower
Stephen Hightower discusses how using checklists can help project managers deliver projects on time. Checklists provide a structured and repeatable process to manage complexity and ensure critical tasks are completed. Dr. Atul Gawande's book "The Checklist Manifesto" explains how checklists have been successfully used in industries like aviation and construction. Hightower argues that utilizing checklists in the first 30 days of a project is especially important for setting up success, as that initial period often determines the ultimate outcome of the project.
Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. The document provides an overview of project management including:
- Key project management terms like project, program, portfolio, stakeholders, and the project management life cycle.
- Reasons why projects fail and succeed and the importance of having a clear scope, sponsorship, and buy-in.
- The roles and responsibilities of the project manager in guiding a project to completion while meeting stakeholder needs.
- The project management process including initiation, planning, execution, monitoring and control, and closing.
- Deliverables created at each stage like the project charter, work breakdown structure, and
In our day today life we often need to manage project for various reasons. For efficiently
managing a project, project analysis, monitoring team development, controlling, Gantt chart,
critical paths, life cycles, consequences, administration panel are the crucial part. Project
administration is the craft of dealing with the undertaking and its deliverables with a perspective
to create completed items or administration. There are numerous routes in which a task can be
completed and the path in which it is executed is undertaking administration.
The document summarizes the top 10 project management problems. The problems include: 1) inadequate resources, 2) projects not starting on time, 3) unclear goals and direction, 4) unrealistic deadlines, 5) staffing gaps and team issues, 6) lack of strategic alignment, 7) breakdown of communications, 8) ignoring signs of impending disaster, 9) skipping the testing phase, and 10) poor stakeholder management. For each problem, the document provides the associated issues and potential solutions to address the problems and improve project management.
The document presents the top 10 obstacles to project success as identified by over 1,000 project managers. They are described in descending order from #10 to #1, with explanations of how each obstacle can negatively impact a project if not mitigated properly. Effective communication, motivating teams, and holding team members accountable are identified as key skills that can help address many of these common challenges faced on projects.
Project Closure Activities In Project Management Powerpoint Presentation SlidesSlideTeam
Are you searching for professional templates and slides to outline a presentation on Project Closure Activities? Well if yes, then download our ready to use project closure activities in project management PowerPoint presentation slides. Highlight the performance of your business project to the client using this project closure tasks in project management PPT presentation. Using these project management presentation templates, you will be able to confirm if the team members have met all sponsor and consumer needs. This closing a project PowerPoint presentation includes relevant topics such as project brief, project description, project timeline, project progress summary, project status report, and project health card. It also covers a slide on project dashboard, project closure report, work breakdown structure, and project conclusion report-performance analysis, deadline, budget/costs. With the help of the project description presentation PPT, you will be able to represent throughout the progress of the project. Use of stunning graphics and visuals will help you describe the different project stages performance. Download this project closure checklist PPT presentation. Focus on earnings with our Project Closure Activities In Project Management Powerpoint Presentation Slides. Choose the correct asset to create. https://bit.ly/3kvOg8W
Managing your projects effectively in a shared resource environmentStephen Hightower
Stephen Hightower discusses how using checklists can help project managers deliver projects on time. Checklists provide a structured and repeatable process to manage complexity and ensure critical tasks are completed. Dr. Atul Gawande's book "The Checklist Manifesto" explains how checklists have been successfully used in industries like aviation and construction. Hightower argues that utilizing checklists in the first 30 days of a project is especially important for setting up success, as that initial period often determines the ultimate outcome of the project.
Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. The document provides an overview of project management including:
- Key project management terms like project, program, portfolio, stakeholders, and the project management life cycle.
- Reasons why projects fail and succeed and the importance of having a clear scope, sponsorship, and buy-in.
- The roles and responsibilities of the project manager in guiding a project to completion while meeting stakeholder needs.
- The project management process including initiation, planning, execution, monitoring and control, and closing.
- Deliverables created at each stage like the project charter, work breakdown structure, and
In our day today life we often need to manage project for various reasons. For efficiently
managing a project, project analysis, monitoring team development, controlling, Gantt chart,
critical paths, life cycles, consequences, administration panel are the crucial part. Project
administration is the craft of dealing with the undertaking and its deliverables with a perspective
to create completed items or administration. There are numerous routes in which a task can be
completed and the path in which it is executed is undertaking administration.
The document summarizes the top 10 project management problems. The problems include: 1) inadequate resources, 2) projects not starting on time, 3) unclear goals and direction, 4) unrealistic deadlines, 5) staffing gaps and team issues, 6) lack of strategic alignment, 7) breakdown of communications, 8) ignoring signs of impending disaster, 9) skipping the testing phase, and 10) poor stakeholder management. For each problem, the document provides the associated issues and potential solutions to address the problems and improve project management.
The document presents the top 10 obstacles to project success as identified by over 1,000 project managers. They are described in descending order from #10 to #1, with explanations of how each obstacle can negatively impact a project if not mitigated properly. Effective communication, motivating teams, and holding team members accountable are identified as key skills that can help address many of these common challenges faced on projects.
Identifying a project in trouble and re-planningmfarbstein
This document discusses identifying and re-planning troubled projects. It provides tips for determining when a project is in trouble based on variances from the triple constraints of time, cost, and scope. It also outlines steps for re-planning a project, including revising the work breakdown structure, schedule, budget, and earned value management metrics. Key indicators of troubled projects include missed deadlines, quality issues, low morale, and unresolved risks or issues.
The document discusses signs that a project may be failing and provides guidance on how to address a failing project. It recommends openly acknowledging if a project seems to be failing, identifying early warning signs, and pausing the project to conduct a root cause analysis and validate the business case before considering restarting with a new plan. Restarting requires executive support, addressing past issues, and preparing the team mentally.
Project Governance Model Powerpoint Presentation SlidesSlideTeam
Explore our Project Governance Model PowerPoint Presentation Slides for project planning and management. The governance structure PowerPoint complete deck contains set of ready to use slides such as project brief and description, project management lifecycle, project process, risk identification, risk management report, project team, budgeting and time management, timeline, work breakdown structure, activities sequence, project risk and communication plan cost and human resource management, quality management and progress summary etc. Outline all the important aspects without any hassle. It has templates with professional background images and relevant content. Demonstrate project status report planned and actual performance comparison, project health card with project structure and governance framework PowerPoint templates. Showcase project risk and communication plan using project management framework PPT visuals. The presentation will provide guidelines, how to manage a project from start to finish. Download project management structure Presentation design to showcase the purpose of project management. https://bit.ly/3Bwcgyo
This project charter outlines a project to achieve specific objectives that align with organizational strategy and priorities. It will resolve problems and realize benefits. The charter defines the project scope and key milestones or deliverables. It also identifies assumptions that must be validated, impacts on systems, and roles for the sponsor, project manager, team members, customer, and subject matter experts. Resources committed to the project are specified. Risks and strategies to mitigate them are also identified. The charter is approved by signatures of the customer, sponsors, and project manager.
This document provides 21 project management best practices for both new and experienced project managers. It discusses practices for laying the foundation of a project such as defining success criteria and negotiating achievable commitments. It also covers planning the project through tasks like writing a detailed plan and decomposing large tasks. Additional sections provide guidance on estimating the work, tracking progress, and learning from experience on future projects. The overall message is that applying some basic project management fundamentals and learning from both successes and failures can help projects be completed with less pain.
The document discusses reasons why projects often fail, citing statistics from various studies. It notes that according to one survey, 82% of employees believe ongoing projects will fail and 78% are working on projects deemed "doomed." Another study found that 50-70% of CRM projects from 2001-2009 failed to meet expectations. A study of ERP implementations found that over half went over budget and most under-delivered business value. The key reasons for project failure discussed in more depth include scope, time and cost overruns, risks, and quality issues.
A skilled project manager knows how to avoid failures through education, experience, and using structured methodologies. Formal communication plans and realistic expectations based on the project plan can also help ensure success. Having the proper resources for the project in terms of staffing levels and skills is another critical factor.
This document discusses a case study of a 200-bed additional ward block project at an LD Hospital in Srinagar, India. It was a 48-month project with a budget of 31.07 crore INR (5.175 million USD). The document discusses some of the challenges faced in the project related to disconnect between stakeholders, missing change control processes, and lopsided budgets due to inadequate project definition in the early stages. It emphasizes the importance of entrepreneurial project management approaches and using a stage gate methodology to help address such challenges and ensure project success.
This document discusses using earned value management (EVM) to increase the probability of program success (PoPS). It begins by introducing the core concepts of EVM and how they can be used to measure cost, schedule, and technical performance in a way that considers the underlying statistical nature of programs. The document explores putting EVM "intent" into practice by establishing performance baselines and metrics that incorporate variability and uncertainty. It suggests EVM can only provide useful forecasts if physical percent complete is measured at a detailed work package level and rolled up, including confidence intervals. The document argues current EVM practice oversimplifies complex programs and outcomes could be more "naive" if natural variations are ignored. It concludes EVM should focus more on
Project Governance Model PowerPoint Presentation Slides SlideTeam
Explore our Project Governance Model PowerPoint Presentation Slides for project planning and management. The governance structure PowerPoint complete deck contains set of ready to use slides such as project brief and description, project management lifecycle, project process, risk identification, risk management report, project team, budgeting and time management, timeline, work breakdown structure, activities sequence, project risk and communication plan cost and human resource management, quality management and progress summary etc. Outline all the important aspects without any hassle. It has templates with professional background images and relevant content. Demonstrate project status report planned and actual performance comparison, project health card with project structure and governance framework PowerPoint templates. Showcase project risk and communication plan using project management framework PPT visuals. The presentation will provide guidelines, how to manage a project from start to finish. Download project management structure Presentation design to showcase the purpose of project management
Asset finance system project initiation 101. “Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.” This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
The document discusses IT project failure, including defining information systems and critical success factors for IS projects. It describes four categories of IS project failure: correspondence failure, process failure, interaction failure, and expectation failure. It also discusses three levels of IS project failure from minor to major to critical. The document analyzes case studies of IS projects and their success or failure based on the presence of 20 critical success factors.
This document provides a self-assessment guide to test a project manager's knowledge of best practices. It includes a foreword explaining the purpose and how it relates to the PMP exam. The document describes how to use the assessment, which includes randomly ordered questions covering various topics to mimic the real exam. It emphasizes carefully reading each question as some have multiple correct answers. The goal is for readers to evaluate their strengths and weaknesses to focus further study.
This document provides guidance on developing a project plan. It discusses defining the problem, setting goals and objectives, identifying target groups and stakeholders, creating a work plan and timeline, allocating resources and budgets, assessing risks, and documenting the project process. The plan should clearly outline why the project is being implemented, what it aims to achieve, how it will be carried out, and how progress will be evaluated to help ensure the project's success.
This document provides an overview of project management concepts including strategic planning principles. It discusses key aspects of project management like the project life cycle, classifications, risks, scope, and strategic planning goals, objectives and assumptions. Specifically:
1) It describes the typical phases of a project life cycle including conception, definition, planning, operation, and feedback. It also discusses how uncertainty can impact projects.
2) It explains how to classify projects based on work effort and budget into basic or major projects and why classification is important.
3) It identifies categories of project risk like stakeholder, regulatory, technology, external, and execution risks.
4) It discusses the importance of defining project scope and managing scope creep
This document discusses project management and provides tools to help manage projects effectively. It outlines the basic project lifecycle of initiating, planning, executing, controlling, and closing. However, the most important phases are initiating, planning, and closing, as this is where projects often go wrong. Some key tools discussed include using a clear project objective statement, tracking progress through milestones rather than percent completion, managing scope changes through a balance of time, cost, quality and scope, and producing a closure document to finalize the project. The overall message is that project management need not be burdensome if the right lightweight tools are applied to the critical phases.
The document outlines a project charter template which defines the objectives, scope, deliverables, and resources required for a project, and is intended to gain agreement among stakeholders while also supporting decision making and communication. A project charter should be developed by the project sponsor or external manager with input from the project manager and stakeholders to define the purpose, objectives, and outcomes of the project. The template provided includes sections for the project name, overview, performance objectives, characteristics, and recommendations.
This document discusses product roadmaps and how to do them right. It contains information about Scott Middleton, founder and CEO of Terem Technologies, and John Carter, founder and principal of TCGen Inc. The document discusses the problems with roadmaps done wrong, and the power of roadmaps done right in communicating strategy, informing execution, and increasing revenue. It outlines the most powerful types of roadmaps - strategic, execution, and sales roadmaps - and how they should be specialized for different audiences like C-suite, sales, and product teams. The call to action is to audit existing roadmaps, identify needs and audiences, determine how roadmaps fit strategically, collect necessary data, and review and iterate roadmaps.
Conn's Inc. is recommended as a buy with a target price of $52 per share. Recent economic indicators show continued growth in the consumer discretionary sector. Conn's financials have improved dramatically from 2011-2014 with increased revenue, net income, margins, and returns. The specialty retail industry is performing well with a 37.47% growth in the last year.
Identifying a project in trouble and re-planningmfarbstein
This document discusses identifying and re-planning troubled projects. It provides tips for determining when a project is in trouble based on variances from the triple constraints of time, cost, and scope. It also outlines steps for re-planning a project, including revising the work breakdown structure, schedule, budget, and earned value management metrics. Key indicators of troubled projects include missed deadlines, quality issues, low morale, and unresolved risks or issues.
The document discusses signs that a project may be failing and provides guidance on how to address a failing project. It recommends openly acknowledging if a project seems to be failing, identifying early warning signs, and pausing the project to conduct a root cause analysis and validate the business case before considering restarting with a new plan. Restarting requires executive support, addressing past issues, and preparing the team mentally.
Project Governance Model Powerpoint Presentation SlidesSlideTeam
Explore our Project Governance Model PowerPoint Presentation Slides for project planning and management. The governance structure PowerPoint complete deck contains set of ready to use slides such as project brief and description, project management lifecycle, project process, risk identification, risk management report, project team, budgeting and time management, timeline, work breakdown structure, activities sequence, project risk and communication plan cost and human resource management, quality management and progress summary etc. Outline all the important aspects without any hassle. It has templates with professional background images and relevant content. Demonstrate project status report planned and actual performance comparison, project health card with project structure and governance framework PowerPoint templates. Showcase project risk and communication plan using project management framework PPT visuals. The presentation will provide guidelines, how to manage a project from start to finish. Download project management structure Presentation design to showcase the purpose of project management. https://bit.ly/3Bwcgyo
This project charter outlines a project to achieve specific objectives that align with organizational strategy and priorities. It will resolve problems and realize benefits. The charter defines the project scope and key milestones or deliverables. It also identifies assumptions that must be validated, impacts on systems, and roles for the sponsor, project manager, team members, customer, and subject matter experts. Resources committed to the project are specified. Risks and strategies to mitigate them are also identified. The charter is approved by signatures of the customer, sponsors, and project manager.
This document provides 21 project management best practices for both new and experienced project managers. It discusses practices for laying the foundation of a project such as defining success criteria and negotiating achievable commitments. It also covers planning the project through tasks like writing a detailed plan and decomposing large tasks. Additional sections provide guidance on estimating the work, tracking progress, and learning from experience on future projects. The overall message is that applying some basic project management fundamentals and learning from both successes and failures can help projects be completed with less pain.
The document discusses reasons why projects often fail, citing statistics from various studies. It notes that according to one survey, 82% of employees believe ongoing projects will fail and 78% are working on projects deemed "doomed." Another study found that 50-70% of CRM projects from 2001-2009 failed to meet expectations. A study of ERP implementations found that over half went over budget and most under-delivered business value. The key reasons for project failure discussed in more depth include scope, time and cost overruns, risks, and quality issues.
A skilled project manager knows how to avoid failures through education, experience, and using structured methodologies. Formal communication plans and realistic expectations based on the project plan can also help ensure success. Having the proper resources for the project in terms of staffing levels and skills is another critical factor.
This document discusses a case study of a 200-bed additional ward block project at an LD Hospital in Srinagar, India. It was a 48-month project with a budget of 31.07 crore INR (5.175 million USD). The document discusses some of the challenges faced in the project related to disconnect between stakeholders, missing change control processes, and lopsided budgets due to inadequate project definition in the early stages. It emphasizes the importance of entrepreneurial project management approaches and using a stage gate methodology to help address such challenges and ensure project success.
This document discusses using earned value management (EVM) to increase the probability of program success (PoPS). It begins by introducing the core concepts of EVM and how they can be used to measure cost, schedule, and technical performance in a way that considers the underlying statistical nature of programs. The document explores putting EVM "intent" into practice by establishing performance baselines and metrics that incorporate variability and uncertainty. It suggests EVM can only provide useful forecasts if physical percent complete is measured at a detailed work package level and rolled up, including confidence intervals. The document argues current EVM practice oversimplifies complex programs and outcomes could be more "naive" if natural variations are ignored. It concludes EVM should focus more on
Project Governance Model PowerPoint Presentation Slides SlideTeam
Explore our Project Governance Model PowerPoint Presentation Slides for project planning and management. The governance structure PowerPoint complete deck contains set of ready to use slides such as project brief and description, project management lifecycle, project process, risk identification, risk management report, project team, budgeting and time management, timeline, work breakdown structure, activities sequence, project risk and communication plan cost and human resource management, quality management and progress summary etc. Outline all the important aspects without any hassle. It has templates with professional background images and relevant content. Demonstrate project status report planned and actual performance comparison, project health card with project structure and governance framework PowerPoint templates. Showcase project risk and communication plan using project management framework PPT visuals. The presentation will provide guidelines, how to manage a project from start to finish. Download project management structure Presentation design to showcase the purpose of project management
Asset finance system project initiation 101. “Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.” This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
The document discusses IT project failure, including defining information systems and critical success factors for IS projects. It describes four categories of IS project failure: correspondence failure, process failure, interaction failure, and expectation failure. It also discusses three levels of IS project failure from minor to major to critical. The document analyzes case studies of IS projects and their success or failure based on the presence of 20 critical success factors.
This document provides a self-assessment guide to test a project manager's knowledge of best practices. It includes a foreword explaining the purpose and how it relates to the PMP exam. The document describes how to use the assessment, which includes randomly ordered questions covering various topics to mimic the real exam. It emphasizes carefully reading each question as some have multiple correct answers. The goal is for readers to evaluate their strengths and weaknesses to focus further study.
This document provides guidance on developing a project plan. It discusses defining the problem, setting goals and objectives, identifying target groups and stakeholders, creating a work plan and timeline, allocating resources and budgets, assessing risks, and documenting the project process. The plan should clearly outline why the project is being implemented, what it aims to achieve, how it will be carried out, and how progress will be evaluated to help ensure the project's success.
This document provides an overview of project management concepts including strategic planning principles. It discusses key aspects of project management like the project life cycle, classifications, risks, scope, and strategic planning goals, objectives and assumptions. Specifically:
1) It describes the typical phases of a project life cycle including conception, definition, planning, operation, and feedback. It also discusses how uncertainty can impact projects.
2) It explains how to classify projects based on work effort and budget into basic or major projects and why classification is important.
3) It identifies categories of project risk like stakeholder, regulatory, technology, external, and execution risks.
4) It discusses the importance of defining project scope and managing scope creep
This document discusses project management and provides tools to help manage projects effectively. It outlines the basic project lifecycle of initiating, planning, executing, controlling, and closing. However, the most important phases are initiating, planning, and closing, as this is where projects often go wrong. Some key tools discussed include using a clear project objective statement, tracking progress through milestones rather than percent completion, managing scope changes through a balance of time, cost, quality and scope, and producing a closure document to finalize the project. The overall message is that project management need not be burdensome if the right lightweight tools are applied to the critical phases.
The document outlines a project charter template which defines the objectives, scope, deliverables, and resources required for a project, and is intended to gain agreement among stakeholders while also supporting decision making and communication. A project charter should be developed by the project sponsor or external manager with input from the project manager and stakeholders to define the purpose, objectives, and outcomes of the project. The template provided includes sections for the project name, overview, performance objectives, characteristics, and recommendations.
This document discusses product roadmaps and how to do them right. It contains information about Scott Middleton, founder and CEO of Terem Technologies, and John Carter, founder and principal of TCGen Inc. The document discusses the problems with roadmaps done wrong, and the power of roadmaps done right in communicating strategy, informing execution, and increasing revenue. It outlines the most powerful types of roadmaps - strategic, execution, and sales roadmaps - and how they should be specialized for different audiences like C-suite, sales, and product teams. The call to action is to audit existing roadmaps, identify needs and audiences, determine how roadmaps fit strategically, collect necessary data, and review and iterate roadmaps.
Conn's Inc. is recommended as a buy with a target price of $52 per share. Recent economic indicators show continued growth in the consumer discretionary sector. Conn's financials have improved dramatically from 2011-2014 with increased revenue, net income, margins, and returns. The specialty retail industry is performing well with a 37.47% growth in the last year.
Day 1 1505 - 1550 - maple - chakradhar purohithPMI2011
The document discusses uncertainty analysis in project proposals through milieu analysis. It presents that proposals play a key role in addressing customer needs, business viability, and delivery excellence. The proposal dimensions include technical, financial, social, and political factors. An illustration shows how account growth depends on proposal success. Results show proposal characterization and assessment based on these dimensions. Managing relationships and networks during the proposal lifecycle is crucial for winning bids. Future work involves further defining parameters to translate customer needs into functional and relational proposal dimensions.
This document discusses developing a strategic approach for making accurate decisions after unplanned service outages in telecom operations. It notes that while standard operating procedures exist, outages can still occur. The author formed a team to define an effective action plan for outages. Through a case study and analysis of activity phases where issues could arise, the team identified key factors like impact on revenue, technical insights, and costs. The goal is to establish a common reference approach to help stakeholders make the best decision with the least cost to business when unexpected outages disrupt planned activities in telecom networks.
Day 2 1230 - 1315 - pearl 2 - alankar karpePMI2011
This document outlines a 5-step ethical decision-making framework presented by Alankar Karpe from PMI's Ethics Member Advisory Group. The 5 steps are: 1) assess all facts about the ethical issue, 2) consider all alternative choices, 3) identify impacts of the preferred choice, 4) apply ethical principles to the choice, and 5) make and act on the decision. The framework provides guiding questions at each step to help evaluate choices and ensure decisions are ethical, responsible, and will withstand scrutiny over time. The overall goal is to instill confidence in project management professionals by promoting ethical conduct.
- The document discusses using an eco-friendly mulching technique as a value engineering approach to enhance road safety and aesthetics on a highway project in Andhra Pradesh, India.
- The mulching technique involved using nearby available paddy grass as a mulch material in highway median plantations. This led to 3 times growth of plants, 2 times foliage coverage, 52% savings in water consumption, and substantially reduced weed growth, while reducing maintenance costs by 10-12%.
- The mulching approach was explored as part of a continual improvement process using kaizen principles and provided both environmental and economic benefits for the road project.
Understand the Project Cycle Management & Its Phases IntroductionDivya Malik
By implementing project management, businesses can establish clear goals and objectives for their initiatives, develop comprehensive plans to achieve those goals, allocate resources effectively, and manage risks and uncertainties. With project management, businesses can also improve communication and collaboration among team members, streamline decision-making processes, and ensure that projects are completed within budget and on time.
This document provides an overview of a software implementation project. The project aims to implement new software at a company to increase productivity and update security and hardware. The project will use agile methodology over approximately 100 days with a budget of $250,000. The document outlines the project plan, including the communication plan, risk management plan, procurement plan, and stakeholder register. It discusses both the potential positive and negative impacts of video games on adolescents.
Project Plan Development - A FlackVentures Training ExampleKate Pynn
Project planning is the construction of a dynamic agreement across diverse functional groups involved in a project. This agreement specifies:
Goals and deliverables of the project
What is being developed
Major activities that will be performed to achieve those goals
The assumptions that were made
Major risks, as they become known
MGT 3302, Introduction to Project Management 1 Cou.docxpoulterbarbara
MGT 3302, Introduction to Project Management 1
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
1. Describe the components of a basic project schedule.
2. Discuss project management as a series of activities and tasks.
3. Explain how the project triple constraint is used to manage a project.
4. Develop a project plan.
4.1 Prepare a polished version of a simple project plan.
5. Analyze factors impacting control of project costs.
6. Summarize project management techniques.
6.1 Describe project closing techniques.
7. Examine project teams.
Course/Unit
Learning Outcomes
Learning Activity
1 Unit VIII Course Project
2 Unit VIII Course Project
3 Unit VIII Course Project
4.1
Unit Lesson
Chapter 9, pp. 304–317
Unit VIII Course Project
5 Unit VIII Course Project
6.1
Unit Lesson
Chapter 9, pp. 304–317
Unit VIII Course Project
7 Unit VIII Course Project
Required Unit Resources
Chapter 9: Closing the Project, pp. 304–317
Unit Lesson
In this unit, we discuss the activities needed to occur once we terminate a project. The termination could be
because we successfully completed all of the work and handed the deliverables to the customer, or there
could be reasons why we need to terminate the project early.
Project Closing
All planned projects should have an endpoint. Having an absolute end is a part of the definition of what a
project is. Once all of the work activities have been completed and the deliverables have been accepted, then
it is time to close out the project. Many times, the project manager (PM) will not do the closing activities. The
UNIT VIII STUDY GUIDE
Project Closeout
MGT 3302, Introduction to Project Management 2
UNIT x STUDY GUIDE
Title
organization may not require closing activities, or closing activities may not be considered a necessity. In
some cases, the PM is ready to move on to the next project. However, the importance of closing project
activities cannot be understated.
What are some of the activities needed when closing a project?
While the project deliverables should have been delivered and accepted, in some cases, final project reports
have not been created. These final reports may or may not be considered as being a part of the final
deliverables. For example, deliverable reports might include results of testing or quality reports.
Reports that are a part of project closing might include a report of project changes, a communication log, a
risk assessment matrix, or lessons learned. These types of reports would need to be organized and archived
with all of the project information for future reference.
A part of closing activities would include making final payments to vendors and suppliers. Also, any monies
owed to the organization would need to be collected. This is referred to as an accounting closeout. Team
members would need to be recognized and .
Running Head PROJECT PLAN PART 3PROJECT PLAN PART 35.docxtoltonkendal
Running Head: PROJECT PLAN PART 3
PROJECT PLAN PART 3 5
Work Management Plan
The work management plan is a plan put together by the project manager at the beginning of the project. It contains all of the steps needed to complete the project and who is responsible for the tasks. The work management plan can be used in conjunction with the work breakdown structure, but does not need to contain the directions of how to accomplish the tasks. “Work plans document all activities to be undertaken, keep everyone moving in the same direction, and allow for comparison with and prioritizing against competing projects. If we do not know where we are in our work at any given point in time, we cannot accurately plan, schedule, or proceed with future efforts. Once projects are under way, we need a map to remind us of what is next, when it is due, and who is responsible for it.” (Burgher & Snyder, 2012)
In the project of The Cheesecake Factory delivery service, the project manager will be responsible for creating the work management plan. Since the timeline of the project is primarily within 60 days for most deliverables, the work management plan will be updated on a weekly basis and discussed at project meetings. Each task within the project will be outlined to include what is to be done and by whom. The person responsible for each action item will be asked to update the work plan weekly with their progress as to the status. However, the only person that will be permitted to add new tasks or change existing tasks will be the project manager. Having a plan that is accessible and visible to the team will aide in keeping the project within scope and on schedule. Additionally, with only the project manager being able to make changes, it will prevent chaos within the project planning.
Quality Assurance
Quality assurance is part of the planned activities to ensure the project is meeting the objectives that it is supposed to. They are “the things that the project team will do to determine if project performance is meeting the requirements of quality and other standards. The activities are the things the project team will do to check project performance against the project plan using specifications as the targets.” (Rose, 2014)
As part of the quality assurance with The Cheesecake Factory delivery service project, there will be several inspections along the course of the project. There will be project team members from marketing and operations that will be responsible for inspecting the final product of the customized delivery vehicles to ensure they are within the guidelines of what was ordered and agreed upon. There will also be a specific marketing team in place to review marketing materials after printing to ensure everything was processed correctly on that end.
Communication Management
When looking for software for project communication that can be used to coordinate data, for resource management, scheduling and communication, Microsof ...
The document discusses project planning and outlines several key points:
1. Careful planning is important for project success and reduces time needed for implementation. Planning should not result in "paralysis by analysis" and must balance analysis with action.
2. The primary purpose of planning is to establish directions in sufficient detail to define what must be done, when, and with what resources to successfully complete deliverables.
3. Characteristics of a good plan include meeting organizational objectives, allowing for uncertainty and risk, and including means to control work.
The document outlines several reasons for the success and failure of software projects. Some key factors for success include clearly defining project goals and metrics, having clear objectives and requirements, involving end users, hiring skilled developers, using effective project management methodologies, and breaking large projects into smaller chunks. Factors that can lead to failure include miscalculating timelines and budgets, lack of communication, unfocused executive sponsors, not involving end users, and failing to properly test projects.
This document discusses common reasons why large capital projects often fail. It identifies five major categories of issues: 1) lack of documented project objectives, 2) insufficient planning, 3) poor management governance, 4) inadequate staffing of the project team, and 5) unrealistic schedules. It provides details on each issue, such as how undocumented objectives can doom a project and how poor governance structures fail to cut across organizational lines. The document emphasizes that establishing robust planning and governance is critical for project success.
CRG DevCo’s advantages of outsourcing Project ManagementChris Gorga
Outsourcing project management provides several advantages over employing an in-house project manager. These include cost flexibility as outsourcing costs can increase or decrease based on needs, higher objectivity from an outside perspective, and exposure to new methodologies from specialists. Outsourcing is also generally lower cost than employment and allows an organization to take advantage of competition among providers.
The document summarizes a half-day workshop on project management. The workshop covers understanding business needs and justifying projects, the project life cycle, developing a project charter, managing scope, schedule and budget using the triple constraints, planning and executing projects, communication plans, closing projects, and continuous improvement.
Task_TableNameDurationPredecessorsResourcesNotesMobile app plan34 days3/17/16Project set-up7 days2/1/162/9/16Define project processes2 days2/1/162/2/16project manager, product ownerSet up working environment4 days2/3/162/8/163technical administratorDetermine initial sprint velocity1 day2/9/162/9/164lead developerProject setup complete0 days2/9/162/9/165Sprint 1 UI6 days2/10/162/17/162Sprint 1 plan0.5 days2/10/162/10/16Select sprint 1 user stories0.25 days2/10/162/10/16product ownerAssign user stories0.25 days2/10/162/10/169product owner, lead developerSprint 1 plan complete0 days2/10/162/10/1610User Interface5 days2/10/162/16/16Design User Interface2 days2/10/162/11/16UX developerBuild User Interface2 days2/12/162/15/1613UX developerTest User Interface1 day2/16/162/16/1614test engineerUAT of UI1 day2/17/162/17/1612test engineer, product ownerCorrect Issues From UAT UI1 day2/26/162/26/1625UX developerSprint 2 reports15 daysSprint 2 plan0.5 days2/18/162/18/16Select sprint 2 user stories0.25 days2/18/162/18/16lead developerAssign user stories0.25 days2/18/162/18/1619lead developerSprint 1.1 plan complete0 days2/18/162/18/1620Client Specified Reports7 days2/18/162/26/16Design Reports2 days2/18/162/19/16reporting developerBuild Reports2 days2/22/162/23/1623reporting developerTest Reports2 days2/24/162/25/1624test engineerUAT of Reports1 day2/29/162/29/1622test engineer, product ownerCorrect Issues From UAT of Reports1 day3/8/163/8/16reporting developerSprint 3 Platform7 days3/1/163/9/1617Sprint 3 plan0.5 days3/1/163/1/16Select sprint 3 user stories0.25 days3/1/163/1/16lead developerAssign user stories0.25 days3/1/163/1/1630lead developerSprint 3 plan complete0 days3/1/163/1/1631Cross Platform Support6 days3/1/163/8/16Design Cross Platform Support2 days3/1/163/2/16technical administratorBuild Cross Platform Support2 days3/3/163/4/1634technical administratorTest Cross Platform Support1 day3/7/163/7/1635technical administratorUAT of CPS1 day3/9/163/9/1633technical administrator, test engineerProject End2 days3/16/163/17/1644Obtain Final Client Signoff1 day3/16/163/16/16project manager, product ownerProvide Project Report Out0.5 days3/17/163/17/1648project manager, product ownerProject End Celebration0.5 days3/17/163/17/1649project manager, product owner
Project Charter template (contains Scope Section): project name:Executive Summary
Where did this project come from?
Why is it being done?
What impact will the project create (internally, externally)?
What strategic plan does it contribute to?
What does the customer receive/not receive by project end?
What key assumptions are driving this project?
What risks could challenge project success?Goals
What business/organization goal(s) does this project support?
What business need is being satisfied by this project?Objectives
What, specifically, needs to be done to meet project/customer requirements/expectations/goal?
What is the target of the project?
Note: Ensure each objective contributes to the goal. C.
Increasing the Probability of Project Success with Five Principles and PracticesGlen Alleman
There are many approaches to managing projects in every domain.
This seminar lays the foundations for increasing the probability of project success, no matter the domain, what technology, what approach to delivering the outcomes of the project.
The principles of this approach are immutable.
The practices for implementing the principles are universally applicable.
Each chart in this presentation, contains guidance that can be applied to your project, no matter the domain.
In our short hour here, we’re going to cover a lot of material.
The bibliography contains the supporting materials we can tailor to your individual project
The document summarizes the typical project life cycle process used by project managers. It consists of 5 phases: (1) initiating, (2) planning, (3) executing, (4) monitoring/controlling, and (5) closing. Each phase involves certain key activities and defines the stages a project goes through from start to finish. Following a structured life cycle framework helps ensure projects are completed on time and on budget.
Here are the key points I gathered from your introduction:
- You have experience initiating and participating in process improvement projects at your company.
- You see project management as a broad term that can apply to any effort to implement change or improvement.
- One of the largest projects you managed was a Greenbelt (PMP) project to streamline communication between engineering and manufacturing regarding change orders.
- As the bill of materials specialist with 8+ years experience, you were the first point of contact for change orders, making you well-suited to participate in this project.
- The goal of the project was to eliminate email correspondence and create a more efficient form of communication for change orders.
- As someone
Estimate budget and project crashing.pptxMIANMNADEEM
The document discusses project budget estimation and project crashing. It provides an introduction to project budgeting, noting that senior management must approve the budget to obtain resources. It then discusses top-down and bottom-up budgeting approaches. Project crashing is defined as shortening a project's timeline, typically by adding more resources, and key stages in project crashing management are outlined, including establishing crash objectives, identifying critical paths, finding crash limits, and selecting economic options to present for approval. The importance of being able to crash projects in response to changing needs is also highlighted.
Why projects fail avoiding the classic pitfallsTa Ngoc
This document discusses common reasons why projects fail and how to avoid failures. It identifies six major pitfalls: lack of constituent alignment, inadequate risk management, poor performance measurement, unclear project scope, insufficient communication, and failure to follow a project methodology. To improve success rates, the document recommends clearly defining objectives and goals, proactively managing risks, establishing baselines and metrics to track progress, gaining full agreement on scope, creating detailed communication plans, and strictly adhering to a project management methodology. Automation and project management tools can also help by providing oversight and reporting to catch issues early.
The document discusses the implementation of Project Management Institute (PMI) guidelines at LIFE REPUBLIC, a large township development project near Pune, India. It describes the objectives of establishing standardized project management processes and techniques. It outlines some key challenges for the project related to its large scale and complexity. It then details how PMI methodologies were used to develop tools like a project management office, communication plans, responsibility matrices, and risk registers. The results included setting standards, training project teams, and achieving better cost control and coordination across multiple agencies involved in the project.
Day 1 1620 - 1705 - maple - pranabendu bhattacharyyaPMI2011
This document discusses the need for predictable estimates in software project delivery and describes TCS's approach to improving estimation predictability. Some key points:
- Inaccurate estimates can lead to billions in losses due to cost overruns, failed projects, and reduced productivity.
- TCS implemented an estimation framework using standardized models, metrics, and continuous feedback to select the best model for different project types.
- A case study showed their approach improved productivity by 15-41%, reduced project scraps by 55%, and increased model coverage from 26% to 80% over three years.
Final chakradhar purohith proposal milieu analysis (without account data un...PMI2011
The document discusses uncertainty analysis in project proposals through milieu analysis. It outlines the importance of relational dimensions like social and political factors in winning proposals. An illustration shows how proposals can be characterized and assessed on technical, financial, social and political dimensions. Key stakeholders must work together to ensure high quality proposals that address both functional and relational classes. Future work includes better translating customer needs and measuring social/political dimensions.
This document discusses 5 mantras for achieving project success the first time. The mantras are:
1. Eliminate false requirements - False requirements waste time and resources. Project managers must carefully identify and remove pseudo requirements.
2. Tour your execution - Project managers should thoroughly plan their project execution through virtual "tours" to identify gaps, risks, assumptions and contingencies before starting work.
3. Be passionate yourself - A project manager's passion is critical for energizing the team and driving success. Communicating vision and overcommunicating are keys to maintaining passion.
4. Do not just use rear view planning - Project managers should take a proactive rather than reactive approach, anticipating potential issues
This document discusses the advantages of using Global Navigation Satellite Systems (GNSS) like GPS for monitoring construction projects. It outlines 9 key factors project managers should consider when implementing GNSS-based monitoring solutions, including accuracy variations due to ionospheric effects, number of visible satellites, geometric dilution of precision, and use of augmentation systems. Proper understanding of these factors is important for effective project management using GNSS technologies.
This document describes how an IT services organization transformed its "bench" resources into a learning organization. The organization faced issues with associates on the bench feeling unproductive and demotivated. It was also difficult to continuously enhance employee skills due to costs.
The author led an initiative over 14 months to manage, nurture and mature over 400 consultants across different capabilities and geographies. Associates on the bench were engaged in activities like creating reusable components, training, knowledge sharing and publishing white papers.
This transformation approach resulted in benefits such as reduced attrition, increased productivity and deployability. It also led to improved employee satisfaction, motivation and the creation of a learning culture within the organization.
The document discusses the importance of marketing communications in successfully launching innovative products. It argues that while innovation is crucial for businesses, new products often fail due to poor marketing. The author analyzes how marketing can help products cross the 'chasm' between early adopters and mainstream customers. Real-world case studies demonstrate how strategic communications can magnify a product's market, while weak messaging can diminish it. Later sections provide best practices for marketers to follow when promoting innovations, including common pitfalls to avoid.
The document discusses challenges in managing small teams that are different from large teams. While most literature focuses on simplifying processes for small projects, the document emphasizes the need to address human aspects like deciding roles based on strengths, providing training and mentoring, and motivating team members. It suggests managers of small teams should have moderate technical skills and interpersonal training to effectively lead and develop young team members, and to minimize impacts of attrition which greatly affect small teams.
The document discusses agile metrics that can be used at different levels - project, program, and portfolio. At the project level, metrics measured during planning include story points and velocity. During execution, metrics include burn-down, burn-up, and escaped defects. Risk and quality are also measured. At the program and portfolio levels, priorities are set and multiple teams contribute to releases, requiring metrics like cycle time. Agile principles provide value-driven delivery through iterative development and customer feedback compared to the traditional waterfall model.
This document discusses managing diverse projects for organizational success. It outlines several challenges in managing diverse project teams, including cultural diversity, remote project management, weak ethics, and using traditional tools. It then provides recommendations for developing a global strategy, such as commitment from leadership, collaboration, understanding diverse teams, adopting lean delivery models, and continual improvement. A case study example is also presented of how one organization overcame challenges through implementing solutions like gap analysis and focusing on critical success factors and lessons learned.
This document discusses balancing creativity and business needs in managing research and development (R&D) projects. It proposes a six-step project management framework to effectively manage innovation given practical constraints of time and budget. While creativity thrives on uncertainty and freedom, some process is needed to move ideas through an "innovation funnel" toward commercialization. Adopting project management practices can help accelerate the innovation process if the processes acknowledge differences between researchers focused on novelty and engineers focused on prototypes and pilots.
This document discusses how organizations can increase productivity by systematically learning lessons from failures and successes. It proposes a lessons learned process that involves failure analysis, reviewing solutions, deploying and confirming solutions, learning from successes, and documenting and sharing lessons. Implementing this process helps reduce risks by avoiding past mistakes and repeating successes. The process includes root cause analysis, reviewing solutions, testing solutions, and confirming they address the original problem before lessons are documented and shared organization-wide. This systematic learning from failures and successes helps organizations continuously improve over time.
This document discusses using a "middle-out" balanced scorecard approach to monitor benefits realization in large transformation programs. It begins by describing the typical benefits management lifecycle and framework, including identifying, analyzing, planning and realizing benefits. It then explains how a balanced scorecard is usually designed in a top-down manner at the corporate level but proposes a middle-out approach where individual project scorecards are developed and connected to an overarching program scorecard to track progress towards intended benefits. The document provides an example case study where this middle-out balanced scorecard approach was adopted to monitor a program.
The document discusses challenges with realizing the envisioned outcomes of mergers and acquisitions (M&A). It states that two-thirds of M&As fail to achieve their planned integration timelines and costs. The complexity of integrating two companies' strategies, business processes, and IT systems makes post-M&A integration difficult. Additionally, constant changes in the business environment require dynamic reprioritization for success. The document advocates for a strategic program management approach for post-M&A integration that focuses on realizing the original synergies of the M&A business case and is adaptable to changing conditions, rather than a traditional project management approach only focused on milestones and timelines. It provides an example of how strategic program management
This document discusses a framework for motivating quality experts to become quality innovators. It outlines several challenges, including getting a dedicated team of innovators from a non-billable resource team, and motivating innovation that is non-technical and provides internal benefits rather than external customer value. The proposed framework includes appointing innovation champions and teams, creating a sense of competitiveness, tracking progress regularly with senior management support, rewarding and supporting creativity, utilizing employee diversity, and creating a positive work environment. The benefits discussed are improved business and quality management processes, as well as lessons learned and critical success factors.
Shallu soni mymoonshabana_lavanya raghuramanPMI2011
This document discusses challenges faced by women and empowering women for a better tomorrow. It identifies key challenges such as gender suppression, emotional guilt, self-negligence, weak networks, forcible quitting, and untapped potential. A SWOT analysis is conducted to examine weaknesses and threats. Solutions are proposed to overcome weaknesses including self-care, strong women's networks, communication, and realizing one's potential. Solutions are also suggested for society to overcome threats such as promoting gender equality, reducing social stigma, and supporting work-life balance. The document emphasizes that empowerment begins with gaining confidence and decision making skills at home and having supportive networks and organizations to help women reach their full potential.
This document discusses lessons that can be learned from emergency medicine management in hospitals and applied to Agile project management. It notes that emergency departments use techniques like triage to prioritize patients, minimize wait times, ensure backup support, and conduct root cause analyses of clusters of cases. These approaches help maintain smooth operational flow even during chaotic periods. The document argues that Agile teams can benefit from incorporating similar concepts like prioritizing issues based on need, having backup support, and analyzing root causes of emergencies to improve preparedness. Emergency medicine has evolved effective strategies over time to consistently respond to uncontrolled events, and Agile teams can learn from these practices to better handle unexpected tasks and ensure on-time delivery while maintaining quality.
This document discusses how successful program management can enable business transformation. It argues that adopting a partnership approach through effective communication and collaboration allows organizations to achieve desired outcomes. The key is applying basic principles like working as one team and enabling services. This includes cultural integration, leadership development, and enhanced communication. Together these help create a collaborative environment and maximize benefits through a structured implementation model. The partnership approach was used successfully in one program to realize over £700k in benefits, increase market share by 50%, and achieve a 200% increase in new business. Adopting this framework of staying relevant to stakeholders can help delivery teams understand challenges and add value for all parties.
This document describes an estimation framework developed by Tata Consultancy Services to standardize and improve the accuracy of software project estimations. The framework includes components for sizing, effort estimation, scheduling, resource planning, and costing. It also includes a decision matrix to select the appropriate estimation model based on project characteristics. Continuous feedback from project outcomes is used to refine the framework over time through a plan-do-check-act cycle. The framework aims to increase predictability and reduce risks associated with inaccurate project estimations. A case study demonstrates how the framework was applied to a sample project.
This document discusses a successful change management initiative in a government research and development organization in India. The organization previously had a project-based structure, but was reorganized into a matrix structure with groups for design, development, testing, and implementation. This allowed for better knowledge sharing and resource allocation across projects. Key steps taken included establishing a change management team, communicating the need for change, analyzing costs and risks, and empowering staff. The new structure improved documentation, coordination between groups, and on-time delivery of projects to clients. As a result, employee and client satisfaction increased.
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Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
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rankings in rapid time despite having health concerns and limited
color choices.”
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
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Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
1. Plan A, Plan B, Plan C……how far?
A new methodology for preparing Alternate Plans
Author: Paramita Mukerji
2. Index
Abstract
Objective
Prologue
Alt-PM (Alternate Planning Methodology)
Prelude
Methodology
Critical factors for success
Benefits
Conclusion
Figures
Fig 1: Basis of Initial Plan
Fig 2: Reasons for change in plan
Fig 3: Root Causes behind change in plans
Fig 4: Project Managers' opinion on preparation of alternate plans
Tables
Table 1: Factors
Table 2: Phases
Table 3: Benchmark Table
Table 4: Calculation of Total Weight
Table 5: Number of Alternate Plans
3. Abstract
The success of a project is highly dependent on how well the Project Manager is able to steer the project
through various challenges. As a seasoned Project Manager, being proactive, mitigating risks & having
contingency plans in place are some basic things which will help him sail through difficult situations. An
experienced Project Manager should have Plan B ready if Plan A fails or show signs of failure. Going by
the same logic, Plan B can also fail and thus he should be ready with Plan C, Plan D and so on. But how
far? Theoretically it may be good to be fool proof but practically every plan will have its own reason to fail.
So how many plans should the Project Manager have to mitigate risks, ensure on time delivery, high
CSAT scores etc.
The answer to this question cannot be mathematically calculated. A veteran Project Manager may have
an intuitive answer. But that is not a reasonable and sustainable expectation from every Project Manager.
We try to find a model, which provides a framework to allow easy decision making during planning. This
should allow every Project Manager with a model driven second opinion to base his fallback plans. With
inputs received from brainstorming, Q&As, surveys and discussions with project team members, we
develop this model.
This model uses generic factors applicable across all types of IT projects. It will help the Project Manager
arrive at an optimal number of alternative plans to have. This will enable success by design and not by
chance!
Keywords: IT Project types, Project Plans, Fall back Plans, Project Constraints, Project Variables,
Project Resources
Objective
Why have Alternate Plans?
Planning is something which we require to do in every aspect of our lives. A kid is told to make a plan on
how he will utilize his time in preparing for exams. A teenager is expected to make a plan towards
building a good career for himself. If we decide to go on a vacation, we need to plan on how we will make
full use of the time available for sightseeing. A project manager prepares a plan for project execution.
Every job requires the worker to prepare a plan before he starts working on it. The kid wants to score
good marks, the teenager wants to be successful in choosing the right career, the traveler wants to visit
all tourist spots and not leave out any place. The Project Manager wants to successfully deliver and
satisfy the customer along with making profits. To summarize everyone wants to be successful. Thus we
spend a good amount of time & efforts in making the plan. We all believe that better the plans are, better
are the chances of success. But how far do we use the initial plans?
Very often we find that we are not able to stick to the plans which we made initially. We are forced to
make changes on the fly. We don’t get enough time to think and we move over to a different plan. This
leads to the vicious cycle of making & changing plans. Experience tells that we always need to make
4. frequent modifications in our plans and use alternate ones. Would it be useful to have some alternate
plans with us from the beginning? This study is towards finding out whether there is any benefit in having
alternate plans before the previous one fails. What is the optimum number of such alternate plans one
should be ready with?
I have used my experience in managing various IT projects and also gathered information from people
working in various types of IT projects to analyze the situation, infer and come up with suggestions on
preparing alternate plans.
Prologue
Current scenario in IT projects
Inputs were gathered from people working in various types of IT projects like Development Projects,
System Enhancement Projects, Support & Maintenance Projects, Infrastructure Projects, Package
Implementation Projects, System Integration Projects and Validation & Verification Projects. They were
majorly Project Managers and some in various types of other roles like Project Lead, Analyst, Architect,
Tester, Quality Assurance, Developer, vendor side SPOC across organizations. 70% of them were of the
opinion that they always felt that the plan on which they were working could fail any time and 90% of them
did not have any alternate fall back plan ready with them.
Fig 1: Basis of Initial Plan
In majority of projects the plans are prepared by the project managers during the project planning phase.
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00%
Others
Proposal
Contract
Requirements
Resources
Past Experience
On what basis initial plan is prepared?
5. Figure 1 gives us an overview on the aspects based on which the plan is built. These plans are approved
by senior team members and then by the customer. On an average, in a span of one year the plans get
changed 1-2 times in 55% of the projects, 3-4 times in 35% of the projects and more than 4 times in 10%
projects. The project teams take into consideration all relevant information to prepare the project plans
and get customer approvals, still these plans stand a high chance of failure. Theoretically we may say
that the success of the plan is dependent on the clarity of information available and the experience of the
person making the plan but, it is practically not possible to prepare a fail proof plan at the start of the
project and use it throughout the life of the project.
It is essential for the project teams to be ready with alternate plans which they can immediately start using
once the current plan fails. In majority of projects, the alternate plans are not created in advance. They
are created just after the current plan fails.
Common reasons for failure
Issues like lack of skilled resources, lack of experience, lack of technical competence and processes
which are either not defined or not followed are considered reasons internal to the team. These can be
controlled internally within the organization. It is not surprising if there are changes in the project plans
due to these reasons but there are factors beyond the control of the project teams which are externally
driven, which definitely lead to change in plans.
Fig 2: Reasons for change in plan
Most common external factors which lead to need for alternate plans are:
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Others
Change in scope
Change in budget
Change in timelines
Change in target quality parameters
What were the reasons which led to the failure
of the plan you were following earlier?
6. Change in scope
It is the era for dynamism. No project can have fixed scope which was defined in the start of the project
and has remained the same till the end of the project. New ideas, improvements are suggested
frequently. This causes increase or decrease of scope which need to be accommodated in the projects
being executed. Competition or a statutory body may bring in a new twist in the form of a new feature or
policy which impacts the scope of the project. All this forces the project to make changes in plans.
Change in budget
The financial position of the customer may change anytime. This impacts the availability of resources in
the projects. The projects may have to closed before time or may have to be ramped down to
accommodate the budget of the customer. All this forces the project to make changes in plans.
Change in timelines
Company X and Company Y are competitors. Company X wants to launch a product with exclusive
features and capture the market before Company Y launches its product. While Company X is still
developing the product, it is known from reliable sources that Company Y is also close to developing &
launching a similar product. In order to capture the market and get the maximum business benefit,
Company X will push for a launch before the date decided earlier. This is a typical example of how
change in timelines is not deliberate but driven by many factors beyond the control of any project team or
customer himself.
Change in final product quality/specifications
While eliciting requirements if we follow proper techniques and have experience we can be sure on
capturing all the functional requirements (features) but it is not easy to capture all the non functional
(quality related) requirements. In a project where a web form is to be developed, the number of fields,
number of drop downs and number of submit buttons required by the user can be documented from the
beginning. The user expectation on the time it should take to show the acknowledgement screen when
the user clicks the submit button may change once the user starts using the form. Implementing this
change effects everything from design to code. This causes change in plans!
In a project there may not be only one reason for failure of a plan. Many reasons contribute differently
towards the failure and together give rise to the need for changing the course of the project. The root
cause of failure of plans across different types of projects based on inputs from project managers across
projects is listed below. The data below also gives us the % distribution across these causes.
7. Fig 3: Root Causes behind failure of plans
Timing of alternate planning
Organizations which have well defined quality processes mandate the project teams to practice proactive
project management. The Project Managers to proactively analyze the situations (as listed in Figure 2)
and are ready with the alternate plans. They need to prioritize based on project dynamics and decide on
the plans they need to be ready with. This is taken care under Risk Management. The Project Managers
along with all stakeholders evaluate the project variables, have internal discussions / brainstorming
sessions and prepare a prioritized list of risks. Based on the priority they decide on the mitigation plans.
Some of the mitigation activities do include preparation of alternate project plans to be used in case of
eventuality.
After discussion with many project managers it is found that 60% of the projects did not prepare alternate
plans whereas 40% projects prepared them. In the projects where they used the alternate plans, a good
proportion of the plans were prepared after the current plans failed. Majority of the project managers feel
that it would be better if the alternate plans were prepared beforehand.
9%
11%
43%
4%
4%
22%
7%
What was the root cause of failure?
In capability of the delivery team
Unavailability of resources
Customer driven
Competition driven
Statutory regulations
Technology related
Others
8. Fig 4: Project Managers' opinion on preparation of alternate plans
Constraints in proactive planning
Maximum numbers of managers want the alternate plans to be prepared in advance but this is hardly
practiced in reality. There are many constraints which the managers faces because of which the alternate
plans are not prepared. Some of the major constraints are:
Inability to look ahead
The Project Manager’s experience should enable him to think ahead of time which will help him preparing
alternate plans. A seasoned project manager along with inputs from his team should be able to
understand the dynamics of the project and the environment and be prepared with alternate plans. The
Project Manager should be well prepared for any eventuality. He should be connected to the business to
foresee disruptions. In the absence of this capability preparing alternate plans proactively is difficult.
Unavailability of time (budget)
When the initial plan is prepared, Project Manager invests good amount to time & effort in preparing it.
Managers don’t put in enough thought and efforts while preparing the alternate plans assuming that they
will not be required to use them. In terms of budget, less than 2% of it is used in preparing alternate
plans. Most times this effort is not billed to customer. Creating alternate plans is considered a trivial
activity and not given its due importance in terms of time & effort.
0% 10% 20% 30% 40% 50% 60% 70% 80%
Can't say
After the earlier plan failed
Before the earlier plan failed
No need to prepare alternate plans
When do you think the alternate plan should be
prepared?
9. Unavailability of data required to prepare the plan
Due to disconnect between the various teams and also between the vendor & the customer, relevant data
does not reach the Project Manager. The Project Manager is not aware of many contractual agreements
which they come to know later on in the project leading to unplanned changes in the plans.
Not part of process to be followed
Following the defined policy, processes & guidelines ensures that the basic hygiene factors are not
overlooked. Preparing alternate plans should be mandated in the form of strict policy and not left on
choice which is the situation at present.
There is some key information needed by the managers which are helpful in overcoming the above
constraints and prepare the alternate plans. These include clarity on the revised scope, revised budget,
revised timelines and available resources (skill & tenure). This information is easily available once the
changes actually happen in the project. Thus preparing the alternate plans after the change has
happened is comparatively easier than preparing it before hand. We need to equip the project managers
with information which will enable him to think ahead and prepare the alternate plans proactively.
Constraints in implementing plans
In situations where alternate plans are available we find that there is apprehension in the teams towards
shifting to a new plan or unavailability of resources required. The teams tend to have inertia in moving
over to something different. The reasons for such inertia can be classified under the following categories:
Tendency to revert to earlier plan
Unavailability of a detailed revised plan
Unavailability of resources (Human, Hard or Software)
Lack of faith in the revised plan
Frequent changes in the revised plan
Delay in getting Customer Approval
Delay is getting Senior Management Approval
The managers need to overcome the above constraints for success of the project. It is an established fact
that all projects will undergo changes. To take care of the changes, effective alternate plans need to
available and also be followed. Without successful implementation of alternate plans the projects cannot
be successful. The best of plans will not work if not used by the team. We need to equip the project
managers with guidelines on how this can be achieved.
Alt-PM (Alternate Planning Methodology)
This is reference tool to help projects identify the optimum number of alternate plans required
under varying project conditions.
Based on what we have discussed so far in the document above, we can summarize it as:
10. Initial Plans are designed to be more robust as teams spend more efforts in building them.
There is 90% probability that the project will have to change the plan. There are many reasons to
support this cause.
Even though it is known, rarely the alternative plans are prepared beforehand.
Majority of the alternate plans are prepared at the spur of the moment when the previous plan
fails. The effort spent in this is much less than what was spent for making the initial plan.
There is challenge in shifting from one plan to the other.
There is strong need to equip the project managers with a frame work which will help them identify the
need of the alternate plans, overcome the constraints in developing the alternate plans proactively and
also overcome the constraints in implementing these plans. No two projects are same. Each project will
have something unique about it. The challenges faced by one project are different from the ones faced by
the other. Each project has its own set of data with respect to scope, budget, timelines, resources, quality
and the customer. The requirement for alternate plans will also vary accordingly.
Prelude
Alt-PM is a methodology aimed towards helping the managers in identifying the alternate plans they
should prepare at the beginning of each phase proactively based on information available. It also factors
in the challenges with respect to implementation of these plans. This methodology leverages on the
experience of managers and the information available from successfully implemented past projects. It
provides the flexibility to users to define their own project constraints based on their project information. It
captures the experience gained by project managers during execution of previous projects which were of
similar type and had similar constraints. This experience is used in building a guideline. Data from similar
types of past projects is then used in benchmarking the number of alternate plans to be prepared so that
they can be prepared and successfully implemented.
Methodology
Guidelines are prepared by experienced project managers with the inputs from the data from past
projects of similar type. Guidelines once prepared are reusable by projects with similar constraints. These
guidelines can be progressively evolved with usage. The usage of this methodology is a two step
process.
Step 1: Preparation of the Guidelines & Benchmarks
Preparation of the Guidelines
Factors: List the constraints which are generally faced by projects of a particular type. Assign weight to
each of this factor based on how strongly this constraint will affect the project plan. This is done in the
scale of 0-5 where 0 means least effect and 5 means maximum effect. Table 1 below is a sample Factor
Table which is prepared for development projects of similar characteristics.
Phases: List the various phases of the project in a chorological order and assign weight to each phase.
Assign weights based on how any change in this phase will affect the project plan. The weight is higher
11. for phases where any change during that phase high effect on the plan. Table 2 below is a sample Phase
Table which is prepared for development projects of similar characteristics.
S. No.
Factors due to which changes can happen in any
project
Weights based on impact of
this factor on project plans in
scale of 0-5 (A)
1 Team not experienced in the domain 3
2 Team not experienced in the technology 4
3 Team not skilled for gathering requirements 2
4 Team not clear on the requirements 2
5 Team resists any change 4
6 Team does not follow processes 1
7 Team is not aware of the overall project objective 1
8 Less experienced Project Manager 3
9 Delay in taking decisions by senior management 2
10 Customer not clear on the requirements 4
11 Multiple stakeholders 4
12 Delay in approvals from customer 4
13 Delay in query resolution by customer 3
14 Budget changes due to customer 2
15 Delay due to vendor 3
16 Competitors launching similar product 5
17 Human Resources not available 3
18 Software/Hardware resources not available 2
19 Required tools not available with the team 1
20 Prone to changes through regulatory policies 5
Table 1: Factors
Phases in the project Weight (B)
Initiation 0.25
12. Table 2: Phases
Defining the Benchmarks (Benchmark Table)
Identify completed projects of similar characteristics. Identify the constraints that were faced by these
projects during the various phases of implementation. For each of the factor, note the corresponding
weights as mentioned in the Factor Table (A). For each of the factor note the phase in which they were
identified and the corresponding weight from Phase Table (B). Take the product of A&B as the final
weight. Since the projects are already completed, the team is able to count the number of alternate plans
which were actually prepared during the execution of these projects. Using this information prepare the
Benchmark Table. More the number of completed projects analyzed better will be the benchmarks.
Consider the average value for the benchmarks as every project may not have prepared the same
number of alternate plans even if the weights were same. Table 3 shows a sample Benchmark Table
which is prepared for development projects of similar characteristics.
Weight
Range
Recommended number of Alternate Plans
Initiation Planning Requirements Design CUT Testing
0-1 0 0 0 0 0 0
2 to10 1 1 2 2 3 3
11 to 20 2 2 3 3 4 4
>20 3 3 4 4 5 5
Table 3: Benchmark Table
Step 2: Calculating the number of Alternate Plans for a new project
When a new project or task is assigned to the team the project manager should follow these steps to
derive the optimum number of alternate plans:
Calculating total weight
List the constraints in the new project. These constraints should be already present in the list of the
factors identified in the Factor Table. Take the corresponding weights from this table (A). For each of the
factor identify the phase of the project when these constraints have maximum probability of identification
and get the corresponding weight using the Phase Table (B). Calculate the final weight as (A*B). Table 4
below gives an example on how the total weight is calculated for a development project.
Planning 0.25
Requirements 1
Design 2
CUT 2
Testing 3
13. Deriving the number of alternate plans
Calculate the sum of the total weights for each of the phases separately. Look up in the Benchmark Table
and find the number of alternate plans corresponding to the total weight for that phase. Table 5 below
gives an example on how the phase wise optimum number of alternate plans is derived for a
development project.
S. No. Factors effecting the current project
Weight
based on
Table 1 (A)
Phase when
this factor may
be identified
Weight
based on
Table 2
(B)
Total
Weight
(A * B)
1 Team not experienced in the domain 3 Initiation 0.25 0.75
2 Team not clear on the requirements 2 Design 2 4
3 Team does not follow processes 1 Requirements 1 1
4 Multiple stakeholders 4 Planning 0.25 1
5 Delay in query resolution by customer 3 Planning 0.25 0.75
6 Budget changes due to customer 2 Design 2 4
7 Competitors launching similar product 5 Design 2 10
8 Human Resources not available 3 Planning 0.25 0.75
9
Software/Hardware resources not
available
2 Planning 0.25 0.5
10
Required tools not available with the
team
1 CUT 2 2
11
Prone to changes through regulatory
policies
5 Design 2 10
Table 4: Calculation of Total Weight
Phase(s)
Total weight
Calculated
from Table 4
Alternate Plans
to be prepared
Initiation 0.75 0
Planning 3 1
Requirements 1 0
Design 28 4
CUT 2 3
Testing 0 0
Table 5: Number of Alternate Plans
Critical factors for success
The success of this methodology depends on
14. Experience of the person/team who is preparing the guidelines & benchmarks.
Reliability of the data received from past projects.
Clear understanding of the project constraints by the person/team making the guidelines.
Updating & improving the guidelines after successful completion of each project in which these
guidelines were used in calculating the number the alternate plans.
Proper understanding before using the guidelines & the benchmarks.
Proper use of the guidelines & benchmarks.
Same set of guidelines and benchmarks cannot be used for all types of projects. Only similar type of
projects can use the same set of guidelines & benchmarks. For other types of projects different set of
guidelines & benchmarks need to be prepared.
Benefits
This methodology is an attempt to help the Project Managers in managing the projects through proactive
planning. The industry is highly dynamic and very uncertain. Through this methodology we are using our
experience & knowledge gained through many years of project execution and trying to bring some
certainty in the area of project planning. The benefits can be measured by way of
Planning for eventualities in advance and saving project effort & time leading to cost saving.
Knowledge & experience available with few individuals is documented in the form of guidelines thus
enhancing knowledge sharing and reducing person dependency.
Achieving higher customer satisfaction scores by showcasing proactive project management.
Project team is open for changes as they have already planned for such situations. This makes them
very flexible which is a preferred attribute of vendors.
Keeping the team members motivated as the project manager is able to plan and allocate work in a
more systematic manner even when the project undergoes changes.
Conclusion
The industry today is mature but very dynamic. There is no one way or one golden set of rules which can
resolve the issues. Through this methodology, project managers should be able to face the challenges in
a more structured & organized manner.
15. About the author
Paramita Mukerji is an IT professional with a proven track record of 13+ years in IT services. She is
currently working as Project Management Consultant with Wipro Technologies, one of the Top-4
companies in IT business in India. She possesses strong leadership capability. Using a system oriented
approach; she has guided many cross functional teams across different business verticals in project
management. She is an Electronics and Telecommunication Engineer by training, with several
professional certifications like PMP, Prince 2 and ITILV3. She specializes in the areas of Software Project
Management and Software Quality Management. She is a certified SEI Audit Team Member and KPMG
Certified Internal Auditor.
For further details please visit: in.linkedin.com/in/paramitamukerji/