The document discusses using social networks in project management. It describes how social networks can provide benefits like increased business value, better stakeholder engagement, and improved collaboration for virtual teams. The document outlines how social networks can be applied to various project management areas such as scope definition, communications, collaboration, and risk management. It also provides examples of how tools like Twitter can facilitate project communications and information sharing through features like tweets, hashtags, and lists. Finally, the document discusses considerations for implementing social networks in projects, including training teams and defining rules for privacy and content management.
This document discusses applying innovative models and theories to project management. It describes four main innovative concepts: TRIZ, morphological analysis, system concept-knowledge theory, and the method of focal objects. TRIZ involves analyzing patents to identify common inventive principles to solve problems and eliminate conflicts. Morphological analysis works backwards from outcomes to components rather than vice versa. The document argues that using these innovative models in project modeling software could provide more solution options to meet client objectives compared to current practices.
The document discusses ways an offshore team improved engagement and ownership of a software project. The team increased communication, implemented regular status reporting, and delegated resources onsite. These changes built trust with partners and improved predictability. As a result, the offshore team took on more work, delivered additional features ahead of schedule, and received very positive feedback and requests for more offshoring from partners. However, challenges around testing automation, buffer management, and continuous learning remain.
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 Project Management as a Service (PMAAS), an innovative approach to managing project management phases and processes through a cloud of project management consultants working on an agile platform. Under PMAAS, individual project management phases and processes are managed independently by cloud-based consultants. Each phase acts as an agile sprint, with information from one phase feeding into the next. This gives project managers visibility while keeping project intricacies abstracted. The concept originated from challenges organizations face developing in-house project management capabilities. PMAAS provides a cost-effective cloud-based solution for managing projects.
Social media, mobile devices, analytics and cloud computing (SMAC) have combined to create a technology ecosystem that supports project management. SMAC allows project managers to access information anytime from anywhere, collaborate more effectively with teams, and gain insights from analytics. While SMAC has benefits, successful adoption depends on factors like an organization's business model and culture. Project managers must redefine processes and best practices to leverage SMAC's value.
This document provides an overview of developing a stakeholder management system for large infrastructure projects. It discusses identifying stakeholders, analyzing them to determine their power/interests, and assessing their current engagement levels. The document then outlines developing stakeholder management plans with engagement strategies. These strategies aim to keep supporters engaged, neutralize sceptics, decrease negative impacts, and raise interest of disinterested stakeholders over the project life. The overall goal is an effective system to ensure stakeholder support and participation for project success.
The document discusses how the role of program and project managers is evolving in the era of lean and cloud computing. It outlines three key ways the role is changing: 1) Program managers are becoming lean champions and helping teams adopt lean principles to develop products iteratively; 2) They are focusing more on being the voice of the customer to ensure products meet customer needs; 3) They are bringing more data-driven analytics to product development and using metrics to analyze customer usage and feedback. The document provides examples of how program managers at Adobe are implementing these changes to help teams innovate more quickly and deliver continuous value to customers.
The document discusses different approaches an IT services company can take to incubate emerging technologies and build capabilities around them. It describes three main approaches: the "deep dive first" approach where R&D explores a technology in-depth before bringing it to delivery units; the "hand in hand" approach where R&D and delivery units collaborate early in the process; and crowdsourcing challenges to the organization. It provides examples of how these approaches have worked or not worked for technologies like cloud computing, enterprise mobility, location intelligence and IoT. The document advocates that a collaborative approach involving both R&D and delivery units early on tends to be most effective for technology adoption.
This document discusses applying innovative models and theories to project management. It describes four main innovative concepts: TRIZ, morphological analysis, system concept-knowledge theory, and the method of focal objects. TRIZ involves analyzing patents to identify common inventive principles to solve problems and eliminate conflicts. Morphological analysis works backwards from outcomes to components rather than vice versa. The document argues that using these innovative models in project modeling software could provide more solution options to meet client objectives compared to current practices.
The document discusses ways an offshore team improved engagement and ownership of a software project. The team increased communication, implemented regular status reporting, and delegated resources onsite. These changes built trust with partners and improved predictability. As a result, the offshore team took on more work, delivered additional features ahead of schedule, and received very positive feedback and requests for more offshoring from partners. However, challenges around testing automation, buffer management, and continuous learning remain.
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 Project Management as a Service (PMAAS), an innovative approach to managing project management phases and processes through a cloud of project management consultants working on an agile platform. Under PMAAS, individual project management phases and processes are managed independently by cloud-based consultants. Each phase acts as an agile sprint, with information from one phase feeding into the next. This gives project managers visibility while keeping project intricacies abstracted. The concept originated from challenges organizations face developing in-house project management capabilities. PMAAS provides a cost-effective cloud-based solution for managing projects.
Social media, mobile devices, analytics and cloud computing (SMAC) have combined to create a technology ecosystem that supports project management. SMAC allows project managers to access information anytime from anywhere, collaborate more effectively with teams, and gain insights from analytics. While SMAC has benefits, successful adoption depends on factors like an organization's business model and culture. Project managers must redefine processes and best practices to leverage SMAC's value.
This document provides an overview of developing a stakeholder management system for large infrastructure projects. It discusses identifying stakeholders, analyzing them to determine their power/interests, and assessing their current engagement levels. The document then outlines developing stakeholder management plans with engagement strategies. These strategies aim to keep supporters engaged, neutralize sceptics, decrease negative impacts, and raise interest of disinterested stakeholders over the project life. The overall goal is an effective system to ensure stakeholder support and participation for project success.
The document discusses how the role of program and project managers is evolving in the era of lean and cloud computing. It outlines three key ways the role is changing: 1) Program managers are becoming lean champions and helping teams adopt lean principles to develop products iteratively; 2) They are focusing more on being the voice of the customer to ensure products meet customer needs; 3) They are bringing more data-driven analytics to product development and using metrics to analyze customer usage and feedback. The document provides examples of how program managers at Adobe are implementing these changes to help teams innovate more quickly and deliver continuous value to customers.
The document discusses different approaches an IT services company can take to incubate emerging technologies and build capabilities around them. It describes three main approaches: the "deep dive first" approach where R&D explores a technology in-depth before bringing it to delivery units; the "hand in hand" approach where R&D and delivery units collaborate early in the process; and crowdsourcing challenges to the organization. It provides examples of how these approaches have worked or not worked for technologies like cloud computing, enterprise mobility, location intelligence and IoT. The document advocates that a collaborative approach involving both R&D and delivery units early on tends to be most effective for technology adoption.
The document discusses building a sustainable customer advocacy program. It recommends starting with identifying requirements, forming a program team, and creating a responsibility matrix. The process then focuses on delivering a tailored program to drive new customer acquisitions by shortlisting strong advocates and creating an advocacy messaging framework and outreach program. The final step is creating a tracker to monitor process efficiency and effectiveness against key performance indicators. Implementing this approach can significantly increase customer loyalty and give a competitive advantage.
This document discusses the qualities of an entrepreneurial project manager. It argues that entrepreneurial project managers see beyond the typical constraints of time, cost and scope, and understand how projects fit within an organization's strategic goals and culture. They are able to motivate teams by communicating the bigger picture and building strong relationships. Entrepreneurial managers also anticipate challenges and adapt to changing priorities. While they face barriers like lack of growth opportunities, organizations benefit from supporting entrepreneurial managers through training, mentoring and providing challenging assignments to help them grow with the company.
The document discusses how fusing aspects of traditional waterfall project management and agile methodologies can improve the chances of project success, especially for large upgrade or migration projects. It provides examples of different "fusion approaches", such as using waterfall delivery within agile iterations or applying agile execution techniques within a waterfall framework. The success of a fusion approach depends on variables like organizational culture, risk appetite, and governance structures. When applied appropriately, a fusion model can help complete projects on time and budget while minimizing risks.
This document describes a Deployment Excellence Framework (DEF) to effectively adopt high maturity processes. The framework includes 3 interlinked cycles: 1) Identification Cycle to target initial units and stakeholders, 2) Initial Deployment Cycle focusing on awareness and success indicators, and 3) Sustenance Cycle increasing adoption scope and self-reliance. It also includes a feedback adapter for course correction. The case study illustrates using DEF to standardize an organization's project estimation processes and templates by deploying new estimation models and tools over 6 quarters.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Specialized teams and automated processes in tools allowed complex work to be completed successfully using distributed agile. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
This document describes the Scaled Agile Framework (SAFe) which is a framework for implementing agile development practices at the enterprise level. It discusses how SAFe addresses the limitations of traditional waterfall development and scales agile to meet the needs of large projects. SAFe incorporates key lean principles and consists of three levels - Team, Program, and Portfolio. At each level it defines roles and practices for planning, prioritizing work, and delivering value in short iterations. The goal of SAFe is to synchronize collaboration across many agile teams to continuously and predictably deliver working software.
The document discusses how project managers can leverage recent advances in psychology to better manage human aspects of projects. It provides a framework for applying concepts from evidence-based psychology, positive psychology, and organizational psychology across the project lifecycle. The framework identifies common project management challenges and shows how psychological solutions like focusing on process over results, breaking work into small tasks, and praising effort over talent can address issues around negotiation, team motivation, and performance. The document advocates using a scientific, evidence-based approach to incorporate psychology into project management.
This document discusses mantras for innovative project management and creating a happy workforce for software/IT project managers. It analyzes common aspirations of young Indian IT professionals, such as work-life balance, new learning opportunities, and challenging roles. The document proposes that project managers can increase worker happiness and productivity by helping fulfill these aspirations. It presents frameworks for understanding individual aspirations, including an aspiration pyramid with work-life balance at the bottom and career growth aspirations like new learning and challenging roles at the top. The document also provides examples of project-level enablers a manager could implement to help team members achieve their aspirations.
This document discusses how businesses can create shared value for both society and business through their operations and strategies. It provides four approaches for shared value creation: 1) Solve societal problems and create new business opportunities; 2) Align existing products to benefit society; 3) Improve internal operations; and 4) Choose a social cause to support that aligns with the business. Creating shared value can provide competitive advantages for businesses through new markets, cost savings, and increased loyalty while also generating employment, participation opportunities, and improved standards of living for communities.
This document outlines 10 commandments or principles for project success based on the concepts of mind, body, and soul. It begins with an introduction to the topic and definitions of key terms. It then describes 3 cardinal rules for project teams based on mind, body, and soul. The rest of the document outlines each of the 10 commandments for project success and discusses challenges in implementing them. For each commandment, it provides solutions categorized as knowledge/mind, action/body, and soul. The commandments focus on areas like scope management, cost estimation, team development, risk management, use of quality tools, and project monitoring and control.
The document discusses how an innovation program at Tata Consultancy Services adopted Agile project management methodology to address issues they were facing. Some key problems prior to adopting Agile included frequent changes to delivery targets, spending too much time on requirements and design upfront, lack of transparency, and escalated issues. By introducing Agile with support from senior management, establishing user stories and sprints, and increasing transparency, the program benefited from improved planning, early feedback, on-time delivery, and quality.
This document discusses implementing a "process way of life" culture within an organization. It involves three key steps:
1) Enabling people through fun and interactive training to increase process awareness. This helps ensure the right data enters systems.
2) Implementing common metrics and a single project management tool so internal and customer reporting is streamlined. This provides immediate feedback.
3) Recognizing and rewarding "process champions" and best practices to motivate adherence to processes and spread positive messages.
Benefits included more predictable project management, improved metrics, and effort/metrics being reported without reminders. The approach helped establish a consistent process culture.
The document discusses the concept of trust in project management. It defines trust and explores how trust is both simple yet complex. The challenges of generating, developing, and maintaining trust are examined. Five case studies from a project manager's experiences are presented and analyzed to illustrate how trust was used as a tool in different scenarios, including with senior management, vendors, and project team members. The analysis finds that trust is a common and potent factor in project success.
This document discusses project management in the collaborative age. It argues that future project management will be collaborative, utilizing tools that provide real-time data and analytics on mobile devices. A case study is presented of a gaming company that implemented a collaborative project management tool to overcome challenges like a lack of standardization and data-driven decision making. The tool provided benefits like centralized data storage, automated reporting, task management, and better communication between distributed project teams.
This document discusses the importance of knowledge sharing and learning lessons from past projects. It recommends that organizations establish communities of practice where project managers can share stories and identify lessons learned. These communities should be both formally driven by a project management office to ensure timely feedback, as well as informally driven by project managers themselves. Bringing lessons to the front end of new projects can help avoid repeating past mistakes. Overall, the document emphasizes the value of learning from experience through open discussion within a community.
This document discusses a framework called CESR for evaluating the success of organizational change programs. CESR focuses on the "hard side" of change - objective metrics that can be used to measure performance. The key factors of CESR are Commitment, Effort, Schedule, and Review of Results. Commitment refers to support from senior and middle management in terms of budget, time, and communication. Effort looks at work done by those implementing and impacted by the change. Schedule tracks adherence to timelines. Review of Results examines whether objectives were achieved. The document argues that integrating evaluation of these hard factors with softer aspects can help determine if a change program was truly successful.
This document discusses a new approach to managing projects in a multi-project environment implemented at a top pharmaceutical company in India. Traditionally, the company took on more projects than it had capacity for and resources were overloaded working on multiple projects simultaneously. This led to shifting priorities, missed preparations, and inconsistent results. The document introduces Theory of Constraints (TOC) principles to identify the core problems and implement solutions. It analyzes how embedded safety in task estimates is not fully utilized due to human tendencies to delay work and only address issues at the last minute. An implementation of TOC and CCPM concepts significantly improved throughput, reduced cycle times, and increased delivery reliability.
Managing Interdependencies in Complex OrganizationsNicolay Worren
Presentation held at the Organization Design Forum conference in the US, 2006.
For more on this and related topics, see my blog http://www.organizationdesign.net
This document summarizes a featured paper from PM World Today about Agile Program Management. It discusses how in rapidly changing business environments, Agile Program Management allows organizations to maintain structure while remaining flexible to changes. It defines Agile Program Management and distinguishes it from Agile project management and traditional portfolio management. The key aspects of Agile Program Management discussed are alignment, collaboration, transparency, integration and cadence. The benefits of Agile software development and importance of aligning outcomes to business goals are also summarized.
This document presents a framework for analyzing, measuring, managing, and optimizing client expectations. It defines key determinants of client expectations, including their perception of the service provider's capabilities and positioning relative to industry. It also provides metrics to measure client expectations and satisfaction. The framework assigns weights to determinants like provider positioning, execution quality, and qualitative factors to accurately reflect expected client satisfaction.
The document discusses causes of delay in the erection of power transformers in India. It identifies 18 causes of delay which are categorized into 5 groups: internal, external, planning, contractor/vendor, and transportation/packaging. Common delays include material damage during transit, poor storage areas, rework activities, and lack of resources. Addressing three key delays - material damage, rework, and security issues - could save around 40% of delay time and 200,000 INR per site. Proper planning and adherence to quality processes are recommended to avoid delays and their impacts on costs, customer satisfaction, and safety.
Mulching was explored as a value engineering approach to enhance road safety and aesthetics through cost reduction for median plantations on a highway project in Andhra Pradesh. An experiment using mulch made from locally available paddy grass showed significant benefits - plant growth increased 3 times, foliage coverage doubled, and water consumption reduced by 52% - resulting in estimated annual cost savings of 12% per plant. The mulching technique was deemed a feasible eco-friendly innovation that could be standardized for road maintenance projects.
The document discusses building a sustainable customer advocacy program. It recommends starting with identifying requirements, forming a program team, and creating a responsibility matrix. The process then focuses on delivering a tailored program to drive new customer acquisitions by shortlisting strong advocates and creating an advocacy messaging framework and outreach program. The final step is creating a tracker to monitor process efficiency and effectiveness against key performance indicators. Implementing this approach can significantly increase customer loyalty and give a competitive advantage.
This document discusses the qualities of an entrepreneurial project manager. It argues that entrepreneurial project managers see beyond the typical constraints of time, cost and scope, and understand how projects fit within an organization's strategic goals and culture. They are able to motivate teams by communicating the bigger picture and building strong relationships. Entrepreneurial managers also anticipate challenges and adapt to changing priorities. While they face barriers like lack of growth opportunities, organizations benefit from supporting entrepreneurial managers through training, mentoring and providing challenging assignments to help them grow with the company.
The document discusses how fusing aspects of traditional waterfall project management and agile methodologies can improve the chances of project success, especially for large upgrade or migration projects. It provides examples of different "fusion approaches", such as using waterfall delivery within agile iterations or applying agile execution techniques within a waterfall framework. The success of a fusion approach depends on variables like organizational culture, risk appetite, and governance structures. When applied appropriately, a fusion model can help complete projects on time and budget while minimizing risks.
This document describes a Deployment Excellence Framework (DEF) to effectively adopt high maturity processes. The framework includes 3 interlinked cycles: 1) Identification Cycle to target initial units and stakeholders, 2) Initial Deployment Cycle focusing on awareness and success indicators, and 3) Sustenance Cycle increasing adoption scope and self-reliance. It also includes a feedback adapter for course correction. The case study illustrates using DEF to standardize an organization's project estimation processes and templates by deploying new estimation models and tools over 6 quarters.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Specialized teams and automated processes in tools allowed complex work to be completed successfully using distributed agile. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
This document describes the Scaled Agile Framework (SAFe) which is a framework for implementing agile development practices at the enterprise level. It discusses how SAFe addresses the limitations of traditional waterfall development and scales agile to meet the needs of large projects. SAFe incorporates key lean principles and consists of three levels - Team, Program, and Portfolio. At each level it defines roles and practices for planning, prioritizing work, and delivering value in short iterations. The goal of SAFe is to synchronize collaboration across many agile teams to continuously and predictably deliver working software.
The document discusses how project managers can leverage recent advances in psychology to better manage human aspects of projects. It provides a framework for applying concepts from evidence-based psychology, positive psychology, and organizational psychology across the project lifecycle. The framework identifies common project management challenges and shows how psychological solutions like focusing on process over results, breaking work into small tasks, and praising effort over talent can address issues around negotiation, team motivation, and performance. The document advocates using a scientific, evidence-based approach to incorporate psychology into project management.
This document discusses mantras for innovative project management and creating a happy workforce for software/IT project managers. It analyzes common aspirations of young Indian IT professionals, such as work-life balance, new learning opportunities, and challenging roles. The document proposes that project managers can increase worker happiness and productivity by helping fulfill these aspirations. It presents frameworks for understanding individual aspirations, including an aspiration pyramid with work-life balance at the bottom and career growth aspirations like new learning and challenging roles at the top. The document also provides examples of project-level enablers a manager could implement to help team members achieve their aspirations.
This document discusses how businesses can create shared value for both society and business through their operations and strategies. It provides four approaches for shared value creation: 1) Solve societal problems and create new business opportunities; 2) Align existing products to benefit society; 3) Improve internal operations; and 4) Choose a social cause to support that aligns with the business. Creating shared value can provide competitive advantages for businesses through new markets, cost savings, and increased loyalty while also generating employment, participation opportunities, and improved standards of living for communities.
This document outlines 10 commandments or principles for project success based on the concepts of mind, body, and soul. It begins with an introduction to the topic and definitions of key terms. It then describes 3 cardinal rules for project teams based on mind, body, and soul. The rest of the document outlines each of the 10 commandments for project success and discusses challenges in implementing them. For each commandment, it provides solutions categorized as knowledge/mind, action/body, and soul. The commandments focus on areas like scope management, cost estimation, team development, risk management, use of quality tools, and project monitoring and control.
The document discusses how an innovation program at Tata Consultancy Services adopted Agile project management methodology to address issues they were facing. Some key problems prior to adopting Agile included frequent changes to delivery targets, spending too much time on requirements and design upfront, lack of transparency, and escalated issues. By introducing Agile with support from senior management, establishing user stories and sprints, and increasing transparency, the program benefited from improved planning, early feedback, on-time delivery, and quality.
This document discusses implementing a "process way of life" culture within an organization. It involves three key steps:
1) Enabling people through fun and interactive training to increase process awareness. This helps ensure the right data enters systems.
2) Implementing common metrics and a single project management tool so internal and customer reporting is streamlined. This provides immediate feedback.
3) Recognizing and rewarding "process champions" and best practices to motivate adherence to processes and spread positive messages.
Benefits included more predictable project management, improved metrics, and effort/metrics being reported without reminders. The approach helped establish a consistent process culture.
The document discusses the concept of trust in project management. It defines trust and explores how trust is both simple yet complex. The challenges of generating, developing, and maintaining trust are examined. Five case studies from a project manager's experiences are presented and analyzed to illustrate how trust was used as a tool in different scenarios, including with senior management, vendors, and project team members. The analysis finds that trust is a common and potent factor in project success.
This document discusses project management in the collaborative age. It argues that future project management will be collaborative, utilizing tools that provide real-time data and analytics on mobile devices. A case study is presented of a gaming company that implemented a collaborative project management tool to overcome challenges like a lack of standardization and data-driven decision making. The tool provided benefits like centralized data storage, automated reporting, task management, and better communication between distributed project teams.
This document discusses the importance of knowledge sharing and learning lessons from past projects. It recommends that organizations establish communities of practice where project managers can share stories and identify lessons learned. These communities should be both formally driven by a project management office to ensure timely feedback, as well as informally driven by project managers themselves. Bringing lessons to the front end of new projects can help avoid repeating past mistakes. Overall, the document emphasizes the value of learning from experience through open discussion within a community.
This document discusses a framework called CESR for evaluating the success of organizational change programs. CESR focuses on the "hard side" of change - objective metrics that can be used to measure performance. The key factors of CESR are Commitment, Effort, Schedule, and Review of Results. Commitment refers to support from senior and middle management in terms of budget, time, and communication. Effort looks at work done by those implementing and impacted by the change. Schedule tracks adherence to timelines. Review of Results examines whether objectives were achieved. The document argues that integrating evaluation of these hard factors with softer aspects can help determine if a change program was truly successful.
This document discusses a new approach to managing projects in a multi-project environment implemented at a top pharmaceutical company in India. Traditionally, the company took on more projects than it had capacity for and resources were overloaded working on multiple projects simultaneously. This led to shifting priorities, missed preparations, and inconsistent results. The document introduces Theory of Constraints (TOC) principles to identify the core problems and implement solutions. It analyzes how embedded safety in task estimates is not fully utilized due to human tendencies to delay work and only address issues at the last minute. An implementation of TOC and CCPM concepts significantly improved throughput, reduced cycle times, and increased delivery reliability.
Managing Interdependencies in Complex OrganizationsNicolay Worren
Presentation held at the Organization Design Forum conference in the US, 2006.
For more on this and related topics, see my blog http://www.organizationdesign.net
This document summarizes a featured paper from PM World Today about Agile Program Management. It discusses how in rapidly changing business environments, Agile Program Management allows organizations to maintain structure while remaining flexible to changes. It defines Agile Program Management and distinguishes it from Agile project management and traditional portfolio management. The key aspects of Agile Program Management discussed are alignment, collaboration, transparency, integration and cadence. The benefits of Agile software development and importance of aligning outcomes to business goals are also summarized.
This document presents a framework for analyzing, measuring, managing, and optimizing client expectations. It defines key determinants of client expectations, including their perception of the service provider's capabilities and positioning relative to industry. It also provides metrics to measure client expectations and satisfaction. The framework assigns weights to determinants like provider positioning, execution quality, and qualitative factors to accurately reflect expected client satisfaction.
The document discusses causes of delay in the erection of power transformers in India. It identifies 18 causes of delay which are categorized into 5 groups: internal, external, planning, contractor/vendor, and transportation/packaging. Common delays include material damage during transit, poor storage areas, rework activities, and lack of resources. Addressing three key delays - material damage, rework, and security issues - could save around 40% of delay time and 200,000 INR per site. Proper planning and adherence to quality processes are recommended to avoid delays and their impacts on costs, customer satisfaction, and safety.
Mulching was explored as a value engineering approach to enhance road safety and aesthetics through cost reduction for median plantations on a highway project in Andhra Pradesh. An experiment using mulch made from locally available paddy grass showed significant benefits - plant growth increased 3 times, foliage coverage doubled, and water consumption reduced by 52% - resulting in estimated annual cost savings of 12% per plant. The mulching technique was deemed a feasible eco-friendly innovation that could be standardized for road maintenance projects.
This document discusses best practices for improving efficiency in distributed agile teams. It addresses common challenges such as limited time zone overlap, availability of stakeholders, and cultural differences. Some strategies proposed include daily video meetings to improve communication, assigning pseudo product owners at off-site locations to provide quick clarifications, and involving off-site teams in sprint planning and reviews to increase engagement. Recording important meetings allows off-site teams to review discussions later. Practices like these aim to enhance collaboration and trust between distributed scrum teams.
This document outlines 10 commandments for project success based on the concepts of mind, body, and soul. It begins with introducing the concepts and 3 cardinal rules linked to mind, body, and soul that team members should follow. It then describes each of the 10 commandments in detail, providing challenges to implementing each one and solutions involving knowledge, action, and soul aspects. The commandments include having a clear scope, accurate cost estimation, developing a dedicated team, identifying risks, using continuous improvement processes, prioritizing quality over cost and schedule, and using change, safety, and risk management to control project deliverables.
This document describes a case study of using a hybrid talent management model to improve project outcomes. The model combined regular team meetings, an employee suggestion scheme, self-managed teams, quality circles, and continuous competency development. It resulted in higher employee satisfaction and lower attrition, more ideas generated, higher revenue, better delivery performance, and increased customer satisfaction, especially regarding innovation and value. Tangible benefits included reduced application maintenance costs and improved system uptime. The hybrid model thus achieved project certainty through motivating talent and ensuring active employee involvement.
The document describes IBM's Actuate program for project launches. Actuate aims to ensure projects are started right by facilitating key startup activities within 45 days. These activities are grouped under 10 focus areas like project scope, risk assessment, governance, and tools setup. IBM has seen benefits of Actuate like reduced surprises, improved risk assessment, and faster startup phase completion. Over time, Actuate coverage has increased while duration to complete activities has decreased, showing improved efficiency. Lessons learned include addressing delays in input documents and stakeholder availability.
Day 202-20-201135-20-201220-20-20-20maple-20-20paramita-20mukerji-13100801575...PMI_IREP_TP
The document proposes a new methodology called Alternate Planning Methodology (Alt-PM) to help projects proactively prepare alternate plans. It involves preparing guidelines and benchmarks based on past project data to determine the optimal number of alternate plans needed. The methodology is a two-step process where projects first calculate a total weight based on likely constraints and then use benchmarks to identify how many alternate plans should be created for each project phase. The goals are to systematically plan for potential changes, reduce project impacts, and improve outcomes.
The document discusses uncertainty analysis in project proposals through milieu analysis. It outlines several dimensions of proposals, including technical, financial, social and political. An illustration is provided analyzing proposal success based on these dimensions for various customer accounts. Results show the importance of relational dimensions like social and political factors in winning proposals. It is concluded that managing stakeholder relationships and networks throughout the proposal lifecycle is crucial for good decision making and securing projects. Future work should focus on better articulating customer needs and differentiating technology offerings.
Enterprise Day 2015 - JIRA for field work (ReSight)Riada AB
JIRA is traditionally used as a tracking tool for software development. But the flexibility of the platform makes it ideal also for other purposes. Learn how to use JIRA for tracking field work in areas such as electrical grid maintenance and property management. In combination with a map, a mobile client and integrations with back-end systems, JIRA becomes a fully-fledged work order system for a variety of industries.
The document describes Concept Prototyping on PMAAS Suite (CPOPS), an approach for managing entrepreneurial projects. CPOPS leverages a Project Management as a Service (PMAAS) framework to prototype concepts and manage project phases in a cost-effective way with minimal risk. Each phase follows an agile methodology and waterfall model to clarify requirements and release components incrementally. CPOPS allows tasks to be prioritized flexibly in the cloud. The approach aims to help entrepreneurs focus on their business while cloud consultants efficiently manage project work.
This document discusses biologically inspired innovation as an age-old technique for developing new products and problem solutions. It provides examples of innovations inspired by nature, such as self-cleaning paints inspired by lotus leaves and "Bug Eye" camera technology inspired by an insect's compound eyes. The document also outlines a methodical biomimicry approach to innovation that involves identifying problems, researching biological solutions in nature, developing emulations of these solutions, and measuring the emulations against nature's principles. Compared to traditional innovation, biologically inspired innovation aims to be more sustainable and energy-efficient by taking cues from natural designs and processes.
This document discusses how to manage innovation programs in large organizations. It outlines applying the phases of project management (initiation, planning, execution, monitoring and control, closing) to drive and sustain innovation culture.
The initiation phase focuses on aligning idea generation with business strategy to produce relevant ideas. Planning defines the innovation cycle and sets timelines, resources, and criteria for assessing and prioritizing ideas. Execution is critical - it requires distinct roles like innovation geniuses, facilitators, and sponsors working together. Monitoring ensures goals are met and the program gets back on track if momentum is lost.
This document provides a roadmap for implementing social media in project management. It outlines four key steps: 1) Assess stakeholder requirements and suitability of social media, 2) Select appropriate social media tools for the project, 3) Monitor sentiments through the tools and build new metrics, and 4) Check effectiveness and initiate continuous improvement. Social media can improve communication and introduce new metrics like sentiment analysis to complement traditional metrics like Earned Value Management. The challenges include gaining acceptance for open communication and ensuring alignment with corporate policies.
Cloud Computing & Its Impact on Project ManagementVSR *
This document discusses the potential of cloud computing and project management in India. It notes that India is expected to see $1 trillion in infrastructure investments over the next decade. However, many projects currently fail due to issues like inadequate planning, scope creep, and lack of real-time information. Cloud computing could help by providing reliable computing power and project management applications on an on-demand, pay-per-use basis without large upfront capital costs. This could minimize technology divides and allow for improved infrastructure delivery, business innovation, and learning opportunities. However, security, availability, performance, and payment models must still be addressed carefully with cloud computing.
Cloud computing implications for project management methodologiesLivingstone Advisory
Cloud based technologies are becoming increasingly pervasive across society and are considered by many in business as the next major disruptive innovation. For the first time, organizations can consume, as needed, on-demand, business ready Cloud based enterprise services. This is also known as the Consumerization of IT.
Transitioning to, or deploying new IT systems and services using Cloud technologies present their own unique set of challenges to the IT Departments, Project managers and Pproject management Offices (PMO) alike.
The primary objective of this presentation is to provide a number of key considerations for Project Managers in dealing with projects involving Cloud computing technologies.
This was presented at the 25th International Project Management Institute's Global Conference in Australia on the 11th October 2011 by Rob Livingstone
Power, Gas and Certificates Trading Industry in EuropePMILebanonChapter
The document provides an overview of the power, gas, and emissions certificate trading industry in Europe. It discusses how these different commodities are linked and traded together. Power is generated through various sources like fossil fuels, nuclear, and renewables. It is transmitted through a grid and distributed to end users. Trading involves buying and selling power and related commodities like gas to balance supply and demand in real time given fluctuating needs. Risk management tools like VaR and PaR are used to price assets based on volatility. Comparative generation and cost data is also presented for technologies and countries like Lebanon.
Driving engagement in the digital workplaceRiada AB
Henrik Bakkman from Riada AB gave a seminar on driving engagement in the digital workplace through gamification. He discussed Octalysis, a gamification framework that identifies 8 core drives - meaning, empowerment, achievement, social interaction, unpredictability, scarcity, avoidance, and ownership. White hat drives like meaning, achievement and empowerment make people feel powerful and satisfied, while black hat drives like unpredictability and scarcity make people feel obsessed and addicted. Gamification techniques can appeal to different core drives to increase engagement with the digital workplace and build habits.
Career implications for the Business Analyst in the age of digital disruptionLivingstone Advisory
The fact that business and societal change is being fueled by innovative, emerging and disruptive information technologies is well known. Its impacts being felt in almost every facet of life. However, the forces driving the evolution and adoption of such technologies are complex, diverse and not always well understood. In addition, the rate of change is accelerating.
Knowledge intensive IT careers, once considered to be at the forefront of information technology developments are being progressively impacted by the new world of IT, shifting customer expectations and business change.
Question is, how will the IT professions - in particular, the BA - be redefined? More importantly what steps should the BA profession consider taking now, to ensure its continued relevance in years to come
Program management involves managing related projects to achieve strategic goals, while project management techniques are used to manage scope, quality, time, cost, risk, and other elements through a project's lifecycle. Effective communication is critical, as 56% of $135 million in risk for every $1 billion spent on projects is due to ineffective communication. Developing communication strategies, managing information flow, and creating awareness are important for maintaining stakeholder expectations and ensuring project success and productivity through team collaboration.
The document discusses social media trends and strategies for businesses to build a successful social media presence. It provides definitions of social media, discusses the current social media landscape and survey results on business usage. It then outlines key strategies for businesses, including developing a social media strategy, setting goals and metrics, allocating resources, and promoting social media integration. The document advocates that social media requires a strategic, long term approach beyond just engaging customers.
The webinar discusses international perspectives on International Women's Day and the strategic integration of social media to make project management practices more future fit. It provides an overview of challenges faced by women in project management careers internationally and strategies for pressing for progress. The second half focuses on how social media can be strategically integrated into project management, including a framework and various use cases. Benefits include improved collaboration and efficiency, though barriers to adoption like information overload must be addressed.
This presentation discusses how project managers can incorporate social media tools like Twitter, Facebook, LinkedIn, and blogs into project communication and management. It explores how tools like these have changed communication from restricted exchanges to more open and collaborative interactions. The presentation also addresses challenges with social media like distraction and loss of productivity, and suggests ways for project managers to develop social media policies and guidelines for their teams.
Collaborating with peers and external partners is essential for developing a successful ICT project advocating for social change. This collaborative approach fosters community and ensures diverse perspectives are considered. Clear objectives must be established through research, analysis, and engaging peers and partners to gather valuable insights and feedback.
The document provides an overview of social media trends and best practices based on a survey of nearly 200 companies. It finds that while most companies see social media as important, only 14% have more than two years of experience with it. Most are just beginning to develop strategies. The document recommends companies develop social media strategies, set clear goals and metrics, allocate resources, and promote social media as part of an integrated marketing experience.
The document discusses social media and its importance for information governance. It summarizes Deloitte's use of internal social media tools like D Street and Yammer to improve collaboration. It also outlines major trends in enterprise social media use, including the growing role of social networks and how established software vendors are adding social features. Lastly, it discusses how social media is shifting organizations' focus from top-down communication to more collaborative engagement with users.
We are social creatures and we crave social interaction. This presentation from SPSNYC is about how we build social solutions to our business problems...today.
The New Symbiosis Of Professional Networks Research StudyLeader Networks
The article focuses on the impact of social media and social networks to Social Media Peer Groups (SMPG) and professional decision-makers. It mentions that customers and prospects have an instant platform of discussions for their ideas, experiences and knowledge through the use of social media, wherein their important role is utilizing the tools and mediums before engaging to decision-making processes. It states that social media increase the impressive strength of decision-making and change the dynamics of customer relationship management, marketing, and communications. It also recommends being part in a peer network or online community for sharing ideas that were often formed in office settings.
Increasing value of brand communities through employee participationMichael Ling
The document discusses how employee participation is important for organizations to generate business value from online communities. It presents a study that examined how a company's social media policies can either encourage or discourage employee participation. The study identified three key themes: 1) social media strategies must balance risk mitigation and community building, 2) management influence is important for community governance and openness, and 3) social media policies alone may not effectively communicate with employees. The research provides insights for developing effective social media strategies and governance for online communities.
Social Media for Development: Transforming Society and GovernanceRichard Grimaldo
A 2-day seminar (Oct 29-30, 2018) on social media designed for government agencies who wanted to use social media as a development tool for governance. It is designed to introduce social media, its origin and various applications in the development context.
Held at DICT, ICT Literacy and Competency Development Bureau, UP Diliman, Quezon City
Social media marketing - MBA Project - International MarketingAnand Waindeshkar
The document discusses social media marketing in an international environment. It begins with definitions of social media and social media marketing. It then outlines the types of social media channels and discusses the advantages and disadvantages of social media marketing through a SWOT analysis. The document also explores the past, present and future of social media, and provides a case study on Ford's social media efforts. It concludes by emphasizing that social media is a powerful tool but must be used effectively.
This document provides an overview of how financial services firms can harness social networking to improve business processes and customer engagement. It discusses that social networking is transforming how businesses operate and customers expect constant connectivity. It then outlines five stages for an effective social engagement model: plan, listen, engage, measure, and evaluate/revise. It also discusses regulatory guidelines, building a social business strategy, and how information technology can support social networking initiatives. The key points are that financial firms need to embrace social networking where it makes sense, have a clear strategic plan, and ensure proper governance and tools to measure success.
Final Project Report on Information Systems Project ManagementAbbas Ahmed
The document discusses the importance of communication, collaboration, and teamwork for the successful completion of information systems projects. It notes that these factors are crucial for managing complex software projects, especially those that are globally distributed. Effective communication, collaboration, and teamwork help ensure projects are completed on time, within budget, and meet requirements. When these factors are lacking, projects are more likely to fail or run over budget.
An in-depth social media study conducted by FedEx and Ketchum of more than 60 well-known companies has found that significant changes are on the horizon for the way companies will use social media tools to communicate internally. The study also examines programming, team structure and budgeting trends, including how companies are increasingly working across functions to ensure collaboration on social media projects. Interviewees also discuss why some are eager to take a leadership role in social media while others are comfortable in a more general participatory mode.
This document discusses how organizations can effectively implement social media. It notes that social media impacts internal communications, employer branding, recruitment, teamwork, training and learning. It also summarizes surveys that found most organizations do not have dedicated social media employees or strategies. The document advocates for organizations to view social media as an evolution and to focus on changing employee behaviors through effective communication and governance policies. It provides tips for starting a social media program, including sharing vision, engaging stakeholders, experimenting, and measuring return on investment. Overall, the document promotes a blended social media solution that focuses on human relationships and changing behaviors over time.
This document discusses how social media has changed how businesses interact with and engage customers. It provides an overview of the evolution of social media marketing and the two main approaches: passive, by analyzing user generated content; and active, using social media as an engagement and communication tool. The document also examines how companies can use influencers and hyper targeting on platforms like Facebook and LinkedIn. It aims to understand the role of social media strategies in creating buzz and engaging customers.
The document discusses implementing an agile methodology on a project at Atos India while maintaining CMMI compliance. It describes challenges with a fresh, distributed team and how the company customized agile practices like adding two scrum masters, documentation standards, and mandatory pair programming. Metrics showed improved quality, reduced rework and schedule variance after adopting this blended agile-CMMI approach. A survey found the team benefited from better communication, collaboration and early problem identification. The customized process was added to Atos' global standards to provide benefits of both agile and CMMI frameworks.
This document discusses how project management needs to evolve to address changing trends in the business environment. Traditional methods of stakeholder management, communication, and human resources management need to transform into deeper client engagement, articulating client value, and talent management. Project delivery also needs to incorporate more consulting approaches. Additionally, innovation, consulting skills, and social technologies can help augment traditional project management. These changes will help organizations better engage customers, deliver higher value, and ensure project success in today's dynamic marketplace.
This document describes a statistical model created by Tata Consultancy Services to predict customer satisfaction levels. The model was built using data from 3000 customer projects where satisfaction decreased. It identifies factors that influence satisfaction positively or negatively. The model enables project managers to proactively monitor key factors, assess potential satisfaction impacts, and take action to improve outcomes. It has been implemented digitally and is helping the organization significantly improve customer satisfaction levels across many projects.
The document discusses using an agile approach called Hybrid ASAP methodology for SAP implementations to overcome the limitations of the traditional waterfall approach. Hybrid ASAP combines aspects of ASAP methodology and agile methods like Scrum. It involves dividing the project team into smaller groups to work in parallel sprints. An initial product backlog is created using SAP accelerators and baseline builds. Then a lean business blueprint is made along with a release plan. Multiple sprints are conducted with dynamic updates to the product backlog at each sprint completion to deliver incremental working software. This allows for faster deployment, reduced risks and improved customer satisfaction over the traditional waterfall approach.
This document discusses stakeholder management strategies for the successful implementation of India's Right to Education Act. It argues that stakeholder engagement and community mobilization are key, as seen in the success of India's polio eradication campaign. Specifically, establishing effective school management committees and increasing parental involvement can help address ongoing challenges like low learning outcomes and the enrollment of economically disadvantaged children. Proper monitoring of schools is also needed to ensure compliance with the act in practice, not just on paper. With coordinated efforts among all stakeholders, including government, schools, communities and volunteers, the goals of universal elementary education can be achieved.
Presentation by sathish nataraj sundararajanPMI_IREP_TP
This document discusses process excellence for new age project management. It describes tools like Advanced Product Quality Planning (APQP), target cost matching, target cost approach curve, point of no return (PONR), ABC analysis, and characteristic management that can be used to enhance the planning, steering, and reporting of projects. These tools help structure project management by aiding in planning, tracking project timelines and costs against targets, prioritizing parts, and ensuring all requirements are met. Using such tools in a standardized way across a company brings transparency and helps complete projects on time and on budget.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Skill-based team structures and automated processes helped ensure success. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
This document discusses how process excellence can be achieved through the Agile methodology and Time and Material (T&M) estimation model. It explains that Agile allows for flexible development through short sprints and T&M allows clients to participate in and monitor development while controlling costs. Combining Agile and T&M allows clients to provide feedback and request changes iteratively, while developers track time spent to bill clients accurately.
This document discusses conducting a sensitivity analysis on a proposed investment to install power savers on street lights along a road project to reduce energy costs. It analyzed two alternatives: installing power savers on the existing sodium vapor lamps, or replacing them entirely with LED lights. Field tests showed power savers could reduce energy usage by 25%. A financial model evaluated funding options and found debt financing in phases for one package and full debt financing for the other package yielded the highest returns. Sensitivity analysis showed the investment was not highly sensitive to cost increases up to 50% but could become unprofitable if the remaining concession period was reduced by over 28%. The proposal was concluded to improve profits but was not implemented due to time and cost constraints.
This document discusses using Central Composite Design (CCD), a statistical optimization technique, to set goals for reducing tickets and costs in a Run the Business (RTB) project for a retail banking customer. CCD was used to analyze historical data and determine that 50% ticket reduction and $0.5 million cost savings were achievable goals for 2013. The Causal Analysis and Resolution process area of the CMMI framework was then used to prioritize and address root causes in order to achieve the ticket reduction goal.
1. Project Management – the Mantra for Sustainable Growth—Mantra for Leveraging Emerging Trends
Mantra for leveraging Emerging Trends
DATTATRAYA PATHAK
Principal Program Management Consultant
ASPECT MANAGEMENT SERVICES PVT LTD
Essence of social media is to know your audience and engaging them in what they love!!!!
2. Project Management – the Mantra for Sustainable Growth—Mantra for Leveraging Emerging Trends
Title of the Paper : Using Social Networks in Project Management
Theme : Project Management – The Mantra for Sustainable
Growth—Mantra for Leveraging Emerging Trends
Keywords : ‘Social Networking’, ‘Virtual Teams’, ‘Collaboration’,
‘Engagement’, ‘Collective Intelligence’
Abstract: 1
Virtual team
collaborations
Widespread
outreach
Enabling collective
intelligence
Improved
Stakeholders'
engagement
Improved
Collaboration
Extended
PMIS
Reduced
issue
levels
Collective
Intelligence
Increase in
business
value
Reduced
risk
levels
Better
engagement
Explosion of social media is changing the way we communicate. While managing projects, this
change is impacting communication and team management processes. With ubiquitous availability of
smart-phones, iPads, tablets and so on, information distribution can be outreached to virtual extended
teams comprising of vendors/suppliers, customers, contractors, etc.
With the advent of social networks and its wider outreach, the project managers have now have a
powerful tool in their hands, which can be used for the collaboration of geographically dispersed
teams contributing to project objectives.Practitioners and researchers can build-on enterprise social
networks (ESN) to realize more business value by using social media.
This paper will cover the following aspects related to the use of social networking to project
management activities:
1. Using social networking as a competitive advantage through
a. increase in business value
b. better engagement with different stakeholders
c. knowledge sharing among the teams to achieve project objectives
d. efficient on-the-fly communications among teams to project’s advantage
2. Using social networking for project management areas like
a. Scope definition
1 As submitted to PMI India
Essence of social media is to know your audience and engaging them in what they love!!!!
3. Project Management – the Mantra for Sustainable Growth—Mantra for Leveraging Emerging Trends
b. Project communications
c. Project collaboration
d. Project procurements
e. Knowledge base for a project and performing organization
3. Implementing social networks for project management collaboration/ communications
processes
4. Critical success factors
5. Challenges in ensuring Confidentiality, Integrity and Availability (CIA) requirements of data.
6. Future trends
Essence of social media is to know your audience and engaging them in what they love!!!!
4. Project Management – the Mantra for Sustainable Growth—Mantra for Leveraging Emerging Trends
TABLE OF CONTENTS
1 Introduction...................................................................................................................... 5
2 Social Networking as Competitive Advantage ....................................................... 6
3 Using Social Networks for Managing Projects....................................................... 7
4 Implementing Social Networks in Projects ............................................................. 9
5 Future Trends ................................................................................................................ 16
6 References ..................................................................................................................... 16
Essence of social media is to know your audience and engaging them in what they love!!!!
5. Project Management – the Mantra for Sustainable Growth—Mantra for Leveraging Emerging Trends
1 Introduction
Explosion of social media is changing the way we communicate. While managing projects, this
change is impacting processes related to communication and team management. With ubiquitous
availability of smart-phones, iPads, tablets and other such devices, information distribution can now
be outreached to extended global teams comprising of dispersed teams, vendors/suppliers,
customers, contractors, public, and communities and so on.
Social networks have brought a radical change in the way people are communicating, which has
resulted in enhanced information discovery and delivery. Communication using social networks is
becoming more direct, natural and informal. Though social networks are supported by both many
technologies and a variety of applications, still it is a major cultural change in the interpersonal and
group communications. People will now use these channels for getting on-the-fly information related
to individuals, organizations, projects and so on.
With the advent of social networks and its wider outreach, the project managers have now have a
powerful tool in their hands, which can be used for the collaboration of geographically dispersed
teams to contribute to project objectives.
This paper will cover the following aspects related to the use of social networking to project
management activities:
Social Networking as Competitive Advantage
Using Social Networks for Managing Projects
Implementing Social Networks
Challenges of Information Security
Future Trends
Essence of social media is to know your audience and engaging them in what they love!!!!
6. Project Management – the Mantra for Sustainable Growth—Mantra for Leveraging Emerging Trends
2 Social Networkingas Competitive Advantage
A research from Gartner suggests that social media will overtake e-mail as the primary method of
communications in the workplace by 2014. So project managers have to ready to use this channel for
their project communications effectively. Also, the Study by McKinsey Global Instituteifound that
companies using social technologies realized measurable benefits such as:
25% less time spent on emails
35% less time searching for information
20-25% improvement in knowledge worker productivity.
Use of social networks for communications in projects is a major paradigm shift. It provides a very
powerful tool to communicate among the project stakeholders by reducing the gap between face to
face communications and remote meetings. This is possible mainly because of the following inherent
characteristicsof social networking:
Awareness:Goes beyond mere physical proximity by using tools as chat, blog, and
streaming, video conferencing and so on. It is a big connectamong the project related
community.
Relations: Connects individuals in effective way and builds direct and close relations
resulting direct communications and reduced communication bottlenecks.
Emotions: Based on friendly relations. How emotional factors will drive and creation and
expansion of contents which is likely to be of better quality.
Interactions : Communicationshighly interactive, breaking the time limits of working hours
and expediting information flow among the team members
Trust: Social Networks is driven by trust among the members for free flow of suggestions,
criticism and recommendationsimproving quality of the contents. Project team members need
to be trained on what content need to be put on the social networks and what would be its
impact on the overall project performance – positive or negative.
Information stream: Social networks can serve as a natural stream of information flows
emphasizing development of new ideas and concepts. History of such flows posted on a
project wall could be of historical significance and lead to benefit to the current projects and
future projects as learning.
Essence of social media is to know your audience and engaging them in what they love!!!!
7. Project Management – the Mantra for Sustainable Growth—Mantra for Leveraging Emerging Trends
Mush up: No pre-arrangement of contents providing opportunities for creativity.Project can
characterize in activities such as to conduct project design, identify project risks, etc.
Use of social networks brings the following 3 major competitive advantages to projects:
Increase in business value i.e. by finishing the projects in lesser duration and start realizing
the business benefits early.
Innovations, suggestions and knowledge flowing from the grass root level to any level
Reduced communication time among the project stakeholders which increases overall project
performance.
3 Using Social Networks for Managing Projects
Virtual team
collaborations
Widespread
outreach
Enabling collective
intelligence
Improved
Stakeholders'
engagement
Improved
Collaboration
Extended
PMIS
Reduced
issue
levels
Collective
Intelligence
Increase in
business
value
Reduced
risk
levels
Better
engagement
With nuances of social networks, project Managers need to assume a role of a community manager
and guide his team and stakeholders on how social networks can be used in project delivery. Social
networking can be employedin variety of project activities for knowledge sharing, information
distribution, team collaboration, external communications, and customer engagement and so on.
Using social networking as a competitive advantage through
Increase in business value by using open platform for team collaboration.
Reduces costs of communications by efficient on-the-fly communications among teams to
project’s advantage.
Reduced time on resolving burning issues or mitigating risks by getting inputs from the
stakeholders instantly.
Better engagement and transparency among stakeholders through open and instant
communications.
Better team collaboration to produce qualitative project deliverables through brainstorming.
Better communications by sharing scanned images, photographs, etc.
Define a separate Twitter name for your project for branding purpose. Let world know about
the project!!
Essence of social media is to know your audience and engaging them in what they love!!!!
8. Project Management – the Mantra for Sustainable Growth—Mantra for Leveraging Emerging Trends
Table 3.1: shows how Social Networks can be used in various areas of Project Management.
Table 3.1: Using Social Networks in Project Management
Attributes of
Social Networking
Project Areas Examples
Stakeholders’
Engagement
Customer
Management
How do you manage request from customer on a
particular issue? Brainstorming can be done by a
predefined team to address the issue.
Getting clarification from customer on requirements,
contract’s terms and conditions
On the fly sharing of various documents, multimedia
files, etc. facilitating
Stakeholders’
Engagement
Stakeholder
Management
Understanding information flow trends in the team
Public announcements with specific pre-defined
hashtags like overall progress, likely date of completion
of the project, reasons for delays, major cost
escalations, milestone achievements and so on.
Receiving and analyzing feedback to understand
overall sentiments.
Internal announcements about project’s status, new
innovations, learnings and failures, etc.
Knowledge Sharing
Team
communications
and
collaboration
The questions asked and discussed were available to
all the people who joined the discussions later.
Using labels and categories to expedite search for
relevant information
Knowledge Sharing
Extended Team
Collaboration
Collaboration and linkages to other communities could
provide quick and suitable support/advice to the project
team.
Support from R & D Division, competency centers, etc.
Leveraging on the expertise of external teams,
organizations, associations, etc.
Team collaboration Project Delivery
Deliverables produced via online collaboration:
Plans, Registers, Trackers
Analysis, Design Documents
Other project artifact reviews
How we can improve on quality of deliverables?
Extended reviews can be planned to get feedback on
key deliverables just before they are released.
Essence of social media is to know your audience and engaging them in what they love!!!!
9. Project Management – the Mantra for Sustainable Growth—Mantra for Leveraging Emerging Trends
Attributes of
Social Networking
Project Areas Examples
Team Collaboration
Risks and
Issues
Involving stakeholders for risk identification and
analysis, mitigation actions, etc.
Publishing common issues and informing team
members on how to tackle such issues.
Team Collaboration
Quality
Management
Involvement in creating and revising procedures
processes, checklists, procedures, guidelines, etc.
Getting on the field feedback on the quality artifacts.
Information
distribution
Project
Communications
Publishing details events, meetings, workshops etc.
Project eventslike milestone achieved, leaning from
failures, sharing success stories, etc.
Social Events like project party agenda, on-line meets,
etc. to get remote teams connected
External information which are of some interest to
project team members.
4 Implementing Social Networksin Projects
No doubt, communications is the most critical part in project management. It is all-pervasive and
ongoing in the project life cycle. Social networking as now to be the integral part of an organization’s
IT strategy to improve internal collaboration. It is a new and very different communications
environment and project manager needs to plan for using social networking tools in his project.
Miscommunications are often caused due to haste in sending messages. It further cascades into a
series of mails/messages creating more and more confusion. Social media tools are also fast way to
communicate, so there are risks in using them for project communications.Social media can be
effectively used in project in firefighting issues by making quick and interactive communications for
early resolution.
To use them successfully, implementing social networks requires:
Essence of social media is to know your audience and engaging them in what they love!!!!
10. Project Management – the Mantra for Sustainable Growth—Mantra for Leveraging Emerging Trends
Training to the team members and the stakeholders for using tools and techniques and
applications to post their view to appropriate groups.
Understanding and using tools and techniques and various applications to perform analytics
on the available data to get various patterns
Rules for privacy and confidentiality to control the project communications.
Content definition and its management stipulating areas for communications on the social
networks.
If you are not using social media in your project, it is quite possible that project team members are
exchanging information using personal social networking. This could harm the project interests and
uncontrolled information will flow within and outside the project team.
Project team members and stakeholdersshould understand sensitivity of the information and its
impact on the project. Emphasis is to be given on the demerits to minimize damage due to
miscommunications.Without this awareness, team members will be sharing too much information
which could be detrimental to the project.
Project manager can think of using social networks for the project use depending on the preferences
of the team members to use a particular network(s). The posting can be embedded or linked with
other sites and published over there to the target groups.
4.1 Using Twitter in Project Management
People are using social networks for quick communications and mostly it is unstructured and informal.
Search engines will use these tags, lists, keywords, security setting and applications find required
information patterns, overall activities. To control this information, the social networking sites are
providing tools and applications. However, project manager should define policies, processes and
procedures. New role and responsibilities also need to be defined to take care of posting, reviews,
publishing the content.
As an illustration, how Twitter can be used in project management is shown in Table 4-1.
Table 4-1: Using Twitter in Project Management
Facilities Purpose Typical Usages
Tweet/Retweet/Dir
ect Messages/
Sending/forwarding messages
Sending alerts to the project team for
document readiness, approval and
completion
Sharing the successful completion of a
key project milestone(s)
Sharing audio or video conference
details
Sharing the completion of key project
tasks / milestones
Essence of social media is to know your audience and engaging them in what they love!!!!
11. Project Management – the Mantra for Sustainable Growth—Mantra for Leveraging Emerging Trends
Facilities Purpose Typical Usages
Alerting the project team a new issue
has occurred and what measures need
to be taken to control such issues
Advising the project team that a key risk
is no longer current and needs no
immediate actions or otherwise.
Buffer Apps
Schedules of publishing of the
information periodically or as
required.
Posting can be planned in advance and
posted.
Lists
Allows you to listen to
conversations, identify
influencers and filter out noise so
that you can focus on the topics
which you are interested in.
Pre-defined lists can be used to conduct
communications on specific topic(s) among
different groups created for different
purposes.
Hashtags,
Keywords,
Used by search engines to make
query and analyze.
All related people know what the purpose of
such tags is and how they can be used to
communicate and to make searches. #hash
tags also help in finding trends in the
communications by the stakeholders.
Privacy Setting
Privacy setting can be set to
control addition or removal of
members from the social
network including lists.
Social networking accounts can be set as
“Private” to control the information within a
defined group, protecting the confidentiality,
access and availability of the information.
TwitAdder/
Tweepi /
TwitterReach
To know who to follow and who
you want to follow
This facility could be very useful in a
government projects where public, social
communities, unions and other interest
groups are actively involved and influencing
the project outcomes.
Social mention
Search engine for analyzing
social media conversions to
analyze metrics such as
Number of visitors,
followers, friends, fans,
members, etc.
Amount of time spent on the
social networks
Level of activity on the
social networks.
To analyze and understand what
stakeholders are talking about the project?
Essence of social media is to know your audience and engaging them in what they love!!!!
12. Project Management – the Mantra for Sustainable Growth—Mantra for Leveraging Emerging Trends
Facilities Purpose Typical Usages
Twitpic: /
Upload photos and easily share
Yfrog /
them on Twitter.
YouTube videos /
AudioBoo
Get status of project using
photos/videos/audios for remote locations
Tweetdeck or
HootSuite
To listen conversion about you,
you project, your organization,
Get feedback your feedback and take
appropriate actions.
Tinytorch
find relevant social content about
your industry
To compare in the industry vis-à-vis in the
project.
Embedding Twit
Leverage twitter in other social
networks like Facebook LinkedIn
by embedding the tweet
Very useful as posting can be done on one
social network and can be posted on
another social networks such as Facebook,
Google+ etc.
Like Twitter, Facebook can be used in project management is shown in Table 4-2
Facilities Purpose Typical Usages
Open Group
Create an open group to trigger
discussions and get feedback from
anyone on posted topic related to
the project.
Project team can seek the opinion on the
posted topics
Some project-related artifacts can be
displayed and feedback is sought.
Closed Group
Create a closed group and anyone
can see who are the members but
cannot see what is posted.
To know who are the member of the
various committees
Who are the team members of a
projects?
Secret Group
Create a secret exclusively for its
members
Reviews of project documents
Brainstorming on various topics
Posts/
messages
Posting a message on the wall, in
the open, closed or secret book
Similar to the use of
Tweet/Retweet/Direct Messages/
Chat
For instant messaging and very
easy and direct way of
communicating with some.
On the fly queries can be made on
burning or urgent issues
Quick feedback on some topic, issues or
risks.
Essence of social media is to know your audience and engaging them in what they love!!!!
13. Project Management – the Mantra for Sustainable Growth—Mantra for Leveraging Emerging Trends
Facilities Purpose Typical Usages
Pages
Project specific pages can be
created to publish to share
information and get feedback from
the target audience on project-related
topics.
Share project milestones achieved
Share changed schedule dates
Share budgeted costs and actual cost of
the public and infra project.
Interests
Project specific pages can be
created to discuss common interest
topics.
Create common interest groups for
specific topic.
Events Creating events and informing to
the relevant people
Invitation for project related events
External events like training can be
shared with members for nominations.
Birthday party of a team member.
Ads Adds can be created on Facebook
by using information like page post
engagement, page likes, clicks to
websites, conversions, event
responses, etc.
To understand overall trend and what
Facebook users are talking about the
project and analyze the data to align with
project objectives.
To publish project achievements.
Project manager can consider other social networks (Google+, LinkedIn, etc.) for publishing project
related information and also to provide a platform for communications. One of such networks could be
primary and he may selectively or grossly synchronize other sites bye linking or embedding the
contents.
Recently, in General Elections, 2014, Bharatiya Janata party (BJP) used social toolsiito build a team
of volunteers to
Take up individual tasks based on time available
Express your views to selected groups by joining the group and actively participating and
expanding the group by tagging volunteers’ friends for discussions.
Participation in open forum on critical current issue(s)
Share on social media using Twitter, Facebook or other social networks in suggested post
and share it on volunteers’ pages.
Add media worthy watch on the web and spread through.
Earn points and badges to climb up ladder of the active volunteers and selected volunteer get
chance to meet top leaders!!!
4.2 Advantages of Social Networks
Harnessing the power of social media technologies is one way to do this.
Support team-based collaborationiii through quick and direct communications to get updates
on the project progress status in various forms on 24X7 basis.
Essence of social media is to know your audience and engaging them in what they love!!!!
14. Project Management – the Mantra for Sustainable Growth—Mantra for Leveraging Emerging Trends
Enables collective intelligenceiv
Strengthening social connections
Facilitating knowledge management
Fostering situation awareness
Enhancing business value
A variety of groups with spatial characteristics and interests can be created for theme
discussions.
4.3 Disadvantages of Social Networks
Due to its openness and informal nature, social networks has to be used with caution. Some of the
disadvantages are:
Set up very high expectations for quick, direct , informal and concise communications.Sending
a message a few minutes late could be very late!!!!
Responses are mostly quick, but very informal and not very precise. Project has to have
process to review the responses and then take formal action on information shared on the
networks.
Risk of too much of uncontrolled communications form any level.
Opens up the possibility for hackers to commit fraud and launch spam and virus attacks
There is a danger of criminal prosecution in case of abusive language used while
communicating to the external stakeholders.
Limited to those who have access to the internet and mobile networks. Other channels need
to considered to reach the target audience which not covered by social networks
4.4 Critical success factors
Organizations that should embrace the social media rather than blocking their employees
using them, will find themselves at competitive advantage.
Organization that will engage customer for trust building, effective use of push mechanism for
communications.
Identifying the right kind of project activities that can be accomplished using social networks.
4.5 Challenges of Information Security
Everyone must understand that the information shared to a friend or a group is not limited to whom
you are sharing to. The information can be in turn cascaded to the world like a virus by your friends.
Fundamentally, social networks are not designed to keep the information private. This is a curse or
boon. Depends on what you want to achieve and what you don’t want to!!
In the haste for open and outreached communications, project manager should ensure that the
sensitive information is not shared on the social sites. Social networking sites have become a
potential target for attackers due to the availability of sensitive information, as well as its large user
base. vSocial networks for project are likely to be behind firewall for security. There are some
instances that some social networking sites have shared data to advertisers. In such situation, project
Essence of social media is to know your audience and engaging them in what they love!!!!
15. Project Management – the Mantra for Sustainable Growth—Mantra for Leveraging Emerging Trends
managers should perform information analysis and categorize with the consent of the key
stakeholders about what information can be put in the internet, intranet and extranet.
Essence of social media is to know your audience and engaging them in what they love!!!!
16. Project Management – the Mantra for Sustainable Growth—Mantra for Leveraging Emerging Trends
5 Future Trends
Going forward, project management software will include media suites as a common features. This
additional functionality will facilitate the management of various data streams centrally.New tools will
be launched by different service providers for enriching user experience and all such tools will have
common interface to integrate with various social platform.One of the predictions for the
changing social media technology market is that biometric scanning will be incorporated into the next
generation of tools (Phillips, 2008, p. 83)vi. Major advantage of using biometric traits for identification
will to resolve identification crisis and reduction in the fake user accounts.
Using social networking is not just implementing of social tools in the organization as an IT initiative,
but it is a business need to understand them and implement them for achieving business objectives.
Project managers will have to embrace these new channels of communications and plan for its usage
to reap the benefits due to quick, direct and open communications.
Social networks are going to stay, and organizations will increasingly use them in project
management, sales and marketing, brand building and many more areas.
6 References
[i] http://www.clearvale.com/clearvale/mkt-av/en/whitepapers/7StepsSocialBusinessSuccess_Whitepaper.pdf
[ii] “Shaili Chopra”, The Big Connect- Politics in the Age of social Media”, “Random House India”
[iii]http://www2.mitre.org/public/jsmo/pdfs/01-01-evaluating-uses.pdf
[iv ]http://www2.mitre.org/public/jsmo/pdfs/01-01-evaluating-uses.pdf
[v ]http://www.cse.wustl.edu/~jain/cse571-11/ftp/social.pdf
[v i]http://pmi.books24x7.com/assetviewer.aspx?bookid=35846&chunkid=771155376&rowid=260
Essence of social media is to know your audience and engaging them in what they love!!!!