It takes one woman nine months to have a baby.It cannot be done in one month by impregnating nine women                (al...
PROJECT CHAOS                                          not enough time                                           too few p...
CHALLENGE TO AVOID FOLLOWING    SEVEN PHASES OF A PROJECTYou can con a sucker into committing to an impossible deadline,  ...
Laws of Project Management              Creativity is allowing yourself to make mistakes. Art is knowing which ones       ...
Project Management…It is a way of bringing about predictable change. That is,at the beginning of a project we should be ab...
INTRODUCTION:               PROJECT MANAGEMENT CULTURE                Why Project Management?        HELP FUL             ...
PROJECT CULTURE                            A Critical issues discussed                     Implementation Tracking    D   ...
PROCESS OF PROJECT MANAGEMENT                                                                          . PROJECT MGMT INVO...
STAGES OF PROJECT PLANNING           Project Goals    Ultimate and its relationship with           other project goal     ...
TRACKINGON TRACK        Behind in                what areas          M1   M2                               SCHEDULED .    ...
Identifying a plan deviation    Taking corrective actionIdentifying potential problem        And avoiding it
PROS AND CONS OF ECONOMICS               PROJECT COST IN NEW                      AREAPROJECT COST                        ...
LOOK AT THE WAY A FAST CAR ZOOMS ……………
How a family car moves without any rush and speed
DIFFERENCE IN TWO CAR MOVEMENTS Racing Car moved at Speed but there is no issue of Bothering in KPL/ Mileage/ Wear and te...
WHAT HAPPENES IN NEW AREA                     FOR NEW BUSINESS :We are a Racing Car running to meet customer expectation a...
STATUS QUO……………After investment .•     It transpires that our company system manager now wants to replace all the      exi...
BIG BANG APPROACH IN GOING FOR ONE SHOT OF ALL LONG TERMPROJECTS              Why all will favour one shot approach       ...
Why small releases of Projects in systematic way taking on oneProj with Proper PM /Team/ funding ……………..what we get?      ...
Why small releases of Projects…………..             Less business risk:             evolution not revolution             Less...
WHICH OPTION TO CHOOSE                                   Small release in phased manner or                                ...
MANAGING PROJECTS                                  Navigating PLANNING AND MONITORING                Organizational Politi...
Decision Making       Avoid consensus abuseConsensus may be desired, but is not requiredLack of consensus does not mean no...
Delayed Decision MakingRed TAPISM Allgiving independentdecision        End Result Operation   Sales   System   Fin/HR     ...
PM is a mindset, a discipline, that can help yourorganization increase effectiveness and put order to chaos
Navigating the Politics of Change: Project methodologyis really about managing change                                     ...
RISK ANALYSIS IN PROJECT                   If you dont attack the risks, the risks will attack you                        ...
Timely Documentation   Reduces Money Blocked    WIP With Increased Documentation hides problems
Keep doing Documentation to Reduces WIP gap         WIP hides problems
Lowering WIP Reduces Many Visible ProblemReducing WIP makesproblem very visible    STOP
Try and Break Even with Timely WIPRemove problem, runWith less WIP
KEEP WIP CHECKEDReduce WIP again to findnew problems
NAVIGATING THE     COMPLEXITIES AND    DYNAMICS OF CHANGEUnless you are prepared to give up something valuableyou will nev...
NOTHING IS PERMANENT IN THIS WORLD BUT            “change”                     All is connected ... no one thing can      ...
CHANGE IS VERY ESSENTIAL PART OF          LIFE FOR ALL !!!!!  "Whosoever desires constant success mustchange his conduct w...
WHY CHANGE?   Bad news does not improve with age and              should be acted upon immediately.
TRACK RECORD OF FAILURE OF ORGANIZATIONNo plan ever survived contact with the enemy.               ERP                    ...
WHY FAILURE HAPPENED"Culture does not change because we desire to change it. Culture changes when the organization     is ...
OLD WAY OF CHANGE•                    =      New tool set to      =        A sprinkling of      Implementing         Suppo...
CHANGE FOR AN EFFECT                           Modified /        Modified /    Implementing                               ...
Man is so obsessed with his need for success that project disasters areusually just filed away.    Same high              ...
Factors leading to change.            competition"Every generation needs a new revolution."                               ...
SEVEN DYNAMICS OF CHANGE              People under pressure do not think                            faster. People will f...
Change is the law of life          and those who look only to the past or          present are certain to miss the future....
WHY RESISTANCE TO CHANGE"Everything is in a process of change, nothing endures; we do notseek permanence."    fear of unkn...
Common quotes during change managementChange is good. You go first.•    it ís not my job•   I havent got time•   the boss ...
Sources to resistance to change.The more you complain, the longerGod makes you live.         Individual resistance        ...
Habit-comfort                                                    zone                 Undisclosed.                        ...
"If you want to make enemies, try to     Structural         change something."                Threat                      ...
"Ten years ago, Peter Senge introduced the idea of the learning organization Now he says that for bigcompanies to change, ...
Tactics to overcome resistance             to change Education and communication of logic. Participation & involvement o...
Change Management  Set of tools for managing people side of changeChange Management is:• A PROCESSUsed to manage system, P...
Impact of Change Management          Speed of Adoption          How quickly the change is adopted in the organizationUtili...
Change Management Process   Change management has 2           components      Organizational Change           Management  ...
LEWIN’S 3 STEP CHANGE PROCESSMost of our assumptions have outlived their uselessness."— Marshall McLuh         UNFREEZE   ...
"Neither a wise man nor a brave man lies down on the tracks of history to wait for the train of thefuture to run over him....
"As the births of living creatures are at first ill-shapen, so are all innovations, which are the births of time."
Individual Change Management               Process of managing change at individual levelThis change model is referred to ...
How it adds up to Internalization
Organization also                              change!!!! to survive organizations must train their managers &work force ...
You can build a reputation on what youre going to do.
Never underestimate the ability of senior management to buy abad idea and fail to buy a good idea.
Powerful GM Operations/ project managers dont solveproblems,they get rid of them.                                        R...
Meetings are events in which minutes are kept and hours are lost.
If you can interpret project status data in several different ways, only the mostpainful interpretation will be correct.
A verbal contract isnt worth the paperits written on.
Quantitative project management is for predicting cost andschedule overruns well in advance.
If it happens once its ignorance,if it happens twice its neglect, if it happens three times its policy.
Warning: dates in the calendar are closer than you think
If you do a good job and work hard, you may get a job with a better company someday
CONCLUSIONIATUL June 04
!Thank you
Imbibing Project Culture
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Imbibing Project Culture

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Project Culture is actually living many processess on daily basis to complete a project in the time within cost. This was my training ppt for my team in my company.

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Imbibing Project Culture

  1. 1. It takes one woman nine months to have a baby.It cannot be done in one month by impregnating nine women (although it is more fun trying )
  2. 2. PROJECT CHAOS not enough time too few people people not sure what they should be doing Too much to do … Sometimes the end date People drift into is thrust projects without upon them arbitrarily properly defining sometimes project managers or planning them voluntarilythen one third of the way commit themselves to . dates, costs and deliverables through they begin to without troubling to realise what its really define and plan all about the project properly, and the panic starts. which is lunacy .IATUL June 04
  3. 3. CHALLENGE TO AVOID FOLLOWING SEVEN PHASES OF A PROJECTYou can con a sucker into committing to an impossible deadline, but you cannot con him into meeting it .  Wild enthusiasm  Disillusionment  Confusion  Panic  Search for the guilty  Punishment of the innocent  Promotion of non-participants
  4. 4. Laws of Project Management Creativity is allowing yourself to make mistakes. Art is knowing which ones to keep. No major project is ever installed on time, within budget, or with the same staff that started it. Yours will not be the first. Projects progress quickly until they become 90% complete, then they remain at 90% complete forever. When things are going well, something will go wrong. When things just cannot get any worse, they will. When things appear to be going better, you have overlooked something. No system is ever completely debugged. Attempts to debug a system inevitably introduce new bugs that are even harder to find. A carelessly planned project will take three times longer to complete than expected A carefully planned project will take only twice as long. Project teams detest progress reporting because it vividly manifests their lack of progress.
  5. 5. Project Management…It is a way of bringing about predictable change. That is,at the beginning of a project we should be able to predict cost, end date,deliverables and even something about the quality. . Work Smart Not Hard !!!
  6. 6. INTRODUCTION: PROJECT MANAGEMENT CULTURE Why Project Management? HELP FUL USEFUL Ongoing It avoids chaos implementation It avoids wastage It avoids high costDisciplined Approach It avoids late delivery  Framework to do work It manages •Planning of resources persistent changeAlignment of projects to organizational mission, goals and objectives
  7. 7. PROJECT CULTURE A Critical issues discussed Implementation Tracking D B RegularMile stone Monitoring Resource C Support
  8. 8. PROCESS OF PROJECT MANAGEMENT . PROJECT MGMT INVOLVES Project Project Project Charter WBS Schedule Budget • What , why, • Sub-tasks, • MSP Charts and Direct Costs when , where, who and sub-sub- critical schedule Indirect Costs tasks Ongoing costs[Image Info] www.wizdata,co,kr Note to customers : This image has been licensed to be used within this PowerPoint template only. You may not extract the image for any other use.
  9. 9. STAGES OF PROJECT PLANNING Project Goals Ultimate and its relationship with other project goal Description Non technical, status, shcd , budget Analysis SWOT, Technology standard or new Team People, equipment, location, support, Sales, CRM
  10. 10. TRACKINGON TRACK Behind in what areas M1 M2 SCHEDULED . M4 M3Review High Level Ahead in what Schedule areas
  11. 11. Identifying a plan deviation Taking corrective actionIdentifying potential problem And avoiding it
  12. 12. PROS AND CONS OF ECONOMICS PROJECT COST IN NEW AREAPROJECT COST PROJECT COST IN SMALL IN LONG TERM TARGETS PROJECTS
  13. 13. LOOK AT THE WAY A FAST CAR ZOOMS ……………
  14. 14. How a family car moves without any rush and speed
  15. 15. DIFFERENCE IN TWO CAR MOVEMENTS Racing Car moved at Speed but there is no issue of Bothering in KPL/ Mileage/ Wear and tear issues Steady Car moved with KPL and ensuring there is no wear and losses • RACING CAR FAMILY CAR Track Track adjust KPL adjustment ment A productKPL B product Saving C product Saving
  16. 16. WHAT HAPPENES IN NEW AREA FOR NEW BUSINESS :We are a Racing Car running to meet customer expectation and cannot be tied down with profits in first two /three months Increased VC in TA DA Lodging Guest House Dedicated tools for customer Laptop and Net expenses Settling /replacing Untrained Visits Mobile expenses Rework on Quality issue Specialized Tools and Safety Kit Documentation takes time Training and Best Coordinator Increased Cost Sustaining Team
  17. 17. STATUS QUO……………After investment .• It transpires that our company system manager now wants to replace all the existing systems• Sales want to get whole business in one go.• Operation opportunity is to manage the project. Having overcome my first reaction - to run like heck – I take a look and you realize that, at the extremes, the project could be done in two ways TAKE IT AS A SINGLE LONG TERM PROJECTS ……….THE BIG BANG APPROACH TAKE IT AS RELEASES……………OF PROJECT ONE BY ONE………….
  18. 18. BIG BANG APPROACH IN GOING FOR ONE SHOT OF ALL LONG TERMPROJECTS Why all will favour one shot approach 1 More visible 1 More focus from senior because its big management 2 Everything being done only 2 Only one implementation, once so lower cost one disruption to the business 3 Nice clean switch 3 No temporary bridges from old from old to new to new 4 If its going wrong, plenty of time to get 4 Plenty of time to do out before the end it properly Add Your Text
  19. 19. Why small releases of Projects in systematic way taking on oneProj with Proper PM /Team/ funding ……………..what we get? Better team motivation Less spent on project control Greater flexibility for senior mgmt Learning from experience Easier to handle change
  20. 20. Why small releases of Projects………….. Less business risk: evolution not revolution Less waste on never-used functionality Fewer people leave during a release project than during the big bang project Earlier benefits realization Lower cost overall
  21. 21. WHICH OPTION TO CHOOSE Small release in phased manner or All projects at same time In practice it depends upon so many factors that you cant say one option or the other will always be the better. We all drift into the big bang approach without too much thought (or even awareness) of the releases alternative and on the unconscious assumption that it must surely be cheaper to do everything just once. There are plenty of horror stories out there of large projects that started out together in big bang, went nowhere, then restarted with a release approach. If nothing else, be alert to the danger that a big bang approach can imply. Then, if after careful consideration you conclude big bang really is better, fair enough. At least youll be going in with your eyes open. In summary, the release approach will probably cost less, deliver benefits earlier and be more likely to succeed. The release approach will give the business a better return on investment. To be a good project manager for you all I have to learn how to say the most important word in the GM / project managers vocabulary: "No". Politely but firmly: "No". ……………….IF THERE IS ANY INDICATION OF LOSSES…………….The most valuable and least used WORD in a project managers vocabulary is "NO".The most valuable and least used PHRASE in a project managers vocabulary is "I dont know
  22. 22. MANAGING PROJECTS Navigating PLANNING AND MONITORING Organizational Politics Team Development Communication Plan Decision Making Structure 3 2 1 5 To avoid delays Real Time Info Right man Avoid and for the Right cross hurdles Job
  23. 23. Decision Making Avoid consensus abuseConsensus may be desired, but is not requiredLack of consensus does not mean no decision Projects force decisions by leaders Clarify who makes what decisionsEstablish structure forrapid decision making While everyone may not agree with all decisions, it’s important that team members agree to supportCommunicate decisions the decisionsLog/track decisions
  24. 24. Delayed Decision MakingRed TAPISM Allgiving independentdecision End Result Operation Sales System Fin/HR Unified Operation
  25. 25. PM is a mindset, a discipline, that can help yourorganization increase effectiveness and put order to chaos
  26. 26. Navigating the Politics of Change: Project methodologyis really about managing change Change in current practices overarching pressing Developing new practices issues of issues of the Getting people to change their Organization M1 M2 hour behaviors How they do their work How they work together M4 M3 help others pressing How they get the work of t satisfy their issues of he project done needs tomorrow Avoidance of paving the c owpaths .
  27. 27. RISK ANALYSIS IN PROJECT If you dont attack the risks, the risks will attack you Things that might prevent us coming in cause us to fail to cause us to fail to meet any other within the budget meet any dates commitments we we are thinking to we are thinking are thinking of committing to of committing to makingMeasure - realise what risks you face, assess their probability and impact.Minimise - identify what could be done to remove or reduce risks and do it.Mention - speak to the sponsor, dont keep risks secret.Monitor - keep risks under review, monitor and reduce them go along.Modify - share your experience, update your companys risk checklists.
  28. 28. Timely Documentation Reduces Money Blocked WIP With Increased Documentation hides problems
  29. 29. Keep doing Documentation to Reduces WIP gap WIP hides problems
  30. 30. Lowering WIP Reduces Many Visible ProblemReducing WIP makesproblem very visible STOP
  31. 31. Try and Break Even with Timely WIPRemove problem, runWith less WIP
  32. 32. KEEP WIP CHECKEDReduce WIP again to findnew problems
  33. 33. NAVIGATING THE COMPLEXITIES AND DYNAMICS OF CHANGEUnless you are prepared to give up something valuableyou will never be able to truly change at all, because youll be forever in the control of things you cant give up."
  34. 34. NOTHING IS PERMANENT IN THIS WORLD BUT “change” All is connected ... no one thing can change by itself." — Paul Hawken "Natural Capitalism, Yoga Journal October 1994
  35. 35. CHANGE IS VERY ESSENTIAL PART OF LIFE FOR ALL !!!!! "Whosoever desires constant success mustchange his conduct with the times." — Niccolo Machiavell
  36. 36. WHY CHANGE? Bad news does not improve with age and should be acted upon immediately.
  37. 37. TRACK RECORD OF FAILURE OF ORGANIZATIONNo plan ever survived contact with the enemy. ERP TQM in Ops HR 9 OUT OF 10 ERP initiatives 75 % OF TQM 75 % Achieved Are Initiatives no results but deemed failure Achieved Increased no results attrition
  38. 38. WHY FAILURE HAPPENED"Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day." The Key to Cultural Transformation, Leader to Leader (Spring 1999)  The initiatives failed to change/modify Underlying thought pattern Outlook Behavior Thinking Perspective  It all permits to remain intact Old decision making habits Old activity pattern
  39. 39. OLD WAY OF CHANGE• = New tool set to = A sprinkling of Implementing Support day to day• Communication a change operations and a drab of training People make a plan work, a plan alone seldom makes people work (Confucius).
  40. 40. CHANGE FOR AN EFFECT Modified / Modified / Implementing Significant change new New a change Proactive polices technologies readiness Modified / Modified / New New Processes/ Organization practices People/roleIf you want to make God laugh have a definite plan.
  41. 41. Man is so obsessed with his need for success that project disasters areusually just filed away. Same high Pay for resource No Same uncoordinated utilization change working Moral suffers loses confidence Total cost of in leadership Doing business increases
  42. 42. Factors leading to change. competition"Every generation needs a new revolution." Nature of work Force. technology Economic factors
  43. 43. SEVEN DYNAMICS OF CHANGE People under pressure do not think faster. People will feel awkward, ill-at-ease and self-conscious.People initially focus on what they have to giveup. People will feel alone even if everyone else isgoing through the same change .
  44. 44. Change is the law of life and those who look only to the past or present are certain to miss the future."People can handle only so much change. People are at different levels of readiness for change. People will be concerned that they dont have enoughresources. If you take the pressure off, people will revert to their oldbehaviour.
  45. 45. WHY RESISTANCE TO CHANGE"Everything is in a process of change, nothing endures; we do notseek permanence." fear of unknown fear of failure Why is Change difficult to manage fear of success do something different no interest to start from 0 44
  46. 46. Common quotes during change managementChange is good. You go first.• it ís not my job• I havent got time• the boss doesnt care• anyway• I am keeping my head down• this time• if its such a good idea, why• didnt we do this the last time• management changed its mind? I• ìit will all change again• next month• when the MD makes his mind up,• I might do something• nobody told me about it
  47. 47. Sources to resistance to change.The more you complain, the longerGod makes you live. Individual resistance Organizational resistance
  48. 48. Habit-comfort zone Undisclosed. security Reasons INDIVIDUAL Selective Economic factor- information Pay-productivity- Processing. RESISTANCE Tie up-inability."Faced with the choice between changing ones Fear of the mind and proving that there is no need to do so, unknown almost everyone gets busy on the proof." — John Kenneth Galbraith
  49. 49. "If you want to make enemies, try to Structural change something." Threat &process To inertia Established Limited resource focus Allocation organizational for change. Threat To Group Established power Inertia-unions Relations resistance Threat To Expertise.
  50. 50. "Ten years ago, Peter Senge introduced the idea of the learning organization Now he says that for bigcompanies to change, we need to stop thinking like mechanics and to start acting like gardeners
  51. 51. Tactics to overcome resistance to change Education and communication of logic. Participation & involvement of all in the implementation of change.Facilitation & support.Negotiation & agreementManipulation & co-optation : when other methods fail.Explicit & implicit coercion-termination, loss of pay,Loss of pay raise.
  52. 52. Change Management Set of tools for managing people side of changeChange Management is:• A PROCESSUsed to manage system, Process and Organizational change• A COMPETENCYApplied by managers to help employee through transition• A STRATEGIC CAPABILITYTo increase the capacity to change
  53. 53. Impact of Change Management Speed of Adoption How quickly the change is adopted in the organizationUtilization RateThe ultimate utilization of new Processes and tools Proficiency The Performance of employees in the new environment
  54. 54. Change Management Process Change management has 2 components Organizational Change Management Individual Change management
  55. 55. LEWIN’S 3 STEP CHANGE PROCESSMost of our assumptions have outlived their uselessness."— Marshall McLuh UNFREEZE MOVE REFREEZE. CHANGE THE  SHIFT TO  REVISED EXISTING SITUATION. BEHAVIOUR A DIFFERENT Make the reasons for change BECOMES THE BEHAVIOUR. Obvious to the individual/orgz. NORM. Adaptation of New values, behaviors New behavioral pattern & attitudes. is Now the new norm.
  56. 56. "Neither a wise man nor a brave man lies down on the tracks of history to wait for the train of thefuture to run over him."— Dwight D. Eisenhower
  57. 57. "As the births of living creatures are at first ill-shapen, so are all innovations, which are the births of time."
  58. 58. Individual Change Management Process of managing change at individual levelThis change model is referred to as ADKAR which includes 5 elementsthat serve as building blocks for success Awareness Of need for change Desire To engage and participate in the change Knowledge On how to change Ability To implement the change Reinforcement To sustain the change
  59. 59. How it adds up to Internalization
  60. 60. Organization also change!!!! to survive organizations must train their managers &work force to cope with new demands, new problems andnew challenges  change can be either a) planned or b)routine. planned change reflects• change in goals & operating philosophy to improve theability of the organization to adapt to the changes in theenvironment.•Involves new policy implementation to change employeebehavior.
  61. 61. You can build a reputation on what youre going to do.
  62. 62. Never underestimate the ability of senior management to buy abad idea and fail to buy a good idea.
  63. 63. Powerful GM Operations/ project managers dont solveproblems,they get rid of them. Rearrange the parts by organizing sustainability transition teams. This shake up is important because planner and decision maker surround Themselves with old trusted And feel threatened by change
  64. 64. Meetings are events in which minutes are kept and hours are lost.
  65. 65. If you can interpret project status data in several different ways, only the mostpainful interpretation will be correct.
  66. 66. A verbal contract isnt worth the paperits written on.
  67. 67. Quantitative project management is for predicting cost andschedule overruns well in advance.
  68. 68. If it happens once its ignorance,if it happens twice its neglect, if it happens three times its policy.
  69. 69. Warning: dates in the calendar are closer than you think
  70. 70. If you do a good job and work hard, you may get a job with a better company someday
  71. 71. CONCLUSIONIATUL June 04
  72. 72. !Thank you

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