Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Mba 2E dt 28 Sep 17
1. Describe:
• Project
• Phases of Project Life Cycle
• Project Plan
• Project Management
• PC-1
5
2. The Cost, Time / Duration and Scope are called
triple constraint in project management. Why? Illustrate
with examples.
5
3. a. Describe project environment.
5
b. How does project management help
organizations? h
Revisiting LP-2
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PROJECT PORTFOLIO PROCESS
(PPP)
Selecting a project out of myriad of projects
proposals
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PROJECT PORTFOLIO PROCESS (PPP)
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PROJECT PORTFOLIO PROCESS (PPP)
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PURPOSES OF PPP
• To identify proposed Proj that are not really Proj and can be
handled otherwise
• To prioritize the list of Proj
• To limit the Proj that must receive available resources
• To identify Proj that meet the Org’s strategic goals
• To eliminate Proj that incur losses / risk / cost over runs
• To eliminate Proj undertaken under directives and accruing
losses
• To keep from overloading resource availability
• To balance the needs with resources
• To balance short, medium and long term returns
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8 STEP PROCEDURE
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PROJ CRITERIA AND CATEGORIES
• Criteria
• To be able to discriminate between Very Good or even
Better projects
• Does the Org has competence and technology
• Does Market exist for the deliverables
• Determination of risks / profits
• Availability of resources
• Affects on other or related Project
• Margins of profitability
• Merit position when compared with other Proj ect
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AGGREGATE PROJECT PLAN (APP)
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AGGREGATE PROJ PLAN
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PROJECT CATEGORIES
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R & D Proj
AGGREGATE PROJ PLAN – PROCESS / PRODUCT CHANGES
PLATFORM Proj
Breakthrough
Projects
Minor
Process
Changes Derivative Proj
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Projects vs. Business Processes
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PROJECT PROPOSAL- Key requirements
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PROJ PROPOSAL
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FORMAT OF PROJ PROPOSAL*
• Covering letter
• Executive Summary
• Nature of the technical problems and its implications
• Implementation plan
• Logistics and admin proposals*
• Personnel / org / companies to be involved in completion of the
Proj
• Milestones, schedules and budgets *
• Deliverables and deadlines*
• Test criteria
• Past experiences
• Recommendations in order of priority
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SALIENT FEATURES OF A PROJ PROPOSAL**
• Major Milestones
• The Technical Approach
• All tests & inspection procedures to assure performance, quality,
reliability and compliance with specifications
• The Implementation Plan
• Estimates of time
• Aggregate Costs as well as cost per category
• Estimates of materials (BOQs)
• Control Charts (PERT/Gantt)
• Logistics and Administration Plan
• Ability to supply machinery, manpower, equipment, skills needed for
the project
• Procedure be outlined for handling of Change Orders
• Past Experience
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DETAILED FORMAT OF PROJ PROPOSAL
• Covering letter and Executive Summary
• Need Analysis followed by Idea generation
• Selection of an idea to be developed as a project along with Project Statement duly
supported by Feasibility study and relevant data
• Business / Financial proposal
• Project Scope / Product scope / Performance Parameters
• Nature of the technical problems and its implications – Risks and Uncertainties and
methods to mitigate them
• Project Plan duly supported by Work Breakdown Structure
• Financial Plan and Project Budget Plan as Work Breakdown Structure (WBS) + Activity
Charts and Networking (Gantt Charts)
• Implementation plan including Logistics and Admin proposals
• HR – Personnel, Companies to be involved in completion of the Proj
• Milestones, schedules and budgets
• Time Management, Communication Management, HR management
• Deliverables and Deadlines
• Test criteria to meet Scope
• Past experiences of the Company executing the project
• Recommendations in order of priority
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Suggested Outline Project ----- Construction of a House
• Project Objective Statement
• Reasons for construction of houses --- Basis of Proj Selection
• Major Deliverables
• Proj Plan
• Major Risks and remedial measures
• The Contingencies and Responses
• Proj Org Structure
• Team Roster
• Duties of project manager and Team Members
• Planning of the Project (Work Plan)
• Work Breakdown Structure (WBS)
• Activity Chart
• Networking
• Managing the Project (Implementation, Control, Leading, Evaluation
• Quality Assurance Plan (QA / QC) ---- Success Parameters
• Storage & safe custody of project file
• Closing the Proj
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CHARACTERISTICS OF PROPOSAL
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Adopt a well understood format
and
WRITE THE PROPOSAL PROFESSIONALLY
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WINNING A PROPOSAL
MESSAGE. That we understand the project. The owner’s real
wants are prepared to satisfy them with our resources and
company’s commitment.
RESPONSE. Complete and direct response to RFP/ bidding
documents.
DISCLOSURE. Comprehensive documentation of all relevant
company experience. Careful attention to personnel
resumes, rewriting them to emphasize pertinent
experience.
CREATIVITY. Something unique or innovative to set
yourselves apart from the competitors.
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WINNING A PROPOSAL Contd
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LP- 3 28 Sep 17
The Project Manager (PM)
• Learning Objectives
• Relationship between Functional Manager & Proj Mgr
• Project Responsibilities
• Project Career path
• Selecting PM – How, Why and When
• Special Demands on the PM
• Managerial behavior in different Cultures
• Class Activity: Selection of a PM
• Additional Reading
• Learning Outcomes
• Students would be able to appreciate importance of PM,
his selection / nomination and the role played by him as
project leader
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WHO IS PM?
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RELATIONSHIP BETWEEN
FUNCTIONAL MANAGER & Project Manager
(PM)
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RELATIONSHIP BETWEEN FUNCTIONAL
MANAGER & PROJ MGR
• Project Manager
• The PM is a facilitator and generalist.
• A PM generally starts his or her career as a specialist in some
field who is blithely informed by a senior manager that he or
she is being promoted to the position of Project Manager on
the Whizbang Project. The PM must now metamorphose from
technical caterpillar into generalist butterfly.
• The PM, new or experienced, must oversee many functional
areas, each with its own specialists. Therefore, what is required
is an ability to put many pieces of a task together to form a
coherent whole—that is, the project manager should be more
skilled at synthesis, whereas the functional manager should be
more skilled at analysis.
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RELATIONSHIP BETWEEN FUNCTIONAL
MANAGER & PROJ MGR
• The functional manager uses the analytic approach
and the PM uses the systems approach.
• The phrase “systems approach” requires a short
digression describing briefly what is meant by those
words.
• A system can be defined as a set of interrelated
components that accepts inputs and produces
outputs in a purposeful manner.
• This simple statement is a bit more complicated than
it appears.
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PM V/S FUNCTIONAL MGR
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PROJECT RESPONSIBILITIES
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PROJECT MANAGER CAREER PATH
• Where does the company find people competent to manage
such a wide variety of projects?
• In Chapter 1, we referred to the professionalization and rapid
growth of project Management, to PMBOK (the project
management body of knowledge), as well as to the
development of college and university-level courses and degree
programs available in the field.
• Although the percentage of PMs who are academically trained
is increasing rapidly, many current project managers have no
college-level training in the field. A rapidly growing number of
private consulting firms offer instruction in project
management as well as programs preparing individuals for the
PMI’s examination for certification as Project Management
Professionals (PMPs).
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PROJECT MANAGEMENT CAREER PATH INCLUDES
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AREAS OF EXPERTISE NEEDED BY THE PROJECT
MANAGER & TEAM
Understanding the
Project
PMBOK Guide Environment
PMBOK
Application
Interpersonal area
General
Skills management Knowledge,
Knowledge and skills Standards and
Regulations
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PM-KNOWLEDGE AREAS – LEVEL OF AWARENESS---?
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PROJ MGMT PROCESS GROUPS
LEVEL OF AWARENESS
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THE PROJ MANAGER – WHY AND WHEN
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THE PROJ MANAGER – WHEN and WHY
CONTD
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THE PROJECT MANAGER (PM)
• Starting Points:
• Project has been approved (Selected and Funded)
• Project in implementation phase
• Project Team has been formed
• Project org has been constituted as per the Org’s system of
processes (PMO)
• Time to look for a team leader --- the PM
• And the relationship between:
• The PM, the Functional managers, the project team, and
the project manager’s supervisor must be “congenial”.
• The Org must, therefore, be populated by talented people.
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SELECTING THE PM
• Responsibilities:
• Organizing, Staffing, Budgeting, Directing, Planning and Controlling the project.
• Attributes
• Ethically correct
• Superb Organizer and Motivator
• An accomplished leader
• A keen observer and good analyst.
• A trouble shooter / A hard-nosed manager
• Excellent in intra-personal communications
• Acceptable to higher management
• Currently available
• Computer savvy ---- AUTOCAD or PRIMAVERA or MS Project
• Technically strong.
• Good in financial management.
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PERSONAL ATTRIBUTES – PM
• Credibility
• Technically and administratively
• Sensitivity
• Be able to sense dangers and mischieves
• Leadership Style
• Must have skills
• Must possess strong ethics
• Institute ethics audit – Refer to page 120
• Ability to Handle Stress
• Relaxed under trying conditions – Refer to page 122
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THE PM – ROLE MODEL
• But,
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VITAL DOZEN FOR THE PROJ MGR
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SPECIAL DEMANDS ON THE PM
• Acquiring adequate resources (cost benefit ratio)
• Acquiring and Motivating Personnel
• Dealing with obstacles --- Risks and Uncertainties
• Making project Goals Trade – offs
• Be mindful of Risks and Fear of Failure
• Breadth of Communications ---
• Negotiation --- no let up
Know the Specs and Work out requirements
Determine cost benefit ratios (EOQ)
Match delivery schedules with WBS
Be political, polite and forthright
Do not compromise --- it may impact Proj success
Must Follow the Critical Path
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ACQUIRE AND MOTIVATE PERSONNEL
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ENHANCE BREADTH OF COMMUNICATIONS
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WORKING IN MULTI CULTURAL ENVIRONMENT
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IMPACT OF INSTITUTIONAL ENVIRONMENT
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Additional Reading
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PM - Leading the Project -7 Principles
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PM - Leading the Project -7 Principles
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PM - Leading the Project -7 Principles
contd:
• 5 stages
• 1st - THE FORMING STAGE
• 2nd- THE STORMING STAGE
• 3rd - THE NORMING STAGE
• 4th - THE PERFORMING STAGE
• 5th - THE MOURNING STAGE
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1st Stage: THE FORMING STAGE
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2nd Stage-THE STORMING STAGE
• When the team starts feeling a realization of the actual challenges, the
STORMING STAGE erupts.
• Resultantly, disagreements may arise about what needs to be done and who
will do it.
• The greater the stretch goals for the project, the more vocal the storming
stage.
• It’s healthy to have conflicts over what should be done and how it should
get done, as long as those conflicts are brought to the surface and resolved.
• Storming is a necessary and useful stage as it helps create understanding,
alignment, and ownership.
• Storming may last through much of the planning process.
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3rd stage - THE NORMING STAGE
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4th stage - THE PERFORMING STAGE
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5th stage- THE MOURNING STAGE
• Since, all projects are temporary and so inevitably the peak
experience must come to an end. At that point the team hits
the mourning stage.
• In the mourning stage it’s important to both celebrate and to
mourn.
• It’s time for closure on the team process—saying goodbye to
friends and associates.
• People don’t like to leave a high-performing team because they
feel good about themselves and what they’ve accomplished
together.
• They have enjoyed being a member of a team and contributing
to something larger than themselves.
• A closing ritual can be helpful to help bring a close to the
project.
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The PM
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SUMMARY
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SUMMARY
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SUMMARY – Culture
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GLOSSARY
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"If money is your hope for independence you will never have it. The only real
security that a man will have in this world is a reserve of knowledge,
experience, and ability.“
Thank you
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