Project Management: Principles and Practices

1. Project Management:Principles and Practices Level 2

2. Agenda • Introductions • Course Objectives • Unit 1: Leadership • Unit 2: Communication • Unit 3: Operating Guidelines • Unit 4: Procurement Management • Unit 5: Quality Management • Unit 6: Monitoring and Controlling • Unit 7: Close-out • Unit 8: Common Project Problems

3. Introductions • What is your Project Management experience? • What type of projects will you be involved in? • What would you like to get out of the course?

4. Course Objectives • Understand different types of leadership, how to lead change and organize people. • Establish project operating guidelines such as communication plans, change management procedures and reporting structures. • Evaluate different types of contracts and how they can benefit your project. • Build and plan quality into your solution. • Learn how to monitor the execution of the plan and control the project by balancing changing priorities and demands. • Understand how to properly close-out a project and learn what went right and what went wrong. • Explore common project problems and learn how to avoid them.

5. Reference Material • Project Management • The Complete Idiot’s Guide

6. Unit 1 Leadership

7. LeadershipChapter 18 • Types of leadership • Leading change • Ways to organize people • Stage of team formation and leadership

8. Leading vs. Managing • Leading means that you command respect and take responsibility for guiding the project. • Managing indicates that you monitor and control the project to ensure that the work is accomplished.

9. Leadership tips • Listen and ask lots of questions • Provide reliable information for the team • Observe what is going on and take notes • Know enough to know that you don’t know everything • Be available • Make decisions when needed but know when to defer decisions to stakeholders • Delegate work that needs to be delegated • Don’t micro-manage

10. Types of Leadership • Task-orientated leadership • Employee-oriented leadership • Reward-based leadership

11. Leading Change Case for Change • Why are we doing this project from a business perspective? • What will change when the project is completed? • What will happen if we don’t complete this project successfully? • What are the benefits of doing this project to us and the business? • What will we need to do differently?

12. Organizing PeopleChapter 14 • Functional • Pure project • Matrix

13. Functional Organization • Organized around common activities or expertise such accounting, customer service or information technology • Advantages • Familiarity of the team • Established administrative systems • Staff availability • Scheduling efficiency • Clear authority • Disadvantages • Project isolation • Limited resources • Bureaucratic procedures • Lack of project focus • Department orientation

14. Pure-Project Organization • The Project Manager has full authority to assign priorities and direct the work of all the members of the project team • Advantages • Clear project authority • Simplified project communications • Access to special expertise • Project focus and priority • Disadvantages • Duplication of efforts • Unclear loyalties and motivations • Intra-company rivalry

15. Matrix Organization • The Project Manager shares responsibility with the functional managers for assigning the priorities and directing the work of individuals assigned to the project • Advantages • Clear project focus • Flexible staffing • Adaptability to management needs and skills • Staff development opportunities • Adaptability to business changes • Disadvantages • Built-in conflicts • Resistance to termination • Complex command and authority relationships • Complex employee recognition systems

16. RACI Chart • R – Responsible • A – Accountable • C – Consult • I – Inform

17. Project TeamChapter 14 • Need to let the team members know • The reason they are on the team, what they have to offer • Clear roles and responsibilities for each person on the team • Standards that they will be held accountable to

18. Responsibility Assignment Matrix (RAM) P=Primary A=Assigned R=Review Required I=Input Required S=Signature Required

19. Building a team • What kinds of experience do you need? • What kind of competency do they have? • What is their availability? • Do they have a personal interest in the outcome of the project? • Will they work well in a team environment?

20. Staffing Alternatives • Use your own staff & people from your department • Staff from other departments • Contract with consultants, outside agencies, or temporary agencies • Hire and train new staff

21. Dealing with Staffing Challenges • Do the best you can with the people you have, and document problems and results. • If they do not have enough skills and training takes too long, consider contracting. • Compromise and negotiate for the team members you really need.

22. Activity • Using the case study, create a RAM (Responsibility Assignment Matrix) for the project

23. Stages of Team Forming and Leadership • Forming • Directive style of leadership • Gives structure • Clear responsibilities, lines of communication

24. Stages of Team Forming and Leadership • Storming • Selling or Influencing style of leadership • Team members may be questioning • Manage conflict

25. Stages of Team Forming and Leadership • Norming • Participative style of leadership • Team members are supportive • Work as a group

26. Stages of Team Forming and Leadership • Performing • Delegative style of leadership

27. Activity • Style of leadership survey

28. Unit 1 Review • Types of leadership • Leading change • Ways to organize people • Project teams • Stages of team formation and leadership

29. Unit 2 Communication

30. CommunicationChapter 21 • Communication Plan • Communication and Leadership

31. Communication Plan • Stakeholder analysis • Sensitivity analysis • Information needs • Media requirements • Delivery personnel and power base • Timing requirements • Common definitions • Feedback loops • Macro and micro barriers • Jargon and acronyms

32. Communication Plan • Stakeholder Analysis • Determine the stakeholder’s interest in the project • Determines what information they will want to receive • Sensitivity Analysis • Identifying sensitive areas amongst the stakeholders

33. Communication Plan • Information Needs • Understand what each group is interested in and level of detail • Media Requirements • Vehicles used to deliver the information • Town hall meetings • Presentations • Staff meetings • Written memos • Wall charts • Web portals

34. Types of Communication and their Characteristics

35. Communication Plan • Delivery Personnel and Power Bases

36. Communication Plan • Timing Requirements • Just-in-time information • Common Definition • Make sure everyone speaks the same language • Feedback Loops • Ensures communication is received correctly

37. Communication Plan • Macro and Micro Barriers • Geography, language, culture • Attitudes • Jargon and Acronyms • Clarify acronyms • Use same jargon as stakeholders

38. Communication & Leadership • Vertical Communication • Horizontal Communication • Diagonal Communication The purpose of my message is……

39. Effective Messages • Draft the message and edit • Consider audience’s expectations, actions required, and your expectations after the message is delivered • Justify the choice of delivery medium • Start with an introduction that identifies the issue, context or opportunity of interest • Make required actions clear and specific • Be concise • Never surprise someone with information, ensure that important information is understood before discussed

40. Communicate by Listening • Stop talking and let others tell you what they want to say • Let people finish what they are saying • Eliminate distractions • Listen with purpose and intent • Restate what you hear people say

41. Activity • Develop a communication plan from the case study

42. Unit 2 Review • Communication Plan • Communication and Leadership

43. Unit 3 Operating Guidelines Chapters 24 & 20

44. Operating Guidelines • Change Management • Decision Making • Work Authorization • Reports

45. Change ManagementChapter 24 • Change Control System • Formal documented procedures that define how project deliverables and documentation are controlled, changed and approved.

46. Rules of change control • Establish change control policy in planning phase and follow it. • Create a change control board (subset of working committee) who evaluates changes which impact stakeholders and the project • Establish an emergency decision-making authority, in case decisions are needed before the board can meet. • Maintain a change control log that tracks all changes requests.

47. Change Control Request • Identification • What is the change • Impact of change • Who authorized it

48. 6 areas of change • The business reason the project was undertaken • The people who work on the project • The budget • The material and technical resources • The time • The quality requirements that were acceptable for the deliverables

49. Balance • Project • Balance to keep the project within its approved cost, schedule and quality • PM and core member may make these decisions • Business Case • Project cannot be balanced within cost, schedule and quality goals • Stakeholders must approve • Enterprise • Choice between projects to balance resources • Business management decides with input from team

50. Balancing Choices • Reduce scope of tasks • Increase productivity by using in-house experts • Use outside resources • Use overtime • Crash the schedule • Adjust the profit requirements for the project • Adjust the project goals