Advance Project Management

Process Group Interactions in a

Typical Project
 Key Elements of Successful PM
Clear Business Objective
Minimized and Unambiguous Scope
Detailed Planning with Reliable Time Estimates
Availability of Appropriate Skills
Responsibility Assignment Matrix
Availability of Justified Budget
Communication
Integration
Status Tracking
Continuous Remedial Actions
 Project Breakdown One PM with many POs

Projects (if too complex) may be broken down

into smaller more manageable projects.
A senior PM can be created managing many
PMs which are usually called Project Officer
(PO).
 Communication Steps
Transmitted
Received
Understood
Agreed with
Action results
 Communication
Exercise
 Why Projects Fail
Professor Ryan Nelson of the University of
Virginia has been studying completed projects
for several years and has identified some very
interesting conclusions regarding project
success or failure.
Poor estimation and scheduling
Ineffective risk management
Over control
Stakeholder management
 Why Projects Fail
A study by Hughes (1986) identified three main reasons
for projects failing.
1. Over reliance on project management software
2. Communication problems from PM/PMO
3. Failure to adequately adjust to changes that occur
during the course of the project (integration issues)
 Why Projects Fail

Hughes notes that many managers are apt to

lose sight of the project. By focusing on the
project management software and managing
this rather than the actual project!
Proper Planning Prevents Poor Performance
Michalski (2000) observed that:-
Good communication is the key to successful
project management.
 Why Projects Fail

Bill Marby & Thomas Kennedy (2009) pointed out four key
areas to avoid failure of project:-
1. Deficiency in Planning
2. Lack of proper Communication
3. Organization Culture
4. Lack of Project Governance
 Project Governance System
Project governance implies external controls
linked to enterprise management regarding
project activities and they are designed to ensure
that the project serves its intended goals.
Lack of senior management commitment is a
consistent cause of project failure and the
governance processes are meant to better deal
with this aspect of a projects management.
The basic requirements for a project governance
system consist of the following 11 key roles being
accomplished at a higher level than PM
 Project Governance System
1. How does the organization formally identify opportunities? (Competitive
analysis, track and asses employee suggestions and customer feedback,
etc.)
2. Select/authorize/fund the go ahead of projects? (e.g., only the Strategic
Executive Committee has the authority to update/re-prioritize the
Enterprise Portfolio!)
3. Establish the basic approval and measurement processes including
defining roles and accountabilities, policies and standards, and
associated processes.
4. Evaluate project proposals using a defined methodology to select those
that represent the best enterprise investment of funds and scarce
resources and those that are within the firms capability and capacity to
deliver.
5. Enable staffing of projects through the allocation of internal and external
HR, along with business support. If the scope is sufficient, this should
include an experienced PM, business knowledgeable resources, and
technical resources.
 Project Governance System
6. Define the desired business outcomes (end states), benefits, and value for
approved projects, along with business measures of success and an overall value
proposition.
7. Control the scope, contingency funds, overall project value, and other business
attributes of approved projects.
8. Monitor approved projects progress, stakeholders commitment, results
achieved, and leading status indicators.
9. Measure the outputs, outcomes, benefits, and value of project performance
against both the plan and ongoing expectations.
10. Management action defined to steer the project into goal alignment with the
organization, remove obstacles, manage the critical success factors, and provide
guidance on benefit-realization shortfalls.
11. Develop the organizations process maturity delivery capability by continually
building and enhancing its ability to deliver more complex and challenging
projects in less time and for less cost while generating the maximum value.
 Project Governance Model
1. Information. This area involves the form, content, and context
of data management processes to actively support and record
business decisions. Current information related to key business
processes is increasingly important with faster moving markets
and the demands for compliance.
2. Integration. The definition of all standards, naming conventions,
practices, and architecture reference models required to
support cost-effective integration technology aspects. This
supports the ability to be adaptive and collaborative in terms of
internal and external business flows.
3. Organization Culture. Technical and management architecture
to support project functional elements.
Three Pillars of Organization
 Organization Culture
1. Company policy and administration
2. Supervision
3. Interpersonal relations with superiors
4. Working conditions
5. Operational maturity

1. Salary
2. Recognition of achievement
3. Responsibility
4. Advancement
5. Possibility of growth
 Level of Operational Maturity
The level of operational maturity is categorized into five
major types as follows:
Chaos no standard process.
Reactive multiple processes/procedures in
place; little standardization.
Proactive standards and documentation exists;
minimal compliance assurance.
Service processes are standardized and
compliance is managed; some
automated tools.
Value Creation processes have been matured to best
practices; continuous improvement
and benchmarking in place.
 Roles in Projects

One of the benefits of project management techniques

is the opportunity to clarify roles.
Project sponsor person whos paying for it
Project champion - person who wants to see it
happen
Project Manager will ensure it happens
Project team will make it happen
Stakeholders those affected by it and with an
interest in it, but not necessarily part of it.
Audience well consider them later!
 The Project Managers Proverb
You can have any two of three things in a project:
You can get it done on time
You can get it done within budgeted cost
You can get it done properly/well, over budget and over
time
If you are willing to wait, you can get the job done
right, within cost.
If you are willing to spend money, you can get the job
done on time.
Or you can get the job done on time and within
budget; only it might not do what it was supposed to
do.
 PM Attitude and Ethics
Ability to Lead
Clarity of thoughts and tasks
Hard working
Disciplined
Realistic
Honest
Keeping cool under pressure
Professional Ethics & Responsibility
Professional Ethics & Responsibility
Organizational rules and policy compliance
Personal ethics in terms of reporting
qualifications and representations
Respect and honesty toward the profession
Honesty in reporting facts to stakeholders
Maintaining proper confidentiality of data and
other information
Care in avoiding conflict of interest
Care in avoiding receipt of payment from outside
sources for questionable reasons
 Phase Gate or Kill Point
The performance baseline should be considered
reset at each phase gate and the project will be
reevaluated.
 Enterprise PMO

Project Management Office

Hub for PM activities
 Network Diagram Synonym
Precedence diagram
Dependency diagram
Activity on Node diagram
 Problem Solving in PM
Tools and Techniques

QUAD Chart
Brainstorming
A3 Technique
 The QUAD Chart
QUAD Chart analysis
The QUAD chart is a very simple yet extremely
effective tool. Project scoping enables you to
define what you do before you start.
Stakeholder analysis simple version helps
you understand and manage the different
relationships that matter to the project.
QUAD Chart
 Guided Tour
TITLE TITLE OF PROJECT
PURPOSE CUSTOMERS
(AIMS/OBJECTIVES) (STAKEHOLDERS)

WHY IS PROJECT BEING DONE? WHO IS PROJECT FOR?

WHAT FOR? WHO WILL BENEFIT (OR NOT)?
WHAT IS THE RESULT? WHO WILL IT INVOLVE?

DESIRED END RESULT MEASURES OF SUCCESS

(CRITICAL SUCCESS FACTORS) (STANDARDS / CRITERIA)

GOALS! WHEN ARE WE FINISHED?

WHAT MAKES THE WHAT CAN BE MEASURED?
PROJECT A SUCCESS? HOW DO I
MEASURE SUCCESS?
Example - Make A Cup of Tea
Example - Make A Cup of Tea
 Brainstorming
Brainstorming was coined in the 1940s by Alex
Osborne a US advertising executive.
It works by temporarily removing the social blocks
which we all have which prevent us from being
creative. Blocks such as:
Feeling our ideas will be ridiculed
Feeling we dont know enough to voice an opinion
Focusing on simple solutions rather than taking a risk
 Brainstorming
Brainstorming is essentially a method for
being creative in groups, particularly useful for
creative problem solving.

Popcorning is the new name for

brainstorming
 Rules of Brainstorming
No judgement or criticism of an idea
Quantity of ideas is more important than quality
Freewheeling - rapid a spontaneous ideas
Mutating and combining ideas one persons idea
stimulates ideas from another person
No answer or idea belongs to a person, they belong
to the group
Answers and ideas must be produced rapidly
 Brainstorming
How to do it
1. Question / problem is posed
2. People in a group take turns to answer
3. Each suggestion is written down by a note
taker
4. Repeat the process until the group run out of
ideas
5. Select, filter and choose the most appropriate
ideas.
A3 Template
A3 Template
 A3 Template Questions
What is the problem? What are the symptoms? Impact?
Who owns the problem?
What is the background -What are you talking about & why?
What are the current conditions?
What are the root causes of the problem?
What is the specific improvement in performance you need to close
the gap?
What are possible countermeasures for the problem?
How will you choose which fix to propose?
What is the cost and benefit of the selected countermeasure?
What is the implementation plan and schedule?
How will you know if your plan is working?
What problems are likely to occur during implementation?
How will you ensure follow up & continuous improvement?
Submission of Assignment
 Next Assignment
From generalization to specification, describe
the project mechanics of:-
EVEN
1. NPD Projects
ODD
2. IT based Projects
The assignment work should be based on
research papers
Submission Date: 29th of December, 2016
 Next Lecture
PM Softwares
1. PrimaVera
2. PertMaster
3. MS Project Management
Garbage in, Garbage out
People not computers are the basis of successful
project management
Software should be for communication and decision
support tools not as masters
Break
 Team Exercise
Project Management with focus on planning
phase only:-
1. Wedding
2. Concert

First win the project

Plan the project from initiation till completion
Determine Critical Path & Critical Time