program and project management by mr. imran durani
TRANSCRIPT
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Successful Projectsplanning and managing a project
Imran Hameed DurraniProject DirectorGovernors Secretariat
Balochistan.
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Aims of the Session
Introduce project cycle and itsPhases.
Provide tools for systematicapproach to Project Development.
Constraints at each level of theProject Cycle.
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Presentation OutlineIntroduction
What Is a project?
What is project management?Project management constraints
Project lifecycle: Scoping, Planning,
Executing, Controlling, ClosingProject Software
Project-related Resources
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What Is a Project? Temporary in nature Temporary in nature (e.g. create a set of online tutorials about using governmentdocuments)
Specific goalsSpecific goals (e.g. set of online tutorialson finding Ontario government pubs)
Clear-cut starting and ending dateClear-cut starting and ending date
Dedicated funding (Dedicated funding ( in most cases)
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Projects Are AboutChange
Change that can bemeasured/evaluated over time.
how will behaviour be changed?how will the change impact/benefit
our users, staff?
what will be done more efficiently,effectively, or that we couldnt dobefore?
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What Project Management IsntIf you don't know where you are going, any road will take you there. George Harrison, "Any Road", Brainwashed,2002.
If you don't know where you are, a map won't help.
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Good project management doesn't have to becostly, complicated, or cumbersome. In short, don'tpanic.
You already know a lot about managing projects.
If you've moved to a new home, hosted a familyreunion, or remodelled a bathroom, you already
know about achieving objectives, sticking to aschedule, working within a budget, and deliveringquality.
PM is a Process
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PM is ScalableNo matter thesize of the
library or project,a good project management
process canadapt to fit.
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Benefits of ProjectManagement
Knowing where you are going and whenyou have arrivedIdentify manageable work loadsIdentify where to focus your effortsKnowing where you standMaintaining good communicationKeeping calm and maintaining consistencyPrevent problems and fire drillsInterdepartmental cooperation that buildsInterdepartmental cooperation that buildssynergies across the organization.synergies across the organization.
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Project ManagerProject Manager is responsible foraccomplishing the objectives of the project.Establishes priorities and resolves conflicts
Establishes project planManages to the project plan
Takes corrective action if necessary
Works directly with project sponsor to ensureproject goals are met
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StakeholdersAll who are involved directly and indirectlywith the project including students, faculty,staff, community, vendors.
Make a list of all the stakeholders identified sofar in the project. You may also want to detail roles of eachstakeholder in this section.
Understand the Organizational Culture!Understand the Organizational Culture!
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Project TeamGather required expertise on the team, ordesignate experts whom the team canconsult, as needed.
Not everyone works well in teams but theproject team can be a good opportunity todevelop team skills. Try to represent major stakeholder groups if possible.Keep the size of the team manageable.
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Project Constraints Model
A successful project:Delivers the outcomeoutcome with an agreed upon qualityquality .Does not overrun its end dateend date .Remains within budgetbudget (cost of resources).
O u t c o m
e T i
m e
Costs
Qualit
y
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Project ManagementProcess
The basic elements of project managementare illustrated in this project life cyclediagram.
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Project Life CycleInitiation Phase (Scoping the Plan): identify need,deliverables & assign priority.
Planning Phase (Developing the Plan): projectspecifics, such as tasks, milestones, and associatedcosts.
Implementation Phase (Executing the Plan):applies project plan; direct team in producingdeliverables; implement approved changes andcorrective actions.
Monitoring & Controlling Process: monitor theprojects schedule and budget, making adjustments asnecessary, mitigate risk.
Completion Phase (Closing Out the Project): project assessment & wrap-up report, integrating into ongoingoperations.
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Communication PlanWhenever people work together, communication isan essential ingredient for success
A communication plan describes how you're goingto keep the people involved with a project informed.
Communication strategies may be simple orsophisticated and can range from a weekly statusreport to a collaborative Web site. At their core,communication plans answer the questions:
Who needs to know?What do they need to know?When do they need to know it?
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Scoping theProject
DevelopingthePlan
Scoping theProject
Launching theProject
Monitoring &Controlling
Closing OuttheProject
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Scoping the Project
Define theProject Objectives
State the Problem/Opportunity
Establish the
Project Goal
Identify the
Deliverables /Success CriteriaList Assumptions,Risks, Obstacles
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Define theProject Objectives
State the Problem/Opportunity
Establish the
Project Goal
Identify the
Deliverables /Success CriteriaList Assumptions,Risks, Obstacles
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Constraints achieving this Stage.
Lack of availability of literature to review. improper information recorded about the
project area. Incapability of the observer. Concealment of Facts/misinformation about
the problem.
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Define theProject Objectives
State the Problem/Opportunity
Establish the
Project Goal
Identify the
Deliverables /Success CriteriaList Assumptions,Risks, Obstacles
Establish the Project Goal
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Primary Project Goal A project has one primary goal which gives purpose
and direction to the project.
Defines the final deliverable and outcome
States in clear terms what is to be accomplished.
Is a reference point for questions about scope andpurpose of the project.
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Define theProject Objectives
State the Problem/Opportunity
Establish the
Project Goal
Identify the
Deliverables /Success CriteriaList Assumptions,Risks, Obstacles
Define the Project Objectives
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Define the ProjectObjectives S.M.A.R.T.
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Sample of the Objectives To assess the present education level of theinhabitants of district Pishin.
To work with Community coordinators to developdatabase of schools in district Pishin.
To document the facts and design trainingprogram for school teacher.
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Constraints achieving this
Stage. This stage relates to the identification of theproblem, if the problem is clear the objectivescould be defined easily.If the person designing the objectives doesnot have deep knowledge of the problem. S.M.A.R.T. objectives could not be designed, if
the information about the problem is based onfactious information.
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Define theProject Objectives
State the Problem/Opportunity
Establish the
Project Goal
Identify the
Deliverables /Success CriteriaList Assumptions,Risks, Obstacles
Identify the SuccessCriteria / Deliverables
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Success Criteria /Deliverables
Clearly state the expected impact. Articulate/quantify outcomes so success
can be measured. Make a list of the deliverables to be
produced by the project. Describe each deliverable in an
unambiguous manner that is understoodby the team member responsible for it.
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Define theProject Objectives
State the Problem/Opportunity
Establish the
Project Goal
Identify the
Deliverables /Success CriteriaList Assumptions,Risks, Obstacles
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Assumptions & Risks Identify factors that might affect the outcome or
completion of the project. Used to alert management & the project team to
factors that may interfere with project work.
Types of assumptions and risks; Technological (equipment problems) Environmental (weather) Interpersonal (need to rely on student workers)
Cultural (ensure dont omit consultation with a keystakeholder group) Political (the current economic crisis)
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Scoping theProjectDevelopingthe
Plan
Defining theProject
Launching thePlanMonitoring &Controlling
Closing Out
theProject
Developing the Plan
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Making Time to PlanInvest in the Planning ProcessInvest in the Planning Process
Taking the necessary time to plan & developeach phase of the project is key to a
successful project all the more important if you are new to project management or to theobjective of the project
Just getting on with the project can be arecipe for failure
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Pre-Planning -Environmental Scan
Brainstorm ideas.
Conduct visits to project site. Research the topic. Review professional literature.
Examine best practices to thesimilar projects.
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Planning Phase
Construct/Analyze
Project NetworkPrepare theSchedule/Timeline
Identify Project Tasks (WBS)
Estimate Task
DurationDetermine ResourceRequirements
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Construct/Analyze
Project NetworkPrepare theSchedule/Timeline
Identify Project Tasks (WBS)
Estimate Task
DurationDetermine ResourceRequirements
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Work Breakdown Structure(WBS)Breaks the project into chunks of work at alevel of detail that meets planning andscheduling needs.
Broader
Narrower
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WBS Preparation Characteristics of a good WBS: Status/completion are measurable
Clearly defined start/end events Activity has a deliverable Time/cost easily estimated Activity duration within acceptable limits
Work assignments are independent
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Construct/Analyze
Project NetworkPrepare theSchedule/Timeline
Identify Project Tasks (WBS)
Estimate Task
DurationDetermine ResourceRequirements
Estimate Task Duration
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Estimate Task Duration
Estimate task durations basedon:
Similarity to other activities. Historical data. Expert advice. Skill levels of staff involved.
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Construct/Analyze
Project NetworkPrepare theSchedule/Timeline
Identify Project Tasks (WBS)
Estimate Task
DurationDetermine ResourceRequirements
Determining ResourceRequirements
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Determining ResourceRequirements Identify all the resources required for each
activity.
Estimate the duration of each task. Linkage between and among
activities/tasks
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Project Organization &Resources People - skills and value Facilities Equipment Money Materials Time
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Responsibility Matrix Creates accountability by assigning each task to aperson
Task A B C
Activity 1 x
Activity 2 x
Activity 3 x
Construct/Analyze
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Construct/AnalyzeProject Network
Construct/Analyze
Project NetworkPrepare theSchedule/Timeline
Identify Project Tasks (WBS)
Estimate Task
DurationDetermine ResourceRequirements
C /A l P j
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Construct/Analyze ProjectNetwork
The project networkproject network is the set of project taskspresented in sequence with their dependencies,durations, resources & milestones. Dependencies create the backbone of the project network
e.g. Task B cannot begin until task A is complete.
The project network or can be represented as asimple list or visually in chart form.
A. Design graphics B. Insert content
Prepare the
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Prepare theSchedule/Timeline
Construct/Analyze
Project NetworkPrepare theSchedule/Timeline
Identify Project Tasks (WBS)
Estimate Task
DurationDetermine ResourceRequirements
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Project Scheduling Timeline for the projects activities ininsequencesequence with:
MilestonesActionsStart & End DatesRelationship among activities
Types of timelines: text tables,GANTT charts, Critical paths, PERTcharts, etc.
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Critical Path A Critical path is the sequence of project network terminalelements with the longest overall duration , determining theshortest time to complete the project.
The duration of the critical path determines the duration of theentire project. Any delay of a terminal element on the criticalpath directly impacts the planned project completion date (i.e.
there is no slack on the critical path ).A project can have several, parallel critical paths. An additionalparallel path through the network with the total durations justshorter than the critical path is called a sub-critical path.
The critical path method was invented by the DuPont
corporation and originally considered only logical dependenciesamong terminal elements.
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Timeline in Tabular FormGood approach for schedules without manysets of activities in complex relationships.
Does not require specialised skills inpreparing GANTT charts, etc.
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GANTT Chart Visual scheduling tool Graphical representation of
information in WBS Show dependencies between tasks,
personnel, and other resources
allocations Track progress towards completion
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Sample GANTT Chart
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Critical Path Longest pathway to your goal. Know your critical path and manageto it.
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PERT ChartsProgram (or Project ) Evaluation and ReviewTechnique designed to analyze and represent the tasks involved incompleting a project.Used more in R&D-type projects where time, rather thancost, is the major factor.PERT is intended for very large-scale, one-time, complex,non-routine projects.
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Project Planning Tools
Project softwarePost it notes on wall
3 x 5 cards in colors for each taskChalk board
Document everything!!Document everything!!
Ri k M
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Risk ManagementPlanning
Identify risks and potential obstacles to theproject that:
could significantly impact on itscompletionare reasonably likely to occur
Incorporate steps in plan to mitigate riskand avoid obstacles.
Monitor the risks you've identified andwatch for new risks that may arise.
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Achieve Balance between
Planning and Flexibility The project plan needs to be clear and firm inorder to avoid ambiguity but flexible enoughto accommodate changes and unanticipatedevents.
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Launching the Project
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Scoping theProjectDevelopingthePlan
Defining theProject
Launching theProjectMonitoring &ControllingClosing Out
theProject
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Launching the ProjectCommunication
Kickoff meeting with project team (& perhapsmajor stakeholders.
Regular team meetings to review progress.
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Monitoring & Controlling
Monitor Status - Review Meetings
Manage Change & Resolve Conflicts
Analyze Variances
Plan and Take Corrective Action
Report Status to Stakeholders
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Scoping theProjectDevelopingthePlan
Defining theProject
Launching theProjectMonitoring &Controlling
Closing Out
theProject
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Closing Out the ProjectComplete Closing Activities (acknowledgeyour team & celebrate successes)
Document Best Practices
Close the Project
Hand off service/support to operational units
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Project Closing
What worked well and what could have beenimproved
Would they want to do it again, if so, how oftenand in what form.Final report to the projects sponsor.
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Theory of Constraints (TOC) Dr. Eliyahu M. Goldratt in his1984 book titled The Goal .
h f C i
http://en.wikipedia.org/wiki/Eliyahu_M._Goldratthttp://en.wikipedia.org/wiki/The_Goal_(novel)http://en.wikipedia.org/wiki/The_Goal_(novel)http://en.wikipedia.org/wiki/Eliyahu_M._Goldratt -
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Theory of Constraints
(TOC)Theory of Constraints (TOC) is an overallmanagement philosophy introduced by Dr.Eliyahu M. Goldratt in his 1984 book titled The Goal .The title comes from the contention that any manageable
system is limited in achieving more of its goal by a verysmall number of constraints, and that there is always atleast one constraint. The TOC process seeks to identify the constraint and
restructure the rest of the organization around it, throughthe use of the Five Focusing Steps .
http://en.wikipedia.org/wiki/Management_philosophyhttp://en.wikipedia.org/wiki/Eliyahu_M._Goldratthttp://en.wikipedia.org/wiki/The_Goal_(novel)http://en.wikipedia.org/wiki/Theory_of_Constraintshttp://en.wikipedia.org/wiki/Theory_of_Constraintshttp://en.wikipedia.org/wiki/The_Goal_(novel)http://en.wikipedia.org/wiki/Eliyahu_M._Goldratthttp://en.wikipedia.org/wiki/Management_philosophy -
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The five focusing stepsIdentify the constraint (the resource or policy that preventsthe organization from obtaining more of the goal).Decide how to exploit the constraint (make sure theconstraint's time is not wasted doing things that it should
not do)Subordinate all other processes to above decision (align thewhole system or organization to support the decision madeabove)Elevate the constraint (if required or possible, permanentlyincrease capacity of the constraint; "buy more")If, as a result of these steps, the constraint has moved,return to Step 1. Don't let inertia /unwillingness become theconstraint.
http://en.wikipedia.org/wiki/Social_inertiahttp://en.wikipedia.org/wiki/Social_inertia -
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