project management implementation,monitoring control

8/14/2019 Project Management Implementation,Monitoring Control

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Ghana Institute of Management and PublicAdministration (GIMPA)

CSIRCSIR(Senior Management Development Programme)

PROJECT MANAGEMENT:IMPLEMENTATION, MONITORING &

CONTROL

Dr. Joe Oteng-Adjei

Monday, June 22, 2009


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Integrated Business Strategy

Business

Goals

Productand

Project

Portfolio

Product

Strategy

Delivery

Strategy

Business

Systems

Strategy

OPERATIONAL

STRATEGIES

TARGETS

POLICIES

FinancialControl

Strategy

Marketing

Strategy


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CHA

NGE

Project

The Business Approach

s Team Working

s Cross Functional Perspective

s Process Orientation

s Logical Progression

s Strong Leadership


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Project Typess

Capital Facilities

s I.T. / Computing

s

Research & Development

s Product Introduction & Launch

s

Company Mergers & Acquisitions

s Organisational Change

s


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Why Undertake Projects ?s Financial

q Social

s Political

q Strategic

s Legislation

q Business Process Redesign


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What is a Project ?


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What is a Project ?s Specific Goal / Objective

s Defined Time Cost and Quality

s Unique and One-Off

s Finite Durations Multi-skilled Teamwork

s Many Interrelated Tasks

s Complex Relationships

s Deliverables

s Life Cycle - Phases


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s A PROJECT HAS A TEAM OF PEOPLE WORKING

TOGETHER TO COMPLETE A PARTICULAR TASK :

q By a

SPECIFIED TIME

q within a

SPECIFIED BUDGET

q to a

SPECIFIED STANDARD

Specific Goals and Objectives


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TIME

QUALITY

COST

BEST

CHEAPEST FASTEST

ECONOMICALECONOMICAL REASONABLEREASONABLE

ADEQUATEADEQUATE

ACCEPT

ABLE

P

ROJECT

Project Management Objectives


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PROJECT

MANAGER

Project

Team

Responsibility for ProjectResponsibility for Project

Authority over PersonnelAuthority over Personnel

GeneralManagement

Responsibility and Authority


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The Ultimate Challenge

s The ultimate challenge for project managers is tomeet cost, schedule (time) and quality goals of theproject without damage to the environment.

q That means project ends with high morale, greatrelationships with customers, and vendors thatcant wait to work with you on the next project.


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THINK PLAN DO

OR...

FEASIBILITY PHASE

PLANNING PHASE

ACTION PHASE

Project Phases


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Product Development

Prototype

ProductPlanning

Design &

Production Trials Launch

Conceptual

Study

CONCEPTCONCEPT P L A N N I N GP L A N N I N G I M P L E M E N T A T I O NI M P L E M E N T A T I O N

IDEA

Devpmnt

Testing

OnSale

7 6

5

4

3 2

1 0

OPERATIONOPERATION

1 1


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Project Life Cycle1-1


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Product vrs. Project Life Cycle

s New product development, like a project, has abeginning and an end and produces a uniqueproduct, it may consist of more than a single project.

q The product development life cycle describes thework required to create the product. The projectlife cycle focuses on managing the work.

q A product life cycle may contain many projects,each of which must go through the full project lifecycle.


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s HARDWAREq Project Network Analysisq Work Breakdown Structuresq Planning and Scheduling

q Control Techniques

s SOFTWAREq Teambuilding

q Leadershipq Presentationq Communication

The Two Components of Project Management

Th T h i l d S i lt l Di i f1-5


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The Technical and Socio-cultural Dimensions of

the Project Management Process

1-5


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1.1

1.1.1 1.1.2 1.1.3

PROJECT

1.2 1.3

1.3.1 1.3.2

B

D

C

F

GEAA

B

C

D

E

F

G

Work BreakdownStructures

Project Network

Techniques

CPM / PERT

Resource

Allocation

Progress

Measurement

Proven Techniques for Project Management


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OBJECTIVES

HOOK-UP

MAINTENANCE

WBSWHAT

HOW

HOW MUCH/WHO

WHEN

WHAT - IF

WHERE

WHAT DIDWE LEARN

Eight Steps to Project Success


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Project Characteristics - A Summary

s A project is an enterprise with fixed objectives and

goals of :q Timeq Costq Quality

s All industries, sectors and organisations carry outprojects.

s The strategy of an organization is achieved by projectsthat are successful

s Peo le carr out ro ects in teams with a leader.


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Power/Interest for Stakeholders Prioritization


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Power/Interest for Stakeholders Prioritization


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OBJECTIVES

HOOK-UP

MAINTENANCE

V

PLANS &BUDGETS

DETAILEDWORKING

SCHEDULES

COMPAREPLAN /ACTUAL

ReviseRevise

ScheduleSchedule

ReviseRevise

Plan / BudgetPlan / Budget

ChangeChangeObjectivesObjectives

Management Planning Cycle

F k


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PROGRAMME /PROJECT

Framework

I l t ti


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Implementation

s

Once the project funding has been approved,the originating authority must ensure thataction is taken to implement the project.

s Implementation usually entails:

q detailed implementation planning,

q

tendering and award of contracts,q purchase of materials,

I l t ti


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Implementations Implementation usually entails:

q the construction of the physical components of theproject,

q the purchase and installation of equipment and

q putting in place the institutional systems, policiesand procedures to facilitate implementation.

s Monitoring becomes essential once implementation

has started.

M it i D fi iti


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Monitoring: Definition

M it i D fi iti


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Monitoring: Definitions Monitoring implies

q watching,

q observing,

q tracking and

q documenting project implementation

q in order to ensure compliance to project plan.

M it i D fi iti


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Monitoring: Definition

s Monitoring is the process of collecting,analysing and using data/information aboutthe actual situation and comparing it to the

planned or expected situation to providefeedback to management staff for appropriateaction to be taken to ensure that performance

is on track.

M it i : Ch t i ti


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Monitoring: Characteristics

s

Traditional monitoring focuses onimplementation monitoring (tracking inputs,activities and outputs)

while

s Performance-based monitoring entails theregular collection of actual results (i.e. outcomesand impacts or goals)

Traditional (implementation) M&E


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r t n ( mp m nt t n) M&Evs. Performance-Based M&E

Impact

Outcome

Output

Activities

Inputs

Long-Term, widespread improvement

in society (End Outcome)

Intermediate effects of outputs on

clients (Intermediate Outcome)

Product and Services produced

Tasks personnel undertake to transforminputs into output

Financial, human and material resources

C ntr l Definiti n


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Control - Definition

C t l D fi iti


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s Project Control includes all activities that keep the projectmoving towards the goal. These include:

q Progress measurement

x Helps to identify problems early and serves as a

feedback to managementq Communication

x Keeps all the participants coordinated and aware ofproject progress and changes

q Corrective actionx Day to day responses to all the obstacles and problems

a project may encounter

Control - Definition

What Needs Controlling


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= CHANGGE RIS

K


s

SCOPEs QUALITY

s COST

s SCHEDULE (TIME)

s RESOURCES

s ORGANISATION / MANAGEMENT

s DELIVERABLES / BENEFITS

s

CONTRACT

Plan / Monitor / Control


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COST QUALITY

TIME

PLAN

MONITOR

CONTROL

Plan / Monitor / Control

Monitoring and Control


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HOOK-UP

MAINTENANCE

PLA

N

Monitoring and Control

GATHER DATA

ANALYSIS & CONCLUSIONS

CONSOLIDATE INFORMATION

MONITOR

DECISIONS / APPROVAL

AMEND PLAN

COMMUNICATE / FEEDBACK

TAKEACTION

Monitoring the Project


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What is happening and where are we going

Monitoring the Project

s Objectiveq Accumulate progress data

q

Determine performance by analysingsignificant deviations

q Forecast the impact on the project

Monitoring Involves :


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ReportsReports

ReviewsReviews

MeetingsMeetings

REACT & FEEDBACKREACT & FEEDBACK

Monitoring Involves :

s Information Gatherings Consolidating Datas Analysis, Conclusions and

Recommendations

Consolidating to Information


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Consolidating to Information

s Graphs

s Barcharts

s Resource Charts

s

Progress Performance Curves

s Summary Reports

Reviews


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Reviews

s The three main types of reviews are:

Project Progress Reviews Design/Technical Reviews Project Completion Reviews

Project progress reviews


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Project progress reviews

s Responsibility

q The project manager should be

responsible for calling progress

reviews.

Project Progress Reviews


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s

Aimsq Review progress against the master

schedule

q

Review progress against work packageschedules

q Review expenditure against the work

package budgets

q Assess the amount of work to be

completed and now accepted



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s Outcomeq Discuss and agree any control actions

which are necessary.

q Document actions arising for the project

controller to progress.

q The project owner should be responsible

for progressing commercial matters.

Design Reviews


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Design Reviews

s Responsibilityq The project manager should be responsible for

calling design reviews.q Staffs who are not directly involved in the

design work or project should be involved

Design Reviews


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Design Reviewss Aims

q It is a preventative evaluation rather than a postmortem.

q A formal, documented and systematic study of a

design by specialists not associated with itsdevelopment.

q Addresses: function, reliability, values and

appearance.

Design Reviews


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Design Reviews

s Outcomeq Assesses: quality, adherence to

specification, customer requirements,use of appropriate techniques orapproach / methodology, design formanufactures and costs.

q Document actions and responsibilities.

Project Completion Reviews


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s Responsibilityq The project owner should be

responsible for calling the review.

q Attended by all appropriate staff who

worked on the project.



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Project Completion Reviewss Aims

q Discuss the methods/procedures used at each stage ofthe project.

q Discuss the degree of success or failure of the

method/procedure.

q Establish the lessons learned.

q Highlight any problems and establish their causes.

q Review the overall financial and technical success of

the project.



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r j ct mp t n w

s Outcome

q The project manager should complete a

post project completion report and circulate

this as appropriate.

Meetings


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g

s

Meetings are needed to aid communicationswithin the project team and between the teamand external parties.

s A meeting is a natural group, convened forcarrying out the process of specific decision-making, communications and problemdefinition.

Meetings


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gs Principles

q Clearly define the purpose and an agenda.

q Keep meetings to a minimum.

q Involve interested parties who will make a

positive contribution.

Meetings


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gs Aims

q Important that clear, concise and actions

and statements are produced and

circulated.

q Actions should include owners and

timescales.

Take Action


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sWithout the ability to take action

and make decisions, control is

meaningless.

sThe input to control is the

monitoring process and the output

from control is the changeprocess.

Take Action


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sTaking action involves three steps:qMaking decisions and getting

approval

qAmending the plan

q Publishing the plan and feeding

back

Lesson 1


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s A crow was sitting on a tree, doingnothing all day. A small rabbit saw thecrow and asked him, Can I also sit likeyou and do nothing all day long? The

crow answered: Sure, why not. So, therabbit sat on the ground below the crowand rested. All of a sudden, a fox

appeared, jumped on the rabbit and ate it.

Lesson 1


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s

Moral of the StoryqTo be sitting and doing

nothing, you must be sittingvery, very high up.

Lesson 2


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s A turkey was chatting with a bull. I would love to

be able to get to the top of that tree, signed theturkey, but I havent got the energy. Well, whydont you nibble on some of my droppings? repliedthe bull. They are packed with nutrients. The

turkey pecked at a lump of dung and found that itactually gave him enough strength to reach the firstbranch of the tree. The next day, after eating somemore dung, he reached the second branch. Finally,

after a fortnight, there he was proudly perched at thetop of the tree. Soon he was promptly spotted by afarmer who shot the turkey out of the tree.

Lesson 2


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sMoral of the Story

qBull shit might get you to the top,but it wont keep you there.


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Visibility Room


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