Project Management – Managing Clients for

Success

By Tim Lok

http://www.linkedin.com/in/timlokMSN: loktinhung@yahoo.com.hk

facebook: loktinhung@yahoo.com.hk

Agenda

Introduction Project Synchronization Project Communications Pre- and Post-Delivery Outsourcer Tasks Recognizing Cultural and Work Differences Managing for Success Q&A

1. Introduction

1.1 Framework - PMBOK/PRINCE2 1.2 PLC (Project Life Cycle) 1.2 Triple Constraints 1.3 What is a PM? 1.4 Milestones

1.1 Framework

1.1.1 PRINCE2 Owned and maintained by the UK Office of

Government Commerce (OGC) Commonly used as the standard for all types of

government projects in HK 1.1.2 PMBOK

By Project Management Institute from the U.S. Well known framework especially for private

companies in HK

1.1.1 PRINCE2

1.1.2 PMBOK

1.2 PLC (CDEF)

1.2 Triple Constraints

1.2.1 Scope/Quality 1.2.3 Time/Schedule 1.2.4 Cost

Tetrad Trade-off 四维平衡

Scope

1.3 What is a PM?

“A project manager’s main duty is to ensure the success of a project by minimizing risk throughout the lifetime of the project.”

PM Tips

Promise only what you know can deliver (Expectations! ! !)

Provide deliverables instead of a percentage % to your customers

50% of your time falls into communication Don’t be naïve

It is only 10 min to code this (but ~5 days to Integrate, Review, Design, Test, Schema and, I18N support, Styling etc.)

PM Tips (cont.)

Ask penetrating questions, detect unstated assumptions, and resolve interpersonal conflicts

Rough project estimation = Sum of all function points / 22 (work days in month) / Number of relevant people

Know the buzz words: waterfall, agile, Extreme Programming (XP), RUP (Rational Unified Process)

1.4 Milestones

A measure of the progress of a project Tangible items (reports, prototypes, other

documentations…) Monthly milestones for large project Weekly milestones for like a 2-month project

2. Project Synchronization

Risk Management

3. Project Communications Stakeholder analysis

Identify information requirements of all parties; ensure communication channels in place; track required message delivery.

Communication Plan Establish communications lists and interest areas; solicit

feedback on information adequacy; exploit technology to improve communications.

Schedule and issues reviews (frequently at first); plan for periodic reviews; facilitate reviews and working meetings in special interest areas.

Establish comprehensive definition of documentation requirements; distribute standard report formats; track data production and approvals; establish project data library structure.

4. Pre- and Post-Delivery Outsourcer Tasks

4.1 Outsourcers Responsibilities Project Plan for the Analysis, Design, Construction, Verification,

and Delivery Assignment of Appropriate Resources Provide Management Insight Estimate Time Resources Make Available Legitimate/Licensed Technologies Manage Change Communicate Retain Synchronization with Client/Client Artifacts

4.2 Artifact & Component Construction/Qualification/Delivery Outsourcers are also responsible for artifacts…

Documents Design Technical Specifications Plans Proof of Capability (Test Deliverables) Usage Information Support Documents

Code Services

Training & Orientation Transitional Support

Insure Client Input Adequacy

“Some” Cultures Do Not Question Impact – Incorrect Delivery/Wasted Time

Outsourcers should Question when in Doubt Respond Only After Consensus Understanding Deliver in small pieces

5. Recognizing Cultural and Work Differences

Task vs. relationship orientation Group vs. individual orientation Power distance Direct vs. indirect communication

preferences.

Task vs. relationship orientation The U.S. has the strongest task orientation in the world, while

India, China, Mexico, and the United Arab Emirates, among many others, tend to be much more relationship-oriented.

HK is very much similar to the U.S. Task-oriented cultures focus on establishing business

relationships by demonstrating competence, while relationship-oriented cultures value the demonstration of positive intentions much more highly.

The vast majority of cultures in the world are relationship-oriented.

Group vs. individual orientation

China is one of the most strongly group-oriented cultures in the world. Mexico, the United Arab Emirates, Japan, and India are also group oriented, while Australia, the United States, and the United Kingdom are the highest in individual orientation.

HK is similar to China in this point.

The Power Distance

High Power: Mexico, China, HK, and the UAE. Low Power Australia, Denmark, and Sweden. The U.S. is also on the low power side, though to a

lesser degree than others. Failure to recognize and adhere to power distance

values can seriously damage a cross-cultural relationship.

Direct vs. indirect communication preferences.

Direct

Israel, Germany, France, and the U.S. are direct cultures,

while communication in China, India, Mexico, Japan, is usually very indirect.

Indirect

Notes

http://www.clearlycultural.com/geert-hofstede-cultural-dimensions/power-distance-index/

6. Managing for Success

Meeting Client (your) Obligations

Sometimes YOU don’t Know What You Want Until YOU See IT

Meeting Client (your) Obligations (cont.)

Prioritize KISS (Keep It Simple & Straightforward) Organize Share Vision Assume nothing Segment Project in Time Blocks Important Elements >> Explicit Contract

Measuring Progress

Traditional… Schedule/Deliverable (Gantt Chart)

Measuring Progress (cont.)

Permutations Estimated Hours Remaining by Date Burn down charts Pareto Diagram

Maintaining Healthy Communications

Transparent & Timely Clear, Concise Informative Independent Open Honest Two-way

Managing Delivery & Implementation

Influencing Factors… Indicators (Metrics) Communication Barometer Alternative “Burn Down Paths” “Point-of-no-Return” Passage Impasse Successes Component Completion (incremental value)

Managing Delivery & Implementation (cont.)

Rules… Manage what you can Influence what you can’t Vigilant Communications Flexibility Tracking/Trending (pragmatic & fluidity) Exercise Responsible Jeopardy Flagging Commitment Standards/Rules Adherence Prepared for Accepting Delivery Turnover