Effec%ve

Project Management with MS

Project Course
for
China Civil Engineering Construc%on Corpota%on (CCECC)
 Tell us about yourself

•  Tell us about yourself:

–  Name,
–  Educa5onal Background
–  Designa5on, role,
–  Your expecta5on from this
course

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 Administra5ve points
•  Kindly put your Cell Phones in Silent Mode during the Training !
•  Following 5me, schedule
•  Avoid cross talking
•  Ask Ques5on – Every Ques5on is a good ques5on .
•  Take Responsibility of your Own Learning – Par5cipate by sharing your
opinions and experiences.

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 Day wise course plan

Day 1
Project Ini5a5on Day 2
Project scope planning
Project schedule planning Day 3
Workshop 1: WBS
Workshop 2: CPM
Project budge5ng
Communica5on, Project
risk planning
Day 4
Project quality mgt, Workshop: Risk Register Procurement planning
Resource,
Project execu5on
Workshop 3: RACI
Project Monitoring
Project closing

Wrap up and final
presenta5on

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 Project

Project is a temporary endeavor undertaken to create

unique product, service or result

Product
Temporary Unique Service or
Result

Does not apply

Definite Does not Fundamental Component,
to the
beginning and mean short in uniqueness of capability,
outcome of
end dura5on the project outcome
the project

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 Project Management
* Project management is The applica5on of knowledge, skills, tools, and
techniques to project ac5vi5es to meet the project requirements

Iden5fy
Requirements

Iden5fy
Various
Needs,
concerns

Balancing project
constraints

The defini5on has been taken from the Glossary of A Guide to the Project Management Body of Knowledge, (PMBOK®
Copyright©stc bangladesh Guide)-fifth Edition,
6
Project Management Institute, Inc., Page: 554
Compe5ng Project Constraints

Scope
Schedule

Risk Resources Budget Quality

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 Rela5onship among Por]olio, program and project
management

Por]olio Management: Is a collec5on of projects or programs and other work that

are grouped together to facilitate effec5ve management of that work to meet
strategic Business Objec5ves

To review and
align por]olio to Proogram Management: A group of related projects that
achieve business
strategy are managed in a coordinated way to obtain benefits and
control not available from managing them individually.

Project
Projects are o_en u5lized as a means of
interdependency achieving organiza5ons strategic
Usually, by
senior objec5ves.
management of
the organiza5on Strategic
opportuni Technologi
Resource cal Legal
Market 5es/ Customer Requireme
Constraints and Demand request advancem
issue business nt
ent
management need

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 PMO
A Project management office (PMO) is a management structure that standardizes the project-related
governance processes and facilitates the sharing of resources, methodologies, tools and techniques.
The responsibili5es of a PMO can range from providing project management support func5on to
actually being responsible for the direct management of a project

Iden5fying Provides consulta5ve role by providing templates, best prac5ces,

training, access to informa5on and lesson learned from other projects.

Provide support and require compliance through various mean. Compliance

may involve adap5ng PM frameworks or methodologies, using specific
templates, forms, tools or conformance to governance.

Takes control by directly managing the project.

iden%fying Coordina%ng
Coaching, Managing shared
methodology, best communica%on
mentoring resources
prac%ces across projects
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Project Vs. Opera5ons

Perform
work

Change Ongoing

Opera5on
Project
s

Temporar Con5nuo
Unique Repe55ve
y us

Definite Iden5cal
Not done
start and Replica5o Non stop
before
ending n

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The role of a project manager is dis5nct from that of a func5onal manager
or opera5ons manager. Typically, the func5onal manager focuses on
providing management oversight for a func5onal or business unit.
Opera5ons managers are responsible for ensuring that business opera5ons
are efficient. The project manager is the person assigned by the performing
organiza5on to lead the team that is responsible for achieving the project
objec5ves.

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 Role of a Project Manager

q  Have the accountability and authority to

accomplish the project work

q Make sure the project is completed within

Schedule and within budget

q  Determine and deliver required level of

quality

q Select Appropriate process for the project

q Identifies and analyses constrains and

assumptions

q Leads and directs project planning effort

q Identifies dependencies between activities

q Assist project team during execution

q Reports Project progress on time

Project Manager is
accountable for project
success or failure
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THE PROJECT MANAGER’S SPHERE OF INFLUENCE

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Copyright©stc bangladesh 14
Project Stakeholders

Customer/user

Sponsor

Por]olio Manager/Por]olio
Management board

Program Manager

PMO

Project Manager

Project Team

Func5onal Manager

Opera5ons Management

Seller/business partner

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 Interpersonal skills of PM
•  Leadership
•  Team building
•  Mo5va5on
•  Communica5on
•  Influencing
•  Decision making
•  Poli5cal and cultural awareness
•  Nego5a5on
•  Trust building
•  Conflict management
•  coaching
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 Project Life-cycle
Ini%ate the Project
Define the problem, think of a solu5on, Authorize Project Manager through
Charter

Plan the Project:

What must be done, by when , what is the cost, quality criteria etc.

Execute the project:

Based on the plan

Monitor and control the project:

Are we on target? If not, what must be done?

Close project:
What went well, where is the scope for improvement.
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 Project Lifecycle
Project lifecycle is the collec5on of generally sequen5al and some5mes overlapping
project phases. It has following lifecycle structure

Cost and staffing level Copyright©stc bangladesh 18

 Impact of variable
Stakeholders influence, risk and uncertainty are greatest at the start

Cost of changes increases as the project progresses

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Organiza5onal influence on projects

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Project Boundary

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Project knowledge areas

Scope

Stakeholders Time

Procurement Cost

Integra%on

Risk Quality

Communica5on HR

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Transfer
Obtain
Share closing Collect lesson Archive Project Management Roadmap
administra5v
ownership
e cloure
report learned document END stc bangladesh
www.stcbangladesh.com

Obtain final
acceptance

Issue log Monitor
Validate
Closing Scope
Lesson Procuremen Monito
r risk
learned t
In s p e
c5on

Monitoring
Finalize and Acquire & &
gain formal
approval of Execu5ng manage Dev a
team nd lead Controlling
Iden5fy Risks the plan project
and perform Assure
resource
Quality Manage
analysis
Commn. age
Man holder
stake
Plan Change
management

Prepare
procurement Plan Determine Es5mate Create & Create
Develop Develop
communica Plan HR quality Resource & sequence Create WBS Project scope
documents Budget Schedule
5on standard Dura5on Ac5vity statement

Finalize
Requirement
Develop Document
Iden5fy high Project
Ini5a5ng Iden5fy key
deliverables
level risk, Charter &
Stakeholder
analysis
Planning
constraints obtain
approval
5 phases of a project

Closing

Monitoring &
Controlling

Execu%ng

Planning

Ini5a5ng
Ini%a%ng

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 Project Ini5a5on steps

Project Manager Develop project Iden5fy

selected charter Stakeholders

Create Develop
Consult Lesson
measurable stakeholder
Learned
objec5ves management plan

Uncover ini5al
Review Business
requirements and
Case
risks

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 Some basic facts
• Sponsor • Someone external to the • Should have name of the
• Project manager can assist project like sponsor, PMO, project manager
him in the process por]olio steering • Should be within 2/3 pages.
commimee • It should be broadly framed
• Who has the ability to fund with very high level
the project milestones, tenta5ve cost
etc to ini5ate data

Who creates
Signed by Consist of
the charter

• As early as possible

• Best when the project is
assigned
• If not possible, PM must be
assigned before planning

When
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 Charter contains

Purpose and jus5fica5on

Project objec5ve and success criteria

High level Requirement

High level risk

Summery Milestone and budget

Project Approval Requirement

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 BD Wedding Planners Ltd.

Project Name: Organize the event for Ishita’s wedding

Project Start & 01 April 2008 Project Complete By: 22 Nov 2008
completion
Problem Ishita’s engagement was held on 17 March 2008. During organizing that event,
Statement Ishita’s father realized that orgazining a event like wedding would be tough for
him. So he decided to go for event planner and given the contract to BD wedding
planners ltd.
Business Need From BD Planners perspective, this is a viable project to run as the company is
and Project expecting to make a profit of BDT. 7 lac. Moreover as this is a cost reimbursement
Justification contract and the sponsor is to repay the money within 10 days, BD planners is
expecting risk of financial loss.
Project Mr. Asief Masoor, (Sr. manager, event mgt) will have the full authority to manage the
Group Exercise : project

Manager & project.

Authority Level
Resources Jinat Laila, (who was very good in packing gift item during Engagement) will be
Pre-assigned responsible for packing of gift items.
Stake holders Department Role
Ishita’s parents Sponsor

Ishita’s friend & Family’s Provide requirement along with parents

Decorator and other suppliers Execute the plan

charter

Brief Project Arrange Gaye holud, Wedding reception walima is the responsibility of BD
Scope/ planners. The scope are
Deliverables 1. Dress, jewelry, Food arrangement
2. Invitation management
3. Band party arrangement
4. Decoration
5. Gifts supplier arrangement and packing
6. Photography
Out of scope: arrangement of honeymoon will be done by new couples.
High level
Milestone Hall booking (31 April) Invite guests (22 Oct)

Finalize all suppliers Complete all shopping

(July 15) (30 Oct)

Initial Risk 1. Getting hall room might be a problem

2. Price hike for gold
3. Getting high class supplier during the wedding season

Project Time: 8 months

Assumption Cost:40 lac
and constraints Quality: Not below standard of Shehreen’s (Mr. Rauf’s friens daughter) wedding.
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Other: there might be only 8 friends and family helping BD planners arranging the
28
wedding
 Iden5fy stakeholder-TT

Stakeholder analysis

•  Iden5fy all
stakeholders - their
Step 2 •  Assess how key
stakeholders are likely
roles, departments, • Classify the stakeholders – to react or respond in
mul5ple classifica5on models
interests, knowledge are available including: various situa5ons
levels, expecta5ons • Power/Interest grid
and influence levels • Power/Influence grid
• Influence/Impact grid

Step 1 • Salience model

Step 3
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 Power/interest grid
Interest
Power

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 Stakeholder Register for Ishita’s Wedding
BD Wedding Planners Ltd.

Name/Group Internal/ Role Contact informa%on Major requirement/ Phase with Power, Classifica%on
external Expecta%on interest Interest

Abdur Rauf Father of Sponsor abdur.rouf@abc.co - Excellent card, venue All LH Supporter
Chowdhury bride- Internal m - Guest sa5sfac5on
+880 141001231
Suraiya Begum Mother of Provide +880 412998761 - jewelry should be top in All HH Supporter
bride- requirements class
Internal
Ishita Bride- Provide ishita@abc.com -Perfect recep5on and All HH Supporter
Chowdhury Internal requirement, +880 141330029 other arrangement
finalize op5ons
Star decorator Decorator- Stage decora5on, +880 141267937 Receive finalized Execu5on LL Neutral
External/ supply flowers etc. requirement for stage and
business flowers five days before the
partner program
Tareq Reza Groom- Finalize grooms tareq.re@abc.com Groom’s family should be Planning LH Supporter
external ou]it and +880 146044839 happy
excessories No conflict in the program
Mukul Jamil Cousin of Coordinate with mukul@abc.com The gaye holud program Execu5on LH Supporter
Ishita grooms family +880 1455443322 should be well organized
Abdullah Business Provide +880 14986732 Give 2 days prior no5ce Execu5on LL Neutral
Transport partner transporta5on
when required

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5 process groups

Closing

Monitoring &
Controlling

Execu%ng

Planning
Planning

Ini%a%ng

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 Planning Phase

Finalize
Determine quality Hold kick off
Requirement Develop Budget
standard mee5ng
Document

Determine cri5cal Gain formal

Create Project Plan
pact and develop approval of the
scope statement communica5on
schedule plan

Create WBS and Es5mate Time Iden5fy Risks and Finalize project
WBS Dic5onary and cost perform analysis management plan

Es5mate Prepare
Create Ac5vity
Resource Plan risk response procurement
List
Requirements documents

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 Project Scope Management

Project scope management includes the

process required to ensure that the project
includes all the work required, and only
the work required, to complete the project.

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 ü Scope Planning
Collect
Define Scope Create WBS
Requirement

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 Collect Requirement- Tools and Techniques

Interviews

At first we
Focus group
need to
collect Facilitated workshop
requirements
from Ques5onnaire and surveys

stakeholders
Observa5ons

Prototype
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Collect Requirements-TT

Interviews
•  Project par5cipants, stakeholders, subject mamer expert etc
•  Formal or informal
•  Ques5onnaire
•  One by one

Focus group
•  Prequalified stakeholders , subject mamer expert
•  To learn - expecta5on
•  A moderator is required

Facilitated Workshop
•  Who: Key func5onal stakeholders
•  Objec5ve: define cross func5onal requirement, bring user and
development team together, Joint applica5on development (JAD), find
cri5cal characteris5cs (QFD)
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•  Benefit: issue can be resolved then and there
 Collect Requirements-TT

Ques5onnaire & Surveys

•  Use of sets of ques5ons
•  Large number of respondent

Observa5ons/Job shadowing
•  Viewing individuals
•  Performing the role

Prototype
•  Providing working model of expected product before
actually building it

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Snapshots of Requirement Document

Func5onal
Requirement

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 Define Scope-Tools and Techniques

Everyone has Expert judgment

to come to an
agreement of Product analysis

scope and
create
Alterna5ve Iden5fica5on

‘Project Facilitated workshop

Scope
Statement’
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 Define scope-TT
1. Expert Judgment
•  Other units within the organiza5on, Consultants, Stakeholders,
Technical associa5on, industry group, SME

2. Product analysis
•  Product breakdown, System analysis, Requirement analysis,
System Engineering, Value Engineering and value analysis

3. Alterna5ve Iden5fica5on
Is a technique to generate different approaches to execute
and perform the work of the project

4. Facilitated workshop
•  Discussed

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 Define Scope-Output

Project scope statement

•  Scope descrip5on
•  Acceptance criteria
•  Project deliverables
•  Project exclusion
•  Constraints (predefined budget. Contractual provision)
•  Assump5on

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 Basic idea-Why WBS

PMIism: WBS is used for every project

Ensure Nothing
slips through
Easy to see the fingers
rela5on of
deliverables
Breaks down the
scope to more
manageable
pieces. Allows
improve project
Good team plan
building tool.
Created from
list of every Copyright©stc bangladesh 43
one
 Basic idea-WBS output and rela5onship

Ac5vity
Project

Cost
Procure
es5ma5 Control Account
ment
on
Scope
management

WBS Planning Package

Work Package
Quality Budget

Ac5vi5es
Risk
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 Decomposi5on Ac5vity
Ø Rolling wave planning applies in case of decomposi5on
Ø 100 % rule

Iden5fying and analyzing the deliverables and

related work

Structure and organize the WBS

Decomposing the upper WBS level into lower

level details component

Developing and assigning iden5fica5on code

to the WBS component

Verifying that the degree of decomposi5on of

the work is necessary and sufficient
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 WBS of SBL Data Center
DC

2. Power & 3. Environment 4. Environment 5. Data 6. Backup

1.Infrastructure 7. Training 8. UAT 9.Fine Tuning
Electrical works monitoring Controlling Networking systems

4.1.Door
1.1.Civil 2.1.Electrical Access 5.1.Network
3.1.EMS 6.1.Server
Works Works Control Cabling

1.2.Interior 3.2.IP 4.2.Precision 5.2.Network

2.2.TVSS 6.2.RACK
Decoration Camera AC Device

1.3.Raised 2.3.Earthling 3.3 Smoke 4.3.AC for 6.3.Tape

Flooring System Detection Power Room Drive

1.4Insulation
for Server 2.4.AVR 4.4.Dehumidifier
Room
4.5.Fire
2.5.Online Detection &
UPS Suppression
system

1.1.1Dismantlin
g Works

1.1.2.Brick
Works

1.1.3.Plaster
Works DPC
curing

1.1.3.Paint
Works

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 WBS

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WBS Sample

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 ü Schedule Planning
Define Es5mate Es5mate
Sequence Develop
Ac5vi5es Ac5vity Ac5vity
Ac5vi5es Schedule
Resources Dura5on

49
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 Define Ac5vi5es-TT

Decomposi5on
We need to
identifying the
specific actions Rolling wave
planning
to be
performed to Templates
produce the
project
deliverables Expert Judgment

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 Define Ac5vi5es

Ac5vity List
•  Comprehensive list including all schedule ac5vi5es
•  Included ac5vity iden5fies and scope of work descrip5on

Milestone List

•  Iden5fies all the milestones and

indicates whether the milestone is
mandatory (required by the contract) or
op5onal (based on project requirements)
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 Output: Define Ac5vi5es

Ac5vity List
•  List of ac5vi5es to perform to deliver a work package

We don’t know these yet

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 Milestone list

5-Jul-09
Solution Design
to be completed 6-Sep-09
System handover

6/23/2009 14-Jul-09 5-Sep-09

Site ready for SW Installation Migration
HW Installation 23-Aug-09
31-May-09
5-May-09 PAT
Requirement
Site Survey Finalization 2-Sep-09
18-Jun-09 UAT completed
HW Cleared 19-Aug-09
from Customs 30-Jul-09 Final API for Production
Configuration Testing
22-Jun-09
30-Apr-09 HW Installation
Opening of LC 4-Jun-09 13-Aug-09
16-Apr-09 HW at Port Integration Testing
Contract Sign off

5/1/2009 6/1/2009 7/1/2009 8/1/2009 9/1/2009

4/15/2009 9/20/2009

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 Sequence Ac5vi5es-TT

PDM

Sequencing
the activity will Dependency
Determina5on
help the project
team to work Leads and Lags
some activities
parallel.
Schedule Network
Templates

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 Precedence Diagramming Method (PDM)

“A method of construc5ng a project network diagram using nodes to

represent the ac5vi5es and connec5ng them with arrows that
show the dependencies.” also called Ac5vity-On-Node Method
(AON)

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 Leads and Lags

Requirement Collec5on

Architecture Design

Roof cas5ng of First Column cas5ng of

floor second floor

Leads and Lags

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Copyright©stc bangladesh 57
 Output 1: of Sequence Ac5vi5es
Project Schedule Network
Diagram
•  Logical rela5onships are depicted in the diagram

Develop tools for

data analysis

Develop
Data collec5on
Concept plan & tools Give training for Collect Analyze
finaliza5on data collec5on data date report

IRB Hire Stakeholder

approval stuffs consulta5on

Desk review

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 Es5mate Ac5vity Resources-TT

Team will Expert Judgment

determine
which
resources (HR,
Alterna5ve
equipment, Analysis
material etc)
are required to
perform the
Bomom-up
project work Es5ma5ng

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Output of Es5mate ac5vity resources

Ac5vity Resource Requirements

•  Types and quan55es of resources required for each schedule ac5vity.

We don’t know these

yet

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 Es5mate Ac5vity Dura5ons-TT

Expert Judgment

Once we
Analogous
determine the Es5mates
resources, we
will be able to
estimate
Parametric
durations. es5mates

Three point
es5mates
Reserve analysis
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Output of ac5vity dura5on es5mates
Ac5vity Dura5on Es5mates

•  Time period needed to complete the work

•  Here, it is days. It can be in hour, week, year etc

Output of this process

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 ac5vi5es
7

11 5

0 30 4
15 0

8 2

Find out the cri%cal path in the ‘Gaming Fiesta’ project

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Example of Cri5cal Path

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ES: EF of Pred+1 LF: LS of successor-1
EF: (ES + Dura5on)-1 LS: (LF-dura5on)+1

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 Develop Schedule
Resource Op5miza5on
•  Resource leveling.
• A technique in which start and finish
dates are adjusted based on resource
constraints with the goal of balancing the
demand for resources with the available
supply.
• Resource leveling can o_en cause the
original cri5cal path to change. Available
float is used for leveling resources.
Consequently, the cri5cal path through
the project schedule may change.
•  Resource smoothing.
• A technique that adjusts the ac5vi5es of
a schedule model such that the
requirements for resources on the
project do not exceed certain predefined
resource limits. In resource smoothing,
as opposed to resource leveling, the
project’s cri5cal path is not changed and
the comple5on date may not be delayed.
In other words, ac5vi5es may only be
delayed within their free and total float.
Resource smoothing may not be able to
op5mize all resources. Copyright©stc bangladesh 66
 Develop Schedule
4. Data Analysis

•  What-if scenario analysis.

•  What-if scenario analysis is the process of evalua5ng scenarios in order to
predict their effect, posi5ve or nega5ve, on project objec5ves.
•  This is an analysis of the ques5on, “What if the situa5on represented by
scenario X happens?”
•  The outcome of the what-if scenario analysis can be used to assess the
feasibility of the project schedule under different condi5ons, and in
preparing schedule reserves and response plans to address the impact of
unexpected situa5ons.
•  Simula%on.
•  Simula5on models the combined effects of individual project risks and
other sources of uncertainty to evaluate their poten5al impact on
achieving project objec5ves.
•  The most common simula5on technique is Monte Carlo analysis (see
Sec5on 11.4.2.5), in which risks and other sources of uncertainty are used
to calculate possible schedule outcomes for the total project.

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 Develop Schedule
6. Schedule compression

• Schedule compression techniques are used

to shorten or accelerate the schedule
dura5on without reducing the project scope
in order to meet schedule constraints,
imposed dates, or other schedule objec5ves.
A helpful technique is the nega5ve float
analysis. The cri5cal path is the one with the
least float. Due to viola5ng a constraint or
imposed date, the total float can become
nega5ve.
• Schedule compression techniques are
compared in Figure 6-19 and include:

• Crashing.
• A technique used to shorten the schedule
dura5on for the least incremental cost by
adding resources. Crashing does not always
produce a viable alterna5ve and may result
in increased risk and/or cost.
• Fast tracking.
• A schedule compression technique in
which ac5vi5es or phases normally done in
sequence are performed in parallel for at
least a por5on of their dura5on

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ü Cost Planning
Es5mate Determine
Cost Budget

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Es5mate Cost-TT

Expert
Judgment
Analogous
Es5ma5ng

Parametric es5ma5ng

Bomom up
es5ma5ng

Reserve Analysis

Cost of Quality
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 Es5mate Cost-TT

1. Expert Judgment

• Provides valuable informa5on, guided by previous experience

• Can be used to decide combina5on of approaches and how to reconcile
them

2. Analogous Es5ma5ng

• Gross value es5ma5ng approach. However adjusted based on known

differences
• It takes, actual cost of similar previous project as basis for es5ma5on

3. Parametric es5ma5ng

• Uses, sta5s5cal rela5onship between historical data and other variable

(square footage, hourly rate etc)
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 Es5mate Cost-TT

4. Bomom up es5mates
Cost
Before it is baselined, project team has to
Baseline 1355

do some other analysis

Con5ngency
Reserve 105

Project Cost 1250

Control Account 850 400

Work Packages 100 250 500

Ac5vi5es 25 25 25 25
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 Es5mate Cost-TT

5. Three point es5mates

• Weighted average of three es5mates

• Most likely
• Op5mis5c
• Pessimis5c

6. Reserve Analysis

• Con5ngency Reserve (or allowance) accounts for cost

uncertainty.
• Fixed or percentage
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 Es5mate Cost-TT (bomom up)
Management Reserve for unplanned
changes
Cost
Baseline 1375

Con5ngency
Reserve 125

Project Cost 1250

Control Account 850 400

Work Packages 100 250 500

Ac5vi5es 25 25 25 25
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 Level of accuracy

More Precise
•  Parametric
•  Bomom up Less Precise
•  Three Point (detailed) •  Analogous
•  Three points (broader)

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 Es5mate Cost-output

Ac5vity Cost Es5mates

•  Quan5ta5ve assessment of cost required
to complete project work

Basis of es5mates
How it was developed,
assump5on, constraints,
confidence level, range etc
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 Determine Budget-TT

Ac5vity
cost
es5mates,
Scope baseline,
Project
Basis of
schedule,
Resource
es5mat
calendars
es Cost aggrega5on

Contracts, OPA

Input Fund limit

reconcilia5on

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Determine Budget-output

Cost performance baseline (also referred as Performance

measurement baseline)
•  Authorized budget at comple5on, used to measure, monitor and control cost
performance of the project

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 Develop HR Plan-TT
1. Organiza5onal charts and posi5on descrip5ons

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 Develop HR Plan-TT

Networking

• Formal or informal interac5on with others in

organiza5on, industry or professional
environment.

Organiza5onal theory

• Provides informa5on regarding the way in which

people, teams and organiza5onal units behave.

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 Develop HR Plan-output

Human Resource Plan

Project Staffing
Roles and
organiza5on management
Responsibili5es
Chart plan

Acquisi5on, Resource
Role, Authority, Graphical display of calendar, release plan,
Responsibility, project team and their training need, reward,
Competency repor5ng rela5onship recogni5on, compliance,
safety
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 Why plan communica5on

ü Determining the informa5on needs of the stakeholders and defining the

communica5on approach.
§  Who
§  What
§  When
§  How
§  By whom

ü Effec5ve communica5on means that the info is provided in the

right format, right 5me, right impact…

ü  Efficient communica5on means providing only the info that is needed

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 Plan communica5on-TT

Stakehol Stakehol
der der
manage register
ment Communica5on
strategy technology

EEF, OPA

Communica5on
methods

inputs

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 Plan communica5on-TT
Communica5on technology

•  Factors that affect communica5on technology

selec5on
•  Urgency of need for informa5on
•  Availability of technology
•  Expected project staffing
•  Dura5on of project
•  Project environment

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 Plan communica5on-TT

Communica5on methods
Interac%ve
(mee5ng,
phone call,
•  Project •  Informal
video Charter notes
conferencing) •  Manageme
nt Plan
Push
Formal Informal
(Lemer,
memo, email,
Wrimen Wrimen
reports)

Pull
(internet site, Informal Formal
knowledge Verbal Verbal
repository)
•  Conversa5 •  Presenta5o
ons ns

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 Communica5on type
Communica%on When used
Formal wrimen Complex problem, project management
plans, charter, memos, communica5ng
over long distances, 2nd and further
warnings
Formal verbal Presenta5on, speeches
Informal wrimen Email, handwrimen notes
Informal verbal Mee5ngs, conversa5on, 1st warning

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 Sample

87
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Communication Objective of
Medium Frequency Audience Owner Deliverable
Type Communication

Introduce the
project team • Project
and the project. Sponsor • Agenda
Project
Kickoff Meeting Review project • Face to Once • Project • Meeting
Face Manager
objectives and Team Minutes
management • Stakeholders
approach.

Review status • Face to

Project Team Twice a Project • Agenda
Face • Project
of the project • Meeting
Meetings • Conference month Team Manager
with the team. Minutes
Call

Discuss and
Technical develop • Project • Agenda
Technical
Design technical design • Face to As Needed Technical • Meeting
Face Lead
Meetings solutions for Staff Minutes
the project.

Report on the • Face to

Monthly • SLT
status of the Face Twice a Project
Project Status • PMO
project to • Conference month Manager
Meetings
management. Call

Report the
status of the • Project
project Sponsor
Project Status Project • Project
• Project
including • Email Monthly Status
Reports Team Manager
activities, Report
• Stakeholders
progress, costs • PMO
and issues.
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 risk

•  An uncertain event or condi5on that, if it

occurs, has a posi%ve or nega%ve effect on
at least one project objec5ve – 5me, cost,
scope or quality.

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Plan risk management-TT

Expert Judgment

Data Analysis
(stakeholder
analysis)

Mee5ngs

Project manager, selected project team members,

stakeholders, any person who has risk
responsibility
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 Risk management plan-output

1.Risk Management
Plan

•  Describes the general approach to managing risk on this

Risk Strategy project.

a. Methodology •  Approach, tools, data sources

b. Roles & Responsibili5es •  Lead, support and risk management team members

•  Establishes protocol for the applica5on of con5ngency

c. Funding reserve

•  How o_en the risk management process will be performed

d. Timing throughout the project lifecycle
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 RBS

e. Risk categories

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6. Defini5ons of risk probabili5es
and impact
Very Low Low Medium High Very High
Time < 1 Week 1 to <3 Week 3 to <5 weeks 5 to <7 Weeks 8 weeks or more
Cost (BDT) < 50k 50 to <150K 150 to <400K 400 to <1M 1M or more
Several shor]alls
A minor shor]all in Minor shor]alls in Major shor]all in one Major shor]all in two
Performance in a secondary
a secondary aspect key aspect key aspect or more key aspects
aspect
60% or more
Probability < 5% 5 to <20% 20 to <40% 40 to <60%

7. probability and impact matrix

P/I VL(1) L(2) M(3) H(4) VH(5)

VH (5) 5 10 15 20 25
H (4) 4 8 12 16 20
M (3) 3 6 9 12 15
L (2) 2 4 6 8 10
VL (1) 1 2 3 4 5
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 Iden5fy risks-TT

.1 Expert judgment

Stakehold
er Managem .2 Data gathering
register, ent plans
cost and
dura5on
es5mates .3 Data analysis
EEF, OPA

.4 Interpersonal
and team skills

.5 Prompt lists

.6 Mee5ngs

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 Iden5fy risks-TT
.1 Expert judgment

.2 Data gathering

•  Brainstorming
•  Checklists
•  Interviews

.3 Data analysis

•  Root cause analysis

•  Assump5on and constraint analysis
•  SWOT analysis
•  Document analysis

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 Iden5fy risks-TT
.4 Interpersonal and team skills

•  Facilita5on

.5 Prompt lists

•  The risk categories in the lowest level of the risk breakdown structure can be
used as a prompt list for individual project risks. Some common strategic
frameworks are more suitable for iden5fying
sources of overall project risk, for example
•  PESTLE (poli5cal, economic, social, technological, legal, environmental),
•  TECOP (technical, environmental, commercial, opera5onal, poli5cal), or
•  VUCA (vola5lity, uncertainty, complexity, ambiguity).

.6 Mee5ngs

•  To undertake risk iden5fica5on, the project team may conduct a specialized

mee5ng (o_en called a risk workshop).

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 Output of iden5fy risk process

Sl Risk descrip5on Poten5al Risk Owner Poten5al risk response

Assign two more person
might not get
Mukul Zamil, Head of to search for a hall and
1 available hall room
event mgt use network to get one
for recep5on
booked
might not get Send email invita5on,
Nadia Mahbub, public
2 proper 5me to invite SMS and use FB
rela5onship mgt
everyone in person invita5ons
Price of Gold might
Book for the gold now
3 raise within 2 Sultana Mahmood, SCM
and get an installment.
months

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 Very Low (1) Low (2)
example Medium (3) High (4) Very High (5)
60% or more
Probability < 5% 5 to <20% 20 to <40% 40 to <60%

Very Low (1) Low (2) Medium (3) High (4) Very High (5)
Time < 1 Week 1 to <3 Week 3 to <5 weeks 5 to <7 Weeks 8 weeks or more
Cost (BDT) < 50k 50 to <150K 150 to <400K 400 to <1M 1M or more

Overall Response to the poten5al

Sl Risk descrip5on Category Probability Impact ra5ng risk
Assign two more person to
might not get available hall
1 event 4 5 20 search for a hall and use
room for recep%on
network to get one booked
might not get proper %me
to invite everyone in Send email invita%on, SMS
2 person Event 3 3 9 and use FB invita%ons

P/I VL(1) L(2) M(3) H(4) VH(5)

VH (5) 5 10 15 20 25
H (4) 4 8 12 16 20
M (3) 3 6 9 12 15
L (2) 2 4 6 8 10
VL (1) 1 2
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 Perform quan5ta5ve risk analysis
Quan5ta
Overall 5ve Response to the poten5al
Sl Risk descrip5on Probability Impact ra5ng impact EMV risk
Assign two more person to
might not get available search for a hall and use
1 4 (55%) 5 20 50,000 27,500
hall room for recep%on network to get one
booked
might not get proper
%me to invite everyone in Send email invita%on, SMS
2 person 3 (40%) 3 9 20000 8000 and use FB invita%ons

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 Risk Register
Risk Date of Suggested Responsibility Status
descrip%on iden%fica%on Ac%on

100
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 Plan risk response-Techniques
1. Strategies for nega5ve risks

avoid mi5gate transfer

accept

101
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 Plan risk response-Techniques

Strategies for posi5ve risks

exploit share

enhance accept
102
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 Plan procurement

• Provides guidance for -

• Types of contract
• risk management issues
• Independent es5mates to be used
• Standard procurement document
1. Procurement
management plan • Managing mul5ple supplier
• Coordina5ng procurement with other project
aspects
• Format of SOW
• WBS for contractor
• Metric to evaluate seller

103
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 Plan procurement result

•  RFI, RFB, RFP, RFQ, tender no5ce, invita5on for

2. Procurement documents
nego5a5on

•  Criteria for scoring seller proposal. Understanding

of needs, overall or life cycle cost, technical
3. Source selec5on criteria capacity, risk, management approach, technical
approach, warranty, financial capacity etc

4. Make-or-buy decisions •  Documents regarding the conclusion reached

104
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Plan stakeholder mgt.-Techniques

Expert judgment

Mee5ngs

Analy5cal techniques

105
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 Plan stakeholder mgt.-result

• Desired and current engagement

level, Stakeholder communica5on
Stakeholder requirements, informa5on to be
management communicated, reason of
distribu5on, 5me frame and
plan frequency, person responsible for
communica5ng & authorizing,

106
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 What does it contain

Project The descrip5on of How the selected

management tools and processes will be
processes selected techniques to be used to manage
by team used the project

How changes will How configura5on

How work will be
be monitored and Management will
executed
controlled be performed

All subsidiary plans

from other process
group

107
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5 process groups

Closing

Monitoring &
Controlling

Execu%ng

Planning

Ini%a%ng

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 Acquire Project Team
Factors to be considered
The project manager of project
management team should effec5vely
nego5ate and influence others to acquire
required team

Failure to acquire hr for the project may

affect project schedule, budgets customer
sa5sfac5on , quality, risk etc

Alterna5ve resources might not have

required competencies,

109
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Develop Project Team

Interpersonal skills

Training

Team building
ac5vi5es

Co-loca5on

Recogni5on and
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reward 110
110
 Team building stages

Tuckman originally devised this theory

with first four stages
Adjourning:
Performing: team
team member members
func5ons as a completes
Norming: the project
team well organized
unit work and
members moves on
Storming: starts to from the
members adjust and project
begins to work together
address
Forming: project work. If
people they are not
are open to
bought different ideas,
together environment
as a team can become Copyright©stc bangladesh 111
111
Power of a project manager

112
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 Theory X and Theory Y

Theory X
Theory X manager believe,
most of the people do not Theory Y
like to work. They believe
Managers believe, people are
in constant supervision.
interested to work their best if
they are given right mo5va5on

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 Develop project team-result

• Improvement in skill that allow

individuals to perform assignments
more effec5vely
Team
• Improvement in competencies
performance • Reduced staff turnover rate
assessment • Increased team cohesiveness
where team members share
informa5on and experience openly

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 Source of conflict

High Low

Technical Personal
Schedule Priority Manpower Cost
issue conflict

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 Project Name: my sister’s marriage
• Wedding dala
completed
• Conven5on center
booked
invita5on
On track
Target
Achievement: Achieved: 100% On 5me Overall Program
Accomplishme 100% Status
nt since last
report

Decora5on •  Decide on
•  Room might not
be available Target 2% behind the decorator
Achieved: 89%
•  Guest might not Achievement: 91% schedule
come

Upcoming
Current Food arrangement Milestones
Risks
Target 30% behind the
Achieved: 23%
Achievement: 53% schedule
On Time •  Jewelry has
Late
to be from XX
jewelers
On hold gi_s
Parameter Target
Achieved: 70% On 5me Change
s Achievement: 70% approved
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Conduct procurement

Bidding conference

Proposal evalua5on
techniques

Independent
Es5mates

Expert judgment
Procurement
nego5a5ons

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 Quality management
Affinity diagram for difficul%es in TQM promo%on

1. TQM culture is not 2. Proper training is not in 3. TQM promo%on to 4. Insufficient problem
communicated down place management is insufficient solving capability

1.1 Benefit of TQM not 2.1 proper training is not 3.1 Budgetary alloca%on is 4.1 Analy%cal effort to solve
communicated properly provided insufficient problem is missing

1.  Lack of awareness of benefit 1.  Budget alloca5on for TQM is less 1.  Route cause analysis is not done
1.  There is lack of training program for
of TQM implementa5on than required properly
func5onal organiza5on
2.  Measurement of outcome is 2.  Need addi5onal resouce to meet 2.  Some problems are repea5ng
2.  Lack of training program for
some5mes so vague that TQM requirement 3.  A lot of batch of product has to
func5onal department
team don’t become 3.  Required budget for TQM is be produced in one machine
3.  Lack of technical training effect t he
mo5vated to par5cipate higher which lead product defect
employees skill
3.  Lack of effort to 4.  Reward and recogni5on is not in
communicate success story place 4.2 QC effort is not in place
of TCM effort
1.  There is no measurement
pla]orm that capture process
capability and 5e it with company
1.2 There is not TQM 2.2 people are overloaded 3.2 management respond policy and objec5ve
promo%on culture with their day to day work regarding TQM is slow 2.  Varia5on in process due to
machine limita5ons
1.  Previous employee who amended 3.  Crack problem during
1.  There is no TQM culture in such type of training, does not manufacturing process
organiza5on 1.  People think implementa5on encourage CEO to implement to
2.  TQM promo5on cell is not of ISO and TQM ac5vi5es are implement TQM Incoming material quality is
there overburden to them 2.  Company CEO not enough not good enough
3.  People do not understand educated about TQM
3.  Lack of management 5me to
the concept review TQM ac5vity progress 1.  Lack of good prac5ce to control
outsourced.
2.  There is a weak rela5on with
supplier
3.  Inconsistent quality of raw
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118
 Cause & Effect Diagram
Cause and effect diagram

Material Man Method Ø Also called

fishbone and
Ishikawa diagram

Branch Ø Usually causes

Sub
are categorized
Branc
h
Effect by 6M (Man,
Machine,
Material,
method, mother
nature,
measurement)

Mother Measureme
Machine
nature nt Copyright©stc bangladesh 119
 Rela5on Diagram
Ideas are not taken
from bomom line Operator can not
analyze the actual Worker are not fully
problem aware with problem
solving techniques

There is no rou5ne QC
ac5vity in the Workers skill level is
organiza5on
Problem solving not upgraded by
People are not capability is insufficient providing training
mo5vated to be a part Root cause analysis is
of the ac5vity not done on 5me

Standard problem solving

The benefit of quality steps is not there
tools are not known to People are not
employees People do not know
encouraged in problem root cause analysis
solving
There is no skilled people
to solve problem step by There is no mechanism to
stem measure the success of
the ac5vity
People are not trained on
QC promo5on process is QC tools
not in place
Manpower selec5on is
not done properly
There is no awareness There is no good
of the QC ac5vi5es measuring skills

Lack of training on
Manpower selec5on systema5c problem
criteria is not there solving tools
Promo5on of the benefit
There is no reward and of QC ac5vity to Spending is not
recogni5on for QC enough to train up to
management is not in
ac5vi5es the standard
place

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 Tree Diagram for Enhancing Problem Solving Capability
Develop training module/syllabus
Select training
content
Arrange in-house Knowledge Sharing
Program

To make a plan on Select or Hire the Trainer

systema5c problem
solving techniques
To review and evaluate the Training
Select the trainer

To do Gap analysis for each employee

To Enhance Promote the benefits Conduct A case Explain cases studies with factual data
Problem Solving of problem solving to Study for clear understanding
Capability the management.
Show the success of other companies
Arrange promo5on
events
to arrange benefits promo5on
program by external expert

Conduct Seminars to show the benefits of QC tool by

success stories
clearly illustrate the
Explain the benefit of concept.
QC tools to operator Explain the benefits of QC tool by case
study

arrange visi5ng of leading company

make visualiza5on of
the benefits of QC
Tools bangladesh
Copyright©stc Using boards in workshop floor for
121
awareness
Data Representa%on-Matrix Diagram

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5 process groups

Closing

Monitoring &
Controlling

Execu%ng

Planning

Ini%a%ng

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 Main idea
PMI does not allow gold pla5ng (addi5onal work)

Ensure requested changes, correc5ve

and preven5ve ac5ons are processed
through integrated change control
Process

There is not uncontrolled scope change.

(Scope Creep)

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 Plan vs. actual

Scope

Plan vs.
actual

Schedule Cost

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 Control Cost -TT
Data Analysis- Earned Value Analysis
Planned Value: total planned value is BAC (budgeted at comple5on)
•  PV=BAC*planned % complete
•  You are installing total 100 window for a building for BDT. 10,000. On 4th
week you are supposed to complete installing 60 window. What is planned
value
•  PV=10000*60%
=6000
Earned Value: actual scheduled work done
•  EV=BAC*actual % complete
•  You are installing total 100 window for a building for BDT. 10,000. On 4th
week you are supposed to complete installing 60 window. But you saw that
only 50 window have been installed. What is earned value
•  EV=10000*50%
=5000
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 Control Cost -TT
1. EVA-Variance Analysis
Actual Cost= actual cost
you calculated that on 4th week your total cost is 4500

Schedule Variance (SV)=EV-PV

Cost Variance (CV)=EV-AC

According to the example
SV= 5000-6000=-1000 (nega5ve value is bad. Means you are behind schedule)
CV=5000-4500=500 (posi5ve value is good, for both of the cases

SPI= EV/PV=5000/6000=.83 (less than 1, bad)
CPI=EV/AC=5000/4500=1.11 (more than 1, good)

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•  What you should do
A.  performance report
B.  Crashing
C.  Rolling wave planning
D.  Fast tracking

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Earned value, planned value, actual cost

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 Control Cost-TT
Forecas5ng

EAC for ETC at present

CPI (typical)
•  EAC=AC+(BAC-EV) • EAC=AC+[(BAC-EV)/
Cumula5ve CPI*SPI)]
•  EAC: •  EAC=BAC/ CPI • 4500+ (5000/.92)
4500+(10000-5000) • 4500+5434=9934
=9,500 •  EAC=10000/1.11=90
09

EAC for ETC work EAC for ETC work

performed at budgeted considering both SPI
rate (atypical) and CPI

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 Control procurement
1. Contract change control system
• Defines the process by which procurement can be modified. Integrated with change control
system.
• Includes paperwork, tracking systems, dispute resolu5on process, approval level necessary for
authorizing changes

2. Procurement performance review

• Structured review of the seller’s progress

• Review documenta5on, inspec5on, quality audits etc

3. Inspec5ons and audits

• Conducted during execu5on of the project to verify compliance of sellers work processes or
deliverables

5. Payment systems

• Typically processed by accounts payable system a_er cer5fica5on by authorized person.

• All payments should be made and documented according to the contract.
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 Process for change

Prevent the root cause of the change

Iden5fy change

Look for impact of the change

Perform integrated change control

• Assess the change
• Look for op5ons
• Change is approved or rejected
• Update change control system

Adjust the PM Plan, project documents

and baselines
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132
132
5 process groups

Closing
Closing

Monitoring &
Controlling

Execu%ng

Planning

Ini%a%ng

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 result of close project or phase
•  Final product, service, result transi5on
•  OPA update
–  Project files
–  Project or phase closure document
•  Project closed
•  Terminated
–  Historical informa5on

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 MANY THANKS

This is the beginning of the end,
Not the end of the Beginning

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