Project management

1. Systems approach to Project Management By Institute of Public Enterprise Hyderabad

2. Characteristics of Project Has Objectives Has a Schedule Has Complexity Has a Size and Nature of Tasks Needs Resources Needs Organization Structure Has Information and Control Systems Has Progressive Elaboration Frequently influenced by the Environment Mostly some of the stakeholders have vested interests

3. Challenges being faced in Project Management 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

4. When do we declare a project Successful - - - - - - - - - - - -

5. Benefits of following Project Management Principles A clear focus on TASK/Project. Buy in by all the stakeholders. Tight achievable targets by way of Time and Cost. Optimum Resource utilization. Roles and responsibilities of all associated with the task/project, well defined. Good Communication practices used to accelerate the task/project and to keep all stakeholders happy. Well established world practices/processes enable formal initiation and proper closure of the task/project. Close monitoring to avoid deviation from set targets. A good risk management exploits every opportunity and minimizes the effect of adverse events to get best task/project results.

6. Projects-Examples 1 2 3 4 5 6 7

7. Project Definition A Project is a temporary endeavor undertaken to create a unique product or service And is Progressively elaborate . ( Discuss Difference between Project and Operation)

8. Project Management- Definitions Project Management is the application of knowledge and skills of the Project team and using required tools and techniques to meet Project Objectives. Process of Converting a Concept into a Reality-Efficiently within given Resources and Time. Project management is a highly demanding and complex task. It requires organizational skills, the foresight to anticipate the unexpected, and the ability to monitor progress and change course as needed. Project management is about managing people so they achieve valued end result. If change is becoming routine and is being encountered on a regular basis, project management principles can certainly be employed to meet the challenges of change. (The better we know the project, the better we can manage it)

9. What are Project Phases The stages in which a Product gets developed from concept are called phases like:- Idea, Conceptualization, Develop Prototype, Project Report, Design, Execution, Commissioning, Operation etc. Each phase is associated with one or more deliverables which are Tangible, Verifiable work products. Conclusion of a phase is marked by review of key deliverables and project performance to determine if project should continue to next phase. The idea is the defects have to be identified and corrected at the end of each Phase, so that the cost of rectification is lower when detected and corrected as early as possible.

10. Progressive Elaboration What is Progressive elaboration? continuously improving and detailing the plan as more detailed & specific information and more accurate estimates become available Why Progressive elaboration? Potential for change Iterative nature of the project management plan Progressive elaboration is throughout the project lifecycle Progressive elaboration allows … The project management team to manage the project to a greater level of detail as the project evolves.

11. Product Lifecycle vs Project Management Lifecycle Discuss and Evolve

12. Common Lifecycle Characteristics Cost - month( period ) wise & Cumulative Level of Uncertainty Risk in achieving the Project Objectives Impact if a Risk occurs Stakeholders ability to influence the final outcome of the project Cost of changes

13. Areas of Expertise needed by the Project Team PMBOK Guide Project Management Body of Knowledge Inter Personal Skills GM Knowledge and skills Understanding the project environment Application Area Knowledge, Standards and Regulations

14. Processes Process Definition- a series of activities when performed in a predetermined sequence, brings about the desired results, repetitively. Product Oriented Processes Specify and create the project’s product( Application based processes-Fabrication, Welding, Erection, Commissioning, Technology based Etc) ) Project Management Processes Interact with Product Oriented Processes, organize and overview them in a manner to achieve the set project objectives.

15. Interaction of- Product Oriented Process and Project Management Processes . Product Oriented Processes Project Management Processes IDEA PRODUCT

16. Initiating Processes-2 Planning Processes-20 Monitoring & Controlling Processes-10 Executing Processes-8 Closing Processes-2 Project Management Processes and their communication channels Project Plans and Updates Status Guidance Changes Accepted Deliverables Business Case OR Project SOW OR Contract Authorization of Project Charter Deliverables+ Knowledge Sponsor Lessens Learned

17. Project Management Boundaries Initiating Process Closing Process Planning Processes Executing Processes Monitoring & Controlling Processes P D C A Deliverables End Users Process Assets Records & LL Project Input Initiator/ Sponsor Project Boundaries

18. Overlap of process groups Controlling Processes Executing Processes Planning Processes Initiating Processes Time Level of activity Project/ Phase start Project/ Phase end Closing Processes

19. PMO Shared resources Common Processes and Methodologies Clearinghouse and management of policies, processes, templates etc Centralized configuration management, Risk repository Centralized management of tools and dashboard Mentoring and coaching for Project Managers Centralized monitoring of projects, programs and communication Coordination of overall project quality standards

20. Enterprise Environmental Factors Organizational Culture and Structures and processes Governmental / Industry standards Infrastructure Existing human resources and personnel administration Company Work Authorization systems Commercial data bases Marketplace conditions Project management information system Political climate Organization’s established communication channels

21. Organizational Process Assets Processes and Procedures Organizational Standard Processes Standardized Guidelines, Work instructions Criteria for performance measurement, proposal evaluation Templates Tailoring guidelines Project Closure guidelines Procedures on financial control, change control, issue and defect management Risk categorization and control Corporate Knowledge Base Process measurement database Project files Historical information Issue / defect management database Configuration management knowledge base Financial database

22. Project Management Process Groups … Initiating Process Group Planning Process Group Executing Process Group Closing Process Group Customer Monitoring and Control Process Group Project Documents Sellers Project Sponsor Enterprise/ Organization PSOW Business case Contract OPA Project Charter Stakeholder Register Stakeholder management strategy PMP PMP Make or buy Approved CR QC Measurement Per Reports Deliverables CRs, WPI Selected sellers Proposal Contract Requirement Final Product OPA EEF Accepted Deliverable Procurement documents

23. Project Initiation Project Initiation is the process of understanding the inputs given by the sponsor in the form of a Business Case, OR Project Statement of work, OR Contract received from a customer. Collecting all the data relating to this input from the stakeholders involved in identifying that project to arrive at High level budget, schedule and arrive at Project Objectives through Stakeholder Management. The Charter which is the output of the Initiation Process should contain all the inputs necessary for creating a good project management plan .

24. Project Charter The Project Charter Documents business needs, current understanding of customer’s needs, and the new product, service, or result that is intended to satisfy, such as: Project purpose or Justification Measurable Objectives and related success criteria High level requirements High level project description High level risks Summary milestone schedule Summary budget Project approval requirements Assigned Project manager-responsibility and authority level. Name and authority of sponsor or other persons authorizing charter.

25. Project Objectives The quantifiable criteria that must be met, for the project to be considered successful Each objective should have a measurable attribute Each attribute shall have a yardstick (units) E.g. in Rs for cost, defects in % etc. An absolute or relative value to be attached to each attribute. Key Project Objectives are:- Scope, Quality, Time and Cost.

26. Project Stakeholders Project stakeholders are individuals and/or organizations who are actively involved in the project, and/or whose interests may be positively or negatively affected as a result of project execution/ successful project completion and who can influence the project Positively / Negatively. Other stakeholders Owners and investors Suppliers and Contractors. family members. of team Govt./statutory agencies Temporary and permanent lobbying organizations. Media, general public and society at large . Key stakeholders on every project include the following Project manager Customer/User Performing organization, Project Team members Project Management Team Sponsor Influencers PMO ( if it exists )

27. Develop Stakeholder Management Strategy Categorize the stakeholders Identify as many stakeholders as possible Discuss their interest in the project Prioritize Evolve Stakeholder Management strategy Recommend to the management if the project can be successfully managed

28. Stakeholder Management Strategy Power / Influence Interest / Impact High Low Low High

29. Managing a project typically includes… Identify Stakeholders Gather through appropriate method Their-Needs, wants, concerns, and expectations related to Project’s Product and Project Execution and any related issue. Convert these into REQUIREMENTS through Discussion.( Requirements define the Features, Functions, Characteristics of the Product and related issues) Balancing the competing project constraints that includes but not limited to : Scope , Quality, Schedule, Budget, Resources, and Risk

30. Requirements documentation and Traceability Matrix Req. Documentation describe how individual requirements meet the business need for the project. Business Need or Opportunity to be seized Project Objectives Functional Requirements Non- functional Requirements Quality Requirements Acceptance Criteria Impact to Organizational Sub systems Support & Training requirements Requirements Assumptions Requirements Constraints Req. Traceability Matrix links the requirements to their origin and traces throughout the project life cycle. It also provides a structure for managing changes to the product scope. Reqts are traced to; Business needs, opportunities, goals, and objectives. Project scope/WBS Product design. Product development Test strategy and scenarios High-level requirements.

31. Plan Project Scope Product scope: The features and functions that characterize a product service or result Completion of product scope is measured against the product requirements Project scope: The work that needs to be accomplished to deliver a product, service or result with the specified features and functions. Completion of a project is measured against the project management plan, scope statement and WBS Includes processes required to ensure that the project includes- “All the work” and “ Only the work” required, to complete the project successfully.

32. Project Scope Statement – Key elements

33. Assumptions and Constraints Assumptions are factors that, for planning purpose, are considered to be true, real, or certain without proof or demonstration. Assumptions affect all aspects of project planning, and are part of the progressive elaboration of the project. Project teams need frequently identify, document, and validate the assumptions. Assumptions generally involve a degree of risk. Constraints are defined as the state, quality, or sense of being, that will effect the performance of the project or a process. Mostly constraints are imposed by the Customers, Sponsor or Senior management OR by the nature of Project itself. Constraints can also be understood as the boundaries imposed upon the project within which it has to be planned.

34. Create WBS Scope definition involves subdividing the major project deliverables in to smaller, more manageable components (Work Packages ) which provide common framework from which:- Planning can be performed. Cost and Budgets can be established. Time, cost and performance can be tracked. Objectives can be linked to company resources in a logical manner. Schedules and status reporting procedures can be established. Network construction and control planning can be initiated. The responsibility assignment for each element can be established. Organisation Structure will be defined to suit the specific Project.

35. WBS -Decomposition Involves subdividing the deliverables and sub-deliverables into smaller and more manageable components until these are defined in sufficient detail in following steps:-- Identify the major deliverable incl. Project Management. The phases of the project can be used as first level decomposition. Decide if adequate (cost and duration estimate can be developed) Identify constituent components which will produce tangible and verifiable results. Verify the correctness of the decomposition- if lower level items necessary or sufficient ; is it clearly and completely defined; if each item can be appropriately- Scheduled? Budgeted ? Responsibility assigned? ( The decomposition can be done on the basis of Phases, Skill set, Deliverables, Raw Materials etc )

36. WBS Decomposition Level 1 2 3 4 5 Description Project Phases Sub division Work Package Level of effort These work packages have to be properly numbered for better project monitoring and control.

37. Work Package/ WBS Dictionary Represents units of work at the level where the work is managed by the Project Team. A good work breakdown structure ensures minimum scope creep and better clarity and understanding of work among the team members. WBS Dictionary details all features of a Work Package:- Code of account identifier, Statement of work, Responsible organization, Schedule milestones, Contract information, Quality requirements, Technical references . ( Depending on the clarity on the project scope, the immediate phases can be drilled down to lower WBS and the future phases can be left at high level till the clarity is achieved.)

38. Project summary 990 H Level 1 SAI-700 Design 310 H Level 2 700.02 Development 350 H 700.03 Implement 250 H 700.04 Prototype. 10 H Level 3 700.02.01 Components 50 H Level 3 700.02.02 Civil/Structural 180 H Level 4 700.02.03.01 Mechanical 30 H Level 4 700.02.03.02 Electrical/Control 40 H Level 4 700.02.03..03 Level 2 Level 2 Work Breakdown Structure Level 2 Proj. Mngment 80 H 700.01 Drawings 250 H Level 3 700.02.03

39. Waste Water Treatment Plant Proj. Mngt

40. Schedule Development Define Activities Sequence Activities Activity Resource Estimation Activity Duration Estimation Develop Schedule

41. Identifying and Documenting specific activities that must be performed to produce deliverables and sub-deliverables identified in WBS. USING as INPUTS:- Activity Definition Work Breakdown Structure, Scope statement, Historical Information, Constraints, Assumptions and Expert judgments where-ever necessary. Activity Attributes — Include activity identifier, activity codes, activity description, predecessor activity, successor activity, logical relationship, leads and lags, resource requirements, imposed dates, constraints and assumptions.

42. Activity Sequencing Identifying and documenting interactive logical relationship including dependencies like:-. Mandatory dependencies ( Hard logics ) Discretionary dependencies ( Soft logics ) External dependencies Sequenced accurately to support development of realistic and achievable schedule. Modify/update the Activity List where-ever necessary during sequencing process . There are 2 methods for sequensing :- Precedence diagramming method PDM Arrow diagramming method ADM

43. Dependencies- Mandatory A B C D The successor activity is totally dependant on the completion of predecessor activity therefore activity B is dependant on completion of activity A Examples Foundation work can be started only after the excavation is completed and the pit is inspected and approved.

44. Dependencies- Discretionary A B D Examples The living room can be painted before painting the dining room, although it could be done other way round, too – with out constrain It is logically possible to paint four walls in a room simultaneously but there is only one painter – with constrain C E

45. Dependencies - External A Pipe Welding D Commission C Obtain Approval Inspection / Certification B Hydro Test When there is an external inspection mandatory before starting the next activity.

46. Arrow Diagramming Method ( Activity-On-Arrow AOA, Critical Path Method CPM) Finish A H G B E F C Start F D Uses only Finish to Start dependencies Activity Nodes Dummy

47. Network – Precedence Diagramming Method Start A B C D E F Finish activities dependencie s Types of Dependencies. Finish to Start Finish to Finish Start to Start Start to Finish

48. Dependencies Finish-to-Start (FS) Task (B) cannot be started until task (A) finishes. Task A “Reaction” and Task B “Analysis” “ Concreting” can't be started until “Shuttering” finishes. A B

49. Dependencies Finish-to-Finish (FF) Task (B) cannot finish until task (A) finishes. Task A “Wiring” and Task B “Inspection” “Inspection” can't finish until “Wiring” finishes. A B

50. Dependencies Start-to-start (SS) Task (B) cannot start until task (A) starts. Task A "Pour foundation" and Task B "Level concrete," " Level concrete" can't begin until "Pour foundation" begins. A B

51. Dependencies Start-to-Finish (SF) Task (B) cannot finish until task (A) Starts. A B

52. 2 3 4 1 6 5 8 7 5 4 9 4 4 6 8 7 3 4 Path 1-2-3-6-7-8 = 5+7+6+3+4 = 25 units Path 1-2-4-5-6-7-8 = 5+4+4+4+3+4 = 24 units Path 1-2-3-5-6-7-8 = 5+7+8+4+3+4 = 31 units. Path 1-2-4-7-8 = 5+4+9+4 = 22 units Critical path Critical path – Longest path, float less than or equal to specified value – mostly Zero.

53. Diagrammatic representation of PERT A B A (8,10) 2 (15,17) Activity identification Activity Time Earliest Start Earliest Finish Latest Start Latest Finish

54. A,5 E,4 H,4 F,4 C,6 D,3 B,7 I, 8 G,3 Calculate Slack/Float time

55. T E = 28 T E = 24 T E = 21 T E = 20 T E = 12 T E = 12 T E = 5 T E = 0 T E = 18 T E = 9 A,5 E,4 H,4 F,4 C,6 D,3 B,7 I, 8 G,3 Step-1- Calculate Earliest Start time T E

56. Step-2- Calculate Latest Start time T L T L = 28 T L = 24 T L = 20 T L = 12 T L = 15 T L = 5 T L = 13 T L = 0 T L = 21 T L = 17 A,5 E,4 H,4 F,4 C,6 D,3 B,7 I, 8 G,3

57. Slack or Float time Earliest Start- (T E )-- - The earliest possible time the said activity can begin, which means that all the predecessor jobs on which this activity is dependant, have been completed. ( When the Tortoise reaches the node) ( Highest of the times at a node when analyzing in the Forward pass ) Latest Start – ( T L )-- How late a particular activity can be started without effecting the overall project schedule. ( Till when the Heir can wait ) ( Lowest of the times at a node when analyzing in the Backward pass ) Slack or Float time---- Latest Start T L – Earliest Start T E

58. Critical path – Longest path, float less than or equal to specified value – mostly Zero. A,5 E,4 H,4 F,4 C,6 D,3 B,7 I, 8 G,3 T L = 28 T L = 24 T L = 20 T L = 12 T L = 5 T L = 0 T L = 21 T L = 17 T E = 28 T E = 24 T E = 20 T E = 12 T E = 5 T E = 0 T E = 18 T E = 9 Float / Slack time = Longest time – Earliest time

59. Critical path – Longest path, float less than or equal to specified value – mostly Zero. A,5 E,4 H,4 F,4 C,6 D,3 B,7 I, 8 G,3 T L = 28 T L = 24 T L = 20 T L = 12 T L = 5 T L = 0 T L = 21 T L = 17 T E = 28 T E = 24 T E = 20 T E = 12 T E = 5 T E = 0 T E = 18 T E = 9

60. Activity Resource Estimation What resources ( Persons, equipments, tools, tackles or material ) and what quantities of each resource will be used, and when each resource will be available to perform project activities. Expert judgment, Alternatives Analysis , Published data, Bottom-up estimate are some of the methods used to estimate the resources requirement. These resources can then be structured into categories and types for easy management and control. A resource calendar is then prepared showing the quantity of each resource available during each available period.

61. Activity Duration Estimation The process of estimating schedule activity duration using information on scope of work, resource types, resource quantities and resource calendars . The estimates are generated by the person or group in the project team who is most familiar with the nature of work. The estimate is progressively elaborated to get precise data of better quality. All data and assumptions that support duration estimating are documented ( Support documents ). The effect of identified Risks on the schedule development are also considered. Methods- Analogous , Parametric , 3-Point, Bottom-Up .

62. Develop Schedule Incorporate the Duration estimates on The Network Developed. Superimpose calendars on the Network. Impose any constraints. Introduce start date to get the project end date.

63. Network re-planning Resource Leveling Resource allocation Elimination of some parts of project Addition of more resources Substitute with less time consuming components or activities. Parallelization of activity Shortening longest activities Shortening activities that are least costly to speed up. Shortening activities for which you have more resources. Increasing the working hours.

64. Resource Histogram

65. Latest Techniques in Scheduling Critical Chain Methods Theory of Constraints

66. Project Cost Estimation Estimate Costs is the process of estimating the monetary resources needed to complete project activities. Cost estimates are a prediction that is based on the information known at a given point in time:- Analogous, Parametric, 3-Point Estimate, Bottom-Up. Cost estimating is iterative from phase to phase. ROM during initiation phase could be ±50%. Later on the estimates could narrow to a range of ±10%at the end of Planning process. Scope Statement as part of the Scope BL is also an input to the Estimate Costs process wherein one basic assumption that needs to be made is whether the estimates will be limited to direct project costs only or whether the estimates will also include indirect costs. Indirect costs are those costs that cannot be directly traced to a specific project and therefore will be accumulated and allocated equitably over multiple projects by some approved and documented accounting procedure.

67. Budgeting Aggregating the individual cost of all project activities over the project life cycle gives the “S” Curve. The budgets are derived from this through negotiations with the Sponsor/Finance Department . Time Cost Initial Funding 2 nd Funding Final Funding

68. Why Project Funding customer Project Parent Organization VC BANKS Various funding options Contract Delivery Project Funding Repayment Funding Final Payment REPAYMENT+ PROFIT

69. Project Opportunity / Risk Management Risk is any potential Threat or occurrence which may prevent the project to achieve its desired objective by affecting--Schedules, cost, quality or benefits. Risk is a measure of the extent to which a given outcome might deviate from what is expected or desired. Risk is an uncertain event or condition that, if it occurs, has a positive or a negative effect on a project objective.---PMBOK. The positive variation can be termed as OPPORTUNITY and the negative as RISK

70. What is Risk? Cause- Requirement, Assumption, Constraint, Condition Risk- Uncertain Event OR Condition incl. Project’s/Organization’s environment Impact- Cost, Schedule OR Performance . Causes If occurs results

71. Risk Management Risk Management is a systematic process of identifying, analyzing, and responding to project risks- maximizing the probability and consequence of positive events( Opportunity) and minimizing the probability and consequence of adverse events( Risk) to Project Objectives . If you don’t actively attach the risks, they will actively attack you.---Tom Gilb .

72. Risk Identification Determining which risks might affect the project and documenting their characteristics by all concerned including subject matter experts. The risk identification process involves reviewing ---Project Charter , WBS, Product description, Schedule and cost estimates, Resource plan, Procurement plan, Assumptions and constraints Both Project Risks and Opportunities have to be separately identified and analyzed.

73. Technical, Quality and Performance risks---Examples Reliance on outdated, unproven or Complex Technology. Unrealistic Performance Goals/ Gold plated. Changes to the Technology used. Changes in the Industry Standards of Technology. Is the Technology new to the organisation.

74. Project Management Risks---Examples Poor allocation of Time and Resources. Technical team under-qualified for the job. Third party supplied resources. Inadequate quality of Project Plan-like Bad Product specification, unclear/undefined milestones, communication systems, etc. Crash Projects. Poor use of Project Management discipline.

75. Organizational risks---Examples Inconsistent objectives of cost, time and scope. Lack of prioritization of Project. Inadequate or interruptions in funding. Unspecified payment/budget. Resources conflict with other projects. Improper working environment. Distributed Project Management. Over-ambitious Management. User is unable to and has no authority to clarify doubts.

76. External risks---Examples Shifting Legal and Regulatory Environment. Labor issues. Changing owner priority. Country Risk. Force Majeure Risks--requires disaster recovery actions.

77. ****Add--Fish Bone Diagram .

78. Qualitative Risk Analysis Prioritization of Risks for subsequent further analysis and action. Risk Probability is the likelihood that a risk will occur. Risk Impact is the effect on project objectives , if the risk event occurs. The product of the Impact and the Probability gives a Value for each risk which can be used for prioritizing the risks.

79. Impacts Rating guidelines for a risk – Qualitative analysis

80. Qualitative Risk Analysis Probability - Impact Matrix Impact ( relative scale ) on an objective ( e.g. cost, time. Scope or quality.)

81. Risk Categorization – Example

82. Strategies for Negative Risks (Threats) Avoid Eliminate a specific threat, usually by eliminating the cause. Examples: reduce the scope; or extend the schedule in a way such that the risk is no longer a risk Transfer Shifts the impact of threat along with ownership of the response to 3 rd party. Does not eliminate it. Involves payment of premium Mitigate Reduce the expected monetary value of a risk event by reducing the probability of occurrence or reducing the risk event value (impact of the risk) Taking early actions to reduce probability an/or impact Example: designing redundancy into subsystem may reduce the impact from a failure of the original component

83. Strategies for Opportunities Exploit An opportunity can be realized Making an opportunity definitely happen Share Involves allocating ownership to a third party who can best able to capture the opportunity for the benefit of the project. Enhance Modifies “size” of the opportunity by increasing probability and/or positive impacts by identifying and maximizing key drivers of these +ve risks. Strengthening the cause of opportunity, proactively targeting and reinforcing trigger conditions might increase probability.

84. Reserve ………. Is a provision in the project plan to mitigate cost and/or schedule risk. Often used with modifiers Contingency Reserve A separately planned quantity used to allow for future situations which may be planned only in part(Known unknowns). Contingency reserves are normally included in project’s cost and schedule baselines Management Reserve A separately planned quantity used to allow for future situations which are impossible to predict( unknown unknowns). Use of management reserve requires a change to the project’s cost/schedule baseline

85. Project Quality Management The processes which ensure that the project will satisfy the needs for which the project was undertaken. This includes all activities of the overall management function that determine the quality policy, objectives and responsibilities and implements them. This consists of:- Quality Planning processes Perform Quality Assurance processes Perform Quality Control processes ( Discuss Quality Policy, Quality Metrics, Cost Of Quality)

86. Human Resource Planning Human resource Planning involves identifying, documenting project roles and responsibilities, and reporting relationships as well as creating the staffing management plan.. which contain Roles, responsibilities, authority, competency of the human resources. Project organization chart. Staff acquisition time table . Training needs etc.

87. Responsibility Assignment matrix

88. Project Communication Plan The information needs and the methods of distribution vary widely from project to project. This determines the information and communication needs of the stake holders Who needs What information When will they need it How will it be given to them By whom (A Communication Matrix will help)

89. Communication Channels Lateral Communication Peers, Other functional groups And customers Lateral communication Friends, Social groups, Formal and informal org Upward Communication Management Downward Communication Subordinates, Project Office Personnel PM

90. Performance reporting Collecting the information from project plan, work results and other project records and disseminating the project performance information to provide stakeholders with i nformation about how resources are being used to achieve project objectives . Status reporting Progress reporting Forecasting Performance reporting should primarily cover information on scope, schedule, cost, quality, risk and procurement.

91. Earned Value Analysis Schedule Variance Cost Variance

92. M101 P203 C104 H301 M201 P305 C204 H401 Spec Order Inspect Delivery Erect Trail Visual Communication Aids

93. Continuous Process Improvement Process Improvement Plan – Details the steps for analyzing processes that will facilitate the identification of waste and non-value added activity , thus increasing customer value , such as: Process boundaries: Describes the purpose, start and end of processes, their inputs and outputs, data required and the owner and stakeholders of processes. Process configuration: A flowchart of processes to facilitate analysis with interfaces identified. Process metrics: Maintain control over status of processes. Targets for improved performance: Guides the process improvement activities.

94. Lessons Leaned Process Information Gathering From Stakeholders/Team Brainstorming Lessons Learned Knowledge Base WENT WRONG WENT RIGHT

95. PM’s Professional Responsibility Ensure individual Integrity and Professionalism Contribute to the PM Knowledge base Enhance Individual Competence by adhering to legal requirements and ethical standards in order to protect the community and all stakeholders. by sharing lessons learned, best practices, research etc within appropriate communities in order to improve the quality of project management services, build the capabilities of the colleagues and advance the profession. by increasing and applying professional knowledge to improve services.

96. PM’s Professional Responsibility Balance Stakeholder Interests Interact with team and stakeholders in a Professional and co-operative manner by recommending approaches that strive for fair resolution in order to satisfy competing needs and objectives. by respecting personal, ethic and cultural differences in order to ensure a collaborative project management environment. Total number of Questions : 18

97. The direction finder for PM The role of PM Looking upwards Managing your sponsor in order to achieve organization commitments Looking Forwards Planning in order to ensure that the team sets realistic targets, and obtains appropriate resources to achieve those targets. Looking downwards Managing the team in order to maximize their performance both as individuals and collectively.Managing the visible, across disciplines, departments, countries and cultures Looking inwards Managing yourself, by reviewing your performance to ensure that your team leadership is a positive contribution to the project. Looking Backward Monitoring progress with appropriate control systems, to ensure that the project meets its targets and the team learn from its mistakes Looking outwards Managing the client, end user and external stake holders(including suppliers and subcontractors) to ensure that the project meets their expectations.

98. Questions? Thank You