10 earthsoft-97-project management-v1 1

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Making earth little softer

Project Management Guide

Making earth little softerContact – [email protected]

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Index• Defining project• Bypassing planning• Project objectives• Setting limitations• Project planning• Effective planning• Project resources• Launching a project• Effective Monitoring• Scope creep• Software• Closing a project


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Defining project• Define Goal & expected changes after project

• What are the benefits for client • For organisation (helps to set the priorities)

• Time boundaries• Resources needed

• People• Money• Hardware & Software• Facilities

• Element of the risks• Maximising result –plan & optimize efforts


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Defining project• Steps

• Define the project• Plan the project• Estimate duration, money and resources• Build a project team• Launch the project, Party with stake holders• Monitor the project, review the progress• Closure of the project


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Bypassing planning• Mentality of

• Pushing the project• Planning means waste of money and time• Laziness, Shying away new methods• Overconfidence• Deceiving that adopted methods are the best• Hoping everything will be all-right

• Lesser / Poor experience of manager• Sr. management involved in many crisis &

activities• Too much dependency on consultants


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Project objectives• Sense of purpose? Would help on focus• Target? Would help motivating the team members• Prioritization & Time sensitive? Would help to

organise & measure how much to go• Specific – Clear & Simple• Measurable – to measure the success of the project• Aggressive but Realistic – to achieve action & resultWho has created the project?• Have you suggested? Or• Direct client? Or senior management of client? Or• Their client? Or• Consultant of client? Or• Consultants of client’s client?


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Define ProjectAsk - What project should attempt to achieve?• Is there a need to change? How?• To create something new? Why?• Why is it important? Is any liability linked?• How soon it is needed? Is it time dependant?

Define – Key players from client & organizational side• Vision statement & share during kickoff

meeting – Seek agreement• Be flexible to revise the vision statement or

objectives


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Setting limitationsTime constraints• Who is setting the time constraints?• Is any scope shifting the time frame?• Is it realistic? Is it shorter than team envisaging?• Does it have right distribution across phases? e.g.

RA 2 months & entire development – 2 months??Budget constraints –• To control the scope of the project, Client would

always want to have as much• To check, monitor & control the budgets • Can you absorb over-run of efforts & budget?

Structural constraints - To get buying from all the hierarchy


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Risk & mitigation• Estimate probability of occurrence and impact

thus likely exposure• External - Out of control of manager; good to

identify the owner & transfer• Internal - Understand, measure the impact,

mitigate or transfer• Track till closure or transfer• Think always contingency plan


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Project planning• Look at the bigger picture - Think priority,

available resources, budget, schedule, resources to be recruited, etc

• Set a reference point - Baseline the schedule for tracking

• Communicate a vision - Share a well written plan to all

• Delegate the tasks - Cover all the activities, define role of everyone, make delegation

• Break into modules - Clearer & smaller tasks helps


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Project planning• Allow to control - Define ownership once

modules are defined• Set clear roles - Helps avoiding confusion, no

excuses for missing deadline• Adapt to change – Plan creates direction,

revisit original assumptions & change if & as required, needs agreement

• Check history – Similar project might have been executed, visit previous templates, talk with team members who were involved, capture the tips & act accordingly


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Project planningPlan brainstorming meeting chaired by third party - Gather team members to brainstorm• Requirements understanding & knowledge transfer• Detailed Plan• Risk mitigation• Resourcing and Budgets

Pre-project activities are listed & scheduled; To check if re-scheduling is requiredTo group the activities logically, chronologically and cost based to make assignment eazierTo plan further meetings for checking completion, acceptance, availability of the resources


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Creating milestones• To measure the progress• To focus on results• To divide work schedule• To raise alerts for risks & difficultiesAttributes of mile stones• Defined milestones in agreement with client• Direct & clear statements for deliverables• Verifiable results• Adaptability – By client and team members

Project planning


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Effective planning• Time estimate – Estimate the size of the

project , convert it to schedule & check is it inline with client’s expectations?

• Resource need- Build the team using the best possible members, also include infrastructure, hardware, software, etc

• Cost – determine how much would the project cost? Have a firm grip on direct (salary, travel, equipment) & indirect cost(overheads like management cost, stationary, administration, etc. Track the cost as project progresses


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Effective planningCompleteness – • Do not miss any activity/ feature/ function. Include all

review & rework activities.• Estimate efforts & time needed to complete the

activity – Allow contingency time for holdups , overruns, quality rejections, delivery failures, leave, holidays, meeting, emergency, accidents, etc.

• Identify dependent & non dependent activities, Connect activities based on priorities & dependency. Non-dependent activities can be completed in parallel. Create network diagram for dependent activities & determine critical path

• Track all activities


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Effective planning• Assign the resources• Changing objectives- review to check the changes

due to inadequacy at starting phase, Address appropriately re-estimating & re-scheduling.

• Experience-Use organisational experience• Recorded data & PCB (project capability baseline) -

Use historical data- PCB, ready components, etc• Consultant – Hire expert for estimation & reviews• Do not agree under pressure- Client or management

might push estimation or schedule. Unless it is realistic & doable, do not agree.

• Communication – Synchronize the communication with all stake holders & seek agreement


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Leadership style• Authorative – Making most of the decision on own,

discouraging different ways of looking at thing; • Disadv – team members can get disgruntled since

unable to vent their opinions• Hands-on – Less dependent on fellow members, can

work with less confident members• Consensus seeking - spend time listening to

members, helps building team confidence, encourage members to use their initiatives, long time for decision making

• Analytical – more time spend analyzing the situation & planning, fine tuning decision making, attention to details, need to be good at delegation


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Project resources

# Role # Role1 Establishing objectives 6 Encouraging & Motivating team2 Preparing master plan 7 Keeping priorities of stake holders3 Fixing budget 8 Reciprocating demands4 Defining & communicating roles 9 Monitoring & controlling progress5 Selecting team 10 Ensuring targets

Check the leadership of manager• Ownership of failures• Ability to motivate team• Ability developing team members• Ability to cope up with the changes• Ability to delegate• Leading from front


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Project resourcesProject performance depends on the skills of the best possible team without burdening the budgets to ensure quality & speed • List the key role, designation, brief description of each tasks,

necessary & preferred skills• Check team logic by grouping different roles• Get the best available resources, identify the training needs• Assure to have back up for the key resources• Revisit schedule to adopt available resource• Chase second choice if first choice is not available• Workout new recruitment, invest as & if necessary• Get agreement on the team, hierarchy and their roles• Forecast direct (Salary & subcontract) & indirect cost• Arrange a team meeting, convey goal & objectives,

communicate the role and schedule• Request for explaining understanding of role & responsibility


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Teamwork & spirit• Forming – Seek commitment from individual, explain their roles

& seek their understanding, discuss their expectation, understand their background, areas of expertise, etc

• Storming – Address the grievances & conflict, avoid getting too personal, brainstrom to carry assigned tasks effectively, what support do they need, etc

• Norming – Allow members to settle, set the guideline for daily reporting, conduct start up meeting for daily updates, etc

• Performing – Motivate working together & to perform towards shared objectives, recognize good work, grant higher role, more responsibility, encourage to develop new skills, etc

• Boring – If project is long, members feel they have outlasted their role, remind their deadlines & targets

• Mourning – Finishing tasks early could de-stabilise, assign more tasks to bind those members


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Project resources# Role Description1 Champion Supports project, guides to manager , powerful leverage

during tough time, can be relied2 Director/

ManagerHaving final say, manages the project - plan, track, control & measure

3 Sponsor/ client

Seek agreement , advice & secondary support; invaluable contributor, provides opinions on result, involving at every possible phase, listen & act on their feedback, Test & accept

4 Project manager

To execute day-today operation, measurement, arranging meeting,

5 Team members

Have hierarchy, can raise question decisions offer alternate way of thinking, execute responsibilities offered, updates on progress

6 Support team Includes HR, legal, contract, finance, sys-admin, admin,


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Project resources# Role Description7 Analyst Seek inputs, from external sources,

Appointment based on repeat experience8 Critic /

ReviewerCritic who has unrealistic standards, final say is of manager, compare results of advice

9 Team builder

Brings members together, inject team spirit, energetic & self motivated

10 Creative Improvised way of working helps to project & team

11 Activator Keen to push things forward, usually goal oriented,

12 Carer A sympathetic person listening to the grievances, safety valve for volatile member


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Delegate effectivelyRight team Seek the member based on track record & then

potentialCommunicate clearly

Communicate expectations clearly, exact nature of the tasks, Avoid ignorance

Set realistic targets

Understand potential, capability, experience & energy while setting the tasks

Monitor progress

Indicate clear milestone, define % completion in agreement, Have a check list to declare the completion of the tasks, seek inputs on daily basis

Get & give feedback

Seek updates on performance, check the results, ask the supervisor & give feedback setting / reminding the expectations

Encourage accountability

Encourage commitment & time from team members to complete tasks as planned;challenge ownership


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To motivate teamQuestion motivation

Understand reasons liking of challenges, status of the assignment, recognition, salary, security & stability. Understand liking & disliking & act; demand high standards of them & encourage hard work, think something new always.

Recognize good work

Credit members for the tasks well done, be specific on compliment,

Steer them Understand the resistance to change, get the agreement sharing the cons of the old system, support while establishing the change

Encourage change

Select employee who dares & like change, Support & guide to take more, share examples of success,

Set up appraisals

Appraise regularly, focus on hard facts & quantify., set up measurement


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Launching a projectHalfway point…revisit again while launching a project• What are the main constraints of the project?• What are the reasons for the project? What are the

problems of the client which lead to this project?• Who suggested the project? Vision of the project…• Who will be main beneficiaries of the project?• What would happen if project is failed or shelved?

(Loss of revenue or profitability?)• What are the desired outcome of the project?• Who have you involved in the project? Have you

identified all the resources needed for this project?• Activities needed to complete the project?• Set monitoring process and reporting mechanism?


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Launching a projectRe-launching project• Understand the problem• Seek main beneficiaries – inspiration to push• Reestate project objectives• Focus on activities• Reenergise team• Revisit time table• Revisit members- right members & numbers• Consider the risks & their handling• Focus on monitoring – keep close eye on

performance & progress


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Launching a project# Analysis Detail description1 Handling

uncertainties• Ask what if questions & alternate paths• Workout odds…seek expert advice• Assess success; to lower the element of errors• Identify key uncertainty – choose 3 to 5 points• Prioritize – Try top most important uncertainty• Specify impact & outcome • Simulate the future• Hire consultant- Experienced resources when

needed• Prepare contingency plan

2 Managing information

• To set up physical information center like LCD• Separate the data - group the information• Appoint a knowledge coordinator if budget

permits


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Launching a project# Analysis Detail description3 Effective

Communicating• Ask questions, encourage open

communication• Make announcements• Listen , pay attention, don’t interrupt• Prepare weekly reports

4 Preparing project report

• List the stakeholders• Kickoff / launch the project• Project a vision• Establish a targets• Recognize uncertainties


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Effective Monitoring# Item Description Description1 Effective

monitoringMeasure progressBoost team morale Encourage flexibility

Assure clientSafeguard decisionsPrevent collapse

2 Progress reports

Provide eazy feedback formsMake reports regularMake reports brief

Include basic detailsMake comparisonsUnderline problemsStart with highlights

3 Review meeting

Book a regular meeting slotBe specificStructure the meeting

Allow question timeBe availableWrite meeting summaryAppoint a meeting leader


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Effective Monitoring# Item Description Description4 Email

communicationIs email the best?Keep email shortRead through

Don’t shoutKeep copies & ready reference

5 Monitoring schedule-

Monitor schedule capture reasons for delayOverestimation of experience & skillsLow motivation

Fail to achieve targetsPersonality clashesIncomplete prerequisitesLess efforts than envisagedIn-efficiencies

6 Measures to avoid delay

Encourage use of time sheetFace to face meetingConclude on non-performers, change if needed, it is never late

Encourage ideas to improveCost effective alternativesJudge the work for its quality


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Effective Monitoring# Item Description Description7 Monitor the

costUnder researched purchasesTime delay & overrun

Underestimated work schedule for the consultants

8 Measures to minimise the cost

Invite more bids, negotiate hardAvoid overtime

Adopt close down process - release equipment or members if not required

9 Change request

Assess impact on efforts, schedule, quality & cost, convey to stakeholders & get approval

Explain change once accepted


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Scope creepProcess of introducing new parameters & approaches to a completed project plan• Factors for scope creep• Fear of turning down a client• Not realizing or underestimation of impact of

changing project plan• Over-optimism of new suggestion to improve a

difficult situation• Lack of faith in original plan, desire of over

engineeringEffect of scope creep• Risking / derailing the project• Encourages client to make further suggestions


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Scope creepControlling the scope creep• Reasons for change to be convincing• Check impact of not making changes & doing nothing• Do not be afraid, convey the proposed changes, it could hinder the project

Managing the risk• Identify the risk, probability of occurrence, impact, exposure, mitigation plan & owner

• Be objective while avoiding occurrence of the risks• Develop risk management strategy, close or transfer the risk, develop contingency plan

• Communicate the risks to all stake holders, seek feedback, device alternative strategy


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Softwares# Item Description1 Project

management software

Eazier storage & retrieval of informationAnalysis of informationPreparing report & presentation, check accuracy of dataOver-reliance on dataLoss of team spirit / communication

2 Speciality software

Project management, email, Spread-sheet, word , calendar, database (access), presentationEazily available, and EfficientDifficulty in integration, we miss bigger picture

3 Integrated Software

Calculate project budgetManage/ Monitor schedule; task duration, assignee, etcOptimize schedule & resourcesAuto / predefined project reportIntegration with dataNeeds training to the users


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Closing a projectFollowing are advantages closing the project• Measure success if objectives have been achieved?• Satisfies the team- sense of achievement of

completing project• Paves the way for future teamwork recognizing

efforts & hard work• Avoid repeating mistakes – create records of lesson

learnt, derive benefits from mistakes• Control expense–release the resources• Improves communication with end users, earns

respect• Offer personal satisfaction, write challenges you have

faces & how did you overcome


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Closing a project• Plan project closure - To arrange a meeting with all stake

holders communicating formally the closure, presenting data of efforts, schedule, quality (defect data) and cost (actual & variances), degree of achievement, change requests, feedback, progress reports, positive & negative points, challenges, risks & how those were managed, lessons learnt & corrective actions, performers, emerging leaders, productivity, do & don’t for future projects, areas of improvements, etc

• Release hard & soft resources (Hardware, source code, software, team members, their access rights, project email id)

• Complete appraisal• Celebration & thanking – Foster a spirit of collaboration,

improves morale, underline core values• Seek official approval of closure


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Thank You

Business

10 earthsoft-97-project management-v1 1