Executing Successful Projects

Executing Successful Projects

- Nalini R Rajan Global Indian Technology Solutions

Guest Lecture on Executing Successful projects @ Sathyabama on 25th Aug 2010

Agenda Introduction to terminology "Project" Defining "Success“ Define “Failure” Overview of Project management Steps to successful project execution Case Study Assignment Q&A


"Project" Defined work effort with start and end

dates Must be able to state the work Start date and End date must be visible

Must have a single head who is the driving force – The Manager

Example :- Making a movie Reaching study or work place everyday


“Success“ - Definition


“Success“ - Definition Desired outcomes and results listed in the project agreement are

achieved

The Client’s problem is solved

The Project is finished on time and within budget

Customer and the Client sustain a high-quality, working relationship

The Client learns to address similar problems by themselves in the future

The Customer and the Client says that they would to work together as a team again

Everyone benefits – Win-Win situation


Define “Failure” Even one of the clause of the agreement between the client and

the supplier is not met at the end of the project

Agreement met, but client’s problem is not solved

Agreement met, client problem solved, but not on time. i.e. Schedule & Resources adjustments were not made with consultation the matrix management and the client and hence the project’s schedule overshot its committed End date

Client needs to keep going to the supplier to address similar issues

Bad feeling between client and supplier. They do not want to work together

Lose-Lose situation. Client has not got back ROI. Supplier has not made a profit.


Project management - overview

Planning Organizing Implementing Controlling Closeout



Planning

First step. Before “action” begins Project plan is developed Time and cost estimates are arrived at, risk and quality measures

are identified Team building, communications, change and risk management

plans are created

Organizing

Again, before “action” begins Resources are selected, purchased or contract resources identified

in the project plan, including human and material resources, outside vendors and contractors with specific expertise.



Implementing

This is the “action” phase Activities to produce expected results are implemented Testing is done to ensure results meet stakeholder expectations Quality controls are used to identify variances and risk management to

identify new risk.

Controlling

This is a continuous process during the “action” phase Tracking, monitoring and progress control using project management

tools and techniques. Projected versus actual results are compared Based on the progress, project plan is updated Repeat Step 3 i.e. Implementing



Closeout Close out all contracts and finalize administrative activities and

documents. Conduct a lesson learned session with the project team.

Share results with the project team and stakeholders.


Successful project execution Define scope

What the project is about in broad terms Who wants it and why What is not included in the project

Identify constraints & risks Identify factors constraining the success Identify risk factors that could occur during the project execution phase

Determine available resources What people, equipment, and money will you have available to you to

achieve the project objectives? As a project manager, you usually will not have direct control of these

resources, but will have to manage them through hierarchy or matrix management


Successful project execution Check Timeline & prepare schedule

When does the project have to be completed? Fix deadlines If you decide to use overtime hours to meet the schedule, you must

weigh that against the limitations of your budget

Identify stakeholders and assemble your project team Stakeholders the entities who will directly affect the project End-users or clients, Technical experts, Purchase dept, Resource

Managers, the team who will develop, the matrix managers who will influence the success of your project are some of the stakeholders

Identify all of them. It plays a big role in the smooth functioning Call for a kick-off meeting and involve & inform them of the Project plan Stakeholders are experts in their own field. Your job is not to do their

work but to manage the team.


Successful project execution Develop the schedule

List the big steps And then the smaller ones for each big step If you are not clear of the big steps, assemble the team, brainstorm and

list it Include Project management tasks in it

Develop a preliminary plan the fine tune it to a baseline plan Draw an initial draft of the Project plan After prototyping, fine tune it and baseline it

Request Project Adjustments There is almost never enough time, money or talent assigned to a project. Your job is to do more with the limited resources than people expect. However, there are often unrealistic limits placed on a project You need to make your case and present it to your boss and request these

unrealistic limits be changed. Ask for the changes at the beginning. Don't wait until it's in trouble to ask

for the changes you need.


Successful project execution

Work your plan but don’t die for it Making the plan is important, but the plan can be changed. Change them as needed, but always keep the scope and resources in

mind.

Monitor your team’s progress You will make little progress at the beginning of the project, but start

then to monitor what everyone is doing anyway. That will make it easier to catch issues before they become problems.


Successful project execution

Document Everything Keep records. Document changes from your baseline plan, write down the reason for

change. Manage requirement change and how the timeline or budget was

adjusted because of it. It will help at the end-of-project review and learn from them.

Keep everyone informed Keep all the project stakeholders informed of progress all along. Let them know of your success as you complete each milestone, but

also inform them of problems as soon as they come up. Also keep you team informed. If changes are being considered, tell the

team about them as far ahead as you can. Make sure everyone on the team is aware of what everyone else is doing.


Case Study Scope

Define work effort Scoring well in exams in Semester IV

Project Start After completing Semester III

Project End After Writing Semester III exams

Post Mortem After obtaining results

Project Manager Candidate - You


Case Study Identify Constraints & Risk Prepare list of and collect available

resources Check timeline & prepare schedule Identify stakeholders & form your team Develop preliminary plan & fine tune to

form baseline plan Work your plan but don’t die for it Monitor your team’s progress


Assignment


References and Further Reading

Links http://www.ProjectManagements.com

http://www.pmi.org

http://www.topshareware.com/project-management-books/downloads/1.htm

http://www.spottydog.u-net.com/guides/define/definition.html

http://www.spottydog.u-net.com/guides/define/frameset.html

http://www.viney.com/DFV/intranet_portal_guide/before/influencing.html


Q&A


Contact Details

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Documents

Executing Successful Projects