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Project Execution Project Execution Farrokh Alemi, Ph.D. Farrokh Alemi, Ph.D. Lee Baliton Lee Baliton

Project Execution Farrokh Alemi, Ph.D. Lee Baliton

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Page 1: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Project ExecutionProject Execution

Farrokh Alemi, Ph.D.Farrokh Alemi, Ph.D.

Lee BalitonLee Baliton

Page 2: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

Components of Project Components of Project ExecutionExecution

1.1. Completing plansCompleting plans

2.2. Managing project resourcesManaging project resources

3.3. Encouraging teamworkEncouraging teamwork

4.4. CommunicationCommunication

5.5. Issue managementIssue management

6.6. Quality controlQuality control

Page 3: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

1. Completing Plans1. Completing Plans

ProfessionalsProfessionals May not follow plansMay not follow plans May not feel responsible to May not feel responsible to

project managerproject manager

Page 4: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

1. Completing Plans1. Completing Plans

ProfessionalsProfessionals May not follow plansMay not follow plans May not feel responsible to May not feel responsible to

project managerproject manager

In these situations, effective management matters.

Page 5: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

1. Completing Plans1. Completing Plans

ProfessionalsProfessionals May not follow plansMay not follow plans May not feel responsible to May not feel responsible to

project managerproject manager

But is management a science or common sense?

Page 6: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

1. Completing Plans1. Completing Plans

Participation mattersParticipation matters

Page 7: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

1. Completing Plans1. Completing Plans

Participation mattersParticipation matters Self interest motivatesSelf interest motivates

Page 8: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

1. Completing Plans1. Completing Plans

Participation mattersParticipation matters Self interest motivatesSelf interest motivates Self interest is not enoughSelf interest is not enough

Page 9: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

1. Completing Plans1. Completing Plans

Participation mattersParticipation matters Self interest motivatesSelf interest motivates Stay on the messageStay on the message

Page 10: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

1. Completing Plans1. Completing Plans

Participation mattersParticipation matters Self interest motivatesSelf interest motivates Stay on the messageStay on the message

Example: Reducing Medication Errors

Page 11: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

1. Completing Plans1. Completing Plans

Participation mattersParticipation matters Self interest motivatesSelf interest motivates Stay on the messageStay on the message Explain the logicExplain the logic

Page 12: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

1. Completing Plans1. Completing Plans

Participation mattersParticipation matters Self interest motivatesSelf interest motivates Stay on the messageStay on the message Explain the logicExplain the logic Provide social supportProvide social support

Page 13: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

1. Completing Plans1. Completing Plans

Participation mattersParticipation matters Self interest motivatesSelf interest motivates Stay on the messageStay on the message Explain the logicExplain the logic Provide social supportProvide social support Use mediaUse media

Page 14: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

1. Completing Plans1. Completing Plans

Participation mattersParticipation matters Self interest motivatesSelf interest motivates Stay on the messageStay on the message Explain the logicExplain the logic Provide social supportProvide social support Use mediaUse media

Feel g

oo

d

Page 15: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

2. Managing Project 2. Managing Project ResourcesResources

Poor track recordPoor track record

Page 16: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

2. Managing Project 2. Managing Project ResourcesResources

Poor track recordPoor track record Life cycle costingLife cycle costing

Page 17: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

2. Managing Project 2. Managing Project ResourcesResources

Poor track recordPoor track record Life cycle costingLife cycle costing Total costsTotal costs

Not component costsNot component costs Indirect costsIndirect costs

Page 18: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

2. Managing Project 2. Managing Project ResourcesResources

Poor track recordPoor track record Life cycle costingLife cycle costing Total costsTotal costs Earned value managementEarned value management

Page 19: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

3. Encourage Teamwork3. Encourage Teamwork

Composed of members of Composed of members of different unitsdifferent units

Effective teamsEffective teams

Page 20: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

3. Encourage Teamwork3. Encourage Teamwork

Composed of members of Composed of members of different unitsdifferent units

Effective teamsEffective teams1.1. PrinciplesPrinciples

FormingForming StormingStorming NormingNorming Performing phasePerforming phase

Page 21: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

3. Encourage Teamwork3. Encourage Teamwork

Composed of members of Composed of members of different unitsdifferent units

Effective teamsEffective teams1.1. PrinciplesPrinciples

2.2. Process changesProcess changes BrainstormingBrainstorming Nominal group technique Nominal group technique Delphi group processDelphi group process

Page 22: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

4. Communication4. Communication

Status reportsStatus reports

Page 23: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

4. Communication4. Communication

Status reportsStatus reports1.1. Tasks completed on time?Tasks completed on time?

Page 24: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

4. Communication4. Communication

Status reportsStatus reports1.1. Tasks completed on time?Tasks completed on time?

2.2. If not, what is needed?If not, what is needed?

Page 25: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

4. Communication4. Communication

Status reportsStatus reports1.1. Tasks completed on time?Tasks completed on time?

2.2. If not, what is needed?If not, what is needed?

3.3. What is next?What is next?

Page 26: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

4. Communication4. Communication

Status reportsStatus reports1.1. Tasks completed on time?Tasks completed on time?

2.2. If not, what is needed?If not, what is needed?

3.3. What is next?What is next?

4.4. Issues interfering with tasksIssues interfering with tasks

Page 27: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

4. Communication4. Communication

Status reportsStatus reports Send to allSend to all

Page 28: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

4. Communication4. Communication

Status reportsStatus reports Send to allSend to all FrequencyFrequency

Page 29: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

5. Issue Management5. Issue Management

Issue thicketIssue thicket

Page 30: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

5. Issue Management5. Issue Management

Issue thicketIssue thicket Assignment to team memberAssignment to team member

Page 31: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

5. Issue Management5. Issue Management

Issue thicketIssue thicket Assignment to team memberAssignment to team member Resolution should be verifiedResolution should be verified

Page 32: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

5. Issue Management5. Issue Management

Issue thicketIssue thicket Assignment to team memberAssignment to team member Resolution should be verifiedResolution should be verified SoftwareSoftware

Page 33: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

6 Quality Control6 Quality Control

Customer satisfactionCustomer satisfaction

Page 34: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Course on Project Management

6 Quality Control6 Quality Control

Customer satisfactionCustomer satisfaction Health outcomesHealth outcomes CostCost Market shareMarket share

Page 35: Project Execution Farrokh Alemi, Ph.D. Lee Baliton

Take Home LessonTake Home Lesson

Project execution requires strong Project execution requires strong communication and leadershipcommunication and leadership