Modeling The Project System -1

Modeling the project system 1 Based on Chapter 3 of Maylor, Harvey,2000. Project Management, Financial Times Pitman Publishing, Delhi: Addison Wesley Longman(Singapore) Pte. Ltd.

The Planning Process • How project starts? – Customer provides a brief & Project Manager responds with a proposal

• Proposal should keep in mind: – For who it is for – investment decision maker or a third party? Internal customer or External customer – Why the proposal? – for competitive bidding or first examination or as part of organizational policy to consider more than one supplier

• Proposal should have …. – An executive summary – Main body of the report – appendices

Plan • First step in providing the means of satisfying the requirements of the project owner or sponsor • It’s project manager’s input to ensure potential problems are identified and solved in advance • It’s – explicit statement of intended timing of project activities; and, – basis of estimating resource needs

• Planning has a cost as it consumes resources

Proper use of planning • Misuse – – Plan as a straitjacket – Focus on precision – Generation of data

• Good use – Plan as a working tool – Focus on accuracy – Provision of information

Process of project planning: Activity Model using ICOMs Controls Standards/ Procedures

Inputs

Project Brief

Financial/time/legal/ ethical/strategic/envi ronmental/cultural/ constraints

Planning Process Tools & Techniques

Project Manager & Team

Mechanisms

Project Plan/ Proposal

Output

Process of project planning Identify constituent activities

Determine logical sequence of activities

Present the plan in a readily intelligible format

Prepare estimates of time and resources needed

Methods for obtaining benefits of planning – overview models • Work Breakdown structure (WBS) • Process mapping • Building in check-points – use of gated processes • PRINCE2 • Concurrent vs. sequential models

Work breakdown structure (WBS) • Also known as chunking or unbundling • Breaking down of large activities into manageable units is a fundamental part of project management • Facilitates responsibility for manageable part • Facilitates financial control activities • Major draw back
by concentrating on small parts people may lose the holistic view

PROCESS MAPPING • AFTER WBS – NEXT STAGE IS TO CONSIDER ELEMENTS OF THE PROCESS AND THEIR INTERACTION • PROCESS MAPPING CAN BE USED • ONE TECHNIQUE IS FOUR FIELD MAPPING OR DEPLOYMENT FLOW CHARTING • It involves relating four information fields

Four field map 1. Team members 2.Logical Phases of an activity With entry/exit criteria

4. Standards Listed for each task

A B

3. Task flow

C D No phase can be completed till all errors have been corrected and causes identified

-time & activity can be planned in detail due to this dimension -controls also specified

Building in check-points – use of gated processes • Use of check points or gates bewteen the phases provides an additional check for the manager of progress. • The stage gate system involves decision being made actively at each milestone whether the project should continue • The criteria for passing must be laid down in advance

PRINCE2 • Projects in Controlled Environments – is a structured method for managing projects • It identified 8 key processes: – – – – – – – –

Directing the project – done by senior management Planning a project Starting up a project Initiating a project Controlling Managing product delivery Managing the stage boundaries Closing

• All these constitute good project management. Project roles are highly defined • Has to submit - quality log, issue log, risk log

Concurrent vs. sequential models • Due to need for speed, functional barriers need to be broken down to facilitate information flow. This multi disciplinary teaming approach to new product is called concurrent engineering • In conventional life cycle for a new product development – chinese whispers’ syndrome and delay due to constant process revision –occur • Japan model – ‘right first time • ‘time-to-market’accounts for 30% profits

• Concurrent engineering vs. sequential process– has potential for: – Reduced time to market – Reduced engineering costs – Better responsive ness to market needs

• Disadvantages: – – – –

Increased overheads Cost of co-location Cultural resistance Inappropriate application