Project Management And Control.pptx

OBJECTIVE 1:

UNDERSTAND THE MEANING OF PROJECT MANAGEMENT Project Management – Planning, Executing, Scheduling, Controlling activities to provide solutions to the identified problems

OBJECTIVE 2:

EXPLAIN WHAT PROJECT PLAN IS

A. PROJECT PLAN - serves as the NUCLEUS of a consulting engagement and provides a guide to staff assignment and completion dates.

- provides an UPDATED status at any point during the project. -This phase usually BEGINS with an ENGAGEMENT Kick Off Meeting, a key element in getting the project off to a good start.

KICK OFF MEETING IMPORTANT TOPICS 1. Review of the engagement proposal 2. Discussion of the work objectives 3. Definition of intermediate work results 4. Responsibility assignments and client participation 5. Project completion date

OBJECTIVE 3:

KNOW AND EXPLAIN THE ELEMENTS OR COMPONENTS OF THE DETAILED ENGAGEMENT WORK PLAN

DETAILED WORK PLAN - serves as the BLUEPRINT for execution of the engagement and a means by which the consultant can monitor project progress.. - shows what staff will be needed to complete the project, and how long will they be needed. - classification of how much effort will be required to deliver the work end product.

ELEMENTS 1. Task identification and description 2. Task relationship 3. Estimating the work effort and completion time 4. Scheduling tasks 5. Determining review point 6. Staffing the project 7. Project Costing 8. Detailed Work Plan Review

OBJECTIVE 4:

UNDERSTAND THE TASK OF B. ORGANIZING THE PROJECT TEAM C. PREPARING THE PROJECT SCHEDULE

B. ORGANIZING THE PROJECT TEAM -maybe just ONE consultant or may consists of several persons. -PROJECT Leader should decide which tasks should be assigned to whom. --TEAM BRIEFING should be held before assigning the project tasks to members of the project team. --SENSE of Order and Purpose should be established and the consultant is now READY to develop a professional relationship with client that can result work products.

C. PROJECT SCHEDULE -Once the project plan has been completed, schedules and target completion dates should be prepared for each person assigned to the project. -Should be based on: a. Specific Tasks

b. Time estimated to complete a project c. Critical completion dates

D. PROJECT CONTROL A project plan can be presented using two of the most common tools:

a. Gantt chart - Easy to understand b. PERT

diagram (Program Evaluation and Review Technique) - Helps control their activities on multiple-client assignments

OBJECTIVE 5:

KNOW THE PROCEDURES IN THE DEVELOPMENT OF DOCUMENTATION POLICIES AND GUIDELINES

WHAT DOCUMENTATION POLICIES AND GUIDELINES SHOULD BE ESTABLISHED FOR INTERNAL USE 1. A defined structure for all documentation with sample formats 2. Timing for preparing, updating, and completing documentation 3. Procedures outlining instructions for documenting and complying with documentation policies

4. Responsibilities for documentation and review at various project stages.

HOW SHOULD DOCUMENTATION BE PREPARED AND REVIEWED TO ENSURE QUALITY CONTROL AND RESPONSIBILITY FOR THE DOCUMENTATION a. Specific procedures, providing instruction to consultants using suggested format, should be defined for each type of documentation. b. The procedures should also identify responsibilities for completing documentation

HOW SHOULD DOCUMENTATION BE PREPARED AND REVIEWED TO ENSURE QUALITY CONTROL AND RESPONSIBILITY FOR THE DOCUMENTATION c. Quality control review points should also be established by the project manager at the beginning of each project. d. Documentation checklists may be established by the project manager as a means of specifying documentation required form to promote quality control reviews.

WHAT DOCUMENTATION IS NEEDED TO SUPPORT CONCLUSIONS a. ALL Background data, interview results, research data, and client-prepared documents. b. The consultant should also document 1. Statement of assumptions and alternative solutions 2. Factors influencing conclusions and recommendations.

HOW LONG AND WHERE SHOULD CLIENT WORK PAPERS BE RETAINED a. Retention period should be based on internal requirements, client requirements or legal requirements. b. Client work papers should be retained by the FIRM for client recommendations.

OBJECTIVE 6:

APPRECIATE THE IMPORTANCE OF ENGAGEMENT WORK PAPERS

PURPOSES – WORK PAPERS 1. They provide HISTORICAL SUBSTANTATION of work performed and a BASIS for developing conclusions. 2. They are consultant’s source of REFERENCE during an engagement. 3. They serve as SUPPORT for recommendations once an engagement has been completed.

CONTENTS The report format would include all or part of the following sections:

A. Statement of engagement objectives B. Background information and activities conducted to analyze the client’s business

C. Findings and conclusions D. Recommendations E. Benefits of implementing recommendations

OBJECTIVE 7:

UNDERSTAND THE IMPORTANCE AND BASIC PRINCIPLES OF TIME MANAGEMENT

IMPORTANCE

Time – one of the MOST Valuable commodities a manager has.

Effective Time Management – Not just about doing more, but also about enjoying doing things more.

MANAGERS WHO MANAGE THEIR TIME WELL.. • Are in CONTROL. • Approach their jobs in more RELAXED way. Both are important part of demonstrating leadership.

EFFECTIVE TIME MANAGEMENT 1. Be aware of time. 2. Prioritize tasks 3. Anticipate tasks 4. Avoid putting off jobs 5. Break down tasks

6. Ensure deadlines are understood. 7. Be prepared 8. Support others with time management

TIME MANAGEMENT SYSTEMS 3 Essential Parts a. A guide to breaking down projects into their component tasks b. A means of reminding when the task is due to be completed c. A guide to reviewing the tasks

One page plans - Flow chart that illustrates the stage of the project.

Tasks-to-do list -System that divides the project into intervals.

Job cards -System that splits the project into tasks type.

The project log -Basis of or to support effective time management.

OBJECTIVE 8:

LEARN HOW TO MANAGE PROJECT DERAILMENTS

WHY THE PROJECT IS KNOCKED OFF? 1.Changes in client's interest 2.Changes in the client’s business situation 3.Cuts in expenditure 4.Misinterpretation of information 5.Loss of key people

RESPONDING TO PROJECT SHOCKS 1.Be prepared. 2.Avoid panic. 3.Refer back to aims and objectives 4.Evaluate resource implication 5.Modify plans 6.Communicate

1. ONE OF THE PROJECT SHOCKS IS LOSS OF KEY PEOPLE. AMONG THE PROJECT TEAM, WHO'S MEMBER WHOSE LOSS MIGHT CAUSE THE GREATEST PROBLEM. (PATINDOL)

For me, without the project manager or coordinator, it will cause a great problem – the project could fail. The project manager identifies the central problem to solve and determines, with input from the sponsor and stakeholders, how to tackle it: what the project’s objectives and scope will be and which activities will deliver the desired results. He then plans and schedules tasks, oversees day-to-day execution, and monitors progress until he evaluates performance, brings the project to a close, and captures the lessons learned.

2. CAN IT BE CONSIDERED AS AN IMPAIRMENT TO THE COMPETENCE OF THE CONSULTANT IF PROJECT SHOCKS HAPPENED, SINCE THE OBJECTIVE OF THE PROJECT HAS NOT ACHIEVED? WHY? (YNION)

About the team’s competence, I highly doubt that the project manager or coordinator would hire or appoint someone to be a part of the team that is not capable of contributing to the project – needless to say, he would hire competent persons who would be working with everyone to achieve the organization’s goal.

Project shocks are unpredictable, and most of the time, it is caused by the factors not controllable by the project team – but it doesn’t mean that the organization will not be able to achieve their goal. These shocks are just temporary, and with the competent staffs of the project team, the shocks could be eliminated. For me, it can’t be considered as an impairment to the competence of the consultant if there are shocks encountered during the implementation of the project.

3. ONE OF THE OPTIONS IN FORMING THE STAFFS OF THE PROJECT IS (E) USING THE MEMBERS OF THE CLIENT’S STAFFS AS MEMBERS.

HOW CAN THE CONSULTING FIRM ASCERTAIN THE INDEPENDENCE OF THOSE STAFFS IF THEY ARE TO BE CONSIDERED FOR PROJECT TEAM. (BAAY)

It was mentioned earlier that the project manager or coordinator is normally will be coming from the client’s side. Using the client’s staff as a member of project team does not really need them to be independent since first of all, they are a team – they have a common goal in every project they are in.

It is quite advantageous to have them in the group since they belong in the organization. Their contributions (skills, time, efforts) for the success of the project are essential, and should not be viewed as something that is somewhat similar to an audit engagement, that needs the staff of the organization to be independent.

4. THE WORD “LEADERSHIP” HAS BEEN OFTEN MENTIONED ON CHAPTER 9 (PROJECT MANAGEMENT AND CONTROL). FOR YOU, IN THE FIELD OF MANAGEMENT CONSULTANCY, HOW IMPORTANT IT IS TO HAVE LEADERSHIP SKILLS? PLEASE SUPPORT YOUR ANSWER. (COMIGHUD)

Sometimes, the best thing to do to grow a business is to hire a consultant, especially if you are seeking to drastically improve one facet of your business. The specialized expertise of a consultant is one thing—but a truly effective consultant is also a leader, able to take control of the issue at hand and direct how to solve it in the most efficient manner.

A consultant’s ability to lead a team is vital. Leadership skills are a positive attribute, and an essential part of the consultant’s toolkit. More than just managing others, it is also about effectively communication for improved outcomes. Source: http://www.pqsiinc.com/2017/06/20/leadershipconsulting-important/

5. COULD YOU GIVE THE ADVANTAGE/S OF EACH OPTION (FROM A TO E, PAGE 183) AND USING THE MEMBERS AVAILABLE, IN STAFFING THE PROJECT? (LOYOLA)

HIRING NEW STAFF One of the advantages of hiring is that qualified candidates, some who may have developed a wide range of skills elsewhere, can bring new ideas, perspectives and talent to the organization. Hiring a skilled and experience external candidate may also reduce training costs and give the organization a competitive advantage.

It also can provide new, innovative ideas for management strategies, creating a forwardthinking approach that stimulates both advancement and growth.

https://smallbusiness.chron.com/advantagesrecruiting-new-employees-17413.html

SUBCONTRACTING PORTIONS OF WORK Subcontracting offers many quantitative advantages, including reducing costs, maintaining quality assurance, increasing productivity and preventing problems. At the other end of the spectrum of the arguments in favour of subcontracting are its many qualitative benefits, including offering an opportunity to focus on what’s most important, providing flexibility, preventing problems and assessing the results of various projects. https://www.nibusinessinfo.co.uk/content/advantagesand-disadvantages-using-contractor-or-subcontractor

USING SPECIALIZED CONSULTANT AS AN EXPERIENCED ADVISOR TO THE PROJECT TEAM Consultants are third-party entities who come into your facility to gain an understanding of how your operations work and offer strategies to further improve upon what you’ve established. Rather than assigning an employee with the task of streamlining your current operations, consultants offer specialized assistance to optimize your organization.

Your consultant will likely have experience in your exact field and have past projects that may mirror your situation. This helps to give you peace of mind knowing that your business is being guided by an expert who has seen your situation before. Rather than trying to improve operations from the inside out, having an outsider offer their view of your current state of business may clear things up as to how to achieve growth and improve overall efficiency. https://www.cmtc.com/hiring-a-consultant-the-pros-cons

DELAYING THE ENGAGEMENT UNTIL ADDITIONAL PERSONS ARE AVAILABLE The engagement is delayed for some reasons, and one of the good reasons available is that, it could be that the project team is finalizing the number of their teams. Every project leader wants their team to be almost perfect. It could take time to complete the team, but it could be a good trade-off.

USING MEMBERS OF THE CLIENT STAFF AS TEAM MEMBERS Since these members are part of the organization you are working with, it is much effective to use them in the project. With this arrangement, it can free the consultant to spend more time on technical issues. It can also feel reassured that the staff will really work hard in the project since he is part of the organization.