Project Management Implementation,monitoring Control

Ghana Institute of Management and Public Administration (GIMPA)

CSIR

(Senior Management Development Programme)

PROJECT MANAGEMENT: IMPLEMENTATION, MONITORING & CONTROL Dr. Joe Oteng-Adjei Monday, June 22, 2009

Integrated Business Strategy

Marketing Strategy

Product Strategy

Financial Control Strategy

Business Goals Business Systems Strategy

Delivery Strategy

OPERATIONAL STRATEGIES

TARGETS

POLICIES

Product and Project Portfolio

Project

The Business Approach

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Team Working

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Cross Functional Perspective

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Process Orientation NGE

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Logical Progression

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Strong Leadership

CHA

Project Types ■

Capital Facilities

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I.T. / Computing

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Research & Development

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Product Introduction & Launch

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Company Mergers & Acquisitions

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Organisational Change

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Decommissioning

Why Undertake Projects ? ■

Financial ●

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Political ●

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Social

Strategic

Legislation ●

Business Process Redesign

What is a Project ?

What is a Project ? ■

Specific Goal / Objective

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Defined Time Cost and Quality

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Unique and One-Off

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Finite Duration

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Multi-skilled Teamwork

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Many Interrelated Tasks

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Complex Relationships

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Deliverables

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Life Cycle - Phases

Specific Goals and Objectives ■

A PROJECT HAS A TEAM OF PEOPLE WORKING TOGETHER TO COMPLETE A PARTICULAR TASK : ●

By a SPECIFIED TIME

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within a SPECIFIED BUDGET

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to a SPECIFIED STANDARD

Project Management Objectives ADEQUATE

CE PT AC

QUALITY

COST

CHEAPEST ECONOMICAL

TIME

T EC OJ

PR

AB

LE

BEST

FASTEST REASONABLE

Responsibility and Authority General Management

Responsibility for Project Authority over Personnel

PROJECT MANAGER

Project Team

The Ultimate Challenge ■

The ultimate challenge for project managers is to meet cost, schedule (time) and quality goals of the project without damage to the environment. ●

That means project ends with high morale, great relationships with customers, and vendors that can’t wait to work with you on the next project.

Project Phases THINK

PLAN

DO

OR...

FEASIBILITY PHASE PLANNING PHASE ACTION PHASE

Product Development CONCEPT

PLANNING

IMPLEMENTATION

OPERATION

IDEA Conceptual

Study

7

6

Prototype

5

Product Planning Design & Devpmnt

4

Production Trials

3

Testing

Launch On Sale

2 1

0

1-1

Project Life Cycle

Product vrs. Project Life Cycle ■

New product development, like a project, has a beginning and an end and produces a unique product, it may consist of more than a single project. ●

The product development life cycle describes the work required to create the product. The project life cycle focuses on managing the work.

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A product life cycle may contain many projects, each of which must go through the full project life cycle.

The Two Components of Project Management ■

HARDWARE ● Project Network Analysis ● Work Breakdown Structures ● Planning and Scheduling ● Control Techniques

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SOFTWARE ● Teambuilding ● Leadership ● Presentation ● Communication

The Technical and Socio-cultural Dimensions of the Project Management Process

1-5

Proven Techniques for Project Management PROJECT

Work Breakdown Structures

Project Network Techniques CPM / PERT Resource Allocation

Progress Measurement

1.1

1.1.1

1.1.2

1.2

1.3

1.3.1

1.1.3

1.3.2

B A

C D

B

E F

G

A

C

E

D

F

G

Eight Steps to Project Success WHAT DID WE LEARN WHERE WHAT - IF WHEN

HOOK- UP MAINTENANCE

HOW MUCH /WHO HOW WHAT OBJECTIVES

WBS

Project Characteristics - A Summary ■

A project is an enterprise with fixed objectives and goals of : ● ● ●

Time Cost Quality

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All industries, sectors and organisations carry out projects.

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The strategy of an organization is achieved by projects that are successful

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People carry out projects in teams, with a leader.

The Three Project Management Functions DEFINITION •Enlisting a sponsor •Naming the stakeholders •Making the project rules

•Statement of Work •Responsibility Matrix •Communication Plan •Charter

PLANNING

CONTROL •Measuring progress •Communication •Corrective actions •Project closure

•Risk Management •Detailed Scheduling •Budget •Resource Plan •Risk Log •Schedule •Budget •Resource Plan

Feedback, Changes and Corrective action

1-5

Power/Interest for Stakeholders Prioritization

Management Planning Cycle Change

OBJECTIVES

Objectives

Revise Plan / Budget

Revise Schedule

V

PLANS & BUDGETS

DETAILED WORKING SCHEDULES

COMPARE PLAN / ACTUAL

HOOK- UP MAINTENANCE

Framework

PROGRAMME / PROJECT

Implementation ■

Once the project funding has been approved, the originating authority must ensure that action is taken to implement the project.

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Implementation usually entails: ● detailed implementation planning, ● tendering and award of contracts, ● purchase of materials,

Implementation ■

Implementation usually entails: ● the construction of the physical components of the project, ● the purchase and installation of equipment and ● putting in place the institutional systems, policies and procedures to facilitate implementation.

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Monitoring becomes essential once implementation has started.

Monitoring: Definition

Monitoring: Definition ■

Monitoring implies ● watching, ● observing, ● tracking and ● documenting project implementation ● in order to ensure compliance to project plan.

Monitoring: Definition ■

Monitoring is the process of collecting, analysing and using data/information about the actual situation and comparing it to the planned or expected situation to provide feedback to management staff for appropriate action to be taken to ensure that performance is on track.

Monitoring: Characteristics ■

Traditional monitoring focuses on implementation monitoring (tracking inputs, activities and outputs)

while ■

Performance-based monitoring entails the regular collection of actual results (i.e. outcomes and impacts or goals)

< -- Implementation -- >

< Result s >

Traditional (implementation) M&E vs. Performance-Based M&E Impact

Outcome

Output

Activities

Inputs

• Long-Term, widespread improvement in society (End Outcome) • Intermediate effects of outputs on clients (Intermediate Outcome)

• Product and Services produced

•Tasks personnel undertake to transform inputs into output • Financial, human and material resources

Control - Definition

Control - Definition ■

Project Control includes all activities that keep the project moving towards the goal. These include: ● Progress measurement ◆ Helps to identify problems early and serves as a feedback to management ● Communication ◆ Keeps all the participants coordinated and aware of project progress and changes ● Corrective action ◆ Day to day responses to all the obstacles and problems a project may encounter

What Needs Controlling

What Needs Controlling ■

SCOPE

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QUALITY

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COST

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SCHEDULE (TIME)

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RESOURCES

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ORGANISATION / MANAGEMENT

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DELIVERABLES / BENEFITS

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CONTRACT

Σ = CHANGE

K S RI

Plan / Monitor / Control

PLAN

MONITOR

COST

CONTROL

TIME

QUALITY

Monitoring and Control N A PL GATHER DATA

CONSOLIDATE INFORMATION

HOOK - UP MAINTENANCE

ANALYSIS & CONCLUSIONS

MONITOR

DECISIONS / APPROVAL AMEND PLAN COMMUNICATE / FEEDBACK

TAKE ACTION

Monitoring the Project ■

Objective ● Accumulate progress data ● Determine performance by analysing significant deviations ● Forecast the impact on the project

“What is happening and where are we going”

Monitoring Involves : ■ ■ ■

Information Gathering Consolidating Data Analysis, Conclusions Recommendations

and

REACT & FEEDBACK

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Reports



Reviews



Meetings

Consolidating to Information ■

Graphs

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Barcharts

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Resource Charts

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Progress Performance Curves

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Summary Reports

Reviews The three main types of reviews are: • Project Progress Reviews • Design/Technical Reviews • Project Completion Reviews ■

Project progress reviews ■

Responsibility ● The project manager should be responsible for calling progress reviews.

Project Progress Reviews ■

Aims ● Review progress against the master schedule ● Review progress against work package schedules ● Review expenditure against the work package budgets ● Assess the amount of work to be completed and now accepted

Project Progress Reviews ■

Outcome ● Discuss and agree any control actions which are necessary. ● Document actions arising for the project controller to progress. ● The project owner should be responsible for progressing commercial matters.

Design Reviews ■

Responsibility ● The project manager should be responsible for calling design reviews. ● Staffs who are not directly involved in the design work or project should be involved

Design Reviews ■

Aims ● It is a preventative evaluation rather than a post mortem. ●

A formal, documented and systematic study of a design by specialists not associated with its development.

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Addresses: function, reliability, values and appearance.

Design Reviews ■

Outcome ● Assesses: quality, adherence to specification, customer requirements, use of appropriate techniques or approach / methodology, design for manufactures and costs. ●

Document actions and responsibilities.

Project Completion Reviews ■

Responsibility ●

The project owner should responsible for calling the review.

be

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Attended by all appropriate staff who worked on the project.

Project Completion Reviews ■

Aims ● Discuss the methods/procedures used at each stage of the project. ●

Discuss the degree of success or failure of the method/procedure.

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Establish the lessons learned.

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Highlight any problems and establish their causes.

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Review the overall financial and technical success of the project.

Project Completion Reviews ■

Outcome ●

The project manager should complete a post project completion report and circulate this as appropriate.

Meetings ■

Meetings are needed to aid communications within the project team and between the team and external parties.

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A meeting is a natural group, convened for carrying out the process of specific decisionmaking, communications and problem definition.

Meetings ■

Principles ● Clearly define the purpose and an agenda. ●

Keep meetings to a minimum.

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Involve interested parties who will make a positive contribution.

Meetings ■

Aims ●

Important that clear, concise and actions and statements are produced and circulated.

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Actions should timescales.

include

owners

and

Take Action ■ Without

the ability to take action and make decisions, ‘control’ is meaningless.

■ The

input to control is the monitoring process and the output from control is the change process.

Take Action ■ Taking

action involves three steps: ● Making decisions and getting approval ● Amending the plan ● Publishing the plan and feeding back

Lesson 1 ■

A crow was sitting on a tree, doing nothing all day. A small rabbit saw the crow and asked him, “Can I also sit like you and do nothing all day long?” The crow answered: “Sure, why not.” So, the rabbit sat on the ground below the crow and rested. All of a sudden, a fox appeared, jumped on the rabbit and ate it.

Lesson 1 ■ Moral

of the Story ● To be sitting and doing nothing, you must be sitting very, very high up.

Lesson 2 ■

A turkey was chatting with a bull. “I would love to be able to get to the top of that tree,” signed the turkey, “but I haven’t got the energy.” “Well, why don’t you nibble on some of my droppings?” replied the bull. “They are packed with nutrients.” The turkey pecked at a lump of dung and found that it actually gave him enough strength to reach the first branch of the tree. The next day, after eating some more dung, he reached the second branch. Finally, after a fortnight, there he was proudly perched at the top of the tree. Soon he was promptly spotted by a farmer who shot the turkey out of the tree.

Lesson 2 ■ Moral

of the Story ● Bull shit might get you to the top, but it won’t keep you there.

Visibility Room

RESOURCES