Different management SESW 108: Program Development and Management

Different managementSESW 108: Program Development and Management

Dr. Kazi Abdur RoufInstructor

Settlement Services Worker Certificate Social Service Worker Part-Time Diploma Program

School of Social and Community ServicesHumber College Institute of Technology and Advanced Learning

Building C, Lakeshore Campus, TorontoTuesday, November 20, 2012

6:30 - 9:30 PM(12th class lesion)

Overview of Different management• Scope of Management• Time Management• Procurement Management• Resource Management• Cost management• Communication management• Human Resource Management• Project Management Today: -An integrative Approach• Evaluate constraints• Internal corporate constraints• External constraints

Scope of Management• The scope of management defines what the project is producing or

delivering. The control of the scope of work is also called configuration management

• Consider the following knowledge areas:Planning documents: Project charter

Work Breakdown StructureActivity list/bill of materials (BOM)Drawing registerSpecification registerParts listContract

Control Documents: Project communicationsImpact statementsVerifications and modificationsChange requestsConcessionsCloseout reports

Time Management

Outlines the sequence and timing of the scope of workPlanning documents: Network diagram

Schedule bar chartKey date/milestone scheduleRolling horizon bar chart

Control document: Progress report (actual vs planned)Grantt chartRevised bar chartEarned ValueTrend Documents

Procurement Management

• The procurement function identifies all the bought-n items.• These must be procured to specification, time schedule and budget• Planning documents: BOM, Logistics list• Procurement schedule• Material requirement planning (MRP)• Procurement budget

• Control documents: Purchase order Expediting status report Revised procurement schedule and budget

Resource Management

• Resource management integrates the resources estimate with time management to produce the resource forecast.

• This is usually related to manpower requirementsPlanning documents: Resource forecast

Resource availability Resource levelled manpower histogram

Controlled documents: Time sheets Revised manpower histogram

Cost management

Cost management allocates budgets and cash-flows to the work packages.Planning documents: Cost breakdown structure

activity budgetsDepartment budgetsCash-flow statement

Control documents: Expenditure reports (actual vs planned)Committed costs and cost-to-completeRevised budgetsEarned value

Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.

Communication management

The communication function is to disseminate information and instructions to the responsible partiesPlanning documents: Lines of communication

List of controlled documentsDistribution listSchedule of meetings and agendas

Control documents: TransmittalsMinutes of meetings


Human Resource Management

This function sets the framework for the human factorsPlanning documents: Project organization structure

Responsibility matrixJob descriptionsWork procedures

Control documents: Time sheetPerformance evaluations

Project Management Today: -An integrative Approach

Project management competing influenced by rapid change, innovation, and time to market means organizations manage more and more projects. Managing projects in the changing environment. •The rationale for integration of project management to provide senior management with: •An overview of all project management activities•A big picture of how organizational resources are being used•An assessment of the risk their portfolio of projects represents•Measuring the improvement of managing projects relative to others in the industry•Linkages of senior management with actual project execution management.

Evaluate constraints

•Project constraints can be considered as internal or external restrictions which may effect the achievable scope of the project. These anticipated limitations can be quantified under sub-headings:•Internal project constraints:

• directly relate to the scope of the project- can the services be made, does the agency have the technology, can the resources be trained up to the required level of ability•The multi-resource analysis•Are there any special design requirements? Will any new management systems introduced be compatible with existing systems they interface with?•Is the project office setup?•Can the project meet the client’s need within his/her required time•Are the projects risks and uncertainties acceptable?•Can the agency accept the terms and conditions outlined in the contract documents?

Internal corporate constraints• The agency itself can impose some quasi constraints on the project. Agency

has its own long term goals. • The progress of the project may be encouraged or delayed to meet the

company’s annual budget• Marketing strategies• Estimating• Partners: The company may wish to take on a partner who has previous

experience in the field of the project and also to spread the risk• Community relations• Training• Those may increase project costs

External constraints

External constraints are imposed by parties outside the agency, but of these constraints may not be negotiable

•National laws and regulations•Deliverables overlapping within the project area (community)•Limited numbers of findings•Logistics constraints, availability of transportations• Currency fluctuations•Environmental issues, Government regulations and pressure group activities•Climate conditions, rain, heat and humidity•Political unrest


WBS Activity Internal Project Constraints

Internal Corporate constraints


Valuate Alternatives and OptionsThe alternative analysis is the process of breaking down a complex product into its component parts before identifying different and effective methods of achieving the desired result’The process should start with a check list to structure the thought process. This can be achieved through the work breakdown structure. The following check list outlines a number of the basic questions to be asked:

•Time: can the project be completed quicker?•Cost: Can the budget be reduced?•Quality: Can the project be made to a lower level of quality which would be acceptable to the clients, •Resources: Can the work be cost effectively automated to reduce the manpower requirement? •Technical: Can cheaper materials be used?•Is there a simpler design configuration? •Has the latest technology been considered?•Has the trade-off between cost, delivery, schedule and technical performance been quantified?•Have alternative management systems been considered? Reference: Burke, Rory (2001). Project Management: Planning & Control Techniques. Chichester: John Wiley & Sons Ltd.

Table of Alternatives and Options

WBS Activity Alternatives and Options

Comments

Communication ManagementThe communication management is to disseminate information and instructions to the responsible parties

Planning documents: Lines of communicationList of controlled documentsDistribution listSchedule of meeting and agendas

Control documents: TransmittalsMinutes of meetings


Technical support

Planning documents: Client’s briefStatutory regulationsSpecificationsDesigning/mapping of the project

Control Documents: Configuration controlImpact statementsCommissioning
