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7/24/2014 Gagan Gupta

Project Management is the dynamic process thatutilizes the appropriate resources of the organizationin a controlled and structured manner, to achievesome clearly defined objectives identified as strategicneeds. It is always conducted within a defined set ofconstraints.


Planning

Implementation

Monitoring & Control

Evaluation


• A Project is considered as Failure……

Whenever a project

doesn’t meet to the

expectation of the

Stakeholders.


• Cost & Time Over-runs

• Quality Degradation

• Frustration & Stress: sometime resulting in people quitting

• Low Job Satisfaction

• Low Corporate Market Value

• Low Public Opinion

• Negative Media Campaigns

• May even force the company into Closure



Also Known as “You’d like it, just a bit bigger. No Problem.”

Oh Still a bit Bigger……. OK

Even Bigger? It wasn’t in the plan but Okay….


When Scope creeps, the endresults is always more workthan expected.

• Problems:– The changes that were not initially planned for, are added to project.

– The Project takes longer and costs more than planned and there is no record of WHY??

• Causes:– Not having a method to handle or recognize changes.

• What to do:– Document the change management process to be used and followed

by Project Team.

– Educate the project Team to recognize a change or deviation from the Plan.

– Follow the Change Management Process.



• Problems:– Team Members do not have the information they need when they

need it.

– Issues or changes do not get escalated.

– Project reporting is sluggish

• Causes:– The project’s communication plan was not completed.

– The project’s communication plan doesn’t have enough details.

• What to do:– Find out the communication requirements of all team members, and

stakeholders, then document them in a common plan, and then follow the Plan.


• You do not have enough people, the right skill-sets, or the team is not committed to the projects.

• Problems:– Tasks take longer than expected

to complete.

– Deadlines and milestones get

missed.

– Project completion date comes

into jeopardy.

– You end up working double shifts to

complete all the works.

• Causes:– There was no pre-commitment of resources to the projects.

– The Project was not supported.

– There was no analysis and documentation of all skill-set required.

• What to do:– Get executives Sponsorship for the project.

– Document which resources and skill-sets are needed to get the job done.

– Create a plan that gives enough time to get the job done with the allocated resources.

– Pre-assign the required resources to the team.



• “I would like a set of stairs that leads up to a bridge.”

• Problems:– Customer will be unhappy.

– Customer will complain and you will end up doing the what they want-at your expense.

• Causes:– What the customer wants, was not clearly documented.

– What you believe the customer wants is different that what the customer believes they have asked for?

• What to do:– Find out and document exactly what the customer wants.

– Inform everybody of the project scope.

– Document Business, Functional and technical requirements.



• How do you figure out how long the project will take?

• Problems:– An unrealistic timeline or budget will be agreed to.

– You will not be able to do all the work in the time allocated.

• Causes:– No formal estimating method

– Estimate confidence is law.

– Volume of work not understood

• What to do:– List all the work as well as possible.

– Estimate each work package.

– Add up all work packages.

– Always give answer using a range of dates



• Sorry about the project, I left it in my car & there was a bit of an incidents.

• Problems:– Unexpected events cause delays.

– Domino effect of thing going wrong.

• Causes:– No Formal Risk Management.

– Just try to predict the big things that can go wrong.

– It’s the sum of the all little things that make a project late.

– Nothing is more stressful than trying to keep on schedule when unexpected things keep happening.

• What to do:– List all the work as well as possible.

– Figure out what can go wrong with each piece of work.

– Prioritize each risk as High/ Medium/ Low Probability or impact.

– Sort the list.

– Create a plan to deal with the risks at the top of list.



• “Emergency Phone installed, Deliverable completed”

• Problems:– Difficult to get the agreement that the product is finished.

– Customer Keep wanting more, saying you didn’t do it to their Specification.

• Causes:– The Milestones or deliverables were not measurable.

– The customer never told us How many they wanted So we just assumed 1,

• What to do:– Ensure Milestones or Deliverables are:

Clearly Defined

Measurable (Quantifiable)



• Of course we Can do that for you.

• Problems:– There was little or no planning before deciding you can get the job

done.

– The task you agree to turns out to be more work than expected.

– It takes you longer and jeopardizes other deliverables.

• Causes:– Not enough time spent planning.

– You may have been pressured into giving an answer right then and there.

– Didn’t have a full understanding of the work involved before committing.

• What to do:– Take the time to fully understand the work before agreeing to it.

– Its okay to say the work is not possible or will take too long

– Only agree to work when you’re sure it can be done, this will benefit you and your managers.



• Hurry .... We have a tight deadline. No time to plan. Just start digging.

• Problems:– The plan is flawed from the start.

– The project gets out of control and can’t be recovered.

• Causes:– You have to do the work and weren’t also given time for project

management.

– Perhaps you only have 10% or 20% allotment for the project management duties.

• What to do:– Planning a project is like setting out a roadmap. Without it you will

likely get lost.

– Controlling a project is like driving a car. You have to continuously watch the road (the Plan) and make little adjustments.



• I think I know how this helmet goes on. I have been riding scooters for two years now.

• Problems:– Your project don’t finish on time.

– Your project are always squeezed at the end.

– Your project are stressful.

– You have to deal with unrealistic expectation or customers.

– You feel your projects are out of control.

• Causes:– People often don’t know what they don’t know.

– Their project are out of control but they don’t know WHY??

– They feel they are doing okay but could benefit from formal project management education.

• What to do:– Learn the methods, tools, and techniques successful Project manager

use to initiate, plan, execute and control their projects.



Presented by Gagan Gupta

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