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Prof. Roy Levow
Session 7
Considering Resource Availability Leveling Resources Acceptably Leveled Schedule Resource-Leveling Strategies Cost Impact of Resource Leveling Implementing Micro-Level Project
Planning Work Packages
Considering Resource Availability Leveling Resources Acceptably Leveled Schedule Resource-Leveling Strategies Cost Impact of Resource Leveling Implementing Micro-Level Project
Planning Work Packages
Copyright 2007 John Wiley & Sons, Inc. Chapter 7 3
Understand why resources should be leveled
Utilize various approaches to leveling resources
Determine the appropriate use of substitute resources
Define a work package and its purposes Describe the format and explain the
contents of a work package Know when to require a work package
descriptionCopyright 2007 John Wiley & Sons, Inc. Chapter 7 4
Final part of the plan is to assign resources to the schedule
Resources may not be available at scheduled time
Resource Leveling – process to schedule how each resource is allocated to accomplish the task within the scheduled dates of the tasks
Purpose is to avoid overscheduling and to have a smooth flow of resources
Utilize available slack Shift the project finish date Smoothing – use overtime
Further decompose the task to accommodate resource’s schedule
Stretch a task Assign a substitute resource
No cost impact if resources are billable based on expended labor
Cost impact if resources are charged on calendar basis
Cost impact if there are incentives for early completion or penalties for late completion
Decomposition of tasks assigned to an individual – subtasks
Responsibility for completing task is assigned to task manager and subteam (can be one individual)
Can create mini-Network Diagram and Time-Scaled Resource Schedule
“Statement by the each task manager as to how he or she plans to complete the task within the scheduled start and finish dates.”
The Importance of Planning Joint Project Planning Sessions Project Proposal Contents of the Project Proposal
• Understand the importance of planning to a TPM project
• Understand the purpose of the Joint Project Planning session
• Know how to plan a Joint Project Planning session
• Decide who should attend the Joint Project Planning session
• Understand all of the deliverables from the Joint Project Planning session
• Explain the purpose of the project proposal• Know the contents of the project proposal
Reduces Uncertainty Increases Understanding Improves Efficiency
Objective: Develop a project plan that meets the Conditions of Satisfaction (COS) as negotiated between the requestor and the provider, and as described in the Project Overview Statement.
Facilitator Project Manager Another Project Manager JPP Consultant Technographer Core Project Team Customer Representative Resource Managers Project Champion Functional Managers Process Owner
Comfortable (up to three days in one room) Preferably on-site (minimize distractions) Space enough for groups of four or five
have separate tables, chairs, and flip charts.
No breakout rooms Plenty of wall space to tape up charts Whiteboard space Equipment
Post-It Notes, tape, scissors, and colored marking pens
LCD projector and PC
Session 1 Negotiate COS
Session 2 Write POS
Session 3 (JPP Session) First-level WBS Decompose WBS Estimate activity durations and resource requirements Project Network Diagram Determine critical path Revise and approve project completion date Finalize resource schedule Gain consensus on project plan
Work Breakdown Structure Activity Duration Estimates Resource Requirements Project Network Schedule Activity Schedule Resource Assignments Project Notebook
Background Objective Overview of the approach to be taken Detailed statement of the work Time and cost summary Appendices
Project Manager vis-à-vis the Functional Manager
Projects as Motivation and Development Tools
Recruiting the Project Team Establishing the Team Operating Rules Managing Team Communications Managing Multiple Team Projects Executing a Multiple-Team Project
Explain the relationship between the project manager and the functional manager
Use projects for motivation and development
Understand the concept of job design and how it relates to project management
Define the three components of a project team
Describe the characteristics of an effective project manager
Describe the characteristics of an effective project team member
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 24
Understand the different roles and responsibilities of core versus contracted team members
Help contracted team members become part of the team
Establish team operating rules for problem solving, decision making, and conflict resolution
Know the types of team meetings and when to use each type
Establish and use a team war room Know project communications requirements
and use Organize the project team
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 25
Understand the complexities and challenges of managing multiple-team projects
Understand the various requirements gathering processes
Define scope change processes and change management processes
Understand and use the Project Office, Core Team, and Super Team structures to manage a multiple-team project
Know how to select the best-fit project organizational structure for a multiple-team project
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 26
Project Manager’s objective – to complete the project on time, within budget, and to customer’s specifications
Functional Manager’s objective – to develop staff skills to meet project requirements and deployment of staff to projects
The conflict – assigning a trained professional to a project (training burden on Functional Manager) or an inexperienced professional to a project (training burden on Project Manager)
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 27
Hygiene Factors• Company Policy• Administrative Practice• Working Conditions• Technical Supervision• Interpersonal Relations• Job Security• Salary
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 28
Motivators• Achievement• Recognition• Advancement and
Growth• Responsibility• Work Itself
Hertzberg’s Theory of Motivation
Motivations from project work Challenge Recognition Job Design
Skill Variety Task Identity Task Significance Autonomy Feedback
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 29
Three separate components Project Manager Core Team Contracted Team
Selecting a Project Manager When: Ideally at the beginning of the project Selection Criteria
Background and experience Leadership and strategic experience Technical expertise Interpersonal competence Managerial ability
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 30
Selecting the Core Team When: At least before the Joint Project Planning Session Selection Criteria
Commitment Shared Responsibility Flexibility Task-Orientedness Ability to Work within Schedules and Constraints Willingness for Trust and Mutual Support Team-Orientedness Open-Mindedness Ability to Work across Structure and Authorities Ability to Use Project Management Tools
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 31
Contracted Team Members When: Shortage of staff and/or skills Implications:
Must be briefed on project and their role Priorities may lie elsewhere Quality may be poor because of poor
commitment Often require more supervision
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 32
Steps in the Process Identify needed skills, number of resources, and
timeframe List companies to invite a proposal from Write the request for proposal (RFP) Establish selection criteria for selecting vendors Distribute RFP Evaluate responses Reduce list to the few who will make formal
presentation Conduct on-site presentation Choose final vendor(s), prepare contract, and execute
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 33
Types of Proposals Request for Information Request for Proposal Request for Quote
Types of Contracts Retainer Time and Materials Time and Materials – Not to Exceed Fixed Bid
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 34
Contract Administration Written guidelines for managing the contract
Contract Cancellation Clear guidelines on the conditions for
cancelling the contract Contract Closing
Acceptance criteria has been met Debriefing sessions
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 35
Authority Usually given to the project manager Important to keep functional managers in the
loop Responsibility
Project manager solely responsible for finishing project on time, within budget, and according to customer specifications
Keep in constant communication with task managers
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 36
Measuring Balance Kolb’s Learning Styles
Assimilating Diverging Accommodating Converging
Develop a Team Deployment Strategy Determine where the imbalance is
Develop a Team Development Plan Use conflict resolution management techniques Sensitivity training
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 37
Situation requiring team operating rules Problem solving Decision making Conflict resolution Consensus building Brainstorming Team meetings
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 38
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 39
Couger’s Creative Problem Solving (CPS) Model
Decision Making – Three Major Types Directive: The person with authority makes all
of the decisions Participative: Everyone on the team
participates in the decisions Consultative: The person with authority
makes all of the decisions but only after consulting with the team
Deciding which type to use Time constraints The importance of the decision
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 40
The Six Phases of the Decision-Making Process
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 41
PHASE DESCRIPTIONLEARNING STYLE
Phase I: Situation definition
Discovery phase. The team investigates, discusses, clarifies, and defines the situation. It is important for the team to under-stand the root causes and evidence that led to the need for a decision.
Assimilator
Phase II: Situation decision generation
Continuation of Phase I. Characterized by brainstorming and searching for new ideas and alternatives for resolving the situation, which should lead to better choices for the decision. Above all, the team needs to avoid a rush to judgment.
Diverger
The Six Phases of the Decision-Making Process
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 42
PHASE DESCRIPTIONLEARNING STYLE
Phase III: Ideas to action
Define the criteria for evaluating the alternative decisions. This involves identifying the advantages and disadvantages of each alternative. Whatever approach is used, the result should be a ranking of alternatives from most desirable to least desirable.
Converger
Phase IV: Decision action plan
Begins once the alternative is chosen. This is the planning phase for the project team. The team determines tasks, resources, and time lines that are required to implement the decision. This phase requires a concerted effort to obtain buy-in from all affected parties.
Converger
The Six Phases of the Decision-Making Process
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 43
PHASE DESCRIPTIONLEARNING STYLE
Phase V: Decision evaluation planning
Learning opportunity for the project team. The team identifies what did and did not work, as well as areas in which it can improve and how to do so. The value of this discussion lies in the team’s willingness to be honest and straightforward with one another.
Accommodator
Phase VI: Evaluation of outcome and process
Focuses on the quality of results. The team evaluates the situation: Was the situation improved satisfactorily, or will another round be required? Was the situation defined correctly, or is revision required? Did the process work as expected, or will it need adjustment for the next attempt?
Assimilator
Conflict Resolution Avoidant: Person tends to avoid direct
confrontation Combative: Person tends to seek out conflict
or will instigate conflict at the slightest provocation
Collaborative: Person looks for win-win solutions. Will not avoid conflict but will try approach conflict in a reasonable manner
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 44
Consensus Building Reaching agreement through discussion Not majority rule All team members must agree on course of
action Brainstorming
Technique to focus creativity of the team
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 45
Team Meetings Procedural Matters
Meeting Frequency Agenda Preparation Meeting Coordinator Recording and Distributing Meeting Minutes
Types of Meetings Daily Status Problem Resolution Project Review
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 46
Team War Room: a common meeting place that the team “owns” during the lifetime of the project Physical Layout
Plenty of whiteboards Large room or several small rooms with a
common meeting room Private work areas but within line of sight of
each team member Project artifacts within easy access
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 47
Timing Too soon and the information will be forgot Too late and the information will not be useful for the
situation Content: Determine what information the team members
need to be successful Channels:
Face-to-Face Videoconferencing Email: Consider Volume, Tone, and Quality Written Materials Phone
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 48
Communication with the Sponsor Ask the sponsor what he or she wants to know Communicate on a regular basis with the
sponsor Upward Communication Filtering and “Good News”
Spinning bad news by making it sound like good news
Withholding bad news Communicating with Other Stakeholders
Ask the stakeholders what they want to know Communicate on a regular basis with the
stakeholdersCopyright 2007 John Wiley & Sons, Inc. Chapter 9 49
“Any project that requires the involvement of two or more independent teams, who may have their own tools, templates, and processes.”
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 50
Challenges Working with Fiercely Independent Team Cultures Establishing a Project Management Structure Establishing One Project Management Life Cycle Defining a Requirements Gathering Approach Establishing a Scope Change Management Process Defining the Team Meeting Structure Establishing Manageable Reporting Levels Searching Out Your Seconds Building an Integrated Project Plan/Schedule Sharing Scarce Resources Across Teams Managing Team Member Commitment to Their Home
Business Unit Managing Lack of Ownership
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 51
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 52
PROJECT OFFICE CORE TEAM SUPER TEAM
Fiercely independent teams L M HEstablishing a project management structure M L H
Establishing one project management life cycle
M L H
Defining a requirements gathering approach H M L
Establishing a scope change management process
M M L
Defining a team meeting structure L L LEstablishing manageable reporting levels L L M
Searching out your seconds H M HBuilding an integrated project plan/schedule H M L
Sharing scarce resources across teams H L L
Managing team member’s commitment to their home team
H H M
Managing lack of ownership H L L
“A temporary management structure established to coordinate and support the work of two or more independent teams who are concurrently working on a single project that has dependencies across the team task assignments”
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 53
Roles and Responsibilities of Project Office Manager Organizing and managing the entire project Developing the high-level project plan with the project
team managers Integrating and coordinating the project plans of each
team Maintaining the overall project schedule Monitoring and managing resource use Preparing and distributing project status reports Planning and conducting team meetings Processing scope change requests Solving project problems escalated from the individual
project teams Negotiating and resolving problems between teams
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 54
Strengths Scales to Very Large Projects Allows Teams to Maintain Their Practices
Weaknesses Managing Across Disparate Practices Team Members Will Have to Manage
Competing Practices May Have to Use a Cumbersome Scope
Change Management Process
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 55
Impact on the Project Life Cycle
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 56
PHASE ARTIFACT SUMMARY COMMENTS
Scoping (1) Requirements Gathering
(1) Build integrated plan for conducting process. This might be a completely integrated process or one that integrates the results from each team.
Planning
(1) WBS
(2) Estimation
(3) Dependency Diagrams
(4) Project Schedule
(5) Risk Management (6) Communications
(1) Integrated plan to develop complete WBS is needed (2) Needs systems integration estimates (3) To document interproject team dependencies (4) Minor except for resource scheduling (5) Straightforward(6) Complex but can be managed
Launching(1) Team operating rules (2) Work packages
(1) Straightforward(2) Maintain out of Project Office
Impact on the Project Life Cycle
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 57
PHASE ARTIFACT SUMMARY COMMENTS
Monitoring and Controlling
(1) Project performance reports (2) Scope change management (3) Problem resolution/escalation
(1) Coordinate from Project Office (2) Must establish a single process
(3) Complex but can be managed
Closing (1) Requirements validation(1) Must have an integrated process
“A temporary structure comprised of a small number of subject matter experts (SMEs) chosen and managed by the Core Team Manager. The SMEs of the Core Team consult, advise, and support the work of all the teams working on the project.”
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 58
Roles and Responsibilities of the Core Team Advising each project team on technical and business matters Supporting each project team as needed Collaborating with the core team manager as needed Negotiating and helping resolve problems and cross-team conflicts Organizing and managing the entire project Developing the high-level project plan with the project managers Integrating and coordinating the project plans of each team Maintaining the overall project schedule Monitoring and managing resource use Preparing and distributing project status reports Planning and conducting team meetings Processing scope change requests Solving problems escalated from the individual project teams
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 59
Strengths Hand-picked by the core team manager Provides the best available advice to the core team
manager Coordinates the work of several project teams Allows teams to maintain their practices
Weaknesses May not scale to the largest projects Must manage across disparate practices Team managers will have to manage competing
priorities Repeatedly choosing SMEs does not enable
development of new core team members
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 60
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 61
PHASE ARTIFACT SUMMARY COMMENT
Scoping (1) Requirements Gathering(1) Build integrated plan for conducting process
Planning
(1) WBS (2) Estimation (3) Dependency Diagrams (4) Project Schedule (5) Risk Management(6) Communications
(1) Leave each WBS independent (2) Estimate each plan independently (3) Determine project dependencies (4) Integrate project schedules (5) Add integration risks(6) Complex but can be managed
Launching(1) Team operating rules(2) Work packages
(1) Straightforward(2) Maintain out of Core Team Manger’s Office
Monitoring and Controlling
(1) Project performance reports
(2) Scope change management (3) Problem resolution/escalation
(1) Coordinate from Core Team Manager’s Office
(2) Must establish a single process
(3) Complex but can be managed
Closing (1) Requirements validation (1) Must have an integrated process
Impact on the Project Life Cycle
“A temporary management structure that integrates several dependent teams into a single project team managed by a senior-level project manager.”
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 62
Roles and Responsibilities of the Super Team Manager Organizing and managing the project Developing the project plan Maintaining the overall project schedule Monitoring and managing resource use Preparing and distributing project status
reports Planning and conducting team meetings Processing scope change requests
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 63
Strengths Managed from a single integrated plan Integrated resource management control Standardizes on a set of tools, templates, and
processes Weaknesses
Establishing standardization Does not scale to very large projects Team members must manage competing
priorities
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 64
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 65
Impact on the Project Life CyclePHASE ARTIFACT SUMMARY COMMENT
Scoping (1) Requirements Gathering(1) Build integrated plan for conducting process
Planning
(1) WBS (2) Estimation (3) Dependency Diagrams (4) Project Schedule (5) Risk Management (6) Communications
(1) Straightforward (2) Straightforward (3) Straightforward (4) Straightforward (5) Straightforward (6) Straightforward
Launching(1) Team operating rules (2) Work packages
(1) Straightforward (2) Maintain out of Super Team Manager’s Office
Monitoring and Controlling
(1) Project performance reports
(2) Scope change management (3) Problem resolution/escalation
(1) Coordinate from Super Team Manager’s Office
(2) Straightforward (3) Straightforward
Closing (1) Requirements validation (1) Straightforward
Copyright 2007 John Wiley & Sons, Inc. Chapter 9 66
VARIABLESPROJECT OFFICE
CORE TEAM
SUPER TEAM
Complexity/Risk L M H
# of customer areas H L M
# of teams involved H L M
Total project team size H L M
Type of project (new/enhanced) M/M L/L H/H
Resource contention L M H
Criticality of deliverables L H M
Need for integrated plan L M H
Need for integrated schedule L M H