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Project ManagementProject Management
Suresh Kumar . MBE., MBA
PROJECT :
Any activity starting with a description of a mission and ending with the completion of a
deliverable or product
Management:
Definition:
Management:
The technique or practice of controlling the use of resources such as cost, time
manpower materials etc.,
Project + Management
Specifications
Project management is getting the job done on time, within budget, according
to the specifications!
The Project Management Institute (PMI):
'The application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements.'
The Project Life Cycle:
Initiating Planning
Executing
Controlling
Closing
Project Management :
Procurement
Human Resources communication
Cost
Integration
Project Management
Time
Risk Quality
Scope
Management
1. Analysis & evaluation phase
2. Marketing Phase
3. Design Phase
Project Management Phases:
4. Inspection, testing and delivery phase
5. Post completion analysis phase
Project Management Processes:
1. Project Processes
2. Process Groups
3. Process Interactions
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3. Process Interactions
4. Customisation
Project Management Processes:
1. Project Processes:
Project Management - Describe & Organise the project work
Product Oriented - Specifying & Creating Product
Project Management Processes:
2. Process Groups:
Initiating - Recognition to Start & establish commitment
Planning - Design & maintain schemes to accomplish goals
Execution - Co-coordinating people & processes Execution - Co-coordinating people & processes
Controlling - Monitor & Measure progress
Closing -Acceptance by the end user
Project Management Processes:
3. Process Interactions:
Input –Tools & Techniques –output
4. Customisation
• Projects initiated at random at all levels
• Project Objective not in line with business objective
• Non dedicated team
• Lack of support form clients
• Project Manager with no prior experience
Why do Projects Fail?
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• Project Manager with no prior experience
• Lack of communication skills
• Non usage of productivity tools such as ICT
• Non Prioritisation of activities
• Less qualified / less dedicated manpower
• Failure of smooth communication
Good Project Management:
1. Define the Project
2. Reduce project to a set of manageable activities –Tasks –WBS
3. Pool in appropriate and necessary resources
4. Build team / teams
5. Allocate resources to the tasks
6. Monitor & control the tasks
7. Reporting at regular intervals
8. Close down on completion
9. Post evaluation – learning lessons
The Five Dimensional Management
1.5
2.5
6
0
10
Staff
Features
Quality
1. Features
2. Quality
3. Cost
4. Schedule
5. Staff
45
Cost Schedule
KIVIAT diagram
5. Staff
•Driver
•Constraint
•Degree of Freedom
Each dimension
project is considered successful when……………………………………
a) The product of the project has been manufactured
b) The project sponsor announces the completion of the project
c) The product of the project is turned over to the operations area to handle the ongoing aspects
of the project
Project Management
of the project
d) The project meets or exceeds the expectations of the stakeholders
The Five project Management process groups in order are…………………………………
a) Initiating, Executing, Planning, Monitoring and Controlling and Closing
b) Initiating , Monitoring and controlling, Planning , Executing and closing
c) Initiating, Planning, Monitoring and controlling, Executing and Closing
d) Initiating, Planning, Executing, Monitoring and Controlling, and Closing
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d) Initiating, Planning, Executing, Monitoring and Controlling, and Closing
During which project management process group are risk and stakeholders ability to influence project
outcomes the highest at the beginning of the process…………………………………
a) Planning
b) Executing
c) Initiating
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d) Monitoring and Controlling
You are a project manager working on gathering requirements and establishing estimates frothe
project. Which process group are you in ?
a) Planning
b) Executing
c) Initiating
d) Monitoring and Controlling
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You are the project manger fro a large construction project. The project objective is to construct a set of
buildings to house the Olympic support team that will be arriving in your city 18 months from the
project start date. Resources are not readily available because they are currently assigned to other
projects. Jimmy, an expert crane operator is needed for this projects two months from today. Which of
the following skills will you use to get Jimmy assigned to your project?
a) Negotiation and Influencing skills
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b) Communication and Organisational skills
c) Communication skills
d) Problem solving skills
Planning : Key issues
• Key Stages of the project
• Project logic diagram
• Key stages responsibility chart
• Estimates for key stages
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• Estimates for key stages
• Optimised Gantt chart
• Project risk log –Risk Management forms
• Project Operating budget
Initiate Planning
Develop SDP
Review & Approve SDP
Implement SDP processes and apply SPTO process
Project Structure
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apply SPTO process
Measure & Improve the process
Revise the SDP
Record lessons learnt
Characteristics of a Project:
• Resource Requirement
• Funds
• Probability of Completion
• Risk
• Design Changes
80
100ResourceRequireemnt
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0
20
40
60
80
START 1 2 3 4 5 FINISH
Funds
Probability ofCompletion
Risk
DesignChanges
Work Break down Structure (WBS):
1. Identify the key activities
2. Breaking each of these activities down to distinct tasks
3. Continue break down till manageable work packages are identified.
4. Does not show dependencies of tasks4. Does not show dependencies of tasks
5. It is not time based –no time scale
The Job Job Aspirants Selection Process
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vacancies Specs Sources Qualification Advt. Referral
Time Estimation:
1. Single Estimate Method
2. Three Estimate Method
Optimistic , Pessimistic & Most likelyOptimistic , Pessimistic & Most likely
Three Estimate MethodOptimistic (a) ,Pessimistic (c) & Most likely (b)
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The widely used methods
PERT ( Programme Evaluation & Review Technique)
was developed under US Navy special Project Office sponsorship in 1958
for Polaris missile project
CPM ( Critical Path Method)CPM ( Critical Path Method)
was developed in 1957 to aid in scheduling maintenance shutdowns of
chemical plants
Some Terminologies
1. Task Dependency
2. Task Constraint
3. Critical Path –series of tasks that must be completed on schedule
4. Critical task - a task that must be completed on schedule
5. Early Finish
6. Early Start6. Early Start
7. Lag and Lead Time
8. Late Start
9. Late Finish
10. Predecessor
11. Slack or Float time
12. Successor
Task Duration:
• Lead Time:
• Time which a successor task can over lap a predecessor task
• Lag Time:
• Time between a predecessor and a successor task• Time between a predecessor and a successor task
Start Date: 25-04-2010
Task Duration Predecessor Successor
1 2d 3
2 4d 3
An example:
2 4d 3
3 3d 1,2 5
4 2d 5
5 3d 4,3
T D P S
1 2d 3
2 4d 3
3 3d 1,2
4 2d 5
5 3d 4,3
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Some estimation Tools :
1. Algorithmic Model –algorithms to produce effort estimate as a function of a
number of variables or cost drivers.
2. Expert Judgment
3. Analogy –Comparison with completed projects3. Analogy –Comparison with completed projects
4. Top Down –Derived from global properties of the product
5. Bottom Up - each activity component separately estimated & summed
6. Automated Models –based on algorithmic model uses user inputs
Bottom –Up Estimation
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Demand Forecast –Karnataka State
10938
9865
89609000
9500
10000
10500
11000P
ea
k D
em
an
d i
n M
W
Top Down Estimation
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8960
8228
7620
7096
7000
7500
8000
8500
9000
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
Pe
ak
De
ma
nd
in
MW
Risk Management :
Risk: Events or conditions that may occur and whose occurrence has a harmful or
negative impact on the project
Risk Management:Aims to identify the risks & take actions to minimise their effect on the project
Risk Components:
1. Risk Assessment - Identification
2. Risk Control - Reduce damage
3. Risk Ranking - Prioritising the risks
4. Risk Mitigation - dealing with risk and overcoming them
Risk Classification:
1. Risk Assessment & Identification
Checklists of possible risks, surveys, meetings, brain storming ………….
2. Risk Prioritising
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Focus on the highest risk. Each risk is labeled as low, medium & high
3. Risk Control
Identifying the action needed to minimise the risk consequences
Risk Categories
• Technical, Quality or performance Risks (Industry Risk)
• Project Management (Project Risk)
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• Project Management (Project Risk)
• Organisational Risks (Social & Political Risk)
• External Risks (Market Risks)
Risk Categories
Project Name
Technical Project Management Organisational External
Unproven Technology Schedule Planning Project Schedules Weather
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Quality of Technology Project Disciplines Unrealistic Objectives Labour Issues
Performance Risks Resource Planning Lack of Funding Catastrophic Risk
Complex Technology Cost Estimates
Budget
Tools for Risk Identification
• Documentation Reviews
• Information Gathering Techniques:
• Brain Storming, Delphi , Nominal Group Technique, Interviewing, SWOT
• Check List Analysis –based on historical information
• Assumptions Analysis –during planning process
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• Assumptions Analysis –during planning process
• Diagramming Techniques:
•Cause & Effect , Flow Charts , Influence diagrams
The Delphi Techniquewas originally developed by the Rand Corporation for the Polaris Missile Project, where it was used to forecast war strike scenarios and how to best react to them.
Divide thepeoplepresent intosmall groupsof 5or 6members, preferablyseatedarounda table.
Stateanopen-endedquestion (" What aresomewayswecouldencourageparticipants to car pool?").
Have each Person spend several minutes in silence individually brainstorming all the possible ideas and
jot theseideasdown.
Have the groups, collect the ideas by sharing them roundrobin fashion (one response per person each
time), while all are recorded in key term, on a flipchart. Nocriticism is allowed, but clarification in response
Nominal Group Technique
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to questions is encouraged.
Have each person evaluate the ideas and individually and anonymously vote for the best ones (for
example, the, best ideagetsPoints, next best 4Points, etc).
Share votes within the group and tabulate. A group report is prepared, showing the ideas receiving the
most points.
Allowtimefor brief grouppresentationson their solutions.
Cause & Effect or fishbone diagram
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Risk Rating = Probability + Impact (People + Property + Economy)
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Project Mindset - Characteristics
• Time – reducing time frame of processes
• Responsiveness – quickness of response – vibrancy & Liveliness
Mindset
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• Information Sharing – Power sharing
• Processes –emphasis on flexible processes
• Structured Planning – based on project management life
cycle
Progress Control :
1. Monitor Performance
2. Schedule updating against base line
3. Update Costs
4. Re plan stage schedule
5. Conduct Team status review
6. Prepare Status report
7. Update stage schedule
8. Summary Report (Flash Reports)
Follow Up
1. Quality
Schedule Review, Prepare Agenda for Review, Conduct Review, Follow up QR
Quality Certification
“QR Complete”
Quality Control
Product meets the required performance quality standard.
“QR qualified & complete”
Deficiencies identified & rectified, Does not need another QR
“QR qualified & in Progress”
Deficiencies are more and warrants another formal QR
Change Control
• Request for change – identify need based on request
• Look for alternate solutions–Evaluate the change request
• Actions for change – accept recommendations
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• Actions for change – accept recommendations
• Implement change - accommodate change
Change must involve the people - change must not be imposed upon the people
1.Increase urgency. 2.Build the guiding team3.Get the vision right4.Communicate for buy-in5.Empower action6.Create short-term wins
Eight Steps to Successful change
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6.Create short-term wins7.Don't let up8.Make change stick
• crow & the water jug – necessity is the mother of invention• Wind & the Sun – force is not always the best• The crab & his mother – Lead by example• The rich man and the tanner - given time you can get used to anything
Qualities of a leader :
� Enthusiasm
� lead by example
� High tolerance for Ambiguity
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� High tolerance for Ambiguity
� High coalition and team building skills
� Customer –Client orientation
� Business orientation
1. Your subordinates have not been responding to your
friendly conversation and obvious concern for their
welfare. Their performance is in a tailspin.
a. Emphasize the use of uniform procedures and the
necessity for task accomplishment
b. Make yourself available for discussion but do not push
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b. Make yourself available for discussion but do not push
c. Talk with subordinates and then set goals
d. Be careful not to intervene
Conflict
• Within yourself when you're not living according to your values
• When your values and perspectives are threatened
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• Discomfort from fear of the unknown or from lack of fulfillment
Conflict
Conflict is often needed:
1. Helps to raise and address problems.
2. Energizes work to be on the most appropriate issues.
3. Helps people "be real", for example, it motivates them to participate.
4. Helps people learn how to recognize and benefit from their differences.
Project Management
4. Helps people learn how to recognize and benefit from their differences.
Conflict is not the same as discomfort.
The conflict isn't the problem – But ,it is when poorly managed
Conflict
Conflict is a problem when it:
• Hampers productivity.
• Lowers morale.
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• Causes more and continued conflicts.
• Causes inappropriate behaviors.
Conflict Management
� Avoid the issue
� Find quick solution
� Share problem
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� Remove misunderstandings
� Try for a win-win situation
� Collaboration
Communication –Requirements & capabilities
� Communication Frequency
� –three media viz., written, In person and verbal
� Response
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� Response
� Behaviour pattern
� Barriers to Communication
Physical –Perceptional –Emotional –Cultural –Language –Gender &
Inter personal:withdrawal , Rituals , Past times, Games, Closeness
• marked out territories, empires and fiefdoms into which strangers are not allowed
• closed office doors, barrier screens, separate areas for people of different status
• large working areas or working in one unit that is physically separate from others.
Physical Barrier
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Perceptual Barrier
The problem with communicating with others is that we all see the
world differently.
A traveller was walking down a road when he met a man from the next town.
"Excuse me," he said. "I am hoping to stay in the next town tonight. Can you
tell me what the townspeople are like?"
Project Management
tell me what the townspeople are like?"
"Well," said the townsman, "how did you find the people in the last town you
visited?"
"Oh, they were an irascible bunch. Kept to themselves. Took me for a fool. Over-
charged me for what I got. Gave me very poor service."
"Well, then," said the townsman, "you'll find them pretty much the same
here."
Emotional barrier is comprised mainly of fear, mistrust and suspicion. The roots of our emotional mistrust of others lie in our childhood and infancy when we were taught to be careful what we said to others.
Emotional Barrier
Project Management
others.
"Don't speak until you're spoken to";
"Children should be seen and not heard".
Where, however, there are barriers in a group, a high level of game-playing replaces good communication.
Behaviours that the group accept as signs of belonging.
Cultural Barrier
Language Barrier
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Language Barrier
Language that describes what we want to say in our terms may present barriers to others who are not familiar with expressions
Gender Barrier
• There are distinct differences between the speech patterns in a man and those in a woman.
• A woman speaks between 22,000 and 25,000 words a day whereas a man speaks between 7,000 and 10,000.
• In childhood, girls speak earlier than boys and at the age of three, have a vocabulary twice that of boys.
• When a man talks, his speech is located in the left side of the brain but in no
Project Management
• When a man talks, his speech is located in the left side of the brain but in no specific area.
• When a woman talks, the speech is located in both hemispheres and in two specific locations.
Inter personal Barrier
There are six levels at which people can distance themselves from one another:
1. Withdrawal is an absence of interpersonal contact.
2. Rituals are meaningless, repetitive routines devoid of real contact.
3. Pastimes fill up time with others in social but superficial activities.
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3. Pastimes fill up time with others in social but superficial activities.
4. Workingactivities are tasks which follow the rules and procedures of contact but no more.
5. Gamesare subtle, manipulative interactions which are about winning and losing.
6. Closeness is the aim of interpersonal contact where there is a high level of honesty and acceptance of yourself and others.
Communication –essential characteristics
� Allow information to percolate throughout organisation
� Ensure managers have answers to all questions
� Build employee trust –helps in getting feedback
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� Build employee trust –helps in getting feedback
� Humour can breakdown perceived barriers
� Over come barriers to communication
Monitoring & Control :
1. Tracking & Communication
2. Stage Administration – Plan, Change Control, Quality control ,Status reports
3. Establish Project Checkpoint Cycle
4. Version / Model Control
5. Acquiring Resources to carry out stage briefing
Progress / Status Report :
1. Accomplishments
2. Pending activities not completed
3. Activities to be taken up next
4. Details of Slippages if any
5. Cost over runs if any.
Project Closure
1. Importance
no drift in schedule, focus on lessons to be learnt , improves standard
processes, resource deployment.
2. Post Implementation Review –Tools –meetings & QRs2. Post Implementation Review –Tools –meetings & QRs
Maintenance issues, Stabilisation of the product, pending activities if any,
lessons’ learning.
3. Final Product Documentation
4. Close out
Post Implementation Review
• Final deliverables’ review–meet all the requirements
• Outstanding works – steps to complete all left over works
• Over all Project Review – all aspects from start to end
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• Over all Project Review – all aspects from start to end
• Process Review – scope for future improvements
PMIS – four major aspects
1. Information to Stake Holders
right information at the right time
2. Information shared to the higher level of management
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2. Information shared to the higher level of management
3. What if analysis –allocation of resources
4. Organisational learning
One day, the father of a very wealthy family took his son on a trip to the country with the express purpose of
showing him how poor people live.
They spent a couple of days and nights on the farm of what would be considered a very poor family.
On their return from their trip, the father asked his son, "How was the trip?"
"It was great, Dad."
"Did you see how poor people live?" the father asked.
"Oh yeah," said the son.
"So, tell me, what did you learn from the trip?" asked the father.
The son answered:
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The son answered:
"I saw that we have one dog and they had four.
We have a pool that reaches to the middle of our garden and they have a creek that has no end.
We have imported lanterns in our garden and they have the stars at night.
Our patio reaches to the front yard and they have the whole horizon.
We have a small piece of land to live on and they have fields that go beyond our sight.
We have servants who serve us, but they serve others.
We buy our food, but they grow theirs.
We have walls around our property to protect us, they have friends to protect them.“
Modern Trends in PM Perception
� Continuous Business Process Improvement (CBPI)
� Force Field Analysis – external factors
B= f(P,E) - Force Field Theory –driving force & restraining force to effect change -
Kurt Lewin (a social psychologist)
Tools:
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� Information Risk Management – track overruns
� Management Assurance Measure
� Quality Certification
� Strategic Inflection Point.
the time at which an organization takes a decision to change its corporate strategy to
pursue a different direction and avoid the risk of decline.
Imagine that you are a
manager deciding whether
to install new manufacturing
equipment in your factory.
You might draw up a force
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You might draw up a force
field analysis like the one in
Figure
Project Development Process Cycle
� Planning for review
� Conducting Review
� Take actions on the findings
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� Take actions on the findings
� Do continuous improvement
1. Believing in discontinuity & not continuity
2. Owning the problems and sharing the solutions
3. Breaking the status quo mentality
4. Stepping out of comfort zone
New Horizons in Project Management - 9 Steps
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5. Human capital by passing financial
6. Transform work culture from 5 to 7 dimensions
7. Real number of encounters replacing no. of years of experience
8. Seeking meaning out of change
9. Detachment from the fruits of results.
PM : Macro Issues
� Evolving Key Success factors (KSF)
� Empowerment title (ET)
Team members, Team leaders, Managers
Partnering Decision Making (PDM)
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� Partnering Decision Making (PDM)
A decision making senior works closely with the team
EVMS –BCWS –BCWP - ACWP
� Management by Exception (MBE)
Project Review Techniques
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Project Review Techniques
Review - Types
� Initiation Review (IR)
� Planning and Proposal Review (PPR)
Procurement Review (PR)
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� Procurement Review (PR)
� Quality Assurance Review (QAR)
Review - Technique
� Planning
� Preparing Agenda
� Issues critical to the project
� Brainstorming to discuss critical issues.
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� Summarise project success factors
� Continuous Improvement
Plan-Do-Check-Act –Quality cycle.
� Critical Success Factors
developed by Walter Shewhart, a statistician who developed statistical process control in the Bell Laboratories in the US during the 1930's.
Shewhart Cycle
PLAN
Establish the objectives and processes necessary to deliver results in
accordance with the expected output.
DO
Implement the new processes.
Shewharts Quality Cycle
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Implement the new processes.
CHECK
Measure the new processes and compare the results against the
expected results to ascertain any differences.
ACT
Analyze the differences to determine their cause.
Six Sigma is a business management strategy, initially implemented by Motorola
Widely accepted definition of a six sigma process is one that produces 3.4
defective parts per million opportunities (DPMO)
Shift , Shrink , Stabilise
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defective parts per million opportunities (DPMO)
One Sigma = 690,000 DPMO = 68.26% efficiency
Two Sigma = 308,000 DPMO = 95.24% efficiency
Three Sigma = 66,800 DPMO = 99.73% efficiency
Six Sigma = 3.4 DPMO = 99.9997% efficiency
Understanding Variation
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If we take the height of all the people of India and draw a distributionOf frequencies it will tend to follow a normal distribution
Understanding Variation
MeanX-bar
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Understanding Variation
MeanX-bar LSLUSL
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LSL and USL are those specification limits beyond which your product doesn’t have a salable value in the market
Understanding Variation
MeanX-bar USLLSL
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T
Cp = T/6σ
Understanding Variation
34.13% 34.13%
13.60% 13.60%2.14% 2.14%
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-3s -2s -1s X +1s +2s +3s
68.26%
95.46%
99.73%
68.26% Fall Within +\- 1 Sigma
95.46% Fall Within +\- 2 Sigma
99.73% Fall Within +\- 3 Sigma
σ = SIGMA
0.13% 0.13%
Understanding Variation
1SD= 68% DATA
2SD = 95% DATA
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2SD = 95% DATA
3SD = 99%DATA
Understanding Variation
Higher σ = less variation= fewer defects= better performance
σ
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Lower Specification Limit (LSL)
Upper Specification Limit (USL)
6 σprocess
3-Sigma VS 6-Sigma Process
LSL USL LSL USL1.5σσσσ1.5σσσσ
In every process it is observed that 1.5 Sigma long term drift takes place
6-σ= 99.99966%
3-σ= 99.73%
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-6 -5 -3 -2 -1 0 1 2 3 4 5 6 -6 -5 -3 -2 -1 0 1 2 3 4 5 6
Z- Scale Z- Scale66,807 DPMO 3.4 DPMO
3-Sigma Process 6-Sigma Process
Understanding Variation
Tax Advice (phone-in)100K
10K
1KPurchased Material Lot
Reject Rate
Payroll Processing
Journal VouchersWire Transfers
Air Line BaggageHandling
Order Write-upAverageCompany
Restaurant Bills Doctor Prescription Writing
(6210 ppm)
Benchmarking(66810 ppm)
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SIGMA (with ±1.5 Sigma Shift)
2 3 4 5 6 7
100
10
1
(233 ppm)
Best in ClassDomestic AirlineFlight Fatality Rate
(0.43 ppm)
Handling
(3.4 ppm)
Modern Mantra of PM (DMAIS)
� Define
� Measure -metrics
� Analyse
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� Analyse
� Improve
� Standardise
Professional Responsibility –Productivity improvement
� Productivity Improvement
� Reduction in Process Time Initial procurement time –Over all Processing time - Order Confirmation time
Areas need to be considered:
� Creativity
� Lateral Thinking
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� Lateral Thinking
� Quality Circles
� New Product introduction lead time
� Managing Change
� Implementing TQM
� Empowerment of Junior level executives
Recent revolutions in PM
� Information Technology
� Automation of Physical Work
� Work place flexibility
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� Elimination of Traditional jobs & Work Structures
� Globalisationof Markets , Supplies & Workforce
� Domination of Knowledge Holders
Organisational Issues
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Organisational Issues
Values
1.Political
2.Aesthetic
3.Social
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4.Theoretical
5.Economic
Project Management Office
Project & Programme Management P2M
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Project & Programme Management P2M
Organisational Changes:
1. Evolutionary / Incremental Changes
2. Revolutionary / Drastic changes
Evolutionary / Incremental Changes
Socio –Technical
TQM
Flexible workers & Teams –
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Changes Flexible workers & Teams –multiple task capabilities
Revolutionary / Drastic ChangesRe-Engineering
E-Engineering
Restructuring - to reduce bureaucratic costs
Innovation
Project Management Office:
1. Headed by a PM
2. Coordinates various activities and controls at least one
3. Deals with external environment
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4. PM Services & Governing committee for projects
5. Resolves conflicts, reconcile demands, ensure cooperation
Team work – Interpersonal behaviour
1. Pleasant but firm personality
2. Clarity of expression & Communication
3. Patience in listening
4. Reacting with empathy
5. Documentation
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5. Documentation
6. Offer to help
7. Reaching a consensus before deciding
8. Not waiting for things to go wrong
9. Motivation through efficiency & leading by example
10.Putting team goals ahead of individual goals
• Multiple projects running at any point of time
• Portfolio of projects consists of individual projects and programme of
several projects
Projects and Programme Management (P2M)
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• Programmes use technology to improve processes
• Programmes for implementation –Organisations’ view
1. Ensuring Projects are run on the basis of their impact on the business as
a whole
2. Roles & responsibilities acceptable to both top management and
P2M - Steps
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2. Roles & responsibilities acceptable to both top management and
managers
3. Planning reviews between phases of projects
1. Evaluating Risks associated with the Programme
2. Ensuring sufficient Quality and purposes
3. Keeping track of changes and developments external to the project.
Managing Programmes
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3. Keeping track of changes and developments external to the project.
4. Gearing up to deal with the developments –Training personnel
5. Support services such as human resources and IT are ably adopted to changes.
1. Traditional Organisations
2. Projectised Organisations
Projec Organisations
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1. Identifying critical technologies – indigenous development
2. Always aim one step higher in performance
3. Focus on multi use technologies
4. Spotting competence in each dept and empowering in their strength
5. Redundancy for critical systems and technologies
High Technology Development –Guide lines
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6. Focused effort - Programme –Project –Mission
7. Building concurrency
8. Establishing long term partnership with stake holders
9. Focus on problems forecasting and prevention methods
10. Continuous and integrated performance measurement
Data Management in Project Management
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Data: Known facts that can be recorded.
Database: 1. Collection of Related data.
2. Represents some aspects of real world –Mini
world / Universe of discourse (UoD).
3. Logical coherent collection of data with some
inherent meaning.
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inherent meaning.
4. Designed, built and populated with data for
specific purpose.
DBMS : Programs that enable users to create & maintain database.
Databases help you organise this
information in a logical fashion for easy
access, analysis & retrieval.
Database is nothing more than an
automated system of file handling.
Method of handling databases is known as
Database Management Systems (DBMS).
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Database Management Systems (DBMS).
Databases are associated with certain
productive tools to access & Analise
information contained in the database.
SW to process Queries & Programs
DBMS SW
Application Programs
Programmers / End Users
The Database System
Project Management
SW to Access stored Data
Stored Database Definition – Meta
dataStored Database
1. Database Administrators
2. Database Designers
3. System Analysts
The Human Elements
Project Management
3. System Analysts
4. Application Programmers
5. Tool Developers
6. End Users
DBMS Interfaces:
1. Menu based –Web clients
2. Form based
3. Graphical User Interface
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3. Graphical User Interface
4. Natural Languages
5. Parametric users
6. DBA interfaces
Data Management
• Acquiring Data
• Processing Data
• Distributing Data
Project Management
Merely having data may not fetch the desired result always but regular updation of data
is equally important.
Data – 3 Important Characteristics
Relevancy
Sufficiency
Timeliness
Project Management
Data
Customers, Suppliers, Market, Technology, Opportuni ties, HR, Economic
activities, Govt. Regulations, Climate, Bill of Mat erials etc.,
ERPManufacturing
Engineering, bills of material, scheduling, capacity, workflow management, quality control, cost management,
manufacturing process, manufacturing projects, manufacturing flow
Supply chain management
Order to cash, inventory, order entry, purchasing, product configurator, supply chain planning, supplier scheduling,
inspection of goods, claim processing, commission calculation
Financials
General ledger, cash management, accounts payable, accounts receivable, fixed assets
Project Management
General ledger, cash management, accounts payable, accounts receivable, fixed assets
Project management
Costing, billing, time and expense, performance units, activity management
Human resources
Human resources, payroll, training, time and attendance, rostering, benefits
Customer relationship management
Sales and marketing, commissions, service, customer contact and call center support
Data warehouseand various self-service interfaces for customers, suppliers, and employees
METRICS:
• ROI
• Customer Satisfaction
• Time & Budget to date
• Quality
Project Management
• Time Over Run / Cost Over Run
• Mean Time Between Repairs
• Productivity
• Project Turn Around (BCR)
Project Files:
Detailed Project Report
Review Charts
Supporting Documents
Handouts
Project Plan
Project Management
Project Plan
WBS
Review Meeting Notes
Risk and Compensation details
Post Analysis papers
Where a Rupee comes from ?
Dom. & AEH17%
LT Comml.8%Others
3%
Subsidy16%
Other Income4%
Category Rev.(Rs. Cr.)
Dom. & AEH 1615.70
LT Comml. 717.81
LT Ind. 705.57
W/s & SL 481.10
IP Sets 586.08
BJ /KJ & 127.69
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LT Ind.7%
W/s & SL5%
HT Ind.21%
IP Sets6%
BJ/KJ & Others1%
HT W/s 4%
HT Comm. & Others
8%
BJ /KJ & Others
127.69
HT W/s 332.51
HT Ind. 1915.94
HT Coml. 751.44
Others 320.00
Other Inc. 379.46
Subsidy 1541.35
Total 9474.65
SOURCE WISE INSTALLED CAPACITY AS ON
31-03-2009.
Hydro
Thermal
Wind
Source Inst. Cap. (MW)
Hydro 3656
Thermal 3524
Wind 1222
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Wind
C o-G en
MiniHydel
B iomass
Nuclear
Wind 1222
Co Gen 433
Mini Hydel 416
Bio Mass 81
Nuclear 226
Total 9559
Handouts
Project Management
Review Templates:
1. General Overview of the Project
2. Action taken report
3. Project Status – current status, slippages, variations etc.,
4. Project Schedule- decision points
5. Funding Status
6. Estimated total cost –capitalisation of direct & indirect costs
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7. Maintenance funding status
8. ROI
9. Exclusions –Decommissioning , Reduction of labour, Eliminating redundant systems,
10. Product Status –Performance status
11. Issues and Risks
IT in Project Management
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What Does Supply Chain Management Mean?
• The management and coordination of a product's supply chain for the purpose of increasing efficiency and profitability.
•• SCM will attempts to centrally control or link the production, shipment and distribution of a product.
Project Management
• By managing the supply chain, companies are able to cut excess fat and provide products faster.
• This is done by keeping tighter control of internal inventories, internal production, distribution, sales and the inventories of the company's product purchasers.
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Risk Management Planning
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