Project Team from POME by Gautam Koppala VT

8/9/2019 Project Team from POME by Gautam Koppala VT

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1

Kanaka maha lakshmi Thalli

Be bold when you loose and be calm when youBe bold when you loose and be calm when you

win.win.

POMEPOMEPOMEPOMEPOMEPOMEPOMEPOME0707070707070707

"Changing the Face" can change nothing."Changing the Face" can change nothing.

But "Facing the Change" can change everything.But "Facing the Change" can change everything.


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served

KANAKAMAHAL

AKSHMITHALLI

THIS

BOOKISDEDICATED

TOTHEALMIGHTY,WHO

A

LWAYSSH

OWERSHE

RBLESSIN

GSONHER

CHILD

REN.


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_Koppala,AllRightsReserved

P

ROJECTSAND

OPERATIONS

MANA

GEMEN

TEXPOSED

(POME)

PartPROJECTTEAM

ACOLLECTIONAMELIORATEDBY

GAUTAMKOPPALAV.T.


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2007, POME, Gautam_Koppala, All Rights Reserved

You are the only person who can revolutionise your life.

You are the only person who can influence your happiness,

your realisation and your success.You are the only person who can help yourself.

Your life does not change, when your boss changes,

when your friends change, when your parents change,

when your partner changes, when your company changes.Your life changes when YOU change,

when you go beyond your limiting beliefs,

when you realize that you are the only one responsible for your life.


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Copyright2007POME

Allrightsres

erved.Nopartofthis

productmayberepr

oducedorutilizedinanyform

orbyanym

eans,

electronicor

mechanical,including

photocopy,recording,broadcasting,orbyanyinformationstorageor

retrievalsystem,withoutpermissioninwritingfrom

theauthorGautam

Koppala.

Allknowledg

einPOMEbookisservicemarksand/ortrademarksoftheauthorGautam

Koppala.

Exceptasotherwisespecified,nam

es,marks,logosandthelikeusedinthe

educational/teaching

content

ofthesemat

erialsareintendedto

be,andtothebesto

fLicensors[Gautam

Koppalas]knowledgeand

beliefare,fic

titious.Noneofthen

ames,marks,orlogo

susedhereinisinten

dedtodepictanypastor

presentindiv

idualorentity,oranytrademark,servicemark,orotherprotectablemarkofanyind

ividualor

entity.Anylikeness,similarityorsamenessbetweenan

yname,mark,orlog

ousedhereinbyLice

nsorand

thename,m

ark,orlogoofanyindividualorentity,pas

torpresent,ismerelycoincidentaland

unintentional.Anysuchnames,m

arks,andlogosused

intheeducational/teachingcontentofthese

materialsare

usedonlytoprovide

examplesforpurpos

esofteachingtheeducationalcontentofthe

materials,an

dareinnowayinten

dedtobeusedinanytrademarksenseor

manner.

Thenameso

factualpastorprese

ntindividuals,entities,trademarks,servicemarks,logosandth

elike

(otherthanthoseofLicensorused

intheeducational/te

achingcontentofthe

sematerialsareusedonlyto

provideexam

ples(includinginsomeinstancesactualcasestudiesbaseduponfactualeventsor

circumstance

sinvolvingtheindividuals,entities,marks

,orlogos)forpurpos

esofteachingtheeducational

contentofth

ematerials.Anysuch

names,marks,andlogosusedintheedu

cational/teachingcon

tentof

thesematerialsareintendedandusedsolelyforthepu

rposeofprovidingex

amplesandcasestud

ies,and

areinnowayintendedtobeused

inanytrademarksenseormanner.

VITA:FROMTHEAUTHOR:


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Academically

,Iam

acum

laudegraduatewithaBachelorofTechnologydeg

reeinElectricaland

ElectronicsE

ngineering(B-TechE.E.E.)andapostgrad

uateinMastersinHu

manResourcesMana

gement

(M.H.R.M.)a

ndMastersofForeign

Trade(M.F.T.),allfr

omIndia.

MyengineeringcompletedinaremotevillageinIndia,

Srikakulam,anditsb

eenalongjourneyfr

om

there,andjo

urneystillcontinues

.Ifeelthisbookdem

onstratesmyabilityt

omaintaindedication

,

motivationandenthusiasm

forap

rojectmanagementoveralongperiodoftime.Ibelievethatin

combination

withmyextensivebroad-basedoperations

workexperiencealongwithmydrive,

resourcefulnessanddetermination

wouldmakethisbook,anexcellentopportunityforany

juvenile/experiencedoneinProjectsindustry.


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Istartedmy

careerasasmalltim

eengineerandgradu

allystilldevelopingin

theOperationsDom

ain.

WithovernineyearsofProfession

alExperience,am

aw

ell-roundedfunctionalManagerwithexcellent,

documented

recordofaccomplishmentandsuccessint

heelectronicSecurity

andBuildingSystem

s

TechnologyF

ield.

Thereasonb

ehindwritingthisbook,isthatwhenam

n

ewtothisfield,Idon

thaveanyonetosay,what

isallabouttheprojects,whattod

o,andwhentodo?H

ence,thedetailedinformationthatIgaine

d

throughtheages,thoughttoputinanorderlyfashion,

sothatitwouldbevitallymilkedbyfuture

successfulm

anagers,avoidingthe

timelags.

Highlightsof

mybackgroundinclu

deSupplychain,Com

mercialwithamagnificentexperienceinP

roject

andOperatio

nsmanagement,technicallyorientedtowa

rdsAutomationandS

ecuritySystemsinIn

dustrial

andBuilding

sectors.

Mysuccessinthepasthasstemm

edfrom

mystrongco

mmitmentandsense

ofprofessionalism.I

keep

highstandardsformyworkandam

knownformypersistentnatureandabilitytofollowthrough.

Ifthisbookf

acilitatesyouingettingadjustedandgrow

inthisdomain.Iwou

ldfeelreallysuccess

ful.

GAUTAMKOPPALAVT


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POMEContents

StaffingMa

nagementPlan........................................................................................................14

Thestaffingenvironment.........................................................................................................41

PERFORMA

NCEMEASUREMENTPLAN.......................................................................................50

ProjectSta

keholders................................................................................................................71

KeyPerson

nelinProjects:........................................................................................................77

ClientType

sandRelations:......................................................................................................97

ProgramManagers.................................................................................................................104

WhyaProjectManager?.........................................................................................................113

SelectingtheProjectManager:anexecutivedecision............................................................128

Theprojectmanagerlineman

agerinterface.........................................................................134

Thefunctio

nalmanager'srole

..............................

..............................

..............................

......139

Organizing

SuccessfulProject

Teams.....................................................................................147

Selectingthewrongprojectm

anager.....................................................................................160

Barriersto

projectteamdevelopment....................................................................................166

ProjectManagerCapabilityAssessment:................................................................................174

SomethoughtsonProjectlead

ership.....................................................................................226

MatchingP

rojectNeedsandResponsibilities..........................................................................237


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1.Lo

sthisjob

2.Go

tdefeatedforleg

islature

3.Startedbusinessan

dfailed

4.Wifediedofafataldisease

5.Ex

periencednervou

sbreakdown

6.Co

ntestedinelectio

nforspeakerinlegislatureandlost

7.Triedfornominationinapoliticalpartyandlost

8.Ap

pliedforpostoflandofficerandd

idntgetit

9.Co

ntestedforsenateandlost

10.Co

ntestedforvicepresidentandlost

11.Ag

aincontestedforsenateandlost

AN

DTWOYEARSL

ATER..

ABRAHAM

LINCOLN

GOTELE

CTEDASPRESID

ENTOFAMERIC

A


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_Koppala,AllRightsRes

erved

STAF

FING

MANAG

EMENT

PLAN


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erved

Staffing

ManagementPlan

Goodemploy

eescanbeyourgrea

testassetforyourProjects,sorecruitinga

ndretainingtheright

person

isveryimpor

tant.Hence,POMEgivesthefirstandforemostprioritytomanPowerwhencomparedto

Machinery,M

oneyandMaterial.

Youandyouremployeeshavecertainobligationstoeac

hotherundercommonlaw.Youalsohave

obligationsundernationalandstateandterritorylaws,

industrialawardsand

agreements,tribuna

l

decisionsand

contractsofemployment.

Notethatsom

epeopledistinguish

adifferencebetween

HRM(amajormanagementactivity)andHRD

(HumanReso

urceDevelopment,a

profession).ThosepeoplemightincludeH

RMinHRD,explainin

gthat

HRDincludes

thebroaderrangeofactivitiestodevelop

personnelinsideofProjects,including,eg,

career

development

,training,organizatio

ndevelopment,etc.

Successfulpr

ojectmanagement,r

egardlessoftheorganizationalstructure,isonlyasgoodasthe

individualsandleaderswhoaremanagingthekeyfunctions.Projectmanage

mentisnotaone-person

operation;it

requiresagroupofin

dividualsdedicatedtotheachievementof

aspecificgoal.Project

management

includes:

Aprojectmanager

Anassistantprojectmanag

er


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erved

Aproject(home)office

Aprojectteam

Generally,pr

ojectofficepersonnelareassignedfull-tim

etotheprojectandw

orkoutoftheprojec

toffice,

whereasthe

projectteam

membersworkoutofthefun

ctionalunitsandmay

spendonlyasmall

percentageo

ftheirtimeontheproject.Normally,proje

ctofficepersonnelre

portdirectlytothepr

oject

manager,buttheymaystillbesolidtotheirlinefunctio

njustforadministrat

ivecontrol.Aproject

office

usuallyisnotrequiredonsmallprojects,andsometime

stheprojectcanbea

ccomplishedbyjustone

personwhom

ayfillalloftheprojectofficepositions.

Beforethestaffingfunctionbegins

,fivebasicquestions

areusuallyconsidere

d:

What

aretherequirements

foranindividualtob

ecomeasuccessfulprojectmanager?

Whos

houldbeamembero

ftheprojectteam?

Whos

houldbeamembero

ftheprojectoffice?

What

problemscanoccurd

uringrecruitingactivities?

What

canhappendownstre

amtocausetheloss

ofkeyteam

members?

Mechanisms

forSustainingOrganizationalCulture


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erved

Onthesurface,thesequestionsm

aynotseem

especiallycomplex.Butwhen

weapplythem

toap

roject

environment

(whichisbydefinitiona"temporary"situation)whereaconstan

tstream

ofprojectsis

necessaryforcorporategrowth,th

estaffingproblemsb

ecomecomplex,espe

ciallyiftheorganizat

ionis

understaffed.

Thereisalon

g-standingargumentaboutwhereHR-rela

tedfunctionsshouldbeorganizedintolarg

e

organizations

,eg,"shouldHRbeintheOrganizationDe

velopmentdepartmentortheotherway

around?"

TheHRMfunctionandHRDprofessionhaveundergonetremendouschangeo

verthepast20-30years.

Manyyearsa

go,largeorganizationslookedtothe"Pers

onnelDepartment,"m

ostlytomanagethe

paperworkar

oundhiringandpayingpeople.Morerecen

tly,organizationscon

siderthe"HRDepart

ment"

asplayingamajorroleinstaffing,

trainingandhelping

tomanagepeopleso

thatpeopleandthe

organization

areperformingatma

ximum

capabilityina

highlyfulfillingmann

er.

Hiringpeop

le

Ifyouwanttohiresomeoneforyo

urProject,youneed

todecideontheirem

ploymentstatusand

findout

whatrequirementsthereareforeachstatus.Thereare

alsoanumberofobligationsandlawsthatyou

needtobeawareofwhenhiringp

eople.

POMELight

erVein:

Recruitmen

t


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erved

Ifyouneedtoemploysomeone,considerwhatyouwan

ttheemployeetodo

andwhatskillsyour

equire.

Alsoconsider

theemploymentcon

ditions,levelofpaya

ndothercostsofemployment,includingth

e

physicalacco

mmodationofthewo

rker.

Prepareajob

descriptionthatdefinestheresponsibilitie

sandfunctionsofajob.Thiswillhelpyou

identify

theknowledg

e,experienceandskillsrequiredforthejo

b.

Whenyouad

vertiseajobrememb

erthat,bylaw,youm

ustnotusediscriminatorylanguagethatmay

excludepotentialemployeesonthebasisofrace,age,sex,maritalstatus,fa

milystatusorrespon

sibility,

pregnancy,religiousandpoliticalb

eliefs,disability,genderhistoryorsexualorientation.

Yourrecruitm

entprocesswillrunmoresmoothlyifyou

knowhowto:

advertise

interview

select

therightapplicant

drawupanddocumentafo

rmalofferofemploym

ent.

StaffingMa

nagementInclude:

Overv

iewsofHumanResou

rcerequirement

Gettin

gtheBestEmployees

PayingEmployees(andPro

vidingBenefits)with

inthebudget

TrainingEmployees

EnsuringCompliancetoRegulations

EnsuringSafeWorkEnvironments

SustainingHigh-Performing

Employees

Gettingthe

BestEmployees

Workf

orceplanning

Specif

yingJobsandRoles

Recruiting

Outsourcing(havingservicesandfunctionsperfo

rmedbynon-employ

ees)

ScreeningApplicants


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Select

ing(Hiring)NewEmp

loyees

PayingEmp

loyees(andProvidingBenefits)

BenefitsandCompensation

TrainingEm

ployees

CareerDevelopment

Emplo

yeeOrientation

LeadershipDevelopment

Manag

ementDevelopment

PersonalDevelopment

SupervisoralDevelopment

TrainingandDevelopment

EnsuringCo

mpliancetoRegulations

PersonnelPolicesandRecords

Emplo

yeeLaws,Topicsand

Issues

Ethics

EnsuringSa

feWorkEnvironme

nts

Divers

ityManagement

Dealin

gwithDrugsintheW

orkplace

Emplo

yeeAssistancePrograms

Ergonomics:SafeFacilities

intheWorkplace

Dealin

gwithHIV/AIDSinth

eWorkplace

PersonalWellness

PreventingViolenceintheWorkplace

EnsuringSafetyintheWorkplace

Suppo

rtingSpiritualityinth

eWorkplace

Divers

ityManagement

SustainingHigh-PerformingEm

ployees


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erved

Emplo

yeePerformanceMan

agement

Group

PerformanceManage

ment

Interp

ersonalSkills

Person

alProductivity

Retain

ingEmployees

GeneralResources

AdditionalInformationforN

onprofits

HRsoftware,tobeapartofPMIS

Fig:Creatin

gaHigh-PerformanceProjectTeam

POMELight

erVein:


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erved

Taxation-D

eterminethestatu

sofworkers

Thepeoplew

orkinginyourbusinesscanfallunderarangeofcategoriesofe

mployment.Eachhas

adifferentse

tofobligationsforyo

u,theemployer,and

thepeoplewhowork

foryou.The

categoriesare:

Full-timeemployees

Part-timeemployees

Casua

lemployees

Probationaryemployees

Fixedterm

employees.

Itsimportanttoclearlydistinguish

ifyourworkersareemployeesorindepen

dentcontractors,so

thatyoucan

properlydetermineth

ewagesandotheremploymentconditions

ofyourworkers.

Hiringappre

ntices&trainees

Takingonapprenticesandtraineescanproviderealben

efitsforyourbusines

s.Yournewapprentice

ortraineecan

contributesignifican

tlytoyourbottom

lin

e,withpracticalskills

andknowledge

acquiredthro

ughtheirtraining.

Apprenticeshipsareavailableinov

er500occupationsin

abroadrangeofind

ustries,from

traditionaltra

deslikecabinetmaker,motormechanic,e

lectricianandplumbe

r,toareasof

innovationlik

eelectro-technology

andaviation.


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erved

Findingthe

Persons:

Findingthepersonwiththerightq

ualificationsisnotan

easytaskbecauseth

eselectionofproject

managersisbasedmoreonperson

alcharacteristicstha

nonthejobdescripti

on.In

thebelowSec

tion,a

briefoutlineo

fdesiredcharacteristicswaspresented.RussellArchibalddefinesabroaderrangeof

desired

personalchar

acteristics:

Flexibilityandadaptability

Preferenceforsignificantin

itiativeandleadership

Aggressiveness,confidence,persuasiveness,verbalfluency

Ambition,activity,forcefuln

ess

Effectivenessasacommunicatorandintegrator

Broad

scopeofpersonalinterests

Poise,

enthusiasm,imagination,spontaneity

Abletobalancetechnicalso

lutionswithtime,cos

t,andhumanfactors

Wello

rganizedanddisciplin

ed

Ageneralistratherthanas

pecialist

Ablea

ndwillingtodevotem

ostofhistimetopla

nningandcontrolling

Abletoidentifyproblems

Willing

tomakedecisions

Abletomaintainproperbalanceintheuseoftim

e

Thisidealpro

jectmanagerwouldp

robablyhavedoctora

tesinengineering,business,andpsycholo

gy,and

experiencewithtendifferentcomp

aniesinavarietyofprojectofficepositions,andwouldbeabout

twenty-fiveyearsold.Goodprojec

tmanagersinindustr

ytodaywouldprobab

lybeluckytohave7

0to80

percentofthesecharacteristics.Th

ebestprojectmanag

ersarewillingandabletoidentifytheirow

n

shortcomings

andknowwhentoaskforhelp.

ThebelowFig

uresshowthebasicknowledgeandresponsibilitiesthatconstru

ctionprojectmanage

rs

shouldpossess.Theapprenticeshipprogram

fortraining

constructionproject

managerscouldeasilybeten

years.


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erved

Fig

ure:Projectmanagem

entresponsibilities.

Figure:McKeepro

jectservices.

Thedifficulty

instaffing,especially

forprojectmanagers

orassistantprojectmanagers,isindetermining

whatquestionstoaskduringaninterviewtoseeifanin

dividualhasthenece

ssaryordesired

characteristic

s.Individualsmaybe

qualifiedtobepromotedverticallybutnothorizontally.Anindividual

withpoorcom

municationskillsand

interpersonalskillsc

anbepromotedtoa

linemanagementslot


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becauseofhistechnicalexpertise,

butthissameindividualisnotqualifiedforprojectmanagement

promotion.

Oneofthebe

stwaystointerviewistoreadeachelementofthejobdescriptiontothepotentialca

ndidate.

Manyindividu

alswantacareerpat

hinprojectmanagem

entbutaretotallyunawareofwhattheproject

manager'sdu

tiesare.

Equalemploymentopportunity

&anti-discrimination

Harra

ssment&bullying

AsperPOME,

nationalandlocallawsmustcoverequalemploymentopportun

ityandanti-

discrimination

intheworkplace.Allemployersarerequiredbytheselawstoc

reateaworkplacefre

e

from

discriminationandharassmen

t.Itsimportantthat

you,asanemployer,understandyour

rightsandres

ponsibilitiesunderhu

manrightsandanti-discriminationlaw.

Byputtingeffectiveanti-discrimina

tionandanti-harassm

entproceduresinplaceinyourbusiness

youcanimproveproductivityandincreaseefficiency.Th

eHumanRightsCom

missionofthe

respectiveregionshasarangeoff

actsheetsandbrochurestohelpyoudevelopeffectivepolicies

andbestprac

ticeguidelines.

Harassmentisunwelcomeconduct

thathumiliates,offendsorintimidatespeo

ple.

Underanti-discriminationlawanemployer,regardlesso

fsize,maybelegally

responsiblefor

discrimination

andharassmentwhichoccursinthework

place.Employersmustactivelyimplement

precautionary

measurestominimizetheriskofdiscriminationandharassmen

toccurring.

Bullyingisanotherform

ofworkpla

ceharassmentthatm

anyemployersface.

Examplesofbullying

behaviorinclu

deunfairandexcessivecriticism,publicly

insultingvictims,ignoringtheirpointof

view,constan

tlychangingorsettin

gunrealisticworktar

getsandundervaluingtheireffortsatwork

.

Asanemploy

er,youshouldbeawareofthelegalrisksassociatedwithharassmentandbullying

andthesteps

thatcanbetakento

minimizetheirpotentialliability.

POMELighterVein:


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Incentives&support

Grants&assistance

Findingpeoplewiththerightskills

foryourbusinesscan

bedifficult.Haveyouconsideredtakingon

peoplefacing

barrierstoemployment?POMErecommen

dstherespectiveregiongovernmentsto

offersarange

offundingandincen

tiveschemesforbusinessesthatsupportp

eoplewithadisability,

Indigenous,thelongterm

unemplo

yedandthemature-

aged.

Complaints,disputes&employ

eerelations

Allemployers

arerequiredtocreat

eaworkplacethatis

freefrom

discriminationand

harassment.Theseresponsibilities

aresetoutinarangeofstateandfederallawswhichhelp

protectpeoplefrom

unlawfulbehavior.

Thecentral,s

tateandterritorygov

ernmentsprovideem

ployerswithinformationandresourcesto

understandandmeettheirobligati

onsunderthelegislation.

Complaints

&disputeresolutio

n

FairT

rading-Disputere

solution


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Problemsaris

eeverydaybetween

businessesandtheir

employees.Mostproblemsbetween

employersan

demployeesrelateto

issuessuchaswage

s,awardsandagreem

ents,harassmentor

discrimination

.

Whiletherearemanywaystoreso

lveconflicts,mostproblemscanberesolvedthroughsimple

discussionandcommonsensebetw

eentheparties.Inv

irtuallyallinstances,

youshouldatfirst

attempttoresolveadisputethroughdirectdiscussionandnegotiation.

Establishinga

processtoresolvecomplaintsisanimportantpartofyourlega

lresponsibilitiesasan

employer.

POMELighterVein:

Subject:keyPerformanceIndicators

Purpose:Toe

nsurethattheSBUK

eyPerformanceIndic

atorsareestablished

andregularly

reviewedbyt

hepacificmanageme

ntteam.KPIdataisu

sedtomakeorganizationalandresource

adjustmentstomeetoperationalobjectivesandiscomm

unicatedtoallSBUe

mployees.

Scope:Thisp

rocessappliestoallb

usinessperformance

areasincludingFinan

cial,Customerand

employeesatisfaction,Health,Safe

ty,Environmentand

Quality.Thisprocedu

reappliestoallSBU

locations

Step

W

ho

Steps/Notes

2


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1

Leadership

Team

Establishannualkeyperformanceind

icatorsforSBU

baseduponthe

objectivesandtarget

ssetthroughthe

planningandob

jectivessettingproce

ss.

BothquantitativeandqualitativeKPI'sareto

beestablished,thesecouldinc

ludebutare

notlimite

dto:

Financial

Healthandsafety

Environm

ental

Employeesatisfaction

Custome

rsatisfaction

Quality(productivityetc)

Communityopinion

2

Functional

Manager

IdentifyKPImeasurementcriteriaandtargets.

Establish

datagatheringprocessforeach

KPI.

3

Functional

Manager

GatherKPIdata

andanalysemonthly

forthefollowing:-

progress

towardtargets

deteriora

tioninperformance

outstand

ingareasofperforma

nce

Managem

entTeam

reviewrequiredpriorto

releaseofKPIs.

4

Functional

Manager,

representati

ves

AllKPIprogress

dataistobeupdated

monthly.

Business

practicemanagementteam

representativesineachlocatio

nareto

ensurenoticeboardsareupdatedmonthly.

KPIprogr

essistobecommunicatedtoall

employee

sthroughtheestablishedinternal

2 MTTTT


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27


communicationmethods(i.e.T

eam

Brief/Talk

).

AllKPIsa

retobemaintaineda

nd,where

determinedbytheFunctionalM

anager,

madeava

ilableontheintranet

.TheKPIs

canbeco

mmunicatedviatheTeam

Brief/Talk

.

InternalCommunications

Team

Brief/Talk

TreadLig

htlyIntranetPage

5

Management

Team

AreviewofallK

PItrendsandprogressistobecarriedout

regularlyatthe

PacificManagementT

eam

Meeting

(PACMAN).Reviewsaretobeminuted.

Identifya

ctionsandplanstocorrector

modifybusinessactivitytomaximize

outcomes

andachievetargets

orgoals.

ManPowerWorkSchedule

Objec

tive

ThisformatD

ocumentforusebyg

roupleader/departmentalheadforhuman

resourceplanning.

Benefit

Theoveralljo

bplanofthedepartm

entforthefinancialy

earcanbeseen.

Result

Timeplanfor

thedepartment.

Requirement

Thisdocumen

tcanbefilleduponitsowndependingon

theordersexpectedinthefinancialyear.

Method

2 TTpptP


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Thegrouplea

dersaretoupdateth

isform

oneeverymo

nthorassoonasam

ajorchangeofplanismade.

Theoriginalp

lanforeachpersonin

thedepartmentisto

beindicatedagainst

theprows.Theupd

ated

plancomprisingactualandadjustm

entsbasedontheac

tualstatusistobeen

teredagainstarows.The

prowsaretobeenteredonlyatthetimeofpreparationoftheplan.Thearowsaretobeupdate

devery

imethisform

isupdated.

ProjectTrainingScheduleSampleFormat:


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GAUTAM KOPPALA ORG

Project Management Guidelines

PC: Location:

Course

Name

Date Date Date

p p p

a a a

p p p

a a a

p p p

a A a


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30


Training

Identifie

d P

Project Time Sheets Sample Format:

GAUTAM

KOPPALA

ORG

Name : GEORGE

Month: MARCH

ACTIVITY WBS 2 2 2 2 2 2 2 2 2 2 3 3 1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 ACT.


31/245

31


ELEMEN

T NO.

0 1 2 3 4 5 6 7 8 9 0 1 0 1 2 3 5 6 7 8 9 TOTAL

PROJECT

0.00

0.00

DRDO-

DEFENSE,

BANGALO

RE

620P-

20151.P

.01

8 7 8 5 9 7 8 8

60.00

0.00

0.00

0.00


32/245

32


GENERAL

WORK4

LEAVE

Total 8 7 8 5 9 8 8 0 0 8 8 8 8 8 8 8 8 140.00

3 ETaeRIAES


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2007,POME,Gautam_Koppala,AllRightsRese

rved

EmployeeGoals:

TheGoalsfo

reachemployeetob

eassessedontimely

basisinordertoevaluate,baseduponthe

targets

achievedinastipulatedtime,and

accordinglytheincrementsandpromotionswouldbegiventothe

employee.

RatesforS

ervicesofManpow

erPersonnelinthe

Corporate--SampleFormat:

InternalRatesforServicesofMan

powerPersonnel

Effective01/10/2008to30/09/2009inGAUTAMKOPPALAORG

Category

RateinUSD

AssociateEn

gineers

250/-perday

Engineets

300/-perday

SeniorEngin

eers

350/-perday

The

Dailyratesare

based

ona

eighthourday

and

have

been

calculated

on

the

bas

isof

consolidatepersonnelcostto

company.Basedon

thecosttocompan

yconceptpersonnelhave

beenclassifiedintoabovethreecategories.

Thecost

ifworkingonspecifiedprojects,wouldbedeductedbasedu

ponthetimesheets,and

henceth

eproject/operationsmanagermustapprov

ethetimesheetsaccordingly.

Thesera

tesaretobeusedforoffercalculationforallsolutionbusinessw

itheffectfrom

01/06

/08.

OvertimeHoursinexcessof8hoursperday,orw

orkingonholidayswillbechargedat1.5times

thenorm

alworkinghour.It

isessentialthatallTimesheetsarefilledincludingtheove

rtime

content,

soastoreflectthecorrectcostsontheProject.

Allcosts

toProjectswillbechargedonthebasisof

theserateswitheffectfrom

October2008.

Theratesdonotincludedboarding,lodging,travelandlocalconveyance

forwhichseparateestimate

needsto

bemadeforarriving

atcostofservices.

Forassociateengineersfulltim

ewillbechargedba

sedonthetimesheets.forengineersandsenior

engineer

sthetimesheetwillbepreparedonlyforthetimespentphysicallyatsiteandforthe

setwo

categoriestheestimateneeds

tobemadeaccordin

gly.

3 SSGT


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34

2007,POME,Gautam_

Koppala,AllRightsRese

rved

Whilemakinganoffertoanotherinternaldivisiontheinternalratesford

eputationwillbeUSD

400/=

forAssociateEngineerperday

(excltravel,boardin

g,lodgingandconveyance)andUSD6500

/=for

Engineer

andSeniorEngineer(againexcl...)

Whilemakingtheoffertoacu

stomeronlyforserviceoutsidewarranty,thevisitrateofUSD1000/=

perdayplus.Travel,boarding

,lodgingandconveyance)havetobequoted.Servicetaxasap

plicable

willbeadditional.

StaffAllocation:

StaffingManagementPlanIllustationTemplate

GAUTAMK

OPPALAORG

StaffingManagementPlan

ProjectName:

Date:DDMmmm

20yy

ProjectManager:

Approver:signature

ApproverName

andTitle

ThefollowingaresuggestedsectionsfortheStaffingM

anagementPlan

3 PDdItmpwMfoRDpPDrrmATt


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5

2007,POME,Gautam_


rved

PurposeoftheStaffingManag

ementPlan

Describethe

purposeoftheStaffingManagementPlan

usingthefollowingguidelines.Donotme

rely

escribethe

contentoftheplan,butexplainwhyStaffingManagementisne

cessaryfortheproject.

ttakespeopletorunaproject.TheProjectManagerneedsateam

toproducethedeliverablesa

nd

maintaincon

trolovertheproject.

ProjectTeam

memb

ersneedcertainskillstobecometruly

roductive.

TheProjectManager

needstoascertainwhennewpeoplewillb

erequiredontheprojector

whenexistin

gteam

memberswillbeabletoleave.ThisStaffingManageme

ntplanprovidestheProject

Managerwit

haframeworktoidentifyandjustifyhuma

nresourceneedsand

provideaneffective

work

orcetoacco

mplishtheprojectwork.

RolesandResponsibilities

Describehowthefollowingprojec

tparticipants,ataminimum,perform

intheplanningandexecutionof

rojectcommunications

Project

Sponsor

Project

Manager

Project

Team

Project

Stakeholders

ProjectOrganization

Describeth

eprojectorganization

includingtheprojectteam

andstakeholders.Includetheroles

and

responsibili

tiesoftheteam

mem

bersandstakeholders.AnOBSmaybedevelopedindicatingthe

responsible

personnel,thedepar

tmentorfunctionalarea,thespecificactivitiesofresponsibilityand

mayincludetheassociatedbudg

etallocation.

Anunderstandingoftheorganizationandstakeholder

sisalsoimportantin

communicationsplan

ning.

Thisknowle

dgehelpsidentifythereportingneedsand

communicationsflow

withintheproject.Refer

tothecommunicationsplanfora

mapofthecommu

nicationschannelsontheproject.

36 RAdsePpsUpp


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6

2007,POME,Gautam_


rved

ResourceR

equirements

Anoutlineoftheresourcerequirementsneededtoexecutetheproject.Inmanycasesitispossibleto

definethisbasedonareasofres

ponsibilityortechnica

lcapability.Identifiedareassuchasengin

eering,

softwarede

velopment,system

e

ngineering,etc.shouldbelistedaswellas

thenecessaryskillse

tsand

expertisere

quiredwithineacharea

ProjectMan

agersresponsiblefor

complexprojectsare

requiredtohavean

extensiveknowledge

of

projectmanagement,includinga

llthedisciplineareas

describedintheProj

ectManagementPlan

,e.g.

schedulem

anagement,riskman

agement,changemanagementetc.

Understand

ingoftheprojectbac

kgroundandrequirem

entsisalsoveryimp

ortant.Allproject

participants

areexpectedtohaveknowledgeoftheG

AUTAMKOPPALAO

RGculture,organizat

ion,

policiesand

procedures.Commu

nicationskills,bothv

erbalandwritten,areimportantinanyproject

37 ebIsspReDaaReDslir

StDp

StDnScwP


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7

2007,POME,Gautam_


rved

environmen

t.Othersoftskills,s

uchasteam

dynamic

s,negotiationandfac

ilitationareassetsth

atare

beneficialforanyemployee.

tisunders

toodthatresourcesm

aynotmeetallthek

nowledgerequiremen

tspresentedhere.A

s

such,employeetraininghasalso

beencapturedaspartofthisplan,andis

alsoincludedinthep

roject

scope(WBS

)andprojectschedu

le.Employeesareofferedtrainingastheir

skilllevelsandavailability

permit.

esourceS

taffingPlan

Describewhatresourcesarerequiredandwhentheyarerequired.Thissho

uldbegraphicalinna

ture

andindicatethetimephasedres

ourceloading.Thisis

thebasisformanagingresourcesandservesto

assurethat

theprojectisresourceloadedproperly.

esourceC

onstraints

Documentanyknownconstraintsregardingresources

.Constraintsmaybe

projectbased,definin

g

specificrequirementsandlimitat

ionswithintheprojec

tobjectives,ororgan

izationallybased,defining

imitationsorrequirementsoftheorganizationtoadequatelystafftheproje

ctandmeetproject

requiremen

tsandneeds.

taffingRe

ports

Definethereportingfrequencya

ndrequirementsduringexecutionoftheproject.Indicateonat

ime

phasedbasiswhatresourcesare

requiredandwhen.

taffingCo

ntingencyPlans

Describeth

eprocessfordevelop

ingcontingencyplans

,providingalternativesshouldcriticalreso

urces

notbeavailablewhenrequired.

Staffingcha

ngesarecommonto

allprojects.Someof

thesechangescanbeanticipatedandsom

e

cannot.Co

ntingenciesarethereforeimportanttoensurethatprojectdeliverablescanstillbemet

whenstaffingchangesoccur.Co

ntingenciesshouldanswerquestionssuch

as:Whathappensifthe

ProjectMan

agerleaves?Whatifbudgetsarecurtailed?

38 TrSreRE

PO


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8

2007,POME,Gautam_


rved

rainingRequirements

Specialized

trainingmaybeidentifiedandrequiredfor

projectteam

membe

rsorstaffing.These

equiremen

tsshouldbedefinedandplannedintotheproject.

ECORDOFAMENDMENTS

Vers

ion

Author

Date

Comments

1.0

7/25/09

Draft1Basedontemplatecreatedfor

StaffingManagemen

t

OMEPres

cribe:

39


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2007,POME,Gautam_


rved

Them

ostselfishonele

tter

Them

ostselfishonele

tter

word...........

word...........

"I"

"I"

Avoid

it.

Avoid

it.

Avoid

it.

Avoid

it.

Avoid

it.

Avoid

it.

Avoid

it.

Avoid

it.

40


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2007,POME,Gautam_


rved

ST

AFFING

ENVI

RONMENT

41Th

To

pro

pro

Two

and

bec

the

ma

On

for

pro

inst

ach

hom

The

sud

fun

per

his

the

Per

pro

gra

can

em

dist

eas

ver

Bec

pol


41/245

2007,POME,Gautam_

Koppala,AllRightsReserved

hestaffingenvironm

ent

understan

dtheproblemsthatoccurduringstaffing,

wemustfirstinvestigatethecharacteristicsof

ojectmanagement,includingth

eprojectenvironmen

t,theprojectmanage

mentprocess,andth

e

ojectmanager.

omajorkindsofproblemsarerelatedtotheproject

environment:person

nelperformanceprob

lems

dpersonnelpolicyproblems.Pe

rformanceisdifficult

formanyindividualsintheprojectenviron

ment

causeitre

presentsachangein

thewayofdoingbus

iness.Individuals,regardlessofhowcomp

etent

eyare,finditdifficulttoadaptc

ontinuallytoachang

ingsituationinwhich

theyreporttomultip

le

nagers.

theother

hand,manyindividualsthriveontempora

ryassignmentsbecau

seitgivesthem

a"chance

glory."Unfortunately,someem

ployeesmightconsiderthechanceforglo

rymoreimportantth

anthe

oject.Forexample,anemployeemaypaynoattentio

ntotheinstructions

oftheprojectmanagerand

teadperfo

rmthetaskhisownway.Inthissituation,theemployeewants

onlytoberecognizedasan

hieverand

reallydoesnotcare

iftheprojectisasuccessorfailure,aslongashestillhasafunctional

metoretu

rntowherehewillbeidentifiedasanachieverwithgoodideas.

esecondm

ajorperformancepr

oblem

liesintheprojectfunctionalinterface,whereanindividual

ddenlyfindshimselfreportingtotwobosses,thefunctionalmanagerandtheprojectmanager.

Ifthe

ctionalmanagerandtheprojectmanagerareinagr

eementaboutthewo

rktobeaccomplished

,then

rformance

maynotbehampere

d.Butifconflictingdirectionsarereceived,thentheindividualm

aylet

performa

ncesufferbecauseof

hiscompromisingpo

sition.Inthiscase,th

eemployeewill"ben

d"in

edirection

ofthemanagerwho

controlshispursestrings.

rsonnelpo

licyproblemscancre

atehavocinanorgan

ization,especiallyifthe"grassisgreener"

ina

ojectenvir

onmentthaninthefu

nctionalenvironment.Functionalorganiza

tionsnormallyspecify

adesands

alariesforemployees

.Projectoffices,ontheotherhand,havenosuchrequirements

and

npromote

andpayaccordingto

achievement.Thedifficultyhereisthatonecandistinguishbet

ween

ployeesin

grades7,8,9,10,a

nd11inalineorgan

ization,whereasfora

projectmanagerthe

tinctionm

ightappearonlyinth

esizeoftheprojectortheamountofresp

onsibility.Bonusesarealso

siertoobt

ainintheprojectofficebutmaycreatecon

flictandjealousybet

weenthehorizontala

nd

rticalelem

ents.

causeeachprojectisdifferent,

theprojectmanagem

entprocessallowsea

chprojecttohaveits

own

icies,procedures,rules,andstandards,providedthe

yfallwithinbroadco

mpanyguidelines.Ea

ch

42proj

dele

Proj

suc

hav

Ulti

per

indi

Proj

mak

rece

toi

Proj

und

oft

pro


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2007,POME,Gautam_


jectmust

berecognizedasap

rojectbytopmanage

mentsothattheprojectmanagerhasthe

egatedau

thoritynecessarytoenforcethepolicies,p

rocedures,rules,and

standards.

jectmana

gementissuccessfulonlyiftheprojectmanagerandhisteam

aretotallydedicatedtothe

cessfulco

mpletionoftheproje

ct.Thisrequireseach

team

memberofthe

projectteam

andofficeto

veagood

understandingofthe

fundamentalproject

requirements,whichinclude:

Custo

merliaison

Projectdirection

Projectplanning

Projectcontrol

Projectevaluation

Projectreporting

mately,thepersonwiththegreatestinfluencedurin

gthestaffingphaseistheprojectmanage

r.The

sonalattr

ibutesandabilitiesofprojectmanagerswi

lleitherattractordet

erhighlydesirable

ividuals.B

asiccharacteristicsinclude:

Honestyandintegrity

Understandingofpersonne

lproblems

Understandingofprojecttechnology

Busin

essmanagementcom

petence

o

Managementprincip

les

o

Communications

Alertn

essandquickness

Versa

tility

Energ

yandtoughness

Decision-makingability

Abilitytoevaluateriskand

uncertainty

jectmana

gersmustexhibithonestyandintegrityto

fosteranatmosphereoftrust.Theyshouldnot

keimpossiblepromises,sucha

simmediatepromotionsforeveryoneifafollow-oncontractis

eived.Als

o,ontemporarilyass

ignedactivities,such

asaproject,manage

rscannotwaitforpersonnel

ronoutth

eirownproblemsbecausetime,cost,and

performancerequirementswillnotbesatisfied.

jectmana

gersshouldhavebot

hbusinessmanagem

entandtechnicalexp

ertise.Theymust

derstandt

hefundamentalprinc

iplesofmanagement,especiallythoseinvo

lvingtherapiddevelopment

emporary

communicationchan

nels.Projectmanage

rsmustunderstandthetechnicalimplicationsofa

blem,sincetheyareultimately

responsibleforallde

cision-making.Howe

ver,manygoodtechn

ically

43orie

proj

who

Beca

Man

seri

ded

staf

Aut

Toe

resp


43/245

2007,POME,Gautam_


ntedman

agershavefailedbecausetheyhavebecometooinvolvedwith

thetechnicalsideofthe

jectrathe

rthanthemanagementside.Therearestrongargumentsforhavingaprojectmanager

ohasmor

ethanjustanunders

tandingofthenecessarytechnology.

auseapr

ojecthasarelatively

shorttimeduration,decision-makingmustberapidandeffectiv

e.

nagersmustbealertandquick

intheirabilitytoperceive"redflags"that

caneventuallyleadto

ousproblems.Theymustdem

onstratetheirversatilityandtoughnessin

ordertokeepsubordinates

icatedto

goalaccomplishment

.Executivesmustrea

lizethattheprojectm

anager'sobjectives

during

ffingaret

o:

Acquirethebestavailableassetsandtrytoimprovethem

Provideagoodworkingenvironmentforallpers

onnel

Make

surethatallresource

sareappliedeffectivelyandefficientlysothatallconstraintsaremet,

ifpossible

thorizationLevels

ensurethatthecorrectprocess

isfollowedforautho

risationlevelsandto

definetheInputs,

ponsibilitiesandinformationflo

wforauthorizationle

vels.

44


44/245


Step

#

Who

Details

1

Corporate

Finance

Authorization

Levelsaresetby

CorporateFinanc

e

andcommunicated

totheRegional

General

Managerand

FinanceManager

forinterpretation

and

implementation.

2

Finance

Manager

Onreceiptof

updated

Authorization

Levelsthe

followingstepsare

tobecompleted:

Reviewupdated

AuthorizationLevels

againstexisting

Authority

Matrix

UpdatethePROJECT

ScheduleofExecutive

Authority.

Communicatean

y

updatesviaEma

iltoall

Employees

Updatesecondary

45 POM

ALe


45/245


systemssuchas

PMIS/

ERPforapprovallimits.

3

All

Refertothe

PROJECTSchedu

le

of

ExecutiveAuthor

ity

toensurethat

appropriate

approvalsare

soughtatalltimes

throughoutour

business.

Note:The

AuthorityMatrix

is

themasterfor

whichERP

ApprovalLimitsa

re

derived.

MELIGH

TERVEIN:

etterto

Management...

Besuretoread

46throu

1Bo

2ha

3wa

4thi

5fin

6me

11d

12p

13e

Adde

Bobw

only


46/245


ughtoth

ebottom...

bSmith,myassistantprogrammer,canalwaysbe

found

rdatwo

rkinhiscubicle.Bob

worksindependently,without

astingcompanytimetalkingto

colleagues.Bobnever

nkstwic

eaboutassistingfello

wemployees,andhe

always

ishesgiv

enassignmentsontime.Oftenhetakesextended

easurestocompletehiswork,

sometimesskippingcoffee

7breaks.Bob

isadedicatedindividualwhohasabsolute

lyno

8vanityinsp

iteofhishighaccomplishmentsandprofou

nd

9knowledge

inhisfield.Ifirmlyb

elievethatBobcanbe

10classedas

ahigh-caliberemployee,thetypewhichc

annotbe

ispensed

.Consequently,IdulyrecommendthatBo

bbe

promoted

toexecutivemanage

ment,andaproposa

lwillbe

xecuted

assoonaspossible.

endum:

wasstan

dingovermyshoulderwhileIwrotethereportsenttoyouearliertoday.Kindlyre-re

ad

theodd-numberedlinestohe

armytruethoughtsaboutthatidiot!

47 POM


47/245


EPrescribe:

48


48/245


Themostsatisfyingtwo

Themostsatisfyingtwo--letterletter

word.......

word.......

"WE"

"WE"

Useit.

Useit.

Useit.

Useit.

Useit.

Useit.

Useit.

Useit.

49


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2007,POME,Gautam_Koppala,AllRightsReser

ved

PERF

ORMANCE

MANAGEM

ENT

PLAN

50Perf

Agood

perfor

progre

overt

manag

Many

system

there

mpr

of

do

mthHoav

ev

an

co

Fu

inhean

mem

pe

do

im

In


50/245


ved

foma

nceMeasurem

entPlan

dprojectmanagerwillmake

itimmediatelycleartoallnewfunctionale

mployeesthatifthey

rm

wellintheproject,thenh

e(theprojectmanag

er)willinform

thefun

ctionalmanagerofth

eir

essand

achievements.Thisa

ssumesthatthefunc

tionalmanagerisnot

providingclosesupervision

thefunc

tionalemployeesand

is,instead,passingo

nsomeoftherespon

sibilitytotheproject

geracommonsituationinp

rojectmanagementorganizationstructure

s.

goodprojectsaswellasprojectmanagementstru

ctureshavefailedbe

causeoftheinability

ofthe

m

toevaluateproperlythefu

nctionalemployee'sp

erformance.Inapro

jectmanagementstructure,

arebas

icallysixwaysthata

functionalemployee

canbeevaluatedonaproject:

Theprojectmanagerprepa

resawritten,confide

ntialevaluationandg

ivesittothefunction

al

manager.Thefunctionalmana

gerwillevaluatethe

validityoftheproject

manager'scommentsand

repareh

isownevaluation.Onlythelinemanager'sevaluationisshown

totheemployee.The

use

fconfidentialformsisnotpre

ferredbecauseitmaybecontrarytogovernmentregulationsandit

oesnot

providethenecessaryfeedbackforanemployeetoimprove.

Theprojectmanagerprepa

resanonconfidentialevaluationandgives

ittothefunctional

manager.Thefunctionalmana

gerprepareshisown

evaluationform

and

showsbothevaluatio

nsto

hefunctionalemployee.Thisisthetechniqueprefe

rredbymostproject

andfunctionalmanag

ers.

owever,thereareseveralmajordifficultieswithth

istechnique.Ifthefunctionalemployeeis

an

verageorbelow-averagewor

ker,andifthisemplo

yeeisstilltobeassig

nedtothisprojectaf

terhis

valuatio

n,thentheprojectm

anagermightratetheemployeeasabove

averagesimplytopre

vent

nysabo

tageorbadfeelingsd

ownstream.Inthissituation,thefunctiona

lmanagermightwan

ta

onfident

ialevaluationinstead

,knowingthatthefunctionalemployeewillseebothevaluation

forms.

unctionalemployeestendtoblametheprojectma

nageriftheyreceive

abelow-averagemeritpay

crease,

butgivecredittothe

functionalmanageriftheincreaseisabov

eaverage.Thebestbet

ereisfo

rtheprojectmanage

rperiodicallytotellthefunctionalemploye

eshowwelltheyare

doing,

ndtogivethem

anhonestap

praisal.Severalcompaniesthatusethiste

chniqueallowthepro

ject

anager

toshowtheform

tothelinemanagerfirst

(toavoidconflictlate

r)andthenshowittothe

mployee.

Theprojectmanagerprovidesthefunctionalmanagerwithanoralevaluationoftheemployee's

erforma

nce.Althoughthistechniqueiscommonly

used,mostfunctionalmanagersprefer

ocumen

tationonemployeeprogress.Again,lacko

ffeedbackmaypreventtheemployeefrom

mproving.

Thefu

nctionalmanagerma

kestheentireevalua

tionwithoutanyinputfromtheprojectma

nager.

norderforthistechniquetob

eeffective,thefunct

ionalmanagermusth

avesufficienttimeto

51

su

ma

he

wo

loc

timot

be

Evalua

comple

thepro

course

observ

Theev

proble

advant

toobs

Thebe

Unfort

individ

manag


51/245


ved

upervise

eachsubordinate'sp

erformanceonacontinualbasis.Unfortunately,mostfunctional

anagersdonothavethislux

urybecauseoftheirbroadspanofcontrol

andmustthereforerely

eavilyontheprojectmanage

r'sinput.

Theprojectmanagermakestheentireevaluationforthefunctionalm

anager.Thistechniqu

ecan

orkifth

efunctionalemploye

espends100percent

ofhistimeononeproject,orifheisphys

ically

cateda

taremotesitewhere

hecannotbeobserv

edbyhisfunctionalm

anager.

Allpro

jectandfunctionalm

anagersjointlyevaluateallprojectfunctionalemployeesatthe

same

me.Thistechniqueshouldbe

limitedtosmallcom

panieswithfewertha

nfiftyorsoemployees;

herwise

theevaluationproce

ssmightbetime-con

sumingforkeyperso

nnel.Abadevaluationwill

eknown

byeveryone.

ationformscanbefilledouteitherwhentheemployeeisupforevaluat

ionoraftertheprojectis

eted.Ifitistobefilledoutw

hentheemployeeis

eligibleforpromotion

orameritincrease,

then

ojectm

anagershouldbewillingtogiveanhonestappraisaloftheemp

loyee'sperformance.

Of

e,thep

rojectmanagershoul

dnotfillouttheevaluationform

ifhehasnothadsufficienttimeto

vethee

mployeeatwork.

valuatio

nform

canbefilledo

utatthetermination

oftheproject.This,however,mayproduc

ea

em

inth

attheprojectmayen

dthemonthaftertheemployeeisconside

redforpromotion.Th

e

tageof

thistechniqueisthattheprojectmanager

mayhavebeenable

tofindsufficienttime

both

erveth

eemployeeinaction

andtoseetheoutput.

elowFig

urerepresents,inahumorousway,howp

rojectpersonnelperc

eivetheevaluationform.

tunately

,theevaluationprocessisveryseriousan

dcaneasilyhaveasevereimpactonan

dual'scareerpathwiththeco

mpanyeventhoughthefinalevaluationre

stswiththefunctional

ger.

52Guide

Thebe

bestde

employ


52/245


ved

toperf

ormanceappraisal.

elowFig

ureshowsasimplet

ypeofevaluationform

onwhichtheprojec

tmanageridentifiesthe

escriptionoftheemployee's

performance.Thistypeofform

isgenerallyusedwheneverthe

yeeisupforevaluation.

53 Figure

Figure

theem

tohave

Figure

provide


53/245

2007,POME,Gautam_K

oppala,AllRightsReser

ved

e:Proje

ctworkassignmenta

ppraisal.

below

showsanothertypica

lform

thatcanbeusedtoevaluateanemployee.Ineachcategory,

mployee

isratedonasubject

ivescale.Inorderto

minimizetimeandpaperwork,itisalsopo

ssible

easingleevaluationform

atprojectterminationforevaluationofallemployees.Thisisshownin

below.Allemployeesarera

tedineachcategoryonascaleof1to5.T

otalsareobtainedto

earela

tivecomparisonofemployees.

54 Figure


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2007,POME,Gautam_K

oppala,AllRightsReserved

:Proje

ctworkassignmenta

ppraisal.

55 Figure:

Obvious

onecom

departm

Several

example

importa

reverse

andthis

Eventh

manage

andfun


55/245

2007,POME,Gautam_K


:Proje

ctworkassignmenta

ppraisal.

sly,ev

aluationformssucha

sthatshowninFigur

eabovehavesevere

limitations,asaone-to-

mparis

onofallprojectfunct

ionalpersonnelisoflittlevalueiftheemployeesarefrom

different

ments.

Howcanaprojecten

gineerbecomparedtoacostaccountant?

comp

aniesareusingthisformbyassigningcoefficientsofimportancetoeachtopic.For

e,und

eratopicoftechnica

ljudgment,theproje

ctengineermighthav

eacoefficientof

anceof0.90,whereasthecostaccountant'scoefficientmightbe0.25.

Thesecoefficientscouldbe

dforatopiconcostconsciousness.Unfortunately,suchcomparisons

havequestionablevalidity,

stype

ofevaluationform

is

usuallyofaconfidentialnature.

houghtheprojectmanagerfillsoutanevaluation

form,thereisnogua

ranteethatthefunct

ional

erwillbelievetheprojectm

anager'sevaluation.Therearealwayssituationsinwhichthepr

oject

nctiona

lmanagersdisagreeastoeitherqualityor

directionofwork.

56Another

level,an

manage

thispro

commun

Asafina

intoap

withthe

From

a

Wagean

white-co

typeof

function

Employe

simplyb

Manyw

system

inFigure

regardle


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2007,POME,Gautam_K


rproblemmayexistinthesituationwheretheprojectmanagerisa"g

eneralist,"sayatag

rade-7

ndreq

ueststhatthefunctio

nalmanagerassignh

isbestemployeetot

heproject.Thefunctional

eragreestotherequestandassignshisbestemployee,agrade-10sp

ecialist.Onesolution

to

blem

istohavetheproject

managerevaluateth

eexpertonlyincerta

incategoriessuchas

nicatio

ns,workhabits,and

problem-solving,but

notintheareaofhis

technicalexpertise.

alnote,itissometimesarg

uedthatfunctionalemployeesshouldhave

somesortofindirectinput

roject

manager'sevaluation.Thisraisesratherinterestingquestionsa

stohowfarwecang

o

eindirectevaluationproced

ure.

top-m

anagementperspective,theindirectevaluationprocessbringsw

ithitseveralheadaches.

ndsalaryadministratorsreadilyacceptthenecessityforusingdifferen

tevaluationformsfo

r

ollara

ndblue-collarworker

s.Butnow,wehaveasituationinwhichth

erecanbemorethanone

evaluationsystem

forwhite-collarworkersalone

.Thoseemployeesw

howorkinproject-driven

naldepartmentswillbeevaluateddirectlyandindirectly,butbasedon

formalprocedures.

eeswhochargetheirtimet

ooverheadaccounts

andnonproject-driv

endepartmentsmigh

t

beeva

luatedbyasingle,directevaluationprocedure.

ageandsalaryadministratorscontendthatthey

cannotlivewithawh

ite-collarevaluation

andthereforehavetriedto

combinethedirecta

ndindirectevaluation

formsintoone,asshown

e.Som

eadministratorshav

eevengonesofarastoadoptasingleformcompany-wide,

essof

whetheranindividualisawhite-orblue-collarworker.

57


57/245

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58 Figure:

Thedesi

used.Ge

E

G

F

F

C

M

W

R

A

Descript

Whichm

mustana

perform

theabov

progress

againstt

andchar

wouldag

andequi

sayines

maybet

willbeto

whateve


58/245

2007,POME,Gautam_K


Jobe

valuation.

gnof

theemployee'sevalu

ationform

dependso

nwhatevaluationmethodorprocedureis

being

enerallyspeaking,thereareninemethodsavaila

bleforevaluatingpersonnel:

ssay

appraisal

Graphicratingscale

ieldreview

orced

-choicereview

Critica

lincidentappraisal

Manag

ementbyobjectives

Workstandardsapproach

Rankin

gmethods

Assess

mentcenter

ionso

fthesemethodscan

befoundinalmostanytextonwageandsalaryadministration.

methodisbestsuitedforaproject-drivenorganiz

ationalstructure?To

answerthisquestion,we

alyze

thecharacteristicsof

theorganizationalformaswellasthoseofthepersonnelwhom

ust

there

.Ananexample,pro

jectmanagementcan

bedescribedasana

renaofconflict.Whic

hof

veevaluationprocedurescanbestbeusedtoevaluateanemployee's

abilitytoworkand

sinanatmosphereofconflict?Figurebelowcom

parestheabovenine

evaluationprocedure

s

thesixmostcommonproje

ctconflicts.Thistype

ofanalysismustbecarriedoutforallvariables

racter

isticsthatdescribeth

eprojectmanagementenvironment.Most

compensationmanag

ers

greet

hatthemanagement

byobjectives(MBO)

techniqueoffersthegreatestpromisefora

fair

itable

evaluationofallemp

loyees.AlthoughMBOimpliesthatfunctionalemployeeswillhavea

stablishingtheirowngoals

andobjectives,thism

aynotbethecase.Inprojectmanageme

nt,

heprojectmanagerorfunctionalmanagerwills

ettheobjectives,and

thefunctionalemplo

yee

oldth

athehastolivewith

that.Obviously,therewillbeadvantagesanddisadvantagesto

reva

luationproceduresar

efinallyselected.

59 Figure:

FI

Properfi

organizat

practices

Jo

exist

topr

andt

their

D

shou

Ba

for"d

Sp

cons

andd

Discr


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Ratin

gevaluationtechniqu

esagainsttypesofconflict.

INAN

CIALCOMPENSATIONANDREWARDS

nancialcompensationand

rewardsareimportan

ttothemoraleandm

otivationofpeopleinany

tion.

However,thereareseveralissuesthatoftenmakeitnecessary

totreatcompensation

sofprojectpersonnelsepa

ratelyfrom

theresto

ftheorganization:

obcla

ssificationandjobde

scriptionsforproject

personnelareusually

notcompatiblewith

those

tingforotherprofessionaljobs.Itisoftendifficu

lttopickanexisting

classificationandada

ptit

roject

personnel.Withoutp

roperadjustment,thesmallamountoffor

malauthorityofthep

roject

thesmallnumberofdirect

reportsmaydistortt

hepositionlevelofprojectpersonnelinsp

iteof

rbroa

drangeofbusinessr

esponsibilities.

Duala

ccountabilityanddua

lreportingrelationshipsofprojectpersonn

elraisethequestionofwho

ldassessperformanceand

controltherewards.

ases

forfinancialrewardsareoftendifficulttoe

stablish,quantify,andadminister.Thecrit

eria

doing

agoodjob"aredifficulttoquantify.

pecia

lcompensationsforo

vertime,extensivetravel,orlivingawayfr

omhomeshouldbe

idere

dinadditiontobonuspayforpreestablishedresults.Bonuspay

isaparticularlydiffic

ult

delica

teissuebecauseofte

nmanypeoplecontributetotheresultsof

suchincentives.

retion

arybonuspracticesc

anbedemoralizingtotheprojectteam.

60Somespe

projecto

jobclassi

JobClas

Everyeff

classificat

Thefirst

Titlesare

andpayl

thetitleo

aformal

Thejobd

descriptio

(1)overa

thebelow

Table:S

JobDes

OverallR

Respons

thetech

responsi

qualitya

andsche

Specific

1.

Pr

en

pr

2.

Pr

de

3.

D

wi


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ecific

guidelinesareprovid

edheretohelpmana

gersestablishcompe

nsationsystemsfort

heir

rganizations.Thefoundationsofthesecompensationpracticesarebasedonfoursystems:(1)

ification,(2)basepay,(3)

performanceapprais

als,and(4)meritinc

reases.

ssificationsandJobDes

criptions

fortshouldbemadetofitthenewclassificationsforprojectpersonne

lintotheexistingsta

ndard

tionthathasalreadybeen

establishedfortheo

rganization.

step

istodefinejobtitles

forvariousprojectpe

rsonnelandtheircorrespondingresponsibilities.

enoteworthybecausethey

implycertainrespon

sibilities,positionpow

er,organizationalsta

tus,

level.Furthermore,titlesm

ayindicatecertainfunctionalresponsibilit

ies,asdoes,forexam

ple,

oftas

kmanager.[1]Therefore,titlesshouldbecarefullyselectedand

eachofthem

support

edby

jobd

escription.

descriptionprovidestheba

siccharterforthejobandtheindividualin

chargeofit.Agood

job

onis

briefandconcise,notexceedingonepage.Typically,itisbroke

ndownintothreesec

tions:

allresponsibilities,(2)specificduties,and(3)qualifications.Asamplejobdescriptionisgivenin

wTab

le.

AMP

LEJOBDESCRIPTI

ON

scrip

tion:LeadProjectEngineerofProcess

orDevelopment

Responsibility

siblefordirectingthetechnicaldevelopmentofthenewCentralProce

ssorincludingmanag

ing

nicalpersonnelassignedt

othisdevelopment.T

heLeadProjectEngineerhasdual

ibility

,(1)tohis/herfunctionalsuperiorforthe

technicalimplementa

tionandengineering

and(

2)totheprojectman

agerformanagingth

edevelopmentwithin

theestablishedbudg

et

edule

.

DutiesandResponsibilitie

s

rovidenecessaryprogram

directionforplanning

,organizing,developingandintegratingth

e

ngine

eringeffort,including

establishingthespecificobjectives,sched

ules,andbudgetsfor

the

roces

sorsubsystem.

rovidetechnicalleadership

foranalyzingandestablishingrequiremen

ts,preliminary

esigning,designing,protot

yping,andtestingof

theprocessorsubsystem.

ivide

theworkintodiscreteandclearlydefinabletasks.Assigntasks

totechnicalpersonne

l

ithin

theLeadEngineer'sa

reaofresponsibilityandotherorganizationalunits.

61

4.

De

ov

5.

Me

6.

Re

7.

Re

ut

8.

Pla

Qualifica

1.

St

2.

Pr

of

3.

Pe

4.

Ex

Base-Pay

Afterthe

responsib

scalesma

thesurfac

resources

positions.

lessquali

Manycom

schemes

responsib

otherjobs

basedon

budget,a

Performa

Traditiona

As

Pr


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efine

,negotiate,andallocatebudgetsandschedulesaccordingtothespecifictasksand

verallprogram

requiremen

ts.

easu

reandcontrolcost,schedule,andtechnica

lperformanceagains

tprogram

plan.

eportdeviationsfrom

prog

ram

plantoprogram

office.

eplan

trade-offandredirectthedevelopmentef

fortincaseofconting

enciessuchastobest

ilize

theavailableresourcestowardtheoverall

program

objectives.

an,m

aintain,andutilizee

ngineeringfacilitiestomeetthelong-rangeprogram

requirements.

ations

trong

technicalbackgroundinstate-of-the-artc

entralprocessordeve

lopment.

riortaskmanagementexp

eriencewithprovenr

ecordforeffectivecostandschedulecontrol

multidisciplinarytechnolo

gy-basedtaskinexcessofSIM.

erson

alskillstolead,direc

t,andmotivatesenio

rengineeringpersonnel.

xcelle

ntcommunicationsk

ills,bothorallyandin

writing.

yClassificationsandIn

centives

jobdescriptionshavebee

ndeveloped,onecan

delineatepayclassesconsistentwiththe

bilitie

sandaccountabilities

forbusinessresults.

Iflefttothepersonnelspecialist,thesepa

y

aysliptowardthelowerendofanequitablecom

pensation.Thisisun

derstandablebecause,on

ce,p

rojectpositionslooklessseniorthantheir

functionalcounterpar

ts,asformalauthorityover

sand

directreportsareoftenlessnecessaryfor

projectpositionstha

nfortraditionalfunct

ional

.The

impactofsuchaske

wedcompensationsy

stem

isthattheprojectorganizationwilla

ttract

fied

personnelandmaybeseenasaninferiorcareerpath.

mpan

iesthathavestruggledwiththisproblem

h

avesolveditby(1)workingoutcompensation

asa

team

ofseniormanagersandpersonnelspecialists,and(2)app

lyingcriteriaof

bility

andbusiness/profita

ccountabilitytosettin

gpayscalesforproje

ctpersonnelinaccordwith

sintheirorganization.Ma

nagerswhoarehiringcanchooseasalary

from

theestablished

range

theirjudgmentofactualpositionresponsibilitie

s,thecandidate'squ

alifications,theavaila

ble

ando

therconsiderations.

anceAppraisals

ally,

thepurposeofthepe

rformanceappraisalisto:

ssess

theemployee'swork

performance,preferablyagainstpreestablishedobjectives

ovideajustificationforsa

laryactions

62

Est

Ide

Se

Inreality,

essentially

addition,d

problem-s

Inordert

otherpart

complexi

measurab

Thefirstc

Modernm

subseque

theseprin

oftenmod

existsint

Company

resultsof

realities,o

Bu

busine

perfor

Ma

direct

Thefirsta

contractua

internals

cases,pro

measureo

improperl

ofproject

managers


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tablishnewgoalsandobjectivesforthenextreviewperiod

entif

yanddealwithwork-relatedproblems

erveasabasisforcareerdiscussions

,how

ever,thefirsttwoob

jectivesareinconflic

t.Asaresult,traditio

nalperformanceappraisals

ybecomeasalarydiscuss

ionwiththeobjective

tojustifysubsequen

tmanagerialactions.[2]In

discussionsdominatedby

salaryactionsareus

uallynotconducivefo

rfuturegoalsetting,

solving,orcareerplanning.

toge

taroundthisdilemma,manycompanieshaveseparatedthesalarydiscussionfrom

the

tsof

theperformanceapp

raisal.Moreover,successfulmanagershav

ecarefullyconsidered

the

ssue

sinvolvedandhavebuiltaperformanceappraisalsystem

solidlybasedoncontent,

bility,andsourceofinform

ation.

challengeisincontent,thatis,todecide"what

toreview"and"how

tomeasureperformance."

mana

gementpracticestry

toindividualizeaccou

ntabilityasmuchaspossible.Furthermore

,

ntin

centiveormeritincre

asesaretiedtoprofitperformance.Althou

ghmostcompaniesa

pply

nciplestotheirprojectorg

anizations,theydoit

withagreatdealofskepticism.Practicesare

difiedtoassurebalanceandequityforjointlyperformedresponsibilities.Asimilardilemm

a

thea

reaofprofitaccounta

bility.Thecommentofaprojectmanager

attheGeneralElectric

istypicalofthesituation

facedbybusinessma

nagers:"AlthoughIamresponsibleforbu

siness

alargeprogram,Ireally

can'tcontrolmorethan20percentofitscost."Acknowledgingt

he

orga

nizationsaremeasuringperformanceofth

eirprojectmanagers,inatleasttwoareas

:

usine

ssresultsasmeasure

dbyprofits,contribu

tionmargin,returnoninvestment,new

ess,

andincome;also,on

-timedelivery,meetingcontractualrequire

ments,andwithin-bu

dget

rmance.

anag

erialperformanceasmeasuredbyoverallprojectmanagementeffectiveness,organiz

ation,

tionandleadership,andteam

performance.

area

appliesonlyiftheprojectmanagerisindeedresponsibleforbusinessresultssuchas

alpe

rformanceornewbu

sinessacquisitions.M

anyprojectmanagersworkwithcompany-

pons

ors,suchasacompa

ny-internalnewproductdevelopmentora

feasibilitystudy.Inthese

oduc

ingtheresultswithin

agreed-onscheduleandbudgetconstraint

sbecomestheprimary

ofperformance.Thesecondareaisclearlymor

edifficulttoassess.M

oreover,ifhandled

y,it

willleadtomanipulationandgameplaying.Tablebelowprovidessomespecificmeasures

managementperformance.Whetherthesponsoriscompany-intern

alorexternal,project

sare

usuallybeingassessedonhowlongittooktoorganizetheteam

,whethertheprojec

tis

63movingal

goalsand

Table:PE

WhoPerf

Functio

Sourceof

Functio

PrimaryM

1.

Pro

2.

Pro

inc

Secondar

1.

Ab

2.

Ab


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2007,POME,Gautam_K

oppala,AllRightsReserv

ed

ong

accordingtoagreed-onschedulesandbud

gets,andhowclosely

theymeetthegloba

l

objectivessetbytheirsu

periors.

ERFORMANCEMEASURESFORPROJECTMANAGERS

form

sAppraisal

onal

superiorofprojectmanager

fPerformanceData

onal

superior,resourcemanagers,generalman

agers

Measures

ojectmanager'ssuccessinleadingtheprojecttowardpreestablishedglobalobjectives

Targetcosts

Keymilestones

Profit,netincome,re

turnoninvestment,contributionmargin

Quality

Technicalaccomplish

ments

Marketmeasures,ne

wbusiness,follow-on

contract

ojectmanager'seffectivenessinoverallproject

directionandleadershipduringallphases,

ludingestablishing:

Objectivesandcusto

merrequirements

Budgetsandschedules

Policies

Performancemeasur

esandcontrols

Reportingandreview

system

ryM

easures

ility

toutilizeorganization

alresources

Overheadcostreduc

tion

Workingwithexistingpersonnel

Cost-effectivemake-

buydecisions

ility

tobuildeffectiveprojectteam

Projectstaffing

64

3.

Effe

4.

Cus

5.

Par

Additiona

1.

Diff

2.

Sco


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2007,POME,Gautam_K


ed

Interfunctionalcomm

unications

Lowteam

conflictcomplaintsandhassles

Professionallysatisfiedteam

members

Workwithsupportgroups

ectiveprojectplanningandplanimplementatio

n

Plandetailandmeas

urability

Commitmentbykey

personnelandmanag

ement

Managementinvolve

ment

Contingencyprovisio

ns

Reportsandreviews

stom

er/clientsatisfaction

Perceptionofoverallprojectperformance

bysponsor

Communications,liaison

Responsivenesstochanges

rticipationinbusinessma

nagement

Keepingmangement

informedofnewproject/product/business

opportunities

Bidproposalwork

Businessplanning,policydevelopment

lCo

nsiderations

ficultyoftasksinvolved

Technicaltasks

Administrativeando

rgnizationalcomplexity

Multidisciplinarynatu

re

Staffingandstart-up

ope

oftheproject

Totalprojectbudget

Numberofpersonnelinvolved

65

3.

Cha

Ontheoth

assessedp

Tec

Tea

otherg

Specificpe

bothprojec

wasachiev

Table:PE

WhoPerfo

Function

Sourceof

Project

PrimaryM

1.

Suc

2.

Effe


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2007,POME,Gautam_K


ed

Numberoforganizationsandsubcontracto

rsinvolved

angingworkenvironment

Natureanddegreeofcustomerchangesa

ndredirections

Contingencies

hersideoftheprojectorg

anization,resourcem

anagersorprojectpersonnelarebeing

prim

arilyontheirabilityt

odirecttheimplemen

tationofaspecificprojectsubsystem:

chnicalimplementationas

measuredagainstre

quirements,quality,schedules,andcosttargets

amperformanceasmeasuredbyabilitytostaff,buildaneffectiveta

skgroup,interfacew

ith

grou

ps,andintegrateam

ongvariousfunctions

erformancemeasuresare

showninTablebelow

.Inaddition,theact

ualprojectperforman

ceof

ctm

anagersandtheirre

sourcepersonnelshouldbeassessedonth

econditionsunderwhichit

ved:thedegreeoftaskd

ifficulty,complexity,size,changes,andgeneralbusinessconditions.

RFORMANCEMEASURESFORPROJECTPE

RSONNEL

orm

sAppraisal

nal

superiorofprojectpe

rson

fPerformanceData

managerandresourcem

anagers

Measures

cces

sindirectingtheagreed-ontasktowardcompletion

Technicalimplementationaccordingtoreq

uirements

Quality

Keymilestones/schedules

Targetcosts,design-

to-cost

Innovation

Trade-offs

ectivenessasateam

memberorteam

leader

Buildingeffectivetas

kteam

Workingtogetherwithothers,participation,involvement

66

Secondary

1.

Suc

acco

2.

Adm

3.

New

4.

Prof

Additional

1.

Diff


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2007,POME,Gautam_K


ed

Interfacingwithsupp

ortorganizationsand

subcontractors

Interfunctionalcoord

ination

Gettingalongwithothers

Changeorientation

Makingcommitments

yMeasures

cces

sandeffectivenessin

performingfunctionaltasksinadditionto

projectworkin

ordancewithfunctionalc

harter

Specialassignments

Advancingtechnology

Developingorganization

Resourceplanning

Functionaldirectiona

ndleadership

ministrativesupportservices

Reportsandreviews

Specialtaskforcesandcommittees

Projectplanning

Proceduredevelopment

wbusinessdevelopment

Bidproposalsupport

Customerpresentations

fessionaldevelopment

Keepingabreastinprofessionalfield

Publications

Liaisonwithsociety,

vendors,customers,andeducationalinstit

utions

lCo

nsiderations

ficultyoftasksinvolved

Technicalchallenges

67

2.

Man

3.

Mult

Finally,one

adjustment

Suchasitu

accountable

managersi

responsible

meetingthe

amongman

resourcepe

Meri

Professiona

inflationary

salarycomp

bonuses.Th

individuala

responsibili

individualo


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2007,POME,Gautam_K


ed

State-of-the-artcons

iderations

Changesandconting

encies

nagerialresponsibilities

Taskleaderfornumb

erofprojectpersonn

el

Multifunctionalintegr

ation

Budgetresponsibility

Staffingresponsibility

Specificaccountabilit

ies

tipr

ojectinvolvement

Numberofdifferentprojects

Numberandmagnitu

deoffunctionaltask

andduties

Overallworkload

eneedstodecidewhois

toperform

theperfor

manceappraisaland

tomakethesalary

t.W

heredualaccountabilitiesareinvolved,go

odpracticescallforinputsfrom

bothbosses.

ationcouldexistforprojectmanagerswhore

portfunctionallytoonesuperiorbutarealso

efo

rspecificbusinessre

sultstoanotherperson.Whiledualaccoun

tabilityofproject

sa

nexceptionformost

organizations,itisco

mmonforprojectres

ourcepersonnelwho

are

eto

theirfunctionalsuperiorforthequalityof

theworkandtotheir

projectmanagerfor

erequirementswithinbu

dgetandschedule.M

oreover,resourcepe

rsonnelmaybeshare

d

nyprojects.Onlythefun

ctionalorresourcem

anagercanjudgeove

rallperformanceof

ersonnel.

itIncreasesandBonu

ses

alshavecometoexpectmeritincreasesasar

ewardforajobwelldone.However,under

yco

nditions,payadjustm

entsseldom

keepup

withcost-of-livingincreases.Todealwith

this

pre

ssionandtogiveince

ntiveformanagemen

tperformance,comp

anieshaveintroduced

he

problem

isthatthese

standardplansform

eritincreasesandbonusesarebasedon

accountabilitywhileproje

ctpersonnelworkin

teamswithsharedac

countabilities,

ties,andcontrols.Itisu

suallyverydifficulttocreditprojectsuccessorfailuretoasingle

ora

smallgroup.

68Mostmanag

Ifdonewell

andmagnit

managerial

executedpe

basicagree

Inmostorg

contentofa

superioran

POMEPres


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2007,POME,Gautam_Koppala,AllRightsReserv

ed

ger

swiththesedilemma

shaveturnedtothe

traditionalremedyof

theperformanceappraisal.

l,theappraisalshouldprovideparticularmeasuresofjobperforma

ncethatassessthelevel

udeatwhichtheindividualhascontributedto

thesuccessoftheproject,includingthe

pe

rformanceandteam

performancecomponents.Therefore,apro

perlydesignedand

erformanceappraisalthatincludesinputfrom

allaccountablemana

gementelements,an

dthe

me

ntoftheemployeew

iththeconclusions,isasoundbasisforfuturesalaryreviews.

gan

izationsthetitleofta

skmanagerindicates

beingresponsibleformanagingthetechnical

aprojectsubsystem

with

inafunctionalunit,h

avingdualaccountab

ilitiestothefunctional

dt

heprojectoffice.

scribe:

Themostpoison

ousthree

Themostpoison

ousthree--letter

letter

word

.....

word

.....

"EGO"

"EGO"

"EGO"

"EGO"

"EGO"

"EGO"

"EGO"

"EGO"

Killit.

Killit.

69


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Documents

Project Team from POME by Gautam Koppala VT