Upload
jeet-virk
View
99
Download
0
Tags:
Embed Size (px)
Citation preview
QCF LEVEL 7 (EDSML)PROJECT DEVELOPMENT AND IMPLEMENTATION FOR STRATEGIC MANAGERS
LECTURE NOTES (WEEK THREE) LEARNING OUTCOME Be able to implement a project ASSESSMENT CRITERIA Implement a project in accordance with an agreed specification Develop appropriate measures to monitor and evaluate progress and outcomes Monitor the implementation of a project Evaluate the outcomes of a project Make justified recommendations for improvements to the project.
Project Implementation Project implementation is the carrying out, execution, or practice of a plan to develop a project. Implementation is the action that must follow any preliminary thinking in order for a project to be accomplished. In project implementation or project execution, we put it all together. Project planning is complete, as detailed as possible, yet providing enough flexibility for necessary changes. In a customer-contractor relationship, the contract is signed.
Project Implementation ScheduleThe Key Components A well-designed project implementation schedule clarifies and describes what the project should deliver and within what time-frames. The project implementation schedule is an important time management document that defines and schedules the major phases of project work being carried out to fulfill the desired project objectives and achieve expected deliverables. This document describes project initiatives as a logical sequence of events over time to progress the project from its original concept to the final implementation.
The development of the project implementation schedule refers to the following two statements: 1. The schedule creates a framework for the whole project implementation plan and facilitates creation of the work breakdown structure (WBS) by placing the related activities, tasks and responsibilities on timeline. 2. The schedule outlines the project phases and their overlaps and shows them on the common projects timeline.
In the project implementation schedule, the following information (the key components) should be provided in a clear and easy-to-read format: Number and brief descriptions of project phases. A project phase is a manageable portion of work that is accurately defined and measured by a deliverable and time-frame. The deliverables set being archived within each project phase Major activities for each deliverable Key milestones. The way to audit and control implementation of each project phase is to define check points to be conducted on a regular basis during the implementation process.
Responsibilities and assignments. Completion of each project phase requires allocation of responsibilities. The project manager should set employee responsibilities and assignment per project phase and also define who is responsible for and assigned to the delivery of the major activities within each project phase. Dependencies. A dependency is a measure of interaction between two or more project phases that identifies how one project phase exerts influence on other phases.
Planning for Success The key contributing factors to implementation failure reported were: Lack of planning unclear vision, goals and approach, not aligned with vendor incentives, schedules, other practice priorities and other resource responsibilities. Incomplete, unclear and/or changing requirements. Lack of executive support and commitment. Lack of resources dedicated to the project (staff, time, money, end-user involvement, project management and IT support) Unrealistic expectations for what can be accomplished and how quickly it can occur.
Planning for Success Other contributing factors to implementation failure are: Believing the vendor will assume responsibility for all tasks Hoping the vendor/system will fix your operational and personnel problems Fear of change Fear of technology
Project implementation is a Process Managing a project is a process (i.e. a series of actions or steps taken to achieve an end). It consists of orderly steps that if carried out properly will: a) Maximise resources b) Ensure effective communication among project personnel and the projects clients c) Contain enough flexibility to handle the unexpected bumps along the way. In fact, one of the biggest detriments of the success of a project is how effectively the project manager carries out this process of project implementation.
What Are The Steps of Project implementation? Step 1: New Project Managers Should Seek Guidance Step 2: Acquire appropriate project management tools. These include communication devices and software, computer hardware, and any software specific to project management. Step 3: Clarify the details of the project. One of the first tasks assigned to the project manager is the creation of a project proposal which should include the following: What will the project accomplish, or what are its goals?
1.
2. 3. 4. 5. 6.
What is the time-frame for project completion? What is the project budget? Who will be involved in completing the project along with assigned tasks? What methods will be used to complete the project? How will project uncertainties be met? Step 4: communicate job responsibilities among team members Step 5: Make sure a system is in place to monitor progress
Step 6: Document project information. Easy to understand and accurate documentation helps to ensure that all parties involved are clear about the projects goals, the time-frame for project completion, the task agenda and the budget throughout the duration of the project. Step 7: Communicate with upper management and project clients. Aside from regular meetings with team members, the project manager is also responsible for ensuring that supervisors and/or clients are kept well-informed throughout the projects progress. Step 8: Project management reports.
Project Evaluation & Control: The Project Control Cycle1. Setting a Goal
4. Taking Action and Recycling the Process
2. Measuring Progress
3. Comparing Actual with Planned
Milestone AnalysisMilestones are events or stages of the project that represent a significant accomplishment.
Milestones show completion of important steps signal the team and suppliers can motivate the team offer reevaluation points help coordinate schedules identify key review gates delineate work packages
Tracking Gantt Chart
Project status is updated by linking task completion to the schedule baseline
Human Factors in Project Evaluation & ControlOptimistic progress reports Level of detail Process evaluation Non-technical performance measurement
Critical Success Factors in the Project Implementation Profile1. Project mission 2. Top management support 3. Project plans & schedules 4. Client consultation 5. Personnel 6. Technical tasks 7. Client acceptance 8. Monitoring & feedback 9. Communication channels 10. Troubleshooting
Leadership Factor During Project Implementation Leadership is: The ability to inspire confidence and support among the people who are needed to achieve organizational goals. Project management is leader intensive!
Leaders Vs. ManagersManagers have official titles in an organization Leaders focus on interpersonal relationships rather than administration Important differences exist between the two on: Creation of purpose Outcomes
Network development Focus timeframe
Execution
How the Project Manager LeadsProject managers function as miniCEOs and manage both hard technical details and soft people issues. Project managers: acquire project resources motivate and build teams have a vision and fight fires communicate
Acquiring ResourcesProject are under funded for a variety of reasons: vague goals no sponsor requirements understated insufficient funds distrust between managers
Traits of Effective Project LeadersA number of studies on effective project leadership reveal these common themes: Good communication Flexibility to deal with ambiguity Work well with project team Skilled at various influence tactics
The New Project LeadershipFour competencies determine a project leaders success: 1. Understanding and practicing the power of appreciation 2. Reminding people whats important 3. Generating and sustaining trust 4. Aligning with the led
Identify Necessary Skills Identify People With Skills Talk to Potential Team Members Negotiate with Their Supervisor
Building the Project TeamRenegotiate with Top Management
Success? Yes Assemble the Team
No Yes Success? No Build Fallback Positions
Effective Project TeamsClear Sense of Mission Productive Interdependency Cohesiveness Trust Enthusiasm Results Orientation
Reasons Why Teams Fail
Poorly developed or unclear goals Poorly defined project team roles &
interdependencies Lack of project team motivation Poor communication Poor leadership Turnover among project team members Dysfunctional behavior
Conflict Management During Project ImplementationConflict is a process that begins when you perceive that someone has frustrated or is about to frustrate a major concern of yours.
Categories
Views
Goal-oriented Administrative Interpersonal
Traditional Behavioral
Sources of ConflictOrganizational
Reward systems Scarce resources Interpersonal Faulty attributions Uncertainty Differentiation Faulty
communication Personal grudges & prejudices
Conflict ResolutionMediate defusion/confrontation Arbitrate judgment Control cool down period Accept unmanageable Eliminate transfer Conflict is often evidence of progress!
Project Termination & Close-out: Elements of Project Closeout ManagementHarvesting Gaining Handing Finishing Over the Acceptance the Benefits The Work Product for the Reviewing Product How It All Went Putting it All to Bed
Disbanding the Team
Closeout Paperwork
Documentation Legal Cost Personnel
Why are Closeouts Difficult? Project sign off can be a de-motivator Constraints cause shortcuts on back-end Low priority activities Lessons learned analysis seen as bookkeeping Unique view of projects
Early Warning Signs of Project Failure
Lack of viable commercial objectives Lack of sufficient authority to makedecisions
New product developed for stablemarket
Low priority assigned to the project bymanagement
Early Termination Decision Rules Costs exceed business benefits Failure to meet strategic fit criteria Deadlines continue to be missed Technology evolves beyond theprojects scope
The Top 10 Signs of IT Project Failure10. Best practices and lessons learned are ignored 9. Project lacks people with appropriate skills 8. Sponsorship is lost 7. Users are resistant 6. Deadlines are unrealistic 5. Business needs change 4. Chosen technology changes 3. Project changes are poorly managed 2. Scope is ill-defined 1. Project managers dont understand users needs
Project Termination Issues
Emotional
Intellectual
Staff
Client
Internal
External
Claims & DisputesTwo types of claims Ex-gratia claims Default by the project company Resolved by Arbitration Binding Non-binding
Standard litigation
Protecting Against Claimso Consider claims as part of the project plan o Verify stakeholders know their risks o Keep good records throughout the life cycle o Keep clear details of change orders o Archive all correspondence
Final Report ElementsProject performance Administrative performance Organizational structure Team performance Project management techniques Benefits to the organization and customer