TOPIC 4 SUPERVISION OF A PROJECT · TOPIC 4 SUPERVISION OF A PROJECT Quality control (def) pg 12,40,107,152,188 is a procedure or set of procedures intended to ensure that a manufactured

TOPIC 4 SUPERVISION OF A PROJECT

Team leaders must carry the supervision of a project.

Supervision forms part of the implementation phase of a project

Purpose of supervising a project

• To ensure activities and tasks are performed as outlined in the project schedule

• Identify problems that could cause delays to the

project timeline

• Identify problems that could cause the quality of

the deliverables to be substandard

• If any changes have to be made to procedures of deadlines

STEP TO DELEGATE / ASSIGN TASKS

1. Assign tasks and activities

• State what need to be done

• How it must be done

• What resources to be used

• Time must be done

2. Assign authority

• Give the team members the authority to do the job and act on behalf of management

3. Assign responsibility

• Team member are obliged to complete the task and activities within the specified time limits

• Failure to do so employee will be held responsible for sub standard work or not completing work on time


4. Create accountability

• Employees will be held accountable for the tasks that were assigned to them

COMMUNICATION PROCEDURES (PG 14,41,173,216)

• The information the manager distributes, must be available to the project stakeholders

• Communication depends on the policies and procedures of that project

• Implement the communication management plan

• Make sure that project meetings take place as scheduled so that all stakeholders kept informed

• Communicate project information to stakeholders

• If any barriers identified on project must be communicated to stakeholders

• The project manager should respond to request of stakeholders timeously

MANAGE PROJECT OPERATIONS

• Project Manager and team leaders must monitor and control the ongoing project activities

• Even with good control procedures, problems cannot be avoided

• Remedial action has to be taken to eliminate discrepancy on the planning and deliverables

Aspects to be controlled

Resources – Physical resources, Finance, information and human

Performance of activities – Is the work done according to the defined time frames?

Are the standard and procedures maintained

PROJECT MONITORING TOOLS

Bar-chart

Project documents: work plans, schedules, network diagram pg175


Project Reporting

The information about project has to be collected and reported to the stakeholders

Information reported:

• Report on the status of the project

• Report on progress of the project

• Predict future project status

• Predict expected time of completion

Measure project progress

Project manager must measure the actual progress against project plan

During project monitoring

• Data is collected about intended achievements

• This data is compared to data about the actual achievements

• Significant deviation from the plan are identified

• Problems and opportunities are identified

• Corrective action is taken

Measurement tools

• Budget control chart – Finance

• Project timeline – Time

• Schedule – activities


Project monitoring

Is the system to gather and analyzing of information that will help measure progress of a project( ongoing checks on project)

Purpose of project monitoring

• To determine what process improvement can be made

• Measuring progress to ensure project meet its objectives and address current needs

• To assess projects results

• To find out if objectives have been met

• To improve project management and process planning

• To learn what works for project

• To get constructive feedback

Evaluate project progress

Project is evaluated in order to determine whether it was successful to its purpose

Project are evaluated against:

• Objectives of the project

• The verifiable indicators

• Time

• Quality

• Resources

Principles of evaluation

• Be impartial and independent

• Be credible

• Be useful

• Involve stakeholders


Time of evaluation • During implementation • At the end of the project • Few months after completion What must be evaluated Project is evaluated in order to determine whether it was

successful in relation to its purpose Method of evaluation Interviews Observation Discussion Project document Close down procedures 1. Plan for the hand over 2. Prepare the final report 3. Hand over Agreement check list – Is a check list between project manager and owner are using

to ensure relevant actions have been attended. Corrective actions If there is an outstanding work or work to be corrected on the

project , it must be stated on the Agreement of satisfactory completion.

Key areas of leadership or Techniques Achieve the task Managers must able to plan and control the tasks Develop individual Manager has to contribute on developing and motivating

individual members on the team Build the team To create a productive team work Leadership characteristics • Managers must have integrity • Manager must show the enthusiasm • Good communication skills • A manager must display a thorough knowledge of what

he or she is in charge • Ability to delegate task • Self reliance • Ability to solve conflicts within a group team • Ethical principles • Pg 182 • Non judg

QUALITY CONTROL

• Quality control (policies)

• Quality insurance (assurance)

• Quality management


Quality control (def) pg 12,40,107,152,188

is a procedure or set of procedures intended to ensure that a manufactured product or performed service adheres to a defined set of quality criteria or meets the requirements of the client or customer.

OR

It is measures or set of policies and procedures to maintain standard. How ?????

Quality Assurance

Provide confidence that quality requirements will be fulfilled to ensure product meet required standard by testing and inspection

Quality Management

• The input, processes and output have to be controlled and managed every step of the way

• Quality control and management is important to ensure that the customer’s needs are fulfilled and even exceeded

Functions of Quality management

• Quality assurance to prevent defects

• Quality control to detect (spot)defects

REASON FOR QUALITY CONTROL (NB)

• Checking the quality of raw materials

• Checking the assembly of the products/ components (ingredients)

• Checking the production of the products

• Inspection

Quality management: Regulations and Guideline

ISO 9000

Quality management principles

1. Focus on your customer

2. Provide leadership

3. Involve the team

4. Use a process approach

5. Take a systems approach

6. Encourage continual improvement

7. Get the fact before you decide

8. Work with your supplier


Laws and regulations that apply to project management

• Compensation for Occupational injuries and Diseases Act

• The Labour Relations Act

• The Basic conditions of Employment Act

• Employment Equity Act

• Occupational Health and Safety

• Skills Development Act

Monitoring (Explain)

Testing

Inspection

Checklist -

Verification – evaluation

Validation

Reporting on variance

Reporting non-conformances NB

Deviations and non-conformance

Non-conformance

When a product fail to meet specific requirements

Deviations

Something can be a substitution / changes of a product and acceptable to the customers

Pg 199

Quality Management

It is important to ensure that project produced the quality product and service so that the customer is satisfied with product and to ensure safety of the public


Quality Management It is important to ensure that the customer is satisfied the with product

and to ensure safety of the public NB: Needs for Quality Management • To ensure that client/customer is satisfied with the final product • To meet or exceed stakeholders 'needs and expectations • To ensure that the project meets the quality requirements

established • To ensure that all the processes involved during the project

lifecycles are carried out efficiently • Quality assurance to prevent defects • To ensure that products are produced on quality standards • To ensure safety of the public

What happened when quality is not managed on a project (Poor Quality)

LACK OF QUALITY • Deliverables will not be of the quality • It could lead to accidents and the loss of life • The project manager will not be able to obtain sign-off from

stakeholders • The money due to project will not be paid • The project will be a failure • Loose clients • Bad reputation • Not reach its objectives • Cause delays on project

Project Resources Money, People, time and equipment Causes lack of progress on project Lack of experience Lack of knowledge or skills Resources not available in time Delay in Work in Progress from other team member Resources not fit for project Poor time/resource/financial management Poor communication Poor project planning Poor monitoring and controlling Resources not available on time


Report Progress Reporting lines / LEVELS OF COMMUNICATION

• Project Team members and the team leaders

• Different project teams

• Project leaders and the project managers

• Project manager and the programme manager

• Programme manager and he stakeholders

Reporting instruments

• Daily or regular reporting between team members and team leader

⁻ The team members reports to team leader about the progress of a project. (use task list, check list, resources charts, materials control chart)

• Weekly reports between team leader and project manager

⁻ Actual vs planned update

⁻ Reasons for deviations

⁻ Milestones and deliverables completed

Can be done by face-to face or emails

• Project progress reports

⁻ Formally compiled by project manager for stakeholders

Contents:

⁻ Achievements

⁻ Deliverables completed

⁻ Change report

Purpose of reports and control

• Monitor and evaluate progress

• Make necessary adjustments

• Identify and resolve issues


NB:Problem solving

• Identify the problem

• Suggest possible solutions

• Assess the solutions

• Choose the best solutions

• Implement the solutions

• Review the implementation of the solution

METHOD OF COMMUNICATION

TOPIC 3 PROJECT SCHEDULING

Scheduling Is a control technique that allows project manager to monitor the activities, information and time deadline of a project OR Is a tool that specifies the task that have to be done, who must do and must be done A project schedule can be done By Phase By Product

Information to prepare schedule WBS Estimating time Formulas for estimating time 1. te = to +4tm + tp Short time 6 2. Te = to + 3tm + tp Long time 6

Purpose of Scheduling

• To know when project starting and finishing

• Activities to take place on project

• Allocate resources

• People responsible for project

Documents required for activities (pg151)

WBS – (Project is broken into small manageable activities)

Task list – (Get task list from team leaders inorder to comple schedule)

The project plan( A useful document for scheduling, it is about the whole scope of a project)

The risk plan (List possible risk and actions to be taken)

Quality plan(Time should be allocated for inspections and testing of the quality of the deliverable

Communication plan(It contains the details of when reporting on project progress in done, who reports to whom


Requirements for schedule

Activities must scheduled in such a way that changes can be easily made when the risk risen up

• ID/ code for task

• Task name

• Task duration

• Date

• Dependencies of tasks

• Percent complete

• Hourly rate

• Cost

TYPES OF DEPENDENCE

FINISH TO START(FS)

• 1st activity to be finished before 2nd activity start eg Foundation before structure start

FINISH TO FINISH

• 1st activities must be finished before 2nd activity finish e.g Delivery of speech before closing meeting

START TO START

• 1st activity start before the 2nd start e.g making product before make package of product

START TO FINISH

• 1ST activity must be handed over before the 2nd start e.g supply chain


TOOLS FOR DEVELOPING A SCHEDULE(pg160, 43)

• Bar Chart

• Milestone

• Network diagram

• Event control

• Budget

• Calender

THE GANTT CHART (161)