As9100 Rev D Transition 605q48
This document was ed by and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this report form. Report r6l17
Overview 4q3b3c
& View As9100 Rev D Transition as PDF for free.
More details 26j3b
- Words: 5,387
- Pages: 104
PROJECT MANAGEMENT
to the Training on PROJECT MANAGEMENT (INCLUDING RISK MANAGEMENT) Revision No. NNL/PPT/PM/001
Version No. 1.0
Contents
PROJECT MANAGEMENT
1. Project Management – Introduction & Definitions.
2. Phases of the Project. 3. Project planning, scope and limitations. 4. Project Scheduling.
5. Project Team- Roles & Responsibilities. 6. Resource planning, Cost allocation & Cost control. 7. Project Management - Planning and tracking - Tools
Revision No. NNL/PPT/PM/001
Version No. 1.0
Contents
PROJECT MANAGEMENT
8. Project review and control
9. Risk analysis in Project Management 10. Project Management - Metrics - Analysis and Review 11. Project closure (Post project analysis) 12. Project documentation and presentation
Glossary of Annexures
Revision No. NNL/PPT/PM/001
Version No. 1.0
Definition
A PROJECT PROJECT MANAGEMENT
What is a project
– Defined start and end, specific scope, cost and duration – A temporary endeavor undertaken to create a unique product, service or result
– A series of activities aimed at bringing about clearly specified objectives within a defined time period and with a defined budget Revision No. NNL/PPT/PM/001
Version No. 1.0
Definition
PROJECT MANAGEMENT
Project Management is an art of organizing, managing and controlling the resources in such a way that a Project is completed within the defined scope, time, quality and cost constraints. Project is a time-bound, one-time activity (or set of activities) undertaken to create a unique product, process, system or service, which brings a quantifiable change or value addition.
Project is therefore different from process, which is permanent or semi-permanent ongoing functional work and is of repeatable in nature. The management of project and process differs and requires varying technical skills and philosophy and therefore a need for development and application of project management arise.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Definition
PROJECT MANAGEMENT
Definition # 1: PMBOK (Project Management Body of Knowledge as defined by the Project Management Institute - PMI): Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.
Definition # 2: PRINCE2 project management methodology: The planning, monitoring and control of all aspects of the project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Definition
PROJECT MANAGEMENT
Definition # 3: DIN 69901 (Deutsches Institut für Normung - German Organization for Standardization): Project management is the complete set of tasks, techniques, tools applied during project execution.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Benefits
PROJECT MANAGEMENT
Benefits of project management Project management is developed to save time
by properly planning a project and considering all relevant factors which may affect its outcome
The benefits have been proven - it saves time
and money - and generates a more successful outcome …. if guidelines are followed
Revision No. NNL/PPT/PM/001
Version No. 1.0
Benefits
PROJECT MANAGEMENT
Decision-making routes and processes are clearly defined Deadlines, costs and resources are controlled
systematically – All processes in the project management activity chain are coordinated to ensure they remain in harmony with one another The result will help you to get: – more speed – greater flexibility – improved quality
Revision No. NNL/PPT/PM/001
Version No. 1.0
Benefits
PROJECT MANAGEMENT
You will have goal clarity and measurement Your resources will be coordinated Your risks will be identified and managed You will increase the possibilities of time savings
You will increase the possibilities of cost savings You will increase the possibilities of achieving the agreed
outcome You will increase the possibilities to deliver projects successfully
Revision No. NNL/PPT/PM/001
Version No. 1.0
Achievements
PROJECT MANAGEMENT
What project management helps you to achieve Plan tasks in project Avoid dependencies problems Reduce risks Track progress accurately Organize project process and timeline Improve stakeholder - staff communication Improve management of stakeholders’
expectations Complete within budget and on time Revision No. NNL/PPT/PM/001
Version No. 1.0
Factors
Project success factors PROJECT MANAGEMENT
Stakeholder involvement Executive management Clear statement of requirements Proper planning Realistic expectations Smaller project milestones Competent staff Ownership Clear vision and objectives Hard working and focused staff
Revision No. NNL/PPT/PM/001
Version No. 1.0
Constraints
PROJECT MANAGEMENT
THE TRIPLE CONSTRAINT
Quality Revision No. NNL/PPT/PM/001
Version No. 1.0
PCM
PROJECT MANAGEMENT
Project cycle management (PCM) Is useful in deg, implementing and
monitoring a plan or a project A clear concise visual presentation of all the key components of a plan and a basis for monitoring It clarifies: – – – –
How the project will work What it is going to achieve What factors relate to its success How progress will be measured
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Cycle
PROJECT MANAGEMENT
Programming
Evaluation
Identification
Financin g decision Implementation
Formulation
Financing decision Revision No. NNL/PPT/PM/001
Version No. 1.0
Principles
PROJECT MANAGEMENT
The three PCM principles
Decision making criteria defined at each phase
The phases in the cycle are progressive
Project identification part of structured
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Inclusions
Scope Management Time Management Cost Management Quality Management Human Resources Management Communications Management Risk Management Procurement Management Integration Management Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Phases
PROJECT MANAGEMENT
Project initiation/ Feasibility Review/ Conceptual Stage Project Planning Project Scheduling
Project Execution Project Monitoring/ Status Review Project Control / Testing / Quality Check Post Project analysis and Project Closure
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Phases From Project Management Life Cycle Point of View-
PROJECT MANAGEMENT
Define Plan Launch
Manage Close
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Phases From Six Sigma Philosophy Point of View-
PROJECT MANAGEMENT
Define Measure Analyse
Improve Control
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Phases From a New Product Development project Point of View-
PROJECT MANAGEMENT
Concept Feasibility Definition
Implementation First Lot Run / Pilot Study Deployment and review
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Phases
PROJECT MANAGEMENT
As per Advanced Product Quality Planning methodology-
Plan and Define Product Design and Development Process Design and Development Product and Process Validation , Assessment and Corrective action
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Project Phases
If one carefully looks at any of the above ways of defining the Project phases, all those have been developed from the fundamental principle of “PDCA”, ie. PLAN – DO – CHECK – ACT cycle.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Planning, Scope and Limitations Typical contents/ elements of Project plan include -
PROJECT MANAGEMENT
3.1 Project Name and Project id3.2 IdentificationThe project plan should give the list of key personnel involved in the project, including their details (Address, Phone, Fax, Email id, etc.). The list should give the role of the person in the Project (Role could be Project Manager, Project Leader, Member, etc.) 3.3 Proposed Start Date and End Date. 3.4 Project Organisation chart and Roles & Responsibilities. 3.5 Project Scope, Objectives, Limitations and Constraints.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Scope Management
Initiation Scope Planning Scope Definition Scope Verification Scope Change Control
Revision No. NNL/PPT/PM/001
Version No. 1.0
Scope Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Product Description Project Charter
Scope Statement Work Breakdown Structure Formal Acceptance
Scope Management Plan
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Time Management
Activity Definition (Microsoft Project) Activity Sequencing (Microsoft Project) Activity Duration Estimating Schedule Development Schedule Control
Revision No. NNL/PPT/PM/001
Version No. 1.0
Time Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Activity List Network Diagram Project Schedule Schedule Management Plan
Revision No. NNL/PPT/PM/001
Version No. 1.0
Time Management Time Management Grid:
Importance
PROJECT MANAGEMENT
Urgency
Quadrant 1
Quadrant 2
Urgent and important
Important but not urgent
"Firefighting"
"Quality time"
Quadrant 3
Quadrant 4
Urgent but not important
Neither urgent nor important
"Distraction"
"Time wasting"
There's an old joke when it comes to project management time: 'The first 90 percent of a project schedule takes 10 percent of the time. The last 10 percent takes the other 90 percent of the time' Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Cost Management
Resource Planning Cost Estimating Cost Budgeting Cost Control
Revision No. NNL/PPT/PM/001
Version No. 1.0
Cost Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Resource Requirements Cost Estimate Cost Baseline or Spending Plan
(Microsoft Excel Documents) Cost Management Plan
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Cost Management
Direct Costs Indirect Costs Ongoing costs
Revision No. NNL/PPT/PM/001
Version No. 1.0
Cost Management Year 1 Year 2 Year 3
PROJECT MANAGEMENT
Direct Costs – Hardware – Software – Contractor fees • Estimated hours • Hourly Rates per contractor • Various contractor rates
– Training – Fanfare – Other TOTALS Revision No. NNL/PPT/PM/001
Indirect Costs – Your people’s time and effort • Estimated time on project • Estimated cost based on hourly rate – Other’s time and effort – Opportunity cost • What projects or tasks are NOT going to get done in order to get this project done? Version No. 1.0
PROJECT MANAGEMENT
Quality Management
Quality Planning Quality Assurance Quality Control
Revision No. NNL/PPT/PM/001
Version No. 1.0
Quality Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Quality Management Plan
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
HR Management
Organizational Planning Staff Acquisition Team Development
Revision No. NNL/PPT/PM/001
Version No. 1.0
HR Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Role Assignment Matrix Staffing Management Plan Organizational Chart Project Team Directory
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Communications Management
Communications Planning Information Distribution Performance Reporting istrative Closure
Revision No. NNL/PPT/PM/001
Version No. 1.0
Communications Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Communications Management Plan Project Records Performance Reports Change Requests Project Archives
Formal Acceptance Lessons Learned
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Risk Management
Risk Identification Risk Evaluation Risk Categorization Risk Assessment Risk Control
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Risk Management Plan FMEA Contingency Plans Past Experience Contractual with Stake Holders
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Risk Management
What is Risk?
Risk is a Potentially Negative
consequence, which may or may not happen
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
What is Risk Management? Good management practice Process steps that enable improvement in
decision making
A logical and systematic approach Identifying opportunities Avoiding or minimising losses
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
What is Risk Management?
Risk Management is the name given to a logical and systematic method of identifying, analysing, treating and monitoring the risks involved in any activity or process.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
How is Risk Management used?
The Risk Management
process steps are a generic guide for any organisation, regardless of the type of business, activity or function.
Revision No. NNL/PPT/PM/001
There are
7 steps in the RM process
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
The basic process steps are: Establish the context Identify the risks Analyse the risks Evaluate the risks Treat the risks Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management ‘Risk’ is dynamic and subject to constant
PROJECT MANAGEMENT
change, so the process includes continuing:
Monitoring and review and
Communication & consultation
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
The Risk Management process: Establish the context The strategic and organisational context in which risk management will take place. For example, the nature of your business, the risks inherent in your business and your priorities.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
The Risk Management process: Identify the risks Defining types of risk, for instance, ‘Strategic’ risks to the goals and objectives of the organisation. • Identifying the stakeholders, (i.e.,who is involved or affected).
• Past events, future developments.
Monitor and review Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
The Risk Management process: Analyse the risks How likely is the risk event to happen? (Probability and frequency?) What would be the impact, cost or consequences of that event occurring? (Economic, political, social?)
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
The Risk Management process: Evaluate the risks Rank the risks according to management priorities, by risk category and rated by likelihood and possible cost or consequence. Determine inherent levels of risk.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
Evaluate the risks After identifying and analysing the risks, you can evaluate. • What is the likelihood of the risk event occurring? •Extreme •Almost certain •Very high •Likely •Moderate What is the •Moderate consequence if •Low •Unlikely the risk event •Negligible? occurs? •Rare? Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
Evaluate the risks You need to describe or to quantify exactly what the ‘Likelihood’ and ‘Consequence’ means to you. This helps in ensuring a consistent approach in future risk assessment and review and monitoring. It promotes a common understanding within the Risk Management Team. Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
Evaluate the risks After establishing ‘Likelihood’ and ‘Consequence’ you can use a table like this to set a level of risk. Extreme
Very high
Moderate
Low
Negligible
Almost certain
Severe
Severe
High
Major
Moderate
Likely
Severe
High
Major
Significant
Moderate
Moderate
High
Major
Significant
Moderate
Low
Unlikely
Major
Significant
Moderate
Low
Very low
Rare
Significant
Moderate
Low
Very low
Very Low
You must define what these risk levels mean to you. Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
The Risk Management process: Treat the risks Develop and implement a plan with specific counter-measures to address the identified risks. Consider: • Priorities (Strategic and operational)
• Resources (human, financial and technical) • Risk acceptance, (i.e., low risks)
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
Treat the risks Document your risk management plan and describe the reasons behind selecting the risk and for the treatment chosen. Record allocated responsibilities, monitoring or evaluation processes, and assumptions on residual risk.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
Treating the risks Low and very low level risks can normally be accepted, subject to on-going monitoring. All other risks are included in the management plan. The plan catalogues the risks, the level of risk, and describes a treatment. The treatment is the action proposed, (and perhaps the resources allocated).
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Risk Management
Risk Profiles are developed as a means of putting risk management into practice at the Operational level. A Risk Profile is normally specific. It describes: • • • •
The risk areas Assessment of the level of risk The countermeasures adopted Activation date and review dates
• Means of measuring effectiveness. Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Risk Management
Monitor and review In identifying, prioritising and treating risks, organisations make assumptions and decisions based on situations that are subject to change, (e.g., the business environment, trading patterns, or government policies).
Risk Management policies and decisions must be regularly reviewed. Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
The Risk Management process: Monitor and review Risk Managers must monitor activities and processes to determine the accuracy of planning assumptions and the effectiveness of the measures taken to treat the risk. Methods can include data evaluation, audit, compliance measurement.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
Who does the Risk Assessment? Responsibilities must be allocated: •Appoint a Risk Management champion with appropriate qualifications, including experience and analytical skills. •Form a Risk Management Committee, representative of operational areas.
•Conduct Risk Management Workshops. •Determine operating procedures. Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
Using Risk Management The starting point is the Action Plan: 1.
Allocate responsibilities, e.g., a Risk Management Champion and a working party.
2.
Evaluate how Risk Management processes can be best applied in your national environment.
3.
Survey existing skills and do a training needs assessment.
4.
Catalogue existing sources of data or information that can help in identifying risks.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Procurement Management
Procurement Planning Solicitation Planning Solicitation Source Selection Contract istration
Contract Close-out
Revision No. NNL/PPT/PM/001
Version No. 1.0
Procurement Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Procurement Management Plan Procurement Documents Proposals Contract Contract File
Formal Acceptance and Closure
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Integration Management
Project Plan Development Project Plan Execution Overall Change Control
Revision No. NNL/PPT/PM/001
Version No. 1.0
Integration Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Project Plan Lessons Learned
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Planning, Scope and Limitations
PROJECT MANAGEMENT
3.6 Risk Management plan. 3.7 Project status reporting structure. Sl. No.
Person responsible for reporting
Mode
Frequency/ Stage reporting
Remarks of
1.
2.
3.
4.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Project Planning, Scope and Limitations
3.8 Project Schedule. 3.9 Quality Assurance and Control. 3.10 Project metrics and the targets
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Project Scheduling
The important activity under Project Scheduling is to identify and define the “TASK/ SUB-TASK”, which can be executed by the person responsible. The Task/ Sub-task is generally defined through a set of “VERB + NOUN”. Examples of task are –
Place a Purchase Order Prepare the Drawing Get the Budgetary approval Develop Tool at the supplier For arriving at the complete list of task/ sub-tasks (Project breakdown structure), Tree diagram (explained in Section 7) can be used. Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Plan 3-W, 1-H FORMAT PROJECT SCHEDULE
Department/ Section :
PROJECT MANAGEMENT
Project ID : Project Description : Project Initiated on: Project End Date:
Sl. No.
Activity (WHAT)
Resp. (WHO)
Target (WHEN)
HOW
ABCD
01.10.2006
Call for CFT discussion
KIM & QUEEN
15.10.2006
Search Engines and earlier projects
KL
01.11.2006
GHMB
15.11.2006
AWZR
20.11.2006
AQSM
31.12.2006
MMRQ
31.12.2006
SHRI
31.12.2006
GRTY
10.01.2006
1 First level discussion on the steps involved to implement XXX 2 required tools
3 Second level discussion with high level group 4 Finalising the applicable tools 5 Creation of sample screen 6 Creation of master screen 7 Identification of vendors 8 master screens to vendor for data entry 9 Validation of data entered
Revision No. NNL/PPT/PM/001
Meet group incharges with analysed data Brainstorming session with CFT Programmer level work Team Leader discussion Vendor Evaluation Through Email & Website QC Group
Version No. 1.0
Remarks/ Status
GANTT CHART NATHAN & NATHAN CONSULTANTS PVT. LTD
Road Map for Consultancy and Training Services PROJECT PERIOD Activity Description
PROJECT MANAGEMENT
Phase 1
Responsibility / Month
Training of Process Flow Diagram, FMEA and
NNL
Identification of products for application of above
NNL
Guidance for documentation of PFD, FMEA, and its linkage Guidance for periodic review of FMEA and CB based on customer compliants and internal non-conformances
2
3
4
5
6
7
NNL NNL
Training on Measurement System Analysis
NNL/ORG
Identification of Measurement systems and applicable tools of MSA
NNL/ORG
Guidance for implementation and analysis of MSA Results
NNL
Training on Statistical Process Control (SPC)
1
NNL
Phase 2 Identification of Areas/ Parameters for SPC implementation
NNL/ORG
Guidance for Implementation and analysis of SPC Results
NNL
Training on Problem Solving Activites - 8D Approach Implementation of 8D Approach by taking specific problems Training on APQP and PPAP Phase 3
Development and Change Control Process in line with APQP and PPAP Guidance for implementing one full cycle of APQP and PPAP
NNL NNL/ORG NNL NNL/ORG NNL/ORG
Training on optimisation tools - DOE (Including ANOVA)
NNL
Guidance on implementing DOE by taking pilot projects
NNL
Phase 4
Training on Value Stream Mapping
Phase 5
NNL
Mistake Proofing
NNL/ORG
Single Minute Exchange of Dies (SMED)
NNL/ORG
5-S
NNL
Value Engineering
NNL
Identifying areas for implementing the above tools
NNL/ORG
NNL Guidance for Implementing the above tools
Phase 6
Training on DMAIC methodology
NNL
Training on Objective Deployment and Balance Scorecard Technique
NNL
Training on 6Sigma Green Belt Tools
NNL
Revision No. NNL/PPT/PM/001
Version No. 1.0
8
9
10
11
Two Years 12
13
14
15
PROJECT MANAGEMENT
GANTT CHART Graphical representation of the project plan It is an estimate only. Very useful for Management level discussion Customer prefers this way of project planning Indicates project delays promptly Micro level activity can be linked to the overall plan
Revision No. NNL/PPT/PM/001
Version No. 1.0
CRITICAL PATH METHOD Doors windows
PROJECT MANAGEMENT
T=20 days
Structure & RCC roofing Walls construction Plastering, Finish, whitewash
Foundation
1
2
3
T=30 days 1
2
4
5
T=20 days
= 30
3 4
4
= 20
2
3
5
70 days
6
10
4
7
9
10
4
8
9
10
= 20
7 T=15 days
25 days
T=10 days
= 10
Annexure -3 M CHART
Revision No. NNL/PPT/PM/001
T=5 days
9 Trial tests
8
= 25
10
Trial tests
Electrical works
= 20
4
6
Plumbing
= 20 10
T=25 days
Complete
Version No. 1.0
CRITICAL PATH METHOD
PROJECT MANAGEMENT
Focuses on completion of Simultaneous activities The longest path for completion of the work is considered to be critical. As simultaneous activities are planned Slack time will give cushion for working. M is a operational research technique which is very useful for project time estimate. For CRASHING the total duration of the project, this tool can be effectively used.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Team, Role & Responsibilities
PROJECT MANAGEMENT
Team Stages and Dynamics
Teams – Collection of Individuals. Building of a Team- Informal introduction of each member. Team Progress- Goals/Targets of the individuals.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Team, Role & Responsibilities
PROJECT MANAGEMENT
Leadership Skills: Vision and Strategy Establishing Direction Aligning People Communicating Negotiating
Motivating and Inspiring Influencing Organizations Overcoming Barriers to Change Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Team, Role & Responsibilities
PROJECT MANAGEMENT
Project manager attributes Leader & manager
Knowledgeable about
Facilitator, coordinator Communicator
Credibility: Technical/
istrative Work under pressure Goal-oriented Innovator Versatilist
Revision No. NNL/PPT/PM/001
the organization Political sensitivity Conflict: sense, confront, resolve Can deal with stress, chaos, ambiguity Planning and followthrough Ethical dilemmas
Version No. 1.0
Project Team, Role & Responsibilities
PROJECT MANAGEMENT
Project manager duties
Reports to senior management Communicates with s Plans and schedules Obtains and allocates resources Controls risks Manages people Coordinates Implements quality assurance Controls the budget Delivers results
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Team, Role & Responsibilities
PROJECT MANAGEMENT
General Management Skills: Planning Finance and ing Personnel istration Technology Organizational Development Delegation Team Building Conflict Management Solving Problems Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Team, Role & Responsibilities
PROJECT MANAGEMENT
Communications Skills: Writing Listening
Speaking Presenting Media Relations Meeting Management
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Review & Control
PROJECT MANAGEMENT
Typical elements to be covered during the review – a)Status of the project (whether the progress of the project is as per the plan). This has to be provided based on the project schedule and the specific tasks that should have been completed by that time. b) Any critical steps, that would affect the overall project schedule c)Any risk factors – Status of the various risk elements that have been identified during the Project planning stage have to be provided for review d)Cost factors
Revision No. NNL/PPT/PM/001
Version No. 1.0
Product Development- Status Review Report
PROJECT MANAGEMENT
Report for the month of : Sl. No . (1)
Part No. & Rev. level (2)
Customer (3)
Commitment date to the customer (4)
Revision No. NNL/PPT/PM/001
Any quality risk (5)
Whether the progress of the project is as per the time schedule? (6)
Any critical steps, which will affect the customer schedule? (7)
Version No. 1.0
Whether the project cost is within the budget? (8)
Remar ks/ Action plan in case of “No” to questi ons 5 to 8?
Project Management Metrics
PROJECT MANAGEMENT
Analysis and Review
Typical metrics that can be monitored to evaluate the effectiveness and efficiency of the Project Management include On Time: Project Plan Vs Achieved. On Time completion of the specific tasks On Quality: Customer Requirement Vs. the Actual output. On Quality: First-time-Right. On Risk: Risk identified and mitigated.
Financial related Timely allocation of fund. Fund utilization – Budget Vs Actual. Manhours used – Plan Vs Actual. Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Closure- Post Project Analysis
PROJECT MANAGEMENT
A typical template for Post Project Analysis report can include the following 11.1 Team Team Member
Difficulties faced / / Suggestions
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Closure- Post Project Analysis
PROJECT MANAGEMENT
11.2 Customer / Complaints /Suggestions
Sl No
Customer / Complaints / Suggestions
Revision No. NNL/PPT/PM/001
Remedial Action Taken
Version No. 1.0
Person Responsible
Project Closure- Post Project Analysis
PROJECT MANAGEMENT
11.5 Analysis of the Metrics Metric Description
Target set during the beginning of the project
Revision No. NNL/PPT/PM/001
Achieved (at the end of the project)
Actions taken/ planned (in case of nonachievement)
Version No. 1.0
Project Closure- Post Project Analysis
PROJECT MANAGEMENT
11.6 Overall Summary Things Gone Right:
Things Gone Wrong:
Revision No. NNL/PPT/PM/001
Version No. 1.0
Laws of Project Management
PROJECT MANAGEMENT
No major project is ever installed on
time, within budget, or with the same staff that started it. Yours will not be the first. Projects progress quickly until they become 90% complete, then they remain at 90% complete forever. When things are going well, something will go wrong. When things just cannot get any worse, they will. Revision No. NNL/PPT/PM/001
Version No. 1.0
Laws of Project Management
PROJECT MANAGEMENT
When things appear to be going better, you have
overlooked something. No system is ever completely debugged. Attempts to debug a system inevitably introduce new bugs that are even harder to find. A carelessly planned project will take three times longer to complete than expected A carefully planned project will take only twice as long. Project teams detest progress reporting because it vividly manifests their lack of progress.
Revision No. NNL/PPT/PM/001
Version No. 1.0
People’s Problems
PROJECT MANAGEMENT
2/3 of project problems are people related You will find many operational leaders
demonstrate a “just do-it” mentality. While that may be effective in some environments, this is NOT effective in managing change. There will always be conflict over goals and scope, resources and between departments You are likely to find a lack of understanding basic project management methods Some people will never get along
Revision No. NNL/PPT/PM/001
Version No. 1.0
Destructive Team Profile
PROJECT MANAGEMENT
The Tank: a person who dominates a
discussion or issue by brute force of personality. When they present, they speak as an authority. When dealing with a project and defining new solutions, these types of people can be destructive to the process of open discussion and consideration of alternatives. – Solution: thank them for their opinion, then ask if there are some other perspectives from other team .
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Destructive Team Profile
The Grenade: The conversation will be
going along fine and all of the sudden, a team member lobs out a discussionending comment. – Solution: Address the comment head on and suggest that the grenade thrower refrain from comments that will upend conversation of alternatives.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Destructive Team Profile
The Think-they-know-it-all: Much like the
tank. – Solution: Same as Grenade.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Destructive Team Profile
The Maybe Person: This is the person
who cannot commit to any position or issue. They take refuge in ambiguity. – Solution: On a project team, you need to help them commit. Give them simple alternatives and ask them to decide.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Destructive Team Profile
The No Person: This is your general
naysayer. Nothing will work, no matter what. – Solution: Help to see that no is not an option. Define the alternatives.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Destructive Team Profile
The Sniper: This is a destructive force in a
team. The Sniper tenders up negative comments within the team that negate or attack ideas. – Solution: address the behavior immediately and let them know that comments like that are unacceptable based on team norms.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Destructive Team Profile
The Yes Person: While less negative, this
person is so agreeable that they negate their influence through a lack of objective analysis. They are more eager to please than they are to offer objective alternatives. – Solution: Point out that you appreciate their positive outlook, but they need to explore options more thoroughly if they want to gain credibility with the group. Revision No. NNL/PPT/PM/001
Version No. 1.0
Destructive Team Profile
PROJECT MANAGEMENT
The Traitor: Team member speaks very
little in meetings, or sometimes disagrees, and spends times out of meetings lobbying for alternative positions or arguing decisions made by the team – Solution: Establish team rules early that state that issues are dealt with in team meetings and this behavior is not acceptable. When it is uncovered, PM addresses it in the meeting or, if necessary, in private Revision No. NNL/PPT/PM/001
Version No. 1.0
Destructive Team Profile
PROJECT MANAGEMENT
The End Arounder: Team member who
goes around team and PM to another supervisor or and complains, lobbies or takes alternative positions to team. – Solution: Identify the behavior in team development and make it known it is not acceptable. Get all s and supervisors to suppress the behavior if it occurs. PM should call it when it’s seen and the Project Sponsor should nip it in bud. Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Destructive Team Profile
A man who knows not and knows not that he knows not is ignorant— teach him A man who knows not and knows that he knows is dangerous------------avoid him A man who knows and knows not that he knows is asleep------------------wake him
A man who knows and knows that he knows is wise -------------------------follow him
Revision No. NNL/PPT/PM/001
Version No. 1.0
Limitations
PROJECT MANAGEMENT
PM works when there is buy-in for the methods
and process It does not work when – buy-in is lacking or there is not for the methods by executives – ‘end arounds’ are tolerated – influential players operate project business outside the project – decisions made by project teams are not ed – charters, schedules and other work products of the team are not ed Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Documentation & Presentation
PROJECT MANAGEMENT
The typical documentation to be maintained as part of the Project Management include – Original background information. Customer/ Management inputs/ Specifications. Feasibility reports. Project plan.
Project schedule. Budget, financial approvals, Return on Investment analysis Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Documentation & Presentation
PROJECT MANAGEMENT
The typical documentation to be maintained as part of the Project Management include – Competency/ training plan and evidence of provision of training. Project status tracking reports. Periodic project review reports. Reports of the metrics.
Post project anlaysis reports. Project presentation reports.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT Revision No. NNL/PPT/PM/001
Version No. 1.0
to the Training on PROJECT MANAGEMENT (INCLUDING RISK MANAGEMENT) Revision No. NNL/PPT/PM/001
Version No. 1.0
Contents
PROJECT MANAGEMENT
1. Project Management – Introduction & Definitions.
2. Phases of the Project. 3. Project planning, scope and limitations. 4. Project Scheduling.
5. Project Team- Roles & Responsibilities. 6. Resource planning, Cost allocation & Cost control. 7. Project Management - Planning and tracking - Tools
Revision No. NNL/PPT/PM/001
Version No. 1.0
Contents
PROJECT MANAGEMENT
8. Project review and control
9. Risk analysis in Project Management 10. Project Management - Metrics - Analysis and Review 11. Project closure (Post project analysis) 12. Project documentation and presentation
Glossary of Annexures
Revision No. NNL/PPT/PM/001
Version No. 1.0
Definition
A PROJECT PROJECT MANAGEMENT
What is a project
– Defined start and end, specific scope, cost and duration – A temporary endeavor undertaken to create a unique product, service or result
– A series of activities aimed at bringing about clearly specified objectives within a defined time period and with a defined budget Revision No. NNL/PPT/PM/001
Version No. 1.0
Definition
PROJECT MANAGEMENT
Project Management is an art of organizing, managing and controlling the resources in such a way that a Project is completed within the defined scope, time, quality and cost constraints. Project is a time-bound, one-time activity (or set of activities) undertaken to create a unique product, process, system or service, which brings a quantifiable change or value addition.
Project is therefore different from process, which is permanent or semi-permanent ongoing functional work and is of repeatable in nature. The management of project and process differs and requires varying technical skills and philosophy and therefore a need for development and application of project management arise.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Definition
PROJECT MANAGEMENT
Definition # 1: PMBOK (Project Management Body of Knowledge as defined by the Project Management Institute - PMI): Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.
Definition # 2: PRINCE2 project management methodology: The planning, monitoring and control of all aspects of the project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Definition
PROJECT MANAGEMENT
Definition # 3: DIN 69901 (Deutsches Institut für Normung - German Organization for Standardization): Project management is the complete set of tasks, techniques, tools applied during project execution.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Benefits
PROJECT MANAGEMENT
Benefits of project management Project management is developed to save time
by properly planning a project and considering all relevant factors which may affect its outcome
The benefits have been proven - it saves time
and money - and generates a more successful outcome …. if guidelines are followed
Revision No. NNL/PPT/PM/001
Version No. 1.0
Benefits
PROJECT MANAGEMENT
Decision-making routes and processes are clearly defined Deadlines, costs and resources are controlled
systematically – All processes in the project management activity chain are coordinated to ensure they remain in harmony with one another The result will help you to get: – more speed – greater flexibility – improved quality
Revision No. NNL/PPT/PM/001
Version No. 1.0
Benefits
PROJECT MANAGEMENT
You will have goal clarity and measurement Your resources will be coordinated Your risks will be identified and managed You will increase the possibilities of time savings
You will increase the possibilities of cost savings You will increase the possibilities of achieving the agreed
outcome You will increase the possibilities to deliver projects successfully
Revision No. NNL/PPT/PM/001
Version No. 1.0
Achievements
PROJECT MANAGEMENT
What project management helps you to achieve Plan tasks in project Avoid dependencies problems Reduce risks Track progress accurately Organize project process and timeline Improve stakeholder - staff communication Improve management of stakeholders’
expectations Complete within budget and on time Revision No. NNL/PPT/PM/001
Version No. 1.0
Factors
Project success factors PROJECT MANAGEMENT
Stakeholder involvement Executive management Clear statement of requirements Proper planning Realistic expectations Smaller project milestones Competent staff Ownership Clear vision and objectives Hard working and focused staff
Revision No. NNL/PPT/PM/001
Version No. 1.0
Constraints
PROJECT MANAGEMENT
THE TRIPLE CONSTRAINT
Quality Revision No. NNL/PPT/PM/001
Version No. 1.0
PCM
PROJECT MANAGEMENT
Project cycle management (PCM) Is useful in deg, implementing and
monitoring a plan or a project A clear concise visual presentation of all the key components of a plan and a basis for monitoring It clarifies: – – – –
How the project will work What it is going to achieve What factors relate to its success How progress will be measured
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Cycle
PROJECT MANAGEMENT
Programming
Evaluation
Identification
Financin g decision Implementation
Formulation
Financing decision Revision No. NNL/PPT/PM/001
Version No. 1.0
Principles
PROJECT MANAGEMENT
The three PCM principles
Decision making criteria defined at each phase
The phases in the cycle are progressive
Project identification part of structured
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Inclusions
Scope Management Time Management Cost Management Quality Management Human Resources Management Communications Management Risk Management Procurement Management Integration Management Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Phases
PROJECT MANAGEMENT
Project initiation/ Feasibility Review/ Conceptual Stage Project Planning Project Scheduling
Project Execution Project Monitoring/ Status Review Project Control / Testing / Quality Check Post Project analysis and Project Closure
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Phases From Project Management Life Cycle Point of View-
PROJECT MANAGEMENT
Define Plan Launch
Manage Close
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Phases From Six Sigma Philosophy Point of View-
PROJECT MANAGEMENT
Define Measure Analyse
Improve Control
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Phases From a New Product Development project Point of View-
PROJECT MANAGEMENT
Concept Feasibility Definition
Implementation First Lot Run / Pilot Study Deployment and review
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Phases
PROJECT MANAGEMENT
As per Advanced Product Quality Planning methodology-
Plan and Define Product Design and Development Process Design and Development Product and Process Validation , Assessment and Corrective action
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Project Phases
If one carefully looks at any of the above ways of defining the Project phases, all those have been developed from the fundamental principle of “PDCA”, ie. PLAN – DO – CHECK – ACT cycle.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Planning, Scope and Limitations Typical contents/ elements of Project plan include -
PROJECT MANAGEMENT
3.1 Project Name and Project id3.2 IdentificationThe project plan should give the list of key personnel involved in the project, including their details (Address, Phone, Fax, Email id, etc.). The list should give the role of the person in the Project (Role could be Project Manager, Project Leader, Member, etc.) 3.3 Proposed Start Date and End Date. 3.4 Project Organisation chart and Roles & Responsibilities. 3.5 Project Scope, Objectives, Limitations and Constraints.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Scope Management
Initiation Scope Planning Scope Definition Scope Verification Scope Change Control
Revision No. NNL/PPT/PM/001
Version No. 1.0
Scope Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Product Description Project Charter
Scope Statement Work Breakdown Structure Formal Acceptance
Scope Management Plan
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Time Management
Activity Definition (Microsoft Project) Activity Sequencing (Microsoft Project) Activity Duration Estimating Schedule Development Schedule Control
Revision No. NNL/PPT/PM/001
Version No. 1.0
Time Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Activity List Network Diagram Project Schedule Schedule Management Plan
Revision No. NNL/PPT/PM/001
Version No. 1.0
Time Management Time Management Grid:
Importance
PROJECT MANAGEMENT
Urgency
Quadrant 1
Quadrant 2
Urgent and important
Important but not urgent
"Firefighting"
"Quality time"
Quadrant 3
Quadrant 4
Urgent but not important
Neither urgent nor important
"Distraction"
"Time wasting"
There's an old joke when it comes to project management time: 'The first 90 percent of a project schedule takes 10 percent of the time. The last 10 percent takes the other 90 percent of the time' Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Cost Management
Resource Planning Cost Estimating Cost Budgeting Cost Control
Revision No. NNL/PPT/PM/001
Version No. 1.0
Cost Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Resource Requirements Cost Estimate Cost Baseline or Spending Plan
(Microsoft Excel Documents) Cost Management Plan
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Cost Management
Direct Costs Indirect Costs Ongoing costs
Revision No. NNL/PPT/PM/001
Version No. 1.0
Cost Management Year 1 Year 2 Year 3
PROJECT MANAGEMENT
Direct Costs – Hardware – Software – Contractor fees • Estimated hours • Hourly Rates per contractor • Various contractor rates
– Training – Fanfare – Other TOTALS Revision No. NNL/PPT/PM/001
Indirect Costs – Your people’s time and effort • Estimated time on project • Estimated cost based on hourly rate – Other’s time and effort – Opportunity cost • What projects or tasks are NOT going to get done in order to get this project done? Version No. 1.0
PROJECT MANAGEMENT
Quality Management
Quality Planning Quality Assurance Quality Control
Revision No. NNL/PPT/PM/001
Version No. 1.0
Quality Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Quality Management Plan
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
HR Management
Organizational Planning Staff Acquisition Team Development
Revision No. NNL/PPT/PM/001
Version No. 1.0
HR Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Role Assignment Matrix Staffing Management Plan Organizational Chart Project Team Directory
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Communications Management
Communications Planning Information Distribution Performance Reporting istrative Closure
Revision No. NNL/PPT/PM/001
Version No. 1.0
Communications Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Communications Management Plan Project Records Performance Reports Change Requests Project Archives
Formal Acceptance Lessons Learned
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Risk Management
Risk Identification Risk Evaluation Risk Categorization Risk Assessment Risk Control
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Risk Management Plan FMEA Contingency Plans Past Experience Contractual with Stake Holders
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Risk Management
What is Risk?
Risk is a Potentially Negative
consequence, which may or may not happen
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
What is Risk Management? Good management practice Process steps that enable improvement in
decision making
A logical and systematic approach Identifying opportunities Avoiding or minimising losses
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
What is Risk Management?
Risk Management is the name given to a logical and systematic method of identifying, analysing, treating and monitoring the risks involved in any activity or process.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
How is Risk Management used?
The Risk Management
process steps are a generic guide for any organisation, regardless of the type of business, activity or function.
Revision No. NNL/PPT/PM/001
There are
7 steps in the RM process
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
The basic process steps are: Establish the context Identify the risks Analyse the risks Evaluate the risks Treat the risks Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management ‘Risk’ is dynamic and subject to constant
PROJECT MANAGEMENT
change, so the process includes continuing:
Monitoring and review and
Communication & consultation
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
The Risk Management process: Establish the context The strategic and organisational context in which risk management will take place. For example, the nature of your business, the risks inherent in your business and your priorities.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
The Risk Management process: Identify the risks Defining types of risk, for instance, ‘Strategic’ risks to the goals and objectives of the organisation. • Identifying the stakeholders, (i.e.,who is involved or affected).
• Past events, future developments.
Monitor and review Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
The Risk Management process: Analyse the risks How likely is the risk event to happen? (Probability and frequency?) What would be the impact, cost or consequences of that event occurring? (Economic, political, social?)
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
The Risk Management process: Evaluate the risks Rank the risks according to management priorities, by risk category and rated by likelihood and possible cost or consequence. Determine inherent levels of risk.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
Evaluate the risks After identifying and analysing the risks, you can evaluate. • What is the likelihood of the risk event occurring? •Extreme •Almost certain •Very high •Likely •Moderate What is the •Moderate consequence if •Low •Unlikely the risk event •Negligible? occurs? •Rare? Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
Evaluate the risks You need to describe or to quantify exactly what the ‘Likelihood’ and ‘Consequence’ means to you. This helps in ensuring a consistent approach in future risk assessment and review and monitoring. It promotes a common understanding within the Risk Management Team. Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
Evaluate the risks After establishing ‘Likelihood’ and ‘Consequence’ you can use a table like this to set a level of risk. Extreme
Very high
Moderate
Low
Negligible
Almost certain
Severe
Severe
High
Major
Moderate
Likely
Severe
High
Major
Significant
Moderate
Moderate
High
Major
Significant
Moderate
Low
Unlikely
Major
Significant
Moderate
Low
Very low
Rare
Significant
Moderate
Low
Very low
Very Low
You must define what these risk levels mean to you. Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
The Risk Management process: Treat the risks Develop and implement a plan with specific counter-measures to address the identified risks. Consider: • Priorities (Strategic and operational)
• Resources (human, financial and technical) • Risk acceptance, (i.e., low risks)
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
Treat the risks Document your risk management plan and describe the reasons behind selecting the risk and for the treatment chosen. Record allocated responsibilities, monitoring or evaluation processes, and assumptions on residual risk.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
Treating the risks Low and very low level risks can normally be accepted, subject to on-going monitoring. All other risks are included in the management plan. The plan catalogues the risks, the level of risk, and describes a treatment. The treatment is the action proposed, (and perhaps the resources allocated).
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Risk Management
Risk Profiles are developed as a means of putting risk management into practice at the Operational level. A Risk Profile is normally specific. It describes: • • • •
The risk areas Assessment of the level of risk The countermeasures adopted Activation date and review dates
• Means of measuring effectiveness. Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Risk Management
Monitor and review In identifying, prioritising and treating risks, organisations make assumptions and decisions based on situations that are subject to change, (e.g., the business environment, trading patterns, or government policies).
Risk Management policies and decisions must be regularly reviewed. Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
The Risk Management process: Monitor and review Risk Managers must monitor activities and processes to determine the accuracy of planning assumptions and the effectiveness of the measures taken to treat the risk. Methods can include data evaluation, audit, compliance measurement.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
Who does the Risk Assessment? Responsibilities must be allocated: •Appoint a Risk Management champion with appropriate qualifications, including experience and analytical skills. •Form a Risk Management Committee, representative of operational areas.
•Conduct Risk Management Workshops. •Determine operating procedures. Revision No. NNL/PPT/PM/001
Version No. 1.0
Risk Management
PROJECT MANAGEMENT
Using Risk Management The starting point is the Action Plan: 1.
Allocate responsibilities, e.g., a Risk Management Champion and a working party.
2.
Evaluate how Risk Management processes can be best applied in your national environment.
3.
Survey existing skills and do a training needs assessment.
4.
Catalogue existing sources of data or information that can help in identifying risks.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Procurement Management
Procurement Planning Solicitation Planning Solicitation Source Selection Contract istration
Contract Close-out
Revision No. NNL/PPT/PM/001
Version No. 1.0
Procurement Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Procurement Management Plan Procurement Documents Proposals Contract Contract File
Formal Acceptance and Closure
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Integration Management
Project Plan Development Project Plan Execution Overall Change Control
Revision No. NNL/PPT/PM/001
Version No. 1.0
Integration Management
PROJECT MANAGEMENT
Key Inputs, Tools & Techniques, and Outputs:
Project Plan Lessons Learned
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Planning, Scope and Limitations
PROJECT MANAGEMENT
3.6 Risk Management plan. 3.7 Project status reporting structure. Sl. No.
Person responsible for reporting
Mode
Frequency/ Stage reporting
Remarks of
1.
2.
3.
4.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Project Planning, Scope and Limitations
3.8 Project Schedule. 3.9 Quality Assurance and Control. 3.10 Project metrics and the targets
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Project Scheduling
The important activity under Project Scheduling is to identify and define the “TASK/ SUB-TASK”, which can be executed by the person responsible. The Task/ Sub-task is generally defined through a set of “VERB + NOUN”. Examples of task are –
Place a Purchase Order Prepare the Drawing Get the Budgetary approval Develop Tool at the supplier For arriving at the complete list of task/ sub-tasks (Project breakdown structure), Tree diagram (explained in Section 7) can be used. Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Plan 3-W, 1-H FORMAT PROJECT SCHEDULE
Department/ Section :
PROJECT MANAGEMENT
Project ID : Project Description : Project Initiated on: Project End Date:
Sl. No.
Activity (WHAT)
Resp. (WHO)
Target (WHEN)
HOW
ABCD
01.10.2006
Call for CFT discussion
KIM & QUEEN
15.10.2006
Search Engines and earlier projects
KL
01.11.2006
GHMB
15.11.2006
AWZR
20.11.2006
AQSM
31.12.2006
MMRQ
31.12.2006
SHRI
31.12.2006
GRTY
10.01.2006
1 First level discussion on the steps involved to implement XXX 2 required tools
3 Second level discussion with high level group 4 Finalising the applicable tools 5 Creation of sample screen 6 Creation of master screen 7 Identification of vendors 8 master screens to vendor for data entry 9 Validation of data entered
Revision No. NNL/PPT/PM/001
Meet group incharges with analysed data Brainstorming session with CFT Programmer level work Team Leader discussion Vendor Evaluation Through Email & Website QC Group
Version No. 1.0
Remarks/ Status
GANTT CHART NATHAN & NATHAN CONSULTANTS PVT. LTD
Road Map for Consultancy and Training Services PROJECT PERIOD Activity Description
PROJECT MANAGEMENT
Phase 1
Responsibility / Month
Training of Process Flow Diagram, FMEA and
NNL
Identification of products for application of above
NNL
Guidance for documentation of PFD, FMEA, and its linkage Guidance for periodic review of FMEA and CB based on customer compliants and internal non-conformances
2
3
4
5
6
7
NNL NNL
Training on Measurement System Analysis
NNL/ORG
Identification of Measurement systems and applicable tools of MSA
NNL/ORG
Guidance for implementation and analysis of MSA Results
NNL
Training on Statistical Process Control (SPC)
1
NNL
Phase 2 Identification of Areas/ Parameters for SPC implementation
NNL/ORG
Guidance for Implementation and analysis of SPC Results
NNL
Training on Problem Solving Activites - 8D Approach Implementation of 8D Approach by taking specific problems Training on APQP and PPAP Phase 3
Development and Change Control Process in line with APQP and PPAP Guidance for implementing one full cycle of APQP and PPAP
NNL NNL/ORG NNL NNL/ORG NNL/ORG
Training on optimisation tools - DOE (Including ANOVA)
NNL
Guidance on implementing DOE by taking pilot projects
NNL
Phase 4
Training on Value Stream Mapping
Phase 5
NNL
Mistake Proofing
NNL/ORG
Single Minute Exchange of Dies (SMED)
NNL/ORG
5-S
NNL
Value Engineering
NNL
Identifying areas for implementing the above tools
NNL/ORG
NNL Guidance for Implementing the above tools
Phase 6
Training on DMAIC methodology
NNL
Training on Objective Deployment and Balance Scorecard Technique
NNL
Training on 6Sigma Green Belt Tools
NNL
Revision No. NNL/PPT/PM/001
Version No. 1.0
8
9
10
11
Two Years 12
13
14
15
PROJECT MANAGEMENT
GANTT CHART Graphical representation of the project plan It is an estimate only. Very useful for Management level discussion Customer prefers this way of project planning Indicates project delays promptly Micro level activity can be linked to the overall plan
Revision No. NNL/PPT/PM/001
Version No. 1.0
CRITICAL PATH METHOD Doors windows
PROJECT MANAGEMENT
T=20 days
Structure & RCC roofing Walls construction Plastering, Finish, whitewash
Foundation
1
2
3
T=30 days 1
2
4
5
T=20 days
= 30
3 4
4
= 20
2
3
5
70 days
6
10
4
7
9
10
4
8
9
10
= 20
7 T=15 days
25 days
T=10 days
= 10
Annexure -3 M CHART
Revision No. NNL/PPT/PM/001
T=5 days
9 Trial tests
8
= 25
10
Trial tests
Electrical works
= 20
4
6
Plumbing
= 20 10
T=25 days
Complete
Version No. 1.0
CRITICAL PATH METHOD
PROJECT MANAGEMENT
Focuses on completion of Simultaneous activities The longest path for completion of the work is considered to be critical. As simultaneous activities are planned Slack time will give cushion for working. M is a operational research technique which is very useful for project time estimate. For CRASHING the total duration of the project, this tool can be effectively used.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Team, Role & Responsibilities
PROJECT MANAGEMENT
Team Stages and Dynamics
Teams – Collection of Individuals. Building of a Team- Informal introduction of each member. Team Progress- Goals/Targets of the individuals.
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Team, Role & Responsibilities
PROJECT MANAGEMENT
Leadership Skills: Vision and Strategy Establishing Direction Aligning People Communicating Negotiating
Motivating and Inspiring Influencing Organizations Overcoming Barriers to Change Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Team, Role & Responsibilities
PROJECT MANAGEMENT
Project manager attributes Leader & manager
Knowledgeable about
Facilitator, coordinator Communicator
Credibility: Technical/
istrative Work under pressure Goal-oriented Innovator Versatilist
Revision No. NNL/PPT/PM/001
the organization Political sensitivity Conflict: sense, confront, resolve Can deal with stress, chaos, ambiguity Planning and followthrough Ethical dilemmas
Version No. 1.0
Project Team, Role & Responsibilities
PROJECT MANAGEMENT
Project manager duties
Reports to senior management Communicates with s Plans and schedules Obtains and allocates resources Controls risks Manages people Coordinates Implements quality assurance Controls the budget Delivers results
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Team, Role & Responsibilities
PROJECT MANAGEMENT
General Management Skills: Planning Finance and ing Personnel istration Technology Organizational Development Delegation Team Building Conflict Management Solving Problems Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Team, Role & Responsibilities
PROJECT MANAGEMENT
Communications Skills: Writing Listening
Speaking Presenting Media Relations Meeting Management
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Review & Control
PROJECT MANAGEMENT
Typical elements to be covered during the review – a)Status of the project (whether the progress of the project is as per the plan). This has to be provided based on the project schedule and the specific tasks that should have been completed by that time. b) Any critical steps, that would affect the overall project schedule c)Any risk factors – Status of the various risk elements that have been identified during the Project planning stage have to be provided for review d)Cost factors
Revision No. NNL/PPT/PM/001
Version No. 1.0
Product Development- Status Review Report
PROJECT MANAGEMENT
Report for the month of : Sl. No . (1)
Part No. & Rev. level (2)
Customer (3)
Commitment date to the customer (4)
Revision No. NNL/PPT/PM/001
Any quality risk (5)
Whether the progress of the project is as per the time schedule? (6)
Any critical steps, which will affect the customer schedule? (7)
Version No. 1.0
Whether the project cost is within the budget? (8)
Remar ks/ Action plan in case of “No” to questi ons 5 to 8?
Project Management Metrics
PROJECT MANAGEMENT
Analysis and Review
Typical metrics that can be monitored to evaluate the effectiveness and efficiency of the Project Management include On Time: Project Plan Vs Achieved. On Time completion of the specific tasks On Quality: Customer Requirement Vs. the Actual output. On Quality: First-time-Right. On Risk: Risk identified and mitigated.
Financial related Timely allocation of fund. Fund utilization – Budget Vs Actual. Manhours used – Plan Vs Actual. Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Closure- Post Project Analysis
PROJECT MANAGEMENT
A typical template for Post Project Analysis report can include the following 11.1 Team Team Member
Difficulties faced / / Suggestions
Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Closure- Post Project Analysis
PROJECT MANAGEMENT
11.2 Customer / Complaints /Suggestions
Sl No
Customer / Complaints / Suggestions
Revision No. NNL/PPT/PM/001
Remedial Action Taken
Version No. 1.0
Person Responsible
Project Closure- Post Project Analysis
PROJECT MANAGEMENT
11.5 Analysis of the Metrics Metric Description
Target set during the beginning of the project
Revision No. NNL/PPT/PM/001
Achieved (at the end of the project)
Actions taken/ planned (in case of nonachievement)
Version No. 1.0
Project Closure- Post Project Analysis
PROJECT MANAGEMENT
11.6 Overall Summary Things Gone Right:
Things Gone Wrong:
Revision No. NNL/PPT/PM/001
Version No. 1.0
Laws of Project Management
PROJECT MANAGEMENT
No major project is ever installed on
time, within budget, or with the same staff that started it. Yours will not be the first. Projects progress quickly until they become 90% complete, then they remain at 90% complete forever. When things are going well, something will go wrong. When things just cannot get any worse, they will. Revision No. NNL/PPT/PM/001
Version No. 1.0
Laws of Project Management
PROJECT MANAGEMENT
When things appear to be going better, you have
overlooked something. No system is ever completely debugged. Attempts to debug a system inevitably introduce new bugs that are even harder to find. A carelessly planned project will take three times longer to complete than expected A carefully planned project will take only twice as long. Project teams detest progress reporting because it vividly manifests their lack of progress.
Revision No. NNL/PPT/PM/001
Version No. 1.0
People’s Problems
PROJECT MANAGEMENT
2/3 of project problems are people related You will find many operational leaders
demonstrate a “just do-it” mentality. While that may be effective in some environments, this is NOT effective in managing change. There will always be conflict over goals and scope, resources and between departments You are likely to find a lack of understanding basic project management methods Some people will never get along
Revision No. NNL/PPT/PM/001
Version No. 1.0
Destructive Team Profile
PROJECT MANAGEMENT
The Tank: a person who dominates a
discussion or issue by brute force of personality. When they present, they speak as an authority. When dealing with a project and defining new solutions, these types of people can be destructive to the process of open discussion and consideration of alternatives. – Solution: thank them for their opinion, then ask if there are some other perspectives from other team .
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Destructive Team Profile
The Grenade: The conversation will be
going along fine and all of the sudden, a team member lobs out a discussionending comment. – Solution: Address the comment head on and suggest that the grenade thrower refrain from comments that will upend conversation of alternatives.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Destructive Team Profile
The Think-they-know-it-all: Much like the
tank. – Solution: Same as Grenade.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Destructive Team Profile
The Maybe Person: This is the person
who cannot commit to any position or issue. They take refuge in ambiguity. – Solution: On a project team, you need to help them commit. Give them simple alternatives and ask them to decide.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Destructive Team Profile
The No Person: This is your general
naysayer. Nothing will work, no matter what. – Solution: Help to see that no is not an option. Define the alternatives.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Destructive Team Profile
The Sniper: This is a destructive force in a
team. The Sniper tenders up negative comments within the team that negate or attack ideas. – Solution: address the behavior immediately and let them know that comments like that are unacceptable based on team norms.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Destructive Team Profile
The Yes Person: While less negative, this
person is so agreeable that they negate their influence through a lack of objective analysis. They are more eager to please than they are to offer objective alternatives. – Solution: Point out that you appreciate their positive outlook, but they need to explore options more thoroughly if they want to gain credibility with the group. Revision No. NNL/PPT/PM/001
Version No. 1.0
Destructive Team Profile
PROJECT MANAGEMENT
The Traitor: Team member speaks very
little in meetings, or sometimes disagrees, and spends times out of meetings lobbying for alternative positions or arguing decisions made by the team – Solution: Establish team rules early that state that issues are dealt with in team meetings and this behavior is not acceptable. When it is uncovered, PM addresses it in the meeting or, if necessary, in private Revision No. NNL/PPT/PM/001
Version No. 1.0
Destructive Team Profile
PROJECT MANAGEMENT
The End Arounder: Team member who
goes around team and PM to another supervisor or and complains, lobbies or takes alternative positions to team. – Solution: Identify the behavior in team development and make it known it is not acceptable. Get all s and supervisors to suppress the behavior if it occurs. PM should call it when it’s seen and the Project Sponsor should nip it in bud. Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT
Destructive Team Profile
A man who knows not and knows not that he knows not is ignorant— teach him A man who knows not and knows that he knows is dangerous------------avoid him A man who knows and knows not that he knows is asleep------------------wake him
A man who knows and knows that he knows is wise -------------------------follow him
Revision No. NNL/PPT/PM/001
Version No. 1.0
Limitations
PROJECT MANAGEMENT
PM works when there is buy-in for the methods
and process It does not work when – buy-in is lacking or there is not for the methods by executives – ‘end arounds’ are tolerated – influential players operate project business outside the project – decisions made by project teams are not ed – charters, schedules and other work products of the team are not ed Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Documentation & Presentation
PROJECT MANAGEMENT
The typical documentation to be maintained as part of the Project Management include – Original background information. Customer/ Management inputs/ Specifications. Feasibility reports. Project plan.
Project schedule. Budget, financial approvals, Return on Investment analysis Revision No. NNL/PPT/PM/001
Version No. 1.0
Project Documentation & Presentation
PROJECT MANAGEMENT
The typical documentation to be maintained as part of the Project Management include – Competency/ training plan and evidence of provision of training. Project status tracking reports. Periodic project review reports. Reports of the metrics.
Post project anlaysis reports. Project presentation reports.
Revision No. NNL/PPT/PM/001
Version No. 1.0
PROJECT MANAGEMENT Revision No. NNL/PPT/PM/001
Version No. 1.0
Related Documents 171j1w
As9100 Rev D Transition 605q48
April 2021 0
As9100 Rev C 3yk4
December 2019 56
Clause By Clause Explanation Of As9100 Rev D En 421z1v
July 2022 0
General Employee Training Presentation As9100 - Rev 0 1f6m49
April 2022 0
As9101 Rev D qf5
November 2022 0
Bsi As9100 Product Guide 5z2829
November 2022 0More Documents from "Sudhagar" 1s2d17
Ts16949 Training Overview 14h1x
April 2022 0
56438309-qms-internal-auditor-exam-paper.doc 401t6u
November 2021 0
Vda 6.3 2016 Training Kit V0 4g3k2g
December 2019 65
As9100 Rev D Transition 605q48
April 2021 0