ProjectManagement

Unit3

Unit3

ProjectManagementEssentials

Structure
3.1. Introduction 3.2.CharacteristicsofProjectMindset 3.3.ProcessGroups 3.3.1ProcessInteractions 3.3.2ProcessInteractionsInitiatingProcesses 3.3.2.1PlanningProcesses 3.3.2.2ExecutingProcesses 3.3.2.3ControllingProcesses 3.3.2.4ClosingProcesses 3.4Customization 3.5ProjectMonitoringandControl 3.5.1PreliminaryWork 3.5.2ProjectProgress 3.5.3StageControl 3.5.4Resources 3.5.5 QualityControl 3.5.6ScheduleQualityReview 3.5.7AgendaforQualityReview 3.5.8ConductQualityReview 3.5.9FollowUp 3.5.10ReviewQualityControlProcedures 3.6ProjectProcessControl 3.6.1Approvals 3.6.2ChangeControl 3.6.3ChangingProjectManagementProcess

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3.6.4ToolsforChangingaProcess 3.6.5ProjectClosure 3.6.6CompletionofActivitiesandbenefits 3.6.7PostImplementationReview 3.6.8ToolsforPostImplementationReview 3.6.9FinalProjectReportingandDocumentation 3.7Summary TQs AnswertoSAQsandTQs

3.1 Introduction
Itisknownthatmanyorganizationsfailinexecutingtheirwellplannedprojectsinspiteoffollowing variousprocedures.Factsrevealthatthesuccessrateisdependentonwhetherthecompanyorthe organization is fundamentally strong to handle such projects or not. In this unit some of the prerequisiteslikecommunicationandinformationsystems,focusandorientationtowardqualityand capabilitiestohandleproblemsandmindsetwillbebroughtout.Theorganizationworkingonprojects have to adhere to these factors related to projects. What is essential for a project to become successfulhastobeclearlylistedandeachpointtobewellunderstood.

LearningObjective

1. Projectmanagementcharacteristic 2. Variousprocessgroups 3. Theprojectmonitoringsteps,projectcontrolandprojectquality 4. Thecontroloftheprojectprocessand 5. Postclosureactivitiesalongwiththewayofreportinganddocumentation.

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3.2CharacteristicsofProjectMindset:Someofthecharacteristicsofprojectmindsetarethe
following 1) TimeItispossibletoimprovethepaceoftheprojectbyreducingthetimeframeoftheprocess. Themindsetisnormallytoworkacomfortmodebystretchingthetimelimits.

2) ResponsivenessItreferstoquicknessofresponseofanindividual. Thevibrancyandliveliness of an individual or an organization are proportional to its capability of evolving processes and structureforsuperiorresponsivenesstimeconstant. 3) Information Sharing Information is power. Information is the master key to todays business. Informationsharingisthecharacteristicoftheprojectmindsettoday. 4) Processes Project mindset lays emphasis on flexible processes. The major difference in a process and a system is in its capabilities ofprovidingflexibility todifferent situational encounters. Flexibleprocessespossessgreatercapabilitiesofadaptability. 5) StructuredplanningStructuredplanningbasedonprojectmanagementlifecycleenablesoneto easily and conveniently work according to the plan. It also involves efficient used of project resourcesandprioritizationoftheactivitiesbasedonresourceplanning.

SelfAssessmentQuestions1:TrueorFalse
1. Responsivenessreferstoquicknessofresponseofanindividual. 2. Itispossibletoimprovethepaceoftheprojectbyreducingthetimeframeoftheprocess. 3. Projectmindsetlaysemphasisonrigidprocesses.

3.3 ProcessGroups
Itconsistsofthefollowing a) Initiatingprocesses:recognitiontostartandestablishingcommitment.

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b) Planning processes: devising and maintaining a workable scheme to accomplish the business need c) Executingprocesses:coordinatingpeopletocarryouttheplan d) Controllingprocesses:monitoringandmeasuringprogressandtakingremedialaction e) Closingprocesses:Formalizingacceptanceandbringingprojecttoanorderlyend.

3.3.1ProcessInteractions
Theindividualprocessesarelinkedbyinputsandoutputs Inputs:Itreferstotheclientdocumentsconvertedtoactionplanstobeactedupon. Toolsandtechniques:Itreferstothemechanismsappliedontotheinputstocreatedesired outputs Outputs:Itreferstothedocumentsthatareresultsoftheprocess.

3.3.2ProcessInteractionsInitiatingProcesses Everyprocessisinitiatedbymanagement
groupdecisionwhichresultsinthenextphaseoftheproject.

3.3.2.1

PlanningProcesses

Planninghasthemajorimportance Plansarenothingplanningiseverything Planningprocessesarehighlyinterdependent Ifthecostisunacceptable,scopeandtimemayneedtoberedefined

3.3.2.2

Executingprocesses

Interactionsdependonthenatureofthework Theyaredynamic&dependentonTeamInnovations

3.3.2.3

Controllingprocesses

Measuringprojectperformance[time,cost,quality] Identifyingvariancesfromtheplan Updatingprojectplans

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Takingcorrectiveaction

3.3.2.4

ClosingProcesses

Reviewoftheproject Findings Analysisoftheprojectperformancewithrespecttovariousprocesses

SELFASSESSMENTQUESTIONS2:TrueorFalse
1. Theindividualprocessarelinkedbyinputsandoutputs. 2. Inputsreferstothedocumentsthatareresultsoftheprocess. 3. Identifyingvariancesfromtheplanisapartofclosingprocesses,

3.4 Customization
a) Largeprojectsmayneeddetails Adetailedprojectmanagementplanmightbenecessary toindicateeverydetailintheinitialstages. b) Smaller projects may need relatively less details A detailed plan may not be required in the initialstages. c) Processdetailsmightchangeforotherreasons Resourceidentificationmightberequiredfor scopedefinition

SelfAssessmentQuestion3:TrueorFalse
1.Largeprojectsmayneeddetailswhichmightindicateeverydetailintheinitialstages.

3.5 ProjectMonitoringandControl
Anyprojectaimedatdeliveringaproductoraservicehastogothroughphasesinaplannedmanner inordertomeettherequirements.Itispossibletoworkaccordingtotheprojectplanonlybycareful monitoringoftheprojectprogress.Itrequiresestablishingcontrolfactorstokeeptheprojectonthe
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track of progress. The results of any stage in a project, depends on the inputs to that stage. It is thereforenecessarytocontrolalltheinputsandthecorrespondingoutputsfromastage.Aproject managermayusecertainstandardtoolstokeeptheprojectontrack.Theprojectmanagerandthe teammembersshouldbefullyawareofthetechniquesandmethodstorectifythefactorsinfluencing delayoftheprojectanditsproduct.Thevariousstepsinvolvedinmonitoringandcontrollingaproject fromstarttoendareasfollows 3.5.1 Preliminary work the team members understand the project plans, project stage schedule, progress controls, tracking schedules, summary of the stage cost and related worksheets.Allthememberhavetounderstandthetolerancesinanychangeandmaintainachange controllog.Theymustrealizetheneedandimportanceofqualityforwhichtheyhavetofollowstrictly aqualityreviewscheduleandfrequentlydiscussonthequalityagendas.Theymustunderstandthe stagestatusreports,stageendreports,stageendapprovalreports.

3.5.2

Project Progress The members must keep a track of the project progress and

communicate the same to other related members of the project. They must monitor and control projectprogress,throughtheuseofregularcheckpoints,qualitycharts,statisticaltables,controlthe quality factors which are likely to deviate from expected values as any deviation may result in changestothestageschedule.Theprojectmanagerensuresthatthesechangesaremadesmoothly andorganizesreviewmeetingwiththeprojectmanagementgroup.

3.5.3

StageControlThemanagermustestablishaprojectcheckpointcycle.Forthissuitable

stage version control procedures maybefollowed. The detailsare to bedocumented stage wise. Projectfileshavetobefrequentlyupdatedwithsuitableversioncontrolnumberandrevisionstatus shouldbemaintainedforeachchange.Teammembersareidentifiedwhowillexercisecontrolsat variouspointsoftheproject.

3.5.4

Resources Plan the resources required for various stage of the project. Brief both the

projectteamandthekeyresourcesabouttheobjectivesofeverystage,plannedactivities,products, organization,metricsandprojectcontrols

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3.5.5 Quality Control This is very important in any project. Quality controlis possible if the projectmembersfollowthequalitychartsandnormsverystrictly. 3.5.6 Schedule Quality Review It is recommended that quality review be scheduled at the beginningofthestageandalsoendingofeverystage. 3.5.7 Agendaforqualityreview createanddistributeaqualityreviewagendaspecifyingthe objective,products,logistics,roles,responsibilitiesandtimeframe. 3.5.8 Conductqualityreviewthequalityreviewistobeconductedinastructuredandformal manner. Quality review should focus on product development and its quality factors. Focus on whetheritmeetstheprescribedqualitystandard. 3.5.9 Follow up QR complete product status revised from In progress to QR Complete. Followuptheactionsplannedinstrictmannerwhichensuresconformitytothestandards. 3.5.10 Reviewqualitycontrolproceduresverifythatthequalityobjectivesforeachproduct areappropriateandthatallparticipantsaresatisfiedbothwiththeprocessanditsoutcome.

SelfAssessmentQuestions4:Fillintheblanks:
1. It is possible to work according to the project plan only by careful _______ of the project progress. 2. Duringthe_______themembersmustkeepatrackoftheprojectprogressandcommunicatethe sametootherrelatedmembersoftheproject. 3. ________ispossibleiftheprojectmembersfollowthequalitychartsandnormsverystrictly.

3.6
a)

Project ProgressControl
MonitorPerformance:Theteammemberslogindetailsofactualstartdate,actualfinishdate,

actual hours worked per task, estimated hours to complete the task, elapsed time in hours to competethetask,anymiscellaneouscostsincurredduringastage.Theseinputsbecomethebase tomonitortheperformanceoftheprojectanditsstages.

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b) task.

UpdateScheduleUpdatethescheduleforactualstartdatefortasksstarted,actualfinishdate

for tasks finished, actual hours worked per task, latest estimated work in hours to complete the

Update costs Update the stage cost summary worksheet with actual costs incurred this

period, estimated remaining costs. Miscellaneous costs will be automatically updated from the scheduler,sincetheyarecalculatedfromactualwork. Replan stage scheduleReview the tracking Gantt and Cost workbook and identify any

deviation from the baseline. Establish why the deviation has occurred. Refer back to the project control factors to help determine the appropriate corrective action and adjust the schedule accordingly. Determine ifthe stage has exceeded the progress, cost andquality tolerance levels agreed with the project management team. Review status of open issues and determine any further action required on these issues. Review the status of any outstanding quality reviews Reviewanynewchangerequests. Conduct team status review Conduct a status meeting with the project team. Items for

discussionareachievementsthisperiodplannedactivitiesthatareincompleteoroverdue,activities forthenextperiod,newissuesidentifiedthisperiod,issuesclosedthisperiod,summaryofresults ofqualityreviews,summaryofscheduleandcoststatus,suggestedrevisionstotheplan.

Create status report The status report provides a record of current achievement and

immediate expectations of the project. The status has to be effectively communicated to all interestedparties.

Create Flash report summarize the accomplishments for the month, schedule status,

upcoming tasks for the month and any major issues. Distribute to the project team and project managementteam

ProjectStatusReportsAsdiscussedearlier,thestatusreportprovidesarecordofcurrent

achievementsandimmediateexpectationsoftheproject. Aweeklystatusreportincludes: Accomplishmentsduringtheperiod Itemsnotcompletedduringtheperiod Proposedactivitiesforthenextperiod

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Anypredictedslippagetothestageschedule,alongwithcauseandcorrectiveaction. Anypredictedcostoverrunalongwithcauseandcorrectiveaction.

3.6.1 Approvals Projectstagereviewsandthedecisionstakenandactionsplannedneedtobe approvedbythetopmanagement.Thegoalsofsuchreviewaretoimprovequalitybyfinding defectsandtoimproveproductivitybyfindingdefectsinacosteffectivemanner.Thegroup review process includes several stages like planning, preparation and overview a group reviewmeetingandreworkrecommendationsandfollowup.

3.6.2 ChangeControl
Controlling the changes in the project ispossible through a proper change managementprocess and using necessary toolsfor controlling the change. Change control is necessary to control the increase of work at various stages of project and to manage effectively the disruptions in the stages,ifany.Thesefactorsmayaffecttheprogressoftheproject,resultingindeviationsfromthe stageschedules,projectandstagecostandprojectscope.

3.6.3ChangingProjectManagementProcess
Theprocessesinvolvedinbringingaboutachangearethefollowing: i.RequestforachangeIdentifyneedforachangebasedonwhichaformalrequestfromeithera memberoftheprojectteamoraclientoracoordinatororKeystakeholdertomakeachangeisto bemade. ii.Identify Alternate Solutions Evaluate the change request and identify several alternative solutions.Assessthealternativeswithrespecttothefunctionalscope,schedule,effortandcost. iii.Decide on the Actions for the change Present the change request, alternative solutions and recommendation to the project management team. The project management team is required to accepttherecommendation,chooseanalternativesolution,orrequestfurtherinvestigation. iv.Implement change make appropriate schedule and other project plan adjustments to accommodate the change, communicate these to team members, monitor progress and execute qualitycontrolonthechanges.

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3.6.4ToolsforChangingaprocess
Therearevarioustoolswhichcanbeusedtobringaboutachangeinaprocess.Allsuchtoolscan bemainlyclassifiedintothefollowingtwotypes a) ChangeManagementSystem(CMS)Itisamethodologywhichrequirescollectionofallformal documented procedures, defining how project performance will be monitored and evaluated, how projectplanscouldbeupdated,howvariousmeasurescanbeimplementedtocontrolthechange process.Theseproceduresmaybeuniquetoanorganizationbasedontheirprojectneeds.Italso includesprocedures tohandle thechangesthatmay beapproved withoutprior review, so that the evolutionofbaselinecanbedocumented. b) ConfigurationManagement(CM)Identifytheconfigurationitemsanddefinethenamingand numbering scheme, structure thechanges, define a backupprocedure,andfollowthe methodsfor trackingthestatusofconfigurationitems.Identifyanddefinetheresponsibilityandauthorityofthe CMS.

3.6.5ProjectClosure
Anyproject that isplannedproperly and executed asper the plan will also close successfully. For successfulcompletionofaprojecteveryaspectoftheprojectshouldbemonitoredandcontrolled.

3.6.6Completionofactivitiesandbenefits
Theclosureofaprojectmayresultinthefollowingbenefits

1. Itimpliesthatonsuccessfulcompletionofaproject,ithasnotdriftedfromitsintendedcourseand
plans. Otherwise it would have resulted in a change and may also kick start another project affectingthemainproject.

2. Theprojectmemberareacknowledgedforthecompletionoftheproject,motivatingthemtotake
upmoreprojectswhereinthememberswouldbeabletoconfidentlyhandleandtakecareofall theproblemsbasedupontheirlearningfromearlierproject.

3. It results in setting up of processes for continued development and improvement of the final
productofanyprojectforthcoming.

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4. Itresultsinsettingupofimprovedstandardprocessandestimatingmodelsforthistypeoffuture
projects.

5. Itenablesresourceredeployment.
Thedeliverableattheendofeachstagecouldbe

1. Asetofspecifiedoutputsforeachstageoftheproject 2. Newproductsormodifiedexistingproduct 3. Itemsthatmaybelesseasytodistinguishlikeparametersetupdatatransfer,stafftrainingetc.

3.6.7PostImplementationReview
Aftereverystageofaprojectisimplemented,itmaysohappenthattherecouldbeaminorchange ormodificationwhichhastobereviewed.Areviewmaybyinthefollowingform a) FinalproductreviewTheproductobtainedaftereverystagemustmeettherequirementsofthat stage. If it completely meets the stated objectives then focus on the issues of maintenance of the processes and product performance. If the final product does not completely meet the objectives thenidentifythevariationsintheproductandanalyzethevariation.Studythefactorsresponsiblefor thechangeandevaluateeachoneseparately. b) Outstanding project work review Many times it is found that there maybe some item of the projectwhichisstillnotinitsstagefinishedform.Itmaybeinsignificantasitmaybeabyproductof that stage not required immediately for the next stage. Then the items that are open should be resolvedandnecessarystepsbetakentoclosesuchopenitems.. c) ProjectReviewEveryaspectofaprojectfromstarttoendhastobereviewed.Theobjectives, performancecriteria,financialcriteria,resourceutilization,slipsandgainsoftime,adherencetothe projectdefinitionandplanshavetobereviewed.Allsuchreviewdetailsandreportshavetobewell documentedforfutureuse. d) ProcessreviewEveryprocessisimportantinanyproject.Onemayreviewtheprocesstoseeif anychangescanbemadetoimproveitsperformance.

3.6.8ToolsforPostImplementationReview
Therearevarioustoolsforpostprojectimplementationreviewthatmaybeconsideredforimproving and developing processes of the project. Reports are prepared on the same which becomes the
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basis for all future discussion. Some of the tools that may be considered for post implementation revieware a) Final product evaluation This may be done through regularly organized meetingsand quality reviews. b) Outstanding project work evaluation All outstanding works of a project can be reviewed to checkitsoutputquality,itsperformancecomparedtoplannedandevaluatethesame. c) Projectreviewquestionnairemaybecomeimportantifthereviewsaretobestructuredandgroup discussionmaybeinitiateddependinguponthepointstobediscussed. d) Processevaluationevaluationofanyprocessisoneofthekeyissuesofproject 3.6.9 Finalprojectreportinganddocumentation After completion of a project stage and the project as a whole, it is documented. Reports are prepared to indicate the details. The objective of the stage and the project and the corresponding plans should be reviewed and items that are still open should then be closed or resolved. The outstanding items should be passed on to the person responsible for the subsequent work. It is necessarytodocument every stage of theproject. Every review meetingby the project teamand anyothermembersoftheprojectorganizationandfollowupshavetobewelldocumented.Therisks that were managed have to be analyzed and documented. Also various metrics could have been usedduringthecourseoftheprojectandnecessarychangesinthestages.Effectsontheprocess andthecorrespondingmetricsareevaluatedanddocumented.Someoftheoutcomesthatneedto bewelldocumentedare a) Keystagesoftheproject b) Projectlogicdiagram c) Keystagesresponsibilitychart d) Estimatesforallkeystages e) Optimizedprojectganttchart f) Updatedandreviewedprojectrisklog g) Riskmanagementformsfornewhighrisks h) Projectoperatingbudget Thisservesasabaselineforfutureprojectreference.

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SelfAssessmentQuestions5:TrueorFalse
1. Update the schedulefor actual startdatefor tasks started,actualfinishdatefortasksfinished, actualhoursworkedpertask,latestestimatedworkinhourstocompletethetask. 2. While creating status reports, summarize the accomplishments for the month, schedule status, upcomingtasksforthemonthandanymajorissues. 3. Changecontrolisnecessarytocontroltheincreaseofworkatvariousstagesofprojectandto manageeffectivelythedisruptionsinthestages,ifany. 4. SCMandCMarethetoolsusedforchangingaprocess. 5. Project review questionnaire may become important if the reviews are to be structured and individualdiscussionmaybeinitiateddependinguponthepointstobediscussed.

3.7 Summary
Nowthatyouhavegonethroughthisunit,youwillbeconfidentinapplyingthethoughtstoaproject with respect to the Project management characteristic and the various process groups. You have alsounderstoodtheprojectmonitoringsteps,projectcontrolandprojectqualityasapplicabletoany projectmanagementactivity.Alsoexplainedisthemethodologyofcontrollingtheprojectprocesses. At the endyou have studiedabout the stepstobefollowed postproject completion. How to close activitiesalongwiththewayofreportinganddocumentationisalsoexplained.

Terminal Questions:

1. Whatarethecharacteristicsofprojectmindset? 2. Whatistheneedofcustomization? 3. Explainthevariousstepsinvolvedinmonitoringandcontrollingaproject. 4. Howistheprojectprogresscontrolled? 5. Indicatetheprocessesinvolvedinbringingaboutachange. 6. Whatarethetoolsusedforchangingaprocessinaproject? 7. Writeindetailaboutthepostimplementationreviewofaproject.

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AnswerstoSelfAssessmentQuestions:
SelfAssessmentQuestions1 1True,2True,3False SelfAssessmentQuestions2 1True,2False,3False SelfAssessmentQuestion3 1True SelfAssessmentQuestions4 1monitoring,2projectprogress,3qualitycontrol. SelfAssessmentQuestions5 1True,2False,3True,4True,5False

AnswertoTerminalQuestions:
1. Refer 3.2 2. Refer3.4 3. Refer3.5 4. Refer 3.6 5. Refer3.6.3 6. Refer3.6.4 7. Refer3.6.7

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