Leading Projects :

A Manager’s Pocket Guide

-Trevor L Young
The Industrial Society,
London
What is a Project ?
A Project can be defined as :
A Group of Activities which are carried out within a clearly defined
time and cost to reach a set of specific objectives.

A Project has particular characteristics :

1. Has a specific purpose.
2. It is usually not routine.
3. Comprises interdependent activities.
4. Has a defined time constraints
5. Often Complex/
6. Has defined cost constraints
7. Subject to cancellation
8. Flexible to respond to further change
9. Involves many unknowns
10. Involve risk.
.
Types of Projects :
Projects can be divided into two broad categories :
Hard & Soft.
The project starts at the conceptual stage with vague
boundaries and limits. As the work of the project progresses
the soft edges of the project boundaries start to take a more
defined shape. The objectives become clearer and specific
and realistic deadlines for achieving results are agreed. The
initial softness of the projects disappears and a “Hard” project
develops.
Examples : Developing a New Product.
Developing new packaging for existing product.
Designing new procedures and systems
Designing new product brochures.
The skills needed for the project are not easily identified at the
start. At some stage new skills may be needed that are
acquired from outside the team.
Properties of Projects :
Hard Projects :
1. Clearly defined objectives.
2. Scope identified.
3. Constraints generally known
4. Specifications established at the start.
5. Planning based on the past experience.
6. Skills required known at the start.
7. Resources readily identified.
8. Base plan fixed at start.
9. Control process usually in place.
10. Quality standards exist.
11. Performance standards fixed at start.
12. Team structuring during planning.
13. Organization for the project established.
14. Risk limited and predictable.
15. Success criteria agreed at start.
16. Project cost defined at start & Project duration fixed at start.
17. Constant Leadership.
Properties of Projects : Soft Projects
Soft Projects :
1. Objectives broadly stated.
2. Scope wide open intentionally.
3. Many Constraints unknown at start.
4. Specifications part of project.
5. Planning limited at start - little experience
6. Skills required assessed continually.
7. Resources not clearly identified at start.
8. Base plan difficult to establish
9. Control process custom designed.
10. Quality standards written during projects.
11. Performance standards flexible.
12. Team structuring flexible.
13. Organization for the project missing
14. Risk unpredictable
15. Success criteria change with time.
16. Project cost difficult to define & Project duration flexible.
17. Leadership moves during project.
The Role of the Project Leader
1. Responsible for achieving project objectives.
2. Clearly in charge and in a position of high risk.
3. Limited in authority to get resources internally & externally.
4. Expected to get results,
5. Operating in unknown and unpredictable areas

The leader is obliged to operate in an environment where he

must,
1. Examine self performance continually.
2. Ensure team leadership stay positive.
3. Manage project integration and interfaces.
4. Ensure the expectations of all those involved are satisfied.
5. Monitor progress and track project targets and deadlines.
6. Ensure plans are accurate.
7. Keep resource levels in line with plans
8. Maintain Senior Management commitment.
9. Attend to teamworking to maintain high performance.
Project Success :
If success is to be achieved in the project, then the effective
Management of Performance is essential at all stages of the
Project Life.
There are three functional areas :
1. Managing all those with an interest in the project.
2. Managing each phase of the project effectively
3. Managing performance of the people.
The Effective Project Leader :
To achieve Project Objective :
1. Develop Individual’s skills
2. Build & Maintain the team
3. Achieve Project tasks & Deadlines.

The Project Leader is in a position to ensure that the project

objectives are kept in high profile at all times and keep the
project process going in the right direction. In this process one
must constantly monitoring that,
1. Scheduled work is carried out
2. Deadlines are met on time
3. The team is working well together.
4. All individuals are equipped with the right skills needed.
The Effective Project Leader :
The Project leader always moving between the three functional
areas :
1. co-ordinating the work
2. Making sure the team has sufficient resources
3. Team is clear about its purpose and responsibilities.

Any individual having problems will need guidance or

assistance to meet the deadlines and complete the current
tasks. Throughout these activities Project leader is concerned
to stand back and take an overview from the centre, to see that
everything is going as per plan.
The Project Leader’s Action Cycle :
1. Defining the objectives and Deadlines.
2. Preparing the plan and schedules
Fact finding, Decision Making.
3. Briefing the team Member.
4. Monitoring the Progress and Support.
5. Evaluating the Result.
6. Communicate Effectively.
The Project Leader’s Action Cycle :
1. Defining the objectives and Deadlines.
2. Preparing the plan and schedules
Fact finding, Decision Making.
3. Briefing the team Member & Identify the training needs.
4. Monitoring the Progress and Support.
5. Evaluating the Result as a continuous process.
6. Communicate Effectively.
7. Maintain overall focus on project objectives.
8. Pay attention to the team’s needs- maintain motivation at a
high level

Definition :
Accountability : Being held totally answerable for the completion of allocated
tasks to agreed standards of performance
Authority : Empowerment I.e. the right granted to make and take decisions
throughout the project.
Responsibility : the obligation individuals feel to perform, effectively, the work of
the project assigned to them to accepted standards of performance.
Steps to Success :
1. Involve the Team in decision Making & Taking
2. Involve the Team in Problem Solving
3. Involve the Team in Planning & Scheduling
4. Ensure to use appropriate Planning tools.
5. Maintain project objectives in high profile
6. Maintain senior management support throughout
7. Ensure project organisation is accepted by everyone
8. Accept the need for flexibility from the start.
9. Establish and maintain effective communication procedure.
10. Establish and maintain effective control procedure.

The path to success is littered with difficulties at every stage. Many of these occur
due to insufficient attention to details and failure to anticipate problems. The factors
which can interfere or prevent project success are listed below :
1. The Project Base. 2. The Planning of the Project.
3. The Organisation and Control of the project.
4. Monitoring and tracking progress.
5. The Project Leader and Team Performance.
1. Planning the Project :

Poor Planning due to :

1. Lack of time allowed,
2. Lack of planning skill
3. Poor estimating
4. Lack of team involvement and consultation
5. Poor assessment of resources, competence and capacity
6. Poor communication procedures and skills
7. Unsuitable climate for creativity in planning
8. Lack of clear milestones and deadlines
9. Inability to handle conflicts effectively.
10. Planning at one level.
2. Organisation and control of the project :

Difficulties :
1. Lack of clear project structure.
2. Inadequate details in the plan.
3. Confused scheduling
4. Poor co-ordination withall levels.
5. Key resources not available according to plans
6. Poor prioritising
7. Unclear resposibilities of team members.
8. Lack of customised administrative systems for the project.
9. Progress meetings not planned in advance.
10. No agreed reporting procedures and methods.
11. Measurement procedures not established,
12. Poor performance data collection, recording and analysis.
13. Insufficient leader influence.
3. Monitoring and tracking the project. :

Difficulties :
1. Unclear work plans.
2. Unclear reporting procedure.
3. Little contact with team members
4. Loss of interest by senior management.
5. Lack of senior management support.
6. Progress report not integrated with the plan
7. Lack of leader authority
8. Poor action planning skills
9. No planned progress meetings
10. Poor problem solving skills
11. No active evaluation of performance
4. The Project leader and Team Performance

Difficulties :
1. Lack of experience
2. Lack of technical knowledge
3. Lack of clear roles
4. Lack of self confidence
5. Unclear objectives
6. Little enthusiasm or commitment
7. Team members already overloaded.
8. Poor inter-personal skills
9. Inability to cope with the changes
10. Limited team experience
11. Uneven distribution of work
12. Little or no monitoring
13. Procrastination over decisions.
The Effective Team :
To make the team effective one must have a high regard for
relationships and understand the team members as individuals.

The success of a project team is generally accepted as being

measured by :
1. Meeting the agreed objectives
2. Performance to agreed deadlines
3. Performance to agreed budgets for all resources.

To Achieve this -----

1. Clear understanding and acceptance of project objectives.
2. Clear Definition of responsibilities and authority.
3. Commitment to the project
4. Desire to achieve results
5. Participation and involvement in planning and decisions.
6. Opportunity for creativeness.
7. Conditions for effective problem solving.
The Effective Team :
To Achieve this ----- (Contd.)
8. Flexible attitude and willingness to accept change.
9. Interesting and challenging work.
10. High concern for standards and quality
11. Constructive approach to resolving conflict.
12. Good communication and feedback processes.
13. Opportunities for personal development to learn new skills
14. Open and regular performance review - team & individual.
15. Clear procedures for inter-functional communication and working
16. Accepted project planning and organizational procedures
17. Positive use of criticism and confrontation as developmental
18. Good team spirit - encouraging self help and working relationships.
Barriers to Performance:

1. Unclear objectives for the project.

2. Lack of strategic direction
3. Inadequate resources, both quantity and quality
4. Senior Management apathy, loss of interest or opposition
5. Power Games and unclear channels of authority.
6. Conflicts left unresolved
7. Lack of job security
8. Uncertain and changing priorities
9. Moving the goal posts.