FEDERAL URDU UNIVERSITY OF ARTS, SCIENCE & TECHONOLGY ISLAMABAD

BBA-7th
Subject Project Management

SUBMITTED TO Mr. Muhammad Waseem SUBMITTED BY Muhammad Azam Maria Sehar Project Topic Managing Multiple Projects Organization Mobilink G.S.M

Date

14/05/2012

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Certificate

To Whom It May Concern Date: 11/05/2012 I certify that Muhammad Azam, Maria Sehar students of Federal Urdu University of Arts, Science and Technology Islamabad has visited Mobilink Head office in F8 Markaz for getting information related to managing multiple projects.

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Abstract
Project Management is the board discipline in which under one umbrella multiple aspects are covered. We have given the topic on managing multiple projects. We have gathered information about theoretical and practical aspects. Our main focus is on management of projects in originations their frame work their structure, risk and their Project management, roles of P.M manager, portfolio management, program management and working or implementation of all these things in organization in the practical aspects.

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Dedication
I would like to dedicate this project to our parents for their words of encouragement and helping us to get through the difficult times. I would also like to dedicate this project to Our class fellows who has also given us encouraging support during the project.

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Acknowledgement

We are gratified to ALLAH ALMIGHTY, the most beneficial; who gave us the strength and will to overcome the obstacles faced during the completion of this project. Making a report of this stature could not be possible without the grace of ALLAH ALMIGHTY and continuous support of parents, honorable teachers and respective industry professionals. We feel exceptional warmth and gratitude in extending our appreciation for sincere and generous guidance and patronage of the report to Sir Muhammad Waseem our Course Instructor. We are thankful to: Mr. Naveed khan Leghari, Enterprise Program Manager, Office of Strategy Management in Mobilink. He provides us important information about managing multiple projects in Mobilink.

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Contents
Certificate....................................................................................................................................................... i Abstract ......................................................................................................................................................... ii Dedication .................................................................................................................................................... iii Acknowledgement ....................................................................................................................................... iv 1. 2. 3. Executive Summary .............................................................................................................................. 1 Introduction ........................................................................................................................................... 2 Project ................................................................................................................................................... 3 3.1. 4. 5. 6. 7. 8. 9. 9.1. 9.2. 9.3. 9.4. 10. 11. 12. 13. 13.1. 13.2. 13.3. 13.4. 14. 15. Project Planning ............................................................................................................................ 3

Project Management ............................................................................................................................. 3 Project Management Life Cycle ........................................................................................................... 7 Examples of Managing Multiple Projects ............................................................................................. 9 Managing Single Projects vs. Multiple Projects ................................................................................. 10 Grouping Projects for Management .................................................................................................... 13 Program management ......................................................................................................................... 15 Programs Differ From Projects ....................................................................................................... 15 Monitoring ...................................................................................................................................... 16 Evaluation ....................................................................................................................................... 16 Programs in Non-Profit Organizations ........................................................................................... 16 Portfolio management ..................................................................................................................... 17 The Benefits of Project Portfolio Management .............................................................................. 17 Practicing Project Portfolio Management ....................................................................................... 19 Effectiveness & Efficiency ............................................................................................................. 19 Step One ...................................................................................................................................... 19 Step Two ..................................................................................................................................... 21 Step Three ................................................................................................................................... 24 Step Four ..................................................................................................................................... 24 Work Breakdown Structure (WBS) ................................................................................................ 25 Common Mistakes in Managing Multiple Projects ........................................................................ 26

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15.1. 15.2.

Poor interactions within your team and with clients ............................................................... 26 Winning strategy ......................................................................................................................... 26

Enhance project communications ........................................................................................................... 26 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 35.1. 35.2. 35.3. 35.4. 36. 37. 38. Work Over load............................................................................................................................... 27 Organizational Study ...................................................................................................................... 23 Introduction of Mobilink................................................................................................................. 24 Vision Statement ............................................................................................................................. 25 Mission Statement ........................................................................................................................... 26 Mobilink Values.............................................................................................................................. 27 Organization Hierarchy ................................................................................................................... 27 Management .................................................................................................................................... 28 Project management in Mobilink .................................................................................................... 30 Project management life cycle in Mobilink .................................................................................... 30 MULTIPLE PROJECT MANAGEMENT IN MOBLINK ............................................................ 31 Multiple Project management frameworks in Mobilink ................................................................. 31 Important part of projects in Mobilink ............................................................................................ 31 Example of multiple projects in Mobilink ...................................................................................... 31 Managing Risk in multiple projects ................................................................................................ 32 Scope of project management in Pakistan ...................................................................................... 32 Project success in Mobilink ............................................................................................................ 32 How to choose the right project ...................................................................................................... 33 Responsibilities of Project Manager ............................................................................................... 33 SWOT Analysis .............................................................................................................................. 33 Strengths ..................................................................................................................................... 33 Weaknesses ................................................................................................................................. 34 Opportunities............................................................................................................................... 34 Threat .......................................................................................................................................... 34 Conclusion ...................................................................................................................................... 34 Recommendations ........................................................................................................................... 35 References ....................................................................................................................................... 35

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1. Executive Summary
The mobile industry of Pakistan has seen phenomenal growth in recent years. The total broadband subscribers will be 1.5 million by 2010, and mobile industry being a part has seen phenomenal growth ever since. Many analysts believe that Pakistan is one of the fastest growing telecom markets in the world. Currently there are three diverse companies making the broadband industry of Pakistan, Mobilink Infinity being one of them. Other companies include Wateen, Wi-tribe, Qubeee. Mobilink Infinity enjoys being the market competitor with a 16% market share as of July; 2008.Pakistan Mobile Communications Limited (PMCL) launched its operations in August 1994, under the brand name of Mobilink. Initially it was a joint venture between Motorola and the Saif Group. Later on in April 2000, Orascom Telecom bought 38.6% stake in PMCL, later increasing it to 68.69%. In April 2001, Orascom Telecom took over management control of the company and as of December 31st, 2007, Orascom Telecom owns 100% of the share capital of Mobilink. Mobilink by capturing the growing market have launched broadband services to compete the telecom market by the name of Mobilink Infinity which is commercially launched in June 2008.Mobilink Infinity has commercially launched its Wi MAX operations starting with Karachi. It covers only one city is not what Orascom is famous for and they are personally not convinced with their launch only in Karachi. The overall market share of Mobilink Infinity is 40%according to PTA database. Pakistan Mobile Communications Limited (PMCL) or Mobilink is currently headed by President and CEO Rashid Khan. Mobilinks headquarter is located in Islamabad and has eight different departments. All major decisions regarding Mobilink are taken centrally in Islamabad. To assist with the operations, operational departments are further located in all four regions, including north, south and AJK. Mobilinks finances are as strong as its operations and customer base. For the year ended December, 2007, the total profit after taxation was more than Rs 4bn. Furthermore Mobilinks fixed assets have shown a rise in 2007, so have the long term liabilities and shareholder equity. Mobilink being the market leader is also able to attract the most talented professionals. Its current employee force consists of more than 750 unique individual. Mobilink hiring takes place through its website and is known for offering competitive packages to its employees. Furthermore, it training and appraisal programs are an essential part of the HR department. Lastly, I would say that Mobilink became the market leader by introducing new products and services that took full advantage of new technologies over the years and I hope that it will tend to do so in the coming future and provide stiff competition to any challenger that poses a threat to its leadership in the market.

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2. Introduction
Daily organizations around the world make decisions altering strategic direction, developing new products, enhancing capacity or introducing new infrastructure/technology that will improve the efficiency and competitive position of the organization. Such changes do not occur in a vacuum but instead management must attempt to balance between the ongoing requirements of the market place (namely operations) and the requirement for the organization to better position itself for the future (namely develop). A common vehicle for planning and implementing organizational change is that of projects whose teams are resourced by personnel with operational commitments (Turner and Muller, 2003). Managing Multiple Projects Avoiding Project Overload at the interface between these two pressures, they are under ever increasing stress to maximize efficiency within both the operations and projects in which they engage (OSullivan, 1994). The modern manufacturing engineer is daily faced with multiple customer-focused projects, often exhibiting apparently conflicting demands. The challenge therefore is to manage these development projects in an effective and efficient manner, while at the same time continuing to run their operations successfully. The management of multiple projects is problematic (Turner and Speiser, 1992; Platje et al., 1994) and as such requires new tools to facilitate its effective management. While significant expertise has been developed within the area of project management, the need to manage ever more varied and disruptive projects, at different stages of their project life cycle poses new and challenging issues for organizations. Organizations and its employees are faced with a new set of problems, which differ from those of managing individual projects (Turner and Speiser, 1992; Platje et al. 1994; Pellegrinelli, 1997). These challenges include issues such as the mix of projects (Elonen and Artto, 2003), balancing of resources across the portfolio (Engwall and Jerbrant, 2003), aligning the portfolio to achieve optimization (Dooley, 2000) and reacting to emergent shifts during the life of the project (Cooper et al., 2000). Thus, in order for organizations to respond adequately to ever increasing demands, management requires a new framework of tools to address the needs of multiple project management.

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3. Project
A project can be considered to b any series of activities and tasks Have a specific objectives to b completed within certain specification. Have define start and end date Have findings limits(if applicable) Consume human and nonhuman resources(money, people, equipment) Are multifunctional (cut across several departments)?

3.1.

Project Planning

Individual programs should fit with the organizations mission and with its strategic plan. Often a program is developed when mission statements and strategic plans are being developed as a way to implement the mission and strategic plan. If a program is developed at another time, it is important to determine how well the program fits with these statements of overall organizational direction. Since programs are large-scale, they are often given a trial run with a short-term pilot program to test their efficacy.

4. Project Management
A Project is a set of activities which achieves a specific objective (quality) through a process of planning and executing tasks (schedule) and the effective use of resources (budget). A project has distinctive attributes which distinguish it from ongoing work or business process workflow.

While ongoing work is cyclic and repetitive, a project has discreet objectives and is funded only for the project life cycle.

Projects have a finite life span with a clear beginning and specified scope of work, including the desired end-result deliverables, end date and budget/ resource constraints.

Projects can be analyzed into a set of tasks laid out on a timeline. A complex project may have several strands of these timelines with different teams of people coordinating their activity to achieve the required deliverables at the date due.

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Projects can be visualized as having milestones which define the required major steps of achievement (or deliverables) along the path toward final project completion. Milestones are important markers of progress that indicate if a project is on time or falling behind schedule.

Project management seeks to gain control over six main variables: time, cost, quality, scope, risk, and people.

The three basic dimensions of project success are quality (end-results), time (schedule) and cost (budget). These are the issues that project managers are held accountable for

Quality: fitness of end deliverables for purpose or specification level Time: target completion date and schedule of tasks Costs: budget and resource allocation

These three basic parameters are aggregated to define the Scope of Work, the Risk factors in any project, and the way People are engaged. 1. Scope of Work: totality of work to complete a project (quality, time, cost). Change in

various project parameters typically occurs, but these changes must be carefully managed and must not be so great that the project is covertly redefined. Agreement on scope between sponsor and project manager establishes a boundary within which resources and budget are allocated. Scope can be precisely defined in terms of the work breakdown structure and task analysis. An unknown or changing scope is a moving boundary that constantly redefines the project and the assumptions guiding allocation of resources. When scope cannot be precisely defined, it cannot be managed, and thereby becomes a significant project risk factor.
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2.

Risk Factors: potential harm to a project (quality, time, cost) that may arise from a

process or a future event. A "risk" is the probability that a threat that will act on a vulnerability to cause an adverse impact. Risk management involves minimizing threats, vulnerabilities and/or impacts. 3. People: human resource (knowledge, skill and motivation) for implementation of tasks; a

project team assembles special and general skills as resources to get the work done (quality, time, cost). Of all of these components, people are the fundamental key to success because they provide the means to achieve project objectives. Staffing is the most adjustable resource in being able to dynamically respond to quality, cost and timing issues & constraints. In this way, staffing also represents the greatest risk factor no matter what other budget, resource or time risks may also exist. The dynamic trade-offs between these values has been humorously but accurately described by a sign at an automotive repair shop: "We can do GOOD, QUICK and CHEAP work. You can have any two but not all three. 1. GOOD QUICK work won't be CHEAP. 2. GOOD CHEAP work won't be QUICK. 3. QUICK CHEAP work won't be GOOD." All project objectives (and tasks) must be SMART: Specific: expressed clearly and singularly Measurable: ideally in quantitative terms Acceptable: to stakeholders Realistic: in terms of achievement Time-bound: a timeframe is stated

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The power of project management is that it provides the most reliable method to achieve a target objective, on time and within budget. Project Management is all about vision Seeing the end result so clearly and unambiguously at the beginning so that the logistics of production can be planned and the tasks executed Sharing a plan (using unambiguous visual graphics showing status) constantly among project team and sponsors, so that decisions, approvals, agreements, and forecasts are made in advance of blocks to workflow (i.e., indecision, lack of commitment, lack of approval, lack of resources and budget, misunderstanding what must occur first in the chain of events). The fundamental management skills that a Project Manager must be able to exhibit are: 1. Quality Control: Project Plan Development, Plan Execution, Integrated Change Control ; Quality Planning, Quality Assurance, Quality Control 2. Budgetary Control: Resource Planning, Cost Estimating, Cost Budgeting, Cost Control; Procurement Planning, Solicitation Planning, Solicitation, Source Selection, Contract Administration, Contract Closeout 3. Scheduling Control: Activity Definition, Activity Sequencing, Activity Duration Estimating, Schedule Development and Schedule Control 4. Scope of Work Control: Initiation, Scope Planning, Scope Definition, Scope Verification and Scope Change Control 5. Risk Control: Risk Management Planning, Risk Identification, Qualitative Risk Analysis, Quantitative Risk Analysis, Risk Response Planning, Risk Monitoring and Control 6. Communication & Leadership: Human Resource Management, Organizational Planning, Staff Acquisition, Team Planning, Development; Information Project Communications Performance Management, Reporting,

Communications

Distribution,

Administrative Closure.

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5. Project Management Life Cycle

Project Management is accomplished through the use of processes such as initiating, planning, executing, controlling, and closing. These are the fundamental skill sets of a Project Manager. The Project Management process covers all phases within the life cycle of any project. A standard project typically has the following major phases (each with its own agenda of tasks and issues):

Initiate -- process for developing a proposal, and authorizing (including assigning the initial budget allocation for) the project

Plan -- process to define the objectives, methods, timeframe, resources, constraints, and end-deliverables (renegotiation of assignments, authority, and budget will often occur when the fully developed plan is reviewed & signed by the project sponsor)

Execute -- process of coordinating people and resources to carry out the plan Control -- process to ensure project objectives are met by monitoring, measuring, and reporting progress

Close -- process for formalizing acceptance of the project, final documentation, and bringing about an orderly conclusion.

It is important to note that many of the processes within project management are iterative in nature. This is due to the necessity for progressive elaboration of detail decisions, and readjustment of resources and schedule throughout the life cycle. So phases in the Project Life Cycle can and will overlap. The value of the following map is that it identifies key milestones which distinguish each phase. This way of describing the life cycle emphasizes that planning drives execution, and that controlling is interdependent with planning and executing.

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In the real world, the Project Management lifecycle phases will almost always overlap. The following graphic more accurately illustrates how the tasks of the Project Manager change over time in that the proportion of time and energy allocated to a particular role shifts as the life cycle progresses.

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6. Examples of Managing Multiple Projects

1. The first example was observed in 1994. A mid-West company had as many as 250 projects each year that were unique in planning, execution, and close-out. The companys business dictated that all projects start and close within the calendar year. The number of active projects at any one time could easily exceed 150 and range in size from $1,000 to more than $15,000,000. All projects were of similar technology and complexity, but followed no single methodology for planning, execution, and close-out. The situation was recognized as being random and lacked visibility by senior management. Little efficiency was achieved and some projects failed to meet critical delivery dates. Project managers were qualified engineers with little or no training in project management. Planning was typically a statement of work and some milestone dates. This company instituted a project management system that required uniform planning and project documentation prior to project execution. The goal was to achieve project savings of 15 percent or more so additional maintenance projects could be performed. Senior management also wanted greater visibility into project plans prior to approving funding. Through an external consultant, planning standards and template schedules were prepared. The ten engineers were trained in the fundamentals of project management and given the tools to plan individual projects. The external consultant incorporated the individual plans into a master schedule to determine interfaces and conflicts. Senior management and the project managers (engineers) had access to the master schedule to determine where slippage was happening and where conflicts surfaced. This uniquely tailored method of multiple project management resulted in nearly 17 percent savings the first year and expected additional savings the following year. Projects were being managed to expectations from an approved plan and senior management exported the concept to other divisions of the company. Continuous improvement was possible in the technical area as well because records of accomplishments identified areas for improvement. 2. The second example was in 1995. A major international company had lost control over its projects in several countries. The projects were of various sizes and many were dependent

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upon another project. This situation dictated that something be done to identify the level of planning, the interfaces between projects, and the funding required to complete individual projects. Managing multiple projects in this environment was defined as one single manager overseeing all the projects and coordinating activities for project interfaces and milestones. The interfaces and milestones were placed in a master schedule for a top level view of the total work. Individual project managers worked on components of the total work within the constraints of the interfaces and milestones. Because the individual project schedules and plans were in different formats, a standard schedule format was developed. Milestones were as-signed and owned by the senior managers at the director level, the same managers as those having responsibility for the budgets. Scheduling conventions were developed and published for all project managers to ensure consistency on the master schedule. Reporting procedures were standardized for all projects in the more than 15 different countries. These procedures were designed to obtain weekly reports of progress against the master schedule and to provide decision-making information where there was a variance. All reporting was to be accomplished on electronic mail. This example resulted in the senior management establishing the operating parameters for all the projects and allowed the project managers to manage to milestones. Project managers had responsibility for budgets and meeting technical parameters of the projects as well as maintaining progress within the schedule. This companys concept of managing multiple projects used a single manager at the top with project managers functioning in several countries to meet the cost, schedule, and technical requirements. It was a loose method of bringing all the small projects into alignment with a master plan.

7. Managing Single Projects vs. Multiple Projects

Managing a single project that could be included in a multiple project environment may be done. There should be rational reasoning for including projects within a multiple grouping as well as identifying a project for intensive management as a stand-alone. When a single project is of such importance that it requires dedicated actions, then manage the project as a stand-alone.

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Examples of stand-alone projects could be any of the following: Project requires dedicated attention because of urgency of need and criticality for the organization. Failure has major negative impacts. Project is required to be completed as the first project because it affects all other projects. Project is so technically complex that it requires special attention. Many changes are expected and the scope is tenuous. Project is a showcase that will need exclusive attention by the project manager. Project is a new type or technology for the organization. Stand-alone projects may consume more resources and use them less efficiently, but there are compelling reasons for some to be executed in that manner. It is an informed decision when all the facts are weighed and the criteria dictate that a project be excluded from multiple management and be accomplished as a stand-alone. Project s and their management Leintz and Rea (1995) stress that the current trends towards global competition, rapid technological change and reengineering are increasing the importance of project management processes since the project manager and their team are agents of change. Projects are suited for undertaking organizational change as they are a temporary undertaking, with a specific objective that must be accomplished by organized application of appropriate resources (Rosenau 1998). Tidd et al. (2001) support the importance of organizational project management competencies and view them as highly correlated with an organizations ability to innovate their systems successfully. Duncan (1996) defines project management as the application of knowledge skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from the project. It is a cyclical process of planning, monitoring and review, where strong inference is placed on communication during the planning stage (Reiss, 1992). Duncan (1996) further expands on the project management process, viewing it as encompassing the stages of project initiation, planning, execution, control and the closing process managing multiple projects while the management of individual projects is difficult, the situation becomes much more complicated where there are

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multiple projects ongoing within an organization. Projects need to be viewed as an integrated portfolio rather than a disjointed collection. In managing multiple projects, one is required to maintain control over a varied range of specialist projects, balance often conflicting requirements with limited resources and co-ordinate the project portfolio to ensure the optimum organizational outcome is achieved. The issue of managing multiple projects brings with it a new set of problems that the organization must address. These issues have been addressed by researchers under various guises, including: programmed management (Pellegrinelli, 1997); multi-project management (Van DerMerwe, 1997); portfolio planning (Turner and Speiser, 1992; Platje et al. , 1994); and global, one of a kind projects (Hameri, 1997). While there are subtle differences between the perspectives of the researchers, the core problems faced by organizations are the same. The cause of some of the difficulties related to managing multiple projects is highlighted by Turner and Speiser (1992), who emphasize that Projects have interfaces with other projects and day-to-day operations, sharing common deliverables, resources, information or technology across those interfaces. Projects must negotiate priority for resources on an almost daily basis with other projects and day-to-day operations. Projects deliver related objectives, which contribute to the overall development objectives of the parent organization. Dooley and OSullivan (2003), when discussing the main causes of failure of innovation portfolios within organizations, also highlight difficulties associated with portfolio management: Poor leadership and direction; poor alignment between goals and projects; poor monitoring of holistic process results and poor planning and control of action implementation control and communication. A common problem encountered by organizations pursuing either an individual or a portfolio of projects is the difficulty of maintaining control and communication. This occurs due to many organizations being unable to align the management of their cross-functional projects with their functional structure in an effective matrix. When discussing this issue, Graham and Englund (1997) emphasize that within matrix structures, many people...complain of being caught in the web of conflicting orders, conflicting priorities and reward systems that

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do not match the stated organizational goals. The functional/department structure has benefits such as defining clear lines of authority, allowing specific competencies to be developed and structuring the transfer of information across departmental boundaries. However, the functional structure can also be accused of creating inefficiencies due to division, creating departmental myopia among employees and encouraging duplication (Davenport, 1993). The major weaknesses of the functional structure, relative to project management are summarized as follows (Leintz and Rea, 1995): lack of focus and attention on a project relative to the day-to-day priorities; inability of the function to cope with different projects characteristics; feeling of exploitation by staff as a consequence of projects being viewed as an Extra workload; and lack of project management experience by an organization. Organizations must be cognizant of these weaknesses within the matrix structure and Instigate routines that effectively manage the evolving relationships between functional and project managers (Van der Merwe, 2002) in order to avoid conflict and inefficiencies in the portfolio management. Learning and know ledge. Another problem at the core of managing multiple projects is that many organizations find it difficult to improve the process as they fail to learn from their past errors. Hayes et al. (1988) highlight the importance by stating continual improvement is not only sought through procedures and organizational approaches alone, but also through mechanisms that facilitate individual and organizational learning across projects. Thus, the organization must consciously seek to exploit all sources of knowledge to their full potential. Pava (1983) states: when management fail to evoke organizational learning and change, even the most sophisticated [systems] ...cannot realize substantial benefits for the enterprise.

8. Grouping Projects for Management

Grouping projects for management under a single project leader has ad-vantages when the grouping follows some basic principles. These principles of managing multiple projects should be followed or there will be increased difficulty in bringing the projects to successful completion. The descriptions of these principles are as follows.

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Project Priorities. Grouped projects should have similar priorities. Priority, the urgency of need for a project, dictates the order in which the project will receive resources and the order in which it should be delivered. Mixed priorities can easily rank a low priority project in such a manner that it receives no resources. The danger is that low priority projects will not be completed. Project Categories. Grouped projects should be of similar category. Category, the size of a project measured in duration, dollar value, or re-sources required, is the organizations method of identifying projects that have a major impact on business. When large and small projects are mixed for managing, there will be an imbalance in the implementation of the projects.

Large projects may receive more than their share of resources because they are perceived as being more important. On the other hand, small projects may receive more than their share of the resources because they can be finished sooner and give the allusion of progress. Project Management Life Cycle. Grouped projects should have similar life cycles. Although the projects may be in different phases of completion, a similar life cycle
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provides a consistency for planning and execution. This similarity in life cycle supports the identification of improvements in process for continuous learning. Project Complexity. Projects grouped for multiple project management should be of relative simplicity. Complex technical solutions may re-quire more effort and management, which could divert attention away from other projects. Project Duration and Resources. Grouped projects should be of relatively short duration, typically less than three months for the complete life cycle, and require few resources. The number of resources required for a project should be less than six persons. A greater resource requirement may divert resources from other important projects. Technologies in the Projects. Technologies of projects should be similar and it is best if the projects follow one major discipline. Mixed technologies require different skill sets that are usually not compatible to use across projects. Any mix of technologies will limit the efficiencies gained from managing projects in a group.

9. Program management
A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects or program. A collection of organizational resources
geared to accomplish a major goal or set of goals. In a typical business, programs are of a defined duration. In non-profit organizations, programs tend to be ongoing. All require planning, monitoring and evaluating.

9.1. Programs Differ From Projects

IBM chief methodologist Michael Hanford points out that program management is not the same as project management. Properly conceived, programs are larger in scope than projects and often involve several individual projects needed to accomplish the program goals. After projects are identified, individual project managers report to the program manager on progress, process and expenditure of resources. The program manager looks for relationships among the individual

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projects and at what they are producing to understand how they are or are not helping accomplish the program goals.

9.2. Monitoring
Periodic assessment of resource allocation and expenditures along with outcomes can result in modifications to a project to make it more productive and efficient in its contribution to the overall program. Monitoring may be both formal and informal. Monitoring and evaluation are geared to the individual program, but all involve assessing results/outcomes, checking how well a program is coordinated with other programs, and consideration of both short-term and longterm goals.

9.3. Evaluation
Evaluation includes assessment of process and outcomes in light of intended goals. Monitoring is a form of ongoing evaluation that happens throughout the life of the program. Major program evaluations should occur at regularly pre-planned intervals, such as annually, and when the program ends.

9.4. Programs in Non-Profit Organizations

Authenticity Consulting points out that non-profits particularly need to distinguish programs from activities. Many individual activities may be beneficial for a community and work toward organizational goals, but a genuine program involves the planned organization of resources to meet an established community need in a consistent and thought-out manner.

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10.Portfolio management
A collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related.

11.The Benefits of Project Portfolio Management

Many companies concentrate their management efforts on executing individual projects, but fail to give the same attention to the project portfolio itself. The result is sub-optimal performance and returns for the portfolio as a whole. Project portfolio management attempts to rectify this situation by ensuring that The right mix of projects are in the portfolio to maximize overall returns The project portfolio is comprised of projects that offer widely differing value. Projects vary by their short and long-term benefit, their synergy with corporate goals, and their level of investment and anticipated payback. Taking these factors into account, project portfolio management seeks to optimize the returns of the entire portfolio. It selects the most valueproducing projects for execution, ensuring that funds are directed toward deserving initiatives. It also eliminates overlaps and redundancies between projects, saving time and costs. The risks posed by the projects in the portfolio are balanced Just as an investor attempts to minimize risk and maximize returns by diversifying portfolio holdings, companies should assess and balance the risks of the projects in their portfolios. A conservative portfolio, like an investment portfolio skewed towards bonds, may minimize risk and preserve principal but it also limits the potential returns of the portfolio. Conversely, an aggressive project portfolio may have greater odds of hitting a "big win," but at a substantially higher risk of failure or loss. Project portfolio management diversifies the company's project portfolio, balancing risks with potential returns.

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Resources are allocated optimally across those projects With a limited number of people, all projects must compete for resources. Project portfolio management quantifies compares and prioritizes projects to help companies identify and staff the most valuable ones instead of unwittingly wasting resources on other, less useful efforts. Through high-level executive oversight, it resolves resource conflicts between ongoing projects. It also incorporates formal sourcing strategies to determine the skill sets needed for each project and the best source of resources. Performance problems are corrected before they become major issues; Project portfolio management cannot eliminate performance problems, but it can help address them early on before they fester. Swiftly recognizing, escalating and responding to execution issues keeps projects on track and avoids compromising dependent or downstream projects. Projects remain aligned with business goals throughout their execution Project portfolio management provides continuous management oversight, regular

communication and coordination, and constant course correction to minimize project drift, redirect projects when business objectives change and maintain alignment. Projects receive the support and oversight needed to complete successfully. By elevating the prioritization and oversight responsibilities to the executive level, project portfolio management ensures that projects receive the backing they need to succeed. Executives have the authority and business knowledge to ensure alignment between projects and business strategies; to fine tune the timing and order of projects to exploit synergies, avoid re-works and eliminate redundancies; to optimally assign resources; to direct funds to the most valuable initiatives; and to help resolve critical performance issues.

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12.Practicing Project Portfolio Management

Project portfolio management is concerned with two fundamental things Effectiveness and efficiency. Effectiveness revolves around doing the right things Choosing the right projects, culling less valuable ones, eliminating redundancies, etc. To maximize benefits. Effective companies can re-capture dollars otherwise spent on marginal or low-value projects. Project portfolio management is also concerned with efficiency. By providing support and direction to the selected projects, executives can help them proceed efficiently and successfully. By appropriately directing funds, optimally allocating resources and promptly responding to performance problems, executives can prevent unnecessary project delays.

13.Effectiveness & Efficiency

These effectiveness and efficiency goals are pursued through these four steps.

13.1.

Step One

Do the Prep Work

To manage the project portfolio, executives need sufficient information to evaluate projects, make comparisons and selections, and provide ongoing support. To formalize project evaluation, prioritization and selection, a single source or repository of project information is required. To arm executives with information to monitor and review project performance, reporting capabilities are needed. To collect and populate the repository with meaningful information, standard processes are needed.

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Project repository Companies have abundant project information, but it is often scattered among locations and organizations and is inconsistent in format, content and quality. To compare, prioritize and select projects, however, it is imperative to have a single source of common, consistent and accurate project data. A project repository can serve as the central source of information about projects across the enterprise. It serves as an inventory of projects, minimally including basic project management data such as requesting business area and description, and project metrics such as timelines, dependencies, resource assignments, milestones, deliverables and deadlines. It should also contain high-level information, such as a business case or cost justification, to enable valuebased decisions about each project. Real-time progress and performance information The repository ensures that information is complete. But the data must also be accurate, consistent and timely. The raw data contained in a project repository is often supplied daily from standard project management tools, like Microsoft Project. Tools and reporting capabilities will manipulate and provide visibility into this data. To allow executive-level decision-making, the data should be amenable to roll up, giving managers project information by different programs, organizations, corporate objectives, physical locations and other criteria. Summary data is often contained in "dashboards" to give executives a big picture view of the portfolio, with the ability to drill down into more detailed data if needed. Processes Various processes are needed to facilitate project portfolio management. The more formal and consistent the processes, the more reliably and diligently they are performed. Some aspects of project portfolio management, such as raw data collection, can be automated. Other facets depend on human effort, analysis, debate and decisions that defy automation. Processes will cover activities such as submission of projects for consideration, review and evaluation of projects, issue escalation, communications, roll-up and distribution of data and reports.

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13.2.

Step Two

Choose the Right Projects

Companies never lack project requests and proposals. They do lack infinite resources to devote to projects. Even if limitless resources were available, some projects simply do not offer enough value to justify the investment. This duo of finite resources and varying project value puts a premium on choosing the "right" projects in the first place, and making sure they succeed. Choosing the right projects takes involves several tasks. Assign a value to each project in the portfolio Determining a value for a given project is a crucial first step in the selection process. Usually, a business case or cost justification containing financial metrics will supply enough data to make an informed decision. Although many companies expect at least a 50% ROI or payback within two years, there is no single definition of the "right" project. In a nutshell, for a project to be worthy of consideration, its value must be sufficiently high when compared to its costs and risks. For a project to be ultimately selected, its value must be superior to that offered by other projects. Figure 2 below provides a simplistic illustration of project value. If a new warehousing system will save a company $10 million per year, and the solution has an anticipated life of ten years, then the project has a potential value of $100 million. Offsetting this gross potential value are the initial costs of construction, and the operational costs to support, maintain and operate the processes, applications and components of the solution. When these offsetting costs are deducted from the potential value of the solution, the next business benefit is derived.

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Identify and analyze project risks Every project has risks. Project portfolio management evaluates and realistically assesses these risks and identifies mitigating factors and contingencies. A project's risks are used to adjust its potential return, and give the execution team advance warning of problems that might arise. The risks in establishing a company intranet, for example, may be quite contained, while the risks in implementing a multi-year, multi-national project complete with major process re-design may be quite significant. Weigh and categorize projects by their risk/return Correlating projects with a value and risk allows them to be categorized in a meaningful way, and enables executives to compare and prioritize competing proposals. Risk/return ratios also ease the selection process and result in a better balanced portfolio. Designate projects for execution Project portfolio management chooses a set of projects that will generate the highest payback for the company for an acceptable level of risk, thus balancing the portfolio. High value projects are

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clearly the most sought after, but their risks, if too high, may dilute their attractiveness. Conservative projects may quell fears of losing an investment, but if the returns are too low, they may undermine the company's viability. Refine the order and timing of projects Optimizing the order and timing of the projects in the portfolio allows a company to lower its overall execution costs, avoid costly re-works, re-use deliverables and exploit synergies among projects. Tuning the order and timing of projects may entail accelerating projects with exceptional benefits and slowing down others with less compelling value. Develop a sourcing strategy for the project Finding and allocating resources to perform a project is challenging. Sufficient personnel and expertise are needed to meet schedule commitments and produce satisfactory deliverables. Costeffective labor is required to allow a project to achieve its anticipated rate of return. Where internal skills are lacking or in short supply, consultants may be used to bridge the gap. If costs are a sensitive issue, the company may engage in labor arbitrage, sourcing the project to a third party that uses less expensive resources. Resolve conflicts among projects Whether in goals, scope or resources, projects will inevitably conflict. Vesting portfolio management responsibility in high-level executives means that decision-makers have the objectivity and big picture view needed to resolve those conflicts. Projects with conflicting goals or scope must be re-designed. Projects with conflicting resource demands will require schedule adjustments, or else other sources of labor will be tapped to bridge the gap. Dispatch projects that do not fit the profile Projects that do not make the grade must be culled from the portfolio or altered to make them more attractive. To that end, executives will:

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Reject projects that do not provide sufficient value Consolidate or re-scope overlapping projects Eliminate redundant or duplicative projects Cancel projects that no longer meet corporate goals

13.3.

Step Three

Maintain Alignment among Projects and Business Goals

Executives initially select projects for execution because they advance business goals. With projects straying over time and with business goals shifting and evolving too, even originally well-conceived projects can become misaligned. Misalignment may be a natural and expected occurrence; however, it must be promptly identified and corrected to avoid serious problems. For example, a dramatic change in business priorities could completely eliminate the need for a project, requiring quick project termination to avoid wasting further money. Even a seemingly innocent extension of a project's due date might prevent a company from gaining seasonal or fleeting benefits. Constant course corrections are keys to maintaining alignment, as are decision-makers well versed in the company's latest goals and strategies. They must intimately understand how projects in the portfolio relate to different business goals and the ramifications if either projects or business goals change.

13.4.

Step Four

Support the Successful Execution of Projects

With only a small percentage of projects selected for execution, it is crucial that they succeed. To allow companies to promptly realize the benefits of each project, project portfolio management provides executive-level support and oversight. While tactical, day-to-day execution issues are

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left to project managers, executives provide strategic management, taking proactive steps to resolve problems and keep projects on track by

Reviewing and resolving issues and problems Monitoring spending and adjusting budgets Correcting overlaps or redundancies that arise Re-allocating resources to avoid conflicts and correct shortages Re-ordering the timing of projects Providing course correction when misalignment occurs

14.Work Breakdown Structure (WBS)

A Project Requirements document is typically used at the initiation of project to communicate to the Project Manager the project mission and scope, and enable the Project Sponsors (often with a signed Executive Committee approval) to allocate a budget and officially indicate acceptance, agreement and start date. Failure to establish budget, scope and support at the outset will invariably lead to project crisis at a later date. The Project Manager must then translate the initial "high-level" project definition into an itemized project plan that addresses the lowest levels of implementation details. The method for accomplishing this is the "Work Breakdown Structure" (WBS). A WBS document lists task deliverables and identifies all activities required to produce the final project deliverable(s). This is a critical process (and documentation) as it forms the basis for other management processes such as resource allocation, time scheduling, cost control, and risk management. Failure to conduct WBS basically means that a project management methodology has not been undertaken.

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WBS is utilized to:

Break activities into smaller tasks Identify the phases of activities, including milestone tasks which indicate completion of each phase

Sequence the tasks Estimate the duration of tasks Schedule the tasks Identify the needed resources for each task Estimate the resource costs

15.Common Mistakes in Managing Multiple Projects 15.1. Poor interactions within your team and with clients

The last, but not least, most common mistake project managers make when managing multiple projects is inefficient communications. Poor communications within a team lead to misunderstandings and therefore to mistakes in project work. If your project lacks communication with clients, you and your client might end up with two different project visions as a result. In any case, miscommunication will result in loss of time and money, as well as in increasing your stress.

15.2.

Winning strategy

Enhance project communications

Communication with your team is everything. Monitoring progress, receiving early warnings of danger, promoting cooperation, motivating through team involvement -- all of these rely upon communication. Try to integrate your project communications into your planning process to make keeping schedules up-to-date easier. Here you can go back to winning stray can facilitate a common understanding for your projects by analyzing and addressing communication constraints. Remember that when your team and clients or stakeholders are separated by

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distance, there is a need to put a surplus effort into communication. Leverage your communication tools. Listen to your clients, stakeholders and team members. Your clients and stakeholders ultimately determine the success of the project, but they are often not in the same office and cannot collaborate face-to-face. Still, you need to involve your clients in your project work. Make your project information and workflow transparent to them. Pay attention to their feedback. It will prevent you from redoing things and will let you meet the clients expectations. Strategy #4 again: find the right technology that will help you merge communications with project planning and make your project work transparent to your clients.

16.Work Over load What is the maximum number of projects a project manager can run concurrently before he or she becomes overloaded?
In a recent edition of PM Network magazine, project managers are bemoaning the number of projects they're asked to manage, with the average number of concurrent projects standing at eight. This seems high by anybody's standards, especially as many are large and high-profile initiatives. During an interview for project manager at a software house some years ago, I made the mistake of telling the interviewer that project managers should manage one project at a time so they could give it their full attention. Not something he wanted to hear. After some hasty backtracking, I managed to convince him I was happy to run concurrent projects and got the job. At the time this is what I believed, but since then have accepted the reality that in business today project managers have to manage several projects at one time. So accepting this, how many projects should a project manager run? It's not an easy question to answer, as every project is different in size, complexity and importance. The more balls a project manager has in the air at any one time, the more likely it is he or she will drop one. Recently this happened to me. At the time I was managing several small and medium-size projects, and failed to notice that one was heading for problems. The project was in the execution phase, with a strict delivery deadline. Unfortunately, I'd failed to realize there was

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extra testing needed, to guarantee the software applications security on the Internet before it could go live. I'd not planned for this work, and had to scramble days before go live to get a third-party to do the security testing. Luckily they had people available and we met the deadline, but it caused some sleepless nights and didn't improve my reputation as a project manager. So, was five projects too many to be managing at one time? In short yes, the fifth project was the straw that broke the camels back. I didn't spend enough time managing stakeholder expectations, allowing an important work package to become overlooked.

So what can project managers do to avoid project overload?

Learn to say no - recognize when enough is enough. Avoid taking shortcuts to take on more projects. Delegate certain parts of projects to subordinates. Set priorities by importance and delivery date. Spend enough time managing stakeholder expectations (including your line manager).

It's impossible to say what the maximum number of projects a project manager should run concurrently is before he or she becomes overloaded. However, it's certain that if the number is greater than one, there is a risk of running into problems. Be clear, the more projects a project manager undertakes the less effective they become. So in my job interview was I wrong? No, if a project manager devotes all of his or her time and effort to a single project then there's little risk of distractions or a loss of focus. However, this is not reality in our modern business environment where project managers have to manage multiple projects concurrently. So be careful not to become overloaded, otherwise you could find you have problems that damage your reputation as a project manager.

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17. Organizational Study

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18.Introduction of Mobilink
Pakistan Mobile Communications Limited, better known as Mobilink GSM, is a telecommunication service provider in Pakistan. According to PTA statistics, Mobilink has 28.24 million customers by March 2009. Mobilink's Head office is located in Mobilink House, 1 A Kohistan Road, F-8 Markaz Islamabad. Mobilink started operations in 1994 as the first GSM cellular Mobile service in Pakistan by MOTOROLA Inc. later it was sold to Orascom, an Egyptbased multi-national company. Mobilink is the largest cellular service provider in Pakistan. Mobilink's corporate postpaid package is sold under the brand name "Indigo" and prepaid by the name of "Jazz". In addition to cellular service, the Orascom group is diversifying its service portfolio by setting up new businesses and also expanding through acquisitions. Recently, they started offering DSL broadband through a wholly owned subsidiary, Link.Net. Company is in place for launch of wireless broadband service through WiMax based technology. With a soft launch on 1 July 2008, Mobilink is now the second WIMAX internet service provider in Pakistan. Mobilink is currently providing these services only in Karachi. WiMax services will be sold under the brand name "Mobilink Infinity". Technology is backed by Alcatel, and company is using ZYXEL Customer Premises equipment. In addition to Mobilink, the Orascom group also owns TWA (Trans World Associates) which operates an undersea fiber optic cable from Karachi to Fujairah, UAE.

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19.Vision Statement

Mobilink's Vision & Values Mobilink's Vision "To be the leading Telecommunication Services Provider in Pakistan by offering innovative Communication solutions for our Customers while exceeding Shareholder value & Employee Expectation

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20.Mission Statement
To be the unmatchable mobile system of communication in Pakistan this provide the best value to its customer .employee, business partners and shareholders

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21.Mobilink Values Total Customer Satisfaction

Customers are at the heart of our success. They have placed their trust and confidence in us. In return, we strive to anticipate their needs and deliver service, quality and value beyond their expectations.

Business Excellence
We strive for excellence in all that we do. We aspire to the highest standards and raise the bar for ourselves every day. This commitment to delivering world-class quality translates into unmatched service and value for our customers and all stakeholders.

Trust & Integrity

At Mobilink, we take pride in practicing the highest ethical standards in an open and honest environment, and by honoring our commitments. We take personal responsibility for our actions, and treat everyone fairly, and with trust and respect.

Respect for People

Our relationships drive our business. We respect and esteem our employees and all stakeholders. We believe in teamwork, empowerment and honor.

Corporate Social Responsibility

As the market leader, we recognize and fulfill our responsibility towards our country and the environment we operate in. We contribute to worthy causes and are dedicated to the development and progress of the society.

22.Organization Hierarchy

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23.Management

President and CEO Rashid Khan

Chief Strategy Officer Tariq Rashid

Vice President Sales & Distribution Bilal Munir Sheikh

Vice President Customer Care Irfan Akram

Vice President Corporate Affairs Agha Qasim

Chief Technical Officer Ramy Reyad Kamel

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Vice President Marketing Jahanzeb Taj

Chief Information Officer Irfan Farooq

Head of Human Resources & Administration Sadia Ahmad

Chief Financial Officer Andis Locmelis

Head of Business Analysis and Planning Farid Ahmed

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24.Project management in Mobilink

Project management plays the blood role in the Mobilink. Managing of projects is managed under two heads stakeholder management and sponsor management. Mobilink deals with two types of projects which are further divided into different types of project. Internal project management External project management More importance are given to internal projects which include the following steps Concept Solution Execution Delivery Closures

25.Project management life cycle in Mobilink

Mobilink follows the following project stages Project identification Project preparation Project appraisal Project authorization Project implementation Project monitoring and control Project completion Project closures This life cycle is also follow in all communication organizations of Pakistan.

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26.MULTIPLE PROJECT MANAGEMENT IN MOBLINK

One of the major operations of Project management is managing of multiple projects which include Commercial projects Regulatory projects Both types of projects are management side by side. Normally multiple projects in Mobilink are done in series or in parallel pipeline (project pipeline). After assigning of projects project manager gave Maine focus to resource management which are Human resource System

27.Multiple Project management frameworks in Mobilink

Charter project chart. Charter project chart is the chart that tell that Mobilink do this project finally. Develop project plane Execute project Project Closure

28.Important part of projects in Mobilink

If Mobilink cannot close the project is continue even its after compellation then its cause of Project failure because of you have delivered the project but you have not completed the step of closure. So when this step is not completed your project is considered as uncompleted.

29.Example of multiple projects in Mobilink

Mobilink has been working on 9500 projects now at a time successfully. Some examples are 1. Mobilink with PTA (Pakistan telecommunication authority) Sales process for new Sims Registrations of SIMs

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Authorization of Sims 2. Mega project of Mobilink is Intelligence network which is networking based and has been provided by Nokia Siemens and now Ericson is providing the network.

30.Managing Risk in multiple projects

Mobilink can manage the risk through Experience Lesson learned Risk mitigation By inviting all managers at one table in a meeting organization can reduce the risk. But no one can minimize the risk completely there is always some room for risk still in Mobilink.

31.Scope of project management in Pakistan

Yes, there is a large scope of project management in Pakistan according to Mr. Naveed khan Leghari project manager of Mobilink. Because the rapid change in technology and changing culture Project management is the necessity of organizations in Pakistan. Now project managers are the vans of organization.

32.Project success in Mobilink

Organizational success in Mobilink depend upon Organize approach Dynamite closure Time line Risk identify Risk Averse

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33.How to choose the right project

We have no choice regarding the selections of project we have to do all the projects which are assigned to the Mobilink this is due to because Our sponsor Projects charts Pre- approval of projects Multiple stakeholder

34.Responsibilities of Project Manager

Project manager is responsible for Idea generation Planning Implementation Monitoring and control Project delivery Closure

35.SWOT Analysis

35.1.

Strengths

Projects are assigned to project managers directly Mandate of Project management directly comes from the President of Mobilink Too much importance are given to project Manager Highly customer Network ground Conflicts are almost non in the organization Customer dealing

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35.2.

Weaknesses

Manual follow-ups due the lack of portfolio management Too much dependent on sponsors High pressure on Project manager

35.3.

Opportunities

Working on 3-G technology because Mobilink has almost done their assignments about this technology Working on 95000 projects at a time Projects are highly acceptable in market Cover 65% PROJECT market Location

35.4.

Threat

Competitors are available in the market If each department work as a project manager no need for Project management. Uncertainty of Risk.

36.Conclusion
According to our opinion Mobilink is going very well specially the dealing of project managers and their staff is very impressive. I think the main strength of Mobilink is their customers and they deal them with a lot of care which is our personal observation. Success and failure is going side my side there is no as such failure we observed in Mobilink. There is a little weakness due to the absence of portfolio management and they work on MS Project. But the biggest advantage is working on 3-G. as a whole everything is Perfect in Mobilink.

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37.Recommendations
Decrease the pressure on project manager Quickly implement the portfolio management There should b the proper balance between multiple projects So that Mobilink can improve their functions more effectively.

38.References
http://www.google.com

http://www.scribd.com/doc/24187144/Mobilink-Infinity-Management-Report#outer_page_1 http://www.scribd.com/doc/18764245/managing-multiple-small-projects-sandra-rowe
http://www.mobilinkgsm.com/about/index.php

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