PROJECT IMPLEMENTATION

2020
Project management Cycle-
focal area of this course

Starting or Implementation Monitoring

Initiatng Planning or Executing and closing
 Course objective...


The course aims to provide knowledge and skill to
prepare for implementation, initiate the
implementation,monitor and close the project
activities leading to successful completion as per
the project management plan

Total class hrs 45(including exam)

Course will be complete in 12 weeks

The course contents are more inclined towards
business projects
Assessment Plan
a. Class tests , quizzes, 10 Mark
b. Home assignments 15 Mark
c. Presentation 10 Mark
d. Class participation 15 Mark
e. Mid term 20 Mark
Subtotal internal 70 Mark
Final examination 30 Mark

This course has no prescribed text book..! Only Reference books

This course has no standard terminology.

(1) Managing Projects in Organizations, Frame, J. Davidson, John

Wiley & Sons, 2015
(2) Project Management Book of Knowledge -PMBOK, Project
Management Institute (PMI), 5th Edition, 2013
(3) Project management, Harvey Maylor, Pearson, 2010
 Types Of Class Participation
Challenge the
opinion of yr
colleague High level
Give a
different
opinion
Respond
to query

Ask LOW level

questions

Suppose you are given a challenging responsibility
as a Project manager in Project ABC..
Which documents you will look for on DAY 1 ..?
 Our starting point..


Project charter is ready

Strategic,Financial and risk analysis is ready

Project plan documents are ready like
-Scope baseline including WBS is ready
-Schedule base line or time schedule is ready
-Cost baseline or budget is prepared and approved
-etc
 REQUIREMENT AND EXPECTATIONS

Students have understood :


Difference between project and organization

Relation between Project ,Program and Portfolio

Techniques of scheduling(CPM ,PERT)

Techniques of Risk Analysis

Construction of Project evaluation matrices

Conflict in project selection
 What is left …?


Preparation of subsidiary plans

Organize and initiate the execution

Monitor, control and close
 Project Management Knowledge
areas(PMBOK)
a. Project Integration Management
b. Project Scope management
c.Project Time management
d.Project Cost Management
e.Project Quality management
f.Project HRM
g.Project Comm Management
h.Project Risk management
 Project management approaches
• Strategic mgmt. approach- projects are part of
strategic implementation
• Project Integration management approach –
Integration of various activities in the
management process
Three layers of integration
Integration between strategy formulation
and project formulation
Integration between technical and
administration function inside project
Integration between project and outer
environment
• Core competency approach:
Project management can be developed as core
competency of the organization
• Emergence of Agile frame work:
Project Mgmt approach where requirements
and solutions evolve through collaboration
between self-organizing cross-functional
teams and project client.
• What is OPM framework ?
• OPM is Organizational Project Management
 Elements of OPM process

INPUTS:
VISION
Strategic-goal,
Strength and
result and
weakness
Benefit
STRATEGIES
 Elements of OPM process

INPUTS: Design and

VISION activation of Strategic
MISSION active result and
STRATEGIES program and Benefit
projects
 Elements of OPM process

Core Enabling
Process:
Strategic
INPUTS:
Alignment Design and
VISION Strategic
analysis activation of
MISSION result and
Project mgmt. active
STRATEGIES Benefit
Methodology portfolio
Governance
Competency
management
OPM integration framework

Organizational
Strategies

Organizational Business
Project Project
mgmt. OO
Management Mgmt
Practices Practices
 Organizational Project
Management(OPM)
• OPM is a strategy execution framework
utilizing program and projects, as well as
enabling practices to implement the strategy
• Programs/projects are successful - means
strategy implementation is on the track
• Projects are regarded as tools of strategy
implementation
 Emerging project management
approaches and their focus
• Strategic management approach
FOCUS ON ORGANIZATIONAL STRATEGY
• Core competency approach
FOCUS ON LEARNING CULTURE
• Project Integration management approach
FOCUS ON INTEGRATION and
Finally-OPM Frame work
 Success Factors in OPM
• Sustained leadership
• Continuous improvement
• Change Management
• Let us not forget-
Projects are different but not separate from the
main organization
Project management
Relationship between general management and project
management

Board

CEO Project
manager

Produc Market Project Project

Finance
R &DProject Unit

tion ing Admin

 Are there strategies in Projects ?


There are project strategies

Before going into formulating the implementation
plan the project management team has to refer to
the project strategies recommended in project
charter or if not has to think and formulate the
strategies if required
Different layers of Strategy

Corporate

Business

Functional
Different project activities
Kusom has acquired a project to train and evaluate
about sixty employees in NTC within three months
time with a proposed revenue of Nrs 10,00,000
Kusom students are involved in a three months
village project as a part of new directive by the
government
Kusom is reviewing a proposal to upgrade the current
network system(est 30 days)
Kusom is conducting a three month study to launch a
new course Msc operation management on trial
basis
Type of business projects
Revenue projects for short term revenue from
external clients
Change projects for the benefit of its own parent
organization- the organization itself is the client
Maintenance projects
Strategic projects
Mandatory projects
 CSR Projects
 Types of Project in Short


Client based /Revenue

Change Projects:
-Strategic and operational(OR MAINTENANCE)
 Functional strategies in projects(examples)

Operational strategy

Performance Vs Conformance strategies
 Approaches of setting the target(operational
Strategy)


There are two approaches of setting the project
target
IN REVENUE PROJECT:
a.Conformance approach
b.Performance approach
Conformance Approach
The project managers set the goals as per
minimum specific requirement of time , cost and
quality set in the standard
Performance approach
Moving one step further if project managers set
their goals to higher quality of service at less
time and less cost than specified in standard it is
called performance approach
Combination: The combination of performance
and conformance
 Different Operational approaches

Approach Time Cost Quality

Conformance Standard time Standard cost Standard
quality
Performance Less than Less than Better than
standard time standard cost standard
quality

Combination Standard time Less than Standard

standard cost quality
 Revenue earning projects

There is always a trade off among time cost and

quality
If quality has to improve cost is likely to increase
If time factor has to be minimized quality is likely to
suffer
It might be difficult to set the project target on the
basis of performance approach by improving on
all the three elements simultaneously
KEEP IN MIND REVENUE EARNING PROJECTS
HAVE REVENUE TARGET AS WELL AS
CUSTOMERS & CUSTOMERS HAVE NEEDS
 Revenue earning projects


Many managers make mistake while selecting the
prformance or conformance approach

Many managers loose sight of the organizational
strategy while chosing the right approach for
setting the project goal
 Revenue earning projects

The best way to choose the conformance or

performance approach is to refer the organizational
strategy

Organizational PROJECT OBJECTIVE

Strategy
Time Cost Quality

Low cost
production
Quick and best
delivery service
 Revenue earning projects

The best way to choose the conformance or

performance approach is to refer the organizational
strategy

Organizational PROJECT OBJECTIVE

Strategy
Time Cost Quality

Low cost Conformance Performance Conformance

production
Quick and best Performance Conformance Performance
delivery service
 Organizational Change Projects


Organizational change projects are equally
important because they have far reaching impact in
strategy implementation

The failure of one revenue earning project will incur
the loss of say Rs one million but failure of change
projects will hamper the implementation of the
entire organizational strategy
How do we set the operational target in Change
Project

Type of project PROJECT OBJECTIVE

Time Cost Quality

Mandatory

Operational

Strategic
How do we set the operational strategy in Change
Project

Type of project PROJECT OBJECTIVE

Time Cost Quality

Mandatory P P P

Operational P P P

Strategic P P P
How do we set the operational strategy in Change
Project

Type of project PROJECT Operational strategy

Time Cost Quality

Mandatory Conformance Performance Conformance

Operational Performance Conformance Conformance

Strategic Conformance Conformance Performance

 Why Performance Approach


Any other reasons apart from strategy:-
- To improve the image of the organization
- To acquire more projects in the future
- To test own ability
- To accommodate more project
 Customer service and operational strategy


Performance and conformance approaches give
direction to the standard of operation keeping in
mind the standard of project’s customer service

Operational strategy and customer service are
linked
Time Cost Quality
C C C
C C P
P C C
P C P
P P C
C P P
P P P INCREASED
CUSTOMER
Service
 Current paradigm of customer
service

The concept of customer service applies in Project
management

Timely service and standard quality is the basic
customer service
 Current paradigm of customer
service

BUT..

Timely service and standard quality is the basic
customer service that does not indicate the
customer satisfaction

Basic service and satisfaction are two different
layers

Basic Customer Service: standard time, quality
reliabilty,consistency
 Added dimension of customer service….


Customer satisfaction is the demonstration of
service beyond the commitment

Customer satisfaction = basic + certain value
added service

The dimension of customer service does not end at
customer satisfaction

The dimension of Customer service moves to
Customer Success, ie the customer becomes a
valuable customer such that their success will be
an important variable of your own success
 Dimension of customer service

CUSTOMER CUSTOMER
BASIC SERVICE
SATISFACTION SUCCESS

This concept applies in project management with
customers – mainly revenue or client based
projects

That is ….the stage comes when project team has
to value the customers success as the projects own
success
 Functional strategies in projects(examples)


Operational strategy
Performance Vs Conformance strategies

Financial Strategy
High vs Low debt financing strategies

HR strategy
Regular vs Contract employees

Marketing Strategies
Push vs Pull
 Financial strategy

Existing If you want to

structure finance the project
you change the
structure

Innovative 60Eq:40 Debt

/strategic
Operational 60Eq:40 Debt
Revenue 60Eq:40 Debt
 HR strategy

Full Time Contract

Strategic
Revenue
 HR Strategy


Fulltime recruitment vs Contract recruitment
(Use of internals vs Use of externals)
 Marketing strategy

Job of Project team is to complete project in time

Is marketing relevant in project implementation?

Marketing is relevant because there are customers

Project team should work out the marketing
strategy before starting work
 Understand Project Customers


Revenue based project
External customer

Strategic/Change project
Internal customer
 Why marketing


Revenue based project
External customer

Strategic project
Internal customer
 Marketing strategy-Push vs Pull


Relevance of Push and Pull in projects ?

Is push relevant in projects ?

Push has no relevance in project management

Pull is more relevant in projects

Two types of pull can be required:
Pull in the market
Pull within the organization
 Why pull in market?


Is there any need of marketing in a Rev project
once it has started ?

You have a project means you have customer

Your project can enhance your image , can make
the client come again ..

So successful projects create pull in the market

So some elements of marketing mix are required
 Pull within organization

Pull in change project

Management must feel the benefit of project – Internal

customer -1
Employees should feel the benefit of project-
Internal customer -2
 Customer service for pull

Is customer service relevant in project

management ?
Answer :Yes, it is the factor behind pull
The projects are also driven by the principles and
practices of customer service
Revenue projects have primarily external
customers
Change projects have primarily internal customers
 So choose the marketing mix strategy


Which elements are required for pull?

Product

Place

Promotion

Price
 So choose the marketing mix strategy

Which elements are required?

•Product(project output with specifications ad service)
•Promotion
– Add supporting accessories
– Add customer service
– Add offer for the next project
– Performance approach