Communication Management Project Status Reporting

Transcription

1 Scope Communication Management Project Status Reporting Time Overview Project Identifiers Project health Cost Resources Progress summary Progress made since last report Progress not achieved since last report Progress plan for next report Risk Milestones Issues Risks Change 1 2 1

2 Plan and decide how you will staff, manage, assess and improve the project team Resource Management Building the Project Team Team building, built upon strong personal skills, is a critical element of Project Management 3 What are some of the characteristics of a high performing team? Discuss 4 2

3 Resource Management The RASCI Matrix 5 Resource Management A real example How to hire, manage and lead people, through the eyes of young Steve Jobs, Co-founder of Apple 6 3

4 Resource Management Conditions Favourable to the Development of High Performance Project Teams 1. Ten or less team members 2. Voluntary team membership 3. Continuous service on the team - stability 4. Full-time assignment to the team 5. An organisation culture of cooperation and trust 6. Members report only to the project manager 7. All relevant functional areas are represented on the team 8. The project has a compelling objective 9. Members are in speaking distance of each other co location 7 Resource Management Project Team Meetings First project team meeting 1. Overview of the project 2. Address interpersonal concerns 3. Model how the team is going to work together Establish ground rules Meeting Agenda Start / finish times Preparation for meeting Communication Action points, who and when 8 4

5 Resource Management Creating a shared vision An effective vision must be communicable to all team members An effective vision must be challenging yet realistic The Project Manager must believe in the vision and must display passion for the success of the project Vision is an image a project team holds in common about how the project looks upon completion. It unites & inspires team members to give their best 9 Resource Management Tuckman 5 Stage Model of Team Development Performing Adjourning Team Development Stage Leadership Strategy Performance Norming 1. Forming (Setting the stage) Coordinating 2. Storming (Resolving conflict and tension) Coaching Storming 3 & 4, Norming & Performing (Successfully implementing and sustaining projects) Empowering Forming 5. Adjourning (Expanding initiative and integrating new members) Supporting Time 10 5

6 Resource Management Leadership Styles (PMI classification) Leadership Style Autocratic Participative Directing Leader Coaching Leader Facilitating Leader Supporting Leader Early Phases Project Timeline Late Phases 11 Resource Management Leadership Competencies Managerial Engaging communication Managing resources Empowering Developing Achieving Intellectual Critical analysis and judgement Vision & integration Strategic perspective Emotional Self-awareness Emotional resilience Motivation Sensitivity Influence Intuitiveness Conscientiousness 12 6

7 Resource Management The Leaders Personal Foundation An authentic personal foundation is central to great leadership You will be required to draw on and display these qualities in many circumstances A strong authentic personal foundation is constant in all leadership situations Without a strong personal foundation the dark, narcissistic side of leadership can take hold Colin Powell The essence of Leadership 13 Resource Management What would your team say about your leadership style? 14 7

8 15 Quality Management. 8

9 Quality Management Real world scenario: Quality Management at Samsung Samsung Galaxy Note 7 Samsung Quality Control 17 Example of Quality: Matcha powder is finely ground powder of specially grown and processed green tea leaves Quality Management Definition Management of the degree to which a set of inherent characteristics fulfils requirements 18 9

10 Quality Management Prevention over Inspection It costs more to fix an error than to prevent one 19 Quality Management Basic Concepts TQM (Total Quality Management) ISO 9000 Six Sigma Kaizen 20 10

11 Performance Perceived Quality Features Quality Management Dimensions of Quality Product Aesthetics SALE Product Reliability Serviceability Conformance Durability Source: Garvin, D. (1987). Competing on the Eight Dimensions of Quality. Harvard Business Review. Retrieved from 21 Quality Management Dimensions of Quality Reliability Responsiveness Assurance Empathy Tangibles The ability to perform the service dependably and accurately, as promised How quickly the services are rendered to the customer and the promptness of service delivery This is a measure of the ability to convey trust to the customers and how well they extend the courtesy Giving personalized attention, understanding the requirements and caring for the customers The physical attributes like appearance, equipment, facilities etc. Source: Parasuraman, A., Zeithaml, V., & Berry, L. (1998). SERVQUAL: A Multiple-Item Scale for Measuring Perceptions of Service Quality. Journal Of Retailing, 64(1),

12 Quality Management Quality vs. Grade Tesla Roadster Quality Grade Conformance to requirement (include product s & customer s requirements) Features Category in class Fitness for use 23 Quality Management Quality vs. Grade VS Alcatel Samsung Galaxy S

13 25 Quality Management Tools & Techniques Cause and Effect Diagram Fishbone / Ishikawa Control Chart Histogram Pareto Chart Statistical Sampling Inspection 26 13

14 Quality Management 1. Cause & Effect / Ishikawa / Fishbone Time Machine Method Material Major Defect Energy Measurement Personnel Environment Potential Causes Effect 27 Upper Specification Limit Upper Control Limit X Lower Control Limit Lower Specification Limit Quality Management 2. Control Chart 7 The Rule of Seven 7 consecutive points on one side of the mean must be investigated to determine the cause, as it threatens the mean amount 28 14

15 3. Pareto s Law 80% of the problems come from 20% of the causes For best results: Focus improvement efforts on the 20% Quality Management 3. Pareto Chart 30 15

16 Contract Management. Contract Management The Procurement (Contract) Management Process Plan Conduct Administer Close 32 16

17 Contract Management Step 1: Plan Procurements Plan Conduct Administer Close 1. Determine which components or services of the project will be Made / performed internally, or Procured from an external source 2. Then, determine which contracts to use on the project 33 Contract Management The New Zealand Contract Spectrum Cooperative Adversarial Joint Venture Alliance NEC ECI D&C NZS3910 Deep dive: Falcon Training 1 day Contract Management Workshop 34 17

18 Contract Management Types of Contracts Fixed Price (lump sum) Incentive fee Economic Price Adjustment Risk is with the seller Cost Reimbursable Fixed fee Incentive fee Time and Materials Risk is with the buyer, only used in emergency or lost cost/low risk scenarios 35 Contract Management Step 2: Conduct Procurements Plan Conduct Administer Close 1. Bidder conferences All potential bidders in a Q&A session All information shared expect commercial in confidence 2. Proposal evaluation techniques i.e. weighted criteria instead of lowest conforming price 3. Independent estimates also referred to as should-cost estimates, can serve as benchmark 4. Negotiations on terms, scope, costs, schedule etc 36 18

19 Contract Management Step 3: Administer Procurements Plan Conduct Administer Close Is done by both buyer and seller Do the results match the contract? Were the goods or services delivered? Were they delivered on time? Were the right amounts invoiced or paid? Were any additional conditions of the contract met? 37 Contract Management Step 4: Close Procurements Plan Conduct Administer Close Procurements are closed at the end of the contract; however this doesn't mean it is the end of the project Every contract must be closed 38 19

20 Aurecon Project Management presented by Falcon Training Ltd. Lessons Learnt Microsoft Excel Worksheet Lessons Learnt: What went well? What didn t go so well? Where could things be improved? Recommendations Actions Acknowledgements 20

21 Aurecon Project Management presented by Falcon Training Ltd Lessons Learnt Microsoft Excel Worksheet 41 Lessons Learnt - Tips Gather & Collate Initiation Planning Execution Monitoring & Controlling Closing Document & Archive Microsoft Excel Worksheet 42 21

22 Aurecon Project Management presented by Falcon Training Ltd Lessons Learnt - Tips Record the good, the bad and the ugly Microsoft Excel Worksheet 43 Lessons Learnt - Tips Lessons learnt should be Easy to find, and Easy to read Microsoft Excel Worksheet 44 22

23 Closing a project Phase 1: Initiation Phase 2: Planning Phase 3: Execution Phase 4: Monitoring Phase 5: Closing 45 Real World: Most projects not closed (properly)

24 Our goal is to formally close a project Ideal Project Closure Following a well defined and agreed upon project closure process The project deliverables accepted Lesson learned gathered & documented for future reference Benefits realization scoped and scheduled (if not completed) 47 Accepting project deliverables Acceptance criteria must be clearly defined during project planning Accepting project deliverables Phased Approach Cut-Over Approach Parallel Approach By Business Unit Approach 48 24

25 Project (or Post) Implementation Review 49 Contractual Closure Ensure all contracts used on the project are formally closed Interpretation: Both parties exchange written confirmation that: 1. The terms of the contract have been closed, and 2. All invoices have been paid Contractual closure may involve some negotiation 50 25

26 Aurecon Project Management presented by Falcon Training Ltd Financial Closure $$ Final step: Ensure all bills are Ensure all incoming paid money received Close out all cost accounts 51 However beautiful the strategy, you should occasionally look at the results ~ Winston Churchill 52 26

27 Archiving the Project Proposals Meeting Minutes Status Reports Project Plan s Deliverable Documents Schedule Change requests Final Report Budget Risk and Issues Register Closure Report 53 Report Template

28 And finally 55 We Feedback 5 minute feedback survey: Address 167 Victoria Street, Christchurch, 8013 PO Box 342, Christchurch, 8140 Contact Info Office Phone: +64 (03) info@falcontraining.com Web: Thank you 28