MODULE VI-A Project Execution Objectives

1. MODULE VI-AProject ExecutionObjectives In this module you will learn: Chapter 1 Best practices for Developing and Managing a Project Team Chapter 2 Best Practices in Leading a Project Team Chapter 3 How to conduct Procurements for a project Chapter 4 How to Perform Quality Assurance on a project Chapter 5 Best Practices for communicating during a project

2. MODULE VI-AProject ExecutionChapter 1 – Project Team Acquire Project Team By this time in a project, a Project Team already exists to some degree. Consider this process to mean “acquire final Project Team”

3. MODULE VI-AProject ExecutionChapter 1 – Project Team Acquire Project Team Acquiring the final Project Team consists of: Knowing the pre-assigned resources and their availability Negotiating for resources Hiring new employees Contracting outside staff to fill certain position Understanding the use of ‘Virtual Teams’

4. MODULE VI-AProject ExecutionChapter 1 – Project Team Acquire Project Team Pre-assigned ResourcesResources assigned to the project in advance Contracting Outside StaffContractors usually have at least two(2) bosses – one administrative and another functional Virtual TeamsTeam members do not meet face-to-face

5. MODULE VI-AProject ExecutionChapter 1 – Project Team Acquire Project Team Hiring New EmployeesUsually not in a Project Manager’s realm of responsibility Negotiating for ResourcesKnow the skill set needed Prove you need the resource Do not ask for resources if not needed Be aware of the ‘Halo Effect”

6. MODULE VI-AProject ExecutionChapter 1 – Project Team Develop Project Team TrainingCertain Team Members may need training to properly carry out their project assignments. This is especially true of Project Management training. Training can be formal (sending to a class) or informal (on-the-job training).

7. MODULE VI-AProject ExecutionChapter 1 – Project Team Develop Project Team Team BuildingThe intent of Team Building is develop a positive relationship between members of the Team Examples of Team Building Activities: Eating lunch together as a team Attending a sporting event together as a team A one day class on Behavioral Styles (Module II, Chapter 7)

8. MODULE VI-AProject ExecutionChapter 1 – Project Team Develop Project Team Rewards & RecognitionWe planned for this in Module V, Chapter 5) Let’s review some examples: Project Performance Award (all Stakeholders) Write ups in Project / Company Newsletters Bonus $$ Increase hourly rate of contractor Comments to Project Member’s Admin Manager Letters to a person’s Personnel File

9. MODULE VI-AProject ExecutionChapter 1 – Project Team Develop Project Team Co LocationHousing all members of the Project Team together in a ‘War Room Let’s Discuss Pros and Cons

10. MODULE VI-AProject ExecutionChapter 1 – Project Team Develop Project Team - Motivation Theories Motivating Team Members to stay on the project, doing their best, and (most importantly) going beyond their immediate project assignments by being creative. There are several motivation theories one can use to motivate Project Team members: Maslow’s Hierarchy of Needs Herzberg Theory McGregor’s Theory of X and Y Expectancy McClelland’s Theory of Needs

11. MODULE VI-AProject ExecutionChapter 1 – Project Team Develop Project Team - Motivation Theories Maslow’s Hierarchy of Needs

12. MODULE VI-AProject ExecutionChapter 1 – Project Team Develop Project Team - Motivation Theories Herzberg’s Theory This theory has two (2) elements - hygiene factors and motivating agents. Hygiene factors have a negative effect on the motivation of people. Examples: Working conditions Monetary compensation Social / professional status Quality of life (outside of work)

13. MODULE VI-AProject ExecutionChapter 1 – Project Team Develop Project Team - Motivation Theories Herzberg’s Theory This theory has two (2) elements - hygiene factors and motivating agents. Motivating Agents are elements within one’s work which motivate. Examples: Responsibility Recognition Career growth / learning

14. MODULE VI-AProject ExecutionChapter 1 – Project Team Develop Project Team - Motivation Theories McGregor’s Theory of X and Y This theory states that all people can be divided into two (2) groups: X People are lazy avoiding work and responsibility when possible They need to be watched constantly on a project. Y People are willing to work without being pushed and direct their own efforts.

15. MODULE VI-AProject ExecutionChapter 1 – Project Team Develop Project Team - Motivation Theories Expectancy This theory states that people (who believe hard work and productivity will result in reward) will be productive as long as rewards meet their expectations.

16. MODULE VI-AProject ExecutionChapter 1 – Project Team Develop Project Team - Motivation Theories McClelland’s Theory of Needs This theory states that people are motivated by one of three (3) needs: Need for Achievement Need for Affiliation Need for Power

17. MODULE VI-AProject ExecutionChapter 1 – Project Team Manage Project Team This process deals with assessing the performance of Project Team members and resolving project related issues. We will examine the following tools used to achieve these two (2) goals: Status Reports Periodic Face-to-Face Meetings Team Calendar Issues Log

18. MODULE VI-AProject ExecutionChapter 1 – Project Team Manage Project Team Status ReportsProject Status Reports should follow a predefined written format and submitted by all Project Team members to the Project Manager on a regular basis, e.g., weekly or bi-weekly. The format should include the following: Header (Project Name, Project Member Name, Reporting Period) Accomplishments This Reporting Period Activities Planned for Next Reporting Period Opportunities Taken Opportunities Not Taken Activities Behind Schedule Issues

19. MODULE VI-AProject ExecutionChapter 1 – Project Team Manage Project Team Status ReportsProject Status Reports should follow a predefined written format and submitted by all Project Team members to the Project Manager on a regular basis, e.g., weekly or bi-weekly. Let’s Discuss Status Reports

20. MODULE VI-AProject ExecutionChapter 1 – Project Team Manage Project Team Periodic Face-to-Face Meetings The Project Manager should meet with his team members face-to-face on a periodic basis (e.g., weekly or bi-weekly) to: Review personal goals and objectives of the Team member Discuss previous submitted Status Reports for clarification Ascertain the emotional health of the Team member (e.g., measure stress level) Discuss any project related concerns or issues the Team member may have

21. MODULE VI-AProject ExecutionChapter 1 – Project Team Manage Project Team Team Calendar

22. MODULE VI-AProject ExecutionChapter 2 – Direct and Manage Project Execution Project Kickoff Meeting Before Project Execution begins, a Project Kickoff Meeting should be held with all the key Stakeholders present. The purpose is to ensure that everybody is “on the same page” in regards to (non inclusive): Purpose and Scope of the project Who is on the Project Team What is the Project Schedule

23. MODULE VI-AProject ExecutionChapter 2 – Direct and Manage Project Execution Conflict Resolution Conflict is best resolved by those directly involved in the conflict. Several conflict resolution techniques are: Confronting (Problem Solving) Compromising Withdrawal (Avoidance) Smoothing (Accommodating) Collaborating Forcing

24. MODULE VI-AProject ExecutionChapter 2 – Direct and Manage Project Execution Conflict Resolution Confronting (Problem Solving) At first glance the terms ‘Confronting’ and Problem Solving’ do not seem to be related. However, we regard them as ‘the same’. Confronting means to solve the root cause of the conflict so that the conflict goes away. It is the best form conflict resolution and causes a ‘Win-Win’ condition.

25. MODULE VI-AProject ExecutionChapter 2 – Direct and Manage Project Execution Conflict Resolution Compromising Compromising is find a resolution to a conflict which provides some level of satisfaction to all parties involved in the conflict. Although this technique sounds like the best, it is not. It is second to Confronting. Why?

26. MODULE VI-AProject ExecutionChapter 2 – Direct and Manage Project Execution Conflict Resolution Withdrawal (Avoidance) Using this technique all parties involved in the conflict either ‘walk away’ or postpone finding resolution. Definitely, not the best technique for resolving conflicts. Smoothing (Accommodating) This technique involves all parties involved in the conflict to agree to a resolution. This technique is similar to Compromising.

27. MODULE VI-AProject ExecutionChapter 2 – Direct and Manage Project Execution Conflict Resolution Collaborating This technique involves reviewing all viewpoints to come to a consensus. This technique is similar to Compromising. Forcing This technique involves mandating one viewpoint over all others.

28. MODULE VI-AProject ExecutionChapter 2 – Direct and Manage Project Execution Power of Leadership We have previously discussed Leadership Styles (Module II, Chapter 7), now let’s talk about the types of Power found in Leadership. There are eight (8) types of power found in a leadership role: Reward Punishment Referent Expert Title Information Charismatic Contacts

29. MODULE VI-AProject ExecutionChapter 2 – Direct and Manage Project Execution Power of Leadership RewardPower derived from a leader’s ability to reward desired behavior, e.g., promotions, vacations, perks, monetary increases PunishmentPower derived from a leader’s authority to punish undesirable behavior, e.g., docking pay, terminating ReferentPower earned from being a ‘model of style’ ExpertPower earned by being an expert (similar to Referent) TitlePower derived from the title or position one has.

30. MODULE VI-AProject ExecutionChapter 2 – Direct and Manage Project Execution Power of Leadership InformationPower derived by controlling distribution of information CharismaticPower derived through the use of extreme communications skills (perhaps a Promoter Behavioral Style person) ContactsPower derived from who one knows

31. MODULE VI-AProject ExecutionChapter 2 – Direct and Manage Project Execution Quiz Time

32. MODULE VI-AProject ExecutionChapter 3 – Conduct Procurements Qualified Seller List To determine from ‘who’ you are going to buy something (e.g., software, equipment, contract labor) can take quite a long time. To streamline the ‘who’ question, many companies have a Qualified Seller List. The Sellers/Vendors on this list have been pre-qualified on the criteria we discussed in Module V, Chapter 4(Planning Procurement). Commonly used names for this list are: Preferred Vendors List Top Tier Vendors List Sole Source

33. MODULE VI-AProject ExecutionChapter 3 – Conduct Procurements Bidder Conference Once a finite number of Sellers/Vendors has been selected, the Buyer may request all finalists to attend a meeting to discuss their products/services and answer questions. The results of this meeting are documented and are sent to the Sellers/Vendors asked to bid on the work. Let’s Discuss the Pitfalls of the Bidder Conference

34. MODULE VI-AProject ExecutionChapter 3 – Conduct Procurements Buyer / Seller Exchange

35. MODULE VI-AProject ExecutionChapter 3 – Conduct Procurements Proposal Review After receiving proposals from various Sellers/Vendors, the Buyer now needs to evaluate those proposals based upon the criteria identified in the Plan Procurement Process (Module V, Chapter 4). Some of the techniques used to perform this evaluation are: Weighting System Independent Estimates Screening System Past History Performance Seller Presentation

36. MODULE VI-AProject ExecutionChapter 3 – Conduct Procurements Proposal Review Weighting System

37. MODULE VI-AProject ExecutionChapter 3 – Conduct Procurements Proposal Review Weighting System Let’s Do One in Class

38. MODULE VI-AProject ExecutionChapter 3 – Conduct Procurements Proposal Review Independent EstimatesThe Buyer may compare the Seller/Vendor’s proposed cost to an internally developed cost estimates or outside, third party estimates. Screening System A Screening system helps to quickly eliminate certain Seller/Vendors from consideration. Past Performance History The Buyer may take into consideration the Seller/Vendor’s past performance with the Buyer. Seller Presentation Many times Seller/Vendors wish to present their case in person via a formal presentation.

39. MODULE VI-AProject ExecutionChapter 3 – Conduct Procurements Negotiations The objectives of negotiating with a Seller/Vendor is to: Obtain a fair and reasonable price Establish a good business relationship with the Seller/Vendor Main items to negotiate are: Scope Schedule Price

40. MODULE VI-AProject ExecutionChapter 3 – Conduct Procurements Negotiations Other items to negotiate are: Responsibilities & Authority (could use a RACI Chart) Applicable Law Payment Schedule

41. MODULE VI-AProject ExecutionChapter 3 – Conduct Procurements Contract Let’s review the definition of a ‘Contract’: It is an agreement between persons or organizations to do something in exchange for some kind of compensation Contracts can involve agreements for: Purchase goods or services Doing research Leasing property Sponsoring an event ………………………………………..

42. MODULE VI-AProject ExecutionChapter 3 – Conduct Procurements Contract For a Contract to be ‘legal’, the following must exist: An offer Acceptance Consideration Legal Capacity Legal Purpose

43. MODULE VI-AProject ExecutionChapter 3 – Conduct Procurements Contract A contract, offer, or acceptance may be verbal or written. Written form has a greater ‘weight’ than verbal. Acceptance may also occur if a party does a certain action. Example: “If you want me to do that, action clause.”

44. MODULE VI-AProject ExecutionChapter 4 – Perform Quality Assurance External Project Entities Several entities may exist within the organization (i.e., agency or corporation) to perform Quality Assurance (QA) on your project: QA Audit Team PMO Financial Controls Team Sarbanes Oxley Team The checklists and procedures used by these entities are organization specific.

45. MODULE VI-AProject ExecutionChapter 4 – Perform Quality Assurance Embedded Quality Assurance Quality Assurance may be contained within the policies and procedures used on the project. An example of this is the inclusion of review points within an organization’s Systems Development Life Cycle (SDLC) called Stage Gates. There are normally six (6) such reviews: Stage Gate 1 Project Checklist Stage Gate 2 Analysis / Definition Stage Gate 3 Design Stage Gate 4 Prepare to Deploy Stage Gate 5 Deploy and Stabilize Stage Gate 6 Project Close

46. MODULE VI-AProject ExecutionChapter 4 – Perform Quality Assurance Embedded Quality Assurance In addition to these embedded project reviews, the project work plan may contain one or more scheduled: Business Readiness Reviews (BRRs) Live Environments Simulations (LESs)

47. MODULE VI-AProject ExecutionChapter 4 – Perform Quality Assurance Embedded Quality Assurance Business Readiness Reviews (BRRs) An entity within the organization but external to the project (e.g., PM) evaluates the readiness of the Stakeholders to receive the product or service to be delivered by the project. Live Environment Simulations (LESs) The product or service to be delivered by the project is given a ‘test drive’ by the expected end users of the product or service.

48. MODULE VI-AProject ExecutionChapter 5 – Project Communications Distribute Information Consider the Audience What do they already know and what are they concerned about? What sort of response do we need at this point in time? What do they need to hear to get the response we want?

49. MODULE VI-AProject ExecutionChapter 5 – Project Communications Distribute Information Consider the Content (Relevance & Clarity) Purpose – What is the primary purpose & what do we want this communication to actually achieve? Target - Who is the target audience? Core Messages - What do we need the target audience to understand or believe? Why this is important - Why should they believe it and/or why should they care? (what’s in it for us and them) Actions Required - What actions do we need the target audience to take/complete? By when? Close – How can you close with a relevant and positive note? Delivery - What tone, media and style would be most effective?

50. MODULE VI-AProject ExecutionChapter 5 – Project Communications Distribute Information DO Engage openly and honestly – acknowledge what you do not know, or cannot tell. Tailor your answer to the staff you are engaging. Keep messages short and simple (no IT-speak). Use speakers that have good rapport with the audience