ETI 4448 Applied Project Management

1. ETI 4448Applied Project Management Prof. Roy Levow Session 7

2. Chapter 7: Finalizing the Schedule and Cost Based on Resource Availability • Considering Resource Availability • Leveling Resources • Acceptably Leveled Schedule • Resource-Leveling Strategies • Cost Impact of Resource Leveling • Implementing Micro-Level Project Planning • Work Packages

3. Chapter Outline • Considering Resource Availability • Leveling Resources • Acceptably Leveled Schedule • Resource-Leveling Strategies • Cost Impact of Resource Leveling • Implementing Micro-Level Project Planning • Work Packages Chapter 7

4. Learning Objectives • Understand why resources should be leveled • Utilize various approaches to leveling resources • Determine the appropriate use of substitute resources • Define a work package and its purposes • Describe the format and explain the contents of a work package • Know when to require a work package description Chapter 7

5. Resource Availability and Leveling • Final part of the plan is to assign resources to the schedule • Resources may not be available at scheduled time • Resource Leveling – process to schedule how each resource is allocated to accomplish the task within the scheduled dates of the tasks • Purpose is to avoid overscheduling and to have a smooth flow of resources

6. Three Approaches to Resource-Leveling • Utilize available slack • Shift the project finish date • Smoothing – use overtime

7. Alternative Methods of Scheduling Tasks • Further decompose the task to accommodate resource’s schedule • Stretch a task • Assign a substitute resource

8. Cost Impact of Resource Leveling • No cost impact if resources are billable based on expended labor • Cost impact if resources are charged on calendar basis • Cost impact if there are incentives for early completion or penalties for late completion

9. Micro-Level Project Planning • Decomposition of tasks assigned to an individual – subtasks • Responsibility for completing task is assigned to task manager and subteam (can be one individual) • Can create mini-Network Diagram and Time-Scaled Resource Schedule

10. Example of Micro-Level Project Planning

11. Work Packages • “Statement by the each task manager as to how he or she plans to complete the task within the scheduled start and finish dates.”

12. Format of a Work PackageAssignment Sheet

13. Format of a Work PackageDescription Report

14. Chapter 8: The Need to Plan: Conducting the Joint Project Planning Session • The Importance of Planning • Joint Project Planning Sessions • Project Proposal • Contents of the Project Proposal

15. Learning Objectives • Understand the importance of planning to a TPM project • Understand the purpose of the Joint Project Planning session • Know how to plan a Joint Project Planning session • Decide who should attend the Joint Project Planning session • Understand all of the deliverables from the Joint Project Planning session • Explain the purpose of the project proposal • Know the contents of the project proposal

16. The Importance of Planning • Reduces Uncertainty • Increases Understanding • Improves Efficiency

17. Joint Project Planning Session Objective: Develop a project plan that meets the Conditions of Satisfaction (COS) as negotiated between the requestor and the provider, and as described in the Project Overview Statement.

18. JPP Attendees • Facilitator • Project Manager • Another Project Manager • JPP Consultant • Technographer • Core Project Team • Customer Representative • Resource Managers • Project Champion • Functional Managers • Process Owner

19. JPP Facilities • Comfortable (up to three days in one room) • Preferably on-site (minimize distractions) • Space enough for groups of four or five have separate tables, chairs, and flip charts. • No breakout rooms • Plenty of wall space to tape up charts • Whiteboard space • Equipment • Post-It Notes, tape, scissors, and colored marking pens • LCD projector and PC

20. JPP Agenda • Session 1 • Negotiate COS • Session 2 • Write POS • Session 3 (JPP Session) • First-level WBS • Decompose WBS • Estimate activity durations and resource requirements • Project Network Diagram • Determine critical path • Revise and approve project completion date • Finalize resource schedule • Gain consensus on project plan

21. JPP Deliverables • Work Breakdown Structure • Activity Duration Estimates • Resource Requirements • Project Network Schedule • Activity Schedule • Resource Assignments • Project Notebook

22. Parts of the Project Proposal • Background • Objective • Overview of the approach to be taken • Detailed statement of the work • Time and cost summary • Appendices

23. Chapter 9: Building and Managing an Effective Project Team • Project Manager vis-à-vis the Functional Manager • Projects as Motivation and Development Tools • Recruiting the Project Team • Establishing the Team Operating Rules • Managing Team Communications • Managing Multiple Team Projects • Executing a Multiple-Team Project

24. Learning Objectives • Explain the relationship between the project manager and the functional manager • Use projects for motivation and development • Understand the concept of job design and how it relates to project management • Define the three components of a project team • Describe the characteristics of an effective project manager • Describe the characteristics of an effective project team member Chapter 9

25. Learning Objectives (cont.) • Understand the different roles and responsibilities of core versus contracted team members • Help contracted team members become part of the team • Establish team operating rules for problem solving, decision making, and conflict resolution • Know the types of team meetings and when to use each type • Establish and use a team war room • Know project communications requirements and use • Organize the project team Chapter 9

26. Learning Objectives (cont.) • Understand the complexities and challenges of managing multiple-team projects • Understand the various requirements gathering processes • Define scope change processes and change management processes • Understand and use the Project Office, Core Team, and Super Team structures to manage a multiple-team project • Know how to select the best-fit project organizational structure for a multiple-team project Chapter 9

27. Project Manager vis-à-visthe Functional Manager • Project Manager’s objective – to complete the project on time, within budget, and to customer’s specifications • Functional Manager’s objective – to develop staff skills to meet project requirements and deployment of staff to projects • The conflict – assigning a trained professional to a project (training burden on Functional Manager) or an inexperienced professional to a project (training burden on Project Manager) Chapter 9

28. Projects as Motivation and Development Tools Hygiene Factors • Company Policy • Administrative Practice • Working Conditions • Technical Supervision • Interpersonal Relations • Job Security • Salary Hertzberg’s Theory of Motivation Motivators • Achievement • Recognition • Advancement and Growth • Responsibility • Work Itself Chapter 9

29. Projects as Motivation and Development Tools (Cont.) • Motivations from project work • Challenge • Recognition • Job Design • Skill Variety • Task Identity • Task Significance • Autonomy • Feedback Chapter 9

30. Recruiting the Project Team • Three separate components • Project Manager • Core Team • Contracted Team • Selecting a Project Manager • When: Ideally at the beginning of the project • Selection Criteria • Background and experience • Leadership and strategic experience • Technical expertise • Interpersonal competence • Managerial ability Chapter 9

31. Recruiting the Project Team (Cont.) • Selecting the Core Team • When: At least before the Joint Project Planning Session • Selection Criteria • Commitment • Shared Responsibility • Flexibility • Task-Orientedness • Ability to Work within Schedules and Constraints • Willingness for Trust and Mutual Support • Team-Orientedness • Open-Mindedness • Ability to Work across Structure and Authorities • Ability to Use Project Management Tools Chapter 9

32. Recruiting the Project Team (Cont.) • Contracted Team Members • When: Shortage of staff and/or skills • Implications: • Must be briefed on project and their role • Priorities may lie elsewhere • Quality may be poor because of poor commitment • Often require more supervision Chapter 9

33. Contracting Project Team Members • Steps in the Process • Identify needed skills, number of resources, and timeframe • List companies to invite a proposal from • Write the request for proposal (RFP) • Establish selection criteria for selecting vendors • Distribute RFP • Evaluate responses • Reduce list to the few who will make formal presentation • Conduct on-site presentation • Choose final vendor(s), prepare contract, and execute Chapter 9

34. Proposals and Contracts • Types of Proposals • Request for Information • Request for Proposal • Request for Quote • Types of Contracts • Retainer • Time and Materials • Time and Materials – Not to Exceed • Fixed Bid Chapter 9

35. Contract Management • Contract Administration • Written guidelines for managing the contract • Contract Cancellation • Clear guidelines on the conditions for cancelling the contract • Contract Closing • Acceptance criteria has been met • Debriefing sessions Chapter 9

36. Authority and Responsibility • Authority • Usually given to the project manager • Important to keep functional managers in the loop • Responsibility • Project manager solely responsible for finishing project on time, within budget, and according to customer specifications • Keep in constant communication with task managers Chapter 9

37. Balancing a Team • Measuring Balance • Kolb’s Learning Styles • Assimilating • Diverging • Accommodating • Converging • Develop a Team Deployment Strategy • Determine where the imbalance is • Develop a Team Development Plan • Use conflict resolution management techniques • Sensitivity training Chapter 9

38. Establishing Team Operating Rules • Situation requiring team operating rules • Problem solving • Decision making • Conflict resolution • Consensus building • Brainstorming • Team meetings Chapter 9

39. Establishing Team Operating Rules (Cont.) Couger’s Creative Problem Solving (CPS) Model Chapter 9

40. Establishing Team Operating Rules (Cont.) • Decision Making – Three Major Types • Directive: The person with authority makes all of the decisions • Participative: Everyone on the team participates in the decisions • Consultative: The person with authority makes all of the decisions but only after consulting with the team • Deciding which type to use • Time constraints • The importance of the decision Chapter 9

41. Establishing Team Operating Rules (Cont.) The Six Phases of the Decision-Making Process Chapter 9

42. Establishing Team Operating Rules (Cont.) The Six Phases of the Decision-Making Process Chapter 9

43. Establishing Team Operating Rules (Cont.) The Six Phases of the Decision-Making Process Chapter 9

44. Establishing Team Operating Rules (Cont.) • Conflict Resolution • Avoidant: Person tends to avoid direct confrontation • Combative: Person tends to seek out conflict or will instigate conflict at the slightest provocation • Collaborative: Person looks for win-win solutions. Will not avoid conflict but will try approach conflict in a reasonable manner Chapter 9

45. Establishing Team Operating Rules (Cont.) • Consensus Building • Reaching agreement through discussion • Not majority rule • All team members must agree on course of action • Brainstorming • Technique to focus creativity of the team Chapter 9

46. Establishing Team Operating Rules (Cont.) • Team Meetings • Procedural Matters • Meeting Frequency • Agenda Preparation • Meeting Coordinator • Recording and Distributing Meeting Minutes • Types of Meetings • Daily Status • Problem Resolution • Project Review Chapter 9

47. Establishing Team Operating Rules (Cont.) • Team War Room: a common meeting place that the team “owns” during the lifetime of the project • Physical Layout • Plenty of whiteboards • Large room or several small rooms with a common meeting room • Private work areas but within line of sight of each team member • Project artifacts within easy access Chapter 9

48. Managing Team Communications • Timing • Too soon and the information will be forgot • Too late and the information will not be useful for the situation • Content: Determine what information the team members need to be successful • Channels: • Face-to-Face • Videoconferencing • Email: Consider Volume, Tone, and Quality • Written Materials • Phone Chapter 9

49. Project Communications • Communication with the Sponsor • Ask the sponsor what he or she wants to know • Communicate on a regular basis with the sponsor • Upward Communication Filtering and “Good News” • Spinning bad news by making it sound like good news • Withholding bad news • Communicating with Other Stakeholders • Ask the stakeholders what they want to know • Communicate on a regular basis with the stakeholders Chapter 9

50. Managing Multiple Team Projects • “Any project that requires the involvement of two or more independent teams, who may have their own tools, templates, and processes.” Chapter 9