How to set up and manage a Project ?

1. How to set up and manage a Project ? Niten Chandra, IAS Joint Secretary Ministry of Rural Development Government of India chandra.niten@gmail.com Mob: 9958445904

2. Five Key Phases of Project Management • Set up and Contract • Plan Project • Implement • Monitor & Report Progress • Complete & Review Niten Chandra, JS, MoRD, GoI

3. Set up & Contract • Setting up Process • Develop Project Brief • Write Issue Statement • Define Mission & Key Objectives • Specify Outputs & Timings • Set Scope & Limits • Clarify Roles • Develop Personal Contracts • Develop Project Contract Niten Chandra, JS, MoRD, GoI

4. Setting up Process • Formulate issues, mission, objectives, output and timing • Identify and engage with Stakeholders, beneficiaries, clients and customers • Ascertain cross-departmental links • Assess the feasibility of project • Determine the principal means of achieving project mission and primary objectives • Work out the resources it will need and who will provide them • Recommend how far its scope and authority should extend • Formulate the best strategy for executing the project • Select and appoint team members • Arrange training to ensure common approach and understanding • Formulate and sign the contract Niten Chandra, JS, MoRD, GoI

5. Develop Project Brief Purpose : • To brief project team on its task • Helps in establishment of a project team • Provides preliminary terms of reference from which a project contract can be derived Niten Chandra, JS, MoRD, GoI

6. Sample Project Brief Issue Statement: Chronic inability of CAPART to meet its goals, poor networking, weak focus on rural community, entrenchment of malpractices and erosion of credibility Project Title: Restructuring of CAPART Mission: To enable CAPART meet its goal of rural prosperity through engagement with government and voluntary agencies Primary Objective: Change organizational structure within 3 months Required Outputs: Implementation plan, MPR, Notes for decision Timing Scope & Limits: Only MoRD & CAPART to be involved, no engagement of professionals Budget: Rs 25 lakhs Authorization procedure: Executive Committee & General Body, MRD Cost Center: CAPART Project termination date: 31/May/12. Members : DG(CAPART), JS (CAPART), Dir/US (CAPART)Support Team Signed Administrative Department Date Niten Chandra, JS, MoRD, GoI

7. Write issue statement It is a clear description of what the problem is and what needs to be improved Niten Chandra, JS, MoRD, GoI

8. Define Vision, Mission and Objectives • Vision provides the overall goal or purpose of the project. It defines how it will look like when we get there. It clarifies where the project is trying to get to. • Mission is what should be achieved in order to get to the vision. • Objectives are the means by which mission will be achieved. Niten Chandra, JS, MoRD, GoI

9. Specify Required Outputs and Timing • Reduces misunderstanding between owner and executant of project • Provides a basis for assessing progress • Provides means for establishing extent to which it has fulfilled project requirements • Output should include: • Plan to achieve mission • Milestones with dates • MIS • Interim progress report • Measures of progress • Audit report, UC, Evaluation study, documentation (video), etc. • Timing : online, monthly, quarterly, annual, etc. Niten Chandra, JS, MoRD, GoI

10. Set scope & limits • These prescribe the DONTs • Budget constraint • Territorial limits • Performance standard / target • Product type • Procedures or process standards • Limit of authority or delegation • It prevents team from straying into areas not allowed or waste effort on low priorities. • Limits have to be carefully judged so that they do not make objectives unrealistic. Niten Chandra, JS, MoRD, GoI

11. Agree project budget • Identify cost heads: • Manpower • Materials • Equipment • Premises • Expenses • Subcontractors: lawyers, auditors, consultants, etc. • Reorganization costs • Quantify project benefits over its life • Clarify authorization level and cost center. Niten Chandra, JS, MoRD, GoI

12. Clarify roles Getting the right players involved in clearly defined roles ensures the necessary experience, skills and personal qualities are available to the project. Without these the project is unlikely to succeed. Niten Chandra, JS, MoRD, GoI

13. Develop personal contracts • Contracts clarify what is expected and who is doing what. • It helps all parties in a project to define their roles and reach agreement with each other on how to work together. Niten Chandra, JS, MoRD, GoI

14. Develop project contract • Encourages team to feel a genuine party to the contract • Generates ownership of the means or the how • Helps to ensure project brief is appropriate • It should be signed to demonstrate commitment & understanding Niten Chandra, JS, MoRD, GoI

15. Plan What To Do • Use a Project Management Plan • Decide what to do • Develop implementation plans • Work breakdown structure • Key Activity & Task Plans • Responsibility Charts • Resource Requirement List • Cost Breakdown Structure • Produce a schedule • Gantt Chart • Critical Path Analysis • Draft Contingency Plans Niten Chandra, JS, MoRD, GoI

16. Use a Project Management Plan • This sets out five main phases in the life of a project and their key steps, with scheduled completion dates and assigned responsibilities: • Set up & contract, Plan project, Implement, Monitor & report progress, Complete & Evaluate Niten Chandra, JS, MoRD, GoI

17. Decide what to do • Collect data • Current processes • Performance standard • Measuring waste, errors • Surveying customers/ suppliers, etc. • Efficiency & productivity • Analyse root causes • Find best solutions • Check sheets • Data Display • Asking why • Brainstorming • Cause & effect analysis • Paired comparisons • Process mapping • Time cost analysis • Pareto analysis • Cost Benefit analysis • Decision Chart • Priorities Grid Niten Chandra, JS, MoRD, GoI

18. Develop Implementation Plans Niten Chandra, JS, MoRD, GoI

19. Develop Implementation Plans Niten Chandra, JS, MoRD, GoI

20. Develop Implementation Plans Niten Chandra, JS, MoRD, GoI

21. Responsibility Chart Responsibility Types: • P: Prime Responsibility • W: Does Work • A: Advises • I: Provides Input • D: Takes Decision • C: Must be consulted • IF: Must be Informed Niten Chandra, JS, MoRD, GoI

22. Resource Requirement List (Materials, manpower, systems, equipment, specialist help, funds, etc.) Niten Chandra, JS, MoRD, GoI

23. Cost Breakdown • Record the dates for expenditure authorized, invoice received and payment made. Niten Chandra, JS, MoRD, GoI

24. Produce a Schedule • Gantt or Bar Chart • Critical Path Method (CPM) • Programme or Performance Evaluation & Review Technique (PERT) Niten Chandra, JS, MoRD, GoI

25. Contingency Planning Project: Date: Prepared by: Niten Chandra, JS, MoRD, GoI

26. Implement Implementation is about getting things done according to plan and ensuring that a number of things are in place to support the activities and manage the resultant changes. Niten Chandra, JS, MoRD, GoI

27. Checklist for Successful Implementation • Community / Client Focus : Is the focus on community / client and the end users’ views and needs being attended to through regular check and feedback. • An Effective Communication System: knowing what should be communicated to whom, by whom, when, how, what outcomes are required, etc. Are goals, means, roles, responsibility, procedures, rules, guidelines and instructions clear to people ? • EffectiveTeamwork: what training, support and review mechanisms are in place. Is the Responsibility Chart working ? Do frictions persist ? • Working conditions: are the working conditions of team members adequate ? What incentives and awards are given to performers? • Information systems: Have measures been agreed ? How will data be captured, who will do it ? How will it link into the communications system? Is the protocol for sharing information with public in place ? • Progress Monitoring: Is the planned frequency and format working ? Are deviations analysed and corrective actions taken? • Risks and contingency planning: Have risks been identified and contingency planning done? What are the unforeseen problems and their likely impact ? How will they be dealt with ? • Legal, etc: Is full compliance to all legal, health, safety, administrative, audit and financial procedures being achieved ? Niten Chandra, JS, MoRD, GoI

28. Monitor & Report Progress • Is work being done within the estimates ? • Will each activity be completed within schedule ? • Is quality of work within specification? • Are expected results being achieved ? • Are there other changes or special problems ? Corrective Action MIS should be : Focussed on priorities Responsive i.e initiates corrective action Timely – no undue delays User friendly Flexible Simple & Clear • Clarifying roles & removing confusion • Rearranging the workload • Resolving disputes • Putting in more resources or effort • Moving target completion date(s) • Lowering targets Feedback (MIS) Results Chain Niten Chandra, JS, MoRD, GoI

29. Progress Report • Current Project Status: Cost, time & quality • Future Status: likely deviations • Critical Tasks status: • Risk Assessment: • Information relevant to other projects/States : lessons learnt, best practices Niten Chandra, JS, MoRD, GoI

30. Project Log Purpose: Monitor project process in a qualitative way to deal with important management issues and to generate useful information for future project improvement Niten Chandra, JS, MoRD, GoI

31. Financial Administrative MIS Monitoring & Evaluation Performance Audit Incentives Training Coordination Discipline Stress Management Niten Chandra, JS, MoRD, GoI

32. Training & Learning Stages • We come to know about something which is new and different • We understand the possible applications of the new idea or information • We accept the idea as useful, a desirable option and are willing to make the changes • We are able to apply the new learning. Niten Chandra, JS, MoRD, GoI

33. Management Competencies Niten Chandra, JS, MoRD, GoI

34. Job Description with Performance Plan & Behavioural Criteria Niten Chandra, JS, MoRD, GoI

35. Planning for Performance Niten Chandra, JS, MoRD, GoI

36. Reviewing Performance Niten Chandra, JS, MoRD, GoI

37. Aligning Members within an Organization Achievement of Department’s mission & objectives depends on how individuals within an organization are aligned with the mission & objectives. There are essential attributes that may be fostered in individuals to ensure proper alignment of individuals within a Department by building appropriate performance culture. Niten Chandra, JS, MoRD, GoI

38. Checking for Attributes Niten Chandra, JS, MoRD, GoI

39. Building Performance Culture in an Organization • Set short-term, challenging, motivating and realistic goals • Provide support for performance • Invite people to workshops and seminars to present success tales and share experience with others at agreed intervals • Appreciate & reward performers • Investigate problems with non-performers • Get together performers and non-performers to share the key success drivers, provide solutions & make the tasks doable for the non-performers. • Provide additional support, training to non-performers and lower their targets to make them achievable • Let non-performers attain the respect for showing performance, taste the joy of performance, and have the anxiety to avoid non-performance Niten Chandra, JS, MoRD, GoI

40. How can Leader solve problems of team members Niten Chandra, JS, MoRD, GoI

41. Outline Plan for Performance Discussion • Warm up • Job Responsibilities • What do you see as your major responsibilities at present • What are the priorities ? Why ? • What would you change about your project? • How could your time and talents be used better? • Performance goals • Overall, how do you we feel about the targets we set? • Have any of them proved to be inappropriate? Why? • Job accomplishments • How do you feel the job is doing? • What has interested you most in your project in the past? • What have been the major accomplishments? • Where do you think you are being most effective in your project? • Areas for Improvement • What disappoints or frustrates you most about your project at the present time? • Where do you feel least effective? • What can we do to increase your effectiveness • What help or support can we give you? • Assessment • Plans for Improvement • This should be discussed and agreed and not imposed • Conclusion • Summarize the discussion • Agree on future action • Describe what will happen with the results of the review • Thank everyone for their time and contribution Niten Chandra, JS, MoRD, GoI

42. Post-Completion Evaluation : Capitalising on Learning • Lessons Learnt • Things which could have been done better • Leadership and motivation • Enthusiasm and passion of the team members • Clarity & focus on goals • Coordination among interdependent units/departments • Quality of communication- internal & external, flow of information • Efficiency, effectiveness, flexibility, freedom, trust • Quality of support received • Authority, responsibility & delegation • Resourcing issues • Robustness and value of contract • Problems of personal time management Niten Chandra, JS, MoRD, GoI

43. Thank You Niten Chandra, JS, MoRD, GoI