Why Plan? ! Eliminate or reduce uncertainty Project Management ! Improve efficiency of the operation ! Obtain a better understanding of the objectives ! Provide a basis for monitoring and controlling work ! Focus team in the same direction A project without a plan is like a boat without a rudder. It will go, but where? Page 1 of 12 Page 2 of 12 21 April 2004 21 April 2004 rev 1.3 rev 1.3 Time, Objectives and Resources Cultural Planning Styles Objectives Time Resources American French Japanese Resources + Time = Objectives Page 3 of 12 Page 4 of 12 rev 1.3 21 April 2004 rev 1.3 21 April 2004 Statement of Work (SOW) Work Breakdown Structure (WBS) ! Narrative description of the work ! Breakdown of the total project into smaller task – Level 1: Total program – Specifications – Level 2: Project – Objectives – Level 3: Task – Scope – Level 4: Sub task – Funding limits – Level 5: Work Package ! Causes for misinterpretations – Level 6: Level of effort – No structure - tasks, specifications, approvals, and special instructions ! WBS provides the basis for: mixed together – Responsibility matrix – Imprecise language (nearly, optimum, and approximately) – Network scheduling – No pattern, structure or chronological order – Costing – Wide variation is size of tasks – Risk analysis – Wide variation in level of detail – Organizational structure – No third party review – Coordination of objectives – Control Page 5 of 12 Page 6 of 12 rev 1.3 21 April 2004 rev 1.3 21 April 2004 1
Work Breakdown Structure Network (PERT Chart) & Slack Time 4 Slack = 1 7 3 6 3 5 Slack = 4 Page 7 of 12 Page 8 of 12 21 April 2004 21 April 2004 rev 1.3 rev 1.3 PERT & Critical Path Management Cost and Control System 1. Create Work Breakdown Structure ! Am I on schedule? 2. Sequence WBS activities (arrow chart) ! Am I on budget? 3. Review arrow chart with line managers (experts) ! Am I meeting the project objectives? 4. Estimate activity duration by line managers ! How do I get back on track? (experts) ! How do I get the information to evaluate the above 5. Look at/adjust Critical Path items? 6. Place calendar dates on each event and insure ! How do I communicate the project's status to the resources are available rest of the world? Page 9 of 12 Page 10 of 12 rev 1.3 21 April 2004 rev 1.3 21 April 2004 Getting the Information Am I on schedule and on budget? ! Team is the key, the person doing the work is in the ! Gantt Charts best position to know how their part of the project is ! Network Charts going. ! Plan vs. Actual vs. Revised Plan ! Education about the Management Cost and Control ! Identify why things went faster or slower than System for the whole team planned ! MBWA - Management by working around - phone ! You can get lost in the tracking system calls, e-mail, video conferencing, face to face, time card input, status reports ! Trade off between status reporting and doing the work Page 11 of 12 Page 12 of 12 rev 1.3 21 April 2004 rev 1.3 21 April 2004 2
Crash Times & Mythical Man Month Failures of plans 1 0 1 0 9 9 ! Corporate goals not understood at lower 8 8 Months 7 Months 7 organizational levels 6 6 5 5 ! Plans encompass too much in too little time 4 4 3 3 2 2 ! Poor financial estimates 1 1 0 0 0 2 4 6 8 1 0 1 2 1 4 1 6 1 8 2 0 1 3 5 7 9 1 1 1 3 1 5 1 7 9 1 ! Plans based upon insufficient data People People ! No planning methodology Unpartionable Tasks Perfectly Partionable Tasks ! Planning performed by a planning group Months by Frederick P. Brooks, Jr. ! Management assumes that all activities will be 2 5 completed on schedule 2 0 Months 1 5 1 0 5 0 1 2 3 4 5 6 7 8 9 1 0 1 1 2 1 1 3 People Tasks with complex interrelationships Page 13 of 12 Page 14 of 12 21 April 2004 21 April 2004 rev 1.3 rev 1.3 Stopping a project Task Specific Leadership Style ! Final achievement of the objectives ! Matrix Dimensions – Task Behavior ! Poor initial planning and market prognosis – Relationship Behavior ! A better alternative is found ! Other's Readiness ! A change in the company strategy – Ability ! Allocated time is succeeded – Motivation ! Budgeted costs are exceeded ! Leadership Style – Directing ! Key people leave the organization – Guiding, Coaching ! Personal whims of management – Supporting, Participating ! Problem too complex for the resources available – Delegating Page 15 of 12 Page 16 of 12 rev 1.3 21 April 2004 rev 1.3 21 April 2004 Team development stages Sources of Conflict ! Forming Perceived Benefit " Initial awareness - why are we here? to Other " Will I be accepted? *B " Leadership: Dependence *D ! Storming O " Sorting-out process - bidding for control and power *C " Will I be respected? " Leadership: Independence ! Norming " Self-organization *A " How can I help the group? " Leadership: Interdependence Benefit to Self P = Party's Aspirations P ! Performing O = Other's Aspirations " Maturity and mutual acceptance " How can we do better? Perceived divergence of interests " Leadership: Interdependence Page 17 of 12 Page 18 of 12 rev 1.3 21 April 2004 rev 1.3 21 April 2004 3
Conflict Handling Modes Strategic Choices - Handling Conflict ! Inaction (Withdrawal) – Retreating from an actual or potential disagreement. Termination of efforts to resolve the conflict. Problem Solving Yielding ! Yielding (Smoothing) – Lowering one's aspirations. ! Contending (Forcing) Concern about – Any effort to resolve a conflict on one's own terms without regard to the other's outcomes other party's interests. Making threats, imposing penalties, preemptive actions. Inaction Contending ! Problem Solving (Confrontation, Compromising) – Any effort to identify the issues dividing the parties and to develop and move toward a solution that appeals to both sides. Concern about own outcomes Page 19 of 12 Page 20 of 12 21 April 2004 21 April 2004 rev 1.3 rev 1.3 4
Recommend
More recommend