Acknowledgment I am very thankful to everyone who all supported me, for i have completed my effectively and moreover on time. I am equally grateful to my lecturer Mr.S.Muhilan. He gave me moral support and guided me in different matters regarding the topic. He had been very kind and parents while suggesting me the outlines of this project and correcting my doubts. I thank him for his overall supports. Last but not the least, I would like to thank my parents who helped me a lot in gathering different information, data and guiding me from time to time in making this project .despite of their busy schedules ,they gave me different ideas in making this unique. Thanking you JanapriyanP (HND In Business) Project Management | Janapriyan P 1 Task 1.0 Important of project Management: Project management is a growing field used increasingly by businesses of all sizes. As entrepreneurs and company executives deal with the daily responsibilities of managing an organization, it is important to use dedicated project managers to oversee projects from conception to completion. Understanding effective project management techniques helps organizations carry out large-scale projects on time, on budget and with minimal disruption to the rest of the business. Temporary and Unique Venture While a business is a continuous and ongoing operation, a project is a temporary venture aimed at producing a unique product, service or process. In many cases, this uniqueness means there aren't any blueprints or steps in place to develop the end product. Project managers have expertise and experience in creating plans to deliver these items. In addition, they seamlessly integrate resources across a company's departments and utilize communication, planning and budgeting skills to bring projects to completion. Project Management Skills Many business projects involve large-scale planning that affects every department or aspect of a business. Implementing the project may mean dealing with human resources, budgetary and supply constraints. Accredited project managers are skilled in project management techniques specific to dealing with one-time projects. They can create plans to manage interdependence and address resource conflict. Organizations that use project management to monitor and control processes and schedules can more effectively complete their projects on time and on budget. Timeline Creating a project timeline requires coordinating project activities in conjunction with the ongoing business activities. A project manager will identify and detail activities required in each phase of a project and lead teams with members of your staff to carry out each phase. Working within the parameters of a project management plan, a schedule sets out target dates for completion of tasks within each phase. The time line is directly correlated to the scope of a project. Scope Project management is imperative for organizations implementing wide-ranging or comprehensive projects. Scope refers to the breadth of a project, or how much of the business will be affected, and the bigger the project, the more details and planning are required to successfully bring it to fruition. Carrying out a wide-scale business endeavor requires careful coordination to ensure minimal impact on ongoing sales and production. Budget Project management helps keep projects on budget. A good project management plan identifies anticipated costs early on to develop a realistic budget. Using resource conflict solutions, project managers can minimize the effect of funding a new project on operating capital by optimizing the allocation of workers. Coordinating tasks and clearly identifying goals or deliverables within phases reduces inefficiencies in time management that can result in being over-budget. Reference: - http://smallbusiness.chron.com/important-organizations-use-project-management-46723.html Project Management | Janapriyan P 2 Principles of project management • PM is the process of managing, allocating, and timing available resources to achieve the desired goal of a project in an efficient and expedient manner. • PM is the planning, scheduling and controlling of project activities to meet project objectives. • PM is widely recognized as a practical way of ensuring that projects meet objectives and products are delivered on time, within budget and to correct quality specification, while at the same time controlling or maintaining the scope of the project at the correct level. • • • • • • • Planning Organizing Staffing Directing Monitoring Controlling Representing The planning The planning is about the management’s process in the project. Mainly in the project they have plan the scope, cost, time. Time For analytical purposes, the time required to produce a deliverable is estimated using several techniques. One method is to identify tasks needed to produce the deliverables documented in a work breakdown structure or WBS. The work effort for each task is estimated and those estimates are rolled up into the final deliverable estimate. The tasks are also prioritized, dependencies between tasks are identified, and this information is documented in a project schedule. The dependencies between the tasks can affect the length of the overall project (dependency constrained), as can the availability of resources (resource constrained). Time is not considered a cost nor a resource since the project manager cannot control the rate at which it is expended. This makes it different from all other resources and cost categories. It should be remembered that no effort expended will have any higher quality than that of the effort-expenders. Scope Requirements specified to achieve the end result. The overall definition of what the project is supposed to accomplish, and a specific description of what the end result should be or accomplish. A major component of scope is the quality of the final product. The amount of time put into individual tasks determines the overall quality of the project. Some tasks may require a given amount of time to complete adequately, but given more time could be completed exceptionally. Over the course of a large project, quality can have a significant impact on time and cost (or vice versa). Together, these three constraints have given rise to the phrase “On Time, On Spec, On Budget.” In this case, the term “scope” is substituted with “specification.” Project Management | Janapriyan P 3 Cost Cost to develop a project depends on several variables including (chiefly): resource costs, labor rates, material rates, risk management (i.e. cost contingency), Earned value management, plant (buildings, machines, etc.), equipment, cost escalation, indirect costs, and profit. But beyond this basic accounting approach to fixed and variable costs, the economic cost that must be considered includes worker skill and productivity which is calculated by variation to project cost estimates. This is important when companies hire temporary or contract employees or outsource work. The organizing The organizing is identification of works going to be done for the project. Allocating the resources according to the identified works is the main part of organizing. Example: in the project if they need 2 computers more the organizer should arrange those. The Staffing Appointing an employee in a suitable position in order to the various abilities and talents of the employee is staffing. Example: appoint the staffs to do the works. The Directing Managing and giving the instructions to the staffs who have fixed to do the project is directing. Example: the project manager. The monitoring Checking the process of the project and oversees the staffs is monitoring. Example: supervisors. The Controlling Taking the actions and innovating is controlling. High authority management doing this process. Example: strategic managers. The representing The representing is related with marketing and working together with end users. Example: Sales representative. Project Management | Janapriyan P 4 Task 1.2 Project management process phases: 1. 2. 3. 4. initiating the project planning the project executing the project closing down the project 1. project initiation the first phase of project management process in which activities are performed to asses the size, scope, and complexity of the project and to establish procedures to support later project activities. Activities:1. establishing the project initiation team 2. establishing a relationship with customer 3. establishing project initiation plan 4. establishing management procedures 5. establish project management environment and project workbook Depending on the project some of these initial activities may be unnecessary and some may be very involved. 2.Pproject planning The Project Planning provides an overall framework for managing Project Costs and schedules. Project Planning takes place at the beginning and at the end of each Project Phase. Project Planning involves defining clear, discrete “Activities” or “Tasks” and the work needed to complete each Activity. An ACTIVITY is any work that has a beginning and an end. And requires the use of Project resources including people, time and money. Activities are the basic units of work that Project Manager Plans, monitors so Activities should be relatively small and manageable. Project Management | Janapriyan P 5 Activities:1. Describing Project Scope, Alternatives and feasibility 2. Dividing the Project into manageable tasks (WBS) 3. Estimating and creating a Resources Plan 4. Developing a Preliminary Project Schedule 5. Developing a Project Communication Plan 6. Determining Project Standards and Procedures 7. Identifying and Assessing Project Risks 8. Developing a Statement of Work 9. Setting a Baseline Project Plan. 3. Executing the project The third phase in project management process in which the plans created in the prior project phases are put to action.if you develop a high quality project plan, it is much more likely that the project will be successfully executed. Key activities of project execution 1. executing baseline project plan 2. monitoring project progress against the baseline plan 3. monitoring changes to baseline plan 4. maintaining the project workbook 5. Communicating the project status. 4. Closing down the project The final Phase of Project Management process which focuses on bringing a Project to an end. Closedown is a very important activity since a Project is not complete until it is closed and it is at closedown that projects are deemed a success or failure. Projects can conclude with a natural or unnatural termination. Natural termination occurs when the requirements of the Project have been met and thus the Project completed and is a success. An Unnatural termination occurs when the Project is stopped before natural completion. Project Management | Janapriyan P 6 Task 1.4 A project can be said to be terminated when work on the substance of the project has ceased or slowed to the point that further progress is no longer possible. There are four fundamentally different ways to close out a project: extinction, addition, integration, and starvation Project Termination Project termination is one of the most serious decisions a project management team and its control board have to take. It causes frustration for those stakeholders who sincerely believed - and in most cases still believe – that the project could produce the results they expected, or still expect. The project manager and his or her team members, very important stakeholders of the project as well, will feel that they personally failed. They also will be scared of negative consequences for their careers; their motivation and consequently, productivity will decrease significantly. In contrast to that, we are convinced that conscious project termination at the right time, based on clear and well communicated criteria, profoundly discussed with the whole project management team, and finally mutually decided, is one of the boldest actions the involved or affected members of an organization can take. What can we do to avoid those negative consequences? Here, we list what we hear in our training, consulting, and coaching sessions, together with our own experiences:         A clearly communicated strategy of the organization Clearly communicated reasons why and how the project supports that strategy, and under what conditions it does not Clearly set and communicated project success criteria (in terms of scope, schedule, and budget), if possible clearly set and communicated termination criteria High level management attention, even for smaller projects, and even then when everything still seems to be on track Periodical review meetings with the control board Open discussions with the control board about problems and possible solutions or alternatives, including termination In case the project has to be terminated, a clear commitment of the control board and high level management towards the project management team in order to enable the team to follow the project closure procedures Upon successful termination, similar rewards and incentives for the project manager and his or her team as with regular project closure Project Management | Janapriyan P 7 Reasons Why Project Termination Becomes Necessary              Technical reasons Requirements or specifications of the project result are not clear or unrealistic Requirements or specifications change fundamentally so that the underlying contract cannot be changed accordingly Lack of project planning, especially risk management The intended result or product of the project becomes obsolete, is not any longer needed Adequate human resources, tools, or material are not available The project profit becomes significantly lower than expected, due to too high project cost or too low project revenue The parent organization does not longer exist The parent organization changes its strategy, and the project does not support the new strategy Force majeure (e.g. earthquake, flooding, etc.) Necessary conditions disappear Lack of management support Lack of customer support Whenever along the life cycle of a project it becomes clear that we have to terminate it, there will be achievements we need to document. The least achievement is new knowledge and experience about what does not work. We need to document this so that the organization does not run into a similar situation again. Therefore, we emphasize again that it is vital to run the regular project closure procedures for a project we have to terminate. As such, adequate project termination marks successful project management. Reference: - http://www.project-management-knowhow.com/project_termination.html Project Management | Janapriyan P 8 Task 1.5 A systematic analysis of a proposed project's viability using financial and economic appraisal tools to determine the cost-benefit of proceeding with the project and its cost-effectiveness in meeting its intended objectives. A standard criterion is then used to compare several project alternatives. Systematic and comprehensive review of the economic, environmental, financial, social,technical and other such aspects of a project to determine if it will meet its objectives. Read more: http://www.investorwords.com/19172/project_appraisal.html#ixzz2pXX3HTyV How to Prepare for the Post-Project Evaluation A post-project evaluation (also called a post-project review or lessons learned) is an assessment of project results, activities, and processes that allows you to    Recognize project achievements and acknowledge people’s work. Identify techniques and approaches that worked, and devise steps to ensure they’re used in the future. Identify techniques and approaches that didn’t work, and devise steps to ensure they aren’t used again in the future. A project postmortem is another term for post-project evaluation. Take steps in each stage of your project’s evolution (starting the project, organizing and preparing, carrying out the work, and closing the project) to lay the groundwork for your post-project evaluation Starting the project:    Determine the benefits your project’s drivers wanted to realize when they authorized your project. If your project is designed to change an existing situation, take before measures to describe the existing situation so that you have something to compare to the aftermeasures you take when the project is completed. Organizing and preparing:    Identify additional project drivers you may have overlooked in the first stage of your project. Your project drivers’ expectations serve as the criteria for defining your project’s success, so you want to know who they all are before you begin your project’s work. Develop clear and detailed descriptions of all project objectives. Include the activity Conduct a post-project evaluation in your Work Breakdown Structure (WBS), and allow time and resources to perform it. Project Management | Janapriyan P 9  Carrying out the work:     Tell team members that the project will have a post-project evaluation. Encourage team members to record issues, problems, and successes throughout their project involvement in a handwritten or computerized project log. Review the log when proposing topics for discussion at the post-project evaluation meeting. Maintain files of cost, labor-hour charges, and schedule performance reports throughout the project. Closing the project:    If changing an existing situation was a project objective, take after measures of that situation’s key characteristics to see whether you successfully met that objective. Obtain final cost, labor-hour, and schedule performance reports for the project. Survey key stakeholders to determine how well they feel the project addressed their needs and their assessments of project team and project manager performance. Reference: - http://www.dummies.com/how-to/content/how-to-prepare-for-the-postproject-evaluation.html Project Management | Janapriyan P 10 Task 2.1 The typically hierarchical arrangement of lines of authority, communications, rights and duties of an organization. Organizational structure determines how the roles, power and responsibilities are assigned, controlled, and coordinated, and how information flows between the different levels of management.A structure depends on the organization's objectives and strategy. In a centralized structure, the top layer of management has most of the decision making power and has tight control over departments and divisions. In a decentralized structure, the decision making power is distributed and the departments and divisions may have different degrees of independence. A company such as Proctor & Gamble that sells multiple products may organize their structure so that groups are divided according to each product and depending on geographical area as well. An organizational chart illustrates the organizational structure. Read more: http://www.businessdictionary.com/definition/organizational-structure.html#ixzz2pXjjmOHf Project Roles and Responsibilities:e Project Manager:The person responsible for developing, in conjunction with the Project Sponsor, a definition of the project. The Project Manager then ensures that the project is delivered on time, to budget and to the required quality standard(within agreed specifications). He/she ensures the project is effectively resourced and manages relationships with a wide range of groups (including all project contributors). The Project Manager is also responsible for managing the work of consultants, allocating and utilising resources in an efficient manner and maintaining a co-operative, motivated and successful team. Responsibilities • Managing and leading the project team. • Recruiting project staff and consultants. • Managing co-ordination of the partners and working groups engaged in project work. • Detailed project planning and control including: • Developing and maintaining a detailed project plan. • Managing project deliverables in line with the project plan. • Recording and managing project issues and escalating where necessary. • Resolving cross-functional issues at project level. • Managing project scope and change control and escalating issues where necessary. • Monitoring project progress and performance. • Providing status reports to the project sponsor. • Managing project training within the defined budget. • Liaises with, and updates progress to, project board/senior management. • Managing project evaluation and dissemination activities. Project Management | Janapriyan P 11 • Managing consultancy input within the defined budget. • Final approval of the design specification. • Working closely with users to ensure the project meets business needs. • Definition and management of the User Acceptance Testing programme. • Identifying user training needs and devising and managing user training programs. • Providing regular status reports to the IPSC Programme Board. Title Role Project Sponsor:The person who commissions others to deliver the project and champions the cause throughout the project. They will normally be a senior member of staff with a relevant area of responsibility that will be affected by the outcome of the project. They are involved from the start of the project, including defining the project in conjunction with the Project Manager. Once the project has been launched they should ensure that it is actively reviewed. The Project Sponsor is usually the one who has to negotiate a path through the tricky diplomatic areas of the project although the Project Manager will most likely be involved in such areas from time to time too. Responsibilities • Acts as champion of the project. • Is accountable for the delivery of planned benefits associated with the project. • Ensures resolution of issues escalated by the Project Manager or the Project Board. • Sponsors the communications programme,communicates the programme’s goals to the organization as a whole. • Makes key organization/commercial decisions for the project. • Assures availability of essential project resources. • Approves the budget and decides tolerances. • Leads the Project Board. • Ultimate authority and responsibility for the project. Title Role Project Board This group, normally containing management grade personnel, is responsible for overseeing the progress of the project and reacting to any strategic problems. The group is optional, as the SponsorManager relationship may be seen as the best means of control, but is usually required in large projects that cross-functional boundaries. Responsibilities • Championing the project and raising awareness at senior level. • Approving strategies, implementation plan, project scope and milestones. • Resolving strategic and policy issues. • Driving and managing change through the organisation. • Prioritising project goals with other ongoing projects. • Communicating with other key organisational representatives. Title Role Project Management | Janapriyan P 12 Senior Consultant or Supplierside Project Manager The person responsible for managing supplier-side input to the project. Responsibilities • Ensures that mandatory supplier requirements are met. • Manages the production and approval of the supplier side of the budget. • Makes effective use of supplier resources within the approved budget. • Tracks performance of consultants and takes appropriate action. • Proactively develops a collaborative relationship with the organisation to Project Steering Board level. • Ensures that there are clear communication paths within the project team and the organisation and supplier. • Acts as main point of contact between the supplier and the organisation. • Produces and monitors financial reports including entry and maintenance of all actual time and expense against the master plan. • Day to day management of supplier staff assigned to the project. • Quality Assures the work of supplier staff assigned to the project. • Encourages the transfer of product knowledge and skills to the appropriate staff within the organisation. . Title Role Project Team Members The staff who actively work on the project, at some stage,during the lifetime of the project. Some may have a specific role – for example, the Team might include a Project Administrator (see below). Responsibilities Team member roles will vary depending on the type of project. Typically they might be to: • Provide functional expertise in an administrative process • Work with users to ensure the project meets business needs • Documentation and analysis of current and future processes/systems • Identification and mapping of information needs • Defining requirements for reporting and interfacing • User training Title Role Project Administrator or Co-ordinator Responsible for maintenance of the project plan, maintenance and updating of a project website (if appropriate). Provides administrative support to the Project Manager. This role is most likely to be required in larger cross-functional projects. Project Management | Janapriyan P 13 Responsibilities • Sets up and manages support functions covering planning, tracking, reporting, quality management and internal communication. • Produces consolidated reporting to the Project Board, including milestone summary, key issues, risks,benefits,summary of costs incurred. • Establishes standards, tools and procedures for use on the project, including Issue, Risk, Change and Information Management. • Manages the Project Library. • Reviews project activities for compliance with procedures and standards. • Manages the support and provision of project tools and equipment. • Manages data security, software and license control. • Assists with the production of user documentation. • Assists with testing. Title Role Systems Developer;To work with the Project Manager on defining and executing development requirements. Responsibilities • Working with the Project Manager on definition of development requirements and priorities. • Data Migration. • Interfaces with other systems. • Reporting configuration and deployment. • Set up and maintenance of security rights and access permissions. • Contributing to technical strategy, policy and procedure. • Development and operation of technical testing programmes. • Production of technical documentation to agreed quality standards. • Reporting on progress/issues to management and users. Title Role System Administrator Management and support of the IT system environments Responsibilities • Management and support of the various environments. • Network operating systems management and support. • Database management and support. • Back-up and disaster recovery measures. • Contributing to technical strategy, policy and procedure. • Development and operation of technical testing programmes. • Production of technical documentation to agreed quality standards. Project Management | Janapriyan P 14 Title Role Programme Manager This role is relevant if there are several related projects. Responsibilities • Overall management and co-ordination of the programme of projects. • Contributing to strategy, policy and procedure. • Management of supplier/contractual relationships. • Budgetary control of the programme of projects. • Monitoring of, and responding to, issues at the programme level. • Providing regular status reports to the IPSC Programme Board. Project Management | Janapriyan P 15 Task 2.2 Management styles are characteristic ways of making decisions and relating to subordinates. Management styles can be categorized into two main contrasting styles, autocratic and permissive.Management styles are also divided in the main categories of autocratic, paternalistic, and democratic. Project Management Leadership Styles Management Styles Defined Daniel Goleman, psychologist and author of the 1995 bestseller Emotional Intelligence, defined project management styles as follows:      Authoritative – A manager who falls under this style has a vision and is happy to share it with their team. They encourage and allow staff and team members to collaborate on project. An authoritative manager is project-knowledge-full and their teams notice and respect that knowledge. They recognize individual contributions and encourage strengths. Coercive – Many managers who work with junior teams use the coercive style. Some team members often view this as a dictator type style; however, the project manager’s strengths are essential in outlining an entire project, setting the project scope, and monitoring the project to the end. Little input is allowed from junior associates with this management strategy. Project managers who use this style should be careful only to use it when team members have inadequate knowledge, education or drive to complete projects collaboratively. Democratic – A project manager who does not lead or guide at all falls under this project management leadership style. Consider a football team without a coach or an art class lacking an instructor and you have the gist of this style. Because of the democracy atmosphere, all project team members are allowed input, which can often lengthen the time of the project. An upside to this style is employee morale. All For One & One For All – A manager with the all for one and one for all management style is likely found inmicrobial community project management. People are encouraged to work at their own pace and use individual creativity. Managers of Gen X and Y often fall into this category because of the way they define how work and projects balance within their lifestyle, a strong trait of Gen Y and X. Too little guidance or supervision, however, can deter or lengthen the project and its goals. Pacesetter – While one would think a pacesetter would reward and offer clear goals to get the job done, this is not the case. Pacesetters expect the highest standards from their teams and will often terminate the weak. Managers who utilize this style should expect a lot of stress within teams. Project Management | Janapriyan P 16   The Team Leader – A strong coaching trait and patience appears in managers who utilize the team leader style. They are experts in risk management and change control skills because of their encouraging personality, even through downturns or failures. Which Management Style Is Best? If you search for project management leadership styles on the Internet, almost every expert agrees that no management style is able to fit all projects. Unfortunately, managers who are unable to be flexible, trustworthy, open, and inspiring may have a combination of the varying traits of management styles with no clear definition to guide a team. Leadership Qualities of a Manager: Integrity One of the most important things a manager must remember is that his or her actions, and not words, set the modus operandi for the team. Good leadership demands commitment to, and demonstration of, ethical practices. Creating standards for ethical behavior for oneself and living by these standards, as well as rewarding those who exemplify these practices, are responsibilities of leaders. Leadership motivated by self-interest does not serve the well being of the team. Leadership based on integrity represents nothing less than a set of values others share, behavior consistent with values and dedication to honesty with self and team members.In other words the leader "walks the talk" and in the process earns trust. Enthusiasm Plain and simple, we don't like leaders who are negative - they bring us down. We want leaders with enthusiasm, with a bounce in their step, with a can-do attitude. We want to believe that we are part of an invigorating journey - we want to feel alive. We tend to follow people with a can-do attitude, not those who give us 200 reasons why something can't be done. Enthusiastic leaders are committed to their goals and express this commitment through optimism. Leadership emerges as someone expresses such confident commitment to a project that others want to share his or her optimistic expectations. Enthusiasm is contagious and effective leaders know it. Empathy What is the difference between empathy and sympathy? Although the words are similar, they are, in fact, mutually exclusive. According to Norman Paul, in sympathy the subject is principally absorbed in his or her own feelings as they are projected into the object and has little concern for the reality and validity of the object's special experience. Empathy, on the other hand, presupposes the existence of the object as a separate individual, entitled to his or her own feelings, ideas and emotional history (Paul, 1970). As one student so eloquently put it, "It's nice when a project leader acknowledges that we all have a life outside of work." Project Management | Janapriyan P 17 Competence Simply put, to enlist in another's cause, we must believe that that person knows what he or she is doing. Leadership competence does not however necessarily refer to the leader's technical abilities in the core technology of the business. As project management continues to be recognized as a field in and of itself, leaders will be chosen based on their ability to successfully lead others rather than on technical expertise, as in the past. Having a winning track record is the surest way to be considered competent. Expertise in leadership skills is another dimension in competence. The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are to be seen as capable and competent. Ability to Delegate Tasks Trust is an essential element in the relationship of a leader and his or her team. You demonstrate your trust in others through your actions - how much you check and control their work, how much you delegate and how much you allow people to participate. Individuals who are unable to trust other people often fail as leaders and forever remain little more that micromanagers,or end up doing all of the work themselves. As one project management student put it, "A good leader is a little lazy." An interesting perspective! Cool Under Pressure In a perfect world, projects would be delivered on time, under budget and with no major problems or obstacles to overcome. But we don't live in a perfect world - projects have problems. A leader with a hardy attitude will take these problems in stride. When leaders encounter a stressful event, they consider it interesting, they feel they can influence the outcome and they see it as an opportunity. "Out of the uncertainty and chaos of change, leaders rise up and articulate a new image of the future that pulls the project together." (Bennis 1997)And remember - never let them see you sweat. Team-Building Skills A team builder can best be defined as a strong person who provides the substance that holds the team together in common purpose toward the right objective. In order for a team to progress from a group of strangers to a single cohesive unit, the leader must understand the process and dynamics required for this transformation. He or she must also know the appropriate leadership style to use during each stage of team development. The leader must also have an understanding of the different team players styles and how to capitalize on each at the proper time, for the problem at hand. Problem Solving Skills Although an effective leader is said to share problem-solving responsibilities with the team, we expect our leaders to have excellent problem-solving skills themselves. They have a "fresh,creative response to here-and-now opportunities Reference:- E.Book Prepared by: Michael McCormick, Management Consultant – September 2011 ,www.mccormickpcs.com Project Management | Janapriyan P 18 Task 2.3 The most important resource to a project is its people—the project team. Projects require specific expertise at specific moments in the schedule, depending on the milestones being delivered, or the given phase of the project. An organization can host several strategic projects concurrently over the course of a budget year, which means that its employees can be working on more than one project at a time. Alternatively, an employee may be seconded away from his/her role within an organization to become part of a project team because s/he has a particular expertise. Moreover, projects often require talent and resources that can only be acquired via contract work and third party vendors. Procuring and coordinating these human resources, in tandem with managing the time aspect of the project, is critical to overall its overall success. Planning When Planning Human Resource Management the first thing is to identify all the project roles and responsibilities. Documenting the reporting relationships and the Staffing management plan are key in the planning process. Project roles are roles taken up by individuals or groups within or outside of the project it self. The Staffing management plan brainstorms ideas for acquiring team members. It figures out training needs and hiring and releasing information. It holds information about safety and the impact the plan has on the project. Inputs To properly define responsibilities and project roles we must look at the inputs involved. Understanding the ways that the existing groups will be involved and how the technical disciplines and individuals interact. Organizational inputs A team must determine what organization groups there are for the project, what role and service they provide and how the groups interact with each other allowing them to complete tasks as one unit. Once all the groups are determined. Then we must look at the Technical side of things and determine what special technologies may need unique ways of integration such as (New computer Software, languages, New Hardware Systems). A team will also have to try and predict any problems that might occur during transition from each life cycle Phase that might greatly hinder and slow down the project. Having tried to predict some of the problems will greatly help the team by allowing them to have an understanding of what things might occur so that they can be ready for them if or when they happen. While the team is looking at what problems might occur they should also look at other areas of the project that might need special attention. This should be done so that if something special is needed to be done to complete a task it’s not a surprise to the team and someone with the abilities needed, can be found and ready to help. Finally we must view the interpersonal relationships and determine the preexisting relationships and communications barriers that could exist as well as the relationship, if any, between supplier and client. Then we should ask some Logistics questions: How much distance is involved between individuals and technologies within the project?(For example a server in a different continent while two team members are based in opposing continents) What kind of transportation may be needed between two parties involved in the project? Project Management | Janapriyan P 19 In conjunction with these questions about the inputs it is a good idea to have some tangible tools while analyzing all inputs. As experience with project management grows so does certain lessons learned. It is a good idea to stick with things which worked in the past and avoid the things that didn't. By forming Templates and Checklists these things can be easily done and therefore reduce project time greatly. With Templates documentation can be completed much faster and allow for more uniform work. With Checklists projects can keep on schedule, they allow everything to be done and not forgotten allowing the project train to stay on it's tracks. Tools Organization Charts and Position Descriptions There are a few different ways to record roles and responsibilities of team members. There are three different ways to document information; hierarchical, matrix, and text-oriented. However the methods are used, the main idea is to make sure each team member knows their roles and responsibilities. Techniques. Necessary Conditions To Consider    Support Commitment Participation Templates All projects are different but the majority of projects have similarities. The organizational planning time will move faster if similarities between projects are implemented or using role and responsibility definitions. Creating a template for the entire project to make sure staff don’t start drifting out of scope can also be a good idea. This template (depending on your project) most likely will not be functioning, more or less just a visual representation of the work to be completed. Once a visual representation is set up people will know in what order tasks need to complete. Project Roster Proper planning will have you determining the required skills to place employees in the proper areas to work most efficiently. This could include hiring new staff or transferring employees from certain sections. A great idea on determining placement for employees is creating a project Roaster. A roster will help you outline the roles and responsibilities for each staff member, by the projects scope, and work to be completed. In developing the roster, eventually it will identify how many members should be designated to which section, or where to fill in the gaps so to speak. Project Support Team Setting up a project support team is something to consider. It does require additional funding and staff; however stalls or problems in the project may be completed faster if veteran project managers or IT professionals are on call. Project Management | Janapriyan P 20 Hiring a Consultant Hiring a consultant could be a good way for you to get the ball rolling for a major project. Some one with experience motivating people and following through with large scale projects would definitely be an asset to the work at hand. Human Resource Practices There are many policies, guidelines, or procedures that a business or organization might have that can greatly speed up organizational planning. A project management team can use these to better understand the roles of specific management or how other processes in the organization work. Organizational Theory Needs to be understood by all team members so that they can quickly respond to the requirements of a project by having the general knowledge of the way teams, departments and people perform. Costs Keeping track of costs and budgeting can be a small problem. A Good option is to make an excel spread sheet or some other type of basic budget to abide by for the initial process of the project. This way other spending can be outlined to speed up the process or set funding where it would be better used. Summary All aspects of staff working and their potential in a specific project section have to be considered to have a good start in a project. If required people can be moved but then Project Managers have to reevaluate the situation and then bring the transferred members up to speed, which can be lengthy and non cost-effective. Keep in mind the mentioned aspects above when creating a project, they will definitely save time and money when working with large scale projects. Reference: http://en.wikibooks.org/wiki/Project_Management/PMBOK/Human_Resources_Management when gathering requirements for a project, a manager needs to go beyond specifying what is being developed (scope) and when it will be delivered (time). S/he also needs plan quality measures into each deliverable, which contributes towards the end product or service. One can think of quality management as answering the "how" part of problem solving. In the planning process, a project manager assesses product/service specifications and arrives at S.M.A.R.T (Smart, Measurable, Attainable, Realistic, and Timely) quality criteria for each deliverable. These plans are executed throughout the project lifecycle (via testing, inspections, walkthroughs etc.). As the project manager controls and monitors the project, s/he may modify and correct product/service specifications and plans to achieve better quality. Lastly, the project manager conducts an audit of product/service quality as the project reaches closure. A key concern of the project manager at this stage is to have stakeholders formally accept the final product/service through achieving a sign-off document. If quality planning and execution are done properly within a project, it makes the endproduct more appealing to stakeholders. Project Management | Janapriyan P 21 Planning Quality planning involves identifying which quality standards are relevant to the project and determining how to satisfy them. It is important to perform quality planning during the Planning Process and should be done alongside the other project planning processes (i.e. Time Planning, Risk Planning, etc.) because changes in the quality will likely require changes in the other planning processes, or the desired product quality may require a detailed risk analysis of an identified problem. It is important to remember that quality should be planned, designed, then built in, not added on after the fact. Inputs Enterprise Environmental Factors Factors which are related to the type of business the project is being produced for can have an effect on its quality. Such factors include government or industry standards, marketplace conditions and stakeholder risk tolerances. Organizational Process Assets Organization Process Assets (or "OPAs") are inputs which come from the organization(s) producing the project. They include quality policies, procedures and guidelines, historical databases and lessons learned from previous projects. An organization's quality policy may be adapted to a particular project, or used "as is." If no quality policy exists, or if more than one organization is working on the project, the project management team needs to develop one. The project management team is also responsible for making sure the stakeholders are aware of quality policy. Project Scope Statement The project scope statement details the deliverables, objectives, thresholds and acceptance criteria that the project must meet. This makes it very important to quality planning. Acceptance criteria describe the requirements and conditions that must be achieved before deliverables will be accepted. If the deliverables satisfy the acceptance criteria, then the result is the customer's needs being met. The acceptance criteria can drastically increase or decrease the costs of project quality. In addition, the product scope statement may contain a scope description which contains issues that may affect quality planning. Tools and Techniques Cost-Benefit Analysis During the quality planning process it is important to consider cost-benefits trade-offs. The key benefit of meeting sufficient quality requirements is that it results in less rework, which in turn results in higher productivity, lower costs, and greater satisfaction from the stakeholder. The main cost of achieving such quality requirements is the expense the comes with activities relating to Project Quality Management. Benchmarking The process of benchmarking compares planned or existing project practices to the practices set in place for other projects in order to generate ideas as to which areas of the project could be improved upon. Furthermore, it is also used to provide a basis for measuring overall performance. The projects used for comparison can be from within the performing organization or from a source outside of it, and do not necessarily have to be from within the same application area to be used. Project Management | Janapriyan P 22 Design of Experiments (DOE) Design of Experiments (DOE) is a method used to identify factors which may influence certain aspects of a product or process during the time it is under development or in production. It also holds a key role in the process of optimizing products/processes. An organization would use DOE to reduce the sensitivity of product performance to factors caused by differences in manufacturing or the environment. The main benefit of DOE is that it provides the organization with a framework to systematically change all of the important factors associated with a project, rather than changing them one at a time. By analyzing the data obtained, an organization can find the optimal conditions for their product/process, with a focus on factors influencing the results, and showing the existence of correlations and interactions within the factors. Cost of Quality (COQ) Quality costs are the total of all costs incurred in preventing non-conformance to established project/process requirements, appraising the product for conformance to requirements, and any rework necessitated by a failure to meet requirements. Failure costs are divided into internal and external costs. Failure costs are also known as cost of poor quality. Additional Quality Planning Tools Additional quality planning tools are often used to better define the situation and assist in planning effective and efficient quality management activities. These include brainstorming, affinity diagrams, nominal group techniques, matrix diagrams, flowcharts, and prioritization matrices. Summary By keeping the benchmarks for required levels of quality in mind, such as Enterprise Environmental Factors and Organizational Process Assets, projects will be much more likely to satisfy end-user requirements. In addition, by utilizing the tools listed above, the costs incurred for assuring quality can be minimized, while ensuring project success. While all PMBOK areas are an important part of a project, quality controls are what shape the final product. By holding the project itself to high standards of quality, that project will produce results of similar worth. PROJECT PLAN Project Plan - Key Concepts      other documents, such as WBS and SOW are fed into the project plan very detailed and contains all the information about the project a living document in that it's contents can change over the life of the project needs to be base-lined and all changes tracked closes out the planning phase Project Management | Janapriyan P 23 Project Plan - Methods For Generating Support For  requesting input from stakeholders during planning process  clearly illustrating how the project relates to the company's objectives Project Plan - Included In Project Plan               project scope project definition project objectives project scope analysis (inclusion and exclusions) project deliverables project assumptions project success criteria project requirements methodology description project approach work breakdown structure (WBS) project estimates project risk assessments project resources (skills set needed, etc) Project Plan : PP-TOSTR-SEE-BIST (mnemonic)             (T) - Table of Contents (O) - Overview (S) - Sponsors (T) - Team Members (R)- Requirements (S) - Scheduled Tasks (WBS) (E) - Expected Resources (E) - Environmental Issues (B) - Business Requirements (I) - Implementation Plans (S) - Support Plans (T) - Training Plans - Nine Knowledge Areas, each = report, except integration (dummies pmp) Project Management | Janapriyan P 24 1. 1. 2. 3. 4. 5. 6. 7. 8. 9.  Integration Scope Time Cost Quality Human Resources Communication Procurement Risk mnemonic: Rapper Ice-T seeks the HR department to take a CPR class  Ice-T - IST - integration, scope, time  seeks HR - CQ HR - cost, quality, HR  CPR - communication, procurement, risk Project Plan - Steps To Creating A Project Plan. 1. 2. 3. 4. 5. 6. assemble all project planning elements create an outline or table of contents review outline with key stakeholders adjust the plan according stakeholder feedback write the comprehensive project plan obtain formal approval Project Management | Janapriyan P 25 Task 3.1 Planning Process Group Experienced project managers know that soon after initiating a project, the next set of implementation strategies and skills involves the ability to see both the forest and the trees simultaneously.The Project Management Body of Knowledge (PMBOK) Guide sets forth a sequential, but overlapping set of procedures to follow when looking for a best-practice approach toward orchestrating a complex project.While the first process group (Initiating Process Group) allows a project manager to get a clear view of the entire project landscape, the Planning Process Group provides guidelines for assembling all the layers of details needed to fill in the landscape of the project through one successful phase of completion after another.In order to keep progress moving according to specified goals and objectives, the PMBOK puts forth these key elements included in the Planning Process Group: Develop a Project Management Plan A Project Management Plan is a detailed report indicating the chain of events that need to happen throughout the project. This includes a timeline and clear communication with stakeholders about how the entire project in all its phases will be “planned, executed, monitored controlled, and closed.” (PMBOK). Collect Requirements Tailoring client/stakeholder needs with the objectives the project requires may necessitate additional adjusting as the project gets underway. Understanding and documenting all requirements aids in clarifying expectations. Define Scope Producing documentation to define the scope of the project which may reflect any changes is important to maintain stakeholder confidence and client trust. Create Work Breakdown Structure Subdividing large projects into more manageable smaller ones allows stakeholders to identify ongoing progress and allows the project manager to make mid-course adjustments as necessary. Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations Developing the specific list of actions that will need to be taken to achieve benchmark goals is essential for putting proper teams in place at the right time with the proper resources. Develop Schedule Scheduling teams to complete work and setting the progress in place with all the details needed to complete the work objectives takes a great deal of coordination with many project constituents and may involve shifting objectives and phase scheduling. Project Management | Janapriyan P 26 Estimate Costs Estimating costs accurately is a skill that comes with increasing practical experience. Coordinating all estimates needed to complete each phase of a project requires great attention to detail and a welldeveloped set of multi-tasking skills. Determine Budget Creating accurate budgets means having the experience to know when to add in allowances for probable weather delays, change orders, or other details gained through experience with similar projects. At every stage of the Planning Process Group documentation is necessary, but in the estimating and budgeting areas, project managers need to be able to understand the details logically to secure quick and trustworthy authorization from related stakeholders. Plan Quality Factors like risk, cost performance baseline, organizational and environmental factors all affect the potential plan quality. Obviously the goal is to assure the highest possible quality. Assessing the details to secure quality throughout each project phase may involve re-adjusting program goals and procedures. Develop Human Resource Plan Having a staffing plan in place that coincides with each phase of the plan and involves all details of creating working teams to support project goals and timeline requirements is imperative. Plan Communications Communication related to changes, progress reports, and budgetary adjustments need to be on-going so that constituents and stakeholders remain invested in the successful, high-quality outcome of the project. Establishing the expectations around communication supports the positive tone of the project as a whole. Plan Risk Management, Identify Risks, Perform Qualitative/Quantitative Risk Analysis, Plan Risk Responses Accurate risk management procedures can save money and time over the length of any project. Documenting the risk management process for a project supports good communication strategies with stakeholders and clients. Plan Procurements The procurement process involves detailed reports indicating decisions related to costs of items necessary to complete a project and deliver effective results. Developing the skills and the knowledge necessary to be more cognizant of overall project goals, while at the same time effectively tending to the small, day to day details of a complex project is at the core of what separates good project managers from excellent ones.While much of a top project manager’s skill set will come about through years of experience, on-going education and strong professional networking can leverage increased opportunity and success as well. Reference: - http://www.villanovau.com/pmbok-planning-process-group/ Project Management | Janapriyan P 27 We use a Project Plan Template A Project Plan Template is filled in every time you wish to embark on a new project. A summarized Project Plan is usually created early in the life cycle, with a detailed Project Plan being created later the planning phase. The Project Plan is referred to constantly throughout the project. Every day, the Project Manager will review actual progress against that stated in the Project Plan, to ensure they are still on track. The Project Plan is therefore the most critical tool a Manager can have to successfully deliver projects. Types of Plan Exploratory Plans:These often begin with a conversation and some, “what ifs.” A creative developer has an idea for a potentially useful software tool or an alternate approach to solving a vexing problem. What makes these thought exercises a project that requires planning is the need for resources. It is one thing to have an idea. However to try it out and test its utility, someone has to approve the objective and the allocation of hardware and human resources. Even exploratory projects need a statement of the problem, a sequence of steps, a schedule and a method to evaluate outcomes. Agile Development Plans:We discussed Agile Development methodology in “Project Management and the Agility Factor” as a style of project development that focuses on short iterations of feature development. Kent McDonald, writing for Project Connections, suggests that a Project Plan for Agile Development would only cover a period of two to four weeks. “During those iterations, all of the necessary work to take features from an idea to a working product is completed. Traditional Waterfall Plans When waterfall development method is used on a project, the project management plan covers the life cycle of the project in discrete steps beginning with requirements analysis followed by design, implementation, test and maintenance. Because plans developed for waterfall method projects may cover months or even years of activity, these plans are more likely to require re-planning driven by external events. Characteristics of a Good Project Management Plan          Here are a few tips to help you make a better project plan: Clearly defines the scope of the project Show dependencies between tasks as part of risk management Comprehend resource loading and realistic levels of effort Reflect awareness of project risks and allow time to understand and mitigate them Accompany the plan with a communication plan that explains goals, tasks, schedule and performance information with key stakeholders Include qualitative measurement of deliverables tied to project requirements (Focused on outcomes and not just widgets) Help developers, team leaders and users understand the project and their role in its success Make sure the plan is sized appropriate to the scope and size of the project (“Not too big, not too small but just right”) Project Management | Janapriyan P 28 Gantt chart We can’t stop the time but we can plan the time to do all activities in a project if one day missed in a project it will seriously damage the entire project. Time is very important to a project so entire project depends on the project planning process. Gantt chart helps to plan the time by providing a standard format for showing all the activities and the time that will take to complete a task. It also shows the starting and finishing dates of activities. This tool includes all the activities in WBS. Software like Microsoft project will help to draw a grant chart easily. Task Name Duration Start 10 Dec 12 the 30 Jan 30 S M T W T F S S MT WT F S 1 2 3 4 Start Project Prepare Documentation Feasibility Study Identify Problem 1 1 Week 1 Day 5 Day’s Understand and Analysis Problem 6 Estimate Project Cost 7 Propose Solution 8 Task Scheduling 9 Requirements Specification 10 Prepare Use Case Diagram 11 System Design 12 Design New system 3 Day’s 13 14 15 16 17 18 19 20 14Hr 2 Week 2 week 1 Day? 2 Day’s 2 Day’s 5 Day’s 5 Design Test Plan Coding & Testing Unit Testing System Testing Hardware & System Testing Acceptance Testing Prepare Documentation Deliverable to Project Manager 10/Dec/12 5 Day’s 3 Day’s 1 Day? 2 day? 6 Day’s 1 Day? 6 Day’s 30/Jan/12 Project Management | Janapriyan P 29 Task 3.2 Process Definition Cost Control is the process for "influencing the factors that create cost variances and controlling changes to the project budget".Like other controlling processes the process of project control therefore includes such tasks as handling influencing factors, managing actual changes, detecting wished und unwished changes by comparing the reported real values with the approved cost base line and determining corrective actions    Part of the Monitoring and Controlling Process Group. Child Process of Integrated Change Control Develop Project Management Plan. Member of Knowledge Area Project Cost Management. The subject Cost operates on the base of other cost concerning concepts. Tools and Techniques PMBOK Mentioned Methods  Cost change control system is the set of procedures and rules by which changes of the cost baseline can methodically be introduced into the project.  Performance measurement analysis is a method for comparing the reported reality and the (pre)defined cost baseline. For being able to do that one often uses the Earned Value Technique. o Planned Value "Is the budgeted cost for the work scheduled to be completed on an activity or WBS component up to a given point of time". (If an activity should totally cost X and the work grows linearly over the planned time than the PV for the half of the working time is 50% of X). o Earned Value (EV) "Is the budgeted amount for the work actually completed on the schedule activity or WBS component during a given time period" (The maximally earnable value of an activity is its total cost. If an activity has been fullfilled for 25% the earned value is 25% of the earnable value). o Actual Cost (AC) "Is the total cost incurred in accomplishing work on the on the schedule activity or WBS component during a given time period". o Cost Variance (CV) "Is earned value minus actual cost (EV - AC). Hence, if CV is positive you have won, if it's negative you’ve lost money. CV at the end of the project is "budget at completion (BAC)" minus really total costs. o Schedule Variance (SV) is similar CV, but refers to planned values: SV = EV - PV. o Cost Performance Index (CPI) is defined as CPI = EV/AC: "A CPI value less than 1.0 indicates a cost overrun of the estimates. A CPI value greater than 1.0 indicates a underfund of the estimates." Note: CPI is also known as "cost-efficiency indicator". Cumulative CPI (CPIC) is "the sum of periodic earned values (EVC) devided by the sum of the individual actual costs (ACC)"CPIC=EVC/ACC. Schedule Performance Index (SPI) is defined as SPI = EV/PV. o o Project Management | Janapriyan P 30  Forecasting uses techniques for determining new cost values on the basis of the made experiences during the project. Especially if one has a CPI indicating a cost overrun of the estimates one might ask what the results will be if this observation will be taken as base for the future. Here one uses the following concepts: o Estimate to complete (ETC) are the necessary costs to complete the activity / WBS unit (comp. PMBOK3).This value might be.    o Estimate at completion (EAC) computes the newly estimated total costs by adding the actually already spent costs and the newly estimated costs to complete (comp. PMBOK3, pp. 174ff). With respect to the three possibilities to get ETCs you have three methods to get EAC:    o    Newly estimated Computed on the base of atypical variances by accumulating the really earned values: ETC = (BAC - EVC) Computed on the base of typical variances by accumulating the really earned values and weighting the result with the observed cumulative cost performance index ETC = (BAC - EVC)/CPIC. This means: if you have overrun the estimates in the past you will probably do it in future too. And that should be respected by the estimate to complete "EAC using a new estimate" (EAC = ACC + ETC) "EAC using remaining budget" (EAC = ACC + (BAC - EVC)): add the actually cumulated cost and the estimate to complete on the base of atypical variances, assuming that the cost overruns won't happen again. "EAC using CPIC" (EAC = ACC + ((BAC - EVC)/CPIC)): add the actual cumulated cost and the estimate to complete on the base of typical variances, assuming that the cost overruns will happen again and should be respected by weighting the values by the Cost Performance Index. Variance at completion (VAC) "[...] is the difference between the budget at completion (BAC) and estimate at completion (EAC) (comp.CROSSWIND7) Project performance reviews use performance measurement analysis and forecasts to "compare cost performance over time, schedule activities or work packages overrunning and underrunning budget (planned value), milestones due, and milestones met (comp. PMBOK3). Project management software supports necessary collections of data and computations. Variance management follows the cost management plan (comp. PMBOK3, ) Project Management | Janapriyan P 31 Successors using the initially generated output as own input:   Integrated Change Control Performance Reporting Processes using the updates as input:                 Scope Planning Activity Definition Activity Resource Estimating Activity Duration Estimating Cost Budgeting Quality Planning Communications Planning Risk Management Planning Risk Identification Quantitative Risk Analysis Plan Purchases and Acquisitions Plan Contracting Direct and Manage Project Execution Monitor and Control Project Work Integrated Change Control Close Project Reference http://www.mypmps.net/en/mypmps/knowledgeareas/cost/cost-control.html Controls are systems for guiding work processes toward some objectives. There are four basic activities in the systems:     Planning performance Measuring performance Comparing actual and planned performance Adjusting plans as required Project Management | Janapriyan P 32 Cost control implies good project management, which must include:            Cost estimating and Cost accounting Cash flow analysis Direct labor costing and Overhead rate costing Planning and scheduling and a Progress measuring system Value engineering analysis Quality assurance and quality compliance planning Project risk analysis Project change orders management Contracting administration Contractual claims management Accounting and Auditing The other approach is utilizing modern project management techniques. It will not prevent all problems but it will minimize them. All resources available will be organized and controlled and most situations anticipated. Benefits may be summarized as:            Coordination and communications between the project participants Anticipated determination of type, amount and timing of necessary resources. Recognition of risk elements and assessment of uncertainties Suggestions of alternate courses of action Realization of effect of resource level changes on schedule and output performance Measuring and reporting of genuine progress Basis for problem solving, decision making, and corrective action available at all times Assurance of interface between planning and cost control Less cash flow complications More time to spend in quality assurance, quality compliance and value analysis Accumulation of information to guide future projects Project Management | Janapriyan P 33 Task 3.3 Methods for Evaluating Project Performance: In project management, performance measurement techniques are used to assess the magnitude of deviations from the original project plan. Therefore, they are an important aspect of project schedule control, allowing the project team to determine whether a schedule requires corrective action. Performance measurement techniques :     Performance reviews Trend analysis Earned value analysis Information distribution tools and techniques Performance reviews  Performance reviews are meetings held to assess project status.  Take place: weekly, bi-weekly, or monthly  By conducting frequent performance reviews, variances are more readily detected and can be addressed sooner which prevents further deviation from the plan Trend analysis  Trend analysis involves examining project results over several reporting periods to determine if performance is improving or deteriorating.  Used for long-term projects, to compare status over several periods. A three-month, fourmonth, or six-month moving average is used to predict project trends.  Trending provides management with advance warning of adverse trends, and allows for corrective action to be taken to rectify the situation. Earned value analysis (1)  Earned value analysis integrates scope, cost, and schedule measures to assist the management team in assessing project performance.  The most commonly used method of performance measurement.  Compares the amount of planned work to what was actually accomplished.  Allows project managers to see whether cost and schedule performance is proceeding as planned. Project Management | Janapriyan P 34 Earned value analysis (2)  This involves calculating three key values for each activity that is performed. ◦ The planned value in a project is the approved estimate of cost planned to be spent on an activity during a given time period. ◦ The actual cost in a project is the total costs involved in completing the work for an activity in a given time period. ◦ The earned value for a project is the value of the work actually completed during a period of time. Information distribution tools and techniques (1)  Information distribution tools and techniques make necessary information available to project stakeholders in a timely manner.  Information regarding a project's performance is essential to bring about project success.  Clear communication and shared information retrieval and distribution methods are the basic tools and techniques for ensuring that important information is distributed. Information distribution tools and techniques (2)  Communication skills are used to exchange information. The sender must ensure that the information is clear and complete while the receiver confirms that it is properly understood.  Information retrieval systems allow information to be shared by project team members and stakeholders (project management software, electronic databases, and manual filing systems).  Information distribution methods ensure that important project information is distributed to the stakeholders. (project meetings, voice mail, electronic mail, fax, videoconferencing, project intranet, hard-copy documentation, shared databases) Using methods and techniques to determine whether a project is performing as planned will help you maintain a concise and controlled project schedule. As Thomas S. Monson said: "When performance is measured, performance improves. When performance is measured and reported back, the rate of improvement accelerates." Project Management | Janapriyan P 35 Task 3.4 Project Change Control System (Chris van Overveen - Senior Consultant of Trimitra Consultants) The Change Control process is fundamental to the successful delivery of the project. The Change Control process ensures that each change introduced to the project environment is appropriately defined, evaluated and approved prior to implementation. Change Control will be introduced to the project, through the implementation of five key processes:  A formal process for the submission and receipt of change requests  A formal process for the review and logging of change requests  A formal process for the determination of the feasibility of change requests  A formal process for the approval of change requests  A formal process for the implementation and closure of change requests Submit Change Request This process provides the ability for any member of the project team to submit a request for change to the project. The following is the standard procedure.  Change Requestor identifies a requirement for change to any aspect of the project (e.g. scope, deliverables, schedules, budget, expenditure, organisation, etc.).  Change Requestor completes a Change Request (CR) and distributes the form to the Change Manager. The CR provides a summary of the change required, including the: ° Change description ° Reasons for change (including business drivers) ° Benefits of change ° Costs of change ° Impacts of change ° Supporting documentation Review Change Request This process allows the Change Manager to review the CR and determine whether or not a full feasibility study is required in order for the Change Control Board (CCB) to assess the full impact of the change. The decision will be based primarily on the:  Number of change options presented  Complexity of the change options requested  Scale of the change solutions proposed The Change Manager will open a ‘Change Request’ in the Change Log and record whether or not a change feasibility study is required. Project Management | Janapriyan P 36 Identify Change Feasibility This process involves the completion of a full change feasibility study, in order to ensure that all change options have been investigated and presented accordingly. The change feasibility study will involve definition of the:  Change requirements  Change options  Change costs and benefits  Change risks and issues  Change impact  Change recommendations & plan A quality review of the feasibility study is then performed in order to ensure that it has been conducted as requested and the final deliverable is approved – ready for release to the CCB. All change documentation is then collated by the change manager and submitted to the CCB for final review. This documentation includes:  The original Change Request  The approved Change Feasibility Study report  Any supporting documentation Approve Change Request This process involves the formal review of the change request, by the CCB. The CCB will chose one of the following outcomes regarding the change proposed:  Reject the change  Request more information related to the change  Approve the change as requested  Approve the change subject to specified conditions The change decision will be primarily based on the following criteria:  Risk to the project in implementing the change  Risk to the project in NOT implementing the change  Impact to the project in implementing the change (time, resources, finance, quality) Implement Change Request This process involves the complete implementation of the change. This includes:       Identifying the change schedule (i.e. date for implementation of the change) Testing the change prior to implementation Implementing the change Reviewing the success of the change implementation Communicating the success of the change implementation Closing the change in the change log Project Management | Janapriyan P 37 Change Roles Define the roles and responsibilities for all resources (both within and external to the project) involved with the initiation, review and implementation of changes within the project. EXAMPLE Change Requestor The Change Requestor initially recognises a need for change to the project and formally communicates this requirement to the Change Manager. The Change Requestor is formally responsible for:    The early identification of a need to make a change to the project The formal documentation of that need, through the completion of a Change Request Form The submission of the Change Request to the Change Manager for review Change Manager The Change Manager receives, logs, monitors and controls the progress of all changes within a project. The Change Manager is formally responsible for:  Receiving all change requests and logging those requests in the Change Log  Categorising and prioritising all change requests  Reviewing all change requests in order to determine is additional information is required in order to present the submission to the CCB  Determining whether or not a formal Change Feasibility Study is required in order to complete a change request submission  Initiating the Change Feasibility Study  Monitoring the progress of all change requests in order to ensure process timeliness  Escalating all change request issues and risks to the CCB  Reporting and communicating all decisions made by the CCB Change Feasibility Group The Change Feasibility Group complete formal feasibility studies for change requests issued by the Change Manager. The Change Feasibility Group is formally responsible for:  Performing a research exercise in order to determine the likely options for change, costs, benefits and impacts of change  Documenting all findings within a Change Feasibility Study Report  Performing a quality review of the report and approving the report for submission  Forwarding the report to the Change Manager for CCB submission Project Management | Janapriyan P 38 Change Control Board (CCB) The CCB determines the authorisation of all change requests forwarded by the Change Manager. The CCB is formally responsible for:  The review of all change requests forwarded by the Change Manager  The consideration of all supporting change documentation  Approving / rejecting each change request based on its relevant merits  Resolving change conflict (where 2 or more changes overlap)  Resolving change issues  Determining the change implementation timetable (for approved changes) Change Implementation Group The Change Implementation Group schedule, carry out and review the implementation of all changes within a project. The Change Implementation Group is formally responsible for:  The scheduling of all changes (subject to the general timeframes provided by the CCB)     The testing of all changes, prior to implementation The implementation of all changes within the project The review of the success of a change, following implementation The request for closure of a change within the change log Change Log (The ‘Change Log’ is the log / database within which all requests for changes are registered and tracked through to resolution). Describe the purpose and usage of the ‘project change register’. Insert a copy of the actual change register below. Change Forms Insert a copy of each of the forms required (e.g. Change Request) in order to initiate, undertake, implement and measure the effects of a change within the project. Reference :- http://www.trimitra.com/articles/projectchangecontrol.html Project Spaces funding is based on an outcomes approach. This means that we are interested in how your project will make a difference in your area and to the people who use it. Outcome Important We will assess your application based around your outcomes. For your project to be. We will look at how your outcomes respond to an identified need, how likely it is that you will achieve them and how well they fit in with the outcomes of our funding. Project Management | Janapriyan P 39 Discuss outcomes You will need to think carefully about your goals, aims, effects and reasons for the project. Think about what difference your project will make and who it will make a difference to. You also need to think about how you will demonstrate the changes your project will make. You may find it useful to answer the following questions when identifying your outcomes: • Who will benefit from the project? • How will the project benefit your target group? • What is the change your project will make? WHO? People who will benefit from your project HOW? This should relate to a change or a difference WHAT? What it is that is changing For example:  Young people  Older people  Children For example:  Improve  Increase  Reduce  Develop  Sustain For example:  Knowledge  Relationships  Skills  Environment  Fear of using the site  Experiences  Access Measure outcomes You will need to make sure you have plans in place to track and measure your outcomes. It will be useful to have some baseline information about your site and the local community you start your project. This will be your starting point and help you evidence the changes your project is making. We will ask you how your project is progressing and achieving your milestones through the life of the grant as part of our monitoring process. Introduction recommendation When it comes to any type of project, recommendation collection plays a key role. Requirements collection not only important for the project, but it is also important for the project management function. For the project, understanding what the project will eventually deliver is critical for its success. Through requirements, the project management can determine the end deliveries of the project and how the end deliveries should address client's specific recommendation. Although requirements collection looks quite straightforward, surprisingly, this is one of the project phases where most of the projects start with the wrong foot. In general, majority of the failed projects have failed due to the wrong or insufficient recommendations gathering solutions. We will discuss on this in the following chart. Project Management | Janapriyan P 40 Following is charting an illustration indicating where the recommendation collection comes in a project. Sources of Conflict Conflict priorities over Definitions Suggested Solutions project Views of project participants differ over sequence of activities and tasks. Includes goals incompatibility and differences in long-term versus short-term perspectives. Conflict over administration Conflicts over managerial and Procedures administrative issues of how the project will be organized and Managed. Conflict over technical Disagreements over technical opinions and performance issues, performance specifications, trade-offs And technical trade-offs. Conflict over human Conflicts concerning staffing and resources allocation of project personnel and where to get them and how. Conflict over cost and budget Conflict over cost estimates from support areas regarding work breakdown structures and Estimating techniques. Conflict over schedules Disagreements about the timing, sequencing, and scheduling of project related tasks and Information system to prepare and monitor project schedules. Personality conflict Disagreements on interpersonal Issues. Develop a master plan compatible with long-term strategies. Clarify roles, responsibilities, and reporting relationships at the Beginning of the project. Use peer review and steering Committees to review specifications and design. Develop a work breakdown structure and a corresponding Responsibility matrix. Develop overall budgets supported by detailed budget and cost estimates of subproject tasks and activities Develop an overall schedule that integrates schedules for subprojects with staffing and other life constraints. Emphasize team building and create an environment that Emphasizes respect, diversity, and equality. Recommended solutions A recommendation is the most important step of a project. If the project team fails to capture all the necessary requirements for a solution, the project will be running with a risk. This may lead to many disputes and disagreements in the future and as a result, the business relationship can be severely damaged. Project Management | Janapriyan P 41 Reference  HND in Business Management Hand Book  http://smallbusiness.chron.com  http://www.project-management-knowhow.com  http://www.investorwords.com  http://www.businessdictionary.com  E.Book (Prepared by: Michael McCormick, Management Consultant – September 2011) Project Management | Janapriyan P 42 - CONTENT – Page TASK Acknowledgement Task 1.1 According to the given scenario describe the importance of project management principals.(1.1) Task 1.3 Explain the project success / failure viabilities when carrying out the project development process. Develop a success and failure criteria to the above project.(1.2) Explain the term called project management systems. & identify the principals behind the project management systems.(1.3) Task 1.4 When carrying out the project development process for the above project, identify what are the key elements that is terminating project.(1.4) Task 1.2 02 05 06 07 Describe the term called post project appraisals and key elements of conducting post project appraisals.(1.4) ccording to the above scenario your company assigned you a group of people Task 2.1 as your project team, identify & briefly describe their duties & responsibilities in the project development process.(2.1) Identify & describe what are the highlighted leadership qualities, Task 2.2 requirements that a project team leader must have to control & coordinate a project throughout its development stages.(2.2,2.3) Assume that your company assigned you only eight team members, in a Task 2.3 project managers point of view describe how you suppose to plan & specify human resources to meet your objective.(2.4) According to the above scenario prepare a complete project plan to meet the final objective/s. as a project manager you must include a proper schedule Task 3.1 for each task, a complete cost plan with unnecessary cost reduction & controlling techniques.(3.1,3.2) Prepare a report to your immediate head to update the status of the project development process, when preparing the project progress report you must Task 3.2 specifically concern about the methods that you used to measure their performance through out the process.(report must be a summarized one)(3.3) Describe a suitable project control procedures to the above project (3.4) 08 Task 3.3 34 Task 1.5 11 16 18 25 30 Reference Project Management | Janapriyan P 43