How to set up and manage a Project ?
Niten Chandra, IAS
Joint Secretary
Ministry of Rural Development
Government of India
chandra.niten@gmail.com
Mob: 9958445904
Five Key Phases of Project Management
1.
2.
3.
4.
5.
Set up and Contract
Plan Project
Implement
Monitor & Report Progress
Complete & Review
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Set up & Contract
1.
2.
3.
4.
5.
6.
7.
8.
9.
Setting up Process
Develop Project Brief
Write Issue Statement
Define Mission & Key Objectives
Specify Outputs & Timings
Set Scope & Limits
Clarify Roles
Develop Personal Contracts
Develop Project Contract
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Setting up Process
1.
2.
3.
4.
5.
Formulate issues, mission, objectives, output and timing
Identify and engage with Stakeholders, beneficiaries, clients and customers
Ascertain cross-departmental links
Assess the feasibility of project
Determine the principal means of achieving project mission and primary
objectives
6. Work out the resources it will need and who will provide them
7. Recommend how far its scope and authority should extend
8. Formulate the best strategy for executing the project
9. Select and appoint team members
10. Arrange training to ensure common approach and understanding
11. Formulate and sign the contract
Niten Chandra, JS, MoRD, GoI
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Develop Project Brief
Purpose :
• To brief project team on its task
• Helps in establishment of a project team
• Provides preliminary terms of reference from
which a project contract can be derived
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Sample Project Brief
Project Title: Restructuring of CAPART
Issue Statement: Chronic inability of CAPART to meet its goals, poor networking, weak
focus on rural community, entrenchment of malpractices and erosion of credibility
Mission: To enable CAPART meet its goal of rural prosperity through engagement
with government and voluntary agencies
Primary Objective: Change organizational structure within 3 months
Required Outputs: Implementation plan, MPR, Notes for decision
Timing
Scope & Limits: Only MoRD & CAPART to be involved, no engagement of professionals
Budget: Rs 25 lakhs
Authorization procedure: Executive Committee & General Body, MRD
Cost Center: CAPART
Project termination date: 31/May/12.
Members : DG(CAPART), JS (CAPART), Dir/US (CAPART)
Signed
Date
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Support Team
Administrative Department
6
Write issue statement
It is a clear description of
what the problem is and
what needs to be
improved
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Define Vision, Mission and Objectives
1. Vision provides the overall
goal or purpose of the project.
It defines how it will look like
when we get there. It clarifies
where the project is trying to
get to.
2. Mission is what should be
achieved in order to get to the
vision.
3. Objectives are the means by
which mission will be
achieved.
Niten Chandra, JS, MoRD, GoI
Vision
Mission
Objectives
8
Specify Required Outputs and Timing
• Reduces misunderstanding
• Output should include:
between owner and executant – Plan to achieve mission
of project
– Milestones with dates
– MIS
• Provides a basis for assessing
– Interim progress report
progress
• Provides means for establishing – Measures of progress
– Audit report, UC,
extent to which it has fulfilled
Evaluation study,
project requirements
documentation (video),
etc.
– Timing : online, monthly,
quarterly, annual, etc.
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Set scope & limits
•
•
•
•
These prescribe the DONTs
Budget constraint
Territorial limits
Performance standard /
target
• Product type
• Procedures or process
standards
• Limit of authority or
delegation
• It prevents team from
straying into areas not
allowed or waste effort
on low priorities.
• Limits have to be
carefully judged so that
they do not make
objectives unrealistic.
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Agree project budget
• Identify cost heads:
–
–
–
–
–
–
Manpower
Materials
Equipment
Premises
Expenses
Subcontractors: lawyers,
auditors, consultants,
etc.
– Reorganization costs
• Quantify project
benefits over its life
• Clarify authorization
level and cost center.
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Clarify roles
Owner
Getting the right players
involved in clearly defined
roles ensures the necessary
experience, skills and
personal qualities are
available to the project.
Without these the project
is unlikely to succeed.
Team : Leader &
Members
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Support:
Sponsor &
Facilitator
12
Develop personal contracts
• Contracts clarify what is
expected and who is
doing what.
• It helps all parties in a
project to define their
roles and reach
agreement with each
other on how to work
together.
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Develop project contract
1.
2.
3.
4.
Encourages team to feel a genuine party to the contract
Generates ownership of the means or the how
Helps to ensure project brief is appropriate
It should be signed to demonstrate commitment &
understanding
Mission
Key
Measures
Milestones
By
31.3
Principal
Means
Measures
Objectives
By
31.7
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Plan What To Do
1. Use a Project Management Plan
2. Decide what to do
3. Develop implementation plans
a.
b.
c.
d.
e.
Work breakdown structure
Key Activity & Task Plans
Responsibility Charts
Resource Requirement List
Cost Breakdown Structure
4. Produce a schedule
a.
b.
c.
Gantt Chart
Critical Path Analysis
Draft Contingency Plans
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Use a Project Management Plan
• This sets out five main phases in the life of a project and
their key steps, with scheduled completion dates and
assigned responsibilities:
– Set up & contract, Plan project, Implement, Monitor & report
progress, Complete & Evaluate
Project Step
Start By
Complete By
Responsibility
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Status
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Decide what to do
1. Collect data
i.
ii.
iii.
iv.
v.
Current processes
Performance standard
Measuring waste, errors
Surveying customers/
suppliers, etc.
Efficiency & productivity
2. Analyse root causes
3. Find best solutions
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
l.
Check sheets
Data Display
Asking why
Brainstorming
Cause & effect analysis
Paired comparisons
Process mapping
Time cost analysis
Pareto analysis
Cost Benefit analysis
Decision Chart
Priorities Grid
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Develop Implementation Plans
Work Breakdown Structure
(Goals, Objectives, Actions, Tasks, Sub-Tasks)
Identifies and structures different levels of activities
Key Activity (Milestones) Planning
Sequences key activities & tasks and identifies
timescales
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Develop Implementation Plans
Responsibility Chart
Identifies who is responsible for what task
Resource requirement list
List Resource needs and availability
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Develop Implementation Plans
Cost Breakdown structure
Defines cost elements, eg. time, equipment, material, subcontractor
costs by key activity and tasks
Schedule
Brings together task durations, start and finish dates, prime
responsibilities
Contingency Action Plan
Sets out actions for serious setbacks
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Responsibility Chart
Task
Name
Estimated
Work Days
Duration of Work
(No of Weeks)
1
2
Responsibility Types:
1. P: Prime Responsibility
2. W: Does Work
3. A: Advises
4. I: Provides Input
5. D: Takes Decision
6. C: Must be consulted
7. IF: Must be Informed
3
4
5
SRD
JS
IFD
Dir
DG
DDG
6
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Resource Requirement List
(Materials, manpower, systems, equipment, specialist help, funds, etc.)
Task Name Resources Availability Problems
Required
Options
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Action
Taken
Comments
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Cost Breakdown
Task Name
Resource
Required
Cost
Cost Code
Expenditure
Authorized
Invoice
Received
Payment
• Record the dates for expenditure authorized, invoice received and payment
made.
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Produce a Schedule
• Gantt or Bar Chart
• Critical Path
Method (CPM)
• Programme or
Performance
Evaluation &
Review Technique
(PERT)
Task Name
Months
Jan
Feb
Mar
Apr
Set goals
Set Budget
Engage
Professionals
Draft Plan
Approve Plan
Release Funds
Procure
Equipment
Operationalise
Train users
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Contingency Planning
Project:
Prepared by:
Potential Problem
Date:
Solution Options
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Action Taken
25
Implement
Implementation is about getting
things done according to plan and
ensuring that a number of things are
in place to support the activities and
manage the resultant changes.
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Checklist for Successful Implementation
1.
2.
3.
4.
5.
6.
7.
8.
Community / Client Focus : Is the focus on community / client and the end users’ views and needs
being attended to through regular check and feedback.
An Effective Communication System: knowing what should be communicated to whom, by whom,
when, how, what outcomes are required, etc. Are goals, means, roles, responsibility, procedures,
rules, guidelines and instructions clear to people ?
Effective Teamwork: what training, support and review mechanisms are in place. Is the
Responsibility Chart working ? Do frictions persist ?
Working conditions: are the working conditions of team members adequate ? What incentives and
awards are given to performers?
Information systems: Have measures been agreed ? How will data be captured, who will do it ?
How will it link into the communications system? Is the protocol for sharing information with public
in place ?
Progress Monitoring: Is the planned frequency and format working ? Are deviations analysed and
corrective actions taken?
Risks and contingency planning: Have risks been identified and contingency planning done? What
are the unforeseen problems and their likely impact ? How will they be dealt with ?
Legal, etc: Is full compliance to all legal, health, safety, administrative, audit and financial
procedures being achieved ?
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Monitor & Report Progress
1.
2.
3.
4.
5.
Is work being done within the estimates ?
Will each activity be completed within schedule ?
Is quality of work within specification?
Are expected results being achieved ?
Are there other changes or special problems ?
Corrective Action
1.
2.
3.
4.
5.
6.
Clarifying roles & removing confusion
Rearranging the workload
Resolving disputes
Putting in more resources or effort
Moving target completion date(s)
Lowering targets
Feedback (MIS)
Results Chain
Resources
Activities
Outputs
Niten Chandra, JS, MoRD, GoI
MIS should be :
i. Focussed on priorities
ii. Responsive i.e initiates
corrective action
iii. Timely – no undue
delays
iv. User friendly
v. Flexible
vi. Simple & Clear
Outcomes
Impact
28
Progress Report
1.
2.
3.
4.
5.
Current Project Status: Cost, time & quality
Future Status: likely deviations
Critical Tasks status:
Risk Assessment:
Information relevant to other projects/States :
lessons learnt, best practices
Task Name
Date:
Planned Result
Actual Result
Deviations
Remedial
Action
Submitted By:
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Project Log
Purpose: Monitor project process in a qualitative way to deal with important
management issues and to generate useful information for future project
improvement
Entry Date
Issues
Numerical
Data
Opinion
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Action
Required
Responsibility
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1.
2.
3.
4.
Financial
Administrative
MIS
Monitoring &
Evaluation
5. Performance Audit
6. Incentives
7. Training
8. Coordination
9. Discipline
10. Stress Management
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Training & Learning Stages
1. We come to know about something
which is new and different
2. We understand the possible applications
of the new idea or information
3. We accept the idea as useful, a desirable
option and are willing to make the
changes
4. We are able to apply the new learning.
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Management Competencies
Clusters of Personal Competence
Dimensions of personal competence
1. Planning to optimize the achievement of
results
1.1 Showing concern for excellence
1.2 Setting & prioritizing objectives
1.3 Monitoring & responding to actual against
planned activities
2. Managing others to optimize results
2.1 Showing sensitivity to the needs of others
2.2 Relating to others
2.3 Obtaining the commitment of others
2.4 Presenting oneself positively to others
3. Managing oneself to optimize results
3.1 Showing self-confidence and personal
drive
3.2 Managing personal emotions and stress
3.3 Managing personal learning &
development
4. Using intellect to optimize results
4.1 Collecting & organizing information
4.2 Identifying and applying concepts
4.3 Making decisions
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Job Description with Performance Plan & Behavioural Criteria
Key Result Areas
Measures &
Reports
Standards & Targets
Timing
Direct regional
operations to ensure
that all planned
targets are met
within agreed
budgets and time
scales
Monthly
Management
Reports on :
• Expenses
• Sales
• Staffing
• Budget
Variance
Reports
For year ending Mar
Reports due one
2012
week after month
• Not more than $ X
end.
million in expenses
• Target is $ Y million
• < 5 % increase in
costs
• Not more than +- 5%
Behavioural criteria
Decisiveness, Planning & Organizing, Problem Analysis, Work
Standards, Inter-personal sensitivity, Management control, Initiative,
Persuasiveness, Leadership, Judgment
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Planning for Performance
Major Areas of Responsibility
Results or standards expected to be
achieved. Agreed actions and priorities.
Due Dates of action initiation and
completion.
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Reviewing Performance
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Did not meet
standard
Consistently met
standard
Sometimes
exceeded
standard
Assessment by Superior
Consistently
exceeded
standard
Comments of the
Superior
Far exceeded
standard
What actually has
been achieved as
described by
responsible
person
36
Aligning Members within an Organization
Achievement of Department’s mission &
objectives depends on how individuals
within an organization are aligned with
the mission & objectives. There are
essential attributes that may be fostered
in individuals to ensure proper alignment
of individuals within a Department by
building appropriate performance culture.
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Checking for Attributes
Sl. No.
Attributes
1
Competence: has or seeks knowledge and skills relevant for job, continually learning
2
Effort: tries to complete tasks, does not delay
3
Productivity: stamina, endurance with high volume of work done
4
Creativity: lateral thinking, produces useful & innovative ideas or approaches to problem
solving
5
Quality: does work with accuracy, calm & thoroughness , does not offend, not moody
has self-control
6
Communication: listens and explains ideas or concepts clearly, pleasantly, persuasively
7
Dependability: is firm & follows up on completion of assignments despite odds, gives no
excuses
8
Initiative: has enthusiasm, seeks new assignments or opportunities for contribution,
crosses boundaries and reaches out
9
Decision-making: sets priorities and gives options, provides focus & clarity
10
Leadership: fosters team-work, helps team solve problems, tactfully resolves disputes,
inspires, is kind, not fault-finding, mentors, coaches and develops others
Total Score
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Score
(0-1)
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Building Performance Culture in an Organization
1.
2.
3.
4.
5.
6.
7.
8.
Set short-term, challenging, motivating and realistic goals
Provide support for performance
Invite people to workshops and seminars to present success tales and share
experience with others at agreed intervals
Appreciate & reward performers
Investigate problems with non-performers
Get together performers and non-performers to share the key success
drivers, provide solutions & make the tasks doable for the non-performers.
Provide additional support, training to non-performers and lower their
targets to make them achievable
Let non-performers attain the respect for showing performance, taste the
joy of performance, and have the anxiety to avoid non-performance
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How can Leader solve problems of team members
Get agreement that there
is a problem
Discuss possible solutions
Agree on action to be
taken to solve the problem
Follow up on action and
assess results
Recognize progress and
achievements as they occur
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Outline Plan for Performance Discussion
1.
2.
Warm up
Job Responsibilities
1.
2.
3.
4.
3.
Performance goals
1.
2.
4.
What disappoints or frustrates you most about your project at the present time?
Where do you feel least effective?
What can we do to increase your effectiveness
What help or support can we give you?
Assessment
Plans for Improvement
1.
8.
How do you feel the job is doing?
What has interested you most in your project in the past?
What have been the major accomplishments?
Where do you think you are being most effective in your project?
Areas for Improvement
1.
2.
3.
4.
6.
7.
Overall, how do you we feel about the targets we set?
Have any of them proved to be inappropriate? Why?
Job accomplishments
1.
2.
3.
4.
5.
What do you see as your major responsibilities at present
What are the priorities ? Why ?
What would you change about your project?
How could your time and talents be used better?
This should be discussed and agreed and not imposed
Conclusion
1.
2.
3.
4.
Summarize the discussion
Agree on future action
Describe what will happen with the results of the review
Thank everyone for their time and contribution
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Post-Completion Evaluation : Capitalising on Learning
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Lessons Learnt
Things which could have been done better
Leadership and motivation
Enthusiasm and passion of the team members
Clarity & focus on goals
Coordination among interdependent units/departments
Quality of communication- internal & external, flow of information
Efficiency, effectiveness, flexibility, freedom, trust
Quality of support received
Authority, responsibility & delegation
Resourcing issues
Robustness and value of contract
Problems of personal time management
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Thank You
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