Chapter 1 1) Define Projects and Project management? 2) What are the main project attributes? According to the PMBOK (Project Management Body of Knowledge) 3rd edition, A project is defined as a “temporary endeavor with a beginning and an end and it must be used to create a unique product, service or result”. Further, it is progressively elaborated. What this definition of a project means is that projects are those activities that cannot go on indefinitely and must have a defined purpose. A project is an activity to meet the creation of a unique product or service and thus activities that are undertaken to accomplish routine activities cannot be considered projects. What is project management? Project management is a critical practice that applies knowledge of process, skills, tools, deliverables, and techniques to project activities to ensure a solid path to project success by meeting goals and requirements. We encounter projects in our everyday lives—in business and at home. Think about projects for a minute: at work you might be building or contributing to a deliverable (like a report, a website, a tool or product, or even a building), and at home you might be making a meal, planning a vacation, or even working on upgrades to your home. These are true projects that have a defined start and end date, a goal, a scope, and resources. Based on that definition, we can underline the word ‘objective’ in that statement. The objective is one of the attribute to help define a project. So, we can deep a look into what are the project attributes. The following attributes are: 1) a project need a well-defined objective. This means the objective of a project is usually defined in terms of scope, schedule, and cost. An organization doing a project need to set up a good objective. this objective will be help that organization to identify their needs and their aim before begin their project. 2) a project is carried out through a series of interdependent tasks. a project always relate with various tasks. for that reason, a project need to be accomplished in a certain sequence in order to achieve the project objective. 3) Utilizes various resources project also dealing with various resources which include different people, organizations, equipments, materials, and facilities. 4) a project has specific time-frame every project has a start and end. For that reason, an organization need to consider the effectiveness and efficiency of their time during the implementation of project 5) a project may be unique or one-time endeavour each of project has different types of project shape. some projects, like designing and building a space station, are unique because they have never before been attempted. this uniqueness can be a challenge to the subject who perform the project. 6) a project has customer The customer is the entity that provides the funds necessary to accomplish the project. So, an organization who involved with a project must be make their customer satisfy and happy. 7) project involves degree of uncertainty An organization who involved in the project, need to calculate the risk of the project. This is for prevent from loss and also make sure the project can run smoothly and successfully. In conclusion, good project implementation begin with the understanding of the project attributes. If it can be very good implemented, it can make the project done successfully. Choose a project of your own (from past experience, you working on now or a project you are aware of) and assess the project from the different success dimensions which were discussed in the groupwork in class? Project Name Project Brief Project Manager Process Automation Only a sample of all Emergency patients' reports used to be studied and analyzed manually. A system was created to be used to enter, analyze, and project the entries & the results of 100% of the reports. Taimour Jan Success Dimensions Success Flag Budget 0 succeeded Time Frame 3 months succeeded Performance Increase efficiency to more than 1000% succeeded Impact on the customer Client Acceptance 100% succeeded Delivery On Time succeeded Business Success business growth the new automation has succeeded Future Projects This project was followed by an organization-wide adaptation of a fully automatic system succeeded Project Efficiency Preparing for Future projects Chapter 2 Choose a project of your choice (from past experience, you working on now or a project you are aware of), Analyse the project stakeholders and fill in the provided template in blackboard. Covid-19 Return Prevention Plan RA Interest Interests (1, 2, (L,H) 3, 4, 5) Primary Stakeholder Power Pop (L,M,H) (S, N, O) No Stakeholder 1 Project Sponser (Flight Operation) Minumize the risk 1,3,5 H H S 2 Medical Center Comply with health regulations 3.4 H H S 3 Finance Budget approvals 2 L M N 4 Project Team Finalize the project within the agreed time 1,4,5 H H S 5 IT Provide the technical support 3 L M N 6 Project Manager Lead the project 1,4,5 H H S Secondary Stakeholder 9 Employees Safety 1,5 H L N 11 Medical Supplier To provide the needed supplies 5 L L N 12 Marketing & Advertiaing Support with awarness sessions 1,3,5 L M S 14 SKY Sales 5 L L N 15 Customers 1,5 H L N Distribute and sell the products Safety 2.2. Stakeholder management strategy No Stakeholder 1 Project Sponser (Flight Operation) 2 Medical Center 3 Finance 4 Project Team 5 IT 6 Project Manager 7 8 9 10 11 Employees Medical Supplier Marketing & Advertiaing SKY Sales Customers Role of Stakeholder Decision Maker / Player Consent / Decision Maker Consent Implementiv e / Active Consent / Player Decision Maker / Player Player Consent / Provider Influncer / Consent Infuncer Player Active Oppositio n Passive Oppositio n No Commitmen t Passive Suppor t Active Suppor t A B A B A B AB AB AB AB AB A AB AB B KEEPSATISFIED MANAGECLOSELY Employees, Customers Project Sponser (Flight Operation), Medical Center , Project Team,Project Manager MONITOR (MINIMUM EFFORT) KEEPINFORMED Medical Supplier , SKYSales Finance, ,Marketing&Advertiaing, IT Chapter 5 Choose a project idea, and create a statement of requirements (SOR) for that project. The SOR should consist of 7 components from the list discussed in the lecture (chapter 5). You can find a template uploaded in blackboard. 1. Statement of requirement (SOR) 1.1. Executive summary Aviation safety affects everybody, from passengers and pilots to ground handlers and airline chief executives, to freight companies and the myriad companies who use their services to transport goods around the world. The global population depends on a safe and efficient commercial aviation network. Since the launch of scheduled commercial aviation operations 100 years ago, through the beginning of the jet age 60 years ago, to the present day, stakeholders in the aviation industry have worked continuously to improve the sector’s safety performance. 1.2. Project purpose and definition Project Purpose and Objectives table Project: Covid19 Awareness Campaign 2020 Date Initiated: Compiled by: Approved by: Chart Date: Revised no. Version. 1. Project Purpose Mission: To launch Covid19 Awareness campaign associated with all resources and knowledge to protect SAUDIA employees using the best international hygiene standards in the workplace. Objectives Performance Measures Critical Success Factor (CSF) 1) Apply and follow the international standards for Hygiene 2. To be the safest and most developer carrier in the aviation market MOH report & SV MAC Customer feedback regarding safety in the aviation industry 1. Monitoring of compliance to International standards for Hygiene 2. Consistency in implementation More International Flights 3. Hike the board to reach safety work environment and raise productivity level 3. Obtain a recognition in terms of passenger safety and excellent Health Safety Protocol 3.1 Objectives The next table is the objectives definition table: Code Objective O1 O2 O3 Definition To Apply and follow the international standards for Hygiene To be the safest and most developed carrier in the aviation market implementing and follow instructor and precautionary measures that recommended from government institute Hike the board to reach safety work environment and raise productivity level Obtain a competitive edge in terms of safety against competitors in the aviation market 3.1. International recognition with regards to consistency to implement the safest and comfortable carrier in the aviation market Benefits The following table will list down the benefits from the project and who is the recipient of those benefits: Code Benefits Benefits recipient B1 increase employees awareness by implementing social distance and follow precautionary measures Enhance the situation alert of employee and pax , and reduce the rate of infection To increase profitability by being known as the airline market leader in the hygienic priorities. Reestablish flights , normal duty and transition to RNO . International recognition with regards to safety Employees & ORG B2 B3 B4 B5 Employees & ORG ORG ORG Employees & ORG B6 B7 More International flights Reinstating of temporary retrenched employees 3.2. Employees & ORG employees Project scope THE NEXT TABLE WILL CLARIFY WHAT IS IN SCOPE AND WHAT IS OUT SCOPE : In Scope Out Scope Venue Book the venue. Arrange the conference room theme. Venue The conference not to be in a university. Buy catering products. Book hotels room for speakers. pay refund to the speakers for travel and Buy transportation tickets for speakers accommodation expenses. Content Provide accommodation for every attendant. The conference agenda will include workshops. Request the speakers’ paper. Content Provide paper to speakers. Assess the paper before the conference by the central point. Allocate the speakers for the conference. Choose the agenda for the conference. Put the paper in the PM-SIG website. Hand in the conference schedule and the paper to delegates, students and speakers. The conference Do marketing for the conference. Create a webpage for the conference marketing purposes. Collect feedback from speakers, delegates and students about the conference. Make some profit if possible. The conference Two days conference. Create a new marketing strategy. Sell up to 100 tickets. 3.3. Constraints Code C1 Constraints Alignment difficulties with all SAUDIA staff making sure they all are applying the required objectives C2 Adoption the new atmosphere 3.4. Measures of success The success in this project is measured by achieving the objectives of the project. Each one of those objectives has critical success factors as it appears in the project purpose and objectives table. Achieving those critical success factors will lead to the objectives achievement. Therefore, that will lead to the project success. The following table is showing the actions will be taken to achieve the critical success factors. code Critical success factors CSF Efficiently manage the quality of 1 the campaign messages Actions to achieve implementing and follow instructor and precautionary measures that recommended from government institute to reduce infection level CSF Obtain a recognition in terms of 2 passenger safety and excellent consistent implementation of safety protocol Health Safety Protocol CSF Monitoring of compliance to 3 International standards for Hygiene Safety Personnel strict safety inspection procedure Chapter 7 Choose a project of your choice (from past experience, you working on now or a project you are aware of), identify project risks, analyse them and fill in the provided templates – attached in blackboard. Risk management Risk identification The following table showing the risks identification, the risk owner and a risk code will be given to each risk. Risk Risk identification Risk level Risk owner High Project Team Medium Project manager High Project team Code R1 Volatility in the geopolitical and economic environment . R2 Managing the supply chain R3 Competition in domestic and international markets . R4 Managing and retaining talent in the aviation industry Medium ORG R5 Ability to perform in key contracts Medium ORG R6 Incapacity to innovate Medium Project team R7 Failure to realise the benefits of M&As and partnerships Low Project team, Project Foreign currency and commodity price High R8 Manager & ORG ORG fluctuations Risk scoring criteria Consequence/Impact High: This can cause a detrimental effect to the whole project and ultimately cause a failure in the project. Mid: This can affect the outcome of the project but there will be a contingency plan in place to if it does occur. Low: This will cause little effect to the project but if it does occur, the mitigation plan will be enforced. Likelihood of Occurrence High: This indicates that there is a very high chance of it happening. 70%-100%. Mid: Shows that there is a 40%-69% chance of it happening. Low: Indicated that there is a 0%-39% chance of it happening. The list mentioned above is what is used to shape the risks and what category they are in. This is the criteria used to classify the risks into high (H), medium (M) or low (L) impact balanced by the likeliness of it occurring. The following table will clarify the method of matching the likelihood of occurrence with the level of impact in order to find out the severity level of the risks. Impact High (5) Moderate (3) Low (1) High (5) R1, R3, R8 (25) R4 (15) (5) Moderate (3) (15) R2, R5 (9) (3) Low (1) (5) R6 (3) R7(1) Probability Risk evaluation The following table shows the risks prioritized according to the multiplication of the consequence and the probability of the risk happening. This allows us to see which risks are most important and can cause detrimental effects to the project based on the above criteria. As the risks are prioritized then mitigations and contingencies can be applied. Table: Risk evaluation matrix Date: 11/06/2010 Risk Risk identification Occurrence Impact Severity Code What can go wrong? (H/M/L) (H/M/L) level R1 Volatility in the geopolitical and economic environment H (5) H (5) 25 . R2 Managing the supply chain H (3) H (3) 9 R3 Competition in domestic and international markets H (5) H (5) 25 R4 Managing and retaining talent in the aviation industry H (3) H (5) 15 R5 Ability to perform in key contracts H (3) H (3) 9 R6 Incapacity to innovate H (1) H (3) 3 R7 Failure to realise the benefits of M&As and partnerships H (1) H (1) 25 R8 Foreign currency and commodity price fluctuations H (5) H (5) 25 Chapter 14 Choose a project of your choice (from past experience, you working on now or a project you are aware of), identify the main activities to be checked before terminating the project and fill in the relevant document – attached in blackboard. Project Closeout Project Name Process Automation Project Owner SAUDIA Project Deliverers A system was created to be used to enter, analyze, and project the entries & the results of 100% of the reports. Reasons for termination Select one of the following: Project Objectives have been met Project Objectives have been impossible to achieve Other obstacles Activities to be checked Accountable Status 1. Ensure the completion Project Manager Done & Completed of all deliverables 2. Ensure the closeout of budgets allocated Project Client Project Manager Done & Completed Project Client activities 3. Collect feedback form from client and Project Manager and Project Done & Completed Team members delegates 4. Process the refund to speakers Project Manager Done & Completed Agency theory (AT) components Principle agent Division: The principal in principal–agent theories represents someone who delegates. The agent represents someone to whom authority is delegated. The principal agent in this process automation project is the Project Manager and the agents are the team members. Information asymmetry: Asymmetric information, also known as "information failure," occurs when one party to an economic transaction possesses greater material knowledge than the other party. This typically manifests when the seller of a good or service possesses greater knowledge than the buyer; however, the reverse dynamic is also possible. Almost all economic transactions involve information asymmetries. Opportunistic behaviours: OPPORTUNISTIC BEHAVIOUR occurs where one party takes advantage of his superior knowledge, in order to further his/her interests, by failing to disclose such information to the other party. This would occur, for example, if a supplier of widgets had information about a product which was deliberately withheld from the potential buyer, in the knowledge that such information would negatively affect the price of the product or the willingness of the buyer to purchase it. AT management techniques: Agency theory is a management and economic theory that attempts to explain relationships and self-interest in business organizations. It describes the relationship between principals/agents and delegation of control. It explains how best to organize relationships in which one party (principal) determines the work and which another party (agent) performs or makes decisions on behalf of the principal (Jensen and Meckling, 1976; Schroeder et al., 2011). List of identified agency problems (AP): AP No. 1st party 2nd party Information advantage Opportunistic act Time of the act Before or after signing a contract Management technique Outcome after management 1 Stakeholders Project Team Prices of Suppliers 2 Project Team Project Salary and Manager Incentives of team members 3 Project Manager Project Owner Profit sharing Over pricing before due project time constraint Project after Manage did not give all the monetary benefit they deserved The Project after Owner did not give the necessary benefits after the project Procurement Plan ahead of project implementation Detailed Contract with no gray areas No Over Pricing Detailed contracts with no gray areas Disputes are avoided Disputes are avoided Identify the field that you are observing while identify the agency problems in the table above? Review the provided paper related to the main project features (temporality, task, transition, and team), discuss and provide a summery of a minimum of a 100 words for each one of those features. (A paper has been uploaded in blackboard to provide theoretical introduction of the four concepts, alternative papers can be used as well). Temporality Projects are typically socially constructed as “…a temporary endeavor undertaken to create a unique product, service or result” Temporality, and how it is constructed, defines the lifespan of a project and thus its strategic being as an organizational entity in a particular configuration. Time is a main performance measure in projects. And thus one of the factors that is used to construct what constitutes productivity and project success. Time is a strategic resource used a s a social construct to try and ensure projects are accomplished ‘in time’ and ‘on time’, thus having a major impact on the way project managers deliver projects. Task A task is a single unit of work - an action to accomplish in a project, a single step in a multi-step project. A task is accomplished by a set deadline, and must contribute toward work-related objectives. Just as project management is the coordination of individual tasks, a task can be broken down further into subtasks, which should also have clear start and end dates for completion. Transition A project transition plan is simply a document that outlines the processes to be followed during the implementation stage of any project. Upon the completion of a defined task, the project team cannot simply present the findings and deliverables to the company executives and walk-away. They must also provide a thorough plan for the implementation of these ideas into the processes that already exist and this plan is called a project transition plan because the company will literally experience a period of change while the plans are put in motion. Identification of Key Transition Staff. For an organization to survive any planned major change, it must be supported by key members of staff at various levels. Commonly these staff members should have also played a part during the collaboration efforts that brought about the impending change, but this involvement is not necessary for success of the transition initiative. It is important that supervisors and managers that are in charge of the departments that will be impacted are brought on board at this stage to ‘sell’ the change that is about to occur at subordinate levels. Logistics Considerations. Often, for a project to be implemented smoothly, certain elements first need to be put in place. Whether this involves new hardware, software, hiring of additional staff or contractual amendments, these issues must be addressed before attempting to start the change process. The Transfer of Knowledge. Another key part of any transition plan is the issue of knowledge transfer. All staff that will need to use the new system must be properly trained and if the change directly impacts customers, they also need to be informed before the cut-over to the new way of doing things. This transfer of knowledge can greatly affect the way the change is perceived and, therefore, has the power to affect the success or failure of the process, so any communication plan must be handled with care. Detailed Schedules for Implementation. Depending on the size of the project, it may not be feasible to implement it all at once. In instances where it affects the entire organization, the project can be introduced on a phased-in basis. This schedule for the use of a new system must be coordinated for minimal disruption to the company as a whole. The decisions made here will impact in which order staff are trained and the timing of communication messages. The preparation of a project management transition plan can be likened to the concept of after-sales service. The document ensures that the recommendations made for the project in question are implemented in a way that is controlled, so there is very little risk and the best possible chance for success. Team A project management team includes a group of individuals with similar expertise who are grouped together. Their main aim is to achieve a certain task or goal. The prospects of a successful project lie equally in the hands of the project manager as well as the members of the project. Successful projects are usually the result of careful planning and the talent and collaboration of a project’s team members. Projects can’t move forward without each of its key team members, but it’s not always clear who those members are, or what roles they play.
