Making Rules Project Management
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This document discusses establishing rules and structure for project management. It covers key topics such as: 1. Developing a project charter that defines the scope, stakeholders, and authority of the project manager. 2. Creating documents like a statement of work and communication plan that define deliverables, costs, schedule, and how information will be shared. 3. Establishing roles and responsibilities through tools like a responsibility matrix to coordinate the project team. The document emphasizes that establishing clear rules, documentation, and communication are foundations for effective project management.
Making Rules Project Management
- 1. Making the Rules which provides “discipline“ Prof. Georg Fischer Presented by Uday Sharma 4/12/2011 1/22
- 2. Agenda 1. Introduction 2. Project rules are the foundation 3. Management support Publish a project charter 4. The Content and Audience of a Project Charter 5. Statement of work 5.1 Consideration point for SOW 6. Consideration point for SOW 6.1 Project management training rollout 7. Responsibility matrix 8. Creating communication plan. 9. The project proposal launches the project 10. End point. 11. Fast foundation in project management 12. Conclusion 13. Bibliography 4/12/2011 2/22
- 3. 1. Introduction Who Is making the rules? What type of Rules? Team 1. Makes the team. 2. Discuss about vision. 3. Makes strategy. 4. Who is responsible for what? 5. How will we communicate? 6. Who has authority? 4/12/2011 3/22
- 4. 2. PROJECT RULES ARE THE FOUNDATION Agreement of Goal Strategic Plan Management Support Good communication Scope control 5 point of Project Manager life 4/12/2011 4/22
- 5. 3. Management support Publish a project charter Scope Major Participant Project Charter Project Manager Authority 4/12/2011 Project Charter structure 5/22
- 6. 4. The Content and Audience of a Project Charter Project Managers Need Expert Authority Project Charter Don’t be misled by the power of the charter. • Project Name • Project purpose Getting the Right People to Sign the Charter • Project manager Name If every project charter had the signature of • Statement of support the company president, it would soon become from the issuer. meaningless. Establishing Authority Project Charter Can Have Two Meanings -Expert authority • As a formal recognition of authority. -Legitimate authority • project definition document (Statement of work). 4/12/2011 6/22
- 7. 5. Statement of work Project manager Sponser Date Rivision History Revision date Revised by Approved by Description of change • Purpose • Scope Major project activities Out of scope activities that are critical to the success of the project • Deliverables • Cost Estimates • Cost Type - Internal labor hours - External costs - Labor (consultants, contract labor) - List other costs such as Equipment, hardware or software travel and training 4/12/2011 7/22
- 8. 5.1 Consideration point for SOW The Statement of Work May Be Called by Different Names • Contracts between separate legal entities that include one or more statements of work will use the SOWs. • Some firms use the term charter instead of statement of work. Project Team Customer Project Mangement Team 4/12/2011 Audience 8/22
- 9. 5.1 Continue........ The Statement of Work Is Not a Contract. STATEMENT OF WORK: MINIMUM CONTENT 1. Purpose of Statement Why are we doing this project? Why this much of time? Why this much of cost? Why this not that ? and all bla bla bal... Purpose Statements Need to Be Clear 2. Scop of Statement Limitation of the project. Absolutely clear if extra work is added later on. Specify What Is Beyond the Project’s Scope Flow diagram of SOW 4/12/2011 9/22
- 10. 6. Product Scope versus Project Scope • Product scope can remain constant at the same time that project scope expands 3. Deliverables • What is the project supposed to produce? • A new service? • A new design? • Will it fix a product defect? Always Start with a Detailed Product Description Blueprint Trying to nail down all the important parameters, such as cost, schedule, resource projections, and material requirements, is futile if the product specification isn’t complete, because the project team doesn’t really know what they are building. 4/12/2011 10/22
- 11. 6. Continue...... 4. Cost and Schedule Estimates • How fixed is the budget? • How was the deadline arrived at? • How far over budget or how late can we be and still be successful? • Do we really know enough to produce reliable estimates? 5. Objectives What are the measures for success? what else does it take to be successful? 6. Stakeholders In any statement of work, the project manager should identify anyone who will influence the project—that is, all the stakeholders. There are five key stakeholder roles that exist in any project: project manager, project team, sponsor, management, and customer. 7. Chain of Command Who reports to whom on this project? 4/12/2011 11/22
- 12. 6.1 PROJECT MANAGEMENT TRAINING ROLLOUT Organization chart • Project manager and project team report to human resources because trining is an HR section VP Operations (Sponser) • Project office act as a subject matter Director project Director Human • organization chart for an internal project office Resource in which all the stakeholders report to the same person. It spells out who will make decisions and which superior to refer a problem to. Manager Project project office Manager Go Beyond the Minimum After including all the necessary content listed here, be sure to add any other assumptions or agreements that are unique to this project. Project Team Write the Statement of Work First You, as project manager, need to write out the statement of work and then present it to the stakeholders. 12/22 4/12/2011
- 13. 7. RESPONSIBILITY MATRIX 4/12/2011 13/22
- 14. 8. CREATING A COMMUNICATION PLAN 1. Who needs information? - Sponsor - Functional management. - Customers. - Project team. - Project manager. 2. What information is needed? - Authorizations. - Status changes. - Coordination. Keep the Status Report Short Set Up an Escalation Procedure Communication plan Include Regular Meetings in the Communication Plan 4/12/2011 14/22
- 15. 8. Continue…… 4/12/2011 15/22
- 16. 9. THE PROJECT PROPOSAL LAUNCHES THE PROJECT Project managers deliver projects, but do they deliver the right projects? • Should we launch a new product? • Invest in a new wing at the R&D facility? • Implement the latest supply chain management software? Basic Project Proposal Content Project Selection Scope Project Goal and Ranking Criteria Problem/Opport- Cost-Benefit Obstacles and unity Definition Analysis Risks Proposed Business Schedule Solution Requirements Overview 4/12/2011 16/22
- 17. 10. End Point Each project is a new beginning, with new opportunities and new pitfalls. Making the project rules will put it on a firm footing and point it toward three of the five project success factors. 1. The project team, customer, and management must all agree on the goals of the project. Write down the goals and constraints in the statement of work and let the stakeholders demonstrate their agreement by Handover project signing it. 2. The size (scope) of the project must be controlled. Listing the deliverables and writing the scope statement are the first steps for controlling scope. Once the statement of work is signed, it can be used as a tool to refocus all the stakeholders on the legitimate responsibilities of the project. 3. Management support. Tangible support from management starts with issuing the project charter and signing the statement of work. 4/12/2011 17/22
- 18. 11. FAST FOUNDATION IN PROJECT MANAGEMENT 1. The project proposal assembles the information necessary for a sponsor or project selection board. 2. A project sponsor can use the charter template to formally authorize the project and project manager. 3. The statement of work represents the formal agreement between project stakeholders about the goals and constraints of the project. 4. The responsibility matrix clarifies the role and authority of each project stakeholder. 5. Effective communication is no accident. Use the communication planning matrix to identify who needs what information and how you’ll be sure to get it to them. Remember that having more mediums of communication increases the likelihood your message will get through. 6. As you initiate the project, use the definition checklist to guide the team. 4/12/2011 18/22
- 19. 12. Conclusion • To develop a good project good documentation is required. • To create a good documentation good management is required. • To maintain a good management, good discipline is required. • To maintain discipline, good “Rules“ are required. 4/12/2011 19/22
- 20. 13. Bibliography • The Fast Forward MBA in Project Management by “ERIC VERZUH”. • www.images.google.com 4/12/2011 20/22
- 21. Thanks for your attention 4/12/2011 21/22
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