1. WORKSHOP ON MANAGING MULTIPLE PROJECTS

2. Exit RULES OF THE HOUSE

3. YOUR EXPECTATIONS FROM THE COURSE  Brain Storming

4. LEARNING METHODS

5. WHERE DO WE STAND? Pre-test Assessment

6. Introduction to project management

7. WHAT IS A PROJECT?  Temporary endeavor undertaken to reach a unique result (product or service)---PMBOK  A project is a sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by a specific time, within budget, and according to specifications. (Effective Project Management---2 nd Edition)

8. WHAT IS PROJECT MANAGEMENT?  Application of knowledge, skills, tools and techniques to project activities to meet the project requirements. (PMBOK)  Project Management is a method and a set of techniques based on the accepted principles of management used for planning, estimating and controlling work activities to reach a desired end result on time, within budget and according to specification. (Effective Project Management---2 nd Edition)

9. WHAT DOES A PROJECT DELIVER? OutputOutcomeImpact Project Indicators Indicators Indicators

10. WHAT DOES A PROJECT DELIVER?  Outputs: Immediate results delivered by completion of project activities, can be a service or product  Outcome: Short and medium-term effects of a project output  Impact: Long term effects on identifiable population groups produced by a project  What is an indicator: A measure of performance that shows that an activity has been completed or a change has occurred

11. PROJECT OUTPUTS, OUTCOMES, AND IMPACT EXAMPLES: Outcome: New children enrolled Project: Improving Basic Education Impact: Literacy rate in project area improved Output: New schools constructed

12. PROJECT, PROGRAM, AND PORTFOLIO  Project:  Temporary endeavor undertaken to reach a unique result (product or service)  Program:  A combination of two or more than two related projects, usually managed by a program manager  Portfolio:  A collection of all projects and programs performed by an organization; may include unrelated programs

13. WHO ARE THE STAKEHOLDERS?  Any person, group, organization, or government entity who is actively involved in or whose interest are positively or negatively affected by the project activities  All stakeholders, to a certain extent have the ability to influence the project activities.

14. PHASES OF PROJECT LIFE CYCLE Defining the project Planning the project Executing the project Closing the project Controlling

16. CRITICAL AREAS TO MANAGE IN PROJECT  Scope  Time  Cost  Quality  Human Resources  Risks  Procurements  Communication

17. HOW PROJECT MANAGEMENT IS DIFFERENT BETWEEN SINGLE PROJECT AND MULTIPLE PROJECTS

18. MULTIPLE PROJECT MANAGEMENT  Individual Project Planning  Allocation and Organizing Resources  Assigning Roles and Responsibilities  Monitoring of Progress  Coordination of Teams  Providing Oversight & Consultation  Quality Assurance  Evaluation – Individuals’ Performances, Individual Projects, & Overall Program (if applicable).

19. MANAGING MULTIPLE PROJECTS  Begins with planning each individual project  The specification (scope of work)  View in the global context (the big picture)  External dependencies (others)  Identify & procure resources  Work breakdown structure  Task by task  Time-scales (time per task)  Set project timelines  Mileposts and midpoints (intermediate goals)

20. MANAGING MULTIPLE PROJECTS  Individual project planning continued  Task allocation (assignments)  Roles & responsibilities  Delegation  Establishing controls  Intermediate checkpoints on the timelines  Establish routes of communication  Consult the team  Provide training before the project begins  Gather feedback during to help the project along  Project review  During  After

21. MANAGING MULTIPLE PROJECTS  Managing several individual projects simultaneously  The individual project management steps are the same  Adds the step of co-ordination to more than one project  Of resources  Supplies & equipment  Of teams (including outside contractors)  So no one is in another’s way  So no one creates work for others  Of windows of opportunity

22. DELEGATION OF RESPONSIBILITY

23. DELEGATION  Bring team leaders into the loop  Explain all timelines, deadlines & mileposts  Explain materials procurement & scheduling  Explain interaction with outside factors  Delegate oversight responsibilities  With scheduled reporting requirements  Guarantee them the authority necessary  Set boundaries  Make sure they know how to contact you in an emergency

24. ESTABLISHING CONTROLS  Set up lines of communication  Who is the contact person?  When are they to inform you of potential problems or concerns?  Will you have regularly scheduled progress report meetings?  If so, set the schedules now, & work them into the timelines  You’re delegating responsibility, don’t forget to delegate the necessary authority with it.  You need to refer team members with concerns to the team leader for decisions – don’t usurp the authority you delegated

25. CONSULT THE TEAM  Have team leaders check the timelines, procurement procedures, material projections, etc.  Questions, comments, concerns?  Listen and consider  Brainstorm solutions to potential problems if necessary  Check training needs  Work them into the schedule  Gather feedback during the project  Make changes as necessary to speed the process

26. WORKING A PLAN OF ACTION  Just like every other plan you create  Do it  Decide what to do; coordinate with your team members; set a time for it to be done.  Review it  What problems did you encounter, and how did you handle them?  What went right, and can be incorporated into the next action?  What did you and your team learn from this action?  Renew it  Fine-tune new approaches and add them to the repertoire of methods and techniques your team will use in facing similar situations later.

27. THE “MAKE IT HAPPEN” PROCESS 1. Review The Current Situation and People 2. Identify The Needs and Wants 3. Establish Goals and Objectives – Set Priorities 4. Develop a Plan of Action 5. Implement The Plan 6. Evaluate and Study The Results 7. Take Action – Adopt, Adjust or Abandon The Plan

28. DEADLINES  Deadlines, once set, must be inviolate  No matter what happens, if the deadline exists, it must be met  Fire, flood, or famine  Allow time for contingencies, if possible  Allow for extra manpower, equipment, etc., if that will help & is possible  If, during the planning phase, it is discovered that the deadline cannot reasonably be met, within budget – let your supervisor know as soon as possible - & list your concerns, with possible solutions (don’t bring problems, bring solutions)

29. DEADLINES  When assigned a project  Ask for a reasonable amount of time to work the timelines  To determine whether or not it can be  Completed on time  Completed within the budget (or to generate a budget that will allow its completion on time)  If it is an impossible task, decline it (if possible)  If not possible, express your concerns – with supporting documentation  Express your willingness to succeed  Go back to the planning stage and find time

30. PLANNING FOR MULTIPLE PROJECTS

31. PLANNING TOOLS  Can use blank paper & pencil  Software planning tools  Microsoft Project & others  Software uses charts & graphs  Pert charts  Gantt charts

32. PLANNING CHARTS  The PERT chart is sometimes preferred over the GANTT chart, another popular project management charting method, because it clearly illustrates task dependencies.  On the other hand, the PERT chart can be much more difficult to interpret, especially on complex projects.  Frequently, project managers use both techniques.

33. A “PERT – STYLE” CHART  A PERT chart presents a project as a diagram consisting of numbered nodes (either circles or rectangles) representing events, or milestones in the project  More than one timeline can be included  Running concurrently or simultaneously  Running independently of one another

34. A “PERT – STYLE” CHART 1 2 3 4 5 6 7 8 9 10 1 day Determine needs, create order, request P.O. 1 day P.O. processing 5 days Submit order 1 day Order processing 2 days Evaluate equipment 1 day Determine needs, create work order, request P.O. 1 day P.O. processing 5 days Equipment pick-up 1 day Repair time 1 week Supplies Delivery Equipment Delivery Inventory supplies

35. A “GANTT – STYLE” CHART  A Gantt chart is built with a horizontal axis representing the total time span of the project, broken down into time increments (days, weeks, or months) and a vertical axis representing the tasks that make up the project.  Horizontal bars of varying lengths represent the sequences, timing, and time span for each task.

36. A “GANTT – STYLE” CHART Inventory supplies Request P.O. P.O. Processing Submit order Order Processing Supplies Delivery 4/05/06 4/12/06 4/19/064/26/06 5/02/065/09/065/16/06 “Today”

37. A “GANTT – STYLE” CHART  Gantt charts give a clear illustration of project status, but one problem with them is that they don't indicate task dependencies - you cannot tell how one task falling behind schedule affects other tasks.  The PERT chart is designed to do this.  Both charts can be automated to store more information about tasks  individuals assigned to specific tasks  notes about the procedures.  Automated charts also offer the benefit of being easy to change and may be adjusted frequently to reflect the actual status of project tasks as, often, they diverge from the original plan.

38. THE CALENDAR BLOCK BACK METHOD  As initially discussed, break the project into day-sized (7 hour) blocks  Work backward from the deadline to reach the starting date  Remember to calculate using project hours, not labor hours  Allow some room for contingencies

39. “AUTOMATED” CHARTS  Computerized planning charts have one big advantage over paper and pencil planning  Details can be kept in one place  Each block on the Pert or Gantt charts can be made “three dimensional.”  “Clicking” on a box opens paths to other information  Stripping Crew Members and their training status, vacation dates, etc.  Equipment schedules – Bob’s crew gets the burnisher on Friday, Mary’s crew needs it on Wednesday  Rooms assigned to each crew

40. QUIZ 1.(T / F) If you receive a project with an arbitrary timeline, and you can’t refuse it, sabotage it to prove that you were right. 2.(T / F) Managing Multiple Projects is just managing several individual projects at the same time. 3.(T / F) The more detailed the planning time before the project begins the more likely you are to ensure timely completion. 4.(T / F) Software Planning Programs are no better or worse than paper and pencil planning; either will get the job done. 5.(T / F) Pert Charts & Gantt Charts may only be used if you get them in a software package.

41. QUIZ 6.(T / F) Multiple projects require the extra step of coordination of time, and resources between the several projects. 7.(T / F) When delegating responsibility be sure to let the team members know that you are still in charge, and all decisions must come from you. 8.(T / F) Whether applied to a project, or a disciplinary problem, a Plan of Action has the same basic steps to follow. 9.(T / F) Deadlines are always negotiable. 10.(T / F) Training considerations should not be made part of the planning process.

42. ANSWERS 1.(F) If you receive a project with an arbitrary timeline, and you can’t refuse it, sabotage it to prove you were right. 2.(T) Managing Multiple Projects is just managing several individual projects at the same time. 3.(T) The more detailed the planning time before the project begins the more likely you are to ensure timely completion. 4.(T) Software Planning Programs are no better or worse than paper and pencil planning; either will get the job done. 5.(F) Pert Charts & Gantt Charts may only be used if you get them in a software package.

43. ANSWERS 6.(T) Multiple projects require the extra step of coordination of time, and resources between the several projects. 7.(F) When delegating responsibility be sure to let the team members know that you are still in charge, and all decisions must come from you. 8.(T) Whether applied to a project, or a disciplinary problem, a Plan of Action has the same basic steps to follow. 9.(F) Deadlines are always negotiable. 10.(F) Training considerations should not be made part of the planning process.

44. QUESTIONS, REVIEW, AND REFLECTION End of Day 1

45. Estimating scope and volume of multiple projects

46. WHAT IS A PROJECT SCOPE?  A project scope tells what is included in a project and more importantly, what is not included  Includes processes required to ensure that the project includes all the work required and only the work required, to complete the project successfully.

47. THE SCOPE TRIANGLE: Scope and Quality

48. WHAT IS SCOPE MANAGEMENT?  Primarily concerned with defining and controlling what is and what is not included in the project.  Scope Management consists of the following activities:  Collect Requirements  Define Scope  Create WBS  Verify Scope  Control Scope 48

49. COLLECT REQUIREMENTS  Collecting information about what needs to be done  The following Tools and Techniques can be used:  Interviews  Observations  Questionnaires and surveys  Group discussions and Brain storming to generate ideas  Group decision making techniques to finalize an idea  Unanimity, Majority, Plurality, Dictatorship 49

50. DEFINE SCOPE  Developing a detailed description of the project and project deliverables (products or services)  Following techniques can be used:  Expert judgment provided by a group or individual with specialized knowledge  Alternatives identification to perform the project work 50

51. CREATING THE WBS  The process of subdividing project deliverables and work into smaller, more manageable parts  The WBS will be the document that guides the remainder of the planning activities.  Two approaches can be used to identify the project activities  Top-Down Approach  Bottom-Up Approach 51

52. VERIFY SCOPE  The process of reviewing project deliverables with the customer or sponsor to ensure that they are completed satisfactorily and obtaining formal acceptance by the customer or sponsor Tools & Techniques used:  Inspection:  includes measuring, examining, and verifying  Also called reviews, audits, and walkthroughs. 52

53. CONTROL SCOPE  The process of monitoring the status of the project and product scope and managing changes to the scope baseline if required  Determining the causes and degree of variance to the scope baseline and taking corrective or preventive actions.  Tools & Techniques used:  Variance analysis  Planned Value  Earned Value  Variance 53

54. TASK ANALYSIS AND HUMAN RESOURCE PLANNING

55. PROJECT HUMAN RESOURCE MANAGEMENT  Making the most effective use of the people involved with a project.  Processes include:  Human resource planning: Identifying and documenting project roles, responsibilities, and reporting relationships.  Acquiring the project team: Getting the needed personnel assigned to and working on the project.  Developing the project team: Building individual and group skills to enhance project performance.  Managing the project team: Tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance. 55

56. SAMPLE ORGANIZATIONAL CHART FOR A LARGE IT PROJECT 56

57. RESPONSIBILITY ASSIGNMENT MATRIXES  A responsibility assignment matrix (RAM) is a matrix that maps the work of the project, as described in the WBS, to the people responsible for performing the work, as described in the OBS.  Can be created in different ways to meet unique project needs. 57

58. SAMPLE RESPONSIBILITY ASSIGNMENT MATRIX (RAM) 58

59. RAM SHOWING STAKEHOLDER ROLES 59

60. SAMPLE RACI CHART 60 R = Responsibility, only one R per task A = Accountability C = Consultation I = Informed

61. SAMPLE RESOURCE HISTOGRAM 61

62. RESOURCE LOADING  Resource loading refers to the amount of individual resources an existing schedule requires during specific time periods.  Helps project managers develop a general understanding of the demands a project will make on the organization’s resources and individual people’s schedules.  Overallocation means more resources than are available are assigned to perform work at a given time. 62

63. RESOURCE LEVELING  Resource leveling is a technique for resolving resource conflicts by delaying tasks.  The main purpose of resource leveling is to create a smoother distribution of resource use and reduce overallocation. 63

64. RESOURCE LEVELING EXAMPLE 64

65. PROJECT RESOURCE MANAGEMENT INVOLVES MUCH MORE THAN USING SOFTWARE  Project managers must:  Treat people with consideration and respect.  Understand what motivates people.  Communicate carefully with people.  Focus on your goal of enabling project team members to deliver their best work. 65

66. QUALITY CONTROL AND PERFORMANCE MANAGEMENT

67. INTRODUCTION  Project quality management includes the process required to ensure that the project satisfies the needs for which it is undertaken.  PQM includes all the activities of the overall management function that determine the quality policy, objectives, and responsibilities and implement them within the quality system.

68. MEANS OF IMPLEMENTATION OF PQM  QUALITY PLANING  QUALITY ASSURANCE  QUALITY CONTROL  These processes interact with each other as well as with the processes of other knowledge areas  Each process involves an effort of one or more individual or group of individuals based on the need of the project.  Each process occurs at least once in every project phase during the project life cycle.

69. DEFINITION  Q. What is Quality Planning ?  A. Quality Planning is identifying which quality standards are relevant to the project and determining how to satisfy them

70. DEFINITION  Q. What is Quality Assurance  A. Quality assurance is evaluating the overall project performance on a regular basis to provide a confidence that the project will satisfy the relevant quality standards.

71. DEFINITION  Q. What is Quality Control  A. Quality Control is the monitoring of specific project results to determine if they comply with the relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.

72. 1- INPUTS -Quality policy -Scope statement -Product description -Standards and regulations -Other process outputs 2- TOOLS AND TECH. -benefit/ cost analysis -Benchmarking -Flowcharting -Design of experiments 3- OUTPUTS -Quality management plan -Operational definitions -checklists -Inputs to other processes 1- INPUTS -Quality management plan -result of quality control measurements -Operational definitions 2- TOOLS AND TECH. -Quality planning tools and techniques -Quality audits 3- OUTPUTS -Quality improvement 1- INPUTS -work results -quality management plan -Operational definitions -checklists 2- TOOLS AND TECH. -inspection -Control charts -Pareto diagrams -Statistical sampling -flowcharting -Trend analysis 3- OUTPUTS -Quality improvement -Acceptance decisions -rework -Completed checklist -Process adjustment

73. PROGRAM VS. PROJECT

74. PROGRAM DEFINITION www.theboldtcompany.com/mrc/terms.htm Activities that include planning, monitoring, and reporting of ongoing activities, cost/schedule tracking, clerical, other administrative support, and grants to states and localities. Formerly available on a US Dept of Energy site that is no longer available.

75. PROGRAM DEFINITION The coordinated management of a portfolio of projects to achieve a set of business objectives is called program management. Or, a program might refer to an ongoing set of activities internal to the organization, for example, a Total Quality Management program, workplace safety program, supplier development program, etc. Source: http://www.mapnp.org/library/prog_mng/prog_mng.htm scrc.ncsu.edu/public/DEFINITIONS/P%20-%20R.htmlhttp://www.mapnp.org/library/prog_mng/prog_mng.htm scrc.ncsu.edu/public/DEFINITIONS/P%20-%20R.html

76. PROGRAM VS. PROJECT MANAGEMENT Program management: is the active process of managing multiple global workstreams or projects which need to meet or exceed business goals according to a pre-determined methodology or life- cycle. Program management focuses on tighter integration, closely knit communications and more control over program resources and priorities." [IAPPM-2003] Project Management: is the centralized management by an individual to plan, organize, control and deploy key milestones, deliverables and resources from conception through retirement, according to customer goals. Often project managers are skilled to use specific templates and techniques to manage through the preferred project life-cycle." [IAPPM-2003]

77. THE COMMON THREADS IN THESE DEFINITIONS INCLUDE: Multiple Projects: A program consists of a series of related and possibly interdependent projects that meet an overarching objective. Planning: Any program or project requires planning. A project has its own schedule, its own milestones. A program may entail coordination and between and scheduling of a subset of the projects that make up the program. Monitoring: Management must monitor progress, issues, and risks... regardless of whether at the project level, or the program level. Program management entails monitoring at a higher level.

78. THE COMMON THREADS IN THESE DEFINITIONS INCLUDE: Reporting: As with monitoring, there must be reporting at both the project and the program level. Program management consolidates the reports from component projects comprising the program for its reporting to higher level management. Budget: In some organizations, projects are responsible for their own budgets but often, the project manager is working against tasks and deadlines, with budgets that were set at higher levels. Programs are more often, but not always, inclusive of budget management.

79. SO, WHAT ARE THE DIFFERENCES BETWEEN PROJECT MANAGEMENT AND PROGRAM MANAGEMENT? 1.Programs encompass a series of projects that in aggregate achieve an overarching set of objectives, where projects have specific and more singular objectives. In this sense, the difference is driven by scope and scale. 2.Program management involves more than oversight of a set of projects. It includes application of common standards and processes to the execution of projects.

80. PROGRAM MANAGEMENT INCLUDES: Oversight of related projects. Establishment of business and technical processes. Audit and enforcement of established processes. Acceptance, analysis, and implementation of process improvements. Measurement of existing processes against established metrics.

81. Intervention Logic in Projects

82. LOGICAL FRAMEWORK MATRIX

83. KEY FEATURES OF LOGFRAME MATRIX The LOGFRAME MATRIX is a participatory Planning, Monitoring & Evaluation tool whose power depends on the degree to which it incorporates the full range of views of intended beneficiaries and others who have a stake in the program/project design.

84. SUMMARY OF THE LOGICAL FRAMEWORK  Goal  The higher level objective towards which the project is expected to contribute (mention target groups)  Purpose  The effect which is expected to be achieved as the result of the project.  Outputs  The results that the project management should be able to guarantee (mention target groups)  Activities  The activities that have to be undertaken by the project in order to produce outputs. Intervention Logic

85. CAUSE-EFFECT RELATIONSHIP AMONG OBJECTIVES AT SEVERAL LEVELS Inputs Activities Outputs Purpose Goal under full control of project management beyond control of project management

86. SUMMARY OF THE LOGICAL FRAMEWORK  Assumptions  Important events, conditions or decisions outside the control of the project which must prevail the goal.  Important events, conditions or decisions outside control of the project management necessary for the achievement of the purpose.  Important events, conditions or decisions outside control of the project management necessary for the production of outputs.  Important events, conditions, decisions outside control of the project management necessary for the start of the project. Assumptions and Preconditions

87. SUMMARY OF THE LOGICAL FRAMEWORK  Goal  Measures (direct or indirect) to verify to what extent the goal is fulfilled.  Purpose  Measures (direct or indirect) to verify to what extent the purpose is fulfilled.  Outputs  Measures (direct or indirect) to verify to what extent the outputs are produced. Objectively Verifiable Indicators (OVI) Activities (Inputs) –Goods, people and services necessary to undertake the activities

88. SUMMARY OF THE LOGICAL FRAMEWORK  Goal  The sources of data necessary to verify status of goal level indicators.  Purpose  The sources of data necessary to verify status of purpose level indicators.  Outputs  The sources of data necessary to verify status of output level indicators.  Activities  The sources of data necessary to verify status of activity level indicators. Means of verification (MOV)

89. OBJECTIVELY VERIFIABLE INDICATORS  Indicators must be valid, reliable, precise, cost-effective and stated independently from other levels.  Indicators should make clear how the target group will benefit from the realisation of outputs.  Indicators should be specific in terms of:  Quality (what?)-Q  Quantity (how much?)-Q  Time (when, how long?) - T  Target Group (who?)- T  Place (where?)-P

90. OBJECTIVELY VERIFIABLE INDICATORS  The process of defining indicators forces us to clarify our objectives. A good indicator at this level is, a. Plausiblemeasuring what is important in the project b. Attributable measuring changes caused by the project c. Cost-effective involving data that may be collected and analyzed inexpensively d. Independentnot inherent to the project e. Targetedhow much.., what kind of.., by when f. Verifiableto reach agreement

91. KEY FEATURES OF LOGFRAME MATRIX (CONT’D)  Develop a common understanding of the expectations of a programme by delineating a hierarchy of aims;  Define indicators of success and establish criteria for monitoring and evaluation;  Define critical assumptions on which the programme is based; and  Identify means of verifying programme accomplishments

92. LOGICAL FRAMEWORK MATRIX A tool for planning, appraisal, monitoring and evaluation. The framework –Vertical Logic GOAL PURPOSE OUTPUTS ACTIVITIES

93. HIERARCHY OF AIMS  The GOAL is a bottom line condition of well-being of individuals, families, or communities. It is usually described in terms of quality of life improvement towards which the country programme will contribute  The PURPOSE is determined by asking the question “how will this goal be achieved”  The OUTPUTS are the deliverables through which the purpose will be achieved.  The ACTIVITIES are the main elements of component projects through which the outputs are achieved

94. CORE CONCEPT OF LOGFRAME MATRIX: MEANS AND END LOGIC The main concept underlying the Logical Framework is means and end. The better the means and end linkages between each level of aims, the better the programme design. By definition, each programme has a “if-then” or “means-and-end” logic embedded in it. If we produce certain results under certain conditions, then we can expect to achieve certain other outcomes.

95. LOGFRAME-HORIZONTAL LOGIC Aims measured by indicators through information collected and presented in specified means of verification

96. THE LOGIC OF A PROGRAMME: A SET OF LINKED HYPOTHESES GOAL PURPOSE ACTIVITIES OUTPUTS if then if then if

97. PLAN DOWNWARDS Goal Assumptions Purpose Assumptions Outputs Assumptions Activities Assumptions Inputs AND THEN THINK UPWARDS

98. OBJECTIVELY VERIFIABLE INDICATORS (OVI) The quantitative, qualitative, and time-bound measures that constitute evidence of the extent to which the aims have been met at the four levels of the hierarchy. OVIs: k Indicate how to recognize success at each level of aim

99. OBJECTIVELY VERIFIABLE INDICATORS (CONT’D) kAssist to refine and clarify aims kFacilitate monitoring and take remedial actions if required kFacilitate end of programme evaluation to determine delivery of outputs and progress made in achieving goal and purpose.

100. MEANS OF VERIFICATION The specific sources from which the status of each of the indicators can be ascertained

101. END OF DAY 2

102. PRACTICAL WORK ON PROJECT SCENARIOS

103. MONITORING FOR VARIOUS TYPES OF PROJECTS

104. MONITOR PROJECT PLANNING PARAMETERS(1/2) ☆ Monitor the actual values of the project planning parameters against the project plan.  Monitor progress against the schedule.  Monitor the project ’ s cost and expended effort.  Monitor the attributes of the work products and tasks.  Monitor resources provided and used.  Monitor the knowledge and skills of project personnel.

105. MONITOR PROJECT PLANNING PARAMETERS(2/2)  Typical Work Products 1.Records of project performance 2.Records of significant deviations

106. OBJECTIVELY VERIFIABLE INDICATORS (OVI) The quantitative, qualitative, and time-bound measures that constitute evidence of the extent to which the aims have been met at the four levels of the hierarchy. OVIs: k Indicate how to recognize success at each level of aim

107. OBJECTIVELY VERIFIABLE INDICATORS (CONT’D) kAssist to refine and clarify aims kFacilitate monitoring and take remedial actions if required kFacilitate end of programme evaluation to determine delivery of outputs and progress made in achieving goal and purpose.

108. MONITORING PLANS

109. WHEN TO SET INDICATORS? Tomorrow????????

110. OBJECTIVELY VERIFIABLE INDICATORS (QUANTITY & QUALITY)  Indicator -Increase CSR  Add Quality -CS with IOL increased from 60% to 90%  Add Quality -CS with SICS technique increased from 60% to 80%  Add time -CSR increased from 4000 to 6000 by 2005  Add place -in x region/district

111. MEANS OF VERIFICATION The specific sources from which the status of each of the indicators can be ascertained

112. INSTITUTIONALIZE A MANAGED PROCESS  Establish an Organizational Policy Establish an Organizational Policy  Plan the Process Plan the Process  Provide Resources Provide Resources  Assign Responsibility Assign Responsibility  Train People Train People  Manage Configurations Manage Configurations  Identify and Involve Relevant Stakeholders Identify and Involve Relevant Stakeholders  Monitor and Control the Process Monitor and Control the Process  Objectively Evaluate Adherence Objectively Evaluate Adherence  Review Status with Higher-Level Management Review Status with Higher-Level Management Back

113. ASSUMPTIONS AND RISKS Assumptions and risks are external conditions that are outside the control of the programme. The achievement of aims depends on whether or not assumptions hold true and the risks do not materialize. If cause and effect is the core concept of good programme design, necessary and sufficient conditions are the corollary. The sufficient conditions between the levels in the hierarchy of aims are the Assumptions. This is the external logic of the programme.

114. ASSUMPTIONS AND RISKS (CONT’D) When working on a programme, we make assumptions about the degree of uncertainty between different levels of aims. The lower the uncertainty that certain assumptions will hold true, the stronger the programme design. Any experienced manager will agree that the assumptions - the failing assumptions - can derail a programme as often as poorly executed outputs.

115. ASSUMPTIONS AND RISKS (CONT’D) Logframe demands that all hypotheses, assumptions and risks relevant to a programme are made explicit. By implication, this then further demands that the appropriate action is considered (and if necessary taken) before problems materialise.  How important are the assumptions  How big are the risks  Should the programme be redesigned?  Should elements of the proposed programme be abandoned?

116. SMART OBJECTIVES

117. WRITING SMART OBJECTIVES  An objective is derived from a goal, has the same intention as a goal, but it is more specific, quantifiable and verifiable than the goal.

118. WRITING SMART OBJECTIVES  SMART stands for:  Specific,  Measurable,  Achievable/Agreeable,  Realistic/Relevant,  Timely.

119. WRITING SMART OBJECTIVES  Don't try to use that order M-A/R-S-T is often the best way to write objectives.

120. WRITING SMART OBJECTIVES  Measurable is the most important consideration.  You will know that you've achieved your objective, because here is the evidence.

121. MEASURABLE  Does your object of interest measure up to your standard of acceptability.  Answer the phone quickly vs.  Phone calls will be answered in three rings

122. MEASURABLE  Summary: Is there something measurable to assess progress towards the objective?

123. MEASURABLE By June 1, 2007 the HKLB Institute participants will have established a local school health advisory council that meets at least every other month during the school year.

124. ACHIEVABLE  Some people feel that Agreed should stand for the definition of A in SMART. objectives should indeed be agreed upon between involved participants rather than enforced.

125. ACHIEVABLE  Achievable is linked to measurable. Usually, there's no point in starting a job you know you can't finish, or one where you can't tell if/when you've finished it.  How can I decide if it's achievable?  - you know it's measurable  - others have done it successfully (before you, or somewhere else)  - it's theoretically possible (ie clearly not 'not achievable')  - you have the necessary resources, or at least a realistic chance of getting them  - you've assessed the limitations.

126. ACHIEVABILITY  Summary: With a reasonable amount of effort and application can the objective be achieved?

127. ACHIEVABLE/AGREEABLE? By June 1, 2007 the HKLB Institute participants will have established a local school health advisory council that meets at least every other month during the school year.

128. REALISTIC/RELEVANT? By June 1, 2007 the HKLB Institute participants will have established a local school health advisory council that meets at least every other month during the school year.

129. RELEVANCE  This means two things; that the goal or target being set is something they can actually impact upon or change and secondly it is also important to the success of the project.  Example: Telling teachers that they 'have to increase the school tax levy before the next school year' is not actually something they can do anything about - it's not relevant to them. However, asking them to reduce their expenditure on classroom materials by $20 over the next three months is entirely relevant to them.  As to whether it's relevant to what the school is trying to achieve, the budget manager has to decide this by considering the wider picture.

130. REALISTIC  Summary: Can the people with whom the objective is set make an impact on the situation? Do they have the necessary knowledge, authority and skills?

131. SPECIFIC  You will know your objective is specific enough if:  - an observable action is linked to a number, rate, percentage or frequency  - everyone who's involved knows that it includes them specifically  - everyone involved can understand it  - your objective is free from jargon  - you've defined all your terms  - you've used only appropriate language.

132. SPECIFIC WHO IS GOING TO DO HOW MUCH OF WHAT BY WHEN? By June 1, 2007 the HKLB Institute participants will have established a local school health advisory council that meets at least every other month during the school year.

133. SPECIFIC WHO IS GOING TO DO HOW MUCH OF WHAT BY WHEN?  By September 2007, all health educators in our district will have participated in a district-wide mapping and alignment workshop.  By January 2008, all health educators in our district will have completed an update to our k-12 health curriculum scope and sequence.

134. SPECIFIC WHO IS GOING TO DO HOW MUCH OF WHAT BY WHEN?  By September 2007, all health educators in our district will have participated in a district-wide mapping and alignment workshop.  By January, 2008 all health educators in our district will have completed an update to our k-12 health curriculum scope and sequence.

135. SPECIFICITY  Summary: Is there a description of a precise or specific behavior/outcome which is linked to a rate, number, percentage or frequency?

136. TIME BASED  In the objective somewhere there has to be a date  (Day/Month/Year) for when the task has to be started (if it's ongoing) and/or completed (if it's short term or project related).  Simply: No date = No good.

137. TIME BOUND By June 1, 2007 the HKLB Institute participants will have established a local school health advisory council that meets at least every other month during the school year.

138. COMMUNICATION SKILLS FOR MANAGING MULTIPLE PROJECTS

139. WHAT’S IN IT FOR YOU? Three reasons you need to manage project communication  Meet the information needs of your project stakeholders (Communication Planning and Information Distribution)  Track and report on project performance (Performance Reporting)  Formally document project results (Administrative Closure)

140. PROJECT COMMUNICATION MANAGEMENT Initiating Processes Initiating Processes Planning Processes Planning Processes Controlling Processes Controlling Processes Executing Processes Executing Processes Closing Processes Closing Processes Communication PlanningInformation Distribution Performance Reporting Administrative Closure View Project Communication in the context of the five PM process groups.

141. COMMUNICATION PLANNING  Inputs  Project Charter and WBS Product List  Process  Identify stakeholders and their information needs  Identify WBS Products  Complete Project Communication Plans  Outputs  Project Communication Plan  Conflict Management Plan  Tools  Project Communication Handbook and Project Communication Planning Website

142. PROJECT COMMUNICATION PLAN  Identifies the project team  Explains methods of communication including community involvement  Provides project reporting information  Stakeholders analysis  Communication Matrix

143. COMMUNICATION MATRIX  WBS Products by WBS Number  Identifies the Uniform Filing System Location for each product listed (an X indicates it belongs in the permanent project history file)  Completed for each phase  Can be downloaded from the Intranet (Available on PM Website)  The Communication Matrix provides a roadmap for the project

144. CONFLICT MANAGEMENT PLAN  Provides guidelines for resolving conflicts during the life of a project  Developed with project stakeholders  Record decisions made  Design interest-based conflict management strategies with stakeholders, not for them

145. INFORMATION DISTRIBUTION  Communication skills are used to exchange project information  Senders are responsible for ensuring messages are clear and understood  Project team members are suppliers and customers  Suppliers provide inputs  Task managers deliver WBS elements  Customers receive the products  Track product deliverables with the Communication Matrix

146. WHAT PROJECT TEAM MEMBERS NEED TO KNOW  If you are working on a project, you need to know:  Why your customers want your product  What features your customers want  How your customers want to receive it  How long it will take  Tell your customers exactly when deliverables will arrive - extremely important for critical path elements  Project Team members ensure successful product delivery

147. PERFORMANCE REPORTING  Status Reporting  Where the project stands at a given point  Progress Reports/Work Results  What the project team has accomplished to date  Change Requests  Analysis may result in request for a change  Important to keep workplans and project databases current for accurate project reporting

148. ADMINISTRATIVE CLOSURE Each project phase requires closure  Close-out Processes - Verify and document project results (Available on PM Website)  Uniform Filing Systems  Project Development and Construction maintain permanent history files  Lessons Learned - Provide feedback to continuously improve Project Delivery (Available on PM Website)

149. END OF DAY 3

150. PROJECT FINANCIAL MANAGEMENT COST AND BUDGET MANAGEMENT

151. WHAT IS COST AND PROJECT COST MANAGEMENT?  Cost is a resource sacrificed or foregone to achieve a specific objective, or something given up in exchange.  Costs are usually measured in monetary units, such as dollars.  Project cost management includes the processes required to ensure that the project is completed within an approved budget. 151

152. PROJECT COST MANAGEMENT PROCESSES  Cost estimating: Developing an approximation or estimate of the costs of the resources needed to complete a project.  Cost budgeting: Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance.  Cost control: Controlling changes to the project budget. 152

153. BASIC PRINCIPLES OF COST MANAGEMENT  Most members of an executive board have a better understanding and are more interested in financial terms, so project managers must speak their language.  Profits are revenues minus expenses.  Life cycle costing considers the total cost of ownership, or development plus support costs, for a project.  Cash flow analysis determines the estimated annual costs and benefits for a project and the resulting annual cash flow. 153

154. BASIC PRINCIPLES OF COST MANAGEMENT  Tangible costs or benefits are those costs or benefits that an organization can easily measure in dollars.  Intangible costs or benefits are costs or benefits that are difficult to measure in monetary terms.  Direct costs are costs that can be directly related to producing the products and services of the project.  Indirect costs are costs that are not directly related to the products or services of the project, but are indirectly related to performing the project.  Sunk cost is money that has been spent in the past; when deciding what projects to invest in or continue, you should not include sunk costs. 154

155. BASIC PRINCIPLES OF COST MANAGEMENT  Learning curve theory states that when many items are produced repetitively, the unit cost of those items decreases in a regular pattern as more units are produced.  Reserves are dollars included in a cost estimate to mitigate cost risk by allowing for future situations that are difficult to predict.  Contingency reserves allow for future situations that may be partially planned for (sometimes called known unknowns) and are included in the project cost baseline.  Management reserves allow for future situations that are unpredictable (sometimes called unknown unknowns). 155

156. COST ESTIMATING  Project managers must take cost estimates seriously if they want to complete projects within budget constraints.  It’s important to know the types of cost estimates, how to prepare cost estimates, and typical problems associated with cost estimates. 156

157. TABLE 7-2. TYPES OF COST ESTIMATES 157

158. COST MANAGEMENT PLAN  A cost management plan is a document that describes how the organization will manage cost variances on the project.  A large percentage of total project costs are often labor costs, so project managers must develop and track estimates for labor. 158

159. COST ESTIMATION TOOLS AND TECHNIQUES  Basic tools and techniques for cost estimates :  Analogous or top-down estimates: Use the actual cost of a previous, similar project as the basis for estimating the cost of the current project.  Bottom-up estimates: Involve estimating individual work items or activities and summing them to get a project total.  Parametric modeling: Uses project characteristics (parameters) in a mathematical model to estimate project costs.  Computerized tools: Tools, such as spreadsheets and project management software, that can make working with different cost estimates and cost estimation tools easier. 159

160. COST BUDGETING  Cost budgeting involves allocating the project cost estimate to individual work items over time.  The WBS is a required input for the cost budgeting process because it defines the work items.  Important goal is to produce a cost baseline:  A time-phased budget that project managers use to measure and monitor cost performance. 160

161. COST CONTROL  Project cost control includes:  Monitoring cost performance.  Ensuring that only appropriate project changes are included in a revised cost baseline.  Informing project stakeholders of authorized changes to the project that will affect costs.  Many organizations around the globe have problems with cost control. 161

162. TOTAL QUALITY MANAGEMENT

163. DIFINITION OF QUALITY  The concept and vocabulary of quality are elusive. Different people interpret quality differently. Few can define quality in measurable terms that can be proved operationalized. When asked what differentiates their product or service; The banker will answer” service” The healthcare worker will answer “quality health care” The hotel employee will answer “customer satisfaction” The manufacturer will simply answer “quality product”

164. FIVE APPROACHES OF DEFINING QUALITY  Harvard professor David Garvin, in his book Managing Quality summarized five principal approaches to define quality.  Transcendent  Product based  User based  Manufacturing based  Value based

165. TRANSCENDENTAL VIEW  Those who hold the transcendental view would say “I can’t define it, but I know it when I see it”  Advertisers are fond of promoting products in these terms. “ Where shopping is a pleasure” (supermarket). “We love to fly and it shows" (airline). Television and print media are awash with such indefinable claims and therein lies the problem:  Quality is difficult to define or to operationalize. It thus becomes elusive when using the approach as basis for competitive advantage. Moreover, the functions of design, production and service may find it difficult to use the definition as a basis for quality management.

166. PRODUCT BASED  Quality is viewed as a quantifiable or measurable characteristic or attribute. For example durability or reliability can be measured and the engineer can design to that benchmark.  Quality is determined objectively.  Although this approach has many benefits, it has limitation as well. Where quality is based on individual taste or preference, the benchmark for measurement may be misleading.

167. USER BASED It is based on idea that quality is an individual matter and products that best satisfy their preferences are those with the highest quality. This is rational approach but leads to two problems;  Consumer preference vary widely and it is difficult to aggregate these preferences into products with wide appeal. This leads to the choice between a niche strategy or a market aggregation approach which tries to identify those product attributes that meet the needs of the largest number of consumers.  Another problem concerns the answer to the question “Are quality and customer satisfaction the same?” the answer is probably not. One may admit that a Lincoln continental has many quality attribute, but satisfaction may be better achieved with an Escort.

168. MANUFACTURING BASED  Manufacturing-based definitions are concerned primarily with engineering and manufacturing practices and use the universal definition of “conformance to requirements”. Requirements or specifications are established by design and any deviation implies a reduction in quality. The concept applies to services as well as product. Excellence in quality is not necessarily in the eye of the beholder but rather in the standards set by the organization.  This approach has the serious weakness. The consumer’s perception of quality is equated with conformance and hence is internally focused.

169. VALUE BASED  It is defined in term of costs and prices as well as number of other attributes. Thus, the consumer’s purchased decision is based on quality at an acceptable price. This approach is reflected in the popular Consumer Reports magazine which ranks products and services based on two criteria: Quality and Value.  The highest quality is not usually the best value. That designation is assigned to the “best- buy” product or service.

170. MANAGEMENT OF PROCESS QUALITY HUMAN RESOURCE DEVELOPMENT AND MANAGEMENT STRATEGIC QUALITY PLANNING INFORMATION AND ANALYSIS CUSTOMER FOCUS AND SATISFACTION QUALITY AND OPERATIONAL RESULTS SENIOR EXECUTIVE LEADERSHIP System Approach for TQM Driver System

171. EARNED VALUE MANAGEMENT (EVM)  EVM is a project performance measurement technique that integrates scope, time, and cost data.  Given a baseline (original plan plus approved changes), you can determine how well the project is meeting its goals.  You must enter actual information periodically to use EVM.  More and more organizations around the world are using EVM to help control project costs. 171

172. EARNED VALUE MANAGEMENT TERMS  The planned value (PV), formerly called the budgeted cost of work scheduled (BCWS), also called the budget, is that portion of the approved total cost estimate planned to be spent on an activity during a given period.  Actual cost (AC), formerly called actual cost of work performed (ACWP), is the total of direct and indirect costs incurred in accomplishing work on an activity during a given period.  The earned value (EV), formerly called the budgeted cost of work performed (BCWP), is an estimate of the value of the physical work actually completed.  EV is based on the original planned costs for the project or activity and the rate at which the team is completing work on the project or activity to date. 172

173. RATE OF PERFORMANCE  Rate of performance (RP) is the ratio of actual work completed to the percentage of work planned to have been completed at any given time during the life of the project or activity.  Brenda Taylor, Senior Project Manager in South Africa, suggests using this approach for estimating earned value.  For example, suppose the server installation was halfway completed by the end of week 1. The rate of performance would be 50 percent (50/100) because by the end of week 1, the planned schedule reflects that the task should be 100 percent complete and only 50 percent of that work has been completed. 173

174. TABLE 7-4. EARNED VALUE CALCULATIONS FOR ONE ACTIVITY AFTER WEEK ONE 174

175. EARNED VALUE FORMULAS 175

176. RULES OF THUMB FOR EARNED VALUE NUMBERS  Negative numbers for cost and schedule variance indicate problems in those areas.  A CPI or SPI that is less than 100 percent indicates problems.  Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule). 176

177. PROJECT PORTFOLIO MANAGEMENT  Many organizations collect and control an entire suite of projects or investments as one set of interrelated activities in a portfolio.  Project portfolio management has five levels: 1.Put all your projects in one database. 2.Prioritize the projects in your database. 3.Divide your projects into two or three budgets based on type of investment. 4.Automate the repository. 5.Apply modern portfolio theory, including risk-return tools that map project risk on a curve. 177

178. USING SOFTWARE TO ASSIST IN COST MANAGEMENT  Spreadsheets are a common tool for resource planning, cost estimating, cost budgeting, and cost control.  Many companies use more sophisticated and centralized financial applications software for cost information.  Project management software has many cost-related features, especially enterprise PM software. 178