1. Prof. Roy Levow Session 7

2.  Considering Resource Availability  Leveling Resources  Acceptably Leveled Schedule  Resource-Leveling Strategies  Cost Impact of Resource Leveling  Implementing Micro-Level Project Planning  Work Packages

3.  Considering Resource Availability  Leveling Resources  Acceptably Leveled Schedule  Resource-Leveling Strategies  Cost Impact of Resource Leveling  Implementing Micro-Level Project Planning  Work Packages Copyright 2007 John Wiley & Sons, Inc.Chapter 73

4.  Understand why resources should be leveled  Utilize various approaches to leveling resources  Determine the appropriate use of substitute resources  Define a work package and its purposes  Describe the format and explain the contents of a work package  Know when to require a work package description Copyright 2007 John Wiley & Sons, Inc.Chapter 74

5.  Final part of the plan is to assign resources to the schedule  Resources may not be available at scheduled time  Resource Leveling – process to schedule how each resource is allocated to accomplish the task within the scheduled dates of the tasks  Purpose is to avoid overscheduling and to have a smooth flow of resources

6.  Utilize available slack  Shift the project finish date  Smoothing – use overtime

7.  Further decompose the task to accommodate resource’s schedule  Stretch a task  Assign a substitute resource

8.  No cost impact if resources are billable based on expended labor  Cost impact if resources are charged on calendar basis  Cost impact if there are incentives for early completion or penalties for late completion

9.  Decomposition of tasks assigned to an individual – subtasks  Responsibility for completing task is assigned to task manager and subteam (can be one individual)  Can create mini-Network Diagram and Time- Scaled Resource Schedule

11.  “Statement by the each task manager as to how he or she plans to complete the task within the scheduled start and finish dates.”

14.  The Importance of Planning  Joint Project Planning Sessions  Project Proposal  Contents of the Project Proposal

15. Understand the importance of planning to a TPM project Understand the purpose of the Joint Project Planning session Know how to plan a Joint Project Planning session Decide who should attend the Joint Project Planning session Understand all of the deliverables from the Joint Project Planning session Explain the purpose of the project proposal Know the contents of the project proposal

16.  Reduces Uncertainty  Increases Understanding  Improves Efficiency

17. Objective: Develop a project plan that meets the Conditions of Satisfaction (COS) as negotiated between the requestor and the provider, and as described in the Project Overview Statement.

18.  Facilitator  Project Manager  Another Project Manager  JPP Consultant  Technographer  Core Project Team  Customer Representative  Resource Managers  Project Champion  Functional Managers  Process Owner

19.  Comfortable (up to three days in one room)  Preferably on-site (minimize distractions)  Space enough for groups of four or five have separate tables, chairs, and flip charts.  No breakout rooms  Plenty of wall space to tape up charts  Whiteboard space  Equipment  Post-It Notes, tape, scissors, and colored marking pens  LCD projector and PC

20.  Session 1  Negotiate COS  Session 2  Write POS  Session 3 (JPP Session)  First-level WBS  Decompose WBS  Estimate activity durations and resource requirements  Project Network Diagram  Determine critical path  Revise and approve project completion date  Finalize resource schedule  Gain consensus on project plan

21.  Work Breakdown Structure  Activity Duration Estimates  Resource Requirements  Project Network Schedule  Activity Schedule  Resource Assignments  Project Notebook

22.  Background  Objective  Overview of the approach to be taken  Detailed statement of the work  Time and cost summary  Appendices

23.  Project Manager vis-à-vis the Functional Manager  Projects as Motivation and Development Tools  Recruiting the Project Team  Establishing the Team Operating Rules  Managing Team Communications  Managing Multiple Team Projects  Executing a Multiple-Team Project

24.  Explain the relationship between the project manager and the functional manager  Use projects for motivation and development  Understand the concept of job design and how it relates to project management  Define the three components of a project team  Describe the characteristics of an effective project manager  Describe the characteristics of an effective project team member Copyright 2007 John Wiley & Sons, Inc.Chapter 924

25.  Understand the different roles and responsibilities of core versus contracted team members  Help contracted team members become part of the team  Establish team operating rules for problem solving, decision making, and conflict resolution  Know the types of team meetings and when to use each type  Establish and use a team war room  Know project communications requirements and use  Organize the project team Copyright 2007 John Wiley & Sons, Inc.Chapter 925

26.  Understand the complexities and challenges of managing multiple-team projects  Understand the various requirements gathering processes  Define scope change processes and change management processes  Understand and use the Project Office, Core Team, and Super Team structures to manage a multiple-team project  Know how to select the best-fit project organizational structure for a multiple-team project Copyright 2007 John Wiley & Sons, Inc.Chapter 926

27.  Project Manager’s objective – to complete the project on time, within budget, and to customer’s specifications  Functional Manager’s objective – to develop staff skills to meet project requirements and deployment of staff to projects  The conflict – assigning a trained professional to a project (training burden on Functional Manager) or an inexperienced professional to a project (training burden on Project Manager) Copyright 2007 John Wiley & Sons, Inc.Chapter 927

28. Hygiene Factors Company Policy Administrative Practice Working Conditions Technical Supervision Interpersonal Relations Job Security Salary Copyright 2007 John Wiley & Sons, Inc.Chapter 928 Motivators Achievement Recognition Advancement and Growth Responsibility Work Itself Hertzberg’s Theory of Motivation

29.  Motivations from project work  Challenge  Recognition  Job Design  Skill Variety  Task Identity  Task Significance  Autonomy  Feedback Copyright 2007 John Wiley & Sons, Inc.Chapter 929

30.  Three separate components  Project Manager  Core Team  Contracted Team  Selecting a Project Manager  When: Ideally at the beginning of the project  Selection Criteria  Background and experience  Leadership and strategic experience  Technical expertise  Interpersonal competence  Managerial ability Copyright 2007 John Wiley & Sons, Inc.Chapter 930

31.  Selecting the Core Team  When: At least before the Joint Project Planning Session  Selection Criteria  Commitment  Shared Responsibility  Flexibility  Task-Orientedness  Ability to Work within Schedules and Constraints  Willingness for Trust and Mutual Support  Team-Orientedness  Open-Mindedness  Ability to Work across Structure and Authorities  Ability to Use Project Management Tools Copyright 2007 John Wiley & Sons, Inc.Chapter 931

32.  Contracted Team Members  When: Shortage of staff and/or skills  Implications:  Must be briefed on project and their role  Priorities may lie elsewhere  Quality may be poor because of poor commitment  Often require more supervision Copyright 2007 John Wiley & Sons, Inc.Chapter 932

33.  Steps in the Process  Identify needed skills, number of resources, and timeframe  List companies to invite a proposal from  Write the request for proposal (RFP)  Establish selection criteria for selecting vendors  Distribute RFP  Evaluate responses  Reduce list to the few who will make formal presentation  Conduct on-site presentation  Choose final vendor(s), prepare contract, and execute Copyright 2007 John Wiley & Sons, Inc.Chapter 933

34.  Types of Proposals  Request for Information  Request for Proposal  Request for Quote  Types of Contracts  Retainer  Time and Materials  Time and Materials – Not to Exceed  Fixed Bid Copyright 2007 John Wiley & Sons, Inc.Chapter 934

35.  Contract Administration  Written guidelines for managing the contract  Contract Cancellation  Clear guidelines on the conditions for cancelling the contract  Contract Closing  Acceptance criteria has been met  Debriefing sessions Copyright 2007 John Wiley & Sons, Inc.Chapter 935

36.  Authority  Usually given to the project manager  Important to keep functional managers in the loop  Responsibility  Project manager solely responsible for finishing project on time, within budget, and according to customer specifications  Keep in constant communication with task managers Copyright 2007 John Wiley & Sons, Inc.Chapter 936

37.  Measuring Balance  Kolb’s Learning Styles  Assimilating  Diverging  Accommodating  Converging  Develop a Team Deployment Strategy  Determine where the imbalance is  Develop a Team Development Plan  Use conflict resolution management techniques  Sensitivity training Copyright 2007 John Wiley & Sons, Inc.Chapter 937

38.  Situation requiring team operating rules  Problem solving  Decision making  Conflict resolution  Consensus building  Brainstorming  Team meetings Copyright 2007 John Wiley & Sons, Inc.Chapter 938

39. Copyright 2007 John Wiley & Sons, Inc.Chapter 939 Couger’s Creative Problem Solving (CPS) Model

40.  Decision Making – Three Major Types  Directive: The person with authority makes all of the decisions  Participative: Everyone on the team participates in the decisions  Consultative: The person with authority makes all of the decisions but only after consulting with the team  Deciding which type to use  Time constraints  The importance of the decision Copyright 2007 John Wiley & Sons, Inc.Chapter 940

41. The Six Phases of the Decision-Making Process Copyright 2007 John Wiley & Sons, Inc.Chapter 941 PHASEDESCRIPTION LEARNING STYLE Phase I: Situation definition Discovery phase. The team investigates, discusses, clarifies, and defines the situation. It is important for the team to under-stand the root causes and evidence that led to the need for a decision. Assimilator Phase II: Situation decision generation Continuation of Phase I. Characterized by brainstorming and searching for new ideas and alternatives for resolving the situation, which should lead to better choices for the decision. Above all, the team needs to avoid a rush to judgment. Diverger

42. The Six Phases of the Decision-Making Process Copyright 2007 John Wiley & Sons, Inc.Chapter 942 PHASEDESCRIPTION LEARNING STYLE Phase III: Ideas to action Define the criteria for evaluating the alternative decisions. This involves identifying the advantages and disadvantages of each alternative. Whatever approach is used, the result should be a ranking of alternatives from most desirable to least desirable. Converger Phase IV: Decision action plan Begins once the alternative is chosen. This is the planning phase for the project team. The team determines tasks, resources, and time lines that are required to implement the decision. This phase requires a concerted effort to obtain buy-in from all affected parties. Converger

43. The Six Phases of the Decision-Making Process Copyright 2007 John Wiley & Sons, Inc.Chapter 943 PHASEDESCRIPTION LEARNING STYLE Phase V: Decision evaluation planning Learning opportunity for the project team. The team identifies what did and did not work, as well as areas in which it can improve and how to do so. The value of this discussion lies in the team’s willingness to be honest and straightforward with one another. Accommodator Phase VI: Evaluation of outcome and process Focuses on the quality of results. The team evaluates the situation: Was the situation improved satisfactorily, or will another round be required? Was the situation defined correctly, or is revision required? Did the process work as expected, or will it need adjustment for the next attempt? Assimilator

44.  Conflict Resolution  Avoidant: Person tends to avoid direct confrontation  Combative: Person tends to seek out conflict or will instigate conflict at the slightest provocation  Collaborative: Person looks for win-win solutions. Will not avoid conflict but will try approach conflict in a reasonable manner Copyright 2007 John Wiley & Sons, Inc.Chapter 944

45.  Consensus Building  Reaching agreement through discussion  Not majority rule  All team members must agree on course of action  Brainstorming  Technique to focus creativity of the team Copyright 2007 John Wiley & Sons, Inc.Chapter 945

46.  Team Meetings  Procedural Matters  Meeting Frequency  Agenda Preparation  Meeting Coordinator  Recording and Distributing Meeting Minutes  Types of Meetings  Daily Status  Problem Resolution  Project Review Copyright 2007 John Wiley & Sons, Inc.Chapter 946

47.  Team War Room: a common meeting place that the team “owns” during the lifetime of the project  Physical Layout  Plenty of whiteboards  Large room or several small rooms with a common meeting room  Private work areas but within line of sight of each team member  Project artifacts within easy access Copyright 2007 John Wiley & Sons, Inc.Chapter 947

48.  Timing  Too soon and the information will be forgot  Too late and the information will not be useful for the situation  Content: Determine what information the team members need to be successful  Channels:  Face-to-Face  Videoconferencing  Email: Consider Volume, Tone, and Quality  Written Materials  Phone Copyright 2007 John Wiley & Sons, Inc.Chapter 948

49.  Communication with the Sponsor  Ask the sponsor what he or she wants to know  Communicate on a regular basis with the sponsor  Upward Communication Filtering and “Good News”  Spinning bad news by making it sound like good news  Withholding bad news  Communicating with Other Stakeholders  Ask the stakeholders what they want to know  Communicate on a regular basis with the stakeholders Copyright 2007 John Wiley & Sons, Inc.Chapter 949

50.  “Any project that requires the involvement of two or more independent teams, who may have their own tools, templates, and processes.” Copyright 2007 John Wiley & Sons, Inc.Chapter 950

51.  Challenges  Working with Fiercely Independent Team Cultures  Establishing a Project Management Structure  Establishing One Project Management Life Cycle  Defining a Requirements Gathering Approach  Establishing a Scope Change Management Process  Defining the Team Meeting Structure  Establishing Manageable Reporting Levels  Searching Out Your Seconds  Building an Integrated Project Plan/Schedule  Sharing Scarce Resources Across Teams  Managing Team Member Commitment to Their Home Business Unit  Managing Lack of Ownership Copyright 2007 John Wiley & Sons, Inc.Chapter 951

52. Copyright 2007 John Wiley & Sons, Inc.Chapter 952 PROJECT OFFICE CORE TEAMSUPER TEAM Fiercely independent teamsLMH Establishing a project management structureMLH Establishing one project management life cycle MLH Defining a requirements gathering approachHML Establishing a scope change management process MML Defining a team meeting structureLLL Establishing manageable reporting levelsLLM Searching out your secondsHMH Building an integrated project plan/scheduleHML Sharing scarce resources across teamsHLL Managing team member’s commitment to their home team HHM Managing lack of ownershipHLL

53. “A temporary management structure established to coordinate and support the work of two or more independent teams who are concurrently working on a single project that has dependencies across the team task assignments” Copyright 2007 John Wiley & Sons, Inc.Chapter 953

54.  Roles and Responsibilities of Project Office Manager  Organizing and managing the entire project  Developing the high-level project plan with the project team managers  Integrating and coordinating the project plans of each team  Maintaining the overall project schedule  Monitoring and managing resource use  Preparing and distributing project status reports  Planning and conducting team meetings  Processing scope change requests  Solving project problems escalated from the individual project teams  Negotiating and resolving problems between teams Copyright 2007 John Wiley & Sons, Inc.Chapter 954

55.  Strengths  Scales to Very Large Projects  Allows Teams to Maintain Their Practices  Weaknesses  Managing Across Disparate Practices  Team Members Will Have to Manage Competing Practices  May Have to Use a Cumbersome Scope Change Management Process Copyright 2007 John Wiley & Sons, Inc.Chapter 955

56. Impact on the Project Life Cycle Copyright 2007 John Wiley & Sons, Inc.Chapter 956 PHASEARTIFACTSUMMARY COMMENTS Scoping(1) Requirements Gathering (1) Build integrated plan for conducting process. This might be a completely integrated process or one that integrates the results from each team. Planning (1) WBS (2) Estimation (3) Dependency Diagrams (4) Project Schedule (5) Risk Management (6) Communications (1) Integrated plan to develop complete WBS is needed (2) Needs systems integration estimates (3) To document interproject team dependencies (4) Minor except for resource scheduling (5) Straightforward (6) Complex but can be managed Launching (1) Team operating rules (2) Work packages (1) Straightforward (2) Maintain out of Project Office

57. Impact on the Project Life Cycle Copyright 2007 John Wiley & Sons, Inc.Chapter 957 PHASEARTIFACTSUMMARY COMMENTS Monitoring and Controlling (1) Project performance reports (2) Scope change management (3) Problem resolution/escalation (1) Coordinate from Project Office (2) Must establish a single process (3) Complex but can be managed Closing(1) Requirements validation (1) Must have an integrated process

58. “A temporary structure comprised of a small number of subject matter experts (SMEs) chosen and managed by the Core Team Manager. The SMEs of the Core Team consult, advise, and support the work of all the teams working on the project.” Copyright 2007 John Wiley & Sons, Inc.Chapter 958

59.  Roles and Responsibilities of the Core Team  Advising each project team on technical and business matters  Supporting each project team as needed  Collaborating with the core team manager as needed  Negotiating and helping resolve problems and cross-team conflicts  Organizing and managing the entire project  Developing the high-level project plan with the project managers  Integrating and coordinating the project plans of each team  Maintaining the overall project schedule  Monitoring and managing resource use  Preparing and distributing project status reports  Planning and conducting team meetings  Processing scope change requests  Solving problems escalated from the individual project teams Copyright 2007 John Wiley & Sons, Inc.Chapter 959

60.  Strengths  Hand-picked by the core team manager  Provides the best available advice to the core team manager  Coordinates the work of several project teams  Allows teams to maintain their practices  Weaknesses  May not scale to the largest projects  Must manage across disparate practices  Team managers will have to manage competing priorities  Repeatedly choosing SMEs does not enable development of new core team members Copyright 2007 John Wiley & Sons, Inc.Chapter 960

61. Copyright 2007 John Wiley & Sons, Inc.Chapter 961 PHASEARTIFACTSUMMARY COMMENT Scoping(1) Requirements Gathering (1) Build integrated plan for conducting process Planning (1) WBS (2) Estimation (3) Dependency Diagrams (4) Project Schedule (5) Risk Management (6) Communications (1) Leave each WBS independent (2) Estimate each plan independently (3) Determine project dependencies (4) Integrate project schedules (5) Add integration risks (6) Complex but can be managed Launching (1) Team operating rules (2) Work packages (1) Straightforward (2) Maintain out of Core Team Manger’s Office Monitoring and Controlling (1) Project performance reports (2) Scope change management (3) Problem resolution/escalation (1) Coordinate from Core Team Manager’s Office (2) Must establish a single process (3) Complex but can be managed Closing(1) Requirements validation(1) Must have an integrated process Impact on the Project Life Cycle

62. “A temporary management structure that integrates several dependent teams into a single project team managed by a senior-level project manager.” Copyright 2007 John Wiley & Sons, Inc.Chapter 962

63.  Roles and Responsibilities of the Super Team Manager  Organizing and managing the project  Developing the project plan  Maintaining the overall project schedule  Monitoring and managing resource use  Preparing and distributing project status reports  Planning and conducting team meetings  Processing scope change requests Copyright 2007 John Wiley & Sons, Inc.Chapter 963

64.  Strengths  Managed from a single integrated plan  Integrated resource management control  Standardizes on a set of tools, templates, and processes  Weaknesses  Establishing standardization  Does not scale to very large projects  Team members must manage competing priorities Copyright 2007 John Wiley & Sons, Inc.Chapter 964

65. Copyright 2007 John Wiley & Sons, Inc.Chapter 965 Impact on the Project Life Cycle PHASEARTIFACTSUMMARY COMMENT Scoping(1) Requirements Gathering (1) Build integrated plan for conducting process Planning (1) WBS (2) Estimation (3) Dependency Diagrams (4) Project Schedule (5) Risk Management (6) Communications (1) Straightforward (2) Straightforward (3) Straightforward (4) Straightforward (5) Straightforward (6) Straightforward Launching (1) Team operating rules (2) Work packages (1) Straightforward (2) Maintain out of Super Team Manager’s Office Monitoring and Controlling (1) Project performance reports (2) Scope change management (3) Problem resolution/escalation (1) Coordinate from Super Team Manager’s Office (2) Straightforward (3) Straightforward Closing(1) Requirements validation(1) Straightforward

66. Copyright 2007 John Wiley & Sons, Inc.Chapter 966 VARIABLES PROJECT OFFICE CORE TEAM SUPER TEAM Complexity/RiskLMH # of customer areasHLM # of teams involvedHLM Total project team sizeHLM Type of project (new/enhanced)M/ML/LH/H Resource contentionLMH Criticality of deliverablesLHM Need for integrated planLMH Need for integrated scheduleLMH