How to set up and manage a Project ?

Niten Chandra, IAS Joint Secretary Ministry of Rural Development Government of India [email protected] Mob: 9958445904

Five Key Phases of Project Management

1. 2. 3. 4. 5.

Set up and Contract Plan Project Implement Monitor & Report Progress Complete & Review

Niten Chandra, JS, MoRD, GoI

Set up & Contract

1. 2. 3. 4. 5. 6. 7. 8. 9. Setting up Process Develop Project Brief Write Issue Statement Define Mission & Key Objectives Specify Outputs & Timings Set Scope & Limits Clarify Roles Develop Personal Contracts Develop Project Contract

Niten Chandra, JS, MoRD, GoI

Setting up Process
1. 2. 3. 4. 5. Formulate issues, mission, objectives, output and timing Identify and engage with Stakeholders, beneficiaries, clients and customers Ascertain cross-departmental links Assess the feasibility of project Determine the principal means of achieving project mission and primary objectives 6. Work out the resources it will need and who will provide them 7. Recommend how far its scope and authority should extend 8. Formulate the best strategy for executing the project 9. Select and appoint team members 10. Arrange training to ensure common approach and understanding 11. Formulate and sign the contract
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Develop Project Brief

Purpose : To brief project team on its task Helps in establishment of a project team Provides preliminary terms of reference from which a project contract can be derived

Niten Chandra, JS, MoRD, GoI

Sample Project Brief

Project Title: Restructuring of CAPART
Issue Statement: Chronic inability of CAPART to meet its goals, poor networking, weak focus on rural community, entrenchment of malpractices and erosion of credibility

Mission: To enable CAPART meet its goal of rural prosperity through engagement with government and voluntary agencies
Primary Objective: Change organizational structure within 3 months

Required Outputs: Implementation plan, MPR, Notes for decision

Timing

Scope & Limits: Only MoRD & CAPART to be involved, no engagement of professionals Budget: Rs 25 lakhs
Authorization procedure: Executive Committee & General Body, MRD

Cost Center: CAPART

Project termination date: 31/May/12.
Signed Date
Members : DG(CAPART), JS (CAPART), Dir/US (CAPART) Support Team

Niten Chandra, JS, MoRD, GoI

Administrative Department

Write issue statement

It is a clear description of what the problem is and what needs to be improved

Niten Chandra, JS, MoRD, GoI

Define Vision, Mission and Objectives

1. Vision provides the overall goal or purpose of the project. It defines how it will look like when we get there. It clarifies where the project is trying to get to. 2. Mission is what should be achieved in order to get to the vision. 3. Objectives are the means by which mission will be achieved.
Niten Chandra, JS, MoRD, GoI

Vision

Mission

Objectives

Specify Required Outputs and Timing

Reduces misunderstanding Output should include: between owner and executant Plan to achieve mission of project Milestones with dates MIS Provides a basis for assessing Interim progress report progress Provides means for establishing Measures of progress Audit report, UC, extent to which it has fulfilled Evaluation study, project requirements

documentation (video), etc. Timing : online, monthly, quarterly, annual, etc.

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Niten Chandra, JS, MoRD, GoI

Set scope & limits

These prescribe the DONTs Budget constraint Territorial limits Performance standard / target Product type Procedures or process standards Limit of authority or delegation

It prevents team from straying into areas not allowed or waste effort on low priorities. Limits have to be carefully judged so that they do not make objectives unrealistic.

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Agree project budget Identify cost heads:

Manpower Materials Equipment Premises Expenses Subcontractors: lawyers, auditors, consultants, etc. Reorganization costs

Quantify project benefits over its life Clarify authorization level and cost center.

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Clarify roles
Getting the right players involved in clearly defined roles ensures the necessary experience, skills and personal qualities are available to the project. Without these the project is unlikely to succeed.
Owner

Team : Leader & Members

Niten Chandra, JS, MoRD, GoI

Support: Sponsor & Facilitator

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Develop personal contracts Contracts clarify what is expected and who is doing what. It helps all parties in a project to define their roles and reach agreement with each other on how to work together.

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Develop project contract

1. 2. 3. 4. Encourages team to feel a genuine party to the contract Generates ownership of the means or the how Helps to ensure project brief is appropriate It should be signed to demonstrate commitment & understanding
Mission Key Measures Milestones
By 31.3 By 31.7

Principal Means

Measures

Objectives

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Plan What To Do 1. Use a Project Management Plan 2. Decide what to do 3. Develop implementation plans
a. b. c. d. e. Work breakdown structure Key Activity & Task Plans Responsibility Charts Resource Requirement List Cost Breakdown Structure

4. Produce a schedule
a. b. c. Gantt Chart Critical Path Analysis Draft Contingency Plans

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Use a Project Management Plan This sets out five main phases in the life of a project and their key steps, with scheduled completion dates and assigned responsibilities:
Set up & contract, Plan project, Implement, Monitor & report progress, Complete & Evaluate

Project Step

Start By

Complete By

Responsibility

Status

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Decide what to do
1. Collect data
i. ii. iii. iv. v. Current processes Performance standard Measuring waste, errors Surveying customers/ suppliers, etc. Efficiency & productivity

2. Analyse root causes 3. Find best solutions

a. b. c. d. e. f. g. h. i. j. k. l.

Check sheets Data Display Asking why Brainstorming Cause & effect analysis Paired comparisons Process mapping Time cost analysis Pareto analysis Cost Benefit analysis Decision Chart Priorities Grid
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Niten Chandra, JS, MoRD, GoI

Develop Implementation Plans

Work Breakdown Structure

(Goals, Objectives, Actions, Tasks, Sub-Tasks)

Identifies and structures different levels of activities

Key Activity (Milestones) Planning

Sequences key activities & tasks and identifies timescales
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Develop Implementation Plans

Responsibility Chart

Identifies who is responsible for what task

Resource requirement list

List Resource needs and availability

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Develop Implementation Plans

Cost Breakdown structure
Defines cost elements, eg. time, equipment, material, subcontractor costs by key activity and tasks

Schedule
Brings together task durations, start and finish dates, prime responsibilities

Contingency Action Plan

Sets out actions for serious setbacks
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Responsibility Chart
Task Name Estimated Work Days 1 Duration of Work (No of Weeks) 2 3 4 5 6 SRD JS IFD Dir DG DDG

Responsibility Types: 1. P: Prime Responsibility 2. W: Does Work 3. A: Advises 4. I: Provides Input 5. D: Takes Decision 6. C: Must be consulted 7. IF: Must be Informed

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Resource Requirement List

(Materials, manpower, systems, equipment, specialist help, funds, etc.)

Task Name Resources Availability Problems Required

Options

Action Taken

Comments

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Cost Breakdown
Task Name Resource Required Cost Cost Code Expenditure Authorized Invoice Received Payment

Record the dates for expenditure authorized, invoice received and payment made.

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Produce a Schedule Gantt or Bar Chart Critical Path Method (CPM) Programme or Performance Evaluation & Review Technique (PERT)
Task Name Jan Set goals Set Budget Engage Professionals Draft Plan Approve Plan Release Funds Procure Equipment Months Feb Mar Apr

Operationalise
Train users
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Contingency Planning

Project: Prepared by:

Date:

Potential Problem

Solution Options

Action Taken

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Implement

Implementation is about getting things done according to plan and ensuring that a number of things are in place to support the activities and manage the resultant changes.

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Checklist for Successful Implementation

1. 2. Community / Client Focus : Is the focus on community / client and the end users views and needs being attended to through regular check and feedback. An Effective Communication System: knowing what should be communicated to whom, by whom, when, how, what outcomes are required, etc. Are goals, means, roles, responsibility, procedures, rules, guidelines and instructions clear to people ? Effective Teamwork: what training, support and review mechanisms are in place. Is the Responsibility Chart working ? Do frictions persist ? Working conditions: are the working conditions of team members adequate ? What incentives and awards are given to performers? Information systems: Have measures been agreed ? How will data be captured, who will do it ? How will it link into the communications system? Is the protocol for sharing information with public in place ? Progress Monitoring: Is the planned frequency and format working ? Are deviations analysed and corrective actions taken? Risks and contingency planning: Have risks been identified and contingency planning done? What are the unforeseen problems and their likely impact ? How will they be dealt with ? Legal, etc: Is full compliance to all legal, health, safety, administrative, audit and financial procedures being achieved ?
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3. 4. 5.

6.

7.
8.

Monitor & Report Progress

1. 2. 3. 4. 5.
1. 2. 3. 4. 5. 6.

Is work being done within the estimates ? Will each activity be completed within schedule ? Is quality of work within specification? Are expected results being achieved ? Are there other changes or special problems ?
Clarifying roles & removing confusion Rearranging the workload Resolving disputes Putting in more resources or effort Moving target completion date(s) Lowering targets
Feedback (MIS) MIS should be : i. Focussed on priorities ii. Responsive i.e initiates corrective action iii. Timely no undue delays iv. User friendly v. Flexible vi. Simple & Clear

Corrective Action

Results Chain

Resources

Activities

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Outputs

Outcomes

Impact

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Progress Report
1. 2. 3. 4. 5. Current Project Status: Cost, time & quality Future Status: likely deviations Critical Tasks status: Risk Assessment: Information relevant to other projects/States : lessons learnt, best practices
Planned Result Actual Result Deviations Remedial Action

Task Name

Date:

Submitted By:

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Project Log
Purpose: Monitor project process in a qualitative way to deal with important management issues and to generate useful information for future project improvement

Entry Date

Issues

Numerical Data

Opinion

Action Required

Responsibility

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1. 2. 3. 4.

Financial Administrative MIS Monitoring & Evaluation 5. Performance Audit 6. Incentives 7. Training 8. Coordination 9. Discipline 10. Stress Management

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Training & Learning Stages

1. We come to know about something which is new and different 2. We understand the possible applications of the new idea or information 3. We accept the idea as useful, a desirable option and are willing to make the changes 4. We are able to apply the new learning.

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Management Competencies
Clusters of Personal Competence 1. Planning to optimize the achievement of results Dimensions of personal competence 1.1 Showing concern for excellence 1.2 Setting & prioritizing objectives 1.3 Monitoring & responding to actual against planned activities

2. Managing others to optimize results

2.1 Showing sensitivity to the needs of others 2.2 Relating to others 2.3 Obtaining the commitment of others 2.4 Presenting oneself positively to others
3.1 Showing self-confidence and personal drive 3.2 Managing personal emotions and stress 3.3 Managing personal learning & development 4.1 Collecting & organizing information 4.2 Identifying and applying concepts 4.3 Making decisions

3. Managing oneself to optimize results

4. Using intellect to optimize results

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Job Description with Performance Plan & Behavioural Criteria

Key Result Areas Direct regional operations to ensure that all planned targets are met within agreed budgets and time scales

Measures & Reports Monthly Management Reports on : Expenses Sales Staffing Budget Variance Reports

Standards & Targets

Timing

For year ending Mar Reports due one 2012 week after month Not more than $ X end. million in expenses Target is $ Y million < 5 % increase in costs Not more than +- 5%

Behavioural criteria

Decisiveness, Planning & Organizing, Problem Analysis, Work Standards, Inter-personal sensitivity, Management control, Initiative, Persuasiveness, Leadership, Judgment

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Planning for Performance

Major Areas of Responsibility Results or standards expected to be achieved. Agreed actions and priorities. Due Dates of action initiation and completion.

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Reviewing Performance
What actually has been achieved as described by responsible person Comments of the Superior Assessment by Superior

Consistently met standard

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Did not meet standard

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Far exceeded standard

Consistently exceeded standard

Sometimes exceeded standard

Aligning Members within an Organization

Achievement of Departments mission & objectives depends on how individuals within an organization are aligned with the mission & objectives. There are essential attributes that may be fostered in individuals to ensure proper alignment of individuals within a Department by building appropriate performance culture.

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Checking for Attributes

Sl. No.

Attributes
Competence: has or seeks knowledge and skills relevant for job, continually learning Effort: tries to complete tasks, does not delay Productivity: stamina, endurance with high volume of work done Creativity: lateral thinking, produces useful & innovative ideas or approaches to problem solving Quality: does work with accuracy, calm & thoroughness , does not offend, not moody has self-control Communication: listens and explains ideas or concepts clearly, pleasantly, persuasively

Score (0-1)

1 2 3 4 5 6

7
8 9 10

Dependability: is firm & follows up on completion of assignments despite odds, gives no excuses
Initiative: has enthusiasm, seeks new assignments or opportunities for contribution, crosses boundaries and reaches out Decision-making: sets priorities and gives options, provides focus & clarity Leadership: fosters team-work, helps team solve problems, tactfully resolves disputes, inspires, is kind, not fault-finding, mentors, coaches and develops others

Total Score

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Building Performance Culture in an Organization

1. 2. 3. 4. 5. 6. 7. 8. Set short-term, challenging, motivating and realistic goals Provide support for performance Invite people to workshops and seminars to present success tales and share experience with others at agreed intervals Appreciate & reward performers Investigate problems with non-performers Get together performers and non-performers to share the key success drivers, provide solutions & make the tasks doable for the non-performers. Provide additional support, training to non-performers and lower their targets to make them achievable Let non-performers attain the respect for showing performance, taste the joy of performance, and have the anxiety to avoid non-performance

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How can Leader solve problems of team members

Get agreement that there is a problem

Discuss possible solutions

Agree on action to be taken to solve the problem

Follow up on action and assess results

Recognize progress and achievements as they occur

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Outline Plan for Performance Discussion

1. 2. Warm up Job Responsibilities
1. 2. 3. 4. What do you see as your major responsibilities at present What are the priorities ? Why ? What would you change about your project? How could your time and talents be used better? Overall, how do you we feel about the targets we set? Have any of them proved to be inappropriate? Why? How do you feel the job is doing? What has interested you most in your project in the past? What have been the major accomplishments? Where do you think you are being most effective in your project? What disappoints or frustrates you most about your project at the present time? Where do you feel least effective? What can we do to increase your effectiveness What help or support can we give you?

3. 4.

Performance goals
1. 2. 1. 2. 3. 4.

Job accomplishments

5.

Areas for Improvement

1. 2. 3. 4.

6. 7.

Assessment Plans for Improvement

1. This should be discussed and agreed and not imposed Summarize the discussion Agree on future action Describe what will happen with the results of the review Thank everyone for their time and contribution Niten Chandra, JS, MoRD, GoI 41

8.

Conclusion
1. 2. 3. 4.

Post-Completion Evaluation : Capitalising on Learning

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

Lessons Learnt Things which could have been done better Leadership and motivation Enthusiasm and passion of the team members Clarity & focus on goals Coordination among interdependent units/departments Quality of communication- internal & external, flow of information Efficiency, effectiveness, flexibility, freedom, trust Quality of support received Authority, responsibility & delegation Resourcing issues Robustness and value of contract Problems of personal time management
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Thank You

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