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. Set up and Contract

2. Plan Project
3. Implement
4. Monitor & Report Progress
5. Complete & Review

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Set up & Contract

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

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Setting up Process

1. Formulate issues, mission, objectives, output and timing

2. Identify and engage with Stakeholders, beneficiaries, clients and customers
3. Ascertain cross-departmental links
4. Assess the feasibility of project
5. 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

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 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.
Members : DG(CAPART), JS (CAPART), Dir/US (CAPART) Support Team

Signed Niten Chandra, JS, MoRD, GoI

Administrative Department 6
Date
Write issue statement

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

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 Define Vision, Mission and Objectives

1. Vision provides the overall

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

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 Specify Required Outputs and Timing

• Reduces misunderstanding • Output should include:

between owner and executant – Plan to achieve mission
of project – Milestones with dates
• Provides a basis for assessing – MIS
progress – Interim progress report
• Provides means for establishing – Measures of progress
extent to which it has fulfilled – Audit report, UC,
project requirements Evaluation study,
documentation (video),
etc.
– Timing : online, monthly,
quarterly, annual, etc.

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Set scope & limits

• These prescribe the DONTs • It prevents team from

• Budget constraint straying into areas not
• Territorial limits allowed or waste effort
• Performance standard / on low priorities.
target
• Limits have to be
• Product type carefully judged so that
• Procedures or process they do not make
standards
objectives unrealistic.
• Limit of authority or
delegation

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Agree project budget

• Identify cost heads: • Quantify project

– Manpower benefits over its life
– Materials • Clarify authorization
– Equipment level and cost center.
– Premises
– Expenses
– Subcontractors: lawyers,
auditors, consultants,
etc.
– Reorganization costs

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 Clarify roles
Owner
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.

Support:
Team : Leader &
Sponsor &
Members
Facilitator

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Develop personal contracts

• Contracts clarify what is • It helps all parties in a

expected and who is project to define their
doing what. roles and reach
agreement with each
other on how to work
together.

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

Mission Key Milestones Principal Measures Objectives

Measures Means
By By
31.3 31.7

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Plan What To Do

1. Use a Project Management Plan

2. Decide what to do
3. Develop implementation plans
a. Work breakdown structure
b. Key Activity & Task Plans
c. Responsibility Charts
d. Resource Requirement List
e. Cost Breakdown Structure

4. Produce a schedule
a. Gantt Chart
b. Critical Path Analysis
c. 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 a. Check sheets

i. Current processes b. Data Display
ii. Performance standard c. Asking why
iii. Measuring waste, errors
iv. Surveying customers/
d. Brainstorming
suppliers, etc. e. Cause & effect analysis
v. Efficiency & productivity f. Paired comparisons
2. Analyse root causes g. Process mapping
3. Find best solutions h. Time cost analysis
i. Pareto analysis
j. Cost Benefit analysis
k. Decision Chart
l. Priorities Grid

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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 Estimated Duration of Work SRD JS IFD Dir DG DDG

Name Work Days (No of Weeks)
1 2 3 4 5 6

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 Options Action Comments

Required Taken

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 Cost Breakdown

Task Name Resource Cost Cost Code Expenditure Invoice Payment

Required Authorized Received

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

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 Produce a Schedule
Task Name Months
• Gantt or Bar Chart Jan Feb Mar Apr
• Critical Path Set goals
Method (CPM) Set Budget
• Programme or Engage
Professionals
Performance
Evaluation & Draft Plan

Review Technique Approve Plan

(PERT) Release Funds
Procure
Equipment
Operationalise
Train users
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Contingency Planning

Project: Date:
Prepared by:

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. Community / Client Focus : Is the focus on community / client and the end users’ views and needs
being attended to through regular check and feedback.
2. 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 ?
3. Effective Teamwork: what training, support and review mechanisms are in place. Is the
Responsibility Chart working ? Do frictions persist ?
4. Working conditions: are the working conditions of team members adequate ? What incentives and
awards are given to performers?
5. 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 ?
6. Progress Monitoring: Is the planned frequency and format working ? Are deviations analysed and
corrective actions taken?
7. 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 ?
8. Legal, etc: Is full compliance to all legal, health, safety, administrative, audit and financial
procedures being achieved ?

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

Resources Activities Outputs Outcomes Impact

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Progress Report

1. Current Project Status: Cost, time & quality

2. Future Status: likely deviations
3. Critical Tasks status:
4. Risk Assessment:
5. Information relevant to other projects/States :
lessons learnt, best practices

Task Name Planned Result Actual Result Deviations Remedial

Action

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 Opinion Action Responsibility

Data Required

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1. Financial
2. Administrative
3. MIS
4. 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 Dimensions of personal competence

1. Planning to optimize the achievement of 1.1 Showing concern for excellence

results 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. Managing oneself to optimize results 3.1 Showing self-confidence and personal
drive
3.2 Managing personal emotions and stress
3.3 Managing personal learning &
development
4. Using intellect to optimize results 4.1 Collecting & organizing information
4.2 Identifying and applying concepts
4.3 Making decisions

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Job Description with Performance Plan & Behavioural Criteria

Key Result Areas Measures & Standards & Targets Timing

Reports
Direct regional Monthly For year ending Mar Reports due one
operations to ensure Management 2012 week after month
that all planned Reports on : • Not more than $ X end.
targets are met • Expenses million in expenses
within agreed • Sales • Target is $ Y million
budgets and time • Staffing • < 5 % increase in
scales • Budget costs
Variance • Not more than +- 5%
Reports

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 Comments of the Assessment by Superior
been achieved as Superior
described by
responsible
person

Consistently met

Did not meet

Far exceeded

Consistently

Sometimes
exceeded

exceeded
standard

standard

standard

standard

standard
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Aligning Members within an Organization

Achievement of Department’s 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 Score
(0-1)
1 Competence: has or seeks knowledge and skills relevant for job, continually learning

2 Effort: tries to complete tasks, does not delay

3 Productivity: stamina, endurance with high volume of work done
4 Creativity: lateral thinking, produces useful & innovative ideas or approaches to problem
solving
5 Quality: does work with accuracy, calm & thoroughness , does not offend, not moody
has self-control
6 Communication: listens and explains ideas or concepts clearly, pleasantly, persuasively

7 Dependability: is firm & follows up on completion of assignments despite odds, gives no

excuses
8 Initiative: has enthusiasm, seeks new assignments or opportunities for contribution,
crosses boundaries and reaches out
9 Decision-making: sets priorities and gives options, provides focus & clarity

10 Leadership: fosters team-work, helps team solve problems, tactfully resolves disputes,
inspires, is kind, not fault-finding, mentors, coaches and develops others
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Total Score
Building Performance Culture in an Organization
1. Set short-term, challenging, motivating and realistic goals
2. Provide support for performance
3. Invite people to workshops and seminars to present success tales and share
experience with others at agreed intervals
4. Appreciate & reward performers
5. Investigate problems with non-performers
6. Get together performers and non-performers to share the key success
drivers, provide solutions & make the tasks doable for the non-performers.
7. Provide additional support, training to non-performers and lower their
targets to make them achievable
8. 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. Warm up
2. Job Responsibilities
1. What do you see as your major responsibilities at present
2. What are the priorities ? Why ?
3. What would you change about your project?
4. How could your time and talents be used better?
3. Performance goals
1. Overall, how do you we feel about the targets we set?
2. Have any of them proved to be inappropriate? Why?
4. Job accomplishments
1. How do you feel the job is doing?
2. What has interested you most in your project in the past?
3. What have been the major accomplishments?
4. Where do you think you are being most effective in your project?
5. Areas for Improvement
1. What disappoints or frustrates you most about your project at the present time?
2. Where do you feel least effective?
3. What can we do to increase your effectiveness
4. What help or support can we give you?
6. Assessment
7. Plans for Improvement
1. This should be discussed and agreed and not imposed
8. Conclusion
1. Summarize the discussion
2. Agree on future action
3. Describe what will happen with the results of the review
4. Thank everyone for their time and contribution

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Post-Completion Evaluation : Capitalising on Learning

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

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