Managing Complexity in the Face of...

1

Islamic University, Gaza - Palestine

Effective Project Management: Traditional, Agile, Extreme

Managing Complexity inthe Face of Uncertainty

Ch06: How to Launch a TPM Project?


• Describe the characteristics of an effective project teammember

• Understand the different roles (functions) andresponsibilities of core versus contract team members

• Help contract team members become part of the team• Establish team operating rules (regulations) for problem

solving, decision making, and conflict resolution• Know the types of team meetings and when to use each

type

After successful studying this chapter, you will be able to:


2


• Establish and use a team war room• Define scope change processes and change

management processes• Know project communications requirements and use• Assign resources• Finalize the project schedule• Describe the format and explain the contents of a work

package• Know when to require a work package description

After successful studying this chapter, you will be able to(cont.):



Project Executing

• It usually takes the most time and resources to performproject execution since the products of the project areproduced here

• The most important output of execution is work results• Project managers must use their leadership skills to

handle the many challenges that occur during projectexecution

3


Recruiting the Project Team Team Operating Rules Problem Solving Decision Making Conflict Resolution Consensus Building Brainstorming Team Meetings

Tools, Templates, & Processes Used to Launch a Project



Scope Change Management Process Communications Management Planning Work Packages Resource assignment Finalize the project schedule Writing work packages

Tools, Templates, & Processes Used to Launch a Project (cont.)


4


A project team is a group of professionals committed toachieving common objectives, who work well together, andwho relate directly and openly with one another to getthings done.

Project team membership Co-Project manager – developer (chosen before Scoping) Co-Project manager – client (chosen before Scoping) Core team (chosen before Planning) Developer team (chosen before Launching) Client team (chosen before Launching) Contracted team (chosen after Launching)

What Is a Project Team?



The core team is usually identified at the beginning of thescoping phase.

Flexibility, Task-oriented Ability to work within schedules and constraints Willingness for trust and mutual (common)support Team-oriented, Open-minded Ability to work across structure and authorities Ability to use project management tools Commitment, Shared responsibility

Characteristics of the core team


5


Internal or external to the company Must understand their business unit processes Must be able to make decisions and commitments for

their business unit

Client Team Members



Little variance in times they are available Know how their tasks relate to the project Commitment can be a problem Quality of work may be poor May require more supervision than core team

Contract Team Members - Implications


6


Developing a team deployment strategy Developing a team development plan

Balancing a Team



Work methods and procedures Knows appropriate technology Associate attraction and retention Staffing flexibility Service and product quality use Rate of output Decision making Reduced staff support level Reduced supervision

Where Project Teams Can Improve


7


Team Member Responsibilities

Open communication Good listening skills Shared goals Positive outlook Creativity Respect for others Growth and learning



Sponsor-led part Introduce the sponsor to the project team Introduce the importance of the project by the sponsor Introduce the project (client) Introduce the project (project manager)

Kick-Off Meeting Agenda


8


Introduce the project team members to each other Write the Project Definition Statement Establish team operating rules Problem solving Decision making Conflict resolution Consensus building Brainstorming Team meetings

Review the project plan Finalize the project schedule Write work packages

The Working Session Project Manager-led Agenda



Expands the POS Project objectives Assumptions, risks, and obstacles

Project Definition Statement – Contents


9


As a basis for continued project planning To clarify the project for the project team As a reference that keeps the team focused in the right

direction As an orientation for new team members As a method for discovery by the team

Project Definition Statement – Purpose



Problem solving Decision making Conflict resolution Consensus building Brainstorming Team meetings

Establishing Team Operating Rules


10


1. Define the problem & the owner2. Gather relevant data and analyze causes3. Generate ideas and solutions4. Evaluate and prioritize ideas and solutions5. Develop an action plan

Five Steps to Solving a Problem

Source: Creative Problem Solving and Opportunity FindingJ. Daniel Couger, 1995

Figure06-01



• Directive (In this model, the person with the authority (the projectmanager for the project and the task manager for the task) makes thedecision for all team members.)

• Participative (In this model, everyone on the team contributes to thedecision-making process.)

• Consultative (This middle-ground approach combines the best of theother two approaches. The person in authority makes the final decision,but this decision is made only after consulting with all membersto get their input and ideas.)

Decision Making Styles


11


Conflict Resolution

Conflict is good.

I have adifferent

idea!

Conflict is bad.

I’ll win atany cost!


Conflicts arise when two ormore team members have adifference of opinion, or in avariety of other situationsinvolving two partieswith different points of view.


Conflict Resolution

Avoidant (Some people will do anything to avoid a direct confrontation.This style cannot be tolerated on the project team.)

Combative/ aggressive (others seem to seek it out. Some teammembers play devil’s advocate at the least provocation. The project managermust be able to identify these combative team members and act to mitigatethe chances of these combative situations arising.)

Collaborative (the team looks for win-win opportunities. The approachseeks a common ground as the basis for moving ahead to a solution. Thisapproach encourages each team member to put his or her opinions on thetable and not avoid any conflict that may result.)


12


Consensus Building

Be careful--a consensus decision that equally satisfies allparties may be a bad decision after all.



Assemble individuals with knowledge of problem area Throw any/all ideas on the table Continue until no new ideas are uncovered Discuss items on the list Solutions begin to emerge Test each idea with an open mind

Brainstorming Method

Look for solutions that no individual could identify butthe group may identify.


13


What is your purpose? How often? How long? Who should attend? Do we need an agenda? Are there minutes? Who takes them? Who gets them?

Team Meetings



Is the meeting necessary? Determine the purpose of the meeting Set the ground rules for the discussion Determine who really needs to be present and only invite those

people Make notes and prepare your presentation Start and end the meeting on time

Guidelines for Managing Meetings - Before the Meeting

Ch06: How to Launch a TPM Project

14


Specify a time limit and stick to it Identifying the specific objectives Gather input from the participants Keep things moving Use visual aids Periodically summarize the results of the discussion in terms of

consensus achieved or disagreements still in progress Assign action items to team members

Guidelines for Managing Meetings - During the Meeting



Time, place, and instructions for the next meeting Time and place of the meeting and list of attendees with their

project role Agenda items discussed Decisions reached or held for further studies Action items and persons responsible for follow up and

reporting back to the team at the next meeting

Guidelines for Managing Meetings - After the Meeting


15


Daily status meetings Problem resolution meetings Project review meetings

Project Meetings

FrequencyLength

PurposeTeam Room



• 15 minutes• Everyone stands• Only reporting on tasks open for work and not yet done• Status

– I’m on plan– I am x hours behind schedule but have a plan to be caught

up by this time tomorrow– I am x hours behind plan and need help– I am x hours ahead of plan and available to help

Daily Status Meetings


16


• Only attended by those involved in the problem• Who owns the problem?• What is the resolution?• When will it be completed?

Problem Resolution Meeting Agenda



• Held at project milestone events• Project review panel• Formal presentation of project performance to date

Project Review Meetings


17


Physical layout Variations Operational uses

Team War Room



Typical Scope Change Management ProcessSubmitchangerequest

Changeapproved for

implementation

Requestimpact study

Reviewimpactstudy

Reviewchangerequest

Reject

Reject Rework & Resubmit

Rework & Resubmit

Figure06-02


18


What is the expected benefit of the change? How would the change affect the project’s cost? How would the change affect the project’s schedule? How would the change affect the software’s quality? How would the change affect the project’s resource allocation? Can the change be delayed to a later stage of the project or a later

version of the software? Is the project at a point when making the change would risk

destabilizing the software?

Project Impact Statement - Contents



It can be accommodated within project resources and timelines It can be accommodated but will require extension of deliverable

schedule It can be accommodated within the current deliverable schedule

but additional resources will be needed It can be accommodated but additional resources and extension of

deliverable schedule will be required It can be accommodated with a multiple release strategy and by

prioritizing the deliverables across the release dates It cannot be accommodated without a significant change to the

project

Project Impact Statement – Possible OutcomesCh06: How to Launch a TPM Project?

19


Scope Change Request FormProject Name

Change Requested By

Date Change Requested

Description of Change

Business Justification

Action

Approved By Date Figure06-03



Business needs change or are discovered during theproject

Scope change requests are expected Project team will analyze the request’s impact on the project

plan Project impact statement will define alternatives for

accommodating the request Client will choose the alternative to be followed Project manager will adjust project plan accordingly and

inform the client

Tips to Help the Client Understand Scope Change


20


A percentage (5-10%) of the project duration is set aside asa time contingency for processing and incorporatingscope change requests.

Utilizing a Scope Bank to store prioritized functions andfeatures not yet integrated into the solution will helpmanage Management Reserve.

Management Reserve



Set up a scope request bank account with an initialdeposit of time (5-10 percent of total project work time)to be used to process cope changes and adjust theschedule.

Utilize the Scope Bank to store prioritized changerequests not yet integrated into the solution.

Change requests can be handled at the end of a projectcycle or as needed.

Scope Bank


21


Establishing a communications model including:

TimingContentChoosing Effective Channels

Managing Team Communications



Communications Management – The Process

Sender

Receiver

Generatesthe idea

Encodesthe message

Decodesthe message

Checksthe meaning

Feedback

Transmitsthrough a channel


22


One-to-one Conversations (in person and on the phone) Meetings

Electronic Email messages Web sites Databases

Written Memos Letters Documents Reports

Two-way

One-way

Communications Management – TypesCh06: How to Launch a TPM Project?


Communications Management – Interfaces

ProjectManager

ClientTeamManagers

ProjectTeam

Members

Sponsor

Public3rd Parties


23


Delegation: RASCI Matrix

R= Responsible, accountable for successful completionA= Needs to Approve decisionsS= Will provide Support for the “R”C= Available to Coach and ConsultI= Needs to be kept informed of status

RI

C

SA

Confirm customerapproval of scope

Choose project team R

Define Budget R IPlan project RS

Plan Kick-Off Meeting RI



Expanded Variation of the RASCI Matrix

YEndB C7/14/087/16/087/14/048

HarryD

NDA7/13/087/10/087/5/08CherylC

YDA7/13/08XXXX7/5/08BobB

YBStart7/2/087/3/087/1/08JackA

CommentsCP?Succ.Pred.Est.End

EndDate

StartDate

Task LeadTasks


24


Assigning Resources

Figure06-04



Utilizing available slack Shifting the project finish date Smoothing

Resource-Leveling Strategies


25


Further decomposition of tasks Stretching tasks Assigning substitute resources

Alternative Methods of Scheduling Tasks



Launch the Project – Finalize Resources & Schedule

A13

C13

B12

C22

B22

C31

A22

M T W R F S S M T W R F S S

Duffy

Ernie

Fran

a1 a1 a1

b1 b1

a2 a2

b2 b2 b2

c1 c1 c1 c2 c2 c2 c3c3

Figure06-05


26


Launch the Project – Work Packages

A Work Package is a brief description at the subtask levelthat describes how a task will be completed. It is a primitiveproject plan.

Work Packages should be written for:

Critical path tasks High-risk tasks Tasks requiring scarce resources Tasks with large duration variances



Launch the Project – Work Package Assignment Sheet

Figure06-06


27


Launch the Project – Work Package Description Form

Figure06-07



End of Chapters (6)

Managing Complexity in the Face of...

Documents

Transcript of Managing Complexity in the Face of...