Chapter 2 Project Initiation and Project Manager

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Chapter 2 Project Initiation and Project Manager
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• Project Initiation
• - setting objectives
• - defining the scope
• - establishing the strategy
• - define the Work Breakdown
• Structure (WBS).

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• Statement of Work
• This is the key to PM. It is the contract with
  the owners of the P. It defines
• the context of the P
• the timing of the P.

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The key elements of the Statement of Work are

• Authority and project sponsor
• Owner of the P.
• Customer
• Whom the project serves, the end user.
• Objectives
• To provide direction
• To focus on results
• To enable plans to be made
• To prioritize an organize work
• To motivate staff
• To communicate the purpose of the P.
• To enable success to be recognized
• must be aligned with organizations business
  objectives.
• Be achievable

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The key elements of the Statement of Work are

• Be consistent

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The key elements of the Statement of Work are

• Be readily understandable
• Few in number
• Have the full support of senior Mgt, sponsor and
  users.
• Must be measurable in
• Quality
• Quantity
• Time
• Cost
• End product specifications

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• Scope
• what is involved in the P. Answers the questions
  Who, Where, When, What. Can be defined in terms
  of
• Departments affected
• People affected
• Locations or regions affected
• Business processes affected
• Products affected
• Constraints.
• The boundaries of the P.
• Costs and Resources. These are usually estimates.

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• Project phases and time scales
• divide the P into manageable chunks..

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• Deliverables
• The end product
• The interim deliverables documentation,
  prototypes, designs, models,progress reports...
• Strategy How you will approach the P. The
  principles are
• Which particular techniques and/or methodologies
• Adopt any recognized standards
• Relationship with other parts of the organization.

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• Risks to be analyzed in detail
• identified at the beginning
• Assess the probability
• Assess the impact on the P
• Identify counter measures
• Identify contingency measures if they do occur.
• Successful PM in a Week by Mark Brown

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• Roles and responsibilities
• Who is involved, when and how...
• What are the responsibilities / authorities.
• Who makes decisions
• Successful PM in a Week by Mark Brown

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Project Manager

• Major responsibilities
• To produce the end product within the available
  resources, constraints and time
• Meet profit objectives
• To make all decisions to produce the end result
• To negotiate with all necessary functions
• To resolve conflicts

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• PMgr. Must deliver
• Statement of Work definition
• Milestone plan
• Budget
• Work Breakdown Structure (WBS)
• Project Organization Chart
• Responsibility chart
• Task definitions

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• PMgr. Must deliver
• Quality Plan
• Dependency chart
• List of planning and estimating assumptions
• Gannt chart
• Progress reporting standards
• Change control standards
• Progress reports
• End of phase reports
• Project review report

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• PMgr.Must manage interface resource, planning and
  control
• Interface Mgt.
• Product interfaces
• Performance of parts
• Physical connection
• Project interfaces
• Customer
• Management ( functional and upper level)
• Change of responsibilities.
• Information flow
• Inventory control (Material)

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• Resource Management
• Time (schedule)
• Manpower
• Money
• Facilities
• Equipment
• Material
• Information / technology

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• Planning and Control Management
• Increased equipment utilization
• Increased performance efficiency
• Reduced risks
• Identification of alternatives to problems
• Identification of resolutions to conflicts.

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• Personal Characteristics
• Flexibility and adaptability
• Initiative and leadership
• Aggressiveness, confidence, persuasiveness,
  verbal fluency
• Ambition, activity
• Forcefulness
• Effective as a communicator and integrator
• Broad scope of personal interests

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• Personal Characteristics
• Enthusiastic, imaginative, spontaneity
• Able to balance technical solutions with time,
  cost and human factors.
• Well organized and disciplined
• A generalist rather than specialist
• Able and willing to devote most of his time to
  planning and controllinmg
• Able to identify problems
• Willing to make decisions
• Able to use time proper balanced ( priorities)

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• Project Manager Skills
• Team building
• Leadership
• Conflict resolution
• Technical expertise
• Planning
• Organization
• Entrepreneurship
• Administration
• Management support
• Resource allocation

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• Team Building Skills
• Project Manger must enable
• team members committed to progress
• good interpersonal relations and team spirit
• The necessary expertise and resources
• Clearly defined goals and team objectives
• Involved and supportive team management
• Good program leadership
• Open communication among team members and
  supporting organizations.
• A minimum of personal conflict in team

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• Leadership Skills
• Clear project leadership and direction
• Assistance in problem solving
• Integrate new members into team
• Ability to handle conflict
• Facilitate group decisions
• Capability to plan and fulfill commitments,
• Communicate clearly

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• Leadership Skills
• Present the team to higher Mgt
• Balance technical solutions to economic and human
  factors
• Experience
• Flexibility
• Innovative thinking
• Initiative and enthusiasm
• Charisma and persuasiveness
• Organization and discipline

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• Conflict resolution
• Understand human behavior
• Communicate effectively and regularly
• Prevent conflicts before they happen

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• Technical Skills
• Technology involved
• Engineering tools and techniques
• Markets and customers
• Product applications
• Technological trends
• People in the technical community

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• Planning Skills
• Information processing
• Communication
• Resource negotiation
• Securing commitments
• Assuring measurable milestones
• Facilitating top management involvement

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• Organization Skills
• - Must understand how the org. works

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• Entrepreneurship Skills.
• Must think like a business man, must consider
  profit and other parts of the org.

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• Administration Skills
• must be experienced in planning, staffing,
  budgeting, scheduling and control techniques and
  meeting organization, and reporting

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• Management support Skills
• must have good relationships with higher mgt.
• Resource allocation Skills