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    Week 06: Lesson 05-How To Launch A Project?: CODL - BIT (External) University of Moratuwa

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    Week 06: Lesson 05-How To Launch A Project?: CODL - BIT (External) University of Moratuwa

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    Udeshika Wanninayake
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    Let's work this out. What are the key issues and how can we find a solution that works for both of us?

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    Week 06: Lesson 05-How To Launch A Project?: CODL - BIT (External) University of Moratuwa

    Uploaded by

    Udeshika Wanninayake
    Let's work this out. What are the key issues and how can we find a solution that works for both of us?

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    Week 06: Lesson 05- How to

    Launch a Project?

    Reference: Wysocky, 2014, R.K. Effective Project Management :


    Traditional, Agile, Extreme. 7th Edition, Wiley.

    Lesson 5
    ---------------------------------------------------------------------
    CODL- BIT( External)
    University of Moratuwa 1
    Learning Outcomes
    After learning this chapter, you will be able to:

    • Describe the characteristics of an effective project team member


    • Understand the different roles and responsibilities of core versus contract team members
    • Help contract 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
    • 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
    2
    • Know when to require a work package description
    Lesson Outline
    • Recruiting the project team
    • Write the Project Definition Statement
    • Establishing team operating rules
    • Scope Change Management Process
    • Managing team communications
    • Resource assignment
    • Finalize the project schedule
    • Work Packages

    3
    Tools, Templates & Processes Used to Launch a Project
     Recruiting the Project Team
     Project Definition Statement
     Team Operating Rules
     Problem Solving
     Decision Making
     Conflict Resolution
     Consensus Building
     Brainstorming
     Team Meetings
     Scope Change Management Process
     Communications Management Planning
     Work Packages
     Resource assignment
     Finalize the project schedule
    What is a Project Team?

    A project team is a group of professionals committed to achieving


    common objectives, who work well together and who relate
    directly and openly with one another to get things 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)
    Characteristics of the core team

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

    Must understand their business unit processes


    Must be able to make decisions and commitments for their
    business unit
    Contract Team Members - Implications

    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
    Balancing a Team

    Assimilating
    Diverging
    Accommodating
    Converging
    What makes a Project Team effective?

    Quality
    Flexibility
    Coordination & Cooperation
    Member satisfaction
    Member development
    Possesses needed skills and competencies
    Productivity
    Where Project Teams Can Improve

    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
    Team Member Responsibilities

     Open communication
     Good listening skills
     Shared goals
     Positive outlook
     Creativity
     Respect for others
     Growth and learning
    Kick-Off Meeting Agenda
    Introductions
    Sponsor Comments
    Write the Project Definition Statement*
    Establish team operating rules*
     Delegation
     Problem solving
     Brainstorming
     Decision making process
     Conflict resolution process
     Team meetings
    Integrate team member availabilities into schedule*
    Identify and write work packages*

    * This working part of the meeting is for the members of project team
    Kick-Off Meeting Agenda – Working Part

    Introduce team members


    Write the Project Definition Statement
    Establish team operating rules
     Delegation
     Problem solving
     Brainstorming
     Decision making process
     Conflict resolution process
     Team meetings
    Integrate team member availabilities into schedule
    Identify and write work packages
    Project Definition Statement – Purpose

    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 – Contents

    Expands the POS

     Project objectives
     Assumptions, risks and obstacles
    Delegation: RASCI Matrix

    Confirm customer
    approval of scope R S
    Choose project team
    R I A
    Plan project S R
    Define Budget C R I
    Plan Kick-Off Meeting I R
    R= Responsible, accountable for successful completion
    A= Needs to Approve decisions
    S= Will provide Support for the “R”
    C= Available to Coach and Consult
    I= Needs to be kept informed of status
    Expanded Variation of the RASCI Matrix

    Tasks Task Lead Start End Est. Pred. Succ. CP? Comments
    Date Date End

    A Jack 7/1/08 7/3/08 7/2/08 Start B Y

    B Bob 7/5/08 XXXX 7/13/08 A D Y

    C Cheryl 7/5/08 7/10/08 7/13/08 A D N

    D Harry 7/14/04 7/16/08 7/14/08 BC End Y


    8
    Establishing Team Operating Rules

    Problem solving
    Decision making
    Conflict resolution
    Consensus building
    Brainstorming
    Team meetings
    Five Steps to Solving a Problem

    1. Define the problem & the owner


    2. Gather relevant data and analyze causes
    3. Generate ideas
    4. Evaluate and prioritize ideas
    5. Develop an action plan

    Source: Creative Problem Solving and Opportunity Finding


    J. Daniel Couger, 1995
    Decision Making is Pervasive

    What has to be done and where? Scope

    Why should it be done? Justification


    How well must it be done? Quality

    When is it required? In what sequence? Schedule


    How much will it cost? Budget/Cost
    What are the uncertainties? Risk
    Who should do the job?
    Human Resources
    How should people be organized into teams? Communication/
    Interpersonal Skills
    How shall we know?
    Information Dissemination/Communication
    Decision Making Styles

    Directive
    Participative
    Consultative
    The Six Phases of the Decision-Making Process

    PHASE DESCRIPTION LEARNING STYLE


    Phase I: Discovery phase. The team investigates, discusses, clarifies, and Assimilator
    Situation defines the situation. It is important fordefinition the team to
    understand the root causes and evidence that led to the need for a
    decision.

    Phase II: Continuation of Phase I. Characterized by brain- storming and Diverger


    Situation searching for new ideas and alternatives decision for resolving the
    situation, which should lead to generation better options for the
    decision. Above all, the team needs to avoid a rush to judgment.

    Phase III: Ideas Define the criteria for evaluating the alternative decisions. This Converger
    to action 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.

    Phase IV: Begins once the alternative is chosen. This is the planning phase for Converger
    Decision the project team. The team action plan determines tasks, resources,
    and timelines that are required to implement the decision. This phase
    requires a concerted effort to obtain buy-in from all affected parties.

    Phase V: Learning opportunity for the project team. The team identifies what Accommodator
    Decision did and did not work, as well as areas evaluation in which it can
    improve and how to do so. The value planning of this discussion lies
    in the team’s willingness to be honest and straightforward with one
    another.

    Phase VI: Focuses on the quality of results. The team evaluates the situation: Assimilator
    Evaluation Was the situation improved satisfactorily, of outcome or will another
    round be required? Was the situation and process defined correctly,
    or is revision required? Did the process work as expected, or will it
    need adjustment for the next attempt?
    Conflict Resolution

    I have a I’ll win at


    differenti any cost!
    dea!

    Conflict is good. Conflict is bad.


    Conflict Resolution

    Assertive
    Competing Collaborating
    (Domination) (Integration)

    Compromising
    (Sharing)

    Avoiding Accommodating
    Nonassertive (Neglect) (Appeasement)
    Uncooperative Cooperative
    Consensus Building

    Be careful--a consensus decision that equally


    satisfies all parties may be a bad decision
    after all.
    Brainstorming Method

     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

    Look for solutions that no


    individual could identify but the
    group may identify.
    Team Meetings

    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?
    Guidelines for Managing Meetings

    Before the Meeting


     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 rehearse your presentation
     Start and end the meeting on time
    Guidelines for Managing Meetings

    During the Meeting


     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

    After 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
    Project Meetings

     Daily status meetings


     Problem resolution meetings
     Project review meetings

    Frequency
    Length
    Purpose
    Team Room
    Daily Status Meetings

    • 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
    Problem Resolution Meeting Agenda

    • Only attended by those involved in the problem


    • Who owns the problem?
    • What is the resolution?
    • When will it be completed?
    Project Review Meetings

    • Held at project milestone events


    • Project review panel
    • Formal presentation of project performance to date
    Team War Room
    Physical layout
    Variations
    Operational uses
    Typical Scope Change Management Process

    Submit
    change
    request

    Review
    Reject change
    request Rework & Resubmit

    Request
    impact study

    Review
    Reject impact
    study Rework & Resubmit

    Change
    approved for
    implementation
    Scope Change Request Form

    Project Name

    Change Requested By

    Date Change Requested

    Description of Change

    Business Justification

    Action

    Approved By Date
    Project Impact Statement - Contents

     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 deferred 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 – Possible Outcomes

     Accommodated within project resources and timelines


     Accommodated but will require extension of deliverable schedule
     Accommodated within the current deliverable schedule but additional
    resources will be needed
     Accommodated but additional resources and extension of deliverable
    schedule will be needed
     Accommodated with multiple release strategy and prioritization of
    deliverables across release dates
     Not accommodated without significant change to project
    Tips to help the client understand scope change

    Business needs change or are discovered during the project


    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
    Management Reserve

    A percentage (5-10%) of the project duration is set aside as a time


    contingency for processing and incorporating scope change
    requests.
    Utilizing a Scope Bank to store prioritized functions and features
    not yet integrated into the solution will help manage
    Management Reserve.
    Managing Team Communications

    Timing
    Content
    Choosing Effective Channels
    Leveling Resources
    Resource-Leveling Strategies

    Utilizing available slack


    Shifting the project finish date
    Smoothing
    Alternative Methods of Scheduling Tasks

    Further decomposition of tasks


    Stretching tasks
    Assigning substitute resources
    Launch the Project – Finalize Resources & Schedule

    C1 C2
    3 2

    A1 B1 B2 C3
    3 2 2 1

    A2
    2

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

    Duffy a1 a1 a1 a2 a2

    Ernie b1 b1 b2 b2
    b2

    c2 c3 Figure
    Fran c1 c1 c1 c2 c2 05-05
    c3
    Launch the Project – Work Packages

    A Work Package is a brief description at the subtask level that


    describes how a task will be completed. It is a primitive project
    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
    Launch the Project – Work Package Description Form
    Challenges to Teams - Work Styles
    Task responsibility
     personal or shared responsibility

    Work method
     work alone or collaboratively

    Design and development practices


     rigid compliance to process
     adaptive to situation

    Testing preferences
     test as you go or at the end

    Work atmosphere
     background music or silence

    Work schedule 51
     early or late
    Challenges to Teams - Domineering Members

     Forces the team to follow the domineering member’s direction

     Stifles creative ideas and solutions

     Wastes time

    You are the project manager.


    How would you handle the domineering team
    member?

    52
    Challenges to Teams - Quiet Members

    Good ideas are lost to the team


    Obstacle to good team formation
    Viewed as disinterested and an outsider
    Compromising your productivity

    You are the project manager.


    How would you handle the quiet team
    member?

    53

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