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Project management in SE

Execution of projects

Peeter Normak

15.10.2015

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Plan

1. Discussion: home assignment

2. Presentation of project plans

3. Starting a project execution

4. Deciding on a project management methodology

5. Everyday management

6. Scope management

7. Information management and reporting

8. Quality control and resource management

9. Using power (authority) in management

10. Promoting motivation and devotion

11. Supporting creativity and teamwork

12. Handling conflicts

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Discussion on home assignment

1. Questions about the previous topic (Project Planning).

2. Analyze the Charter of the project “Quality system of ICT vocational education” (Appendix 1 of Lecture Notes) and answer the following questions:a) What aspects would need more detailed description?b) List three biggest weaknesses of the Charter.

3. List three main strength and three main weaknesses of the

Needs Analysis described in the document IMKE-Archimedes-

application.doc.

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PMCD Framework – Personal competencies (186, 102)

Communicating (30, 14)6.1 Actively listens, understands and responds to

stakeholders (11,4)6.2. Maintains lines of communication (3,4)6.3 Ensures quality of information (12,3)6.4 Tailors communication to audience(4,3)

Leading (30, 25)7.1 Creates a team environment that promotes high

performance (6,10)7.2 Builds and maintains effective relationships (8,6)7.3 Motivates and mentors project team members

(8,7)7.4 Takes accountability for delivering the project

(8,2)7.5 Uses influencing skills when required (9,4)

Managing (19, 15)8.1 Builds and maintains the project team(5,6)8.2 Plans and manages for project success in

organized manner (6,7)8.3 Resolves conflict involving project team or

stakeholders (7,2)

Cognitive Ability (32, 17)9.1 Takes a holistic view of project (6,4)9.2 Effectively resolves issues and solves problems

(9,2)9.3 Uses appropriate project management tools and

techniques (5,8)9.4 Seeks opportunities to improve project outcome

(12,3)

Effectiveness (17, 14)10.1 Resolves project problems (9,2)10.2 Maintains project stakeholder involvement,

motivation and support (6,7)10.3 Changes at the required pace to meet project

needs (3,5)10.4 Uses assertiveness when necessary (6,3)

Professionalism (43, 10)11.1 Demonstrates commitment to the project (14,0)11.2 Operates with integrity (9,2)11.3 Handles personal and team adversity in a suitable

manner (6,1)11.4 Manages a diverse workforce (3,5)11.5 Resolves individual and organizational issues with

objectivity (11,2)

Numeric tags – Estonian group: bigger difference in 7.5, 8.3

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Presentation of project plans

1. My legacy

2. Development and evaluation of a tool that enables to read faster (Rapid Serial Visual Presentation).

3. OESELIAN (use padlet.com)

4. Usability study of piletilevi.ee and redesign proposal.

5. Harmonizing Inter-Cultural Diversity

6. User Experience Prototype Requirements

7. E-integration: a Website …

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The aim of the project execution phase

Achieving the project objective according to the

project plan, in a sustainable manner.

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Starting a project execution

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Starting a project execution – the inputs

Project execution bases on general principles of management.

Inputs:

Project planning documents.

Other related documents (standards, technical documentation, analyses, contracts etc).

Institutional regulations (accountancy, hiring, procedures for preparing contracts etc). NB! Very important, if the PM has not managed projects or structural units before.

In a later phase of a project: corrections to the project plan and other related documents.

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Starting a project execution – recommendations

1. Use wisely the starting energy (like swarming effect by bees).

2. Make staff members aware that starting a new project should cause inevitable change in the list of their priorities and also on the structure of their activities.

3. Take into account that initial phase of the project execution has huge impact to the way how the whole project will be executed (using tools/methods, interpersonal relations etc).

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Discussion 1

What activities could be conducted for stressing the

importance of the project and for motivating the team

members to devote more time to the project?

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Deciding on a project management methodology

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Project management methodology – the concepts

Method (“meetod” in Estonian): principles for solving a single task from a restricted problem area.

Methodology (“metoodika” in Estonian): combining different methods for solving a complex task.

NB! Estonian “metodoloogia” has different meaning: science about methods.

Examples of project management methodologies: Agile methodologies PRINCE2 (“PRojects IN Controlled Environment”)) V-model

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The problem

Whether – and to what extent – to use a well-established project management methodology?

A general principle 1: the bigger the project, the bigger the role of a project management methodology.

A general principle 2: for small projects, an agile methodology is mostly more suitable.

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More general principles

For deciding on a methodology, take into account the following:

1. Different methodologies are based on quite different – if compared to each other – principles.

2. By applying, any methodology should be adapted to the concrete needs, conditions and practices.

3. Experience and flexibility/creativity is more important than any methodology/theory.

4. Application of a new project management methodology presumes certain adaptation of general processes of the institution as well.

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Agile project management methodologies

The need: classical (linear) approaches to project planning and execution are rigid and in many cases not flexible enough.

The main principles:1. Multiple iterations of planning and execution (based on the Release Plan). 2. Heavy involvement of stakeholders.3. Empowerment of the project team; SSS-principle (speed, smart,

simplicity).

Role of the project manager – focus on creating of a supporting environment (not so much on process management):

1. Selecting the personnel.2. Ensuring availability of necessary tools and work conditions.3. Forming a “big picture” and ensuring that it is followed.

The basic documents: Project Charter and Release Plan.

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Source: http://www.inadev.com/developmentproc

General scheme of agile development methodology

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Agile project management methodologies

Some practices:

1. Easy implementation of changes.

2. Intense communication and knowledge/experience sharing between the team members (TEAM – Together Everyone Achieves More).

3. Reasonable delegation of decision making and responsibilities.

4. Optimization of the activities (increasing job performance).

5. Supporting creativity and innovations.

6. Gradual implementation of the projects’ outcome.

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V-model – the general principles

Is mainly used for (IT-)development projects in public and military sectors.

1. Minimizing the risks: determination of roles/responsibilities, enhancing the planning practices, assuring transparency.

2. Ensuring the quality of the outcome: selecting indicators and milestones.

3. Minimizing the total costs occurred during the whole life cycle of a product: standardized methods for development, using and maintenance of products.

4. Enhancing communication between the stakeholders: diminishing differences and misunderstanding.

Structure

(partly, one

interpretation):

User requirement Verification, validation Acceptance testing

Specification

General design

Detailed design Unit testing

Integration testing

System testing

Coding

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V-model – specific principles

1. Outcomes, activities and responsibilities/roles are structured and correspond to each other.

2. Responsibilities are fixed: Who? When? What?

3. Activities are divided into compulsory and recommended; Compulsory activities are: project management, quality assurance, configuration management, problem and change management.

4. There are concrete strategies (more than ten) developed for project execution using V-model methodology.

5. Is strongly focused on outcomes.

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PRINCE2 – processes

PRINCE2 (https://www.axelos.com/best-practice-solutions/prince2.aspx) is process based: 7 basic processes and 7 components/themes.

Basic processes: 1. Starting up a project (the only pre-project process)2. Initiating a project 3. Directing a project 4. Managing stage boundaries5. Controlling a stage 6. Managing product delivery 7. Closing a project.

Every basic process has sub-processes/activities.

NB! Processes are designed according to the needs of a project.

21Source: http://www.prince2-ug.be/The-Process-Model

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PRINCE2 – elements of the processes

For each process the following elements should be defined: 1. Fundamental principles2. Relations to other processes3. Process description4. Requirements 5. Hints and tips.

Additionally for sub-processes/activities: 1. Responsibilities2. Information needs 3. Key criteria.

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Everyday management

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Everyday management – the basic principles

1. The tasks should be coherent/correspond to the capabilities of the team members (“there is nothing more unequal than assigning equal tasks to the people with unequal capabilities”).

2. Follow the subordination of project team members.

3. Contribution of the project team members should be adequately compensated.

4. Clearly state the responsibilities.

5. Follow the codes of conduct.

6. Take into account the personality characteristics of staff members.

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Recommendations – everyday management

1. Make explicit agreements about tasks and reporting (and working hours, if necessary).

2. Take into account a Chinese saying “People are not performing the tasks a chief wishes but tasks that he checks (or will award)" .

3. Discuss and agree on the role of meetings.

NB! The decisions should be in written!

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Discussion 2

What are the basic threats and opportunities related to

the project team members that are product/outcome

oriented, activities oriented or communications oriented?

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Discussion 3

A case study: the project manager and software developer

are working on a project that is conducted in a department.

Head of the department – who does not belong to the

project team – assigned tasks to the software developer

without informing the project manager and partly

contradicting the tasks that were assigned by the project

manager. How would you – being in the role of project

manager – would solve this case?

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Scope management

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Scope management

Scope is defined as "The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions.”

The aim of scope management is to assure that all necessary activities are performed and only these.

The project’s scope depends directly from the product’s scope.

Measuring: • For the project’s scope – comparing with the project plan; • For the product’s scope – comparing with the

requirements/intended outcome.

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Scope management – the main principle

General principle of scope management – the Simplicity Principle:

KISS – Keep It Small and Simple

NB! Better to have 50% in good quality rather than 100% in bad quality.

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Scope change management

The need for scope change is usually caused because: Mistakes/inaccuracies in the determination of the product scope Mistakes/inaccuracies in the determination of the project scope Changes of internal and external conditions. Example: JEP 12418 (1y 2y).

The activities of scope change: • Identify the need in scope change

• Analyse factors that influence project outcome in a positive direction

• Manage changes integrating them into other processes.

NB! Every change causes some expenses!

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Information/communication management and reporting

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Communication management – processes

According to the PMBOK Guide, Communications management is one of the knowledge areas of project management.

The main purpose of communication management is to assure information handling (creation, collecting, processing, spreading, storing) necessary for effective project execution.

Basic processes:• Planning – finding the information needs of stakeholders (what, when, how)• Transmission – making information (timely) available• Feedback – reports, proposals, assessments• Completion – handling information necessary for completing a phase

(composing “lessons learned” document, archiving documents etc).

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Communication management – aspects and responsibilities

Aspects: • Agreements between the stakeholders (example: confidentiality)• Deciding on tools (mail, web, RSS, Dropbox, meetings etc)• Forms (oral, written, graphic; structuring, generality)

Responsibilities of a information provider: assuring completeness, clarity, unambiguousness and compactness of information.

Responsibilities of a receiver: read and understand; confirm receiving if necessary.

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“Rules” of oral communication

“Rules” of oral communication (see section 4.5 of the Lecture Notes): 1. Listen with comprehension

2. Reflect/give feedback

3. Do not interrupt

4. Ask questions

5. Observe the body language

6. …

NB! Oral communication is an important instrument in developing common vision and identity.

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Discussion 4

What are the main functions of speaking and listening?

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A problem – the extent of internal reporting

The aim of (internal) reporting is to provide information about the advancement of project execution and: • assure the stakeholders (including decision makers) that

the completion of the project goes according to the project plan;

• determine the deviations from the project plan.

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Recommendations – reporting

1. Internal reporting should be as small as possible and as big as necessary.

Example: a collection of articles was planned to be composed. Only about half of the articles was completed before the deadline.

2. Prior agreement on changes with the decision makers, honesty (do not manipulate the costs!) and transparency are necessary.

3. Check thoroughly reports before submitting.

Example: printer was changed immediately before submitting, and not properly installed. Consequence: formula were not readable.

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Quality control and resource management

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(Quality) control

The aim of control is to supervise the project execution and intermediate results for assuring correspondence to the Project Plan and making corrections if necessary.

The aspects to follow :

1. Finding the rate of tolerance (allowable difference from the requirements).

2. Differentiation of random and systematic deviations.

3. Conducting preventing activities (depends on risks and potential losses).

NB! The need for controlling people varies – clarity about this is important.

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Resource management

The aim: distribute available resources between the actors in the best possible (legitimate) way.

The basic principles for distribution of resources:

1. Balanced and purposeful.

2. Adequate (remuneration corresponds to the results).

3. Collegial and grounded.

NB! Distribution of resources is one of the major reasons of conflicts.

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Staff development

Staff development normally does not belong to the tasks of a project: competence development is a long-term process.

On the other hand:• Every project should contribute to the development of the whole institution;

people are normally the most important asset of an institution.

• Investment to professional growth of staff members increases their devotion.

The problem of investment: identification of training and consultancy needs.

NB! Continuing training of project managers is almost always appropriate.

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Professional development – aspects

1. Systematic education can be considered as an investment to the future; during a project concrete knowledge and skills are needed.

2. From the point of view of a project, short term courses (especially, discussion of case studies) and consultations handling concrete problems are preferred.

3. Helpdesks and knowledge transfer portals may turn to be very useful (especially if the regulations can differently be interpreted).

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Resource management – problems

1. Finding quantitative and qualitative indicators, their proportion and evaluation methodology.

2. Finding balance between funds allocated for achieving the direct needs of the project and for enhancing the quality.

Example: funding of research projects in Estonia.

3. To what extent optimization and “optimization” (formally correct but in fact not correct) of spending finances is reasonable.

Example: stipends for students.

4. Taking into account external factors (conflict of interests, salary levels etc).

5. Deciding on additional tasks that will be extra remunerated.

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Discussion 5

How to measure the quality of the project execution?

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Using the power (authority) in management

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Discussion 6

What does “Having (and using) the power” mean?

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Using the power

Having the power := being capable (capability to influence the behaviour, values and beliefs of others in the desired direction).

The goal: achieve possibly high total capability and direct this for achieving the project objective.

A big problem: realization of the power.

The main tool: reasonable delegation of power (and responsibilities).

NB! Influencing team members is a team-work, not just the project manager's job.

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Using the power – expectation of the team members

Expectations of project staff from the project manager: • honesty, • competency, • understanding the trends, • inspiration, • ....

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Aspects/types of power

Positional power (): • Legitimate power• Supportive power• Restrictive power (). Prevention instead of punishment.

Personal power ():• By example• As expert.

More: informational, charismatic, of tradition etc.

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Positional power

Parallel terms: legitimate, formal or assigned power.

The main factors that determine the positional power:• The structure of positions in an institution

• The decision making mechanisms in the institution.

Indicator: authority to change the activities (including decisions) of others (action-based approach).

Preconditions for effective usage of positional power:• Clarity and conformity of rights, obligations and responsibilities

• Rational delegation of tasks and rights

• Functional feedback (from below and from the top) that assures adequate understanding of processes.

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Personal power

Some tools for achieving:• Rational grounding (basing on facts and logic)• Inspiring involvement• Seeking of an emotional proximity• Credibility and discreteness• Focusing to increasing the reputation in the main competence

area

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Project manager – realization of power

Project manager should have a reputation of a person who never fails. (S)he should be able to:

• make a significant contribution,

• motivate others to make a significant contribution,

• achieve priority for the project,

• achieve acceptance of professional methods of actions.

Success of a project depends heavily on the ability of the project manager to exploit the authority given him/her by positional power.

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The relativity of power

The relativity of power bases on the competence and work division of the parties.

The relativity of positional power basis on sharing the roles and responsibilities – to what extent these are delegated (downwards and from the top).

The relativity of personal power basis on the (perceived) intellectual distance.

Positional and personal power are positively correlated.

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Discussion 6

How would you increase your personal power among

your fellow students?

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Promoting motivation and devotion

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Supporting devotion

People are in average using only about 30% of their potential.

The problem: how to release the remaining 70%?

Some tools:• Motivation/encouragement • Creating pleasant work environment• Involvement in decision making• Take into account interests, competencies, priorities of staff members• Mapping a work-day.

Inhibiting (demotivating) factors: • Rework• Additional requirements • Dispraise• …

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Increasing motivation

It is necessary to know what motivates every single person, what are their:

• Interests• Problems• needs

Activities for stimulating motivation:• Recognition (critique is an important suppressing factor)• Creating common vision• Ensuring transparency (Example: Tampere Technology Park)• Providing authority and resources (raising feeling of responsibility)• Celebrating achievements.

NB! Satisfied need is not a good motivator.

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Discussion 7

What additional activities would motivate project team

members?

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Supporting creativity and teamwork

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Supporting creativity

Competitiveness and sustainability assume innovation that in turn assumes creativity.

Intellectual properties that support creativity:• Ability to recognise opportunities• Plenitude of new ideas• Originality. Example: mirrors besides the lift doors.• Flexibility. Example: the structure and curricula in the University of Minho

(Braga, Portugal).• A goal that cannot be achieved using existing tools. Example: land a man

on the Moon.

NB! New ideas can create conflicts.

NB! Innovation is competence based.

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Creativity – supporting and inhibiting factors

Supporting factors:• Existence/creating supporting structures/tools/indicators (for experimenting)• Enough time for thinking and acquiring knowledge and developing skills• Possibility to focus• Creating enthusiasm• Discussions

Inhibiting factors:• Stress• Strongly fixed subordination and procedures • Fear to fail and make mistakes• Using “killer” expressions

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Teamwork

Teamwork and cooperation is an important personal competency in the PMCD Framework.

Weakness on co-operation and teamwork is one of the major causes of failing projects (in Estonia as well, cf the seminars in companies).

Supporting factors:• Good interpersonal relations• A good first impression• Positive prejudice• Existence of a strong competitor (or a common “enemy”)• Suitable distribution of roles, work assignments etc• Common identity, goals, interests etc.

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Discussion 8

What would inhibit teamwork and therefore should be

prevented?

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Discussion 9

List threats that are related to the people who value

teamwork.

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Handling different opinions and conflicts

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Handling differences and conflicts

The aim: through managing differences and conflicts find appropriate solutions and exploit the energy that is generated.

Synergy versus swan-pike-crab syndrome.

NB! Differences should not be eliminated; instead, good ideas should be extracted (“The truth is born in dispute”, “Development through diversity”, “Differences generate energy” etc).

NB! Different opinions should not become a conflict.

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Causes of conflicts

The main causes of differences/conflicts are:• Timetable• Costs and budget• Priorities• Administrative procedures• Technical questions• Distribution of tasks• Interpersonal relations.

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Handling differences and conflicts

Strategies for handling differences:• Creating a common ground

• Agreeing on a compromise

• Collecting and analysing information

• Focusing on problems, not on a person.

Levels of needs of a project should be taken into account in preventing and solving differences (compare with the Maslow hierarchy):

• Survival of a project

• Stability and confidence

• Togetherness

• Belief in the importance of the project

• Realising the potential

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Handling differences and conflicts – negotiations

The main instruments for preventing conflicts: respecting rights of parties and taking into accounts their expectations.

The main instrument on solving differences: negotiations.

Techniques of negotiations:• Be straightforward; find the cause of the problem • Mark your behavior making introductions to your statements • Avoid superfluous arguments • Be aware of limitations of logic; interests prevail over the logic • Avoid irritation and accusation• Offer alternative solutions.

Suggestion: before handling conflicts, clarify the interests of involved people.

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Home assignment No 3-1

Individually:

1. Read chapter 4 in the General Project Management. Lecture Notes (pages 65-83) and prepare three questions to be discussed on the class.

2. Formulate the basic principles of Total Quality Management (TQM) and analyze how could you reflect these in your examination work.

3. Study the Project Management Professional Code of Professional Conduct. What of the basic requirements of the code of conduct would be most important to follow in your project?

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Home assignment No 3-2

Individually:

4.Choose one perspective of PRINCE2 Maturity Model P2MM (Management Control, Benefits Management, Financial Management, Stakeholder Engagement, Risk Management, Organizational Governance, Resource Management; https://www.axelos.com/Corporate/media/Files/P3M3%20Model/PRINCE2_Maturity_Model_P2MM.pdf) and assess for each level what you will consider as the most important specific and generic attribute of this perspective.

5.List advantages and disadvantages of matrix project management (every person reports to more than one manager).

6.Bring an example of an unsuccessful project that could have been rescued with some training or consultation.

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Home assignment No 3-3

In the project teams:

1. Complete your Project Plan.

2. Start executing your project:

a) Collect documents needed for the project (standards, regulations, analyses etc).

b) Distribute the roles/responsibilities and tasks between the project team members.

c) Decide on the work organization and communication means.

d) Determine quality indicators for your intended project outcome.

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Next lecture:Thursday, October 29

Topics: - Project management software- Execution of projects (cont.)

- Closing a project

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Systematic training versus intense course

Systematic training Intense course

Bachelor

Master

PhD

(Investment model) (Reaction model))

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Quality control – some methods of measuring

1. Direct check of the outcomes.

2. Analysis of the project execution against the project plan.

3. Analysis of the processes.

4. Pareto analysis (cause-effect analysis) for finding critical problems.

5. Trend analysis, analytical methods (extrapolation, statistical methods, modelling).

6. Selecting a topic (an aspect) for a detailed check.

7. ….

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Decreasing motivation

Mike Myatt, 10 Reasons Your Top Talent Will Leave You.

You failed to:

1. Unleash Their Passions

2. Challenge Their Intellect

3. Engage Their Creativity

4. Develop Their Skills

5. Give Them A Voice

6. Care

7. Lead

8. Recognize Their Contributions

9. Increase Their Responsibility

10. Keep Your Commitments

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Factors inhibiting teamwork

1. Problematic interpersonal relations.

2. Trying to perform tasks alone

3. Unfavourable first impression

4. Distrust

5. Low ability to accept viewpoints of the colleagues

6. Negative prejudice

7. Inadequate distribution of roles, work assignments etc.

8. Physical separation of project team members.

9. Inadequate information management.

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Quality system of ICT vocational education – inform. needs

1. The actual stand of ICT vocational education is not described, only some problems are listed.

2. Current activities of other relevant institutions are not described.

3. “First phase of project initiation” is not specified.

4. The budget is not divided into articles.

5. Deliverables and activities are described, but not the role of each individual partner.

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Quality system of ICT vocational education - weaknesses

1. Participating institutions and project manager are not determined.

2. Project proposal is not focused enough, the scope is too broad.

3. Missing of a supporting foundation is considered as the main cause of problems in ICT vocational education.

4. Administration of projects takes normally not more than 10% of work load (here about 15%).

5. Only small part of the project is relevant to the university (does not support achievement of strategic goals of the university).

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Needs Analysis of the IMKE application

Strengths:• Ambitious project – unique profile and an advantageous position in

the field in the Northern Europe.• Bases on the strong expertise of the institute on e-learning

technologies and collaborative learning environments. • Priority area – has already got support from different institutions.

Weaknesses:• Normally improvement projects of study programmes are planned

and conducted after completion of the first run of the project.• The target – 15 to 20 students each year – is too low (investment

does not pay off).• Needs analysis is written in very general terms.