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Transcript of PMA Principles Course
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Strength. Performance. Passion.
© 2013 Holcim Technology Ltd
Principles of Project Management Approach (PMA)
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© 2014 Holcim Technology Ltd
• Objective
To bring potential PMA users to a level where they understand thePMA concept and are able to apply it to their projects
• Product A 2-day seminar where through active learning, participants
experience the challenges and solutions that PMA brings
Course Deliverables
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© 2014 Holcim Technology Ltd
Day 1:
• Introduction to “Why”, “What” and “How” of PMA• Definition of the project “Building a RMX plant model” (Phase I)
• Planning of the project (Phase II)
Day 2:
• Realization of the project (Phase III)• Completion of the project (Phase IV)
• Evaluation and transfer of knowledge of the project (Phase V)
• Wrap up, How to get started,
• AAR
Course Contents
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Group work
08:00 - 08:30 Introduction to Phase III08:30 - 12:30 Realization of the project
10:00 - 10:30 Review meeting (coffee break included)
11:15 - 11:30 Review meeting with client (presenting status report)
12:30 - 13:30 Lunch
13:30 - 14:30 Phase IV
14:30 - 16:00 Phase V
Plenary
16:00 - 16:30 How to get started, After Action Review of the course
and celebration
Agenda Day 2
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It is the application of knowledge, skills, tools and techniques to project
activities to meet defined objectives
What is project management?
What is a project and what are its characteristics?
• Complex and numerous activities• Unique a one-time set of events
• Finite limited resources and budget
• Many people involved, usually across several functional areas of the
organization
• Sequenced activities• Goal-oriented
• End product or service must result
First things first…
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Strength. Performance. Passion.
© 2014 Holcim Technology Ltd
Introduction to the
Project Management Approach (PMA)
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Content
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What is the approach all about?
How is the approach implemented?
Why Holcim Project Management Approach?
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© 2014 Holcim Technology Ltd
Projects have become increasingly complex
The Group is confronted with …
• Increasing amount of projects per plant
• Increasing number of large global projects (Leadership Journey, EBM,Together, Faster)
• Projects becoming more interdisciplinary
(involving sales, production, HR, procurement, logistics, finance)
• Need to respond “faster” to competitive pressure
• Need to get things done “right” the first time
• Fewer resources (personnel, tighter budgets, time) to execute projects
Challenges
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There is an increasing improvement potential within projects
Group-wide
Various projects have problems when delivering the agreed product or service
(deliverables)
• … on time
• ... within the budget, and
• … according to specifications
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Cost
Time
Deliverables
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• Speak the same language
• Share knowledge and lessons learned
• Speed up processes
• Avoid the development of multiple
approaches
There is a need of establishing a common language in projects
within the Group
Holcim is standardizing certain key processes in order to:
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Content
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What is the approach all about?
How is the approach implemented?
Why Holcim Project Management Approach?
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• The PMA defines the generic methodology to be applied on
projects managed by Holcim employees.• The life cycle of a project goes through 5 phases and 25 steps
PMA: Holcim‘s methodology to manage projects
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Phase I
Project
Definition
Phase III
Project
Realization
Phase II
Project
Planning
Phase IV
Project
Completion
Phase V
Project
Evaluation& Transfer
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Procedures, templates and review questions support each
of the five phases
Phase I - Steps:
1. Assessment of initial situation
2. Stakeholder analysis
3. Search for lessons learned
4. Definition of product or service
5. Milestone schedule
6. Outline project organization
7. Estimation of project costs8. Risk identification and countermeasures
9. Agreement with the client
Phase V - Steps:
1. After action review
2. Learning summary
3. Knowledge transfer
Phase II
ProjectPlanning
Phase I
ProjectDefinition
Phase III
ProjectRealization
Phase IV
ProjectCompletion
Phase V
ProjectEvaluation &Transfer
Template
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Each step is supported by
Phase I
Step 1: Assessment of the initial situation
Procedures, templates and review questions
Review questions
• Is the client involved
when the root causes
of the project arearticulated?
• Are the root causes
identified and checked
through analysis of
facts?
• Is the project mission
clearly related to the
objectives on improvingthe client’s business?
Phase III
Project
Realization
Phase IV
Project
Completion
Phase II
Project
Planning
Phase VProjectEvaluation
& Transfer
Phase I
ProjectDefinition
Procedure for use1. Organize a meeting with client to start project
definition
2. Find out root causes of the Client’s decision to start
the project
3. Together with the Client define the Project
Objectives
4. Articulate what mission is assigned to the project
team
5. Capture, review and agree with the client onoutcome and write in template
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Th h id t t li itl i t ti
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The approach provides a common structure explicitly integrating
knowledge exchangePhase II
Project Planning
Phase III
Project Realization
Phase IV
Project Completion
Phase V
Project Evaluation & Transfer
Phase I
Project Definition
Phase II
Project Planning
Phase III
Project Realization
Phase IV
Project Completion
Phase V
Project Evaluation & Transfer
Phase I
Project Definition
Phase II
Project Planning
Phase III
Project Realization
Phase IV
Project Completion
Phase V
Project Evaluation & Transfer
Phase I
Project Definition
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The Project Management Approach holds a vision
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To get people
to worksystematically
To useavailable
knowledgerepeatedly
To improve
with everyproject
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Pros of Using PMA
20Knowledge Management
• All relevant stakeholders are explicitly involved
• Project deliverables are precisely defined and accepted by the client
• Relevant risks/opportunities and countermeasures are considered
• Project progress is reviewed regularly to ensure that schedule, budget
and deliverables meet the objectives
• The approach focuses on teamwork and cross-functional communication
• Project communication becomes easier throughout the Holcim Group
• Transfer of lessons learned from one project to others
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Content
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What is the approach all about?
How is the approach implemented?
Why Holcim Project Management Approach?
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© 2014 Holcim Technology Ltd
Training on PMA at HTS
On the job training (with a Local Trainer, during the life of a project)
Duration: 2 days,
When: beginning
of the project
Duration: 1/2 day,
When: One month
after beginning of
the project
Duration: 1/2 day,
When: Before the
end of the project
Phase II Phase III
ProjectRealization
Phase IV
ProjectCompletion
Phase V
ProjectEvaluation& Transfer
Phase I
ProjectDefinition
ProjectPlanning
Definition and planningWorkshop
Completion and evaluationWorkshop
RealizationWorkshop
Formal courses
• PMA Users course
• Train the Trainer (for Local Trainers)
• Project Manager Seminar
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Strength. Performance. Passion.
© 2014 Holcim Technology Ltd
PMA Users Course
Let’s zoom in….
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Phase III
ProjectRealization
Phase IV
ProjectCompletion
Phase II
ProjectPlanning
Phase VProjectEvaluation
& Transfer
Phase I
ProjectDefinition
Clear understanding of Client’s problem & objectives
Explicit consideration of stakeholders’ interests
Incorporation of similar experiences throughout the
Group
Description of what will be delivered
Identification of intermediate results
Definition of the main roles & responsibilities
First calculation of overall costs & benefits
Identify threats/opportunities & define actions
Getting a formal project approval
Phase I - Project definition
To do:
1. Assessment of initial situation :
2. Stakeholder analysis :
3. Search for lessons learned :
4. Definition of product or service :
5. Milestone schedule :
6. Outline project organization :
7. Estimation of project costs &
benefits :
8. Risk identification &countermeasures :
9. Agreement with the client :
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Step 1.1 - Assessment of initial situation
Do we really understand what the Client wants, or do we only
assume what he/she wants?
Template
• Define in detail together with your client:
What are the root causes to start the project
What are the business objectives of the project(SMART)
What is the project mission
(assignment of the team)
• Ask questions to ensure common understanding!
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Consider internal and external persons/organizations who have a personal or
business interest (positive or negative) in the execution or end result of the
project
Step 1.2 - Stakeholder analysis (1)
AFR
ProjectTeam
Ignoring stakeholders’ interests may lead to unsuccessful completion of a
project (additional costs, delays, partial achievement of objectives, etc.)
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Step 1.2 - Stakeholders analysis (2)
Gain support for your project by incorporating the interests of people with high
influence and/or interest on the project
Template
Steps:
• Identify all the stakeholders
• Determine their level of:
Interest: needs and expectations
towards the project
Influence: authority or power to helpor hinder the project
• Prepare a stakeholder map
• Gather interests from important
stakeholders (through interviews,
workshops, questionnaires…)
• Agree on incorporation of their needs to
the project definition
Level of interest
L e v e l o
f i n f l u e n c e
H
M
L
L HM
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To avoid reinventing the wheel, look for similar projects in the Holcim Group
and also somewhere else
There are many resources to search for :
• Internal: other plants, divisions, departments of your
Company, other Holcim Group Companies,
Holcim Portal (iShare)
• External: benchmarking with competitors,
other industries, suppliers
Step 1.3 - Search for lessons learned
Template
Holcim PortalDecide if you are going to incorporate the lessonslearned to the project and how!
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What product or service will the project team deliver to the Client?
Client Technical office Purchase Dept. Supplier
Step 1.4 - Definition of product or service (1)
Template
• Based on your project mission, define the product or service:
Product/service: Major deliverables, project outcome needed by the Client (SMART)
Specifications: characteristics of the deliverables (e.g. conveyor belt capacity 120 t/h,
slope 15°, width 105 cm….)
Exclusions: Specify items that are not part of the scope of the project
Cost/time expectations : Define limitations from the Client’s point of view
Assumptions: factors considered certain for planning purposes
Special conditions: requirements of the project team to be able to
deliver the expected product
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Step 1.4 - Definition of product or service (2)
• We therefore establish the following KPI:
Overall Project Success (OPS)
OPS = Criteria A x Specif ic Weight + Criteria B x SW + Criteria C x SW
Criteria could be: time, cost, results, expectation, stakeholdersappreciation, financial impact, etc…
The Client and project team assign specific weight for each criterion and
decide on how to measure each one
Define project success according to specific criteria that will be
measured at the end of the project
Template
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Step 1.6 - Outline project Organization (1): Roles and
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A clear definition of responsibilities facilitates the coordination amongpeople involved in a project
Always define the main roles and responsibilities including
those of the Client
• There are four people named Everybody, Somebody, Anybody and Nobody.
• There was an important job to be done and Everybody was asked to do it.
Everybody was sure Somebody would do it. Anybody could have done it, but
Nobody did it. Somebody got angry about that because it was Everybody's job.
• Everybody thought Anybody could do it but Nobody realizedthat Everybody wouldn't do it.
• It ended up that Everybody blamed Somebody when Nobody did what Anybody
could have done.
p p j g ( )
Responsibilities
Template
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Step 1.6 - Outline project organization (2)
Team Member Team Member Team Member Team Member
Project Manager
Client
Steering Group
Steering
Group Review
Review Meeting
(Client, if required)
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Step 1.6 - Outline project organization (3): Documents and
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Defining the document flow and the meeting schedule during the
project helps define how the project will be managed
Key questions to address:
• Who gets what information?
• How often do we need to distribute a
report or organize a meeting?
Meetings
Template
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An estimation of project costs gives an indication on project feasibility
in relation to costs and benefits
• What is the project cost?(materials, supplies, people, equipment, etc.)
• What is the project benefit? Is it measurable?
(savings, pay-back time, NPV, IRR)
Level of detail
Estimation of project costs
Project budget
I II III IV V
Phases
Step 1.7 - Estimation of project costs & benefits
Template
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$
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Identify and evaluate threats and opportunities whichmight influence your project and decide on
countermeasures to reduce the need for emergencyactions
• Achievement of business objectives• Delivery of product as per specifications
• Achievement of agreed milestones
• Completion within agreed budget
• Resources and organization…
Risks may impact:
Step 1.8 - Risk identification and countermeasures
Template
Impact
L i k e l i h o o d
H
M
L
L HM
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• Assure that the Client and the project team have
a common understanding about the end results
of the project (business objectives, time, cost,
deliverables)
• Agree on the key elements of the project• Get the Client's formal approval to launch the
project
Step 1.9 - Agreement with the client
Template
Summarizing the results of the previous steps with the client
(e.g. in a “contract”) helps to:
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Ph II P j t l i
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1. Project team set-up : Integrate the project team through a team building process
2. Project schedule : Set tasks for milestones and assign responsibilities
3. Communication plan : Ensure stakeholders receive information at the right time
4. Project budget : Plan costs that will be incurred during the project in detail
5. Kick-off meeting : Ensure understanding and commitment to start realization
Phase I
ProjectDefinition
Phase III
ProjectRealization
Phase II
ProjectPlanning
Phase IV
ProjectCompletion
Phase V
ProjectEvaluation &
Transfer
Phase II - Project planning
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St 2 1 P j t t t (1)
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An efficient team not only reduces workload by sharing - it also increases
productivity by …..
Integrate new members during the project planning phase
as needed
• Taking advantage of multi-functionality
• Creating new and innovative solutions
• Learning from each other
• Reducing the risk of major mistakes
• Realizing synergies …..
Step 2.1 - Project team set-up (1)
Template
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St 2 1 P j t t t (2)
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RAM (Responsibility Assignment Matrix) is a powerful tool to align your
team work and lead the team without having the formal authority over
the team members
R - Responsible – Who is responsible for the execution of the task? Who will be doingit?
A - Accountable – Who is accountable for the tasks and signs off the work? Who hasthe authority to decide?
C - Consulted – Who are the subject matter experts who to be consulted? Who are thestakeholders?
I - Informed – Who are the people who need to be updated of the progress? Anyonewhose work depends on this task?
Step 2.1 - Project team set-up (2)
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Project
Manager
Project
Client
Team
member 1
Team
member 2
Team
member 3
Stake
holder 1
Stake
holder 2
Stake
holder 3 etc
I I
C I I I I I
A I
A C R
R C
Act ivity
PERSON
Collect requirements
Submit change request
Develop training plan
R A
St 2 1 T
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Step 2.1 – Team norms
Steps:
1. Review the checklist of team norms included in the
template
2. Agree on the team norms you wish to keep as a team3. Add any other relevant team norm
Committing to ways of working together early on in the life of a project
decreases misunderstandings, increases productivity and builds strong team
relationships
Template
Discussing norms allows team members to discover values that are
important to one another. All team members share responsibility to
enforce them once agreed.
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Step 2 2 Project schedule (2)
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Accurate, realistic, and workable scheduling is what makes a project tick
To create the schedule ...
1. Define tasks needed to reach agreed milestones
2. Assign a person responsible for each task
3. Estimate duration for each task, and define
interdependencies between tasks
4. Calculate end dates for each task, considering externalfactors such as plant shutdowns, delivery times of
equipment, etc.
5. Determine the critical path by analyzing the sequence of
tasks that indicate the earliest possible end date of the
project
Step 2.2 - Project schedule (2)
Template
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Step 2 4 - Project budget
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A project budget enables the project team to compare actual costs versusplanned costs and take actions if needed
• The project budget aggregates all costs foreach task (bottom-up)
• Based on the project schedule, you can also
establish the expected monthly cash flow of
the project (S-Curve – cost baseline)
• Costs of each task can be broken down intovarious cost components needed to execute
them: equipment, materials, labor, etc.
Level of
detail
Estimation of project cost
Project budget
I II III IV V
Phases
Template
Step 2.4 - Project budget
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Step 2 5 – Kick-off meeting
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The kick-off meeting is the official start for the
project realization
• Participants are project team members, Client and/or Steering Group
membersTemplate
• Establishes priorities, tone and energy for the project and helps getcommon understanding on:
Project definition: objectives, product, time and cost constraints, etc.
Project planning: responsibilities & deadlines, budgets, etc.
Step 2.5 – Kick-off meeting
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Your project is now defined and planned
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All steps of the project definition and planning have now been completed
(with exception of the “pendings”)
Your project is now defined and planned
Now the project team is ready tocommence wi th the realization
phase !
Phase II
ProjectPlanning
Phase III
ProjectRealization
Phase IV
ProjectCompletion
Phase V
ProjectEvaluation& Transfer
Phase I
Project Definition
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Phase III - Project realization
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Phase II
ProjectPlanning
Phase I
ProjectDefinition
Phase IV
ProjectCompletion
Phase V
ProjectEvaluation &
Transfer
Phase III
ProjectRealization
Phase III Project realization
1. Activity list : Detail the task in the project schedule
2. Project review : Evaluate achievements and define actions to address issues
3. Capture knowledge : Describe learning points as part of project review
4. Project status report : Regular project update to Steering Group and Client
5. Steering Group Review : Evaluate overall project and agree on actions as required
To do:
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Step 3.1 - Activity list
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Detailed definition of activities and clear assignment to responsible
persons ensures proper coordination and control
Level of
detail
Milestone schedule
Project schedule
Activi ty list
I II III IV V
Phases
Tasks need to be detailed into activities
Example:Milestone 4 : Move in
Task 1 : Decorate the house
Activity 1 : Come up with decorating ideas Activity 2 : Discuss ideas with partner
Activity 3 : Check prices of decoration
Activity x :
Activity xx : Put decoration in place
Step 3.1 Activity list
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Step 3.1 - Activity list (time management)
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Directions on the proper use of activity lists
1. Ensure that tasks are clearly defined
2. Define a list of activities required to complete a task
3. Define time needed and time available
4. Insert your activities in your personal planner
5. In case of overload, balance the work within the team
6. In case of overload, define priorities and postpone activities
7. Match new requests and other actions with your activity list
Do not forget to consider reactive time
Step 3 ct ty st (t e a age e t)
Template
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Step 3.2 - Project review
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Periodic Project Reviews help to identify performance gaps at an early stage in
order to keep the project on the right track
Examples of discussion topics:
• Review progress and plan activities for coming period
• Tackle issues which may arise• Capture knowledge and share lessons learned
p j
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Step 3.2 - Project Review - effective meetings
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Some meetings are ineffective due to ……
No chairman
No listening
Little time management
Lack of visualisation
p j g
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Individuals
pushing ideas
Step 3.2 - Project review - effective meetings
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• Follow up on actions
• Identify possible issues
• Prepare the agenda
• Inform attendees
• Collect facts if required
• Distribute action and decisionlog
• Follow up on actions and
provide any support or
coaching
• Verify results of the actions
Proper preparation and follow up are key to the
conduct of effective meetings
• Review progress
• Solve issues
• make decisions
• agree on actions
Effective project reviews meetings can be carried out by...
PREPARATION FOLLOW UP
MEETING
40% 40%20%
p j g
Template
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Step 3.2 - Project review - agenda
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• Review and update project schedule (and activity lists): progress of
tasks due for completion and plan for the coming period
• Review project budget, actual and forecasted costs
• Identify and treat issues
• Review changes required and their impact on the project
• Review the agreed communication plan and risk analysis
• Review team dynamics (norms, leadership, influencing , conflicts)
• Capture knowledge
• Review and update Action & Decision log
A typical agenda of a Project Review meeting could be:
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Step 3.2 - Project Review - Action & Decision log
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Agree on how to implement solutions chosen for the issues identified
Template
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Actions Decisions
Action &
Decision Log
Agree on decisions(What)
Agree on actions
(What, Who, When)
What Who When
Step 3.2 - Project review – change request
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Projects seldom run exactly according to plan. Managing changes formally is
crucial to project success
• Change is triggered by Client, Steering Group, Project team or stakeholders in order to
correct or prevent issues or update content
• Impact of the change in all dimensions (product, cost, time, risk, stakeholders, etc.)
needs to be determined
• If client approves the change, the project is managed against new
targets (baselines)
Template
Change
required
Identify
Impacts
on project
Client
Accept?
Update
baseline(s)
and plans
Implement
change(s)
Document
andcommunicate
No
Yes
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Step 3.3 - Capture of knowledge
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Describing knowledge immediately after learning occurs ensures that important
learning elements are captured
• Organize regular After Action Reviews to analyze progress of the project and thereasons for achievements and deviations, agreeing on lessons learned
• Decide on how / when to transfer knowledge; someone you know may immediately
benefit from the lessons learned
Learning
Summary
Capture
of knowledge
I II III IV V
Phases
Level of
detail
Template
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Step 4 - Project Status Report
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Short and simple reports on the progress of the project
ensure a clear understanding of the project status
Status reports should include:
• Status of the KPIs (cost, time, quality)
• Achievements of the reporting period
• Plans for the coming period• Key issues tackled
• Support required from Steering Group
Template
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Step 3.5 – Client/steering group review
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Regular reviews with the Client/Steering Group
ensure that proper attention is given to the projectenvironment (e.g. risks)
• Client/Steering Group review meeting is used to identify whether changes
are needed to the project definition
• At the end of the realization phase, the Steering Group will decide whether
or not the hand-over can start
Template
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Phase IV - Project completion
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To do:
1. Hand-over : Obtain client acceptance of final product or service
2. Final report : Summarize the project and compare it with the originalplan
3. Closing meeting: Formally complete the project
Phase II
ProjectPlanning
Phase III
ProjectRealization
Phase I
ProjectDefinition
Phase V
ProjectEvaluation &
Transfer
Phase IV
ProjectCompletion
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Step 4.1 - Hand-over
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The hand-over ensures that the client explicitly accepts
the product or service and that ownership is properly
transferred
• Organize an acceptance test or a review of the product or service with
the client
• Agree with the client on further actions to complete the project
Template
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Step 4.2 - Final report
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• Comparison between agreed business objectives and actual results
• Comparison between agreed and delivered product/service
• Comparison between project schedule & actual delivery times
• Comparison between agreed and actual cost
• Hand-over summary
• Learning summary
• Recommendations related to sustainability
Template
The final report is a summary of the project at its end state and serves as a
reference for future projects. It includes:
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Step 4.3 – Closing meeting
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• This meeting takes place when:
All the handover actions have been completed The final report has been completed
• It has an informal character to recognize and celebrate the
successful completion of the project ...
• Before closing, calculate the Overall Project Success (OPS)
Template
Held to formally complete the project and to
officially release the project team from furtherresponsibility to deliver
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Phase V - Project evaluation and transfer
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If your organization knew, what you know now...
What have we learned?
Phase 3
ProjectRealization
Phase 1
ProjectDefinition
Phase 4
ProjectCompletion
Phase 2
ProjectPlanning
Phase 5
ProjectEvaluation &Transfer
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Phase V - Project evaluation and transfer
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To do:
1.After action review (AAR): Evaluate the project with the team and client
2.Learning summary : Distil and document knowledge gained
3.Knowledge transfer : Select mechanism to transfer lessons
learned
Phase II
ProjectPlanning
Phase III
ProjectRealization
Phase IV
ProjectCompletion
Phase I
ProjectDefinition
Phase V
ProjectEvaluation &Transfer
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Step 5.1 – After action review (AAR)
Th j t t h t t it t l f f t j t b l ti
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• Evaluate different aspects of the project (deliverables, milestones,teamwork…), by asking:
What did we set out to do?
What actually happened?
Why did it happen?
What are we going to do next time?(What are the lessons learned?)
Template
The project team has a great opportunity to learn for future projects by evaluating
the recently completed project
A neutral person should facilitate the AAR. It should look for
improvement opportunities rather than placing blame
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Step 5.2 - Learning summary
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• Includes both expertise and behavior
• Considers the outcome of the final AAR and
knowledge captured during project
realization
Capture of knowledge
After Act ion
Review
Learning
Summary
I II III IV V
PHASES
LEVEL OF DETAIL
Behavior
Expertise
Continuous Performance
Improvement
Template
Distils lessons learned captured during the project
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Step 5.3 – Knowledge transfer
Ensures that knowledge is not only available within the project team
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• Decide with the team the best practical actions to transfer the lessons
learned from the project
• Examples:
Present results to your department
Include lessons learned and/or Final
Report in the Holcim Portal
Write a project summary for the Holcim
news
Contribute to an international or regional
event
Template
Ensures that knowledge is not only available within the project team
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Strength Performance Passion
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Strength. Performance. Passion.
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Now the project is finished and the
project team is released!
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Strength Performance Passion
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Strength. Performance. Passion.
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PMA – Getting Started
Useful tips….
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If t t t j t
Getting started
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• If you are to start a project:
Identify the client of the project
Have a meeting to work preliminary on:
Assessment of initial situation,
definition of product or service,
project organization
Identify and invite project team members to a definition and planning
workshop
Decide whether a trainer/facilitator is necessary or not
Start working during the workshops, using the PMA
as a tool!
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Th j t l it t i
“Rigid principles, flexible application”
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• Three project complexity categories A high project complexity
B medium project complexity C low project complexity
• Three levels of compliance Full compliance
Partial compliance
Limited compliance
The reference book provides all the help you need to
determine complexity and level of compliance
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• A / B / C
• Full
• Partial,
• Limited
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