Industrial Project

Management

DAY_4
 Team Work

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 Effective Team

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 Building and Maintaining an Effective Team
The Mechanics of Building a Team:
• The project should be defined well enough to determine
the appropriate participants.
• This is part of the balancing act referred to above it’s not
a good idea for you to define and plan the project work
alone, then simply hand it to team members to
implement. WHY???????????
• They’ll feel that they’re executing your plan, not theirs.
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Who Should Be on Your Team?
• The answer to this question depends on the size and
complexity of your project.
• You should then try to obtain individual team
members according to how well their skills match a
given element of work.
• use external resources ??????
• Before using external resources, be sure to consider
these additional points ???????
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 Who Should Be on Your Team?
• Identifying Who Does What.
• Team Leadership Starts on Day One!
Expect the questions and concern of the team
members:
• WIIFM (What’s in It for me)?
Some will wonder about the effect that participating on
your project will have on their status in the organization
and on their career.
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Expect the questions and concern of the team
members:
• What will be expected of me?
This issue surfaces most often when team members
are unfamiliar with your leadership style or approach.
• What will life on your team be like?
People will naturally want to know who else will be on
the team and the likelihood that their relationships
with other team members
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The Value and Purpose of Team Meetings
• Managing Team Interaction.
• What About Rewards ?
• Getting the Most from Individual Team Members.

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 Project Managers Expect Team Members to:
• Be committed to the project .
• Provide accurate.
• Follow the project plan and defined processes .
• Take direction.
• Communicate.
• Be accountable for decisions .
• Be respectful of other team members .
• Maintain a positive attitude.
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Team Members Expect the Project Manager to:
• Stimulate group interaction
• Promote participative planning
• Define all relevant work processes
• Define performance expectations
• Manage conflict.
• Share information .

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© 2018 Cengage®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a
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 An Overview of
Planning and
Estimating

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 Planning
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 Overview of Planning and Estimating
• project management really consists of two major
phases:
• doing the right project
and
• doing the project right.

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 Introduction to Project Planning
• Project plans are considered to consist of
three fundamental “dimensions”.
• Cost: how much money will be spent and how
it’s budgeted over time.
• Time: how long it will take to execute work—
individually and as a total project.
• Scope: what is to be done.

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 The Planning Process
• Project plans are often generated in iterations:
at different times, in different levels of detail, for
different purposes.
• The first version of the project plan occurs before
the project has been defined.
• In this version, estimates of cost and schedule are
established with little knowledge of the specifics of
the project.
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The Planning Process
• The next version of the project plan is created
when the organization is prepared to initiate a
project represented in its operating budget.
• Sufficient planning must be done so that it can
be formally decided whether the project is an
investment worth funding.

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 The Planning Process
• If the project proposal is approved, the next version of
the plan emerges.
• A detailed plan is created that the project team will use
as a guide for implementation and that you will use to
evaluate progress and maintain control.
• The next stage in the evolution of the project plan is
continuous replanning.
• Actual results will inevitably be different from what was
expected at the outset of the project, so you’ll need to
make ongoing course adjustments.
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The Planning Process

•The last version of the plan occurs

near the end of the project, when you
reach this stage, you may find it useful
to create a new plan, just for
completing all remaining work.

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 INFO
• Some project managers— particularly new ones—are
extremely action-oriented.
• They feel that time spent in planning is lost.
• Failing to plan and schedule project work in enough
detail can result in three significant, undesirable effects,
which you can avoid by asking these questions:
• 1. Will all involved participants understand what it
includes?
• You should describe and define elements of work in
enough detail that there’s no confusion.
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 INFO
• 2. Can you prepare a reasonably accurate estimate of
duration and cost?
• In other words, the less time and effort you put into
defining your project, the greater the uncertainty in your
estimate.
• 3. Will you be able to effectively monitor its progress?
The principle is quite simple.
• The most convenient way to gauge their progress is by
observing the completion of relatively small elements of
work routinely—typically at your project team meetings.
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© 2018 Cengage®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a
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 Estimating

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 Introduction to Estimating
• Estimating is a big part of project planning.
• Estimating Approaches OK, so an estimate is essentially a guess.
• But what can you do to make it the best possible guess?
• Here are five methods for obtaining estimates:
• 1. Ask the person responsible for doing the work to prepare the estimate.
• 2. Ask a subject matter expert—a person with knowledge or experience in that
area.
• 3. Use historical data and make appropriate adjustments.
• 4. Use trial runs, tests, field studies, or other simulated experiences as a guide.
• 5. Prepare the estimate yourself.
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 Preparing a Detailed Project Plan: Step by Step
• Identifying What Needs to Be Done (Scope
Management):
• The first step in the planning process consists of identifying
exactly what you’re going to do, the scope of the work.
• In this stage, you identify major elements of work and then
break them down systematically into smaller and smaller
pieces, until each piece becomes a comfortable size to
estimate, execute, and monitor.
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© 2018 Cengage®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a
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 Work Breakdown
Structure (WBS)

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 Some Basic Definitions
• Activity or Task many definitions exist for these two
terms.
• I tend to use them interchangeably to describe an element
of work.
• Work Breakdown Structure (WBS) The WBS is a graphical
tool—perhaps the most foundational tool in the project
planning process.
• It organizes all the project work by placing elements of
work into logical groupings.
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 Breaking Down the Work: The Work Breakdown Structure
• The objective of this step is to identify relatively small, specific
pieces of work. (For simplicity, let’s refer to them as activities.)
• Once you’ve identified all the activities required to execute the
project, you’re ready to create a complete project plan.
• The key at this point is to verify, as well as possible, that I’ve
identified all major categories of work that constitute the project.
• In other words, every element of work required for my party will
fit into one of these five subgroups.
• Since I believe this is the case, I can proceed to the next level of
detail.
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 Why Create a WBS, anyway?
There are several other good reasons why it’s smart to do good WBS:
• The WBS provides an easy-to-read graphical representation of the work,
allowing stakeholders to review it thoroughly for missing elements of work.
• People often underestimate the effort required to execute a project. A fully
developed WBS underscores how much work there really is.
• The WBS provides a convenient and logical structure for estimating the
duration and the cost of each activity, as well as for assigning
responsibilities and resources to activities.
• The WBS provides an excellent source for examining the risks associated
with the project.
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 You will use these dimensions as input for future planning steps:
• Time: The number of days (weeks?) that will be spent working on the activity.
• Cost: How much will be spent on labor and materials
• Scope: The work that will be done, how it will be done, and what will be
produced
• Responsibility: The person accountable for its successful completion.
• Resources: Supporting labor, materials, or supplies needed
• Quality: How well the work should be done; how well any outputs should
perform
• Relationship to Other Activities: Activities that need to be completed before
this one can start

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 Identifying Who Does What:
The Responsibility Assignment Matrix
• There are no standards for the codes; use whatever works for your situation
and include a key. Here are some possible interactions:
• Responsible
• Document reviewer
• Accountable
• Input requested
• Must be notified
• Approval required
• May be notified
• Support
• Participant
• Gate reviewer
© 2018 Cengage®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a
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© 2018 Cengage®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a
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THANK YOU !