Project 1

Module 2 Directing & Managing Project Work

Week 4

PROJ6003 – PROJECT EXECUTION AND CONTROL

Ibrahim Abdallah [email protected]

Learning Facilitator

Master of Global Project Management

Today’s Schedule

Module 2 – What we’ll cover

Key processes within Executing Process Group

Assessment 1 Q&A Session

Module 2

Directing & Managing Project Work

Module 3

Module 4

Where we are…

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Module 4

• Is the process of leading and performing the work defined in the project

management plan and implementing approved changes to achieve the

project objectives.

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Direct and Manage Project Work

• Objective: To complete the project as planned and meet the project’s

objectives

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Direct and Manage Project Work Cont’d

Team &

Resources Risks

P e rf

o rm

a n

c e

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Approved Changes

Corrective action Preventive action Defect repair

An intentional activity that

realigns the performance of

the project work with the

project management plan.

According to ASQ (2015),

corrective action eliminates

the cause of nonconformities

to prevent recurrence.

An intentional activity that

ensures the future performance

of the project work is aligned with

the project management plan.

Preventive action determines and

eliminates the causes of potential

non-conformities to prevent

occurrence (ASQ, 2015).

An intentional

activity to modify a

nonconforming

product or product

component

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• It is the process of using existing knowledge and

creating new knowledge to achieve project’s objectives

and contribute to organisational learning.

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Manage Project Knowledge

Source: PMBOK (PMI, 2017, p. 98)

• There are two types of knowledge: Explicit and Tacit, which are managed in this

process for two purposes:

• Reusing existing knowledge

• Creating new knowledge.

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Manage Project Knowledge Cont’d

• Previously called Acquire Project Team, it is the process of

obtaining team members, facilities, equipment, materials,

supplies, and other resources necessary to complete the

project work.

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Acquire Resources

• Factors to be considered during team/resources acquisition:

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Acquire Resources Cont’d

Negotiation & Influence

• Effectively negotiate and influence others who are in a position to provide the required team and physical resources for the project.

Failure to acquire the necessary resources:

• May affect project schedules, budgets, customer satisfaction, quality, and risks. Insufficient capabilities decrease the likelihood of project success.

If the team resources are not available due to any constraints:

• The project manager/team may be required to assign alternative resources.

Project Team Components

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Core team

Client team

Contract team

• Be with the project from

beginning till the end

• To be identified as early

as possible

• Participate in early

definition and planning of

the project

• Participate in the project kick-off

meeting

• Unlikely to be full-time

• To be kept informed of project status

• A result of outsourcing

processes due to

shortage of staff/skills

• Work on the project for

only short periods of

time

• Leave as soon as the

assigned tasks completed

Characteristics of Core Team

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Shared responsibility

Task oriented Team Focus

Commitment Cohesion

Ability to use PM tools

Empowered

Diversity Self-Awareness

Structured

Ability to work within constraints

Communication

Competence

Interdependence

Recognition

• The use of virtual teams creates new possibilities when acquiring project team

members. Virtual teams can be defined as groups of people with a shared goal

who fulfil their roles with little or no time spent on face-to-face meetings.

Virtual Teams

• Can you think of any benefits of

working with virtual teams?

• And what about challenges?

Virtual Teams... Challenge or opportunity?

• Using a multi-criteria decision analysis tool, criteria are developed and used to

rate or score potential resources. The criteria are weighted according to the

relative importance for the project and values can be changed for different

types of resources.

• Some examples of selection criteria are:

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Project Team Selection Criteria

Availability

Cost

Experience

AbilityKnowledge

Skills

Attitude

• Develop Project Team is the process of improving competencies, team member

interaction, and overall team environment to enhance project performance.

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Develop Project Team

Source: PMBOK (PMI, 2017, p. 336)

Key benefits:

• Results in improved teamwork

• Enhanced people skills and

competencies

• Motivated employees

• Reduced attrition

• Reduces staff turnover rates

• Improved overall project

performance.

• PMs require skills to identify, build, maintain, motivate, lead, and inspire project

teams to achieve high team performance and to meet the project’s objectives.

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Develop Project Team Cont’d

Why develop teams?

https://www.linkedin.com/pulse/8-characteristics-high-

performing-teams-dr-tim-baker/

• One of the models used to describe team development is the Tuckman ladder or

Tuckman’s Model, which includes five stages of development that teams may go

through.

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Team Development Model

Teams evolve overtime and

go through a series of

stages from when they are

established to when they

disband.

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5 Dysfunctions of a Team

Jon T (2015). Patrick Lencioni – 5 Dysfunctions of a Team. [Video file]. Retrieved from: https://www.youtube.com/watch?v=inftqUOLFaM

Manage Project Team

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Manage Project Team is the process of tracking team member performance,

providing feedback, resolving issues, and managing team changes to optimise

project performance.

Source: PMBOK (PMI, 2017, p. 345)

The key benefit of this process is that it

influences team behaviour, manages

conflict, resolves issues, and appraises

team member performance.

“Developing and

managing good

relationships – this

is what project

leadership is about”

(Anderson, 2010). “How well we manage

human interactions is the

key to the success of any

project” (Wong, 2007).

Thomas-Kilmann Conflict Styles:

Conflict Management

• Successful conflict management results in greater

productivity and positive working relationships.

Effective Decision Making

Manage Project Team – Tools & Techniques

• Is the process of obtaining seller responses, selecting a seller, and awarding a

contract.

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Conduct Procurements

Conducting

Procurement Vendor

Solicitation

Vendor

Evaluation

Vendor

Selection

Most projects require some form of external purchasing (procurement) in order to meet

their goals. Successful sub-contracting requires knowledge of the types of contracts

available, as well as how to write them: RFI, RFQ, RFP, SOW, etc.

• How bidder proposals are evaluated.

• The buyer seeks to ensure that the

proposal selected will offer the best quality

for the services required

Source Selection Criteria

Understand the need

Costs

Technical capability

Risk

Management approach

Technical approach

Warranty

Financial capacity

Future development or interests

Business size

References

Past performance

Intellectual property rights

Procurement Types

A fixed total price of a

defined product, service,

or result to be provided.

Changes in scope may

be accommodated, but

generally with an

increase in contract price.

A hybrid type of

contractual arrangement

that contain aspects of

both cost-reimbursable

and fixed-price contracts.

May be subject to a cost

increase for the buyer.

This contract involves

payments (cost

reimbursements) to the

seller for all legitimate

actual costs incurred for

completed work, plus a

fee representing seller

profit.

• Is the process of

communicating and

working with stakeholders

to meet their

needs/expectations,

address issues as they

occur, and foster

appropriate stakeholder

engagement in project

activities throughout the

project life cycle.

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Manage Stakeholder Engagement

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Manage Stakeholder Engagement Cont’d

Collect feedback from Stakeholders

Cultural Awareness: Consider cultural differences & requirements

Negotiation to achieve support or agreement

Political Awareness: Understand power balance within and around project

Ground Rules: Team Charter– Set expected behaviour to manage

stakeholder engagement

Manage Stakeholder Engagement Cont’d

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Interpersonal and Management Skills

Build trust

Direct healthy conflict

Active listening

Get buy in for changes

Facilitate consensus

Influence positively

Negotiate win-win approach

Modify behaviours

Assessments Overview

Assessments Timeframes

Assessment Task Overview Weight Due Date

Assessment 1 – Change Management Plan

Integrated Change Report (Individual Assessment) 40% End of Module 3

(Week 6)

Assessment 2 – Risk and Communication Management

Risk Management Report (Group Assessment) 40% First Half of Module 5

(Week 9)

Assessment 3 – Project Status Reporting

Module 4-5 Discussion Forum (Individual Assessment) 20% First Half of Module 6

(Week 11)

Total for Subject: 100%

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You will use it for all your Assessments…

Have you had a chance to read it for a discussion?

PROJ6003_Assessment Case Study_The Case of IV Pumps in a Health Care Centre

Case Study

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Assessment 2 – Group Formation

To complete this assessment task, you must:

Form groups of three (3) people.

Groups will be formed by students themselves or assigned by the Learning Facilitator in

consultation with the students, if required.

Only in exceptional situation a different group size may be approved by the Learning

Facilitator.

The deadline for team formation is 11:59pm AEST/AEDT Friday end of Module 2 (Week

4) to be advised to the Learning Facilitator in class or via email.

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Assessment 1

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Assessment 1 – Task Summary

In this assessment, you are required to write an individual report of 2000 words

(excluding tables, figures, and graphs) proposing a change to be implemented in the

case study, provided by the Learning Facilitator, addressing:

• Change impact analysis,

• Tools & techniques to manage the change,

• Integrated change control process to submit the change,

• Options to implement the change along with its associated risks.

A change request form must also be submitted attached to the report demonstrating

how the change would be requested for the given project.

The intention of this assessment is that you take a practical approach by considering

this change to be submitted to key stakeholders of given case study.

Please refer to the Task Instructions for details on how to complete this task.

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Assessment 1 – Key Requirements

The report should encompass a practical approach in addressing the following requirements:

a) Identify and propose one (1) change you believe is required for the case study and

justify it by applying tools & techniques from quality management in identifying root-

cause for the issues found in the case study.

b) Critically analyse the impacts of your change proposal on scope, time, cost, quality of

the project.

c) Propose and justify tools & techniques used to manage the change.

d) Explain what processes are involved in submitting your change request given the

scale of your change proposal and address responsibilities considering the stakeholders from

your case study.

e) Identify and discuss options (at least 2) to satisfy the proposed change and any risks

associated with each of these options.

f) Complete the Change Request Form (CRF) provided or one that is used from a workplace.

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▪ You are not supposed to

investigate the issues, but

rather propose 1 change!

▪ From this change, follow a

change management process

that makes sense to your

change proposal.

▪ Be specific!

Propose options to implement the change

What are the available options to actually implement the change?

What are the risks associated with each option?

Consider your change proposition Discuss the scale of the change proposed before determining the best process to conduct

that specific change.

“All models are wrong… some are useful” George Box

Analyse the change & its impact on the project

What is the impact of the change in scope, time, cost and quality?

What tools & techniques can help manage the change?

Identify & Propose one change

Propose and explain the change (1 Change)

A few tips..

Change Request Form Template

Do not fill out this part.

1. Cover Page:

• Student Name, Student ID, Lecturer, Date, Assessment

2. Executive Summary

3. Table of Contents

4. Introduction (Overview/Purpose)

5. Body of the Report (Headings)

• Follow overall paper themes/topics

6. Conclusion

7. References

8. Appendix (Change Request template here)

Assessment 1 Basic Structure

REPORT FORMAT!

HINT!

▪ Make it dynamic!

Use diagrams, tables,

illustrations..

Please refer to the Task Instructions for details on how to complete this task.

Submission Instructions

Submit Assessment 1 via the Assessment link in the main navigation menu in PROJ6003 –

Project Execution and Control.

The Learning Facilitator will provide feedback via the Grade Centre in the LMS portal.

Feedback can be viewed in My Grades.

If submitting more than one document:

Please note during the submission process: If you would like to include appendix items in your

submission, once your first item has been uploaded, click ‘Browse Your Computer’ to attach

your extra documents as an appendix. Then click Final Submit button.

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Any Questions or Concerns?

PROJ6003 – PROJECT EXECUTION AND CONTROL

Don’t forget!

I’m here to facilitate your journey, the rest is up to you!

But, when in need, don’t hesitate to contact me via the

Ask the Facilitator Forum or at [email protected].