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ITPM L9: Monitoring and Controlling Projects (Apply Earned Value Analysis…

- - - - At any given point in our lives, we all go various changes
        
        Educational environment
        
        Personal, family/friends
        
        Professional, work experiences
        
        Dealing with the people issues is often the most difficult part of project management.
        Many technical people and managers believe that the users within the organisation will gladly embrace a new system if it is built properly.
        Consider the above factors from a variety of perspectives – stakeholders may vary their positions over the life of the project.
    - - Levels of detail vary according to a combination of context and stakeholder needs.
        When all is going smoothly – short/brief reports are adequate/acceptable.
        However, if an issue is surfacing, then be prepared to provide both detailed reporting and suggested solutions.
- - - - i. Conflict Management focuses on preventing, managing, or resolving conflicts.
        It is important to identify potential conflicts as early as possible so that the conflict can be addressed.
        Although conflict can be positive and help form new ideas and establish commitment, negative conflict left unresolved can lead to damaged relationships, mistrust, unresolved issues, continued stress, dysfunctional behavior, and low productivity and morale.
      - ii. Each conflict situation is unique and the choice of an approach to resolve conflict depends on:
        
        Type of conflict and its relative importance to the project.
        
        Time pressure to resolve the conflict.
        
        Position of power or authority of the parties involved.
        
        Whether the emphasis is on maintaining the goals, objectives of the project or maintaining relationships.
- - - - Objective of the report
        
        Inform
        
        Request authorisation
        
        Require action
        
        Celebration
        
        Intended circulation
        
        Frequency of circulation
        
        Visibility amongst stakeholders
        
        Expectation management
    - - The reference is usual tied back to the WBS reference number.
        Description ought to be as clear as possible (to enable future understanding)
        Outcome – can be positive or negative
        Risk levels – discussed in Risk Management, session 8.
        Typically we’d record at least 3 response strategies, and highlight the recommended choice
    - - Early identification of actual and potential problems
        
        Rapid resolution of actual and potential problems
        
        Minimise business impact
        
        Availability of up-to-date status information, service level and operating level performance data
        
        Continued evolution of monitoring to meet business and technological change
        
        Maximise usage of management tools through effectively planned and integrated processes
    - - We discussed some basic contract types in Session 5.
        You need early warning of any time slippage or cost overrun, in order to take timely corrective action. In particular for the routine (at least weekly) status reports from the vendor, make sure that:
        
        Status of each incomplete task is expressed in terms of target date and cost, never in percentages or vague terms like "except for a few loose ends".
        
        Whenever a task is reported "complete", the corresponding deliverables are on file and accessible.
- - - - Quality Control
        
        Purpose
        
        Contractual orientation
        
        Completion criteria
        
        Expectation Management
        
        Customer Satisfaction
        
        a. Deming – Quality Cycle
        
        PLAN: Design or revise business process components to improve results
        
        DO: Implement the plan and measure its performance
        
        CHECK: Assess the measurements and report the results to decision makers
        
        ACT: Decide on changes needed to improve the process
        
        b. Key factors which positively influence quality are:
        
        Quality completion/acceptance criteria are deliverables of the planning phase
        
        Clear communication of these criteria to those responsible for project deliverables
        
        Documents/diagrams of the deliverables are established and approved
        
        SMART objectives are tied to quality aspects of performance
        
        People are acknowledged for their success in achieving standards set
        
        Stakeholder management is effective in expectation/satisfaction areas
        
        c. Sample Data Quality Management Process
        
        d. Quality Management Strategy
        
        i. Planning
        What is the QMS?
        How will we document/report quality?
        Which aspects of quality do we need to actively manage?
        How frequently?
        Who will participate?
        What needs to be escalated?
        How do we escalate?
        
        ii. Assurance
        Are the tools we are using are accurate/appropriate?
        
        iii. Control
        What shall we check?
        Where is it checked?
        Proportion of checking?
        Reporting/Escalating?