The Basic Tools in Developing Project - Essay Example

Part I The PMBOK is an essential tool for the success of any project. It helps one to organize and optimize results in the shortest time. It involves five steps and each step is dependent upon the results of the previous step. These steps are generally applicable to most projects. Similarly, for LRH, to successfully participate in the trade show is a project in itself. Participation in a trade show requires massive planning and implementation, which cannot be done single-handedly. The five phases of PMBOK can be effectively implemented in this project. The first step involves initiating the project itself – recognizing the need to start or commit oneself to the project. This step has already been taken by the organization based on which the marketing team would start the plans. Details of how the company has handled previous trade shows are not available but my previous experience with trade shows would enable me to plan the process efficiently. The core process includes sequencing the activities, resource planning and budgeting, apart from various other functions (Duncan, 1996). Sequencing activities involves planning again so that no step suffers because of incompletion of the previous step. Being new in the organization, I would need to study the trade show materials first. This would be akin to taking stock of what trade show display materials are available and what needs to be ordered. Resource planning is essential to determine who would make the presentation and who would staff the booth at the trade show. The travel arrangements are time-critical and need to be done in advance as accommodation is usually a problem during trade shows. Budget, fortunately is not a problem because it has been allocated based on the expenses incurred in the previous participation. Once the identification of trade show material is complete, and the staff identified, the execution process would start. This requires ordering for any material that may have to be printed, or training the staff and ordering for their clothing. These are all time-critical as all the materials have to be shipped at least ten days before the trade show. The presentation needs to be modified. Responsibilities should be delegated at this stage according to expertise. Pat could be entrusted with training the staff for the show but since he would be away, the training has to take place accordingly. Terry should be left to take care of give-aways and presentations. Once the responsibilities have been delegated, monitoring execution is vital. Since we know the shortcomings of Terry and Pat, regular follow up is essential. Problems could arise at the vendors end, or maybe the staff after identification and commitment back out due to personal reasons. We have to be prepared for contingencies but we can avoid last minute hassles by regular monitoring of the execution process. Once all plans have been executed, we would need to run through the arrangements to ensure everything is in place at least ten days before the show. We can seal the arrangements and hope to have a smooth and successful participation in the trade show. References: Duncan, W. R. (1996), A Guide to the Project Management Body of Knowledge, < egweb.mines.edu/eggn491/Information%20and%20Resources/pmbok.pdf > 25 Aug 2006 Part II Project management tools Most projects have a deadline and tight schedules o maintain making the project manager’s task difficult. Unable to cope with the day-to-day workload, they draw support from the existing staff and equipments. If they are unable to maintain a balance, the project and the productivity fall short of expectations. Project management tools help the project manager to identify the goals, develop plans to meet the goals, and manage the project according to schedule. They are thus able to develop a workable plan to not just to create a quality plan but to complete the project as per schedule and accommodate changes and uncertainties. This paper will discuss the basic tools like the AdPM, Gnatt charts, CPM, Pert, and SWOT and RISK analysis, which aid the project manager in organizing, sequencing and developing schedules. According to Billows (2004), most PMs prepare a ‘to do’ list in which they write all the pending jobs and people responsible for execution. This is commonly known as work breakdown structures (WBS) and this invariably results in failure. The project takes 50% more time than scheduled, on a weekly basis the ‘to do’ list keeps expanding, and the team receives unclear, vague instructions. Instead of WBS, Billows suggests decomposition of the scope of the project, which takes longer than jotting down a ‘to do’ list but requires lot more thinking. The extra time and thought spent gives it a professional grade WBS. The tool used here is the Achievement Driven Project Methodology (AdPM), which is a lean approach without involving excessive steps and paperwork. The project is first decomposed in high-level achievements and then broken down to smaller achievements. Then these deliverables are further divided into individual assignments. This process requires some thinking and the right techniques have to be applied. This technique is scalable and hence people can be trained in the right methods to manage projects. AdPM methodology helps in status reporting, which is extremely essential for the project manager to establish and maintain credibility with the executives and the organization. Another important tool is the Gantt chart, which helps the project manager even if he knows nothing about project scheduling. It was developed using the MS project (Gates, n.d.). The Gantt compares the baseline to the current schedule. There are two bars for each task. Each task on a Gantt chart is represented as a single horizontal bar on an X-Y chart. If the two bars for a task are on top of one another, then the task is on schedule (Billows). If the task has slipped, the slippage becomes evident from the bars. The Gantt chart focuses on the sequence of tasks necessary for completing the project in hand. This is extremely useful for organizing and planning complex projects. They help in planning, allocating, scheduling of resources, and work out the critical path for a project (Mindtools03, 1996). Once the project is under way, it also helps to monitor the progress on the project. If the progress is not as per schedule, it even points out the remedial action to bring back the project on the right track. Sequencing in a project is essential because some activities are dependent on the completion of a pervious activity. These dependent activities are called ‘sequential’ or ‘linear’. Other activities, which are not dependent upon activities, are called ‘parallel’ and can be done at any defined stage during the project. CPM or Critical Path Method helps to plan tasks that must be completed as part of the project. It helps in scheduling and resource planning apart form monitoring goals. CPM has certain advantages over the Gnatt chart as it formally identifies tasks that must be completed on schedule to maintain the overall project schedule (Mindtools04, 1996). It assists in identifying the minimum time required to complete a project as well steps which can be accelerated. It also helps to identify tasks, which can be delayed for some time if the resources need to be reallocated. The tasks that cannot be delayed without affecting the project finish date are called critical tasks. The process for CPM is the same as the Gnatt chart where each activity is listed showing the earliest start date, estimated time that it will take, whether it is parallel or sequential and the stage at which it is. The disadvantage over Gnatt chart is that CPM does not relate tasks to time as efficiently as Gnatt charts. This can make it difficult for those who are not very familiar with this method. PERT or Program Evaluation and Review Technique helps to manage very large complex projects with a high degree of interdependency (Gates). This is created from a Gnatt chart through the MS Project and is a variation of the CPM. It takes a slightly more skeptical view of estimates made for each stage (Mindtools04). To use this, the project manager has to first estimate the shortest possible time for each activity, the most likely length of time, and the longest time that might be taken if the activity takes longer than envisaged. SWOT analysis helps in formally assessing the strengths, weakness, oppurtunities, and threats, which help in proper planning and selection of the right tool. Risk analysis helps to identify the risks involved in completion of tasks and the threats to the project and the organization. Enterprise Project Management (EPM), tool by Microsoft, which aids in strong coordination and standardization between projects and project managers (Microsoft, 2003). It helps gain visibility, insight and control over the portfolio of projects, improves productivity, and reduces cycle times, decrease costs and increase quality. EPM helps evaluate project status and identify risks. It provides solution for better resource efficiency, through staffing tools it assists is better resource allocation, and effectively determine hiring needs by forecasting project demands. The Gnatt chart is automated through Excel. Excel Gnatt charts display automatically planned and actual task timelines. Each task is coded in a different color, which make it convenient to identify at a glance the status of each task (BPPL, 2003). An excel add-in has been created by Microsoft Most Valuable Professional (MVP), which automates most of the process of creating the chart (MSDN, 2003). It also updates the associated chart as the underlying data change. Excel is also used to create schedules and display data. Bar graph of schedules can be made in excel. It is a perfect tool to chart day-to-day progress. Formulae can be linked to tasks and dates set for tasks entering duration. The Project Scheduler for Windows can do multi-project planning and tracking. It is meant for mid-to high level projects. It is a DOS based project management application and helps in financial analysis and waste management. It can be used for CPM, PERT and the Gnatt chart and user configurable spreadsheets(P2pays, 1995). It can also be used for variance analysis and performance management. It assists in data arrangement, sorting and filtering options. Automatic conflict resolution and recalculations can be done. It does not have any financial function but with Excel, it can offer these functions. The Project Scheduler is user friendly and flexible. It can import and export data using ASCII files. Thus, it is evident that the basic project management tools are simple to use but the selection of tools would depend upon the size and complexity of the project. The tool should enable the manager to realign and efficiently allocate resources, which is the essence of success in the competitive environment. The tools can be effectively and easily used with applications such as Excel and MS Project. This too has been simplified so that managers and organizations do not face difficulty in its application. References: Billows D (2004), Work Breakdown Structure, 27 Aug 2006 BPPL (2003), Project Master, 28 Aug 2006 Gates (nd.d), Gantt and PERT charts, 27 Aug 2006 MSDN (2003), Five Handy Charting Tips for Excel Developers, 28 Aug 2006 Microsoft (2003), Enterprise Project Management (EPM) Solution Overview, 28 Aug 2006 Microsoft (2006), Work essentials for project managers, 28 Aug 2006 Mindtools03, (1996). Planning and scheduling more complex projects, 27 Aug 2006 Mindtools04 (1995), Critical Path Analysis & PERT Charts, 27 Aug 2006 P2pays (1995), Project Scheduler 6 Version 1.5, 28 Aug 2006 Part III Skills for Project Manager A project manager (PM) develops skills through training and experience. A project manager’s responsibility includes initiating and planning a project, managing people working on the project, managing the technology, and managing the clients. During the course of the project they need to partner with people from different fields and this requires more than the technical skills for which they are normally assessed. Other skills essential for a successful project manager include personal skills, management skills, communication and interpersonal skills and coping skills. This paper will discuss the implications on the project if the PM does not have these skills. Personal skills include leadership, which does not mean just to lead the team but to be able to motivate the team and translate the plans into action (IreeTec, 1999). A PM must be honest, knowledgeable, straightforward and direct in all dealings, be able to generate work from people in a congenial environment, have a positive attitude even amidst difficulties and problems. They also need to be considerate in their approach towards people while clearly defining goals and targets to each team member (Phptr, 2000). Technical skills are essential for larger projects which require system integration and too many technologies. These are usually acquired through training. Technical training enhances the abilities of the project manager to contribute technically but does not add to his management skills. As PM communicates with a variety of people, he needs to be equally adept at handling people, vendors and clients. Attentive listening is essential to have effective communication. Coping skills include persistence, flexibility, creativity, patience, and the ability to handle stress from different corners (Phptr). A good PM would need to understand different business aspects in order to run a project efficiently. Managerial skills would include project initiation, planning, execution, staff recruitment and retention, negotiation, developing reports, crisis management, performance management, and managing change. He needs to be observant to determine how the project is progressing and extract work from the team members. A successful skills manger would be able to prioritize his work and regularly reflect upon the work done. He would be able to draw lessons form past experience and use it on future projects. All of these skills are essential in a PM. No project can succeed without the support of the people, and hence man management is important. Changes in a project are frequent and unavoidable. Under the circumstances negotiating skills apart from patience and flexibility become important. Projects rarely move the way they were initially designed and hence the PM has to be equipped to manage uncertainty. In the absence of planning skills, he would not be able to determine the critical paths, estimates, dependencies, and schedule. He needs to have a firm understanding of business strategy and objectives when making decisions. The ultimate responsibility for the project lies with the project manager, be they technical, managerial or otherwise. The solutions too would have to be defined by the project manager, which require him to possess all of these skills. References: IreeTec (1999), Essential Skills for Project Managers, 26 Aug 2006 Phptr (2000), Basic Skills for Project Managers, < http://www.phptr.com/content/images/0130219142/samplechapter/0130219142.pdf> 26 Aug 2006 Part IV Tool to create project schedule for trade show The project for trade show is time critical in many respects but not too many activities are dependent activities. Hence, parallel tasks can be scheduled. For instance, while the giveaways and brochures are being designed and produced, simultaneously identification and training of staff can take place. At the same time, travel arrangements too can be organized independent of any activity. While the passage booking may be name-specific, the accommodation reservation is usually in the name of the organization. Thus, we find that tasks are not sequential and can be handled simultaneously. To manage the project of the trade show, simple tools like the MS Excel spreadsheet and the MS Project is sufficient. It does not require budgeting and forecasting. The only activity that is time-critical is that the trade show material has to be shipped ten days in advance. No updating is required in the printed material hence these can be ordered immediately. Since Pat is good at training staff but will be away for two weeks, this has to be tackled right away. Pat and Terry can be delegated responsibilities as their strengths have already been identified. Excel spreadsheet can be used to prepare the Gnatt chart which would show whether all tasks are moving as scheduled. The shipment of trade show materials have to take place ten days before the trade show begins, so it is essential that these are received from the vendors much ahead to allow inspection. Terry being responsible in handling time-critical assignments can be allotted this. The Gnatt chart would automatically display planned and actual task timeline, which would help in tacking at what stage the project is and identify the delay. The length of each task bar represents the duration of each task. Even though most tasks in the project of the trade show are independent, the arrows connecting the independent tasks reflect the relationship between the tasks it connects. This would help Terry in keeping track and also assist the project manager to monitor the progress. MS Project can help build a successful project team (Microsoft, 2006). This would help building a resource plan, which could define the needs including the tasks and responsibilities of each team member. Communication channels can be set up at the beginning of the project by creating email and phone distribution lists. Roles and responsibilities can be clearly defined through MS Project. Manageable, flexible project schedules can be made using task dependencies. MS Project also helps with presentations and since some modifications in presentation are necessary for the trade show, MS Project would be beneficial. Thus, excel and MS Project would be sufficient to plan, execute, monitor, and complete the trade show project as per schedule defined in the beginning. Since most tasks are independent, and since budgeting is not to be tackled, main team members have already been identified, with the help of these two tools, the project manager would be able to successfully beat the deadlines. References: Microsoft (2006), Work essentials for project managers, 28 Aug 2006 Read More