1. Making the Rules
which provides “discipline“
Prof. Georg Fischer
Presented by
Uday Sharma
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2. Agenda
1. Introduction
2. Project rules are the foundation
3. Management support Publish a project charter
4. The Content and Audience of a Project Charter
5. Statement of work
5.1 Consideration point for SOW
6. Consideration point for SOW
6.1 Project management training rollout
7. Responsibility matrix
8. Creating communication plan.
9. The project proposal launches the project
10. End point.
11. Fast foundation in project management
12. Conclusion
13. Bibliography
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3. 1. Introduction
Who Is making the rules?
What type of Rules?
Team 1. Makes the team.
2. Discuss about vision.
3. Makes strategy.
4. Who is responsible for what?
5. How will we communicate?
6. Who has authority?
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4. 2. PROJECT RULES ARE THE FOUNDATION
Agreement of Goal
Strategic Plan
Management Support
Good communication Scope control
5 point of Project Manager life
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5. 3. Management support
Publish a project charter
Scope
Major Participant
Project
Charter
Project Manager Authority
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Project Charter structure 5/22
6. 4. The Content and Audience
of a Project Charter
Project Managers Need Expert Authority
Project Charter Don’t be misled by the power of the charter.
• Project Name
• Project purpose
Getting the Right People to Sign the Charter
• Project manager Name If every project charter had the signature of
• Statement of support the company president, it would soon become
from the issuer. meaningless.
Establishing Authority
Project Charter Can Have Two Meanings
-Expert authority
• As a formal recognition of authority.
-Legitimate authority
• project definition document
(Statement of work).
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7. 5. Statement of work
Project manager
Sponser Date
Rivision History
Revision date Revised by Approved by Description of
change
• Purpose
• Scope
Major project activities
Out of scope activities that are critical to the success of the project
• Deliverables
• Cost Estimates
• Cost Type
- Internal labor hours
- External costs
- Labor (consultants, contract labor) - List other costs such as
Equipment, hardware or software travel and training
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8. 5.1 Consideration point for SOW
The Statement of Work May Be Called by Different Names
• Contracts between separate legal entities that include
one or more statements of work will use the SOWs.
• Some firms use the term charter instead of statement
of work.
Project Team
Customer
Project
Mangement
Team
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9. 5.1 Continue........
The Statement of Work Is Not
a Contract.
STATEMENT OF WORK: MINIMUM CONTENT
1. Purpose of Statement
Why are we doing this project?
Why this much of time?
Why this much of cost?
Why this not that ? and all bla bla bal...
Purpose Statements Need to Be Clear
2. Scop of Statement
Limitation of the project.
Absolutely clear if extra work is added later on.
Specify What Is Beyond the Project’s Scope
Flow diagram of SOW
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10. 6. Product Scope versus Project Scope
• Product scope can remain constant at the same time that project scope
expands
3. Deliverables
• What is the project supposed to
produce?
• A new service?
• A new design?
• Will it fix a product defect?
Always Start with a Detailed Product Description Blueprint
Trying to nail down all the important parameters, such as cost, schedule, resource
projections, and material requirements, is futile if the product specification isn’t
complete, because the project team doesn’t really know what they are building.
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11. 6. Continue......
4. Cost and Schedule Estimates
• How fixed is the budget?
• How was the deadline arrived at?
• How far over budget or how late can we be and still be successful?
• Do we really know enough to produce reliable estimates?
5. Objectives
What are the measures for success?
what else does it take to be successful?
6. Stakeholders
In any statement of work, the project manager should identify anyone
who will influence the project—that is, all the stakeholders. There are
five key stakeholder roles that exist in any project: project manager,
project team, sponsor, management, and customer.
7. Chain of Command
Who reports to whom on this project?
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12. 6.1 PROJECT MANAGEMENT
TRAINING ROLLOUT
Organization chart
• Project manager and project team report
to human resources because trining is an
HR section VP Operations
(Sponser)
• Project office act as a subject matter
Director project Director Human
• organization chart for an internal project
office Resource
in which all the stakeholders report to
the same person. It spells out who will
make decisions and which superior to
refer a problem to. Manager Project
project office Manager
Go Beyond the Minimum
After including all the necessary content listed
here, be sure to add any other assumptions or
agreements that are unique to this project. Project Team
Write the Statement of Work First
You, as project manager, need to write out the statement of
work and then present it to the stakeholders. 12/22
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14. 8. CREATING A COMMUNICATION PLAN
1. Who needs information?
- Sponsor
- Functional management.
- Customers.
- Project team.
- Project manager.
2. What information is needed?
- Authorizations.
- Status changes.
- Coordination.
Keep the Status Report Short
Set Up an Escalation Procedure Communication plan
Include Regular Meetings in the Communication Plan
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16. 9. THE PROJECT PROPOSAL
LAUNCHES THE PROJECT
Project managers deliver projects, but do they deliver the right projects?
• Should we launch a new product?
• Invest in a new wing at the R&D facility?
• Implement the latest supply chain management software?
Basic Project Proposal Content
Project Selection Scope
Project Goal and Ranking Criteria
Problem/Opport- Cost-Benefit Obstacles and
unity Definition Analysis Risks
Proposed Business Schedule
Solution Requirements Overview
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17. 10. End Point
Each project is a new beginning, with new opportunities
and new pitfalls. Making the project rules will put it on a
firm footing and point it toward three of the five project
success factors.
1. The project team, customer, and management must
all agree on the goals of the project. Write down the
goals and constraints in the statement of work and
let the stakeholders demonstrate their agreement by
Handover project signing it.
2. The size (scope) of the project must be controlled. Listing the deliverables
and writing the scope statement are the first steps for controlling scope. Once
the statement of work is signed, it can be used as a tool to refocus all the
stakeholders on the legitimate responsibilities of the project.
3. Management support. Tangible support from management starts with issuing
the project charter and signing the statement of work.
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18. 11. FAST FOUNDATION IN PROJECT
MANAGEMENT
1. The project proposal assembles the information necessary for a sponsor or
project selection board.
2. A project sponsor can use the charter template to formally authorize the
project and project manager.
3. The statement of work represents the formal agreement between project
stakeholders about the goals and constraints of the project.
4. The responsibility matrix clarifies the role and authority of each project
stakeholder.
5. Effective communication is no accident. Use the communication planning
matrix to identify who needs what information and how you’ll be sure to get it
to them. Remember that having more mediums of communication increases
the likelihood your message will get through.
6. As you initiate the project, use the definition checklist to guide the team.
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19. 12. Conclusion
• To develop a good project good documentation is required.
• To create a good documentation good management is required.
• To maintain a good management, good discipline is required.
• To maintain discipline, good “Rules“ are required.
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20. 13. Bibliography
• The Fast Forward MBA in Project Management by
“ERIC VERZUH”.
• www.images.google.com
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