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EIEIO / PROJECT MANAGEMENT

5-Day APPLYING LEAN INITIATIVES PROJECT MANAGEMENT IN ORGANIZATIONS

Course overview and objectives

5 days
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Duration

5 days

OVERVIEW

This course is intended for senior managers and decision-makers who need to acquire competency in project management, its tools and techniques for project planning, monitoring and controlling, including the documentation and processes. The entire course content is consistent with the standard Project Management Body of Knowledge (PMBOK) of the Project Management Institute (USA) and the ISO 21500 standard.

The primary objective of this course is for participants to appreciate and immediately transfer the learning to the workplace. Six core areas will be learnt and how these are practically applied in projects and within the Project Management Office (PMO) context.

Lean Project Management

The twinning of classical project management with the benefit of Lean Six Sigma in process management of projects promotes a compendium of processes which are integrated, and through subscribing to the best practices will ensure a high degree of project delivery success, whilst reducing or eliminating unnecessary work and risks. Applying Lean Six Sigma to project management processes can identify and eliminate waste in processes and drastically reduce project management cycle times, thus delivering superior project and benefit realization results.

Strategy, Feasibility and Measurement

Project strategy: make or build, in-source or out-source. The economics of scale and speed of production necessitate critical decisions to be made. This course will help participants examine the direction of their projects and the financial and non-financial feasibilities of these projects. Project benefits must be measurable and these are realized through key performance indicators, which are compared against during project monitoring and controlling.

Processes, Tools and Techniques

Processes need transformational tools and techniques to bring forth added value to project management deliverables. These include subscribing to the system and practices of the PMBoK and ISO 21500 standards of project management processes, which integrate the scope, time, cost, quality, risk, human resource, procurement, communication and stakeholder management. Software will be used to construct and visualize the Work Breakdown Structure, Network Diagram, Gantt chart, cost S-Curve, and Earned Value Management (EVM) charting. The EVM is an advanced analytical and reporting technique that can pin-point project schedule and cost performance variances and it is often used to complement other project reports.

Project Simulation (Monte Carlo and Tornado)

Computer simulations of project time and cost scenarios will help participants find out if their project will deliver its intended time and cost measurements in the real world. A simulation software will be used together with the PERT three-estimates to help model the project. At the end of the simulation, participants will also know which time or cost activities will most influence the outcome of their project.

Leadership and Team Development

The living asset of a project is the people working in the project. It is clear that leadership is important to the success of a project because leadership is essentially about motivating people and meeting stakeholder’s needs and expectations. The phases of team development will provide a clear understanding when to exercise certain leadership styles throughout the project management lifecycle.

Stakeholder Management

A project leader manages the stakeholders, and not the other way around. Learn how to perform the Stakeholder Analysis to gather and analyze the information whose stakeholders’ interests are given prominence and understanding their relationships with others to influence project success. Map these using the stakeholder power-influence and power-interest grids, and develop strategies after understanding the stakeholder engagement assessment matrix.

Changing Mindsets

A project is all about making a change. Some stakeholders will resist this change, while the majority will embrace the change. One part of managing stakeholders is to actively engage opposing stakeholders through managing change using the ADKAR change management methodology. Changing people’s mindset is one of the most difficult, at best is the single contributing downfall of a project when not done properly.

Participants are encouraged to bring their projects and cases to the session. The use of project management software and techniques like Microsoft Project, WBS ChartPro and @Risk Simulation will be shown to reinforce the learning. Formal presentations will be brief and used mainly to introduce key concepts and significant elements of project management. Emphasis is on real case studies, and practical applications through “hands-on” action learning. Maximum opportunities will be given to participants to inject their own examples and issues into the course and continually relate the material to their own contexts.

Project management documentation such as templates, forms and checklists are provided in the course material, and the participant may freely use or modify them for use in his/her organization.

Objectives

  • Conducting a systematic and structured project scoping, scheduling and costing.
  • Understanding why and how project feasibility studies are conducted.
  • Produce a lean project to encourage minimal wastage and rework.
  • Understand when to lead the project using different leadership styles at different team development phases.
  • Understanding stakeholder influences and ways of engaging them.
  • Manage a successful mindset change transition using proven ADKAR tools and techniques.
  • Identifying and determining performance metrics for project tracking in a project.
  • Conduct project simulations on duration and cost estimations when using uncertain information - determining worst-case, best case and most likely case for project durations, and costs.
  • Tracking project progress and making project reports – using network, milestone and Gantt chart diagramming.
  • Using Earned Value Management technique to analyze schedule and cost management performance of a project.
  • Establishing a Project Management Office (PMO) and its roles.

Project Management Background

  • What Are Projects, Phases, And Project Lifecycles?
  • The Project Management Life Cycle – Initiating, Planning, Executing, Monitoring And Controlling, And Closing Phases.
  • Who Are My Project Stakeholders?
  • Project Stakeholder Conflicts Of Interest, And How To Resolve Them.
  • Activity: Identifying Stakeholder Conflicts In The Client’s Organization.
  • The Project Management Body Of Knowledge (PMBOK) Guidelines To Project Management, Systems And Processes.
  • The Time-Cost-Quality Triangle Of Constraints (Triple Constraints).
  • The Project Hierarchy, Roles And Responsibilities Among Stakeholders – Customer, Sponsor, Performing Organization, Project Manager, Team Members, Etc.
  • Assembling The Team And How To Profile/Select Your Project Manager And Team Members.

Lean Six Sigma

  • Overview Of Lean Six Sigma As A Process Improvement Methodology
  • Lean Six Sigma’s Focus On The Customer, On Quality And On Results
  • The Costs Of Poor Quality
  • Critical Factors To Consider When Deploying Lean Six Sigma
  • How To Identify And Measure Quality Characteristics Which Are Critical To Customers
  • What Does The Customer (Internal Or External) Really Want From Our Products And Services
  • Where Is The Process Broken (The Lean Six Sigma Version Of Root Cause Analysis)
  • How To Determine The Process Efficiency, Or Value Add, Of A Process
  • Understanding The Concept Of Variation In Process
  • Document, Measure And Improve Key Processes Using The DMAIC (Define, Measure, Analyze, Improve And Control) Methodology
  • Activity: Produce A DMAIC Study For A Project Within In The Client’s Organization.

Leadership And Management

  • What Is Leadership?
  • The Difference Between Leadership And Management.
  • Assess Your Leadership Competencies And Developmental Needs.
  • Articulate Your Leadership Vision, In Light Of The Assessment, And Consider The Best Way(S) To Realise It.
  • Processes For Establishing Direction, Aligning People, And Motivating People To Follow Your Vision.
  • Identify And Utilizing Different Leadership Styles.

Leading Effective Teams

  • What Is A Team?
  • The Stages Of Team Development
  • Leading And Maintaining Effective and Productive Teams
  • Evaluate Team Progress And Coaching Team Members.
  • Project Team Anxieties And How To Address Them?
  • Why And How Do General And IT Projects Fail?
  • Project Management Office (PMO) Setting Up, And Its Roles And Responsibilities.

INITIATING PHASE

  • Question Checklist For Soliciting Stakeholders’ Needs And Expectations.
  • Classify Levels Of Importance & Ways To Influence Stakeholders: The Power-Influence Matrix And Stakeholder Engagement Matrix.
  • Activity: Produce A Stakeholder Analysis For A Project Within In The Client’s Organization.
  • Ways Of Deploying Project To Ease The Change Transition - Using ADKAR Change Management Methodology.
  • Activity: Develop An ADKAR Change Plan.
  • Decomposing Stakeholders’ Needs Into Specific And Measurable Project Objectives Using S.M.A.R.T. Technique.
  • Isolating Stakeholders’ Needs And Wants.
  • Developing The Project Charter, And Using A Project Kickoff Checklist.
  • Activity: Creating A Project Charter.
  • Project Feasibility (Technical) And Cost-Benefit Analysis (Financial) - Benefit-Cost Ratio, Present Value, Net Present Value, Payback Period, And Return On Investment.
  • Project Selection Methodology

PLANNING PHASE

  • Developing A Work Breakdown Structure (WBS) From The Project Scope Requirements.
  • Activity: Constructing A WBS.
  • Develop A Task List From The WBS.
  • Activity: Constructing A Task List.
  • Detailing Resources And Cost Listings – Human, Material, Facility, Equipment, Etc.; Resource Effort, Quantities And Costs.
  • Activity: Creating A Resource Requirements List.
  • Task Sequencing Using Network Diagramming Technique.
  • Assigning Task Duration And Predecessors, And Work Estimating.
  • Network Logic Analysis – Earliest Start And End Times, Latest Start And End Times, And Float.
  • Activity: Calculating Start And End Times, And Float Of A Hypothetical Project.
  • Identifying Controllable Costs – Direct And Indirect Costs.
  • Scheduling The Project Using The Milestone Diagram And Gantt Chart.
  • Fine-Tuning The Gantt Chart With Leading And Lagging, And Various Project Duration Reduction Strategies.
  • Understanding The Critical Tasks, Non-Critical Tasks, And Their Role In The Critical Path Method (CPM).
  • Using Bottom-Up Estimates For Scheduling And Cost Control.
  • Time-Phased Distribution Of Expenditures – Cumulative Cost Curve (S-Curve).
  • Assigning Responsibilities To The Responsibility Assignment Matrix (RAM).
  • Principles Of Project Uncertainties.
  • Planning For Project Risks – Risk Identification, Assessment, And Responses.
  • Risk Response Strategies – Risk Avoidance, Mitigation, Transfer/Deflection, And Acceptance.
  • Activity: Establish The Expected Risk Reserve (Contingency Funds) To Set Aside
  • Activity: Creating A Project Risk Register (Using A Pre-Formatted Template).
  • Activity: Provide Risk Response(S) For Each Threat Risk
  • Activity: Produce The Risk Register.
  • Uncertainty Simulation Using The Monte-Carlo Technique.
  • Activity: Simulating Project Uncertainties Using The Monte-Carlo Technique.
  • Activity: Identifying Critical Resources Influencing Project Duration And Costs – Using Monte-Carlo Simulation And Tornado Diagramming Technique.
  • Quality Planning Tools And Techniques: Monitoring And Tracking Quality Using Charts (Control Charts And Pareto Charts), Problem-Solving And Decision-Making.
  • Activity: Using Quality Tools.
  • Procurement Planning – Contract Types, RFQ, RFP, Solicitation, Purchase, And Award.

EXECUTING PHASE

  • Executing The Project Plan, And Tracking Project Schedule Progress Using The Gantt Chart.
  • Activity: Using Project Management Software To Track Project Progress.
  • Activity: Gantt Charting And Measuring Project Progress.
  • Tracking Schedule And Cost (Expenditures) Using Earned Value Management (EVM) Technique.
  • Activity: EVM Game.
  • Work Performance Information Using The EVM Technique.
  • Activity: EVM Reporting.

MONITORING & CONTROLLING PHASE

  • The Change Control System – Change Request, Change Control Board, Change Impact Assessment Approve/Disapprove, Change Implementation Schedule, And Updating Configuration Documents.
  • Control Schedule And Cost Variances Against Baselines By Using EVM Technique.
  • Quality Control Tools And Techniques.
  • The Quality Cost Categories.
  • Risk Re-Assessment.
  • Preventive Actions, Corrective Actions, And Defect Repairs.

CLOSING PHASE

  • Administrative Close-Out Checklist - Product Verification (Formal Acceptance And Handover Sign-Offs), Closing Project Books, Post-Mortem, Documenting Lessons Learned, Archiving Project Documents, Disbanding, Rewarding And Thanking The Team.
  • Contract Close-Out Administration Checklist - Final Scope Verification Of Supplier Deliverables (As Per Contract), Document Lessons Learned, Closing The Contract, And Thanking The Supplier.
  • What Is Next? Post-Project Contracts, Enhancement Or Upgrade Project(S), And Solving Outstanding Project Issues.

Programme scope, delivery arrangements and suitability are confirmed during enquiry.