a Be? y KD Bias Project Planning Management & Control Lecture - 4 do not plan even* The person assigned by the performing organization Fa Project Manager lead the team __ that | t responsible for achieving el ie Jn * An individual or body with@-~ hs authority, | accountability ae = responsibility for managing a project toComplex project needs coordination of : 8 * Multiple resources * Multiple tasks — some must precede others * Matching of people/resources to tasks * Multiple decision points — approvals * Normally phased expenditure of fundsie Project Manager beeuCeltten| Practical ba rauton peoulattes 3 A 4 Conflict eee | ee Motivator || Communicator |} Organizer || “°""° in Project || ( Relevant Resolver pres Sto)‘Stakeholders Suppliers Customers End Users ‘Sponsors: Governing Bodies ‘Steering Committees Project odThe PMI Talent Triangle® Bierce ESET Cuca | 4) |The skills required to effectively apply project management knowledge Knowledge Areas CSF's for project Tailored tools & techniquesAbility to see the high-level overview of the organization Effectively negotiate to ensure — strategic alignment Other allied fuctions like Marketing, Finance, Operations etc Required to deliver project effectiely to the sponsorAbility to guide, motivate and direct Include Negotiation, Resilience, Communication, problem solving, critical thinking & interpersonal skills Includes dealing with people / stakeholders Ability to get things done by power / politics Be visionary, optimistic, collaborativeDELL Pe Direct using positional power Guide, influence, and collaborate using relational power Maintain Develop Administrate Innovate Focus on systems and structure Focus on relationships with people Rely on control Inspire trust Focus on near-term goals Focus on long-range vision ‘Ask how and when ‘Ask what and why Focus on bottom line Focus on the horizon Accept status quo Challenge status quo Do things right Do the right things Focus on operational issues and problem solving Focus on vision, alignment, motivation, and inspirationLaissez-faire: Allow team to make own decision Transactional: Focus on goals, feedback, and accomplishment to determine rewards Servant leader: Demonstrates commitment to serve and put other people first Transformational: Motivation, encouragement for innovation & creativity Charismatic: Able to inspire Interactional: Combination of transactional, transformational & charismaticPROJECT STAKEHOLDER MANAGEMENT* Processes required to — Identify the people, groups, or organizations that could impact or be impacted by the project — Analyze stakeholder expectations and their impact on the project — Develop appropriate management strategies for effectively engaging stakeholders in project decisions and executionProject Stakeholder ‘Management Overview eee a eed 1 Inputs 1 Project chantar 2 Business documents 3 Project managoment plan 4 Project documents 5 Agroamonts 8 Entarpriso environmental factors 1 Organzational process 2 Tools & Techniques 1 Exper judgment 2 Data gathering 3 Data analysis 4 Data roprasentation 5 Mestings 3 Outputs 1 Stakoholdor rogistor 2 Chango roquosts 3 Project managomont plan updates 4 Project documonts updatos ee nes eed 1 Inputs 1 Project chartor 2 Project managemont plan 3 Project documents ' Agreements 5 Entorrso environmental factor 65 Organizational process 2 Tools & Techniques 1 Expert jodgmont 2 Data gathering 3 Data analysis '§ Docision making 5 Data representation '5 Meetings 3 Outputs 1'Stakoholder engagement plan tree Eee 1 Inputs 1 Project managoment plan 2 Projet documonts 3 Enterprise environmental factors 4 Organizational process 2 Tools 8 Techniquos 1 Expert judgment 2 Communication skils 3 Interpersonal and team skill 4 Ground rules ' Moctings| 3 Ouputs 1 Change requests 2 Project management plan updatos 3 Project documons updates 1 Inputs 1 Project management plan 2 Project documonts 3 Work performance data 4 Entorpise environmental factors 5 Organizational process 2 Toole & Techniques 1 Data analysis. 2 Docision making 5 Data ropresentation ‘Communication skis 5 Intorporsonal and toam stile 5 Meetings 3 Outputs 1 Work performance information 2 Change requests 4 Project management plan updates. 4 Project documonts updatesEvery project has stakeholders Different ability to influence the projects work or outcomes Adopt structured approach to identification, prioritization, and engagement of all stakeholders Can be the difference between project success and failure* The process of identification & engagement should commence as soon as possible after the project charter has been approved Stakeholder satisfaction should be identified and managed as a project objective * The key to effective stakeholder engagement — Continuous communication with all stakeholders — Understand their needs and expectations, — Address issues as they occur — Manage conflicting interests* The activities of identification, prioritization, & engagement should be reviewed and updated routinely. Specially — The project moves through different phases in its life cycle — Change of Stakeholders — Significant changes in Org / SH Communityinternal Stakeholders ex. ED Company ax STU sys ed pris Mec bear teli tlc Se ed Customers* Stakeholder Types |. Primary Stakeholders: People or groups who are ultimately impacted Il. Secondary Stakeholders: People or groups who have a role in the decisionmaking process without being directly affected by the outcome. lll. Key Stakeholders: Those who can_ significantly influence a project, or who are critical to the success of a projectPower / Interest Grid Manage ied Closely Power Keep Monitor informed Interest+ Stakeholder Register Nariobi Training Centre Stakeholder Register New Campus Development Role influence] when inthe project _[internal/] w0 | ome] Tine | teemtion | Sreetations | Ynan [se Joeses [orescence [extemal | OEM New Product PeterP |sales information, pao |ecker _|Manager|wyboston_|Development Plan _|H iy lv y Internat [Supporter [Success for whole larian project, increased laaoz|Holder |cEO _|tondon _|delivery capability [Ht y lv y lv Internat [champion [Success for whole sylvia [Finance project, increased 1Ba03 [Thomas |Director |London _|delivery capability [Ht lv lv y lv Internat [champion David [Training 12004 |o'nions |Director |wyboston_|increased portfolio _|M y lv y lv internal [Neutral regular Dean lcommunications, Peter |ausiness| Increased networking [Bas |Lampart|School_| Birmingham [capability lH iy y [External [Supporter increased portfolio, Gerry [Facilities lbetter utlisation and l2a0s |Beale_|pirector |tondon__|efficiencies lH y y Internal [NeutralREE C Cent tnd 1 Project charter 2 Project management plan + Resource management plan *+ Communications management plan * Risk management plan 3 Project documents + Assumption log * Change log * Issue log * Project schedule + Risk register * Stakeholder register 4 Agreements 5 Enterprise environmental factors 6 Organizational process assets bo Reece road 1 Expert judgment 1. Stakaholder engagement 2 Data gathering plan * Benchmarking 3 Data analysis + Assumption and constraint analysis, + Root cause analysis 4 Decision making * Priortzation/ranking 5 Data representation + Mind mapping * Stakeholder engagement assessment matrix 6 MeetingsStakeholder Resistant Supportive Stakeholder 1 c D Stakeholder 2 c D Dc Stakeholder 3Identify the stakeholders of Gawadar Port Development Project and discuss the factors which stalled the project in the perspective of Project Stakeholder Management and Engagement ¥ Identify and list maximum stakeholders involved & Group them as per types v Draw P/I Grid v Draw SH Engagement Assessment Matrix v Draw Stakeholders Registeron )