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MB0049 Q2 : Describe in brief the various aspects of programme management? MB0048 Q6 : Compare and contrast CPM and PERT. Under what conditions would you recommend scheduling by PERT? Justify your answer with reasons.

MB0049 Q1 : List and explain the traits if a professional manager.

Posted by: Nikhat S Khan on: October 21, 2011

In: Assignments | MB0049 - Project Management Assignments | MBA (SMU) | MBA 2nd Semester | Set - 1 Comment!

MB0049 Q1 : List and explain the traits if a professional manager. Answer : The project manager is an important team member who often makes the difference between project success and failure. A project manager should have the skills to unite diverse individuals and have them function as one cohesive team. There are certain traits that enable a manager to be effective in his functioning. The top management will look for these in a person who they want to employ for project management. Let us discuss some of these traits in detail. a) Leadership: These managers lead by exhibiting the characteristics of leadership. They know what they should do, know why they are doing it, how to do it and have the courage and vision to execute it. They have the power of taking along others with them. They lead by making themselves as an example for the entire team. He is about to trust his team members and assign the right job to the right person. b) People Relationships: Any leader without followers cannot be successful. They need to have excellent human relationship skills. The manager should:

build up his team based on the core values of sincerity, objectivity, dedication and ethics ensure that his subordinates get opportunities for growth based on performance make his subordinates a part of the decision making process, thus ensuring cooperation and commitment during implementation

delegate freely and support them and give enough room for expression of thoughts and also make things challenging for team members keep aspirations of the team members into considerations

c) Integrity: Highest levels of trust, fairness and honesty are expected while dealing with people both within and outside the organisation. This includes the customers, shareholders, dealers, employees, the government and society at large. They ensure that functioning is clean. Their transactions will be transparent. Ethics is something they practice diligently. d) Quality: The quality philosophy should not cover only the product quality, but every process that has gone into making it. Economy of words when instructions are given, acknowledging compliance, arriving on time, remembering the promises and above all a keen eye for details and patience to make others know what they want are components of quality. e) Customer Orientation: It is now recognised that every organisation has two sets of customers internal customers and external customers. Internal customers are people in the organisation employees, directors and team members. External customers are clients and all members of society the company comes in contact in connection with the business. f) Innovation and creativity: Professional managers think beyond the obvious. They exhibit a keenness to go behind a problem and attempt to find the root cause of the problem. They will draw from their experience from diverse fields, seek further information and consider all possible alternatives and come out with some new and unique solution. This happens when they have open minds. g) Performance Management: The professional manager not only ensures that his performance is at peak all times, but motivates his entire team to perform the same. This comes by appreciation and encouragement. In case of shortfalls, he arranges training for them so that their performance improves. Thus the team members know that they are expected to perform, that they get help to do so and their effort is recognised and rewarded too. This is the simple path of performance management. Managers can follow a seven step performance management model.

Set Objectives/Performance Standards Communicate these to the employees Review/monitor Check actual performance Vs. Standards set Identify gaps Jointly decide on corrective action, if needed Reset objectives for next period

h) Identification with the organisation: A sense of pride and belonging goes with the ownership of the job, the project, team members and organisation. This is brought about by the culture and communication system in the organisation. Information sharing brings in trust and promotes belongingness. The tendency seen is that most managers strongly identify with their own departments, units or divisions and they lack a sense of organisation. i) Empowering employees: The professional manager should possess the ability to empower his employees down the line. Empowerment is the process by which employees are encouraged to take decisions pertaining to their area of work. This leads employees developing a sense of pride in their jobs. But managers often hesitate to empower their subordinates as they feel insecure and show a sense of uncertainty. The professional manager practices empowerment and encourages employees to grow and develop in their positions. j) Coping with changes: There is a saying The only constant in this world is change. A professional manager has the ability and capacity to cope with change. He accepts the fact that change is inevitable and is ready to implement change at the workplace. To implement change successfully, it is essential that employees are involved in the implementation of change. Moreover, the positive and negative consequences of change need to be discussed and understood before implementation. Thus a professional manager has the attitude to accept change as a way of life and takes it in his stride.

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MB0049 Q3 : Compare the following: a. Traditional Vs. Projectised Organization b. Reengineering Vs. E-engineering MB0049 Q1 : List and explain the traits if a professional manager.

MB0049 Q2 : Describe in brief the various aspects of programme management?

Posted by: Nikhat S Khan on: October 21, 2011

In: Assignments | MB0049 - Project Management Assignments | MBA (SMU) | MBA 2nd Semester | Set - 1 Comment!

MB0049 Q2 : Describe in brief the various aspects of programme management? Answer : When we consider the portfolio of projects as a programme, there are many aspects of the management that we need to consider closely. The main considerations will be on resources, risks, quality of the projects at every stage of the execution in terms of meeting the expectations of the client as per the contract and monitoring the change processes that get enmeshed during implementation. Let us look at each specific in detail a) Risk Management: Evaluating and mitigating the risks associated with the programme is very important. This may have impact on the planned changes to the business operations. b) Process: Process governing the delivery of the project should be well defined. They should ensure that the quality and purposes are fully met. c) Change Management: We saw in earlier chapters that change is a part of any project and hence a programme as well. This deals with keeping a track of the changes and developments external to the project environment and studying their impact on the programme. d) Personnel Management: Human resource is one of the most important resources in programme management. We need to ensure that people are adequately trained and placed at the right place. This is essential to ensure on schedule and smooth delivery of the projects. e) Support Services: We need to ensure that the support services like human resources and IT are able to adapt to the changes that take place in the projects as well as business operations as a whole.

Advantages and Disadvantages of Various Organizational Types

By David Ramthun
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Traditional (classical) Organization In this form, a general manager has all the functions required to deliver a product or service. The activity groups are headed by department or divisional management. Each department can maintain a high level of technical expertise and focus. Advantages: Easier to budget and to control costs. Greater control of technical resources, since all are managed under the general department or divisional management. Policies and procedures are consistent among the teams reporting to a common management line. Vertical communication channels are easily defined. Reaction times are minimal to address any issue.. Disadvantages: No individual is responsible for overall deliver of a project. Coordination of resources outside of vertical communications channels is difficult. Customer communications are channeled through upper management. Each functional group can make a play for power within the hierarchy. Projects tend to fall behind schedule due to the complexities of coordination. Pure Product (projectized) Organization In this form, the product manager maintains authority over the project. They can assign work, but also conduct reviews. With everyone reporting up to one person, communication is strong, which results in a very quick reaction time. Advantages: Complete authority of resources and over the project. All work is funneled through the project manager. Communication is strong with the single reporting structure. Better morale with more ownership of an individual's work More flexibility in making trade-offs with time and costs. Upper management gains more time for executive decision making instead of dealing with the departmental or divisional issues. Disadvantages:

Possibility of inefficient use of resources when multiple products are introduced by duplication of effort in resource utilization. Workload balance must be managed as projects are closed out and started up. Limited use of advanced technology in project implementations due to a lack of strong functional groups to research and implement. No transfer of knowledge of lessons learned between projects. Matrix Organization This form attempts to merge the advantages of the Traditional and Product Organization structures. The project manager has complete project responsibility, while the functional managers maintain technical excellence in their direct organizations. Advantages: The PM maintains complete project control through the resources' management. Policies and procedures are set up for each project so that they are meaningful to the project and not more general. Quick response to changes and resolution. When a project is complete, work in their own group continues as it was before the project. Conflicts are minimized and those that do surface are easily remedied by working up the hierarchical management. Disadvantages: Information flow moves in multiple directions. Resources need to report to functional management and to project management. Management goals can differ from project goals. Additional time and effort are required to develop the specific project policies and procedures. While response time can be quick, reaction time can be slow. Strategic Business Unit (SBU) In this form, organization separate out business units into their own entities that are responsible for their own promotion of the organizations core businesses. These business units are customer-focused and some resources can be shared across business units. Accounting, training and HR services may be provided by the overall corporate structure. Advantages: Customer-focused at the SBU level, leaving the overall organization to focus on running the business Each SBU can manage its' own product and project managers. Disadvantages:

With the ability to share resources across SBUs, the line of management (resource owners) is blurred and can cause confusion. Conflict can occur at the upper levels of management in the SBU, which will push its' way down to the resources in the SBU. As an IT professional, David Ramthun has excelled where most would have given up on challenges. He has turned these skills and experiences toward management and writes on topics such as project management, strategy, and related areas.

Traditional Structures of Business Organization

Software Project Management inShare Traditional Structures of Business Organization

i. Functional Structure Most business organizations start out with a functional structure, or a small variation of this structure. This is the basic building block for other structures. In this structure, there is a central office which oversees various departments or major functions, e.g., human resources, finances, sales, marketing, engineering, etc. Think of a picture that has a box at the top labeled Central Office. Think of a row of boxes underneath the top box. Each box is labeled, e.g., sales, engineering, human resources, etc. Connect the boxes with lines coming down from the top box to each of the boxes below. Use functional structures when the organization is small, geographically centralized, and provides few goods and services. When the organization experiences bottlenecks in decision making and difficulties in coordination, it has outgrown its functional structure. The classic functional organization is a hierarchy where each employee has one clear superior. Staff members are grouped by specialty, such as production, marketing, engineering, and accounting at the top level, with engineering further subdivided into functional organizations that support the business of the larger organization (e.g., mechanical and electrical).

Functional organizations still have projects, but the perceived scope of the project is limited to the boundaries of the function: the engineering department in a functional organization will do its work independent of the manufacturing or marketing departments. For example, when a new product development is undertaken in a purely functional organization, the design phase is often called a design project and includes only engineering department staff. If questions about manufacturing arise, they are passed up the hierarchy to the department head, who consults with the head of the manufacturing department. The engineering department head then passes the answer back down the hierarchy to the engineering project manager. ii. Projectized Structure In this structure, there is a centralized corporate office and under it, are various divisions each of which is dedicated to producing and / or selling a certain type of business or product, e.g., product 1, product 2, etc. Each division that is dedicated to a certain business or product is, in turn, is organized as its own functional structure. So, for example, the division dedicated to making product 1 has its own sales department, human resources, etc. Basically, project structure is a bunch of functional structures each of which reports to one central office. Use a divisional structure when the organization is relatively large, geographically dispersed, and/or produces wide range of goods/services. In a projectized organization, team members are often collocated. Most of the organizations resources are involved in project work, and project managers have a great deal of independence and authority. Projectized organizations often have organizational units called departments, but these groups either report directly to the project manager or provide support services to the various projects. iii. Matrix Structure Think of the functional structure. Imagine if you took someone from each of the major functions in the functional structure (the boxes along the bottom of the organization chart), e.g., people from sales, engineering, etc., and organized them into a separate group intended to produce and sell one certain kind of product or service. Members of this group stay together until that product is produced or they continue to sell and service it. This overall structure (made up of a functional structure that also has groups assigned to products) is a matrix structure.

This structure is useful because it focuses highly skilled people from across the organization to work on a complex product or service. It can be difficult, though, because each person essentially reports to two supervisors: the supervisor of the functional area (e.g., engineering) and the product manager, as well. When the organization needs constant coordination of its functional activities, then lateral relations do not provide sufficient integration. Consider the matrix structure. To adopt the matrix structure effectively, the organization should modify many traditional management practices. Matrix organizations are a blend of functional and projectized characteristics. Weak matrices maintain many of the characteristics of a functional organization, and the project manager role is more that of a coordinator or expediter than that of a manager. In similar fashion, strong matrices have many of the characteristics of the projectized organizationfull-time project managers with considerable authority and full-time project administrative staff.

Figure 1: Weak Matrix Organization Coordinatio

Figure 2: Balanced Matrix Organization

(Black boxes represent staff engaged in project activites) iv. Project Office There is a range of uses for what constitutes a project office. A project office may operate on a continuum from providing support functions to project managers in the form of training, software, templates, etc. to actually being responsible for the results of the project.

Most modern organizations involve all these structures at various levels. For example, even a fundamentally functional organization may create a special project team to handle a critical project. Such a team may have many of the characteristics of a project in a projectized organization. The team may include full-time staff from different functional departments, it may develop its own set of operating procedures, and it may operate outside the standard, formalized reporting structure

PROJECT MANAGEMENT: Traditional and New Models - Presentation Transcript

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Inspirational micro-course (10 slides) by Vadim Kotelnikov Founder Inspirational Business e-Coach We dont teach, we inspire! 1000ventures InsBeCo 1000advices success360 fun4biz Project Management Traditional and New Models Inspirational Business e-Coach The Worlds #1 Source of Inspiration and Innovation! Enterprises: 3M, ABB, Adidas, Alcatel, Bayer, Boeing, BAT, BP, Canon, Cisco, Corning, GE, HP, Hitachi, Hyundai, IBM, Intel, J&J, Microsoft, Motorola, Nokia, Oracle, Philips, Samsung, Shell, Siemens, Sony Banks: Citicorp, Goldman Sachs, JP Morgan Chase, Standard Chartered Consultants: Deloitte, Ernst & Young, KPMG, McKinsey Customers in 100+ countries Customer segments Enterprises 43% Consultants 25% Individuals 16% Universities 12% Government 4% North America 51% Europe 2 1 % Asia-Pacific 2 0 % Africa 5 % South America 3 % Different industry leaders choose InsBeCo Welcome to the world of inspirational micro-courses! We help new business champions grow! InsBeCo Managing Lifestyle Projects Traditional Project Administration Approach PLANNING Team Scope Description Acceptance criteria Boundaries Organization Tree Risk Assessment Resources Milestones Outcomes Budget Change Management Outcome Lifecycle Lessons-Learned List EXECUTION Assigning Tasks Monitoring Environment Current status Potential problems

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Issues Managing Change Aligning strategy Reviewing requests Changing the plan Tracking Progress Risk Scope quality Schedule Staff effort Spending Communicating Progress Recognizing Accomplishments Preparing Status Report CLOSING OUT Evaluation: by Customer by Sponsor by Stakeholders by Team Members Customer Interview Final Status Report Lessons Learned Recommendations Close-Out Report INITIATION Business Case Charter Purpose Direction Issues List

1000ventures.com 4. Project Management The 10 Key Project Leader Skills Developing a grand vision. Building the project management team and leading the team. Leadership skills; building and leading the project team. Communication skills. People-management skills. Facilitation skills. Skills at interfacing across the organization. Ability to accept criticism, feedback, and input from others. Skills in using team-based tools. Selling skills. The ability to promote and sell the project.

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Evolving: Entrepreneurial Role of the Project Manager InsBeCo 5. Strategic Project Management (SPM) The Process 1000ventures.com Defining the project Creating the strategy Project planning Implementation and control Review and learning Revisit the strategy Anticipate implementation difficulty Source: Strategic Project Management , by Tony Grundy and Laura Brown Strategic Project Management (SPM) Conventional Project Management vs. SPM 1000ventures.com Source: Strategic Project Management , by Tony Grundy and Laura Brown uncertainty analysis done first, then activities planned activities planned first, then critical path

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analysis done Dealing with uncertainty far-reaching stakeholder analysis requires continual scanning emphasis on formal structures: project manager, team, sponsor Importance of stakeholders important but only in context tries always to see the big ('helicopter') picture absolutely central it is all about control Attitude to detail only done once a project strategy is set follows on directly from project definition Project planning highly flexible, creative, depending on options usually portrayed as a 'given' Project definition vague and distant direct and explicit Link with business strategy SPM Conventional Project Management

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Project Management Two Approaches Concept Development Project Implementation STATIC: PROJECT ADMINISTRATION Traditional lifestyle model, focuses on finding solutions within given constraints outcome, time, budget; effective if change cycle is longer than duration of project Concept Development Project Implementation Project Initiation Project Initiation Employing Outcomes Employing Outcomes DYNAMIC: BUSINESS SYNERGIES New entrepreneurial model, focuses on adding value to organization and maximizing return on investment; effective if change cycle is shorter than duration of project InsBeCo Project Management Project Administration vs. Business Synergies Approach 1000ventures.com Concept Devt Project Implementation Project Initiation Employing Outcomes Concept Development Project Implementation Project Initiation Employing Outcomes Project Administration Business Synergies Vadim Kotelnikov Radical Incremental Innovation High Low Uncertainty Fast Slow Change Adding maximum value to the organization & stakeholders Delivering pre-defined output within given constraints Success Criteria Business Synergies Project Administration Working Environment Managing Innovation Projects Modern Business Synergies Approach Organizational Strategy Traditional Emerging Defining Project Contribution to Business Strategy Business Case Analysis PROJECT INITIATION Strategic Alignment Project Duration Project Cost Project Outcome Project Management Practices PROJECT EXECUTION Increasing Economic Value Employing Project Outcome OUTCOME LIFECYCLE Success Criteria: 1000ventures.com ratio Financial Focus Venture capital Annual plan Funding Source Faster; entrepreneurial style Slower; corporate approval procedures Decision Making Risk-reward structure Promotion Motivation Reversing at top speed & resuming speed Slow formal procedures Managing Change Experimenting, failing, adapting Caution, avoiding failure at any cost Risk Management Anarchic, demands space for action Responsibility and control Independence Moving quickly from idea to market Performing core manager's functions Core Competence Adapting to unmet customer needs Delivering an operating plan Focus Experimenting and adapting rapidly Methodical analysis of facts Market Research Market capitalization Profit Success Measure Must be the first to market Sacrificing speed for thoroughness Time-to-Market Quite unpredictable Quite predictable Results Entering emerging market Serving established customers Market Customer-driven idea or new technology Competence-driven idea Driving force Radical Innovation Projects Lifestyle Projects Application Venture Management Lifestyle Management

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10. Radical Project Management Lifestyle vs. Venture Management InsBeCo Cash flow Profit / loss

11. Leading Radical Innovation Specific Skills of Radical Project Managers 1000ventures.com Adapted
from Radical Innovation , Harvard Business School, Radical Innovation Project Trajectory Preparing a project for acceptance by a manufacturing partner Improvising and taking tactical detours Overcoming project discontinuities Developing resource and competency acquisition arts and skills Dealing with the chaotic nature of the radical project management environment Confronting uncertainties and reducing them

12. Funding & Implementing Profitable Projects Spinout Model Financial Institution A Financial
Institution B Financial Institution C Project X Project Y Project Z COMPANY Loan / Mortgage Loan / Mortgage Loan / Mortgage Consortium of Financial Institutions Special Purpose SPINOUT COMPANY for the New Project Contractors and Service Companies Loan / Mortgage / Equity Profit Share Investment Services Outcomes Traditional Model Spinout Model PARENT COMPANY (Sponsor) 13. Project Management Inspirational Micro-course 1000ventures InsBeCo 1000advices success360 fun4biz InsBeCo Thank You! Vadim Kotelnikov We dont teach, we inspire! Would you like to discover more? Click here!

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