Engaging Stakeholders Past Paper PDF 2024, University of Strathclyde

MANAGEMENT MS418/MS969 ADVANCED PROJECT IRAM MUSHTAQ X X T SH E APTLHACCLEY DOEF BUUSSEIFNUELS S TR L ESACRHNOI...

MANAGEMENT MS418/MS969 ADVANCED PROJECT IRAM MUSHTAQ X X T SH E APTLHACCLEY DOEF BUUSSEIFNUELS S TR L ESACRHNOI N OGL X Indicative Class Schedule (Non-SBS) S T R AT H C LY D E B U S I N E S S S C H O O L University Semester Topic Reading Date Room Week Week 8 1 Introduction Chapter 1 Monday, 23 September 2024TG314 9 2 Bank Holiday Monday, 30 September 2024TG314 10 3 Setting up for success + Iron Triangle Chapter 4 Monday, 7 October 2024TG314 11 4 Time planning and scheduling 1 Chapter 6 Monday, 14 October 2024TG314 12 5 Time planning and scheduling 2 Chapter 6 Monday, 21 October 2024TG314 13 6 Case Study Practice Session Monday, 28 October 2024TG314 14 7 Engaging stakeholders + Quality Chapter 9 Monday, 4 November 2024TG314 15 8 Managing risks and opportunities 1 Chapter 10 Monday, 11 November 2024TG314 16 9 Managing risks and opportunities 2 Chapter 10 Monday, 18 November 2024TG314 17 10 Organising people in the project Chapter 11 Monday, 25 November 2024TG314 18 11 Revision Monday, 2 December 2024TG314 X Indicative Class Schedule (SBS) S T R AT H C LY D E B U S I N E S S S C H O O L University Semester Topic Reading Date Room Week Week 8 1 Introduction Chapter 1 Friday, 27 September 2024 GH898 9 2 Setting up for success + Iron Triangle Chapter 4 Friday, 04 October 2024 GH898 10 3 Case Study Practice Session Friday, 11 October 2024 GH898 11 4 Time planning and scheduling 1 Chapter 6 Friday, 18 October 2024 GH898 12 5 Time planning and scheduling 2 Chapter 6 Wednesday, 23 October 2024 RC512 13 6 Study Week Friday, 01 November 2024 14 7 Engaging stakeholders + Quality Chapter 9 Friday, 08 November 2024 CW506a&b 15 8 Managing risks and opportunities 1 Chapter 10 Wednesday, 13 November 2024 RC512 16 9 Managing risks and opportunities 2 Chapter 10 Friday, 22 November 2024 CW506a&b 17 10 Organising people in the project Chapter 11 Friday, 29 November 2024 GH898 18 11 Revision Friday, 06 December 2024 GH898 Project Management Fifth Edition Part 2 Managing the project process: the 4-D model Chapter 9 Engaging stakeholders © 2022 Pearson Education Limited. All Rights Reserved  Content Introduction The concept of quality and quality management Quality performance and conformance Towards quality improvement Summary REAL WORLD: What is quality? The ‘Minimum Viable Product’ PROJECT MANAGEMENT IN PRACTICE: Adopting a standard for project planning – useful discipline or unnecessary constraint? © 2022 Pearson Education Limited. All Rights Reserved  Introduction Stakeholders will judge quality in different ways The quality of outputs is just the starting point – This triumvirate of quality; health, safety, security, environment; and the impact of the project on the reputation of those involved, are also important Revisiting the process for identification and management of stakeholders Quality planning is followed by the management of conformance and performance Treating the project as a service rather than just a product is beneficial The PM must manage the expectations and perceptions of stakeholders © 2022 Pearson Education Limited. All Rights Reserved  9.1 The concept of quality and quality management Traditional approaches to quality focus entirely on the output, the product – But many stakeholders will receive an intangible service Definitions of quality should focus – Internally: the prerogative of the project team – Externally: the domain of the marketing or other business people, dependent of communications – A combination: ‘the bridge’ – leads to success – Caveat: there will always be an element of quality that remains elusive © 2022 Pearson Education Limited. All Rights Reserved 9.1 The concept of quality and quality management (Continued) © 2022 Pearson Education Limited. All Rights Reserved  9.1 The concept of quality and quality management (Continued) The product-based view (an internal view) – Definable and measurable set of characteristics – Fit for purpose – Conforming to specification – Defect free Customer expectations and perceptions (external view) – The level of quality expected compared to the level perceived to have been received – Synthesis of objective and subjective elements of product and service – A judgement of value © 2022 Pearson Education Limited. All Rights Reserved  9.1 The concept of quality and quality management (Continued) Minimum Viable Product (MVP) Eric Ries advocates a ‘build-measure-learn’ loop Defines the MVP as ‘that version of the product... with the minimum amount of effort and the least amount of development time’ The MVP concept serves several purposes – An inexpensive demonstration of the product – Rapid learning – What aspects are most valuable and what aren’t If you are starting a new development, ask yourself what the minimum initial product needs to be to enable you to trial it with customers © 2022 Pearson Education Limited. All Rights Reserved 9.1 The concept of quality and quality management (Continued) © 2022 Pearson Education Limited. All Rights Reserved 9.1 The concept of quality and quality management (Continued) © 2022 Pearson Education Limited. All Rights Reserved  9.1 The concept of quality and quality management (Continued) Quality and stakeholder satisfaction A general principle of stakeholder management: the need to appreciate customer behaviour The nature of satisfaction – Satisfaction equals ▪ the perception (of what has been received) less ▪ the expectation (of what was to be received) [Maister’s first law] – Greatest cause of dissatisfaction is the creation of unrealistic expectations © 2022 Pearson Education Limited. All Rights Reserved  9.1 The concept of quality and quality management (Continued) Unpacking the gap(s) between perception and expectation – Customer requirements and management’s perceptions of these requirements – This perception of requirements and the written specification – This specification and the product/process delivered – The product/service and what communications have led the customer to expect © 2022 Pearson Education Limited. All Rights Reserved 9.2 Quality performance and conformance The quality planning process – Project quality should be defined from both customer and organisational view points © 2022 Pearson Education Limited. All Rights Reserved 9.2 Quality performance and conformance (Continued) © 2022 Pearson Education Limited. All Rights Reserved 9.2 Quality performance and conformance (Continued) Quality may be conformance to specification and measurable (manufacturing) Quality may be determined by customer orientation, expectations and perceptions (service) © 2022 Pearson Education Limited. All Rights Reserved 9.2 Quality performance and conformance (Continued) © 2022 Pearson Education Limited. All Rights Reserved 9.2 Quality performance and conformance (Continued) Quality conformance planning (quality assurance) The project manual A means of ‘planning for achieving’ and a demonstration of the plan – Introduction – reasoning behind project – Planning – objectives, scope, WBS, schedule, budget, contingencies and risk analysis – Execution details – schedules, responsibilities, procedures, forms, organisational structure – Records – minutes of meetings, notes on problems and how they were dealt with, changes, status reports, other correspondence – Miscellaneous information – contact details, technical reference materials etc. © 2022 Pearson Education Limited. All Rights Reserved 9.2 Quality performance and conformance (Continued) Responsibility allocation – Resource availability to carry out the tasks is key – Plans to be credible must consider limitations of availability of people and equipment © 2022 Pearson Education Limited. All Rights Reserved 9.2 Quality performance and conformance (Continued) © 2022 Pearson Education Limited. All Rights Reserved 9.2 Quality performance and conformance (Continued) Quality performance planning – The nature of satisfaction ▪ Customer cues and managing consumer expectations – How to manage the process by which the service provided by the project is delivered ▪ Tangibles, often the core product, readily assessed ▪ Intangibles (often the process) – Responsiveness – Communication – Competence/professionalism – Courtesy – Accessibility ▪ Judgements often made on the peripheral (or support) elements © 2022 Pearson Education Limited. All Rights Reserved 9.2 Quality performance and conformance (Continued) © 2022 Pearson Education Limited. All Rights Reserved 9.2 Quality performance and conformance (Continued) Communications planning – Keeping stakeholders in the loop is a vital part of quality planning – A table identifying the ‘grand communications’ is a common technique – Beware e-mail overload © 2022 Pearson Education Limited. All Rights Reserved 9.2 Quality performance and conformance (Continued) © 2022 Pearson Education Limited. All Rights Reserved  9.3 Towards quality improvement Quality costs – Quality management involves the cost of quality – Quality is not free – Costing quality is not simple – Elements of prevention, appraisal and failure – Elements are often subjective and will vary project to project – The objective is not to simply measure costs or create more work – The objective is to allow a process of investigation facilitating a reduction of quality costs © 2022 Pearson Education Limited. All Rights Reserved 9.3 Towards quality improvement (Continued) © 2022 Pearson Education Limited. All Rights Reserved  9.3 Towards quality improvement (Continued) Management of failure (recovery) – Required where a stakeholder (particularly the customer) becomes dissatisfied – Rescue the current situation ▪ Learn from it ▪ Prevent ‘consumer terrorism’ – Management process ▪ Identify what has gone wrong ▪ Contain the situation – accept, prevent further damage or escalation ▪ Put in place recovery actions – regain customer confidence ▪ Ensure practices change © 2022 Pearson Education Limited. All Rights Reserved  9.3 Towards quality improvement (Continued) Variability – Service projects exhibit greater variability ▪ Involvement of customer in delivery ▪ Reliance on staff for quality – Not a problem if high-margin customised service – Is a problem if high volume throughput and standardised service required ▪ Staff may introduce variability ▪ Not appropriate for customers © 2022 Pearson Education Limited. All Rights Reserved  Summary Diversity of definitions of quality – for product and service – for core and peripheral outputs Strategic and customer inputs are necessary to manage quality – These translate into quality assurance, quality conformance, customer satisfaction – Quality conformance requires a documented system – the project manual © 2022 Pearson Education Limited. All Rights Reserved  Summary (Continued) – Customers have expectations (before the experience) perceptions (post experience) gaps between will lead to delight (when the former is lower) or dissatisfaction (when the latter is lower) Quality costs – Investment in improving quality and prevention of failures will reduce costs © 2022 Pearson Education Limited. All Rights Reserved X X TS H TER APTLHACC LEY O D FE U B SUESFI U NLE SLSE ASRCNHIO NOGL