Project Leadership Notes - Finals PDF
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This document provides notes on project leadership, covering topics such as project scope, important concepts, functional organization, and advantages/disadvantages of different organizational structures. The document also touches on quality management and cost of quality.
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Project Leadership Notes – Finals Project Scope End result or vision of your project. Clearly defines deliverables of the project. Describes what is expected to be delivered to the customers when the project is complete. Must be controlled for...
Project Leadership Notes – Finals Project Scope End result or vision of your project. Clearly defines deliverables of the project. Describes what is expected to be delivered to the customers when the project is complete. Must be controlled for changes or variations. Should be developed under the direction of the project manager. It should be achievable and measurable. Important Concepts Project background: the story behind the project. Project approach: how the project will be undertaken. Project benefits: should be measurable; mix of tangible and intangible. Strategic alignment: includes key performance indicators (KPIs). Dependencies: project manager will determine whether the project is dependent upon the completion of any other projects or activities in the company. Project organizational structure: structure and reporting lines of all personal involved in the project. Deliverables: there are 2 types, outputs (physical) like training manuals and outcomes (intangible) like change in behaviours. Constrains: documented conditions that are known to have a constraining e ect. Assumptions: circumstances and/or activities that need to occur for the project to be successful, but that are outside of the control of the project team. Functional Organization A hierarchical organizational structure in which departments represent individual disciplines such as engineering, marketing, purchasing. Advantages No exchange to the existing functional organizational structure: project completed within the basic functional structure. Flexibility: maximum flexibility in the use of sta. In depth expertise: can be brought to bear on the most crucial aspects of the project. Easy post-project transition: normal career paths within a functional division are maintained. Disadvantages: Lack of focus: sometimes project responsibilities get pushed aside to meet primary operational obligations. Poor integration: functional specialists tend to be concerned only with their segment of the project and not with what is best for the total project. Slow: lack of horizontal direct communication among functional groups contributes to rework. Lack of ownership: the motivation of people assigned to the project can be weak. Dedicated Team Operate as separate units from the rest of the parent organization. A full-time project manager is dedicated to pull together a core group of specialist to work full-time on the project. The parent organization maintains a tight rein through financial controls. Dedicated Team Advantages Simple: resources are fully assigned to the project. Fast: projects get done more quickly since participants are devoted to the project. Cohesive: participants share a common goal and personal responsibility toward the project and the team. Cross-functional integration: specialists from di erent areas work together and, with proper guidance, become committed to optimizing the project. Dedicated Team Disadvantages Expensive: duplication of e orts across projects and a loss of economies of scale. Internal strife: strong ‘we-they” divisiveness emerges between the project team and the parent organization. Limited technological expertise: limited somewhat to the talents and experience of the specialists assigned to the project. Di icult post project transition: dilemma of what to do with the personnel after the project is completed. Project Considerations Factors that should influence the choice of project management structure: Size of project Strategic importance Novelty and need for innovation Need for integration Environment complexity Budget and time constrains Stability of resources requirements Quality Management Quality is a critical aspect of project management. Critical element in management of the triple constrains (scope, time, and cost). Should start with discussion from the outset of a project. Key Aspect of Quality Project quality management: setting the expectations. How would they be measured and how improvements will be made during the lifecycle. Product/service (or result) quality management: focus on what is produced for the end-user of customer of the project. Cost of Quality (COQ) The cost of preventing a defect or rework. The cost of poor quality (ex, recalls). Cost of Quality (COQ) Implications Estimation of the project costs: higher quality means higher costs. The need to consider the impact on the time taken to complete activities: may take longer and required additional steps. The design of comprehensive quality control processes and general continuous improvement activities. Cost of Achieving Good Quality Prevention costs Additional processes developed in order to achieve the quality outcomes. Training costs Cost of components to increase quality. Tools and equipment. Time and resources to conduct audits. Testing Continuous Improvement Plan: define the problem. Do: develop and implement a solution. Check: confirm the results “before” and “after”. Act: embed the change, inform others about the process changes and recommendations. Total Quality Management Focuses on achieving customer satisfaction and zero defects. Getting things right the first time. Quality involves everyone.