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Tutorial 4 1. Readings: Mandatory Readings • Kerzner Chapter 9, 11.34; • PMI Implementing Organizational PM Preface & Chapter 1; (http://marketplace.pmi.org/Pages/ProductDetail.aspx?GMProduct=00101 500501) Make sure you have done the readings. 2. Watch recordings: Also, watch Week 5 Tutorial Recording (MP4 File 700KB) and Harold Kerzner Video: An Introduction to the Best Practices in Project Management (MOV File - 220MB) 3. Answer following Questions to reflect and assist in your Portfolio How can project management deliver successful projects? How would you describe project management effectiveness? Is controlling expectations important for success? Why? How? What is an example of best practice in your life? Below are twelve instructions. Which are best described as planning, and which are best described as forecasting? o Give a complete definition of the work. o Lay out a proposed schedule. o Establish project milestones. o Determine the need for different resources. o Determine the skills required for each WBS task or element. o Change the scope of the effort and obtain new estimates. o Estimate the total time to complete the required work. o Consider changing resources. o Assign appropriate personnel to each WBS element. o Reschedule project resources. o Begin scheduling the WBS elements. o Change the project priorities. Exemplar 20009_ Weekly Portfolio 1 of 7 Weekly Portfolio Learning Table Topic and reading samples. Your personal learning outcomes from this course. Learnings from your experience. Supporting documentation including your prior learnings. i) Lecture Slides PMO function Ethics (Note: Week4 Lecture Slides covered in Portfolio 3) My current organisation does not have a PMO as such rather a Project Team made up of a Capital Manger and Contracts Superintendent who I report to. The Contract Superintendent ensures all the Project Processes are adhered to. These include but not limited to: • Monthly Project Report to Board • Progress Payment Certificates • Issue of Final Certificates • LDs • Project database administration • Determination of Tender Type • Bank Guarantees There is a fine line between acceptances of gifts as a token of thanks for continued business vs favourable selection for a pending tender. There is constant exposure to suppliers offering small tokens of gratitude in our business. We have a policy requiring the declaration of gifts based on monetary value. ii) Recommended Readings Kerzner : Chapter 9, 11.34 Project success is often measured by the “actions” of three groups: the project manager and team, the parent organization, and the customer’s organization. (Harold Kerzner, 2013) The listed actions in Kerzner that stimulate Project Success are relevant in my limited experience. With regards to my current role I have found the success of the project relies heavily on the accuracy of the initial specification i.e. ensure that both parties understand the scope of works. Equally important is that through past performance you can be assured that the successful tenderer can deliver on the specification. I had an experience with a project where the selection was based on budget and although the product was delivered, at no time during the project I was comfortable of success because the reporting was inadequate. I can also relate to the disruption Project work can cause the functional teams. Having used Electrical resources from a functional team on a recent Project I was very aware that my success could have directly affected the delivery of the maintenance schedule. In other words if my schedule of allocated hours was incorrect it would mean Exemplar 20009_ Weekly Portfolio 2 of 7 Topic and reading samples. Your personal learning outcomes from this course. Learnings from your experience. Supporting documentation including your prior learnings. PMI Implementing Organizational PM Preface & Chapter 1 Enterprise project management methodologies can enhance the project planning process as well as providing some degree of standardization and consistency. (Harold Kerzner, 2013) OPM advances organizational capability by developing and linking portfolio, program, and project management principles and practices with organizational enablers (e.g., structural, cultural, technological, and human resource practices) to support strategic goals. (Anon., 2014) Thus far appears to be a fair guide to assist in the implementation of OPM. It would complement the existing that the functional resources would spend more time on the Project work leaving the functional manager short. My Project would be completed on time but at the detriment of the maintenance schedule. Nil experience to date with developing Project Management Plan Templates however covered quite extensively in PPMP20008. Project Management Plans submitted for a Construction Specification included: • Stakeholder • Communications • Requirements • Cost • HR • Scope & Schedule • Risk • Quality • Procurement • Change Thus far appears to be a fair guide to assist in the implementation of OPM. It would complement the existing best practices of my current organisation. However, I would question the benefit due to the strong functional structure. Having been directly involved in the previously discussed implementation of the Operational Excellence program, I understand the cost in time and effort. As an organisation, we went through the readiness, gap analysis etc. Just don’t think my current company is projectized to an extent that a detailed OPM would be justified. As I progress through this unit and guide I may find that there can be a tailored OPM to suit our organisation and compliment the Strategic direction and OE Program. PPMP20008 (Initiating and Planning) Exemplar 20009_ Weekly Portfolio 3 of 7 Topic and reading samples. Your personal learning outcomes from this course. Learnings from your experience. Supporting documentation including your prior learnings. best practices of my current organisation. However, I would question the benefit due to the strong functional structure. iii) An Introduction to the Best Practices in Project Management (MOV) Harold Kerzner Learnings include: • Best Practices can come from the functional level to the PMO • Need effective systems to capture the best practices, document, communicate and lastly audit to ensure the practice is still adding value. • Companies engaging in Business Excellence can have a competitive edge when it comes to selection for projects. As discussed in Portfolio 3, I am currently involved in an Operational Excellence Program (Best Practice) All members of the workforce are encouraged/and involved in developing the TRACC practices. Ina lot of cases the practices are documented on One Point Lessons (OPL) and communicated via a Sharepoint Database. With regards to Project Management and “Best Practices’ in my current role. Auditing tools include: • Subcontractor Evaluation • Cost Savings Realisation • Post Project Audit / Lessons Learnt Recently I have engaged Honeywell to undertake some Project work. As a company they have detailed audits on Project Practices in order to maintain their ISO standards. The objectives of the Honeywell Quality Management System (QMS) are to ensure that work processes are well defined and documented and are carried out efficiently and cost effectively. It aims to: 1. Ensure that Project activities are organized, controlled and effectively implemented to produce the highest quality results. OPL-Procurement CAP PROJECTS Post Project Audit Template PPMP20008 (Quality Management Plan) Exemplar 20009_ Weekly Portfolio 4 of 7 Topic and reading samples. Your personal learning outcomes from this course. Learnings from your experience. Supporting documentation including your prior learnings. 2. Ensure compliance with all applicable Legislation, Regulations, Codes and Standards. 3. Ensure that the Project meets the specified levels of quality for all products and deliverables. 4. Promote the development of a Quality Culture through Behaviour Based Quality. 5. Ensure all facilities engineered, procured, installed, constructed and commissioned by Honeywell are safe, operable and maintainable. 6. Promote an innovative and proactive approach to work activities. The methodology used by all Honeywell locations involved in this Project is consistent. 7. Ensure that the processes deployed are proven best practices which are continuously improved with ongoing feedback. iv) Tutorial Plan: A detailed proposal for doing or achieving something which specifies the what, when, how and by whom. (PRINCE2, 2009) Forecast: Unable to find a definition in any of the allocated texts. I would say a prediction • Give a complete definition of the work. (P) • Lay out a proposed schedule. (F) • Establish project milestones. (P) • Determine the need for different resources. (F) • Determine the skills required for each WBS task or element. (P) I believe through proven Project Methodologies, accurate reporting and a detailed spec. Project success can be predicted