Integrated Change Control

As the project progressing, there are many possible changes to occur reflecting the changing business needs of the performing organization. A project rarely run exactly by the defined project plan and that is why a change control need to be introduced. Changes itself may arose from different sources such as request from stakeholders and preventive and corrective actions from Quality Assurance (QA) team. Regardless of where the changes are originated, they share the same paradigm, i.e: to be submitted to Change Control Board (CCB) which then will process the requested changes using expert judgment. The result expected from the CCB is either approved or rejected (please note that only the approved changes may be implemented).

It is expected for a project manager to proactively involved in identifying and managing changes; Project manager is an agent of change, he/she will be the first person to identify changes and submit those changes to the change control board. If those changes are approved, the project manager will then monitor the changes to make sure that the changes are implemented in a timely fashion with respect to the scheduled activities prior to the submission of those changes. 

This is not an easy task to do since he/she must always maintain the integrity of project baseline while incorporating those changes, document impact analysis, update affected documents and/or plan for those changes might require more resources/more time/more cost to complete.


"It would certainly increase our comfort level to have better and quicker monitoring." -- George Hodgson

Direct and Manage Project Execution

The main purpose of direct and manage process is to make sure that the project outcome satisfy the project quality definition and while the project is executing, to make sure that the project itself is managed in a good fashion. Managing a project is not only limited to producing high quality deliverables but also covers implementing prevention actions, repairing defects, and distributing information.

The key in this process is implementation which directly implying the implementation of the project management plan. Since the plan covers every single knowledge areas, i.e: integration, quality, risk, scope, communication, time, cost, procurement, human-resources, it can be used as a basis of the implementation, to keep it on-track in order to satisfy the planned requirements.

Other than the project management plan, there are other factors that is quite influential in directing and managing a project, i.e: enterprise environment factors and organizational process assets. Company infrastructure, culture, administration, and facilities are a good example of enterprise environment factors that can influence the project's direction and be part of consideration factors in order to manage the project. On the other hand, project standard guidelines, project's documents such as communication documents are a good example of organizational process assets to which can be used by a project manager to direct and manage the project execution

While the project is executing, there will be situations to which changes occur and inevitable and since a project manager is an agent of change, these changes must be managed well in order to keep chaos devastating the project he/she is managing. As mentioned in a book by Dr. Paul Sanghera, PMP: "CAPM In Depth" page 74-75, these changes are grouped as follow:

• Change Requests
  These changes issued/approved by Change Control Board (CCB) and usually reflect the changing or emerging business needs. 
• Defect Repairs
  List of defects found during Quality Assurance (QA) process that have been approved by the CCB. The list might include defects that were repaired but the repair was not acceptable
• Corrective Actions
  In order to improve quality, QA might issue corrective actions for CCB approval. These changes are expected to ensure project performance conforms with project management plan
• Preventive Actions
  QA might issue preventive actions in order to minimize the negative consequences associated with project risks
  

 

By performing direct and manage project execution, there are other outcome expected other than the high quality deliverables, i.e: Work Performance Information or usually called Project Status that will be distributed among the stakeholders. The following points are some of many points included in the project status:

• Schedule Performance (Completion percentage and estimation to complete)
• Costs Performance (costs spent compared to planned costs)
• Resources Utilization (resources availability compared to planned tasks)
• Quality Performance (how well the deliverables compared to planned quality)
• Update to Knowledge Base (additional information)
  

Briefly, direct and manage project execution is a high level umbrella process which implementation requires the project manager to perform other processes as well such as distributing information, performing quality assurance, etc.



"The Road to Success is Always Under Construction" -- Anonymous

Project Management Plan

As initiating process completed with a project charter as its output, the next process is planning. As all processes have their own output, the planning process itself also have an output: Project Management Plan. 

Project management plan is an integrated plan of all other subsidiary plans in their own respective knowledge area, e.g.: risk management plan, quality management plan, etc.

For futher reference, a definition by wikipedia, "A project management plan, as defined in the PMBOK Guide Third Edition, is a formal, approved document that defines how the project is executed, monitored and controlled. It may be summary or detailed and may be composed of one or more subsidiary management plans and other planning documents. The objective of a project management plan is to define the approach to be used by the Project team to deliver the intended project management scope of the project."

Because projects are unique, each project might require different level of details provided in the project management plan. Some complicated projects might need a full planning processes included in the plan while simple projects might only need several planning processes included.

Based on the definition, a complete project management plan (includes all knowledge area) might be used to address the following points:

1. What the implementation/integration processes are
2. What quality to be expected and how to validate it
3. How much risks involved
4. To what extent the scope of the projects covered
5. How the information is distributed amongst stakeholders
6. How long the project will last
7. How much will it cost
8. To what extent the procurement is
9. How many resources dedicated to the project

Project Charter

A project charter is a document used to authorize a project including naming a project manager responsible to the project and to what extent his/her power is. Even though the document is not fully a responsibility for a project manager, he/she might help the creation of the document.

To create the document, a project statement of work (SOW) is mandatory. The SOW includes an initial description of the expected outcome (product/result/service) by running the project. In general, SOW document's content refers to business needs to which a project is proposed, it can be from internal (performing organization's business needs) or external (via procurement).

Please note that the SOW will cover a product scope, not project scope. A product scope is a general characteristics of the outcome expected to be delivered by running the project whereas project scope is about amount of work required to successfully deliver a project's outcome.

The project charter may contain assumptions and constraints which must be validated throughout the project life cycle since assumptions are considered true naturally without any verification; these assumptions represent risk(s). Usually, assumptions recorded in the document are like the availability of the labor and/or skills set required for the project is already in place. In the other hand, constraint recorded in the document might be a limited cost and magic number/schedule (a predetermined management-specified-date to which a project's outcome is expected to be launched/delivered)

Referring to a book by Dr. Paul Sanghera, PMP: "PMP in Depth" page 69-70, a Project Charter contains: 

1. The project justification
2. A high-level project description
3. A high-level project requirements
4. Project objectives and success criteria
5. High-level risks
6. Milestone schedule
7. A budget summary
8. Project approval and acceptance requirements
9. An assigned project manager and specified responsibility and authority level for that project manager
10. Project sponsor

"Effective leadership is putting first things first. Effective management is discipline, carrying it out." -- Stephen R. Covey

 

Organizational Process Assets

Organizational process assets are tools (usually document or database) that can be used as template, guidance or reference toward current project. These documents are like policies, standard or procedures or maybe best practice of the company in order to run a project. An organization might keep a good interest and more likely to run similar projects with the last successful (proven track record) project; that's why it is a good idea to reuse the document template in order to start the next project.

Despite of storing only referenced files from last projects, an organization process assets also include the current running project's documents such as Project Charter and scope statement. That is why the collection of organizational process assets is usually called Knowledge Base of the project. All of predecessor process group's output will be stored in the knowledge base, e.g.: after finishing Initiating Process Group producing Project Charter, it must be stored into knowledge base. Since there is a rapid need to access the knowledge base, it must be stored in a media flexible enough to keep project's documents and to make such documents retrievable/accessible for update or just merely for reference.

=====

Trivia

=====

Now that both the enterprise environment factors and the organizational process assets have been explained, what's the difference between those two?

Answer: 

Enterprise environment factors are about the way an organization perform its business; the overall condition to which the business operated while organizational process assets are about the way an organization run its project. 

"Management is doing things right; leadership is doing the right things." -- Peter F. Drucker

Organizational Influences in Projects

Every project is performed under certain organization which will have its own environment, culture, structure, SOP (Standard operation procedures). By this definition, a project is more likely be influenced by the organization than external factors, thus understanding the operating organization better is the key to successfully performing a project.
We'll start from the organization's culture which includes management style, visions&missions, and working environment.

The most influencing factor in a organization's culture is of course the management style. If we talk about management style, it can be dictatorship, leading-by-example (leadership), authority, but most certainly not democracy..:)

Second, clear visions&missions of the performing organization will help boost the project execution to run smoothly because a clear definition of what the organization is doing will give better direction than a randomly taken decision.

Last but not least, the working environment also plays important role as an organizational culture. Beware of a company treating overtime as a habit or tradition if you are not comfortable to endure work 98 hours per week straight (for example). Usually, an organization led by a dictator and has a carelessly directed/overridden decision-making process will create uncomfortable working environment for what supposedly done still can be altered by higher management. 

Other than the work-hours, working environment also includes work ethics which is quite general across any organizations.

Going forward to organizational structure, there are at least 3 types of structures: Functional, Projectized, and Matrix. Those three are already simplified in a book by Dr. Paul Sanghera, PMP: "PMP in Depth" page 38 as shown as follow:

 

Please note that in a weak matrix organization's structure, a project manager role is more a coordinator which similar to functional organization's structure. Only in a strong matrix and the projectized structure a project manager will have the fullest mean (influence and power) of being a project manager

"A good manager is a man who isn't worried about his own career but rather the careers of those who work for him." -- H. S. M. Burns

Negotiation

Negotiation is a dialogue between two or more people or contributing parties so that a consensus can be reached. The consensus itself is an agreement between those parties reached in the process. Parties involved in negotiation process are said to have compromised the earlier agreement or to reach a win-win solution when issues are encountered/arose from the earlier agreement. 

Throughout project lifecycle, there are times when a project manager will have to negotiate with project's stakeholders. The negotiation might occur when there is/are:

1. Gaps to fill between stakeholder's expectation and the agreed scope (scope negotiation as well as stakeholder's management)
2. A need to select/include team of expert to execute a project (human resources negotiation)
3. Conflicts of interest between team members (team development)
4. A need to procure a certain work/module to third party (pricing negotiation)
5. etc

In a negotiation process, most of the time debate can't be avoided. A project manager might involved in an extended debate with stakeholders to reach a consensus. In time like this, the project manager's expert power will play a very important role in negotiation. With expert power, a project manager can explain/reason better with his/her stand to stakeholders.

Winning a tough negotiation will require not only expert power, or any given references (reasons) but also a management skill called Influence. A project manager with great influence will have the odds of winning more than just an ordinary, by-the-book project manager. Without influence, a negotiation will turn out to be a just a meeting place where a project manager nodding 'Yes' all the time.

Please note that project manager IS an agent of change but it doesn't mean that he/she has to nod all the time; a project manager should have power of influence to control and manage the proposed changes so that the project he/she is managing will not turn into chaos

"Good ideas alter the power balance in relationships, that is why good ideas are always initially resisted. Good ideas come with a heavy burden. Which is why so few people have them. So few people can handle it." -- Hugh Macleod 

Communication Within Project

Communication is already part of all-living-being's daily activities and it is common and convenient to communicate ideas, experiences, concerns, considerations, etc in our daily interaction with others. In project management, a project manager might need to communicate issues, concerns, and other project-related materials to functional managers, program manager or even portfolio manager. 

 

Related to project management, it is for sure the duty of a project manager to manage and communicate issues (positive or negative) across stakeholders. To help ease the process, there are some guidelines or more a checklist on how to communicate properly:
1. What to communicate (message)
2. Who the receiver(s) is/are (stakeholders)
3. How to communicate (medium)
4. When to communicate (appropriate time)
5. What the expected result from the message is (feedback)

Having the checklist answered, communicating across projects should be a lot easier and manageable, i.e: the target audience and the time they receive the addressed message.

Quoting Dr. Paul Sanghera, PMP in his book: "PMP in Depth": "The importance of communication in project management cannot be overemphasized. Even a well-scheduled and well-funded project can fail in the hands of a hard-working team of experts due to lack of proper communication."

A musician must make music, an artist must paint, a poet must write if he is to be ultimately at peace with himself. What one can be, one must be. -- Abraham Maslow 

Identifying Stakeholders

In all kind of project, there will be people and/or organizations (for next will be mentioned with only people) that will have benefit or loss on the project's execution; these people are grouped as "Stakeholders".  People with interest or influence/power to a project are also stakeholders.

It is very important to identify all (if possible) stakeholders in the Identify Stakeholders process and of course further manage their expectations. With complete stakeholders' identification and proper management of their expectations, it will be relatively easier and manageable to form positive synergy amongst project's scope, stakeholders' expectations, and The Direct and Manage Execution process.

The result of this process is Stakeholder Register and Stakeholder Management Strategy which may include the stakeholder's power/interest grid chart. The chart will have more/less similar look like the following figure:

By having the two documents, it will be easier to plan communication for the stakeholders. This communication plan will be discussed in a different post.

Intro To Project Management Knowledge Area

Managing projects means to apply knowledge, skills, and tools/techniques to project activities so that project objectives can be fulfilled. These appliances must be carried out throughout the project life cycle or within the five process groups (initiating, planning, executing, monitoring and controlling, closing).

The following list is the 9 Project Management Knowledge Area:

• Integration
• Scope
• Time
• Cost
• Quality
• Human Resources
• Communication
• Risk
• Procurement

These areas are connected/integrated throughout the project life cycle such as the Scope of the project that needs managing, the performing actors managed by Human Resources management, medium to communicate information, etc. 

Furthermore, apart from the memorizing aspect, these 9 knowledge areas are indeed important in project management practices; it helps distinguish a whole activities carried inside the project from the  beginning to the very end cycle of a project, e.g.: "Collect requirements" belongs to Planning Process of The Five Process Group and grouped in Scope Management Knowledge Area; "Control schedule" belongs to Monitor and Control Process of The Five Process Group and grouped in Time Management Knowledge Area.

There are still a lot of examples for the connection between The Five Process Groups and The 9 Project Management Knowledge Area and the activities carried out in the project itself,but they will not be covered in this post alone; perhaps, many future posts will show clear examples as we go through PM materials