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MATHEW CONGRATULATING THE OVERSEES FILIPINO CIVIL ENGINEERS ASSOCIATION (OFCEA) AT THEIR 10TH ANNUAL MEET IN ABU DHABI, UAE.
[Mathew@PM4K]
............................................................................
presents
"THE LIGHTER SIDE OF PROJECT MANAGEMENT"
PM BASICS 007: DECUPLE CONSTRAINTS
(: This PM4K post is dedicated to my beautiful girlfriend who celebrates her birthday today :)
Here's hoping that the PM BASICS series at PM4K is helping you acquaint yourself to the basic concepts of Project Management.
In the last PM BASICS post, we discussed the evolution of a project’s Triple Constraints to what PM4K called the Sextuple Constraints. In trying to keep up pace with the advancement in the profession of project management, it is only obvious to be on the look out for more advanced ways to manage projects. Continuing with the PM BASICS series, in this post we take a step further in this direction and discuss the advancement of the Sextuple Constraints to what PM4K refers to as the Decuple Constraints of a project.
%5B5%5D.jpg "07 Decuple Constraints (Advanced)")
* Scope/Quality: Refer to the PM4K post titled PM BASICS 006: SEXTUPLE CONSTRAINTS
* Time/Schedule: Refer to the PM4K post titled PM BASICS 006: SEXTUPLE CONSTRAINTS
* Cost/Resource: Refer to the PM4K post titled PM BASICS 006: SEXTUPLE CONSTRAINTS
* Communication: Communication is the lifeline of a project. The ability to manage it is the most important quality that the Project Manager should have, because almost 90% of a Project Managers time in a project should go in managing communications related to the project.
* Risk Management: Any uncertain event is a Risk. These could be Negative (Threats) or Positive (Opportunities) in nature. In simple words, as a Project Manager, it is your job to constantly be on the lookout for Threats & Opportunities in order to 'Minimize' the Threats & 'Maximize' the Opportunities.
* Leadership: The most important resource to any project is its Human Resources. Thus, the capacity to lead a team to achieve the desired end result calls for Leadership capabilities.
* Tactical Thinking: The art and skill of employing the available means to accomplish an end result keeping in mind the environment around is Tactical Thinking. This is an indispensable quality that should be used by the Project Manager to steer his/her project through the various obstacles that it is bound to face on its way to successful implementation.
Hopefully as Project Managers we realize that, gone are the days when Project Management was only about managing the Triple Constraints. We are at a stage where the profession of project management demands continuous advancement to the way how projects are managed. This is where we hope that the Decuple Constraints gets you thinking and helps you keep focused on some of the critical aspects of project management.
[Mathew@PM4K]
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PM BASICS 006: SEXTUPLE CONSTRAINTS
Here's hoping that the PM BASICS series at PM4K is helping you acquaint yourself to the basic concepts of Project Management.
In the last PM BASICS post, we discussed the most basic version of the Project Triple Constraints i.e. Scope-Time-Cost. With the increase in project implementation complexities, even the Triple Constraints have evolved. Gone are the days when Project Management was only about managing the Triple Constraints. Continuing with the PM BASICS series, in this post we will take a look at the evolution of a project's Triple Constraints to what PM4K calls the Sextuple Constraints.
.jpg "06 Sextuple Constraints (Evolved)")
The Sextuple Constraints consists of:
* Scope / Quality: Although monitoring 'what' will be done as part of the project scope is important; equally important is the quality of the output of the project. Delivering poor quality project scope is as unacceptable as not completing the project scope (if not worse).
* Time / Schedule: Although monitoring 'when' the project will start & finish is important; equally important is monitoring the schedule of how the project tasks will progress through the various stages. This enables the project managers to take corrective actions in case any critical task (that can delay the entire project) is delayed.
* Cost / Resource: Although monitoring 'how much' will be spent on the project is important; equally important is monitoring to ensure that the right resources are being used in the right manner to achieve the project objective.
Considering that the stakeholders have become more demanding and feel the need to be more involved in their respective projects, it will be true to say that the Triple Constraints of the project have evolved to become what PM4K refers to as the Sextuple Constraints. This means, more balls in the air for the project manager to juggle ;)
[Mathew@PM4K]
HTTP://WWW.ANISHMATHAIMATHEW.BLOGSPOT.COM
Do join our growing online communities on Blogger, Twitter, Facebook, LinkedIn & NetworkedBlogs. Most importantly, please do come back for more.
PM BASICS 005: PROJECT TRIPLE CONSTRAINTS
Here's hoping that the PM BASICS series at PM4K is helping you acquaint yourself to the basic concepts of Project Management. Continuing with the PM BASICS series, in this post lets look at the most debated topic in the profession of Project Management; Project Triple Constraints.
These Triple Constraints are also commonly referred to as ‘The Iron Triangle’, ‘The Triple Triangle’ or ‘The Triple Trap’.
Every project is constrained in different ways. In its most basic form (which is what we will be covering in this post), it consists of Scope-Time-Cost which is commonly referred to as a project's Triple Constraints:
• Scope: What work will be done as part of the project? What unique product, service, or result does the customer or sponsor expect from the project?
• Time: How long will it take to complete the project? When will it start? When will it finish?
• Cost: What will it cost to complete the project? What is the project’s budget?
A change to any of the triple constraint, inadvertently has the potential to alter the other constraints. To balance out these, often competing, constraints throughout the project is one of the most challenging duties of a Project Manager. Which one of the 3 constraints, do you think is the most important of them? Although a typical answer to this question would be, "All are equally important"; this is definitely something we should discuss in detail in a PM4K Discussion soon.
[Mathew@PM4K]
HTTP://WWW.ANISHMATHAIMATHEW.BLOGSPOT.COM
Do join our growing online communities on Blogger, Twitter, Facebook, LinkedIn & NetworkedBlogs. Most importantly, please do come back for more.
PM BASICS 004: WHAT IS PROJECT MANAGEMENT?
Mathew would like to start this post hoping that the PM BASICS series at PM4K is helping you acquaint yourself to the concepts of Project Management. Continuing with the PM BASICS series at PM4K, in this post lets look at WHAT IS PROJECT MANAGEMENT?
Before we try to understand what Project Management is, lets be clear of what PROJECT MANAGEMENT is NOT. Project Management is NOT:
* a Rocket Science. In simple layman's language, Project Management is nothing but the application of common sense.
* a Freedom Struggle. Managing a project is not a do-or-die freedom struggle that needs to be won (successfully implemented) at all cost (Read more about it on Mathew's post titled PROJECT MANAGEMENT IS NOT A FREEDOM STRUGGLE).
* for the Feeble Hearted. Having said that, expecting a Project Manager to be a Super Hero is also not a valid expectation (Read more about it on Mathew's post titled A PROJECT MANAGER IS A SUPER-HERO!!!).
As per PMBoK, "Project Management is the application of knowledge, skills, tools & techniques to project activities to meet the desired project requirements." The responsibility to achieve the desired project objectives is entrusted on the Project Manager. The Project Manager should be able to apply his and his team's talents, skills, knowledge, tools & techniques to those planned activities that he knows will help:
- Achieve the predefined project objectives.
- Balance the demands of the Triple Constraints (Scope, Cost & Time).
- Ensure a Satisfied Customer.
Similar to the effort of trying to keep the women in your life happy, Project Management also is a HIT-N-TRIAL process (Read more about the Secrets of Project Management on Mathew's post titled SECRET RECIPE FOR SUCCESSFUL PROJECT MANAGEMENT).
To sum it up; Project Management as a Profession is an Area of Specialization in itself and irrespective of the nature of the project, an organization’s requirement of a project manager should be for someone who understands and specializes in the profession of Project Management.
[Mathew@PM4K]
PM BASICS 003: WHY DO PROJECTS?
If you're following the PM BASICS series at PM4K, by now you understand 'What is a Project?'. Hopefully by now you also know what is the difference between 'Project vs Operations' and how it fits in the overall organization? With this post lets try to answer a very important question; WHY DO PROJECTS?
There seems to be a myth that the sole objective of a project (no matter how concealed it may be) is to 'Make Money'. Lets be clear and clarify that THAT'S NOT TRUE. Money may be the by-product of a project, but should not be the sole objective of a project.
Organizations perform work to achieve a set of objectives. In this ever-evolving world, Projects have become an option of choice for going about achieving the set strategic objectives of the organization. The following are the list of strategic objectives that should be the fundamental objective(s) to initiate a project:
1. A Market Demand (e.g. A demand in the market for fuel efficient cars may encourage car manufacturers to kick off a project to design a new fuel efficient car. Such a project could be considered as an example of a project initiated due to a 'Market Demand'.)
2. An Organizational Need (e.g. A change in business strategy may lead a bank to change its core banking system. This change of software/system could be considered as an example of a project initiated due to an 'Organization Need'.)
3. A Customer Request (e.g. A customer/company may request an IT firm to develop a customized software that fulfils their unique business needs. Such a project could be considered as an example of a project initiated due to a 'Customer Request'.)
4. A Technological Advancement (Advancement in the web technology made it possible for banks to offer Online Banking services to its customers. Banks initiating projects to develop their own Online Banking Site could be considered an example of a project initiated due to a 'Technological Advancement'.)
5. A Legal Requirement (e.g. A mandate by the government to archive bank customer records for a minimum of 8 years could lead financial institutions to start a 'Document Archival System' project. Such a project could be considered as an example of a project initiated due to a 'Legal Requirement'.)
6. A Social Cause (e.g. A campaign kicked off to 'Spread AIDS Awareness', could be considered as an example of a project initiated for a 'Social Cause'.)
7. An Environmental Need (e.g. A 'Green City, Healthy City' project to make the city greener & healthier, could be considered as an example of a project initiated due to an 'Environmental Need'.)
A project is not limited to any one of the above mentioned objectives. Its acceptable for a project to have all of the above as its objectives, however, its not fine for a project to have none of the above objectives as its objective.
In short; no matter who, no matter which, no matter where, no matter when; if a project is undertaken then it has to be due to one of the above mentioned strategic organization objectives and that is what should be described & justified in the Project Charter (Business Case). Whether or not the Project Charter (Business Case) is prepared correctly is a topic that will be discussed altogether in a different PM4K post.
[Mathew@PM4K]
PM BASICS 002: PROJECT vs OPERATIONS
Now that we've been acquainted with what a project is (hopefully), lets look at its relationship with Operations. 1st of all, lets answer the question that many (those who are new to project management) may have. Is there a difference between Projects and Operations? YES. There is a big difference between them.
Before trying to understand the difference; lets understand what is 'Operations' & recap what is 'Project'.
- Operations: “An organizational function performing the Ongoing execution of activities that provide a Repetitive service and/or produce the same product."
- Project: “A Temporary endeavour undertaken to create a Unique result, service or product."
As you would notice, the definition of Operations is in stark difference with the definition of Project (as we discussed in Mathew's post titled "PM BASICS: WHAT IS A PROJECT?"). Projects & Operations mainly differ in its characteristics because Operations are Ongoing & Repetitive whereas Projects are Temporary & Unique.
As per PMBoK; "The objectives of Projects & Operations are fundamentally different. The purpose of a Project is to attain its objective and then terminate. Conversely, the objective of an ongoing Operation is to sustain the business. Projects are different because it concludes when its specific objectives have been attained, whereas Operations adopt a new set of objectives and the work continues."
Having highlighted the difference, its very important to highlight the most important similarity between Operations & Projects. Both of them are (should be) undertaken keeping the best interest of the organization (that it falls under) in mind. To simplify the relationship between Organization-Operations-Projects, imagine them as a big family where:
* Organization is the Parent
* Operations is the Responsible Elder Brother
* Project is the Flamboyant Younger Brother ;)
As long as all 3 of them live & work together in harmony, the family is bound to be successful in all its endeavours.
[Mathew@PM4K]
PM BASICS 001: WHAT IS A PROJECT?
As a result of feedback received by PM4K followers across the growing PM4K online communities, Mathew will be starting a series of posts discussing the basics of Project Management (PM BASICS). Hope it'll be of help to all those looking to acquaint themselves to the world of Project Management.
The 1st post on the PM Basics series looks at the most basic question for all those new to Project Management. What is a Project?
As per PMBoK; "A Project is a Temporary endeavour undertaken to create a Unique product, service or result". The keywords here (as you would notice) are Temporary & Unique:
* Temporary because every project (to be classified as a project) needs to have a 'definitive start' & a 'definitive end'. These start & end dates may change (and in real life DO change), however, its presence is mandatory for a project. In other words, a Project cannot be an operational task with an open ended timeline.
* Unique because each project is expected to deliver a one-of-a-kind result. This result could be a service or product or anything else as long as its not repetitive in nature. Having said that, we must keep in mind that the presence of repetitive elements in the tasks carried out in the project does not change the fundamental uniqueness of the project.
Another fundamental characteristic of a project (apart from 'Temporary' & 'Unique') is Progressive Elaboration. As per PMBoK, "Progressive Elaboration means developing in steps, and continuing by increments". In simpler words, a project by definition does not expect everything to be 100% cast-in-stone & crystal clear right at the onset of the project. It is expected & acceptable for the project to have grey areas, however the project team is expected to be clear of exactly what needs to be done, before it is started to be done. This means plans & requirements can be gradually (progressively) enhanced (elaborated). Beware; Progressive Elaboration must not be confused with Scope Creep (see Mathew's post titled 'ARREST THAT SCOPE CREEP' to understand what is Scope Creep).
To sum it up; A project is a temporary endeavour (as long as it is legal) undertaken to create a unique result, that can be progressively elaborated to achieve its final objective.
Hope this short post acquaints you all to a phrase that is being used more often that ever before (PROJECT).
[Mathew@PM4K]
PROJECT MANAGEMENT CIRCLE OF KNOWLEDGE (VIDEO)
MATHEW CONGRATULATING THE OVERSEES FILIPINO CIVIL ENGINEERS ASSOCIATION (OFCEA) AT THEIR 10TH ANNUAL MEET IN ABU DHABI, UAE.
[Mathew@PM4K]
PROJECT MANAGEMENT TRAINING by MATHEW (FEEDBACK)
IT WAS A PLEASURE GETTING THE OPPORTUNITY TO TRAIN YOU. MATHEW WOULD LIKE TO HEAR FROM YOU ABOUT YOUR EXPERIENCE DURING MATHEW’S PROJECT MANAGEMENT TRAINING SESSIONS. IT WILL MEAN A LOT TO HIM IF YOU PROVIDE YOUR COMMENTS ABOUT HIS TRAINING (BY CLICKING ON 'COMMENTS' ON THIS POST AND PROVIDING YOUR NAME & FEEDBACK).
THANKS IN ADVANCE FOR YOUR COMMENTS & FEEL FREE TO CALL MATHEW IF YOU NEED ANY HELP.
[Mathew@PM4K]
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