State of the art project; domestrate modern and latest skills of Project Management Knowledge
Thursday, September 23, 2010
Friday, April 16, 2010
Project Management Knowledge and Skills
Cross-cutting Knowledge and Skills (KSs)
Active listening
Brainstorming techniques
Conflict resolution techniques
Cultural sensitivity and diversity
Data gathering techniques
Decision making techniques
Facilitation
Globalization
Information management tools, techniques, and methods
Leadership tools and techniques
Negotiating
Oral and written communication techniques, channels, and applications
Presentation tools and techniques
Prioritization / time management
Problem solving tools and techniques
Project management software
Relationship management
Stakeholder impact analysis
Targeting communications to intended audiences (for example, team, stakeholders, customers)
Team motivation methods
KSs in Domain I: Initiating the Project
Cost benefit analysis
Business case development
Project selection methods
Project selection criteria (for example, cost, feasibility, impact)
Stakeholder identification techniques
Risk identification techniques
Elements of a project charter
KSs in Domain II: Planning the ProjectRequirements gathering techniques
WBS tools and techniques
Time, budget, and cost estimation techniques
Scope management techniques
Resource planning process
Work flow diagramming techniques
Types and uses of organization charts
Elements, purpose, and techniques of project planning
Elements, purpose and techniques of communications planning
Elements, purpose and techniques of procurement planning
Elements, purpose and techniques of quality management planning
Elements, purpose and techniques of change management planning
Elements, purpose and techniques of risk management planning
Contract types and selection criteria
KSs in Domain III: Executing the ProjectProject monitoring tools and techniques
Contract management techniques
Elements of a statement of work
Interaction of work breakdown structure elements within the project schedule
Project budgeting tools and techniques
Quality standard tools
Continuous improvement processes
Vendor management techniques
KSs in Domain IV: Monitoring and Controlling the Project
Performance measurement and tracking techniques (for example, EV, CPM, PERT)
Project control limits (for example, thresholds, tolerance)
Project performance metrics (for example, efforts, costs, milestones)
Cost analysis techniques
Variance and trend analysis techniques
Process analysis techniques
Project plan management techniques
Change management techniques
Integrated change control processes
Project and quality best practices and standards (for example, ISO, BS, CMMI)
Quality measurement tools (e.g., statistical sampling, control charts, flowcharting, inspection, assessment)
Risk identification and analysis techniques
Risk response techniques (for example, transference, mitigation, insurance, acceptance)
Problem solving techniques (including root cause analysis)
Reporting procedures
KSs in Domain V: Closing the Project
Contract closure requirements
Basic project accounting principles
Close-out procedures
Feedback techniques
Project review techniques
Archiving techniques and statutes
Compliance (statute/organization)
Transition planning techniques
KSs in Domain VI. Professional and Social ResponsibilityAssessing and incorporating community and stakeholder values
Ethical standards
Sustainability and environmental issues
Instructional methods and tools
Legal requirements governing project management practice
Assessing one’s own professional strengths and weaknesses
Research techniques and application
Social norms
Extracting and synthesizing meaningful information for application on future projects
Techniques for transferring knowledge
Education and training options for project managers
Applying new project management practices
Coaching and mentoring
Active listening
Brainstorming techniques
Conflict resolution techniques
Cultural sensitivity and diversity
Data gathering techniques
Decision making techniques
Facilitation
Globalization
Information management tools, techniques, and methods
Leadership tools and techniques
Negotiating
Oral and written communication techniques, channels, and applications
Presentation tools and techniques
Prioritization / time management
Problem solving tools and techniques
Project management software
Relationship management
Stakeholder impact analysis
Targeting communications to intended audiences (for example, team, stakeholders, customers)
Team motivation methods
KSs in Domain I: Initiating the Project
Cost benefit analysis
Business case development
Project selection methods
Project selection criteria (for example, cost, feasibility, impact)
Stakeholder identification techniques
Risk identification techniques
Elements of a project charter
KSs in Domain II: Planning the ProjectRequirements gathering techniques
WBS tools and techniques
Time, budget, and cost estimation techniques
Scope management techniques
Resource planning process
Work flow diagramming techniques
Types and uses of organization charts
Elements, purpose, and techniques of project planning
Elements, purpose and techniques of communications planning
Elements, purpose and techniques of procurement planning
Elements, purpose and techniques of quality management planning
Elements, purpose and techniques of change management planning
Elements, purpose and techniques of risk management planning
Contract types and selection criteria
KSs in Domain III: Executing the ProjectProject monitoring tools and techniques
Contract management techniques
Elements of a statement of work
Interaction of work breakdown structure elements within the project schedule
Project budgeting tools and techniques
Quality standard tools
Continuous improvement processes
Vendor management techniques
KSs in Domain IV: Monitoring and Controlling the Project
Performance measurement and tracking techniques (for example, EV, CPM, PERT)
Project control limits (for example, thresholds, tolerance)
Project performance metrics (for example, efforts, costs, milestones)
Cost analysis techniques
Variance and trend analysis techniques
Process analysis techniques
Project plan management techniques
Change management techniques
Integrated change control processes
Project and quality best practices and standards (for example, ISO, BS, CMMI)
Quality measurement tools (e.g., statistical sampling, control charts, flowcharting, inspection, assessment)
Risk identification and analysis techniques
Risk response techniques (for example, transference, mitigation, insurance, acceptance)
Problem solving techniques (including root cause analysis)
Reporting procedures
KSs in Domain V: Closing the Project
Contract closure requirements
Basic project accounting principles
Close-out procedures
Feedback techniques
Project review techniques
Archiving techniques and statutes
Compliance (statute/organization)
Transition planning techniques
KSs in Domain VI. Professional and Social ResponsibilityAssessing and incorporating community and stakeholder values
Ethical standards
Sustainability and environmental issues
Instructional methods and tools
Legal requirements governing project management practice
Assessing one’s own professional strengths and weaknesses
Research techniques and application
Social norms
Extracting and synthesizing meaningful information for application on future projects
Techniques for transferring knowledge
Education and training options for project managers
Applying new project management practices
Coaching and mentoring
Wednesday, February 10, 2010
DRAFTING A EXTENSION OF TIME CLAIM IN CONSTRUCTION
When drafting an extension of time claim, there are eight essential elements that must be addressed:
The event
Identify the event: the circumstance which gives rise to change causing delay.
Liability for the event
Once an event has been identified the next step is to determine liability for the event.
If responsibility rests with the employer or it is a neutral event, such as force majeure or exceptionally adverse climatic conditions, the contractor may be entitled to an extension of time. However, this is dependent upon the terms and conditions of the particular contract. In circumstances where the contractor is responsible for the event then the consequences remain with the contractor.
Contractual entitlement
Typically, construction contracts contain provisions entitling the contractor to an extension of time on the occurrence of a particular event provided the progress of the works or time for completion is delayed as a consequence.
For example FIDIC 1987 provides for an entitlement for extension of time in the event of: late drawings (Clause 6.4); adverse physical obstructions or conditions (Clause 12.2); discovery of fossils or antiquities (Clause 27.1); additional tests not provided for (Clause 36.5) suspension of the works (Clause 40.2); failure to give possession of site (Clause 42.2); additional or extra work (Clause 44.1(a)); exceptionally adverse climatic conditions (Clause 44.1(c)), any delay, impediment or prevention by the employer (Clause 44.1(d)); any special circumstances, other than through the default of the contractor (Clause 44.1(e)); and, contractor's suspension of the works (Clause 69.4).
Contractual compliance
Generally within an extension of time clause, the contractor will be obligated to submit notice(s) and detailed particulars within a specified time frame.
For example, Clause 44.2 of FIDIC87 provides: "Provided that the engineer is not bound to make any determination unless the contractor has (a) within 28 days after such an event has first arisen, notified the engineer with a copy to the employer, and (b) within 28 days, or such other reasonable time as may be agreed by the engineer, after such notification submitted to the engineer detailed particulars of any extension of time to which he may consider himself entitled in order that such submission may be investigated at the time."
Occasionally the submission of notice and/or detailed particulars will be expressed to be a condition precedent. The contractor's failure to comply waives its entitlement to claim an extension of time and owner's liability ceases. For this reason it is important to take cognisance and comply with the notice and detailed particular provisions expressed in the contract. Familiarity with the contract from the start of the project at all levels is therefore critical.
In addition, further submissions may be required for particular events, for instance: Clause 6.3 of FIDIC 87 (disruption of progress) requires the contractor to ".... give notice to the engineer, with a copy to the employer, whenever planning or execution of the works is likely to be delayed or disrupted unless any further drawing or instruction is issued by the engineer within a reasonable time. The notice shall include details of the drawing or instruction required and of why and by when it is required and of any delay or disruption likely to be suffered if it is late."
Cause and effect
A common mistake made by many contractors when attempting to demonstrate the cause and effect of an event is that they merely list in chronological order the pertinent exchanges of correspondence between the parties. From my experience this is usually insufficient to satisfy the burden of proof. To demonstrate cause and effect, a story should be prepared based on the facts describing the effect(s) of the event upon the works. This should include details of the planned works affected, referring to the planned sequence, durations, and methodology; the status of the works in relation to that planned at the time of the event; and, description of the changes to that plan as a consequence of the event.
Delay analysis
Conduct a delay analysis to demonstrate the effect of the event on the contractor's programme.
There are a number of internationally recognised delay analysis methods. Ultimately, the choice of delay analysis methodology will be dependent upon such matters as level of records available; the robustness of the baseline programme and any updates; time available; degree of accuracy; and, level of proof required.
Statement of claim
Every extension of time claim must contain a succinct statement of what the contractor is claiming.
Substantiation
Extract and provide documentary evidence (letters, method statements, instructions, progress reports and photos, minutes of meetings, programmes and schedules), statements of fact and expert witness statements (if required) in support of the assertions made within the claim submission.
Adopting these eight elements as a check list will give a good starting point for drafting any extension of time claim, in spite of each construction project being unique.
The event
Identify the event: the circumstance which gives rise to change causing delay.
Liability for the event
Once an event has been identified the next step is to determine liability for the event.
If responsibility rests with the employer or it is a neutral event, such as force majeure or exceptionally adverse climatic conditions, the contractor may be entitled to an extension of time. However, this is dependent upon the terms and conditions of the particular contract. In circumstances where the contractor is responsible for the event then the consequences remain with the contractor.
Contractual entitlement
Typically, construction contracts contain provisions entitling the contractor to an extension of time on the occurrence of a particular event provided the progress of the works or time for completion is delayed as a consequence.
For example FIDIC 1987 provides for an entitlement for extension of time in the event of: late drawings (Clause 6.4); adverse physical obstructions or conditions (Clause 12.2); discovery of fossils or antiquities (Clause 27.1); additional tests not provided for (Clause 36.5) suspension of the works (Clause 40.2); failure to give possession of site (Clause 42.2); additional or extra work (Clause 44.1(a)); exceptionally adverse climatic conditions (Clause 44.1(c)), any delay, impediment or prevention by the employer (Clause 44.1(d)); any special circumstances, other than through the default of the contractor (Clause 44.1(e)); and, contractor's suspension of the works (Clause 69.4).
Contractual compliance
Generally within an extension of time clause, the contractor will be obligated to submit notice(s) and detailed particulars within a specified time frame.
For example, Clause 44.2 of FIDIC87 provides: "Provided that the engineer is not bound to make any determination unless the contractor has (a) within 28 days after such an event has first arisen, notified the engineer with a copy to the employer, and (b) within 28 days, or such other reasonable time as may be agreed by the engineer, after such notification submitted to the engineer detailed particulars of any extension of time to which he may consider himself entitled in order that such submission may be investigated at the time."
Occasionally the submission of notice and/or detailed particulars will be expressed to be a condition precedent. The contractor's failure to comply waives its entitlement to claim an extension of time and owner's liability ceases. For this reason it is important to take cognisance and comply with the notice and detailed particular provisions expressed in the contract. Familiarity with the contract from the start of the project at all levels is therefore critical.
In addition, further submissions may be required for particular events, for instance: Clause 6.3 of FIDIC 87 (disruption of progress) requires the contractor to ".... give notice to the engineer, with a copy to the employer, whenever planning or execution of the works is likely to be delayed or disrupted unless any further drawing or instruction is issued by the engineer within a reasonable time. The notice shall include details of the drawing or instruction required and of why and by when it is required and of any delay or disruption likely to be suffered if it is late."
Cause and effect
A common mistake made by many contractors when attempting to demonstrate the cause and effect of an event is that they merely list in chronological order the pertinent exchanges of correspondence between the parties. From my experience this is usually insufficient to satisfy the burden of proof. To demonstrate cause and effect, a story should be prepared based on the facts describing the effect(s) of the event upon the works. This should include details of the planned works affected, referring to the planned sequence, durations, and methodology; the status of the works in relation to that planned at the time of the event; and, description of the changes to that plan as a consequence of the event.
Delay analysis
Conduct a delay analysis to demonstrate the effect of the event on the contractor's programme.
There are a number of internationally recognised delay analysis methods. Ultimately, the choice of delay analysis methodology will be dependent upon such matters as level of records available; the robustness of the baseline programme and any updates; time available; degree of accuracy; and, level of proof required.
Statement of claim
Every extension of time claim must contain a succinct statement of what the contractor is claiming.
Substantiation
Extract and provide documentary evidence (letters, method statements, instructions, progress reports and photos, minutes of meetings, programmes and schedules), statements of fact and expert witness statements (if required) in support of the assertions made within the claim submission.
Adopting these eight elements as a check list will give a good starting point for drafting any extension of time claim, in spite of each construction project being unique.
Saturday, January 16, 2010
Figuring the Forward Pass On a Critical Path?
When figuring the forward pass on a critical path, Someone start with zero. My colleagues say the correct way is to start with one, for the first day of the project. Each approach can give substantially different results, so which way is correct?
A. The critical path is only used to get the start date on the project, so either way is correct.
B. Start with zero to figure the critical path, as it is part of the set critical path formula.
C. The critical path is recalculated every week, so alternate between the two methods.
D. Look to see which task is the most valuable and select the start day of that task as the beginning of the critical path.
Answer: B. Start with zero to figure the critical path, as it is part of the set critical path formula.
Once the project activities have been defined, sequenced, and task durations estimated, a schedule is developed. However, it is important to the project manager to know how quickly this sequence of tasks could be completed under ideal circumstances: the critical path.
The Critical Path Method of Analysis (CPM) is a mathematical model you can use to calculate the longest path through the project, showing the shortest amount of time in which the project can be completed, with zero slack or float (wiggle room). The formula is 0 + Duration of A + Duration of B + Duration of C and so on, to complete the first of five calculations to figure critical path, a forward pass through the project. Assume the three activities are A (2 days duration), B (5 days duration), C (3 days duration).
Since projects never have simply a series of tasks to be done in sequence, you have to take into account activities done in parallel, or those which must be completed before other activities can start. To visually represent this, it is common to place the numbers on a network diagram. But remember, this is not showing which day of the project a task will be completed…this is just a visual image of the mathematical formula:
0 + A(2d) + B(5d) + C(3d) = 10days
A. The critical path is only used to get the start date on the project, so either way is correct.
B. Start with zero to figure the critical path, as it is part of the set critical path formula.
C. The critical path is recalculated every week, so alternate between the two methods.
D. Look to see which task is the most valuable and select the start day of that task as the beginning of the critical path.
Answer: B. Start with zero to figure the critical path, as it is part of the set critical path formula.
Once the project activities have been defined, sequenced, and task durations estimated, a schedule is developed. However, it is important to the project manager to know how quickly this sequence of tasks could be completed under ideal circumstances: the critical path.
The Critical Path Method of Analysis (CPM) is a mathematical model you can use to calculate the longest path through the project, showing the shortest amount of time in which the project can be completed, with zero slack or float (wiggle room). The formula is 0 + Duration of A + Duration of B + Duration of C and so on, to complete the first of five calculations to figure critical path, a forward pass through the project. Assume the three activities are A (2 days duration), B (5 days duration), C (3 days duration).
Since projects never have simply a series of tasks to be done in sequence, you have to take into account activities done in parallel, or those which must be completed before other activities can start. To visually represent this, it is common to place the numbers on a network diagram. But remember, this is not showing which day of the project a task will be completed…this is just a visual image of the mathematical formula:
0 + A(2d) + B(5d) + C(3d) = 10days
If more than one task must be completed before you move forward, choose the largest number in the upper right corner of each activity, the early finish date, to move forward.
To complete the critical path calculations:
• Identify all of the early start dates (0, 2 and 7),
• Figure the early finish dates (2, 7 and 10),
• Complete the backwards pass to calculate late finish dates and late start dates,
• Calculated the free and total float, and
• Identify the critical path. (search the web for instructions)
Now, you can show management how you could shorten the project schedule if you had:
• more full-time employees,
• alternate people with proper skill sets to replace vacationing employees,
• reduced vendor shipment times,
• fewer internal department delays due to lack of interoffice cooperation, and
• resolved other project schedule problems.
But more importantly for the project manager, now you can place the project activities on a schedule with a firm start date and plot the days on which each task will actually occur. At this time you can include leads and lags, assign resources, and show resource constraints, employee vacations, overallocations and company holidays to make your project schedule a more realistic timeline than the artificial one shown by the CPM calculations.
If you are sitting for the Project Management Professional (PMP)® certification exam, remember Task A always starts at zero. It has no predecessor and, thus, can begin right away. You will get incorrect answers as you do the backwards path and float calculations otherwise.
Figuring the correct critical path is important for a project manager in order to find the critical tasks. Since a critical task has no slack or float, a delay or overrun for a task on the critical path will always delay the end of the project unless the project manager intervenes.
To complete the critical path calculations:
• Identify all of the early start dates (0, 2 and 7),
• Figure the early finish dates (2, 7 and 10),
• Complete the backwards pass to calculate late finish dates and late start dates,
• Calculated the free and total float, and
• Identify the critical path. (search the web for instructions)
Now, you can show management how you could shorten the project schedule if you had:
• more full-time employees,
• alternate people with proper skill sets to replace vacationing employees,
• reduced vendor shipment times,
• fewer internal department delays due to lack of interoffice cooperation, and
• resolved other project schedule problems.
But more importantly for the project manager, now you can place the project activities on a schedule with a firm start date and plot the days on which each task will actually occur. At this time you can include leads and lags, assign resources, and show resource constraints, employee vacations, overallocations and company holidays to make your project schedule a more realistic timeline than the artificial one shown by the CPM calculations.
If you are sitting for the Project Management Professional (PMP)® certification exam, remember Task A always starts at zero. It has no predecessor and, thus, can begin right away. You will get incorrect answers as you do the backwards path and float calculations otherwise.
Figuring the correct critical path is important for a project manager in order to find the critical tasks. Since a critical task has no slack or float, a delay or overrun for a task on the critical path will always delay the end of the project unless the project manager intervenes.
Thursday, January 14, 2010
HALLMARKS OF A GLOBAL LEADER
Leadership has nothing to do with titles accosiated with their name and designation in the company and usually many of them are little more than – Leaders In Name Only.
“A lot of people talk about leadership and not that many actually do it.”
Mr. Brown (Dean of INSEAD)believes there are seven hallmarks of a great leader. “I think the most important one is how you communicate and how you listen because if you’re going to be a successful leader you’ve got to be a really aggressive learner.”
In his book, The Global Business Leader: Practical Advice for Success in a Transcultural Marketplace, Brown lists the hallmarks of leadership: openness, integrity, humility, a view of the present and the future, an optimistic outlook, the proper use of authority, and an understanding of personal and organisational objectives.
Leaders In Name Only aren’t very curious and they tend to surround themselves with people who look and think like them. They don’t really want to engage, learn and listen.They don’t really want your opinion, they don’t really want your input, they don’t really want you on their team. They’d like you to go away and do your job.
Success requires diverse teams and real leaders hire teams with differing skills and backgrounds, give them clear responsibilities, and stay in close touch with the team at all levels.
“A lot of people talk about leadership and not that many actually do it.”
Mr. Brown (Dean of INSEAD)believes there are seven hallmarks of a great leader. “I think the most important one is how you communicate and how you listen because if you’re going to be a successful leader you’ve got to be a really aggressive learner.”
In his book, The Global Business Leader: Practical Advice for Success in a Transcultural Marketplace, Brown lists the hallmarks of leadership: openness, integrity, humility, a view of the present and the future, an optimistic outlook, the proper use of authority, and an understanding of personal and organisational objectives.
Leaders In Name Only aren’t very curious and they tend to surround themselves with people who look and think like them. They don’t really want to engage, learn and listen.They don’t really want your opinion, they don’t really want your input, they don’t really want you on their team. They’d like you to go away and do your job.
Success requires diverse teams and real leaders hire teams with differing skills and backgrounds, give them clear responsibilities, and stay in close touch with the team at all levels.
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