PROJECT MANAGEMENT KNOWLEDGE

OffShore Wind Energy Project

noreply@blogger.com (sikandar Ali) — Thu, 23 Sep 2010 10:35:00 +0000

State of the art project; domestrate modern and latest skills of Project Management Knowledge

Project Management Knowledge and Skills

noreply@blogger.com (sikandar Ali) — Fri, 16 Apr 2010 10:55:00 +0000

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

DRAFTING A EXTENSION OF TIME CLAIM IN CONSTRUCTION

noreply@blogger.com (sikandar Ali) — Thu, 11 Feb 2010 06:11:00 +0000

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.

Figuring the Forward Pass On a Critical Path?

noreply@blogger.com (sikandar Ali) — Sat, 16 Jan 2010 10:11:00 +0000

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

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.

HALLMARKS OF A GLOBAL LEADER

noreply@blogger.com (sikandar Ali) — Fri, 15 Jan 2010 07:14:00 +0000

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.

ARE YOU LOOKING WAYS FOR BEST PROBLEM SOLUTIONS TOOL?

noreply@blogger.com (sikandar Ali) — Mon, 18 May 2009 09:51:00 +0000

Projects seldom run smooth -in other words- they are encountered with several issues and problems for several reasons which needed to fix with best solutions for successful completion of project.

Brainstorming is technique usually adopted by team members looking for generating ideas, risks, and solutions for issues. A facilitator records the participant’s ideas for later analysis and solution.

However, to produce best results from brainstorming session, following are the key areas needed to be considering;

1. Planning: poor planning such as, setting out unclear objectives, can be one reason for not achieving the results of brainstorming for solutions.
2. Strong Facilitation: strong facilitation is required to avoid focusing on irrelevant topics and issues.
3. Information Gathering: develop the viable mechanism of gathering the information depending upon the size of participants. The recording tools could be flip charts or some kind of computer aided tool.
4. Consensus: work with the attendees to reach a common understanding and consensus during a session, means everyone plays a part in the analysis and solution.
5. Action Plan: creates an action plan which helps to gain buy-in from the attendees and implement the action plan straightaway.
6. Follow Up: Don’t forget to follow-up the agreed target dates.

MANAGING THE OFFICE WORKLOAD

noreply@blogger.com (sikandar Ali) — Mon, 04 May 2009 06:32:00 +0000

Most of us during their professional career, finds workload management ineffective. These workload pressures multiply and become increasingly difficult as we progress in the career. This can lead to mistakes being made, tasks are overlooked or forgotten about and a sense of not being in control of our workload. These problems could be cause by many factors but most commonly are the following;

1. Lack of Clarity
2. Stockpiling of tasks, it means lose of track
3. Misunderstanding of overall situation
4. Don’t know how to priorities?

There are different set of approaches in the Project Management world, which allows you to achieve clarity on the overall picture of everything you are expected to be working on, identify the bottlenecks and get a clear view of what needs to be done by you and others. There are few steps which helps you to manage your workload efficiently.

1. Keep a clear record of workload
2. Get Clarity on the overall picture
3. Identify the links between tasks
4. Break them down into manageable chunks
5. Assign the priority
6. Take needful actions to accomplish
7. Track the unfinished tasks or the one require further actions

It gives you the ability to understand the different stages of the task and priorities actions and tasks, meaning you will know how to tackle the task at hand and feel on top of your workload. Goodluck!

Memory Aids for PMP Exam

noreply@blogger.com (sikandar Ali) — Sat, 25 Apr 2009 09:45:00 +0000

The following are common tools and techniques for all the processes in the Project Integration Management knowledge area:

· Project Management Methodology
· Expert Judgment (except Direct and Manage Project Execution)
· PMIS

After the Project management plan is developed, it is an input for all successive processes in the Project Integration Management knowledge area.

Activity Attributes Updates is a common output for all the processes in the Project Time Management knowledge area except the first process where activity attributes are created.

Requested Changes is a common output for all the processes in the Project Time Management knowledge area except the Activity Duration Estimating Process.

Tools and techniques used in Risk Identification:

BIRDS (Information Gathering techniques)
CSI (Diagramming techniques)

B I R D S:
Brainstorming
Interviewing
Root cause identification
Delphi technique
SWOT Analysis

C S I:
Cause and Effect Analysis
System or Process Flow charts
Influence Diagrams

Tools and techniques used in Quantitative Risk Analysis:

PIE (Data gathering and representation techniques)
MEDS (Quantitative risk analysis and modeling)

P I E:
Probability Distributions
Interviewing
Expert Judgement

MEDS:
Modeling and Simulation (eg. Monte Carlo Analysis)
EMV Analysis
Decision tree analysis
Sensitivity Analysis (eg. Tornardo Diagram)

Tools and techniques used in Risk Response Planning:

a. Strategies for Negative Risks / Threats:

ATM:
Avoid
Transfer
Mitigate

b. Strategies for Positive Risks / Threats:

SEE
Share
Enhance
Exploit

Tools and techniques used in Scope Definition:

APES
Alternatives Identification
Product Analysis
Expert Judgement
Stakeholder Analysis

There is only one Tool & Technique for Risk Management Planning: Planning meetings and analysis.

When the seller selection is based on PRICE, its often called a tender / Bid / Quotation. When the seller selection is based on technical skills / approach, its called a proposal.

Recommended Preventive action is used to bring the project into compliance with the project plan. Recommended corrective action is anything that needs to be done to bring the seller in compliance with the terms of the contract.

Prevention is keeping errors out of the process. Inspection is keeping errors out of the hands of the customer.

Attribute sampling is whether the result conforms or not. In Variables sampling, the result is rated on a continuous scale that measures the degree of conformity.

Common causes (random causes) are normal process variations. Special causes are unusual events.

The result is acceptable if it falls within the range specified by the tolerance control limits. The process is in control if it falls within the control limits.

Seven basic tools of quality: CCFRHPS

Cause and Effect Diagrams.
Control Charts.
Flow charting
Run Chart
Histogram
Pareto Chart
Scatter Diagram

Constraints for human resource planning:

CEO
Collective bargaining agreements
Economic conditions
Organizational Structure

Project Statement of Work describes:

BPS
Business Needed
Product Scope Description
Strategic Plan

LEASON LEARNED – PMP CERTIFICATION EXAM

noreply@blogger.com (sikandar Ali) — Wed, 22 Apr 2009 08:10:00 +0000

In continuation of my previous posting on perceiving benefits of certification, I thought I should also present my lesson learned of PMP Exam as well to help you in preparation of the Certification exam.

Study Plan for PMP Exam
I had divided my preparation into three stages
1. Comprehensive Reading:
Select one more book with PMBOK for PMP exam preparation”. I utilized this suggestion while preparing for my exam and I found it “logical” because in this you have full grip on your exam preparation. But also be aware of the fact that studying too many books at the same time results in the loss of control on your preparation.
PMBOK; I recommend PMBOK book for proper exam preparation. I read this book two to three times comprehensively.
Rita’s PMP Book; I just used it as a supplementary book, I also read it once comprehensively and then consulted it only a couple of times to understand any term or definition not defined in the PMBOK such as theories of Motivation etc. It also helps to understand some tricks to approach the problem/scenario described in the question. This not only improved my confidence but also improved my score in PM Fastrack and Kerzner Exame Prep CD during practicing different questions.

2. “Commit to memory”
There are a few things which need “fine” understanding and then preparation for PMP exam which includes ITTO, Formulas for PMP, Page70 PMBOK and Rita Process Chart and different terms like “Value Analysis” “Monte Carlo Analysis” “Design of experiments” etc to answer many questions in the final exam.
First I understood all the ITTOs and then I practiced them asking myself inputs, output and tool & techniques of different process; memorized Rita’s process chart and Page 70 of PMBOK.

3. PMP sample questions
I practiced questions from the following sources

1. Questions form Rita’s PM Fastrack with answer explanation.
2. PMP sample questions at the end of all chapters
3. Kerzner’s PMP practice questions.
4. Questions from some internet sources

I practiced 2500-3000 questions before my final exam.

Final Review:
I planned five to six days for my final review and I reviewed all the chapters, ITTO, Formulas and Glossary in these days. However, a complete review of both books in two days period was very hectic and stressful experience. However, this has increased my confidence on the day of exam.
Exam Day:
I booked my exam at 9am in at Prometric Center. After fulfilling all formalities I sat for exam;
1. First 15 Minutes
In first two to three minutes I went through the entire tutorial for how to use computer and answers the questions in exam. In next 12 minutes, I wrote down all the important formulas such as Earned value and communication, page 70 of PMBOK.
2. 4 Hours time
Before starting exam I had decided that I would complete 50 to 60 questions in one hour time so that I do not have to rush to complete all the questions quickly but when I finished 50 question in less then 50 minutes then I decided that I would go on like this, 50 questions in one hour and I finished 200 question in 3:20 hours and in next 30 minutes I reviewed the marked questions. Around 13:00 hours time I pressed the End Exam button and after giving feedback regarding facility, finally a congratulation message came up and I thanked God Who had helped me in passing this exam. It’s His blessing because I had requested Him a lot through prayers that I wanted to pass it in my first attempt.

I had asked myself few questions after passing PMP exam for lesson learned purpose and here they are:
Do you think that PMP exam was difficult?
No, if you are well prepared for it. This exam is not that much difficult that it cannot be passed. If you have prepared for the exam and practiced sample questions with good understanding I think you can easily pass it in your first attempt.
Do we need to read many books for Exam Preparation?
No. One more book with PMBOK, which is well recommended and recognized globally is enough. I had a lot of material for exam preparation but I only selected Rita’s PMP as a supplementary book for complete preparation and I was satisfied at the end of the exam.
Do I need to memorize ITTO?
ITTO needs “Fine” preparation. No one can tell me how should I prepare, it’s only me who knows how should I go with ITTO. I understood them thoroughly along with practice.
Do I need to practice sample questions even though I am confident about my preparation?
Yes, you do need to practice sample questions but the important thing is that sample questions should be selected from best available resources. Do not select such type of questions which have more then FOUR CHOICES or have choices like “ALL THE ABOVE” “None of Above” etc.
Secondly, do not rush to finish thousands of questions just for your satisfaction that I have finished 10,000 questions. Try to understand each question and its choices, for example if choice A is correct, why A is correct and other choices are not correct, and if A and C are correct then why one of them is best choice. If you do like this, you will definitely pass your PMP easily.
How many questions are needed for practice to pass my exam?
It really depends on your exam preparation. if you have comprehensive preparation then after practicing few hundred questions you will get an idea about your preparation. Otherwise, practice as much as you can. you should practice the sample questions. Look on web, thousands questions are available for practice.

I hope my lesson learned will help you in the preparation of PMP exam. Goodluck!

Perceiving Benefits of Certifications:

noreply@blogger.com (sikandar Ali) — Wed, 22 Apr 2009 04:59:00 +0000

Due to increasing challenges in the industries, both the Companies and Professionals have started recognizing the importance and value in the certifications.

Different researchers has reckoned the importance and concluded the following benefits of the Certifications. I hope these would be motivating enough to encourage you for certification.

Benefits of Certifications for Professionals

Global Credentials: Certifications are globally accepted means of establishing as well as assessing the essential set of credentials required for a job.
Increased Skills and Knowledge: Certification holders feel that acquiring a technical certification has made them more confident in their jobs and the work they perform. It improves their problem-solving skills on the job and increased their overall job productivity.
Better Career Opportunities: Getting certified can help enhance career prospects.
Greater Remuneration and Promotions: These are the means for greater remuneration, more challenging job profiles leading to promotions.
Job Security: They provide increased job security.
Respect: Are the means of gaining respect amongst peers and colleagues.
Competence: They are hard evidence to determine the level of competence to perform the tasks assigned or any other tasks to be assigned in future.

Benefits of Certifications for Companies/Organizations:

International Benchmark: They provide the management with an internationally accepted benchmark against which both current and prospective employees can be assessed.
New Market Opportunities: Certifications help organization explore new markets thus broadening their horizons for better market opportunities.
Industry Skill Assessment: Certifications are becoming industry standards skill assessment.
Talent Measurement Tool: They are objective measurements of skills and hence easy to use when it comes to comparing and contrasting the talent pool.
Critical Distinguishing Factor: In some cases it becomes the critical distinguishing factor when candidates have similar skill sets and experience.
Improved Processes: Implementing and practicing industry good and best practices always improves the effectiveness and efficiency of an organization eventually increasing ROI.
Selling Point: Advantage and preference is given for winning contracts and business.

So I will advise don’t wait and think about it. As I have mentioned in my previous posting as one way of going extra mile in your work.

How to define Project Objective and Developing Strategy?

noreply@blogger.com (sikandar Ali) — Wed, 15 Apr 2009 06:13:00 +0000

You need to consider the main parameters of Project Management (Time, Cost, Scope and Quality) when you build your project objectives.

Do not forget the main questions WHO, WHEN, WHAT, HOW, WHERE (main questions of PM):

Who is the target group
Where is the target group (geography)
What is the product to deliver
When is the product to be deliver
How is the product to be delivered

Once you have defined this you can start making your WBS. You can use LFA as a tool to identify the problem, goal and objectives for your project strategy, for example:

The strategies you put to achieve your objectives and goal will lead you to put the activities and assign the required resources (human and material).

noreply@blogger.com (sikandar Ali) — Wed, 15 Apr 2009 06:11:00 +0000

How to define Project Objective and Developing Strategy?

You need to consider the main parameters of Project Management (Time, Cost, Scope and Quality) when you build your project objectives.

Do not forget the main questions WHO, WHEN, WHAT, HOW, WHERE (main questions of PM):

Who is the target group
Where is the target group (geography)
What is the product to deliver
When is the product to be deliver
How is the product to be delivered

Once you have defined this you can start making your WBS. It is suggested that you to be consistent in formulating your proposal and using LFA as a tool to identify the problem, goal and objectives for your project proposal, for example:

VISION -SOLUTION

Cause 1
Cause 2
Cause k
Cause n
PROBLEM
Objective 1
(related to cause 1)
Strategy
Objective 2
(related to cause 2)
Objective k
(related to cause k)
Objective n
(related to cause n)
Strategy
Strategy
Strategy
Strategy

Strategy
Strategy
Strategy
Strategy
Strategy
Strategy