Understanding Earned Value Basics

This file shows some examples in using Ms Project 2003 and Ms Excel to produce S-Curve chart based on the data collected from Earned Value Analysis.

Here is the link to the Ms Excel file that you can try out the concepts discussed in the presentation file.

A case study - Setting up a PMO

This is a presentation that I prepared for the seminar last year. But, unfortunately, I fell sick on that day. Eventually, the presentation was taken over by my colleague :-)

This presentation is about my experience as part of the pioneer team in establishing a PMO (Project Management Office) for one of the biggest ports in Malaysia.

Project Manager Survivor Guide

This is the slides that I prepared when I conduct and in-house training for our technical specialist. Some of the project management skill may be still applicable eventhough they are not put into the position as project manager.

Hope this guide is useful to you too :-)

PDU Calculation Worksheet

If you are rushing to submit the PDU (Professional Development Unit) claim within this year, you can use this Excel Worksheet to calculate how many points more you need here. There are a few restriction on certain type of activities such as professional work experience, self initiative learning activity, etc.

Reference for Writing Style and Grammar

I believe most project managers will face demands for clearer writing for their work on proposal, letter, memo, email, etc. When you are expected to write, people will expect you spend some time "to think" before you type. A clear message is always expected from your written document.

Here are some useful reference points for writing style and grammar :-)

Why project management is important?

This link shows why project management methodology is important. It also leads to the complete methodology of Tasmanian State Government.

Good Lessons Learned from Apperentice 2 and 3

Good Lessons Learned from Apprentice 2 and Apperentice 3.

Project Tolerance

Ultimately, the tolerance level that determines whether a project is a success or failure. Each project should be given tolerance level for the variances on scope, time and budget. All plans are based on the best estimation. There is no perfect plan. Based on actual measurement or feedback from execution, the plans have to be changed to reflect the actual situation and what to be done next. However, changes should not be taken for granted. All measurements must have baselines. By comparing the baselines to the actuals we got the variances.

If there is no tolerance level set, we can not know what is acceptable or what is not. The tolerance level is how the project determined for effectiveness, efficiency and economical. The tolerance level on any of these is strongly influenced by how good is the stakeholder relationship. No mater how good is the product or work done, if the stakeholder relationship is bad, the tolerance level will not be high -- so, that means the project is already half way dying .... So, start from now, pay more attention to stakeholder relationship management!

Book References Recommendation

Crucial Confrontations (Paperback)
ISBN: 0071446524

Crucial Conversations: Tools for Talking When Stakes are High (Paperback)
ISBN: 0071401946

As most project managers know, communication is critical as part of their work. Dealing with people is always a dynamic challange considering everyone they need to deal with will have different attitude, mindset, perspective, expectation, characteristic, etc.

I haven't gotten these two books yet, but planning to get a copy of them soon. Based on the feedback and review comment from those who own them, these two books will definitely add to your PM Tool Box :-)

Project Management Practices

Core Concepts: Project Management in Practice (with CD) (Paperback)
by Samuel J., Jr. Mantel (Author), Jack R. Meredith (Author), Scott M. Shafer (Author), Margaret M. Sutton (Author) "Once upon a time there was a heroine project manager..." (more)

Dealing with People You Can't Stand: How to Bring Out the Best in People at Their Worst

Another good book recommendation for you! It is about how to deal with the 10 types of most difficult people that can be in your office, home or anywhere ...

Although it may not address all the people that you may have difficult situation with, but at least, with this guide and practical advices, you can react differently, at least, be a more healthier victim :-)

Don't react too fast!

I have personally seen and been involved in highly emotional, personal, stressful situation in communication in projects.

When there is verbal attact, usually the person who is receiving the attact will be fighting back by instinct ... and the instinct is always telling us to do something silly ...

To communicate properly under stressful verbal attact, we need to put the personal emotion aside. Look at the real substance of the things being talked about. Not the choices of words being used. For example, "It sound stupid to me that this thing is to be done in this way ..."
Usually, we will automatically respond to the word "stupid" with anger. No, we should look at the substance: " ... for this thing to be done this way ..."

We can ask, "yeah, this way seems not so good AND I am open for suggestion. Your input is very much valuable for helping me ..." If you say in this way, the other party will have to be involved.

If this guy says "no, you are the consultant, you should know the best ..." Then, you can say, "I have tried my best to obtain the point of view of most of the key stakeholders on my (best) solution ... and so far they have given favourable replies ..."

We need to focus on the fact and the reason to support what you say. It is not emotion that supports us. But the real reasons will back us up.

The objectives is to get what we want in "good terms". Don't react too fast! :)

Soft buttons ...

Everyone has "soft buttons". Including myself. I am aware of emotion effects when someone presses my soft buttons. I am "allergic" to some words... I will clench my fist ... my body will be shaking ... my voice will be raised ...

But, I always regret after I release my "anger" ... Now, I tell myself, "wait! Cool down!!""Dear Mr. A, I am sorry, could you please repeat your question? I can't understand what you mean ..." This will make the speaker to have a chance to "rephrase" the question or accusation, then you can have some time to take a deep breath and reevaluate what is the real problems, then only react to the right problem ....

Shit ... I hope I don't regret too often ...

You asked. But, you don't listen!

Listening is NOT equal to SIMPLY asking question!

Ask the right question to get the right answer.

To get the right answer, listen properly!

Focus on the root information. Not about the length or flowery words ... Pay attention to the tone of voice and reaction on the face. Observing the body language is as important as the choice of words used.

If you ask question, but you don't listen properly; then it is equivalent to DON'T ASK!

Interviewed by the client's tender committee

During tender process, the client's tender committee can invite the vendor to be interviewed for clarifying certain issues or unclear statements specified in the proposal submitted by the vendor. After the client has clarified the issues they have, they might find out that actually, the vendor has given a better "idea" to refine the statements specified in the RFP (Request for Proposal) issued by the client earlier on. Then the client may scrap the previous RFP or tender documentation and initiate a new tender. Then, in the new tender, the client can include the things they found useful through previous clarification or interview.

Although the client has this option, but it may be negative effect on the vendor. The vendor's effort to respond to this kind of process involves additional pre-sale cost. However, as a vendor, we cannot run away from this if we need the business from the client. However, the client still has option to plan their evaluation process to suite their preferred vendor. If you know that you are not their preferred vendor, save a bit of effort on a higher chance tender.

The tender evaluation process can be tailored in any way to give higher marks or weightage on certain areas. For example, the preferred vendor can provide feature A and D better. So, the evaluation process can give higher weightage to feature A and D. That means that in the evaluation form, it may say 30% on feature A, and 30% on feature D, feature C 10%, etc. But, these evaluation criteria is not available to the vendor, so the vendor has to be smart "enough" to know what is considered important to the client.

:-)

PowerPhrases - Say What You Mean, Mean What You Say, Don't Be Mean When You Say It

This is a good book. I would suggest that you read this book before you are confronting those tuff guys :)

Click here to find out more

T.E.A.M - Cross Cultural Team Management

In some complex projects, most of the time the project team may
formed by many parties with different cultural difference. When we
say cultural differences, they are referred to as difference in terms
of but not limited to the following:

1. Nationality
2. Citizenship
3. Company values
4. Religion
5. Personal beliefs
6. Industrial practices
7. Age group
8. Gender group
9. Ranking in position

The list may go on and on ...

But, I think the basic principles are still applicable in managing
the team with cultural differences:

1. Respect
2. Trust
3. Motivation

However, when we are going to solve problems/conflicts within the
team with cultural difference, we have to pay attention to at least
the following source of information:

1. Choice of words (in the conversation)
2. Understanding of the problems (listen to the people involved)
3. Observation of the emotional reaction
4. Description of the case from their co-workers or friends (from the
same group, or having similar culture)

In order to perform stakeholders analysis, we can use the basic TEAM
factors as the starting point:

T - Timing of the action: For example, when is the right timing for
resource aquisition, the right timing of information distribution to
the stakeholders, etc

E - Effect of the project: For example, what is the perception about
the end effect of the project amoung the stakeholders. Will it affect
their jobs?

A - Authority and influence: For example, who has the authority or
influence on the project? Some times, some times, some people without
the authority and make or break the project by releasing some "3rd
party opinion" ...

M - Motivation: For example, what motivates the stakeholder to buy
in? What makes the people work ...

I created this simple TEAM factors for myself to remember the most
critical factors all the time when managing the team and
stakeholders. Hope that it helps :)

What do you think?

The usual processes for setting up a realistic schedule

The usual processes for setting up a realistic schedule:

1. Invite the team to give input and create the WBS - if the riskassessment is performed at the same time is also possible.

2. Prepare the Network Diagram for the WBS

3. Perform risk assessment in order to find out more risks after thedependencies have been identified.

4. Update WBS and the network diagram

5. Assign resources to the work packages

6. Prepare draft schedule with resources availability

7. Perform resource leveling

8. Perform risk assessment in order to find out more risks after the resources have been considered

9. Get consensus and finalize the schedule

10. Finalize the baseline

Usually, for small project, the risk assessment is also informal and is done at the initial stage, which might be even before the schedule is developed.

But, to create an almost realistic schedule, the resource leveling (step 7) is important. But, be careful when you do this with any scheduling software.