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2
KANAKA MAHA LAKSHMI THALLI
THIS BOOK IS DEDICATED TO THE ALMIGHTY, WHO
ALWAYS SHOWERS HER BLESSINGS ON HER
CHILDREN.
3
2007, POME, Gautam_Koppala, All Rights Reserved
PROJECTS AND OPERATIONS
MANAGEMENT EXPOSED
(POME)
Part “PROJECT TEAM”
A COLLECTION AMELIORATED BY
GAUTAM KOPPALA V.T.
4
2007, POME, Gautam_Koppala, All Rights Reserved
5
2007, POME, Gautam_Koppala, All Rights Reserved
6
6
You are the only person who can revolutionise your life.
You are the only person who can influence your happiness,
your realisation and your success.
You are the only person who can help yourself.
Your life does not change, when your boss changes,
when your friends change, when your parents change,
when your partner changes, when your company changes.
Your life changes when YOU change,
when you go beyond your limiting beliefs,
when you realize that you are the only one responsible for your life.
PC: Location:
Course
Name
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29
GAUTAM
KOPPALA
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Name : GEORGE
Month: MARCH
30
PROJECT
0.00
0.00
DRDO-
620P-
DEFENSE,
20151.P 8 7 8 5 9 78 8
BANGALO
.01
RE 60.00
0.00
Y
Y
0.00
A
A
0.00
D
D
Y
Y
A
A
R
R
U
U
D
D
31
T
N
N
A
A
U
U
GENERAL
4
WORK
S
S
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S
S
S
S
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LEAVE
Total 8 7 8 5 9 78 8 0 0 8 8 8 88 8 8 88 8 0 140.00
32
125
Q Insert 0
Ref Scope Management -3
177
© 2007, POME, Gautam_Koppala, All Rights Reserved
Do you break No evidence Can explain Some Projects Every Project 2
the scope of of Project the principle have a detailed has a detailed
the work into Scope being of WBS Plan (SAP / MS Plan (SAP / MS
Scope Work more practical broken down planning but Project etc.) Project etc.)
2 Breakdown implementation into WBS has not put incorporating incorporating
Structure (WBS) blocks for activities on into practice activities using a activities using a
planning Project Plans formal WBS formal WBS
purposes on
every project?
Do you use Does not Can explain Uses Scope Uses Scope 3
formal Change understand the principles Change Tools Change Tools
Control tools the concept behind (Change Request (Change Request
(Change of tracking tracking Scope Form / RFI / Form / RFI /
Request Form / Scope Changes but Change Change
RFI / Change Changes has not Notification Notification
Notification translated this letter/ VO logs / letter/ VO logs /
Scope change letter/ VO logs to practical Confirmation of Confirmation of
3
control / Confirmation implementatio Verbal Verbal
of Verbal n Instructions / Instructions /
Instructions / Engineering Engineering
Engineering Change Control Change Control
Change Control Logs) but not on Logs) on every
Logs) to track & every project project and uses
communicate them for
the scope commercial
178
© 2007, POME, Gautam_Koppala, All Rights Reserved
changes? benefit
179
© 2007, POME, Gautam_Koppala, All Rights Reserved
Do you know Does not Can explain Fully Fully 2
what your understand the relevance understands understands
customers the principles of the customer customer
expectations of CTQ's or customer expectations and expectations and
(Critical to VOC expectations strives to meet strives to exceed
5 Quality - CTQ's, but doesn't go them them or drive
Voice of the out of his way additional
Customer to address business from
surveys - VOC) them them
are on your
projects?
180
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Understands why Understands 3
understand the principle certain projects fully why certain
Do you know why some that Projects were accepted projects were
the strategic projects are are a means (specifically accepted
importance of taken at low to expand the those at low (specifically
your projects margins. (more margin, those at low
(i.e. how and profitable) technically margin,
7 why they were Service part of difficult or technically
taken), the business contractually difficult or
especially those complicated) and contractually
that appear to the concept of complicated) and
be complicated 'Account actively support
or at a low GM? Management' the drive to
convert them to
Service contracts
181
© 2007, POME, Gautam_Koppala, All Rights Reserved
Contract
Do you always Does not Can explain Always has a Always has a 3
request / understand why it is complete set of complete set of
receive a full why it is important to Contract Contract
copy of the important to have all the documentation documentation
Contract have all the Contract for his projects, for his projects,
9
documentation Contract documentatio but does not and fully
on all your documentatio n but does not understand the understand the
Projects and n always have a relevance of it all relevance of it all
Contractual understand the complete set
(T&C's) contents?
182
© 2007, POME, Gautam_Koppala, All Rights Reserved
where to find different types in the event of a
the Cover Notes are claim situation
and how to
make a claim?
Do you know Does not Can explain Ensures that Actively engages 3
the Billing / understand the principles Billing and the customer to
Payment the principles of asking for, Payments occur ensure that all
requirements of of asking for, and receiving, as dictated by payments are
11 your Contracts and payment for the terms of the received in full
(when to Bill, receiving, Project contract on each and on time
How to Bill, payment for activities and project
When to expect Project the processes
payment)? activities involved
183
© 2007, POME, Gautam_Koppala, All Rights Reserved
and get paid for mechanism to and claiming for
scope apply it for payment for
changes)? each project each project
184
© 2007, POME, Gautam_Koppala, All Rights Reserved
Do you Does not Can fully Monitors the Actively pushes 2
understand the fully explain the Customer for early release
Retention understand implications of application of the of the Retention
requirements of the Retention in Contract monies at the
your projects implications the Contract Retention Start or End of
14
(How much can of Retention documents of clauses and the Warranty
be deducted, in the all projects passes same to period
when and how Contract Subcontractors
will it be documents of
recovered)? all projects
185
© 2007, POME, Gautam_Koppala, All Rights Reserved
Do you Does not Can explain Ensures that all Actively gets 3
understand the understand how any notifications of involved in the
dispute how any disputes on all disputes are negotiations and
resolution disputes on the projects formally settlement of the
Claim mechanisms in all the will be recorded in disputes on all
16
Management your contracts projects will resolved accordance with projects
(How are be resolved (Arbitration, the Contract
contractual Adjudication, conditions
disputes to be Litigation etc.)
resolved)?
186
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Keeps a Proactively 3
understand the need for a 'Constraints' log publishes the
Do you keep
the need for 'Constraints' on projects to 'Constraints' log
and publish a
a log on show where on projects, to
'Constraints' log
'Constraints' projects and delay and other parties, in
indicating
log on the data disruption, order to help
18 where you are
projects needed to caused by all mitigate delays
being delayed
show where other parties, is and disruptions
or disrupted by
delay and taking place or provide
other parties on
disruption are evidence in
your projects?
taking place dispute
resolution
Quality Management
187
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Does produce a Proactively 2
understand the concept of plan for every drives the
the concept 'Quality Plans' project to show Quality Plan on
of 'Quality on projects how the Quality projects to
Do you always Plans' on and how the of the supplied ensure that the
complete a projects Quality of the goods and customer is fully
20 Quality Plans
Quality Plan for supplied services can be aware of the
every project? works can be validated Quality
validated processes and
procedures that
are being
implemented
188
© 2007, POME, Gautam_Koppala, All Rights Reserved
Can you Is not aware Can explain Applies the ISO Carries out 2
demonstrate of the local the local operating training /
how you are business ISO business ISO procedures to all coaching on the
currently Operating Operating his project Operating
ensuring that Procedures Procedures activities, where Procedures for
you and/or and knows project specific his direct reports
your direct where to find procedures do / subcontractors
22 ISO procedures
reports are them not override and / or
working to the them implements
latest business project specific
ISO Operating procedures
Procedures (or
project specific
equivalent)?
Does not Can explain Carries out 'End Uses the output 2
understand the scope or of Contract' of 'End of
Do you always
the scope or purpose of an reviews on a Contract' reviews
carry out a
purpose of an 'End of regular basis to make 'Lessons
formal project
23 Project Closeout 'End of Contract' learnt' proposals
'End of
Contract' review but has for business
Contract'
review not formally changes
review?
carried one
out
Time Management
189
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Actively uses Can easily see 2
Can you explain understand the both views for potential issues
the difference any of the terminology planning in one view
between Gannt terminology used and how purposes (an without the need
24 Charts, Bar used these are just easy switch to switch to the
Charts and different views between both is other view
Precedence of the same standard on
Diagrams? planning data most planning
tools).
190
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Plans resources Uses Labour 2
Can you explain know how to that resources on projects Histograms to
the benefits of plan are finite and knowing Holiday 'smooth' peaks
resource resources have to be Schedules / and troughs of
planning, how (Resource planned in Competencies available labour
Resource the process is Utilisation) order to be without
26
allocation carried out and used compromising
what efficiently. project delivery
information is (i.e. knows dates
available/neede about
d? Capacity
Management)
191
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Produces Aligns the Aligns the 3
produce any updates on a update process update process
updates after monthly basis with the scope with the scope
How often do
the initial simply and timescale of and timescale of
Update you update
28 plan because that each project each project and
processes your project
aligns with the (minimum in conjunction
plans?
CTC process Monthly) with the
customers
planning needs
Do you use Does not use Uses Excel or Uses MS Project Uses Primavera 0
professional any planning 'shareware' or SAP (or or Artemis (or
30 Planning Tools
Planning Tools tools tools equivalent) equivalent)
for planning proficiently proficiently
192
© 2007, POME, Gautam_Koppala, All Rights Reserved
your projects,
and which
ones?
Do you always Does not Can explain Always receives Knows how to 0
request / understand the or generates a use the BOM or
receive a full the terminology BOM or BOQ at BOQ to
priced Bill of terminology and what the the start of substantiate
31 Budgets Material (BOM) used bills contain every project 'Scope Change'
or Bill of prices to the
Quantities customer
(BOQ) for your
projects?
193
© 2007, POME, Gautam_Koppala, All Rights Reserved
monitoring
purposes
194
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Knows where to Is capable of 0
understand the process of get Estimating / self-generating
the process how to Commercial cost / sell values
Do you know of how to estimate the support to for Variation /
how to estimate estimate the cost and facilitate the cost Change Orders,
Variation / cost or selling price of / sell calculation using local
35
Change orders selling price Variations / for Variation / estimating tool
on your of Variations Change Change Orders and knowledge
Projects? / Change Orders of the project
Orders Overhead and
Profit
expectations
195
© 2007, POME, Gautam_Koppala, All Rights Reserved
Can you explain Does not Can explain Knows the major Understands and 0
the contents of understand the concept of components of a can articulate
a Profit & Loss the concept a P&L P&L the impact of
statement, of a P&L Projects on the
37 P&L
detailing where P&L
the major
component
data is derived
Can you explain Does not Can explain Knows the major Understands and 0
the components understand the concept of components of can articulate
that go the concept Working Working Capital the impact of
together to of Working Capital Projects on
38 Working Capital make up a Capital Working Capital
Working Capital and that the goal
statement and is to minimize
their effects on Working Capital
the end result
196
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Applies the Uses Graphical 0
understand the concept of concept of representation of
Do you
the concept Earned Value Earned Value Earned Value
understand the
of Earned Management Management on Analysis to
Earned Value terminology
40 Value relevant projects portray the true
Management used in Earned
Management status of a
Value
project and
Management?
support the CTC
process output
Do you know Does not Can explain Can explain what Has utilized Bank 0
what would you know what a what a Bank the process is to Guarantees on
would Bank Guarantee is raise a Bank projects
potentially use Guarantee is and what Guarantee and
41 Bank Guarantees a Bank purpose it where to find it
Guarantee for could serve
and how you
would raise
one?
197
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Ensures that all Works with the 0
know what what the Billing is in Credit Control
the Accounts Accounts accordance with department to
Can you explain Receivables Receivables the contract ensure resolution
the Accounts process is process is conditions of all of all genuine
Receivables projects and 'Invoice
42
process, and ensures that Disputes' in a
it's impact on 'Invoice timely manner
the business Disputes' are not
the result of
administration
errors
Credit Control Does not Can explain Ensures that a Makes the 0
understand the process of credit check is Account
Can you explain
the process Credit carried out on Receivable
what
of Credit Checking and Customer and department
information can
Checking how it applies Subcontractor aware of any
be derived from
to both prior to information that
Credit Checking
43 Customers commencing could be related
software
and work to the credit
package and
Subcontractor rating of
what purpose
s Customers
that data
(potential
serves
inability to pay
Corporate for
198
© 2007, POME, Gautam_Koppala, All Rights Reserved
works done)
199
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Has identified Actively works to 0
understand what GM the reasons, and ensure that
what GM Deviation is. mitigation lessons learnt
Deviation is actions, about the GM
Can you explain associated with deviation
what Gross GM Deviation on (positive or
Margin (GM) all projects negative) are
45 GM Deviation Deviation is on applied to all
any project and future projects
why it would and
occur? disseminates the
learning across
peer PM's or
members of
Project Teams
Risk Management
200
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Ensures that a Ensures that the 0
know where where to look formal technical SDC or TAC
to look for for Technical risk assessment always notified
Do you always
Technical risk risk on a is carried out on to review any
Tech Risk & identify the
47 on a project project each project (by identified
opportunity Technical risk in
Project integration
your projects?
Engineer/s, issues at the
where earliest
applicable) opportunity
201
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Always produces Always produces 0
know how to how to a formal Risk a prioritized Risk
formally formally Register or Assessment
Do you formally
record record project equivalent on document
record the
Risk project risks risks relevant projects (Decision Tree
49 identified risk
Assessments Analysis /
on your
Probability &
projects?
Impact charts)
on relevant
projects
202
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Always requests Has access into 0
Do you always know what what the CAP and receives the the CAP system
get a hard copy the CAP documentatio CAP and can retrieve
of the Contract documentatio n is documentation project data
Approval n is for all projects without
Bid Approval
51 Process (CAP) assistance. Is
Process
data for your prepared to
Projects or challenge the
know where to data /
find it? assumptions
contained
Have you Does not Has Has received Six Applies FMEA 0
received Six have any knowledge of Sigma Green and other Six
Sigma training knowledge of Six Sigma and Belt certification Sigma processes
and used the Six Sigma or FMEA through (completed a 6S to relevant
52 Six Sigma
FMEA process FMEA Green Belt project) projects to assist
to identify Training in risk
prioritized risks assessment
on projects?
HR Management
203
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Always produces Ensures that all 0
know how to how to a Project Team relevant people
produce a produce a structure have sight of the
Project Team Project Team document Project Team
structure structure (Organisation structure
Do you always
document document Chart) for every document
establish and
(Organisation (Organisation project (Organisation
publish the
Chart) Chart) Chart) including
Project Team Project Team
53 Customer and
structure Structure
Senior
(Organisation
Management and
Chart) for your
that contact
projects?
telephone / fax /
email data is
included for ease
of
communication
204
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Produces a Roles Produces a 0
Do you always know how to how to & communication
produce a construct a construct a Responsibilities plan and holds
formal Roles & Roles & Roles & matrix Chart for briefing
Responsibilities Responsibiliti Responsibilitie every project meetings with
Matrix chart es Matrix s Matrix chart the project
Communication
55 and ensure all chart or it's and it's personnel on
Strategy
parties on the purpose purpose every project to
project know ensure they
what they have know what the
to do and Communication
when? strategy /
processes are.
205
© 2007, POME, Gautam_Koppala, All Rights Reserved
has been team)
successfully
trained /
coached / self
taught)
206
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Carries out Uses the HP&D 0
know about about the HP&D process process to
the HP&D HP&D for direct reports motivate,
processes processes or for self. challenge,
Assigns work promote, or
packages to register concerns
Can you
employees and about direct
demonstrate
effectively tracks reports
knowledge and
and monitors (Appropriate
Performance implementation
57 their completion. setting and
Management of Performance
measuring
Measurement
performance
goals and
against SMART
practices?
Objective and
use of
Performance
Improvement
Plans, where
necessary)
207
© 2007, POME, Gautam_Koppala, All Rights Reserved
Can you explain Does not Can explain Understands Utilizes local 0
the currently know about about what 'Reward'
operational incentive incentive measurement processes to
Incentive schemes or schemes or data elements motivate /
schemes and 'Reward' 'Reward' are used in reward the
can you processes processes Incentive project teams
demonstrate scheme members
58 your calculations and
understanding how a PM can
of the various influence these
'Reward'
processes and
how you have
personally used
them
208
© 2007, POME, Gautam_Koppala, All Rights Reserved
Can you Has no Can explain Has actively Has pro-actively 0
demonstrate knowledge of the Corporate been involved in dealt with poor
your the disciplinary Corporate performance by
understanding Corporate processes disciplinary instigating
of the disciplinary (Warnings / processes Corporate
60 Disciplinary
disciplinary processes Dismissals (Warnings / disciplinary
processes and (Warnings / etc.) Dismissals etc.) processes
your practical Dismissals (Warnings /
involvement in etc.) Dismissals etc.)
them
Procurement Management
209
© 2007, POME, Gautam_Koppala, All Rights Reserved
project Bid cost
calculations.
210
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Always uses the Includes 0
understand the concept of local Purchase 'Ordering' in the
the concept planning the Requisition WBS of planning
Do you know
of planning ordering process and activities of all
how to go
the ordering activities to keeps records of projects taking
about planning
activities to match the what has been known 'lead
and placing an
63 Order placing match the project plan ordered, when times' into
order on a
project plan activities and and for what. consideration (to
Vendor /
activities nor can explain optimize
Supplier /
the local the local deliveries and
Subcontractor?
Purchase Purchase minimize storage
Requisition Requisition costs or Working
process process Capital)
211
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Ensures that Pro-actively 0
know where where to look Subcontract interviews all
to look for for offers are valid major
Subcontract Subcontract and that their subcontractors
risk on a risk on a terms are 'back on projects
project project to back' with (using standard
Corporate questionnaire
Do you know wherever templates) to
how to identify possible on any fully establish
Subcontract Risk
64 the Subcontract project any risk before
& opportunity
risk in your placing any
projects? order /
subcontract and
has a
contingency plan
in place in case
of Subcontractor
'failure' during
the project
212
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Ensures that all Continually 0
know what the processes the financial controls the
processes are that have to processes are timing of
followed to be followed to followed to Vendors
allow allow Vendors ensure that payments to
Vendors to to get paid vendors get paid ensure
get paid the appropriate Corporate gets
amount for what paid for the
they supply material /
(materials or services before
services) at the the vendor does
Do you know
appropriate time if possible
how the
and with the (without
65 Vendor Payment Vendors get
appropriate compromising
paid by
deductions the issue of 'Pay
Corporate?
(retention, if when Paid') in
applicable) order to
maximize
Working Capital.
Also continually
monitors the
Credit rating of
major
subcontractors
to ensure they
do not go
213
© 2007, POME, Gautam_Koppala, All Rights Reserved
bankrupt simply
due to late
payment from
Corporate
214
© 2007, POME, Gautam_Koppala, All Rights Reserved
Does not Can explain Always carries Ensures that 0
know how to how to carry out a formal End positive as well
carry out a out a formal of Contract as negative
Do you always
formal End of End of Vendor review review data is
carry out
Contract Contract (using local shared with the
Subcontract formal End of
66 Vendor Vendor review tools) appropriate
reviews Contract
review vendor to allow
Vendor
them to know
reviews?
what is expected
of them in the
future
Communication Management
215
© 2007, POME, Gautam_Koppala, All Rights Reserved
Do you monitor Does not Can explain Has a tracking As the project 0
and control understand why every system manager, or
external why this is piece of registering every project director,
correspondence important correspondenc document, in or sees all
(in and out)? e must be out, and logging correspondence
registered, the responses on a daily basis
filed and sent or received. even if other
responded to If emails are a members of the
in a timely recognized team generate
External manner means of them. If this
67
communication (especially communicating means
when the then these also employing an
correspondenc need to be administrator
e is received logged in and then ensures this
to, or issued out happens. (use of
by, many a daybook or an
members of a Aconex type of
project team) electronic
system should
be employed)
216
© 2007, POME, Gautam_Koppala, All Rights Reserved
Do you monitor Does not Can explain Has a process in Holds regular 0
and control understand why every place where any internal
internal why this is piece of internal meetings with
correspondence important correspondenc correspondence the rest of the
(in and out)? e, irrespective relating to issues project team to
of whether it of quality, time review any
is internal or or cost are issues that have
Internal
68 external, is brought to the been
communication
important and PM's attention documented
also why the when they are
Project issued.
Manager must
be aware of
any and all
internal issues
217
© 2007, POME, Gautam_Koppala, All Rights Reserved
internal or internal or the occasion /
external external audience
audiences audiences
218
© 2007, POME, Gautam_Koppala, All Rights Reserved
Do you know Does not Can explain Ensures that all Ensures that, if 0
how to record know how to how to Project meetings the PM is to
what was said properly properly keep, are properly actively engage
at meetings keep, issue issue or recorded with in the
(Minutes of or receive receive who was discussions of
Meetings)? Minutes of Minutes of present, what any meeting,
Meetings Meetings was said by another person
whom and what is taken to the
actions were meeting simply
agreed and who to record those
would carry discussions
them out, by
70 Meetings
when.
Understands that
any Minutes of
Meetings can be
used as official
records and so
registers, reads
and if necessary
raises objections
to inaccurate
M.O.M issued by
other parties.
219
© 2007, POME, Gautam_Koppala, All Rights Reserved
Do you know Does not Can explain Knows the Is familiar 0
what Corporate know either the contents procedures in enough with the
H&S Policy and the H&S of the H&S enough detail to procedures to be
Procedures are Policy or Policy or be able to apply able to coach
H&S Policy & and where they Procedures, Procedures, them to project other members
71
Procedures can be located? nor where and where operations of the project
they can be they can be team on the
found found content relevant
to any project
activity
Do you know Does not Can explain Understands how Can state what 0
how to report know the the process the reported the Regional /
accidents or process or and purpose data is rolled up District Targets
H&S incidents purpose of of reporting into metrics for and Actual
on your reporting accidents or 'Near Misses', Results are for
projects and accidents or 'near misses' 'LWCIR (Lost Near Misses,
how this data is 'near misses' Workday Case LWCIR, TCIR,
72 H&S Reporting
used internally? Incident Report), Corrective
TCIR (Total Case Actions and Core
Incident Report) Process
which are (Maturity
reported to Scorecard)
senior Metrics
management.
220
© 2007, POME, Gautam_Koppala, All Rights Reserved
Do you know Is not aware Can explain Applies Actively reports 0
what current of any local the content of knowledge of (both internally
H&S legislation H&S local H&S local H&S and externally)
affect your legislation legislation that legislation on all any obvious
operations? that would would affect projects to breaches of local
73 H&S Legislation
affect the the projects ensure all parties H&S legislation
projects business and (not just to safeguard all
business knows where Corporate) are personnel
to source the acting in full working on any
data compliance project
Do you know Does not Can explain Ensures that Ensures that 0
how to create understand the concept of H&S Risk H&S Risk
and maintain the concept H&S Risk Assessments and Assessments and
H&S Risk of H&S Risk Assessment Site Safety Plans Site Safety Plans
H&S Risk & Assessments Assessment and Site are created, and are created,
74
Planning and Site or Site Safety Safety Plans maintained, for maintained, and
Specific Safety Plans and knows all relevant site audited for all
Plans? how to create activities on all relevant site
them projects activities on all
projects
Have you Has never Has attended Has delivered Has delivered 0
H&S Training( attended or attended formal H&S informal H&S formal H&S
75 POME’s OSHE given formal formal H&S Training training / Training to
Policy) H&S Training? Training coaching to others
others (site
221
© 2007, POME, Gautam_Koppala, All Rights Reserved
'toolbox' talks
etc.)
222
© 2007, POME, Gautam_Koppala, All Rights Reserved
POME Prescribe:
About Leadership:
Keep your approach friendly: People are not looking to make friends at work, but refraining from an
aggressive approach towards your employees is a good idea. Be diplomatic and assertive, instead.
When taking on a new project/responsibility at work, convey to your management the extent of authority you
need in order to effectively execute your project. Ensure that you have the authority that you need before you
start work on your project.
Being people-oriented does not mean that you cannot be task-oriented (and vice-versa).
One-to-one: Meet regularly with your team members on a one-on-one basis. When you apply this principle to
your kids, it makes each of them feel special.
Nobody appreciates a micro-manager: Don’t sit on the heads of your team members.
Giving autonomy does not mean not keeping track of progress.
Learn how to manage people (more difficult than it sounds, believe you me!), and the rest of your job will that
much easier to execute.
As a leader, you should have the ability to bind the team together and give them a sense of “we’re in this
together.” For instance, as the head of your family, you can promote bonding by setting aside time for family
board games, story-telling sessions, family picnics, family prayers and the like.
Stay visible – As a leader, you need to be visible in good times, as well as when there are problems to
address.
Your reputation depends on your perceived credibility and integrity: A very basic item for leaders is to ensure
that promises made are promises kept. If action is committed, it must be performed.
Personality: As a leader, does your personality influence and inspire your team?
Leadership CAN be learned. Focus on these areas to improve your leadership skills:
• Initiative
• Leverage your charisma to influence others
• Lead purposefully and with commitment
• Develop a result-oriented approach
• Cultivate an attitude of optimism
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• Work on your self-confidence - especially for weakness areas (for instance, if you are
particularly nervous around people with an intimidating body language, create a plan to tackle that,
and come across as confident and in-control in their presence.)
• Cultivate empathy so that you can encourage and nurture your team
• Learn to identify winners – and nurture them
• Learn to read between the lines to understand the underlying concern that prompted the
dialogue
• The ability to motivate people so that they stretch out of their "comfort zones"
• Improve your decision-making abilities by learning from past decisions
• Learn to see the big picture
• Polish your Goal Setting skills
• Develop Personal Goals and examine them at regular intervals
• Effective Time Management
Flexibility: While it is a good thing to be firm and stand by your decisions, It is important that you are flexible
enough to realize when plans need to change. View planning as an ongoing process. That way, you can
change course midway without too much damage, if the original plan is not working. Are you open to
continuous planning and updating of the plan?
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SOME THOUGHTS
ON PROJECT
LEADERSHIP
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Some thoughts on Project leadership
Leadership
Think of a person who you consider a
leader
What traits (attributes, characteristics)
can you identify as central to their
leadership?
29
Leadership
Drive
Leadership Motivation
Integrity
Self-confidence
Knowledge of the Business
30
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Central to effective leadership
is ………………..
I%FLUE%CE
…….. that is, the ability to
influence other people
31
Leadership means many different things to many different people. One way to express the difference
between leadership and management is to say that “managers do things right and leaders do the right
things”. Or in other words, leaders are responsible for effectiveness and managers are responsible for
efficiency
Both leadership and management are about clarifying, uniting, facilitating, encouraging and co-
ordinating. They are dynamic processes and responsibilities that take time, effort and often
heartache!
Leadership can be defined as a style of behavior designed to integrate and influences both the
organizational requirements and one's personal interests into the pursuit of some objective. All
managers have some sort of leadership responsibility. If time permits, successful leadership
techniques and practices can be developed.
Leadership is composed of several complex elements, the three most common being:
The person leading
The people being led
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The situation (i.e., the project environment)
Sources of Power
Authority
Control over
Rewards
Control over
Influence Punishments
Appealing
Personal
Characteristics
Expertise
1
Legitimate Influence
Power that stems
from a position’s
placement in the
managerial
hierarchy and the
authority vested in
the position.
33
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Reward Influence
Power that is based on the
capacity to control and provide
valued rewards to others. 34
Coercive Influence
Power that
depends on the
ability to punish
others when they
do not engage in
desired
behaviour.
35
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Expert Influence
Power that is based on
the possession of
expertise that is valued
by others.
36
Information Influence
Power that results from
access to and control
over the distribution of
important information
about organisational
operations and future
plans.
37
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Referent Influence
Power that
results from
being admired,
personally
identified with,
or liked by
others. 38
Project managers are often selected or not selected because of their leadership styles. The most
common reason for not selecting an individual is his inability to balance the technical and managerial
project functions. Wilemon and Cicero have defined four characteristics of this type of situation:
The greater the project manager's technical expertise, the higher his propensity to overinvolve
himself in the technical details of the project.
The greater the project manager's difficulty in delegating technical task responsibilities, the
more likely it is that he will overinvolve himself in the technical details of the project (depending
on his ability to do so).
The greater the project manager's interest in the technical details of the project, the more likely
it is that he will defend the project manager's role as one of a technical specialist.
The lower the project manager's technical expertise, the more likely it is that he will overstress
the nontechnical project functions (administrative functions).
There have been several surveys to determine what leadership techniques are best. The following are
the results of a survey by Richard Hodgetts:
Human relations–oriented leadership techniques
o "The project manager must make all the team members feel that their efforts are
important and have a direct effect on the outcome of the program."
o "The project manager must educate the team concerning what is to be done and how
important its role is."
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o "Provide credit to project participants."
o "Project members must be given recognition and prestige of appointment."
o "Make the team members feel and believe that they play a vital part in the success (or
failure) of the team."
o "By working extremely closely with my team I believe that one can win a project loyalty
while to a large extent minimizing the frequency of authority-gap problems."
o "I believe that a great motivation can be created just by knowing the people in a
personal sense. I know many of the line people better than their own supervisor does. In
addition, I try to make them understand that they are an indispensable part of the team."
o "I would consider the most important technique in overcoming the authoritygap to be
understanding as much as possible the needs of the individuals with whom you are dealing
and over whom you have no direct authority."
Formal authority–oriented leadership techniques
o "Point out how great the loss will be if cooperation is not forthcoming."
o "Put all authority in functional statements."
o "Apply pressure beginning with a tactful approach and minimum application warranted
by the situation and then increasing it."
o "Threaten to precipitate high-level intervention and do it if necessary."
o "Convince the members that what is good for the company is good for them."
o "Place authority on full-time assigned people in the operating division to get the
necessity work done."
o "Maintain control over expenditures."
o "Utilize implicit threat of going to general management for resolution."
o "It is most important that the team members recognize that the project manager has
the charter to direct the project."
As you embark on the role of leader and/or manager – either on your own or as a team, you
may find it helpful to ask the following questions:
1. Who are the people to whom I am accountable?
2. What are the things that are important to them?
3. What are the key principles and values that will influence this project?
4. Why should those you lead or manage respect you in your role?
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5. How will I/we set learning and other objectives for this project – in a way which gains
commitment from all?
6. What processes will I/we use to get the most from the whole team and ensure motivation?
7. Which elements of the project are fixed and which elements are flexible?
8. How will I/we manage communication throughout the project – both internally and externally?
Life-cycle leadership
In the opinion of the author, Hersey and Blanchard developed the best model for analyzing leadership
in a project management environment. The model, which has been expanded by Paul Hersey and is
shown in the below Figure, is the life-cycle theory of leadership. The model contends that leadership
styles must change according to the readiness of the employees, with readiness defined as job-related
experience, willingness to accept job responsibility, and desire to achieve. This definition of readiness
is somewhat different from other behavioral management definitions, which define readiness (and
maturity) as age or emotional stability.
Figure: Expanded Situational Leadership Model.
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As shown in the above Figure, the subordinates enter the organization in quadrant S1, which is high
task and low relationship behavior. In this quadrant, the leadership style is almost pure task-oriented
behavior and is an autocratic approach, where the leader's main concern is the accomplishment of the
objective, often with very little concern for the employees or their feelings. The leader is very forceful
and relies heavily on his own abilities and judgment. Other people's opinions may be of no concern. In
the initial stage, there is anxiety, tension, and confusion among new employees, so that relationship
behavior is inappropriate.
In quadrant S2, employees begin to understand their tasks and the leader tries to develop strong
behavioral relationships. The development of trust and understanding between the leader and
subordinates becomes a driving force for the strong behavioral relationships. However, although the
leader begins utilizing behavioral relationships, there still exists a strong need for high task behavior as
well, since employees may not have achieved the level of competency to assume full responsibility.
Quadrant S3 is often regarded as pure relationship behavior, where the leader is perhaps more
interested in gaining the respect of the employees than in achieving the objectives. Referent power
becomes extremely important. This behavior can be characterized by delegation of authority and
responsibility (often excessive), participative management, and group decision-making. In this phase,
employees no longer need directives and are knowledgeable enough about the job and self-motivated
to the extent that they are willing to assume more responsibility for the task. Therefore, the leader can
try to strengthen his relationships with subordinates.
In quadrant S4, employees are experienced in the job, confident about their own abilities, and trusted
to handle the work themselves. The leader demonstrates low task and low relationship behavior as the
employees "mature" into a high degree of readiness.
This type of life-cycle approach to leadership is extremely important to project managers, because it
implies that effective leadership must be dynamic and flexible rather than static and rigid (see below
Figure). Effective leaders are neither pure task or relationship behavioralists, but maintain a balance
between them. However, in time of crisis, a leader may be required to demonstrate a pure behavioral
style or a pure task style.
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Figure: Personality and situational factors that influence effective leadership.
In pure project management, the situation is even more complex. Line managers have sufficient time
to develop a meaningful relationship with subordinates to the point that they get to know each other
quite well. The line manager can then "train" his subordinates to adapt to the line manager's
leadership style.
Project managers, on the other hand, are under a severe time constraint and may have to develop a
different leadership style for each team member. To illustrate this graphically, the quadrants in the
below Figure should be three-dimensional, with the third axis being the life-cycle phase of the project.
In other words, the leadership style is dependent not only on the situation, but on the life-cycle phase
of the project.
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MATCHING
PROJECT
NEED’S AND
RESPONSIBILITIE’
S
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Matching Project Needs and Responsibilities
To a certain extent, project management responsibilities are largely the same whether you are
managing a technology project or some other type of project. In a standard sense, all project
managers are expected to create a workable plan and manage it to a successful conclusion. But,
obviously, the details vary, and in especially software environment, many non-traditional project
factors come into play.
To begin with, Software projects can vary greatly in size, substance and complexity, ranging from
application development projects, to end-user training initiatives. In addition, many “IT project
managers" are first and foremost, technology professionals who find themselves in the position of
managing projects. And, these projects are just another line item on a long to-do list that can include
systems administration, end-user support and problem management.
As such, the Project manager may not be dedicated to a single project as in an otherwise traditional
project management role.
Considering these issues, how can Project management roles and responsibilities be identified and
assigned to ensure project success and workload balancing?
• Step 1: Understand project needs.
• Step 2: Acknowledge staff capabilities.
• Step 3: Align needs & capabilities with responsibilities.
Step 1: Understand project needs
In order to develop and define project management responsibilities designed to suit the needs of any
given project, you must first have a good grasp on those needs. This understanding must go beyond
the specific technical elements of the project, and into the core issue of project management.... what
will it take to drive the project to success? To that end, as you define project management
responsibilities, and in turn, look to find the right person to fit this project management role, you
should consider the following questions....
Is there a customer? Strange as it may seem, not every Project will have a specific customer.
Ultimately, the business itself is the ultimate Project customer, but for certain technology projects,
such as server or infrastructure upgrades, there may be no specific end-user group involved. In these
projects, end-user communications and relationship management skills may take a back seat to pure
technical and time management skills, and therefore, project assignments can be made accordingly.
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Are external consultants or vendors involved? In this case, the internal Project manager may need to
fill a liaison role, and communications and organizational responsibilities will become a primary factor
in project success.
Step 2: Acknowledge staff capabilities
As project management roles and responsibilities are assigned, internal capabilities must be
considered to ensure that roles and responsibilities are realistic and that the desired results can
actually be achieved. When determining project management responsibilities, the following issues
must be considered....
• Skill levels: does any one individual have the necessary skills to carry off the project. If not,
can project management responsibilities be shared or allocated?
• Available time: considering other priorities and existing workload, can any one individual
devote sufficient time to the project? If not can the project scope be modified, or broken down into
sub-projects assigned to different individuals?
• Available funding: do you have sufficient funding to outsource management of this project if
skills and time are lacking?
• Priorities: can other projects or operational workload be balanced differently to allow for one
individual to manage the project at hand?
• Authority: how much authority will the project manager need to get the job done, and is that
level of authority organizationally feasible? If not, what are the risks associated with a lack of
authority and how can management responsibilities be assigned to compensate?
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Step 3: Align project needs and staff capabilities with project management responsibilities
Considering project needs and internal staff capabilities, you will then need to identify the project
management responsibilities required to drive the project to success.....
A. Technical Responsibilities: Does the project manager have to have specific technical skills or
expertise to manage this project?
B. Planning Responsibilities: What planning responsibilities will be required to manage this project?
• Identify technical requirements.
• Define scope, goals, and deliverables.
• Identify resource requirements.
• Select the project team.
• Estimate time, costs and schedules.
• Prepare and present the project plan.
C. Execution Responsibilities:
What execution responsibilities will be required to manage this project?
• Hands-on technical contributions.
• Maintain and monitor the project plan.
• Approve, reject and apply change requests.
• Monitor and resolve open issues.
• Track project progress.
• Manage the project budget.
• Manage vendor and supply relationships.
D. Communications Responsibilities:
Communications with the Project Customer (End-User):
• Does this project have a specific customer?
• What types of communications will be required?
Interviews to obtain requirements.
Negotiation of requirements, acceptance criteria, schedules and scope changes.
Problems and issues communication.
Status reporting.
Communications with the Project Sponsor / Management:
• What types of communications will be required?
Negotiations for resources (staff and funding)
Status reporting.
Problem escalation.
Coordination with a project steering committee.
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E. Staff Responsibilities:
What staff management responsibilities will be required?
• How large is the project team?
• Depending on the size and experience of the project team, what extent of staff management
experience is required?
• Will all team members report directly to the project manager or to project team leaders?
• Will project team members continue to report directly to line managers during the term of the
project?
• Will the project manager be responsible for evaluating staff performance?
• Will the project manager have the authority to remove or reassign project team members?
F. Management Expertise:
Depending on the size, complexity and visibility of the project, should the project manager have
extensive management experience, or can an inexperienced manager be assigned?
Concluding Note:
Within the Project environment, "project manager" may very well be a function more so than a title.
As such, there is no one way to fill the project managers role. Project management responsibilities
need to cover the basics in planning, execution and communication, but must also account for the
variations in project requirements, and multi-dimensional facets of the IT operation itself. When
assigning project management responsibilities, these factors must be considered to ensure that all
projects can be completed, while overall IT objectives are met.
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WE CAME, WE SAW, WE
CO%QUERED, A%D WE
RULE
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Any Questions?
Comments? For
better
improvement
Contact:
georgegautam@gmail.com
00918912550564
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Heated gold becomes ornament. Beaten copper becomes
wires. Depleted
stone becomes statue. So the more pain you get in life you
become more valuable.