Professional Documents
Culture Documents
Assessment
Environmental Scan – Past and Present. This will require information on:
Background Information – the past.
Situational Analysis – what do we have now?
Create SWOT Chart.
Baseline - an imaginary line or standard by which things are measured or compared.
Significant Issues
Organizational Profile
Operational Environment
Relationships
Key Performance Indicators
Align and Fit with Capabilities
You can dream but do not have “impossible dreams” – you will end up like Ninoy…!
Make sure you have “attainable dreams” – those that align and fit with your capabilities…!
Gaps = “as-is” vs.. “to-be”
These are what you should address in the strategic and action plan.
Components
Mission and Vision broken down into a set of:
Values and Guiding Principles which are in turn broken down into:
Major Goals with Specific Objectives – which comprises the Strategic Plan.
Down to Specifics
Objectives broken down into:
Initiatives and Projects into:
Measures into Targets - which comprises the Action Plan.
Evaluate
Review Progress – Periodically (monthly, quarterly, annually, …) using a constant set of Metrics.
Take Action – Contingent, Preventive, Interim, Adaptive and/or Corrective.
Feedback upstream – go back to the previous stages and find out if you are still In-Scope, and
revise the plan if required…
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Strengths: Those things that you do well, the high value or performance points
• Strengths can be tangible: Loyal customers, efficient distribution channels, very
high quality products, excellent financial condition
• Strengths can be intangible: Good leadership, strategic insights, customer
intelligence, solid reputation, high skilled workforce
• Often considered “Core Competencies” – Best leverage points for growth without
draining your resources
Weaknesses: Those things that prevent you from doing what you really need to do
• Since weaknesses are internal, they are within your control
• Weaknesses include: Bad leadership, unskilled workforce, insufficient resources,
poor product quality, slow distribution and delivery channels, outdated
technologies, lack of planning, …
Opportunities: Potential areas for growth and higher performance
• External in nature – marketplace, unhappy customers with competitor’s, better
economic conditions, more open trading policies, . .
• Internal opportunities should be classified as Strength’s
• Timing may be important for capitalizing on opportunities
Threats: Challenges confronting the organization, external in nature
• Threats can take a wide range – bad press coverage, shifts in consumer behavior,
substitute products, new regulations, . . .
• May be useful to classify or assign probabilities to threats
• The more accurate you are in identifying threats, the better position you are for
dealing with the “sudden ripples” of change
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Mission
• Captures the essence of why the organization exists – Who we are, what we do
• Explains the basic needs that you fulfill
• Expresses the core values of the organization
• Should be brief and to the point
• Easy to understand
• If possible, try to convey the unique nature of your organization and the role it plays that
differentiates it from others
Vision
• How the organization wants to be perceived in the future – what success looks like
• An expression of the desired end state
• Challenges everyone to reach for something significant – inspires a compelling future
• Provides a long
long--term focus for the entire organization
• Based on: Guiding Principles and Values
o Every organization should be guided by a set of values and beliefs
o Provides an underlying framework for making decisions – part of the organization’s
culture
o Values are often rooted in ethical themes, such as honesty, trust, integrity, respect,
fairness, . . . .
o Values should be applicable across the entire organization
o Values may be appropriate for certain best management practices – best in terms of
quality, exceptional customer service, etc.
Goals and Objectives - will be discussed on the next slide
Measures
• Measure your milestones – short
short--term outcomes at the Action Item level.
• Measure the outcomes of your objectives.
• Try to keep your measures one per objective.
Targets
• For each measurement, you should have at least one target
• Targets should stretch the organization to higher levels of performance
• Incremental improvements over current performance can be used to establish your targets
• Targets put focus on your strategy
• When you reach your targets, you have successfully executed your strategy
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Goals
• Describes a future end
end--state – desired outcome that is supportive of the mission and vision.
• Shapes the way ahead in actionable terms.
• Best applied where there are clear choices about the future.
• Puts strategic focus into the organization – specific ownership of the goal should be assigned to
someone within the organization.
• May not work well where things are changing fast – goals tend to be long-
long-term for environments that
have limited choices about the future.
Examples of Good Goals:
o Reorganize the entire organization for better responsiveness to patients.
o We will partner with private businesses, hospital leaders, and government agencies in order to better meet the needs of
stakeholders (patients, public, government, hospital organization, …).
o Manage our resources with fiscal responsibility and efficiency through a single comprehensive process that is aligned to our
strategic plan.
o Improve the quality and accuracy of service support information provided to our internal customers.
o Establish a means by which our decision making process is Public and Patient focus.
o Maintain and enhance the physical conditions of our public facilities and equipment.
Objectives:
• Relevant - directly supports the goal
• Compels the organization into action
• Specific enough so we can quantify and measure the results
• Simple and easy to understand
• Realistic and attainable
• Conveys responsibility and ownership
• Acceptable to those who must execute
• May need several objectives to meet a goal
Examples of Good Objectives:
o Develop a patient database system to capture, store, retrieve and analyze patterns in in/out-patient care.
o Centralize the procurement process for improvements in enterprise-wide(hospital) purchasing power.
o Consolidate payable processing through a direct-bank-to-vendor system over the next two years.
o Improve receivables processing from PhilHealth and PCSO for service and charity patient charges in one year.
o Monitor and address employee morale issues through an annual employee satisfaction survey across all hospital functions.
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Assign responsibility for the successful completion of the Action Plan. Who is
responsible? What are the roles and responsibilities?
Detail all required steps to achieve the Initiative that the Action Plan is supporting.
Where will the actions be taken?
Establish a time frame for the completion each steps. When will we need to take these
actions?
Establish the resources required to complete the steps. How much will it take to
execute these actions?
Define the specific actions (steps) that must be taken to implement the initiative.
Determine the deliverables (in measurable terms) that should result from
completion of individual steps.
Identify in-process measures to ensure the processes used to carry out the action
are working as intended.
Define the expected results and milestones of the action plan.
Provide a brief status report on each step, whether completed or not. What
communication process will we follow? How well are we doing in executing our action
plan?
If you have several action plans, you may have to prioritize. Based on the above
criteria, you should be able to clearly define your action plan.
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Establish a regular review cycle: Actual work done versus Baseline – Goals with Objectives with Initiatives with Measures with Targets
Goal: Maintain and enhance the physical conditions of our public facilities. Metric: Scale of 5..4..3..2..1 – Excellent …to … Poor
Objective 1: Select competent contractor to maintain public facilities. Metric: Scale of 5..4..3..2..1 – Excellent …to … Poor
Initiative 1.1: Create Standard Terms of Reference(TOR). Metric: Specify: Done!, % completion, Check status?
Measure 1.1.1: Publish Standard TOR.
Target 1.1.1.1: Standard TOR printed 2 weeks before distribution of bid documents.
Target 1.1.1.2: Distribute TOR to bidders 2 weeks before opening of bids.
Measure 1.1.2: Publish Request for Bids with accredited newspapers.
Target 1.1.2.1: Finalize draft of Request for Bids 2 weeks before publication date.
Target 1.1.2.2: Close contract with newspaper for ad space 1 week before publication date.
Initiative 1.2: Create a Budget for procurement of improvements and maintenance of facilities components.
Measure 1.2.1: … measurement info. Specify: Done!, % completion, Check status?
Target 1.2.1.1: … target info. Specify: Done!, % completion, Check status?
etc…
Goal 2: … goal 2 info. Scale of 5..4..3..2..1 – Excellent …to … Poor
Initiative 2.1: … initiative 2.1 info. Specify: Done!, % completion, Check status?
etc…
Charts – Bar, Pie, Gantt, PERT, etc… - are better than words. You will see this later in the Swing Project.
Brainstorm and change – poor performance results are risks.. If these things continue then the project may be in trouble..!
Actions: These are discussed again in RISK MANAGEMENT.
Preventive – actions to be taken to mitigate or limit the possibility of the risk occurring … done during planning
Contingent – actions to be taken in case the risk happens … done during planning
Interim – you do not immediately solve the problem … we will study the situation … dribble the ball
Corrective – you completely eliminate or solve the problem – para bang surgical operation to remove a tumor …
Adaptive – the problem can not be solved..! So you accept it as FACT or REALITY… parang lahar…walang solution…tangapin na lang..!
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A Project Is
• A group of tasks, performed in a definable time period, in order to meet a
specific set of objectives.
• It is likely to be a one-time program.
• It has a life cycle, with a specific start and end.
• It has a work scope that can be categorized into definable tasks.
• It has a budget.
• It is likely to require the use of multiple resources. Many of these resources
may be scarce and may have to be shared with others.
• It may require the establishment of a special organization, or the crossing of
traditional organizational boundaries.
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A Project Is
• A group of tasks, performed in a definable time period, in order to meet a
specific set of objectives.
• It is likely to be a one-time program.
• It has a life cycle, with a specific start and end.
• It has a work scope that can be categorized into definable tasks.
• It has a budget.
• It is likely to require the use of multiple resources. Many of these resources may be scarce
and may have to be shared with others.
• It may require the establishment of a special organization, or the crossing of traditional
organizational boundaries.
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Determine the nature of work each of these scenarios represent: Program or Project
1. Christmas party planning and execution. Project
2. Plan, procure and install an X-ray machine. Project
3. Maintenance or X-ray machine. Program
4. HBAC plan, bid and procure medicines. Program
5. Build a 2-story building for a new department. Project
6. Running the cooperative canteen. Program
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It is the only KASH you can not spend. It is something you have which no one can take
away from you…
Project Phases – Inception, Elaboration, Construction and Transition – or whatever
Project Life Cycle you use…
Processes – some methodology has templates on how to construct a process – workflow
and persons involved
WBS – Work Breakdown Structure – how to convert deliverables into Activities, into
Tasks and into development steps.
Charts – Gantt Chart and PERT(Project Evaluation and Review Technique) Chart
Etc. – other tools and techniques you might want to use
Project management software – MS Project is the most commonly used.
How the client explained it or how the interviewer understood his wishes:
The client may just have said – “ I want you to build me a swing” or something like it.
The interviewer – may be a member of the team or external – heard it and incorporated his
ideas on how he would like a swing to look like.
This is the start of the problems of communication.
- Research has shown that communication between 2 persons with different backgrounds
can only achieve a maximum of 80% communication reception – so if the client said 100
things, then the interviewer will get only 80 things right and the remaining 20 things will be
his own creation.
- Communication between 2 persons with the same background can only achieve a
maximum of 90% communication reception.
- The more persons you pass on the swing project specifications, the more of the original
intent gets lost in the translation.
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More of the swing specifications get lost and the product deteriorates.
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And it continues…
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Until we get the point that the client finally sees the end product… Behold…. “This is not
what I want and needed”…
So we go back to Phase 1 to repair or fix the defects –original perceptions or those carried
over from one person to the next…
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What we have here… Is a failure to communicate – classic byline and quotation from the
movie “Cool Hand Luke”
“ Lost in the Translation” is another movie that emphasize the problem of communication.
What you hear and perceive is not always the same as the speaker. Remember:
- Research has shown that communication between 2 persons with different backgrounds
can only achieve a maximum of 80% communication reception – so if the client said 100
things, then the interviewer will get only 80 things right and the remaining 20 things will be
his own creation.
- Communication between 2 persons with the same background can only achieve a
maximum of 90% communication reception.
- The more persons you pass on the swing project specifications, the more of the original
intent gets lost in the translation.
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Other Reasons:
Failure to align project with organizational objectives
Poor scope
Unrealistic expectations
Lack of executive sponsorship
Lack of project management
Inability to move beyond individual and personality conflicts
Politics
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SCOPE MANAGEMENT – Ensuring all the appropriate work within the project scope is
completed and only the work within scope is being conducted
TIME MANAGEMENT – Schedule Management
COST MANAGEMENT – How costs are controlled and incurred costs are paid
QUALITY MANAGEMENT – Quality Assurance Plan – How quality control is measured
and satisfied
COMMUNICATIONS MANAGEMENT – How project communications will be handled
to ensure all project stakeholders are informed
RISK MANAGEMENT – Risk Management plan to have all project stakeholders in
agreement on how project risks will be handled (aversion,
mitigation or assumption)
CHANGE CONTROL MANAGEMENT - Without an effective process, a project's scope
typically increases with time, resulting in a project that cannot maintain its
schedule, stay within its budget, and may not know the full scope of the delivered product.
OTHER CONSIDERATIONS:
HUMAN RESOURCE MANAGEMENT – Development of the project team,
reporting structure, resource capacity
PROCUREMENT MANAGEMENT – Procurement process, contract processes
INTEGRATION MANAGEMENT – Integration of all areas of project management
to develop a cohesive project plan
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Issues not easily resolved are escalated for resolution. Escalate means it becomes a scope
change…!
Issues are typically identified throughout the project and logged and tracked through
resolution.
In this section of the plan the following processes are depicted:
Where issues will be maintained and tracked
The process for updating issues regularly
The escalation process – what to do when there is a change in scope
The vehicle by which team members can access documented issues
Resource Planning - Full Time Employees, Professional Services, Cost, and Contingency
Resource Planning - The physical resources required (people, equipment,
materials) and what quantities are necessary for the project
Budget
Budget estimates – the planned budget
Baseline estimates – basis for making estimates
Project Actuals – the actual budget spent
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via:
Quality Planning, Quality Assurance, and Quality Control
Clearly Defined Quality Performance Standards
How those Quality and Performance Standards are measured and satisfied
How Testing and Quality Assurance Processes will ensure standards are
satisfied
Continuous ongoing quality control
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Communications planning: Determining the needs (who needs what information, when
they need it, and how it will be delivered)
Information Distribution: Defining who and how information will flow to the project
stakeholders and the frequency
Performance Reporting: Providing project performance updates via status reporting.
Define the schedule for the Project Meeting
Status Meetings and Issues Meetings to be implemented
Remember: No surprises….!
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All changes require collaboration and buy in via the project sponsor’s signature prior to
implementation of the changes
It is preferable that there is a Change Control Committee that will make
recommendation prior to project sponsor’s approval.
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Plan the work. "If you fail to plan, you plan to fail " - Old Saying (unknown)
By failing to prepare, you are preparing to fail. - Franklin, Benjamin
Most plans are just inaccurate predictions. - Bayol, Ben
Before beginning, plan carefully. - Cicero, Marcus T.
Always plan ahead. It wasn't raining when Noah built the ark. - Cushing, Richard
C.
A good plan is like a road map: it shows the final destination and usually the best
way to get there. - Judd, H. Stanley
A good plan today is better than a perfect plan tomorrow. - Patton, George S. – do
not over-plan…!
No surprises
Everyone must KNOW what is going on.
IF YOU are going to miss a deadline in one week. Make sure they know one or
more weeks before the deadline.
It is not good project management to tell them you cannot meet the deadline on
the deadline itself.
For Western cultures, a DEADLINE is DEAD. For Asian cultures – there is no such
thing as a deadline. It moves.
They should call it an ALIVELINE instead…!
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The Triple Constraint is something you should plan, monitor and control. Remember:
It is important to know how the triple constraint affects your project. The Project
Flexibility Matrix provides you the tool.
This can change as the project progresses. So do a flexibility temperature check often…!
If there is a change in the flexibility matrix … then this must be addressed via the
CHANGE CONTROL PLAN OR Management
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Project Item
Description/Contents
Project Goals and Objectives
(Concise description of the proposed project)
Project Owner & Sponsor
(Who is the high-level administrator who is backing and funding the project.
He should be able to help the project
team to ensure project success)
Schedule
(When does the project need to be completed? If spread out over time – ask
key milestones or deadlines)
Budget
(State short and long-term cost outlay. Include allowance for contingencies)
Other Resources Required
(Manpower, machine, materials and special procurement procedures for
project)
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Scope Item
Description/Contents
Deliverable and Conditions of Satisfaction
(Documented information and knowledge produced and Conditions of
Satisfactions - how you will measure and demonstrate success)
Business Process Changes
(Will the project require the analysis or re-engineering of an established
work procedure. Will there be any personnel changes required)
Risk
(What are the risk s? A risk is some future happening that results in a change,
either positive or negative, to the project .)
Project Team
Person(s) and Job Description
Sponsor
Response >
Project Manager
Response >
Members
Response >
Support, Others
Response >
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Assumptions
Challenges facing the project
Implications
Organizational history
Political implications
Impact to traditional power
Requirements of decision-making
Write down what cannot be said
Keep it objective
If your rights are not written, then they do not exist… No surprises..!
Key Management Concerns Plans – most of these were discussed in the previous slides…
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User Training
Objectives
Confirm time frame, type, content, and target audience of planned training.
Conduct training according to identified characteristics.
Evaluate outcome against goals and expectations.
Identify effect and value of conducted training and propose retraining if
necessary.
Production Review
Review the impact of the implemented system on the business,
a central issue will be whether the system meets the goals set at the beginning
of the project.
Depending on this the project goes to the next stage,
the post-project or loops back to one of the preceding stages for further
development.
This review is will be documented in a PROJECT REVIEW DOCUMENT.
Start Using
Implement the tested system at the location of the end users, called as DELIVERED
SYSTEM.
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Closing
Closing includes the formal acceptance of the project and the ending thereof.
Administrative activities include the archiving of the files and documenting lessons
learned.
Project close: Finalize all activities across all of the process groups to formally
close the project or a project phase
Contract closure: Complete and settle each contract (including the resolution of
any open items) and
close each contract applicable to the project or project phase
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Process Responsibilities
The project manager normally is responsible for defining and planning the project.
This results in the completion of a Project Definition and a project workplan.
Once the project starts, the project manager must successfully manage and control the work, including:
Identifying, tracking managing and resolving project issues
Proactively disseminating project information to all stakeholders
Identifying, managing and mitigating project risk
Ensuring that the solution is of acceptable quality
Proactively managing scope to ensure that only what was agreed to is delivered,
unless changes are approved through scope management
Defining and collecting metrics to give a sense for how the project is progressing and
whether the deliverables produced are acceptable
Managing the overall workplan to ensure work is assigned and completed on time and within budget
To manage the project management processes, a person should be:
well organized,
have great follow-up skills,
be process oriented,
be able to multi-task,
have a logical thought process,
be able to determine root causes,
have good analytical ability,
be a good estimator and budget manager, and
have good self-discipline.
People Responsibilities
In addition to process skills, a project manager must have good people management skills.
This includes:
Having the discipline and general management skills to make sure that people follow the standard processes and procedures
Establishing leadership skills to get the team to willingly follow your direction.
Leadership is about communicating a vision and getting the team to accept it and strive to get there with you.
Setting reasonable, challenging and clear expectations for people, and holding them accountable for meeting the expectations.
This includes providing good performance feedback to team members
Team building skills so that the people work together well, and feel motivated to work hard for the sake of the project and their other
team members.
The larger your team and the longer the project, the more important it is to have good team-building skills.
Proactive verbal and written communicator skills, including good, active listening skills.
Multiple Roles
Depending on the size and complexity of the project, the project manager may take on other responsibilities
in addition to managing the work.
For instance, the project manager may assist with gathering business requirements.
Or they may help design a database management system or they may write some of the project documentation.
Project management is a particular role that a person fills, even if the person who is the project manager is working in other roles as well.
Do not feel bad if you failed the first time. Learn from your mistakes and be a project
manager again..!
This is called the “95 Percent Syndrome”.
Remember Murphy's Law or is it laws…
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To remove a defect, you have to test, find the defect and fix the defect.
The problem is this is a never-ending process – called regression.
So the only thing you can do is to TEST EARLY, TEST OFTEN and TEST
ENOUGH..! Know when to STOP…
All plans tend to escalate… no matter how carefully you plan or even if you plan for it…
That’s LIFE..!
The HARDEST THINGS to manage and control are PEOPLE…PEOPLE…PEOPLE..! The
rest is easy..!
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Program has a higher scope - missions, guiding principles, goals and objectives.
Remember the Constraint Triangle… Increase in SCOPE means increase in
RESOURCES and SCHEDULE…!
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