Project Lifecycle Management @ Pharma Project Management Conference - 2014, Mumbai

1. PROJECT MANAGEMENT
LIFECYCLE MANAGEMENT APPROACH
AT
PHARMA PROJECT MANAGEMENT CONFERENCE - 2014
Megha Thakkar PMP®
IPD Project Managemenr Specialist
Cipla Ltd.
28th Jul 2014

2. PROJECT
• A project is a temporary endeavour to
accomplish a need or desire.
Input (s)
Resources
• Men
• Machines
• Materials
• Money
• Knowledge
• Energy, etc
Need
or
Desire
Output (s)
Goods
Services
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3. THE PROJECT - AGENTS OF CHANGE
• Project is a temporary undertaken to
accomplish a goal. Once the goal is
accomplished, the project is over.
• There may be many paths to move from the
current state to the desired state, differing in
cost, effectiveness and the skills required
• The primary concern of the project planner is
to identify the path or project
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4. PROJECT STRUCTURE
• The structure of the project is the set of jobs or
activities that have to be specifically carried out
to complete the project.
• Such information is generally available through a
Work Breakdown Structure, which defines the
major chunks of work to be accomplished in the
project
• The degree of detail to which the jobs may be
broken down depends on the purpose
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5. FEATURES OF PROJECTS
• Well-defined collection of jobs
• Generally non-repetitive, one time effort
• Jobs interrelated through precedence
• Jobs otherwise independent
• Jobs consume time and resources
• Coordination needed between individuals,
groups and organizations
• Constant pressure of conformance to
time/cost/performance goals
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6. LIFE CYCLE OF A PROJECT
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7. LIFE CYCLE OF A PROJECT
•Project Selection
•Project planning
•Project implementation
•Project completion and audit
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8. PROJECT SELECTION
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9. PROJECT SELECTION
• The selection of a new project is a major decision
by the top management of an organization
• It is generally true that the success and growth of
an organization is dependent on the choice of the
right projects at the right time
• 3 steps
 Project Identification
 Project Appraisal
 Project Selection
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10. PROJECT IDENTIFICATION
• The stage where new opportunities and threats
emerging in the environment are investigated and
suitable proposals that can be adopted by the
organization are generated
 Be receptive to new emerging ideas
 Have a vision of future growth
 Keep long-term objectives in mind
 Conduct a SWOT analysis to map external opportunities and
threats with internal strengths and weaknesses
 Perform a preliminary project analysis to assess whether a
project proposal is worthwhile or not
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11. PROJECT APPRAISAL
• Rigourous evaluation on varous fronts is
necessary once project identification is over
 Market appraisal
 Financial appraisal
 Technical appraisal
 Economic appraisal
 Ecological appraisal
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12. PROJECT SELECTION CRITERIA (NOT EXHAUSTIVE)
• Investment
• Rate of return
• Risk
• Likely profit
• Payback
• Similarity to existing business
• Expected life
• Flexibility
• Environment impact
• Competition
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13. PROJECT SELECTION - MULTIPLE CRITERIA
• decision matrix with four projects and six attributes
• Suppose there are four projects to be evaluated on six criteria.
• X1: Internal rate of return
• X2: NPV in thousands of rupees with cash flows discounted at a rate of 8%
• X3: Prospective customer reach
• X4: Payback period in years
• X5: Market risk [subjective scale 0 (max risk) and 9 (min risk)]
• X6: Projected market growth [subjective scale 0 (worst) and 9 (best)]
Criteria
Projects
C1 C2 C3 Cn
P1 X11 X12 X13 X14
P2 X21 X22 X23 X24
Pn Xm1 Xm2 Xm3 Xm1
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14. PROJECT PLANNING
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15. PROJECT PLANNING
• Forming a Project Team with a Leader
• Defining Scope and Terms of Reference
• Work Breakdown Structure
• Time–Cost Trade-offs
• Requirement Identification & Procurement
planning
• Stakeholder Planning
• Resource Considerations
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16. BASIC SCHEDULEING
CPM (critical path
method)
( for deterministic
durations)
PERT (program evaluation and revie
technique) ( for probabilistic durations)
Here each activity
is given a fixed
duration
(generally based
on past
experience, e.g.
construction or
other repetitive
jobs)
This can be used for both Time and Cost estimates
Also Known as Expected Activity Duration
EAD + or – SD gives you a range for an individual activity
estimate ex) an activity can take 25 days + or – 3 days
P = Most Pessimistic Time or Cost estimate for an
activity
M = Most Likely Time or Cost estimate for an activity
O = Most Optimistic Time or Cost estimate for an
activity
P + (4M) + O
6
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17. CRITICAL PATH METHOD
• Critical Path is the longest duration path
• Identify the shortest time needed to complete
a project
• There can be more than one critical path
• Near-critical path is the path that has close in
duration to critical path
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18. CRITICAL CHAIN METHOD
• Is a schedule method that allows the project
team to place buffers on any project schedule
path
• Type of buffers
 Project buffer
 Feeding buffer
 Resource buffer
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19. DEPENDENCY DETERMINATION
• To define sequence among activity, these type of
dependency are used:
• Mandatory (hard logic)
 Inherent in the nature of work being done or required by
the contract
 E.g. You must design before you can develop
• Discretionary (preferred, preferential, or soft logic)
 Define base on knowledge of best practices
 Can be changed if needed
 Important when how to shorten or re-sequence the project
• External
 Based on the need of the party outside the project
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20. PRECEDENCE DIAGRAMMING METHOD (PDM)
• Precedence Diagramming Method (PDM) or
Activity-on-Node (AON)
 Method used in Critical Path Methodology(CPM)
 No dummy activities
 Logical relationship:
 Finish-to-Start (FS)
 Finish-to-Finish (FF)
 Start-to-Start (SS)
 Start-to-Finish (SF)
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21. PROJECT SCHEDULE NETWORK DIAGRAM
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22. RESOURCE AGGREGATION
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23. RISK IDENTIFICATION
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24. RISK RESPONSE REGISTER
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25. Supervisor
Team
Stakeholder
Team
PROJECT COMMUNICATION PLAN
U
p
d
a
t
e
U
p
d
a
t
e
Report
Consult
Vertical (up and down
the organization) and
horizontal (with peers)
PM
Internal (within the project),
External (customers, vendors, other
projects, organizations), Official
(newsletter, annual report),
Unofficial (off the record
communications)
Formal (reports, minutes, briefings),
Informal (emails, memos, ad-hoc
discussions), Verbal (vice inflections) and
nonverbal (body language), written
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26. PROJECT COMMUNICATION
• In fact, PMs (Project Managers) spend 90%
of his time communicating in different ways,
different forms, and to different stakeholders.
• Of this time spent communicating, 50%
will be spent communicating with project
team members.
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27. PROJECT INITIATION
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28. PROJECT IMPLEMENTATION
• Project implementation is the stage in the
project that turns dreams into reality.
• The project team proceeds according to the
project plan generated in the previous stage.
• Project monitoring and control using
techniques like PERT/Cost help to assess the
progress of the work and take timely
corrective action
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29. PROJECT IMPLEMENTATION – MAJOR ACTIVITIES
• Organization of project team and proper allocation of work
• Project monitoring with regard to cost, value of work and
time
• Effective control action to minimize time and cost overruns
• Updation of project schedules after slippages in time and
cost
• Provisioning for financial and other resources needed in the
project
• Coordinating with head office, suppliers, contractors and
project staff
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30. PROJECT COMPLETION AND REVIEW
• Project completion is viewed with a sense of
satisfaction and relief by the project team as
the intended task is over
• Those who participated in the process of its
realization can view their accomplishments
taking concrete shape
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31. PROJECT COMPLETION
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32. PROJECT CONCLDING ACTIVITIES
• Disbanding of project team
• Handing over of the project to the user
• Accounting and report writing
• Learning from the experience
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33. PROJECT CLOSE-OUT DISCUSSION TEMPLATE
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34. TYPICAL PROBLEMS IN MANAGING PROJECTS
• Organizational/behavioural
• Financial
• Legal
• Engineering
• Construction/installation
• Site evacuation/development
• Labour unrest/unavailability
• Non-availability of resources
• Weather conditions
• Ad hoc, on the spot improvisations
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35. TYPICAL PROBLEMS IN MANAGING PROJECTS
• Any project is a collective effort of a number of
people coming together for a common goal.
• Each person is equipped with an ego and a unique
temperament.
• Working together in a team on a temporary
objective could lead to conflict and a host of
behavioural problems during the initial period of
adjustment as well as in the long-term operation
of the project.
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36. HUMAN PROBLEMS IN PROJECT MANAGEMENT
• A project manager has to deal with people who do the
assigned jobs for him, people management is the key
skill needed to get the job done.
• And quite rightly if a project manager can motivate his
team members, obtain their commitment and
cooperation, involve them in what they are good at and
enjoy doing, the synergy can be tremendous and the
project can be accomplished like a well-played game
• In order to accomplish this, the project manager has to
display leadership and maturity to be able to manage
his most important resource—his people
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37. SOME OF THE HUMAN ISSUES
• Working together in teams
• Communication
• Conflict management
• Leadership and motivation
• Organizational structure
• Selection of the project manager
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38. ROLE OF COMPUTERS IN PROJECT
MANAGEMENT
• Easy sorting and listing of activities
• Easy updation and new listings of project
progress over the life cycle
• Certain advanced analyses practical only with
computer programs
• Many commercially available packages
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39. THE PROJECT PROCESS
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40. kotak.megha@gmail.com
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