Tutorial on MS Projects

YouTube Tutorial on MS Projects prepared by Tutorials Point Pvt Ltd

Good one.  47 small videos of less than 10 minutes each on various features of MS Projects explained well.

https://www.youtube.com/watch?v=AgEIcyvnsCE&list=PLWPirh4EWFpFQimHjZvhuAN4GF6XYC-qM&index=1

Found the link shareworthy.   

Keep learning.  Keep growing.

Jaikishan

11th June 2020

Contract Management Maturity Model ( CMMM) --- Five Levels (Gist)

(Noted for my consumption and ready reference from a write-up found on the web.  Google search will throw many results on this topic).

CMMM is a tool used for measuring  the Contract Management Process capability of an organization,  and to take corrective actions towards continual improvements.   Efficient  contract management processes help organizations to achieve competitive advantage over its competition.    The five levels of Contract Management (Process) Maturity Models are as follows:

Level-1:  Ad hoc & Sporadic

Some  Contract Management Processes are used but they are used in some contracts.   Some Informal Documentation system also exists but it’s use is ad hoc and sporadic.  Processes are not used across all projects.  

Level-2:  Basic.  

Some basic processes are used and are used in selected projects.   Some formal documentation process exist but not used across all projects.  

Level-3:  Structured.  

Fully established processes exist and they are used throughout the organization.

Level-4:  Integrated.  

Here the processes are integrated with other functions or corporate processes in an organization.

Level-5:  Optimized. 

Here, organizations use performance matrix to assess the efficacy of the processes and necessary corrective steps towards continual improvement are taken.  Lessons-of-experience and the best practices learned are recorded and used towards continual improvement of the processes.

Jaikishan  (10th Nov 2014)

Contract Management - Six Key Processes

Google search will throw many results on this topic.   Noted a gist here for my ready reference.

Process-01:   Procurement  Planning

What to procure and what not to procure, how much to process, when to procure, how to procure, ….

Process-02:   Solicitation  Planning

The process involves the preparation of documents required to go ahead with the solitation.  How to solicit (bids, RFQ, RFP), documenting the evaluation criteria, ….

Process-03:   Solicitation

Floating bids/quotation requests,  pre-bid conferences, clarifications, and obtaining the quotes/proposals from prospective vendors.

Process-04:   Source  Selection

Evaluation of the quotes/bids as per the criteria planned, negotiating with eligible vendors, and concluding the procurement contract.

Process-05:   Contract  Administration

Project progress reviews vis-à-vis planned progress, budget vs actuals, change management controls, … complete.   In short, all processes other than  procurement processes indicated above, fall  in this process category.

Process-06:   Contract  Closeout

Even when the physical execution of contract scope is completed, there would be many administrative activities that are to be attended to, to close the contract.   These include all reconciliations, documentations, collecting  work completion certificates, releasing of Bank Guarantees, cancelling of some licenses/registrations,  ….    

This process also includes  post project audit to note the lessons-of-experience.   Accordingly, that experience(s) could be used to improve the processes for implementation in other ongoing projects as well as in new projects.   Continual Improvement.

Jaikishan

7th Nov 2014

 

Why Good Projects Fail? (Nadim Matta and Ronald in HBR)

Excerpts & Gist from the article by Nadim and Ronald publishied in the Harward Business Review on Managing Projects.  The book is available at all leading book stores in Hyderabad.  Jotted these notes for my consumption as well as to prod the interested reader(s) to buy the book.


According to the authors, there are three types of risks in a project, namely:

a.  Execution Risks
b.  White Space Risks, and
c.  Integration Risks.

Most Project Managers take into consideration the Execution Risks but neglect the other two. 

Execution Risks are those risks that can be identified in advance.

White Space Risks are those that cannot be identified in advance; they surface during project execution.

Integration Risks. When more teams work on a project, the end product/result of such Project requires integration of the end-results of each team.  The risks related to integration of such works are termed as 'Integration Risks'.

A solution to address all these risks is to break-up the project into mini-projects & work on them.  These are referred as 'Rapid Results Initiatives' (RRIs).

RRIs can be upto 100 days duration with key results defined.   The lessons-of-experience from each of those RRIs are considered in the subsequent RRIs. Thus, the risks are substantially mitigated and addressed properly.

For example, if a project is to establish a pipeline network is 50 locations in a city, then in the RRI two or three locations would be taken up by different teams & the work is planned and executed.  During the execution, various problems would surface which would be the lessons-of-experience.

The subsequent RRIs would obviously be well managed than the earlier ones.  And, finally, the entire project gets executed as well as integrated duly managing/mitigating the various risks in its course.

Jaikishan
3rd Oct 2014

 

CASH FLOW MANAGEMENT --- ORGANISATIONS IN INFRASTRUCTURE INDUSTRY

Focus on smart Cash Flow management has become imperative this financial year in view of the current scenario in Infrastructure industry.

EXECUTIVE  SUMMARY:

This report contains a brief note on the following points to address and manage the Cash Flow situation.

·        OPENING  WIP  &  BILLS  RECEIVABLE

·        RE-CONFIRM ANNUAL BUSINESS PLAN (ABP) PROJECTIONS

·        CASH  INFLOW  PROJECTIONS

·        B2B SUB-CONTRACTS

·        PROJECTS  BEING  EXECUTED  DEPARTMENTALLY

·        SCM & PROJECTS  CO-ORDINATION &  PLANNING

·        WEEKLY FUNDS TO SITE

·        MANAGING  EXCESS  HR  AT  SITES

·        ENHANCE  PROJECT  CO-ORDINATION  EFFECTIVENESS

OPENING  WIP  &  BILLS  RECEIVABLE  Re-conciliation:

Sometimes, the Finance Dept and the Project Dept may differ on the Work-in-Progress (Unbilled Turnover) & Bills Receivables figures.  

In such cases, we must first identify the variances to these figures.  Finance Dept will have the project-wise breakup of these figures.   They may share these figures with the respective Zonal Heads and seek their confirmation. Ideally, the COO may take the initiative for this exercise.  

Zonal Heads may, in turn, share the figures with their respective Project Managers (PMs).   They may ask their PMs to through each Bill-of-Quantity as per the Contract Agreement (as far as the WIP figures are concerned) with their Site Engineers.   If any variance is noticed that may be re-checked.  Even after re-checking, if the variance persists, it may be conveyed to Finance Dept (HO) through their Zonal Heads.    Zonal Heads may confer with the Finance dept (HO) and do the necessary corrections (if required) to arrive at the correct WIP.

After this exercise, the Project Team as well as the Finance Team would be on the same page with respect to the WIP and Bills Receivable figures.   If this exercise is skipped, in every subsequent project review meetings, substantial time will be wasted in arguments between the Finance and the Project Team.

PMs may indicate the Gross Amount as well as the Net Amount of the WIP and the Bills Receivables in the month-wise Collection Forecast.

Project Monitoring Cell (PMC) may follow-up with the Zonal Heads and the Project Managers (almost every alternate day) to expedite collection.

RE-CONFIRM  ABP (Annual Business Plan) FOR  FY 12-13: 

The ABP figures must reflect an achievable topline.   Especially in the current scenario.  The ABP is normally prepared every January.

If there is any reason to believe that the ABP of any project would have to be revised (so as to reflect achievable figures) in view of the current industry scenario, then the ABP of such project(s) may be revised.

The concerned PMs may be asked to taken up this exercise seriously.  They may be asked to run through each BoQ (along with their Site Engineers), and to project the execution plan (keeping in mind the site situations, hindrances, …).

Instances where the ABP figures could get affected due to delay in permissions, clearances, approvals, etc  the PM may provide an appropriate note for such cases along with the likely effect on the projected turnover.

To avoid/mitigate such instances, the PMs may also suggest the preventive actions that can be taken at Site/Zone/HO.

After this exercise, the PMC at HO will have details of the achievable topline.  

CASH-FLOW PROJECTIONS:

Based on the Opening WIP, Bills Receivable and the ABP, the PMC & Finance team will be able to prepare the (monthly as well as cumulative) Cash Flow projections for the year. 

Once the Project-wise, Zone-wise and All India  Cash Flow projections are ready, the PMC will be able plan the strategy on the aspects covered in the subsequent paragraphs.  

B2B (Back-to-Back) SUB-CONTRACTS:

Currently, there would be sub-contracts which are NOT on B2B basis but could be converted to B2B basis.   You may explore the possibility of converting some of such sub-contracts to B2B basis.   Accordingly, the Sub-Contract WO for the unexecuted scope-of-work may be revised with re-negotiated rates.       

PROJECTS  BEING  EXECUTED  DEPARTMENTALLY:

You may explore the possibility of sub-contracting some of these works on B2B basis (especially if the Collection cycle is long).  This may be done selectively (& not for all works) because your site staff would become idle.

In case of New Projects, the planned execution in FY 12-13 (as per ABP) may be considered for B2B Sub-Contracting, if not the entire work.  This may be considered on a case-to-case basis.

(How to manage ‘excess staff’ (if any) has been addressed under a separate caption in this proposal.)

PROCUREMENT & PMC  CO-ORDINATION & PLANNING:

Normally, the SCM Dept (Procurement) would share, every month, the details of  ‘Open POs’  (POs raised but material delivery awaited)  &  ‘Open Purchase Indents’  (Indents for which POs are yet to be raised) with the PMC.  PMC would in turn share the same with the respective Zonal Heads.  The Zonal Heads would share it with their respective Project Managers (PMs). 

From the ‘Open POs’  and  ‘Open Purchase Indents’  lists, if the PMs feel that delivery/purchase of some of the items could be deferred by a month or two, they made intimate the SCM team through their Zonal Heads & Project Co-ordinators.  

SCM may thus re-schedule their procurement plans which will help the Finance Dept to manage the Cash Flow better.

WEEKLY FUNDS TO SITE:

Among the various items in the Fund Indent request from Project Site, there would be some amounts that have to be released by Friday/Saturday every week.   For example, the labour payments, the diesel payments, etc  which cannot be deferred.  

PMC must ensure that such Fund transfers are not delayed at all.   Delay of even 2 days in releasing such weekly payments might translate into a week’s progress loss.   Some of such instances may have cumulative effect on the projected turnover.

Ask the Site Project teams to indicate such items specifically in the Fund Indent requests (if not being done now) such that Finance Dept can accord top priority for the release of such funds to site.

MANAGING  EXCESS  HR  AT  SITES:

Excess staff at sites, if any, may be transferred to other projects, if possible.

Non-performers may be trained, if they have the potential and the passion to learn.

Non-performers who do not have either passion or potential, may be outplaced properly.

Outplacement must be handled by a mature HR official otherwise it will have serious ramifications within the company as well as in the job-market.

ENHANCE  PROJECT  CO-ORDINATION  EFFECTIVENESS:

Project Co-ordinators play a significant role is supporting PMs as well as the supporting departments (Finance, SCM, HR, …) at Head Office.

There would be ample scope for improvement in this department in most organisations.  Many a time, the non-productive works would consume substantial time of the Project Co-ordinators.   If your organisation has this issue, you may address it appropriately on priority.

Jaikishan

8^th July 2012

Project Management --- 10 Tips for Project Success

(Source: My colleague, Mr Jayaram, Vice President – Projects, had mailed me this content last week. Posted here with his prior permission, to share the information with others.)

1. Starting out:
Make sure that when you start out your customer defines their requirements in depth. You need to know exactly what it is that must be delivered, to who and when. Make it specific, write it up formally and get them to sign it off. This document will become the basis upon which to measure your success.

2. Customers:
Involve your customers throughout the entire project life cycle. Get them involved in the analysis and planning, as well as execution. You don't have to seek their approval, just keep them informed. The more you involve them, the greater their level of buy-in and the easier it is to manage their expectations.

3. Timeframes:
Keep your delivery timeframes short and realistic. Never agree to lengthy timeframes. Split the project into “mini-projects” if you need to. Keep each mini-project to less than 6 months. This keeps everyone motivated and focused.

4. Milestones:
Break your project timeframe into "Milestones" which are manageable pieces of work. Add delivery deadlines to your milestones and try to deliver on every deadline, no matter what. If you're late, tell your customer about it as early as possible.

5. Communications:
Make sure you keep everyone informed by providing the right information at the right time. Produce Weekly Status Reports and run regular team meetings.

6. Scope:
Only authorize changes to your project scope if there is no impact on the timeline. Get your customers approval to important scope changes first and then get their buy-in to extend the delivery dates if you need to.

7. Quality:
Keep the quality of your deliverables as high as possible. Constantly review quality and never let it slip. Implement “peer reviews” so that team members can review each others deliverables. Then put in place external reviews to ensure that the quality of the solution meets your customer's needs.

8. Issues:
Jump on risks and issues as soon as they are identified. Prioritize and resolve them before they impact on your project. Take pride in keeping risks and issues to a minimum.

9. Deliverables:
As each deliverable is complete, hand it formally over to your customer. Get them to sign an Acceptance Form to say that it meets their expectations. Only then can you mark each deliverable off as 100% complete.

10. Your team:
Great projects are run by great teams. Hire the best people you can afford. Spend the time to find the right people. It will save you time down the track. Remember, good people are easy to motivate. Show them the vision and how they can make it happen. Trust and believe in them. Make them feel valued. They will work wonders.

Jaikishan (13th July 2010)
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Tips for Project Managers

The daily routine of a successful Project Manager is listed below. The Project Manager had taken a cue from his senior, in the early years of his career, and followed the routine religiously since then, which helped him in completing the projects in time .

FIRST:
· Used to visit the site about 15-30 minutes in the morning before the workers arrive to assess the progress vis-à-vis the planned progress. Thus, he used to have complete and firsthand information about the project.
· Used to insist his Site Engineers to arrive at the site (at least 10 minutes) before the workers arrive. This helped the Site Engineers in managing the workers better and in maintaining the discipline.
· Site Engineers were insisted to dress well and bathe every day, even if they had worked very late the previous night. Insisted on personal hygiene and to treat the place-of-work like a place-of-worship.

SECOND: (About 2 hours)
· Returns to office from Site.
· Browses through all the correspondence. That used to take about 30 minutes.
· Then, he completes the correspondence for the day.

THIRD: (About one hour)
· Takes his lunch.
· Takes about 30 minutes nap in his cabin.

FOURTH:
· Spends about an hour on administration and HR aspects and issues at Project office.

FIVE:
· Visits the site.
· Meets the client, if required.
· Similarly, meets the consultants, sub-contractors, … if required.
· Returns to office before 6 PM.

SIX: (About one hour)
· Completes pending correspondence, pending calls, pending e-mails, …
· Leaves office by 7 PM.

SEVEN: (For about 30 minutes)
· After dinner, he used to attend to QA/QC aspects. Used to go through the drawings, contract documents, MIS reports, programme-of-work review, …
· Used to plan his next day. Attend to any crisis which needs attention.
By adhering to this routine, the Project Manager was able to successfully complete various projects ahead of schedule, many a time in his career.

Got this information recently from a friend. As usual, thought of sharing this ‘routine checklist’ with our colleagues under the ‘HRD-KISS’ series. (KISS = Knowledge and Information Sharing System).

Good day,

Jaikishan
HR Dept.
22nd Nov 2009

Source: From my colleague, Dr. K.S.Chandra Sekhar (CGM-Projects).

xxx---xxx