Project management

Theme 4:

Executing a project
Peeter Normak

Plan
1.
2.
3.
4.
5.
6.
7.
8.
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12.

Discussion: home assignment nr 3

Starting a project execution
Selecting a project management methodology
Overview on most popular methodologies
Everyday management
Scope management
Information management and reporting
Quality control and resource management
Using power in management
Motivation and devotion of project team
Supporting creativity and teamwork
Handling conflicts

Discussion on home assignment nr 3

The task: Prepare an initial draft of your examination work.
Topics to discuss:
1. Analysis of relevant information (experience obtained in dealing
with similar problems).
2. Composition of the activity system (activities and relations between
them).
3. Estimating duration of the activities.
4. Estimating the necessary resources.
5. Risk analysis.
6. Structure of the project plan.
7. Work division.

The aim of the project execution phase

Achieving the project objective according to the project plan,

in a sustainable manner.

Starting a project execution

Project execution bases on general principles of management.
Inputs:

Project planning documents.

Other related documents (standards, technical documentation, analyses,
contracts etc).
Institutional regulations (accountancy, hiring, procedures for preparing
contracts etc). NB! Very important, if the PM has not managed projects or
units before.
In a later phase of a project: corrections to the project plan and other
related documents.

Recommendations starting project execution

1. Use wisely the starting energy (like swarming effect by
bees).
2. Make staff members aware that starting a new project
causes inevitably change in the list of their priorities and
most probably also the structure of their activities.
3. Take into account that initial phase of project execution
has huge impact to the way how the project will be
executed (using tools/methods, interpersonal relations
etc).

Project management methodology the concepts

Method (meetod in Estonian): principles for solving a single task from a

restricted problem area.
Methodology (metoodika in Estonian): combining different methods for
solving a complex task.
NB! Estonian metodoloogia has different meaning: science about
methods.
Examples of project management methodologies:

agile methodologies
PRINCE2
V-model

Selecting a project management methodology

General aspects of selection:
1. Different methodologies are based on quite different if compared to
each other principles.
2. By applying, any methodology should be adapted to the concrete needs
and conditions.
3. Experience and flexibility/creativity is more important than any theory.
4. Application of a new project management methodology presumes
adapting of general processes of the institution as well.

Agile project management methodologies

The need: classical (linear) approaches to project planning and execution
are in many cases problematic.
Principles:
1.
2.
3.

Multiple iterations of planning and execution.

Heavy involvement of stakeholders.
Empowerment of the project team; SSS-principle (speed, smart, simplicity).

Role of the project manager focus on creating of a supporting

environment (that is, not so much on process management):
1.
2.
3.

Selecting the personnel.

Ensuring availability of necessary tools and work conditions.
Forming a big picture and ensuring that it is followed.

The basic documents: the Project Charter and Release Plan.

Agile project management methodologies

Some practices:
1.
2.

Simplicity to implement changes.

Intense communication between the team members and knowledge sharing
(TEAM Together Everyone Achieves More).
Delegating decision making and responsibilities.
Optimizing the activities (human labour).
Supporting creativity and innovations.
Gradual implementation of the projects outcome.

3.
4.
5.
6.

Google Agile Project Management:

31.10.2010 229 000

30.10.2011 2 510 000.

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V-model general principles

Is mainly used for (IT-)development projects in public and military sectors.
1.

Minimizing the risks: determination of roles/responsibilities, enhancing

the planning practices, assuring transparency.

2.

Ensuring the quality of the outcome: selecting indicators and milestones.

3.

Minimizing the total costs occurred during the whole life cycle of a
product: standardized methods for development, using and maintenance
of products.

4.

Enhancing communication between the stakeholders: diminishing

differences and misunderstanding.

Structure
(partly):

Order

New iteration

Specification
General design
Detailed design

Acceptance
Delivery
Integration

Ssteemielementide realis-e

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V-model specific principles

1.

Outcomes, activities and responsibilities/roles are structured and

correspond to each other.

2.

Responsibilities are fixed: Who? When? What?

3.

Activities are divided into compulsory and recommended;

Compulsory activities are: project management, quality
assurance, configuration management, problem and change
management.

4.

There are concrete strategies developed (11 in 2007) for project

execution.

5.

Is strongly focused on outcomes.

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PRINCE2 processes
PRINCE2 is process based: 8 basic processes and 8 components.
Basic processes:
Starting up a project (the only pre-project process),
Initiating a project, Directing a project, Managing stage boundaries,
Controlling a stage, Managing product delivery, Closing a project,
Planning.
Every basic process has sub-processes.
For each process the following elements should be defined:
Fundamental principles, relations to other processes, process description,
requirements, hints and tips; additionally for sub-processes:
responsibilities, information needs, key criteria.
NB! Processes are designed according to the needs of a project.

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PRINCE2 components
1.
2.
3.
4.
5.
6.
7.
8.

Business case
Organisation
Plans
Controls
Risks
Quality in a project environment
Configuration management
Change control.

For each component, the basic processes used in this component, are
determined.
4 management levels: corporate/programme, project, a stage, product
delivery (team leader).

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Everyday management basic principles

1. The tasks should be coherent/correspond to capabilities (there is
nothing more unequal than assigning equal tasks to the people
with unequal capabilities).
2. Not to change the subordination of project team members.
3. Contribution of the project team members should be adequately
compensated.
4. Clearly state the responsibilities.
5. Follow codes of conduct.
6. Take into account the personality characteristics of staff
members.

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Recommendations everyday management

1. Make explicit agreements about office hours, tasks and reporting.

2. Take into account a Chinese saying People are not performing the
tasks a chief wishes but tasks that he checks (or will award)" .
3. Discuss and agree on the role of meetings.
NB! The decisions should be in written!

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Exercises
1. What are the basic threats and opportunities related to the project
team members that are product/outcome oriented, activities oriented
or communications oriented?
2. What would be the main differences in assigning tasks and reporting
procedures in case of people having the following personal
characteristics:
1. agrees to take whatever tasks but actually does not perform them
properly or performs them partly;
2. always argues against the tasks but nevertheless is executing the
assigned tasks correctly.

3. A case study: head of department an expert; project manager and

programmer are staff members of the department. HoD assigned
tasks to the programmer without informing the project manager and
partly contradicting the tasks that were assigned by the project
manager. How would you solve this case?

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Exercises independently
1. Determine the basic differences between PRINCE2 methodology
and principles described in PMBOK Guide.
2. List problems that can arise in managing virtual project teams (see,
for example, [Link]
3. Based on web sources (for example, [Link]) describe
the basic principles of agile project management.

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Scope management
Scope is defined as "The work that needs to be accomplished to deliver
a product, service, or result with the specified features and functions.
The aim of scope management is to assure that all necessary activities
are performed and only these.
The projects scope depends directly from the products scope.
Measuring: 1) comparing with the project plan; 2) comparing with the
requirements.
General principle of scope management minimum principle:
KISS Keep It Small and Simple (better to have 50% in good quality
than 100% in bad quality).

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Scope change management

The need for scope change is usually caused because:
Mistakes/inaccuracies in deciding the products scope
Mistakes/inaccuracies in deciding the projects scope
Changes of internal and external conditions. Example: JEP 12418 (1y 2y).

The activities of scope change:

Identify the need in scope change

Analyse factors that influence projects outcome in a positive direction
Manage changes integrating them into other processes.

Inputs to scope changes:

Project activities
Reports
Change requests.

NB! Every change has certain costs!

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Information management processes

According PMBOK Guide, Communications management is one of the
knowledge areas of project management.
The main purpose of information management is to assure information
handling (creation, collecting, processing, spreading, storing)
necessary for effective project execution.
Basic processes:

Planning finding the information needs of stakeholders (what, when, how)

Transmission making information timely available
Feedback reports, proposals, assessments
Completion handling information necessary for completing a phase
(composing lessons learned document, archiving documents etc).

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Information management aspects and responsibilities

Aspects:

Agreements between the stakeholders (example: confidentiality)

Deciding on tools (mail, web, RSS, Dropbox, meetings etc)
Forms (oral, written, graphic; structuring, generality)

Responsibilities of a information source: assuring completeness, clarity,

unambiguity and compactness of information.
Responsibilities of a receiver: read and understand; confirm receiving if
necessary.
Example: Academic Library

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Rules of oral communication

Rules of oral communication (see section 4.5 of Lecture Notes):

1.
2.
3.
4.
5.
6.

Listen with comprehension

Reflect/give feedback
Do not interrupt
Ask questions
Observe the body language

NB! Oral communication is an important instrument in developing

common vision and identity.

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Reporting

The aim of reporting is to assure the decision makers that the

advancement of projects execution goes according the project
plan.
Types of reporting (and control):

Internal or external
Formal/financial or informal

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Recommendations reporting

1. Internal reporting should be as small as possible and as big as

necessary.
Example: the history of schools in Tallinn.

2. Prior agreement on changes with the decision makers, honesty

(do not manipulate the costs!) and transparency are necessary.
Example: JEP 12408, ETF (Szeged).

3. Check thoroughly reports before submitting.

Example: ETF printout.

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(Quality) control
The aim of control is to supervise the project execution and results for
assuring conformance to the requirements and making corrections if
necessary.
The aspects to follow :
1. Finding the rate of tolerance (allowable difference from the requirements
2. Differentiation of random and systematic deviations
3. Conducting preventing activities (depending on risks and potential losses).

NB! It is important to reach clarity about the need for control.

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Quality control the methods

1. Direct check of the outcomes.

2. Analysis of the project execution against the project plan.
3. Pareto analysis (cause-effect analysis) for finding critical problems.
4. Trend analysis, analytical methods (extrapolation, statistical
methods, modelling).
5. Selecting a topic (restricted area) for detailed check.
6. .

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Resource management

The aim: distribute available resources between the actors in the best
possible (legitimate) way.
The basic principles for distribution of resources:
1. Balanced and purposeful.
2. Adequate (remuneration corresponds to the results).
Example: Viru 2 cleaning.

3. Collegial and grounded.

NB! Distribution of resources is one of the major reasons of conflicts.

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Resource management problems

1. Finding quantitative and qualitative indicators, their proportion and
evaluation methodology.
2. Finding balance between funds allocated for achieving the direct
needs of the project and for enhancing the quality.
Example: funding of Estonian research projects.

3. To what extent optimization and optimization (in Estonian JOKK)

of spending finances is reasonable.
4. Taking into account external factors (conflict of interests, salary
levels etc).
5. Deciding on additional tasks that will be extra remunerated.

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Exercises
1. What are the main functions of speaking and listening?
2. For what kind of projects is communication particularly significant?
3. List the main differences between internal and external reporting.
4. Whether to allocate more resources to more efficient work groups
that are maybe not so important for the project or to the less efficient
work groups that do not bring results but are more important for the
project?
5. Assume you are a project manager. A staff member asks for a bigger
salary. How do you behave?

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Exercise independently

Formulate the basic principles of Total Quality Management

(TQM) and analyze what would application of these
principles change in your professional activities.

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Professional development of staff

Professional development normally does not belong to the tasks of a
project: competence development is a long-term process.
On the other hand:

Every project should contribute to the development of the whole institution;

people are usually the most important asset of an institution.

Investment to professional growth of staff members increases their

devotion.

Problem: identification of training and consultancy needs.

Example: 0-VAT (turnover tax).

NB! Continuing training project managers is almost always appropriate.

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Professional development aspects

1. Systematic education can be considered as an investment to the

future; during a project concrete knowledge and skills are needed.
2. From the point of view of a project, short term courses and
consultations handling concrete problems are preferred.
3. Case studies, helpdesks and knowledge transfer portals may turn
to be very useful (especially if the regulations can differently be
interpreted).
Example: TL+TTU.

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Using administrative power definition

Having power := being capable.
The goal: achieve maximal possible total capability of staff.
Positional power ():
Legitimate power
Supportive power
Restrictive power (). Prevention instead of punishment.
Example: having another job (JT).

Personal power ():

By example
As expert.

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Using administrative power

The goal: achieve possibly high total capability and direct this for
achieving the projects objective.
The main tool: reasonable delegation of power (and responsibilities).
Expectations of project staff from the project manager:
1.
2.
3.
4.
5.

honesty,
competency,
apprehension of trends,
inspiration,
....

The problem: realization of power.

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Project manager realization of power

Project manager should have a reputation of a person who never fails.

(S)he should be able to:
make a significant contribution,
motivate others to make a significant contribution,
achieve priority for the project,
achieve acceptance of professional methods of actions.

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Supporting devotion
People are in average using only about 30% of their potential.
The problem: how to release the remaining 70%?
Main tools:

Motivation/encouragement
Creating pleasant work environment
Involvement in decision making
Take into account interests, competencies, priorities of staff members
Mapping a work-day.

Inhibiting factors:

Rework
Additional requirements
Dispraise

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Motivation
It is necessary to know what motivates every single person, what are
their:

Interests
Problems
Needs

Activities for stimulating motivation:

Recognition (critique is a major suppressing factor)

Creating common vision (versus swan-pike-crab)
Ensuring transparency (Example: Tampere Technology Park)
Providing authority and resources (raising feeling of responsibility)
Celebrating achievements.

NB! Satisfied needs are not a good motivator.

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Supporting creativity
Competitiveness assumes innovation that in turn assumes creativity.
Intellectual properties that support creativity:

Problem sensibility: Q-GSM

Plenitude of new ideas
Originality. Example: mirrors besides the lift doors.
Flexibility. Example: the structure and curricula in University of Minho
(Braga, Portugal).
A goal that cannot be achieved using available tools. Example: land a man
on the Moon.

NB! New ideas can create conflicts.

NB! Innovation is competence based.

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Creativity supporting and inhibiting factors

Supporting factors:

Existence/creating supporting structures/tools/indicators (for experimenting)

Enough time for thinking and acquiring knowledge and developing skills
Possibility to focus
Creating enthusiasm
Discussions

Inhibiting factors:

Stress
Strongly fixed subordination and procedures
Fear to fail and make mistakes
Using killer expressions

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Exercises

1.

Within what type of institution (functional, project based, matrix

type) training of people during the projects is more important?

2.

How could it be justified if a manager will ask his secretary to

arrange/solve his personal?

3.

What are the possibilities to achieve devotion if the objectives of

a project do not harmonise with the personal objectives of the
team members?

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Exercises - independently

1. Bring an example of an unsuccessful project that could be

rescued with some training or consultation.
2. One possibility to divide personality types of managers is coined
from Ichak Adizes: Producer, Administrator, Entrepreneur,
Integrator). Find some other division of managers?

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Teamwork
Teamwork and cooperation is the first personal competency cluster in
managerial unit B.4 of the PMCD Framework.
Weakness on co-operation and teamwork is one of the major causes
of failing projects (in Estonia as well).
Supporting factors:

Good interpersonal relations

A good first impression
Positive prejudice
Existence of a strong competitor (or a common enemy)
Suitable distribution of roles, work assignments etc
Common identity, goals, interests etc.

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Factors inhibiting teamwork

1. Problematic interpersonal relations

2. Trying to perform tasks alone
3. Unfavorable first impression
4. Distrust
5. Low ability to accept point of views of colleagues
6. Negative prejudice
7. Inadequate distribution of roles, work assignments etc.
Example: IFI

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Handling differences and conflicts

The aim: through managing differences and conflicts find appropriate
solutions and implement energy that is generated.
Synergy versus swan-pike-crab syndrome.
NB! Differences should not be eliminated; instead, good ideas should be extracted
(The truth is born in dispute, Development through diversity, Conflicts generate
energy etc).

The main sources of differences/conflicts are:

Timetable
Costs and budget
Priorities
Administrative procedures
Technical questions
Distribution of tasks
Interpersonal relations.

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Handling differences and conflicts

Strategies for handling differences:

Creating a common ground

Agreeing on a compromise
Collecting and analysing information
Focusing on problems, not on a person.

Levels of needs are necessary to take into account in preventing and

solving differences. (based, for example, on Maslow hierarchy):

Physiological
Safety
Belonging
Esteem
Self-actualization

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Handling differences and conflicts negotiations

The main instruments for preventing conflicts: respecting rights of
parties and taking into accounts their expectations.
The main instrument on solving differences: negotiations.
Techniques of negotiations:

Be straightforward; find the cause of the problem

Mark your behavior making introductions to your statements
Avoid superfluous arguments
Be aware of limitations of logic; interests prevail over the logic
Avoid irritation and accusation
Offer alternative solutions.

Suggestion: before handling conflicts, clarify the interests of involved

people.

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Exercises

1.

List threats that are related to the people who value teamwork.

2.

In what cases it is reasonable assign a task that caused

problems to another person, in what cases not?

3.

Bring an example of a project which had problems with

teamwork. What were the reasons of insufficient teamwork?

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Exercises - independently

1.

Describe the personality profiles of DISC classification:

Dominance, Influence, Steadiness, Conscientiousness. What
aspects should be taken into account in incorporating people of
these profiles into teams?

2.

What are the basic requirements of the code of conduct for

project managers completing the PMI training (Project
Management Professional Code of Professional Conduct)?

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Next lecture:
Friday, 9. December
at 16.15
Topic: specifics of software projects

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Systematic training versus intense course

Intense course

Systematic training
(Investment model)

(Reaction model))

PhD

Master
Bachelor

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