Learning Curve…

MB0049 : List out the macro issues in project management and explain each.

Posted on: October 21, 2011

MB0049 : List out the macro issues in project management and explain each.
Answer : Macro Issues in project management:

Evolving Key Success Factors (KSF) Upfront: In order to provide complete stability to fulfilment of goals, a project manager needs to constantly evaluate the key success factors from time to time. While doing so, he needs to keep the following aspects of KSFs in mind:

  • The KSF should be evolved based on a basic consensus document (BCD).
  • KSF will also provide an input to effective exit strategy (EES). Exit here does not mean exit from the project but from any of the drilled down elemental activities which may prove to be hurdles rather than contributors.
  • Broad level of KSF should be available at the conceptual stage and should be firmed up and detailed out during the planning stage. The easiest way would be for the team to evaluate each step for chances of success on a scale of ten.
  • KSF should be available to the management – duly approved by the project manager – before execution and control stages.
  • KSF rides above normal consideration of time and cost – at the levels encompassing client expectation and management perception – time and cost come into play as subservient to these major goals.

Empowerment Title (ET): ET reflects the relative importance of members of the organisation at three levels:

  • Team members are empowered to work within limits of their respective allocated responsibilities. The major change from bureaucratic systems is an expectation from these members to innovate and contribute to time and cost.
  • Group leaders are empowered additionally to act independently towards client expectation and are also vested with some limited financial powers.
  • Managers are empowered further to act independently but to maintain a scientific balance among time, cost, expectation and perception, apart from being a virtual advisor to the top management.

Partnering Decision Making (PDM): PDM is a substitute to monitoring and control. A senior with a better decision making process will work closely with the project managers as well as members to plan what best can be done to manage the future better from past experience. The key here is the active participation of members in the decision making process. The ownership is distributed among all irrespective of levels – the term equally should be avoided here since ownership is not quantifiable. The right feeling of ownership is important.

This step is most difficult since junior members have to respond and resist being pushed through sheer innovation and performance – this is how future leaders would emerge. The PDM process is made scientific through:

  • Earned value management system (EVMS)
  • Budgeted cost of work scheduled (BCWS)
  • Budgeted cost of work performed (BCWP)
  • Actual cost of work performed (ACWP)

Management by Exception (MBE): “No news is good news”. If a member wants help he or she locates a source and proposes to the manager only if such help is not accessible for free. Similarly, a member should believe that a team leader’s silence is a sign of approval and should not provoke comments through excessive seeking of opinions. In short leave people alone and let situation perform the demanding act.

The bend limit of MBE can be evolved depending on the sensitivity of the nature and size of the project. MBE provides and facilitates better implementation of effectiveness of empowerment titles. MBE is more important since organisations are moving toward multi-skilled functioning even at junior most levels.

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