What Is A Reasonable Value Of Housing Services Provided By The Master Tenant Such As Furnishings
Main Body
two. Project Management Overview
The starting point in discussing how projects should be properly managed is to first understand what a projection is and, just as importantly, what it is non.
People have been undertaking projects since the earliest days of organized human action. The hunting parties of our prehistoric ancestors were projects, for case; they were temporary undertakings directed at the goal of obtaining meat for the community. Large complex projects have also been with us for a long time. The pyramids and the Great Wall of China were in their day of roughly the same dimensions equally the Apollo project to send men to the moon. We use the term "project" frequently in our daily conversations. A married man, for instance may tell his wife, "My main project for this weekend is to straighten out the garage." Going hunting, edifice pyramids, and fixing faucets all share certain features that brand them projects.
Project Attributes
A projection has distinctive attributes that distinguish it from ongoing piece of work or business operations. Projects are temporary in nature. They are not an everyday business process and have definitive start dates and end dates. This characteristic is of import because a big part of the project effort is defended to ensuring that the project is completed at the appointed time. To practice this, schedules are created showing when tasks should brainstorm and stop. Projects tin can final minutes, hours, days, weeks, months, or years.
Projects exist to bring nigh a production or service that hasn't existed before. In this sense, a project is unique. Unique means that this is new; this has never been done before. Perhaps information technology's been done in a very similar mode earlier but never exactly in this mode. For example, Ford Motor Visitor is in the business of designing and assembling cars. Each model that Ford designs and produces can exist considered a project. The models differ from each other in their features and are marketed to people with various needs. An SUV serves a different purpose and clientele than a luxury car. The pattern and marketing of these 2 models are unique projects. Still, the actual assembly of the cars is considered an operation (i.e., a repetitive process that is followed for most makes and models).
In contrast with projects, operations are ongoing and repetitive. They involve work that is continuous without an ending date and with the same processes repeated to produce the aforementioned results. The purpose of operations is to keep the organisation functioning while the purpose of a project is to come across its goals and conclude. Therefore, operations are ongoing while projects are unique and temporary.
A project is completed when its goals and objectives are achieved. It is these goals that drive the project, and all the planning and implementation efforts undertaken to achieve them. Sometimes projects end when it is determined that the goals and objectives cannot exist achieved or when the product or service of the project is no longer needed and the project is cancelled.
Definition of a Project
At that place are many written definitions of a project. All of them incorporate the key elements described above. For those looking for a formal definition of a project, the Projection Management Institute (PMI) defines a projection as a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and terminate. The end is reached when the project's objectives have been achieved or when the project is terminated because its objectives will non or cannot be met, or when the need for the project no longer exists.
Project Characteristics
When considering whether or non you lot have a project on your hands, there are some things to keep in mind. Start, is it a projection or an ongoing performance? 2nd, if it is a project, who are the stakeholders? And third, what characteristics distinguish this try every bit a project?
Projects have several characteristics:
- Projects are unique.
- Projects are temporary in nature and have a definite beginning and ending date.
- Projects are completed when the project goals are achieved or it's determined the project is no longer feasible.
A successful project is ane that meets or exceeds the expectations of the stakeholders.
Consider the following scenario: The vice-president (VP) of marketing approaches y'all with a fabulous thought. (Obviously it must be "fabulous" because he thought of it.) He wants to set up kiosks in local grocery stores as mini-offices. These offices volition offer customers the ability to sign up for car and dwelling house insurance services also as brand their bill payments. He believes that the exposure in grocery stores will increment awareness of the company'due south offerings. He told you that senior management has already cleared the project, and he'll dedicate every bit many resources to this as he tin can. He wants the new kiosks in place in 12 selected stores in a major city by the end of the year. Finally, he has assigned you to head up this project.
Your first question should be, "Is information technology a project?" This may seem unproblematic, but confusing projects with ongoing operations happens often. Projects are temporary in nature, have definite first and end dates, issue in the creation of a unique product or service, and are completed when their goals and objectives take been met and signed off by the stakeholders.
Using these criteria, let's examine the assignment from the VP of marketing to make up one's mind if information technology is a project:
- Is information technology unique? Yep, because the kiosks don't exist in the local grocery stores. This is a new style of offer the company'southward services to its customer base. While the service the company is offering isn't new, the way information technology is presenting its services is.
- Does the production have a express timeframe? Yes, the start engagement of this project is today, and the cease date is the terminate of next twelvemonth. It is a temporary endeavor.
- Is at that place a way to determine when the project is completed? Yep, the kiosks will be installed and the services will exist offered from them. In one case all the kiosks are installed and operating, the project will come to a close.
- Is there a fashion to determine stakeholder satisfaction? Yep, the expectations of the stakeholders will be documented in the form of requirements during the planning processes. These requirements volition be compared to the finished product to determine if it meets the expectations of the stakeholder.
If the reply is yes to all these questions, then we accept a project.
The Process of Project Management
You've adamant that you have a project. What now? The notes you scribbled down on the back of the napkin at dejeuner are a start, but not exactly good projection management exercise. Too oftentimes, organizations follow Nike's advice when information technology comes to managing projects when they "just do it." An assignment is made, and the project squad members bound directly into the evolution of the product or service requested. In the finish, the delivered product doesn't meet the expectations of the customer. Unfortunately, many projects follow this poorly synthetic path, and that is a principal contributor to a big per centum of projects not meeting their original objectives, as divers by performance, schedule, and upkeep.
In the Usa, more than $250 billion is spent each year on it (Information technology) awarding development in approximately 175,000 projects. The Standish Group (a Boston-based leader in project and value functioning research) released the summary version of their 2009 Chaos Study that tracks project failure rates across a broad range of companies and industries (Figure two.1).
Jim Johnson, chairman of the Standish Grouping, has stated that "this year'due south results show a marked decrease in project success rates, with 32% of all projects succeeding which are delivered on fourth dimension, on budget, with required features and functions, 44% were challenged-which are late, over upkeep, and/or with less than the required features and functions and 24% failed which are cancelled prior to completion or delivered and never used."
When are companies going to stop wasting billions of dollars on failed projects? The vast majority of this waste is completely avoidable: but get the right business needs (requirements) understood early in the process and ensure that project management techniques are practical and followed, and the projection activities are monitored.
Applying proficient project management discipline is the way to aid reduce the risks. Having good project management skills does not completely eliminate bug, risks, or surprises. The value of skilful project direction is that you lot take standard processes in identify to bargain with all contingencies.
Project direction is the awarding of cognition, skills, tools, and techniques applied to project activities in club to see the projection requirements. Project management is a process that includes planning, putting the project plan into action, and measuring progress and performance.
Managing a project includes identifying your project's requirements and writing downward what everyone needs from the projection. What are the objectives for your project? When everyone understands the goal, information technology's much easier to keep them all on the correct path. Make certain you set up goals that everyone agrees on to avert team conflicts later on on. Understanding and addressing the needs of everyone affected by the projection means the cease event of your projection is far more probable to satisfy your stakeholders. Last but not to the lowest degree, as project manager, you will besides be balancing the many competing projection constraints.
On any project, you lot will have a number of project constraints that are competing for your attention. They are toll, scope, quality, risk, resources, and time.
- Cost is the budget approved for the projection including all necessary expenses needed to deliver the project. Within organizations, project managers have to balance between not running out of money and not underspending because many projects receive funds or grants that have contract clauses with a "utilise it or lose it" approach to projection funds. Poorly executed budget plans tin result in a terminal-minute rush to spend the allocated funds. For virtually all projects, cost is ultimately a limiting constraint; few projects can go over budget without eventually requiring a cosmetic action.
- Telescopic is what the project is trying to achieve. Information technology entails all the work involved in delivering the project outcomes and the processes used to produce them. Information technology is the reason and the purpose of the project.
- Quality is a combination of the standards and criteria to which the projection's products must be delivered for them to perform finer. The product must perform to provide the functionality expected, solve the identified problem, and deliver the do good and value expected. It must also meet other performance requirements, or service levels, such equally availability, reliability, and maintainability, and have adequate finish and smooth. Quality on a projection is controlled through quality assurance (QA), which is the process of evaluating overall projection functioning on a regular basis to provide confidence that the projection will satisfy the relevant quality standards.
- Take a chance is defined by potential external events that will have a negative impact on your project if they occur. Take a chance refers to the combination of the probability the event will occur and the impact on the projection if the event occurs. If the combination of the probability of the occurrence and the impact on the project is too high, yous should identify the potential effect every bit a risk and put a proactive plan in place to manage the chance.
- Resources are required to deport out the projection tasks. They tin be people, equipment, facilities, funding, or anything else capable of definition (commonly other than labour) required for the completion of a project activity.
- Time is defined as the time to consummate the project. Time is oftentimes the most frequent project oversight in developing projects. This is reflected in missed deadlines and incomplete deliverables. Proper control of the schedule requires the careful identification of tasks to exist performed and accurate estimations of their durations, the sequence in which they are going to be done, and how people and other resources are to exist allocated. Whatsoever schedule should take into business relationship vacations and holidays.
You may accept heard of the term "triple constraint," which traditionally consisted of only time, price, and telescopic. These are the primary competing projection constraints that you have to be most aware of. The triple constraint is illustrated in the form of a triangle to visualize the projection work and see the relationship between the telescopic/quality, schedule/time, and cost/resource (Figure 2.two). In this triangle, each side represents one of the constraints (or related constraints) wherein whatsoever changes to any one side crusade a alter in the other sides. The all-time projects take a perfectly balanced triangle. Maintaining this balance is difficult because projects are prone to change. For instance, if scope increases, price and fourth dimension may increase disproportionately. Alternatively, if the corporeality of money you have for your project decreases, y'all may exist able to do as much, but your time may increase.
Your project may have additional constraints that yous must face, and as the project manager, y'all accept to balance the needs of these constraints against the needs of the stakeholders and your projection goals. For instance, if your sponsor wants to add together functionality to the original scope, you lot will very likely demand more money to end the project, or if they cut the budget, you volition take to reduce the quality of your scope, and if you don't get the appropriate resources to work on your project tasks, you will have to extend your schedule because the resource you have accept much longer to stop the work.
Yous get the thought; the constraints are all dependent on each other. Think of all of these constraints as the classic carnival game of Whac-a-mole (Figure 2.3). Each fourth dimension y'all try to push one mole back in the hole, another one pops out. The best advice is to rely on your projection team to go on these moles in place.
Here is an example of a projection that cut quality because the project costs were fixed. The P-36 oil platform (Figure 2.iv) was the largest footing production platform in the world capable of processing 180,000 barrels of oil per twenty-four hour period and 5.2 million cubic metres of gas per day. Located in the Roncador Field, Campos Basin, Brazil, the P-36 was operated past Petrobras.
In March 2001, the P-36 was producing around 84,000 barrels of oil and one.3 one thousand thousand cubic metres of gas per 24-hour interval when it became destabilized by two explosions and subsequently sank in 3,900 anxiety of water with 1,650 short tons of rough oil remaining on board, killing xi people. The sinking is attributed to a complete failure in quality balls, and force per unit area for increased production led to corners being cut on safety procedures. It is listed as one of the well-nigh expensive accidents with a price tag of $515,000,000.
The post-obit quotes are from a Petrobras executive, citing the benefits of cutting quality assurance and inspection costs on the project.
"Petrobras has established new global benchmarks for the generation of exceptional shareholder wealth through an ambitious and innovative plan of cost cutting on its P36 production facility."
"Conventional constraints have been successfully challenged and replaced with new paradigms advisable to the globalized corporate market place."
"Elimination of these unnecessary straitjackets has empowered the project's suppliers and contractors to propose highly economic solutions, with the win-win bonus of enhanced profitability margins for themselves."
"The P36 platform shows the shape of things to come in the unregulated global market economy of the 21st century."
The dynamic merchandise-offs between the project constraint values have been humorously and accurately described in Figure 2.five.
Projection Direction Expertise
In social club for you, as the projection managing director, to manage the competing project constraints and the project as a whole, at that place are some areas of expertise y'all should bring to the project team (Figure two.11). They are knowledge of the awarding surface area and the standards and regulations in your industry, understanding of the project surroundings, general direction cognition and skills, and interpersonal skills. It should exist noted that manufacture expertise is not in a sure field but the expertise to run the project. So while knowledge of the blazon of manufacture is important, yous will have a projection team supporting you lot in this endeavor. For example, if you are managing a project that is building an oil platform, you would not be expected to have a detailed agreement of the technology since your squad will have mechanical and civil engineers who will provide the appropriate expertise; still, information technology would definitely help if you understood this type of work.
Allow's take a await at each of these areas in more detail.
Application knowledge
By standards, we mean guidelines or preferred approaches that are not necessarily mandatory. In contrast, when referring to regulations we mean mandatory rules that must be followed, such as authorities-imposed requirements through laws. It should get without saying that as a professional, you're required to follow all applicable laws and rules that apply to your industry, organization, or projection. Every industry has standards and regulations. Knowing which ones affect your project before you brainstorm work will not merely assist the project to unfold smoothly, merely will also allow for constructive risk assay.
Some projects crave specific skills in certain application areas. Application areas are made up of categories of projects that have common elements. They tin can be defined by industry group (pharmaceutical, financial, etc.), department (bookkeeping, marketing, legal, etc.), applied science (software development, engineering, etc), or management specialties (procurement, research and evolution, etc.). These application areas are usually concerned with disciplines, regulations, and the specific needs of the project, the customer, or the industry. For example, nearly government agencies take specific procurement rules that employ to their projects that wouldn't be applicable in the construction industry. The pharmaceutical manufacture is interested in regulations set up forth by government regulators, whereas the automotive industry has little or no business organisation for either of these types of regulations. You need to stay up-to-engagement regarding your industry then that y'all can apply your knowledge effectively. Today's fast-paced advances can leave y'all backside fairly quickly if yous don't stay abreast of current trends.
Having some level of experience in the application area you're working in will give you an reward when it comes to project management. While you can call in experts who have the application area knowledge, it doesn't hurt for you to sympathise the specific aspects of the awarding areas of your projection.
Understanding the Project Surroundings
There are many factors that need to be understood within your project environment (Effigy two.7). At one level, you need to call back in terms of the cultural and social environments (i.due east., people, demographics, and didactics). The international and political environment is where you need to sympathize about different countries' cultural influences. Then we motility to the concrete environment; hither nosotros recall well-nigh time zones. Retrieve about different countries and how differently your project volition exist executed whether it is merely in your country or if it involves an international projection squad that is distributed throughout the world in five dissimilar countries.
Of all the factors, the concrete ones are the easiest to empathize, and it is the cultural and international factors that are ofttimes misunderstood or ignored. How we bargain with clients, customers, or project members from other countries can be critical to the success of the project. For instance, the culture of the United states of america values accomplishments and individualism. Americans tend to be informal and call each other by start names, fifty-fifty if having just met. Europeans tend to be more formal, using surnames instead of first names in a business setting, even if they know each other well. In addition, their advice style is more formal than in the United States, and while they tend to value individualism, they besides value history, hierarchy, and loyalty. The Japanese, on the other hand, tend to communicate indirectly and consider themselves part of a grouping, not every bit individuals. The Japanese value hard piece of work and success, as well-nigh of us practice.
How a product is received tin be very dependent on the international cultural differences. For example, in the 1990s, when many large American and European telecommunications companies were cultivating new markets in Asia, their customer's cultural differences often produced unexpected situations. Western companies planned their telephone systems to work the same mode in Asia as they did in Europe and the United States. But the protocol of conversation was unlike. Call-waiting, a popular feature in the West, is considered impolite in some parts of Asia. This cultural blunder could accept been avoided had the team captured the project surround requirements and involved the client.
It is ofttimes the simplest things that can cause trouble since, unsurprisingly, in unlike countries, people practice things differently. Ane of the most notorious examples of this is likewise one of the most elementary: appointment formats. What solar day and month is 2/8/2009? Of course information technology depends where you come from; in Northward America it is February 8th while in Europe (and much of the balance of the world) it is second August. Clearly, when schedules and deadlines are being defined it is important that everyone is clear on the format used.
The diversity of practices and cultures and its impact on products in general and on software in particular goes well across the date outcome. You may be managing a project to create a new website for a company that sells products worldwide. There are language and presentation manner issues to take into consideration; converting the site into different languages isn't enough. It is obvious that y'all need to ensure the translation is correct; however, the presentation layer will have its own set of requirements for dissimilar cultures. The left side of a website may be the first focus of attending for a Canadian; the right side would exist the initial focus for anyone from the Eye Eastward, as both Standard arabic and Hebrew are written from correct to left. Colors also have different meanings in different cultures. White, which is a sign of purity in Due north America (e.g., a bride's wedding wearing apparel), and thus would be a favoured background color in North America, signifies expiry in Japan (east.g., a burial shroud). Table 2.ane summarizes dissimilar meanings of mutual colours.
| Colour | U.s. | China | Japan | Arab republic of egypt | France |
|---|---|---|---|---|---|
| Cherry | Danger, stop | Happiness | Acrimony, danger | Decease | Aristocracy |
| Blue | Sadness, melancholy | Heavens, clouds | Villainy | Virtue, faith, truth | Freedom, peace |
| Dark-green | Novice, apprentice | Ming dynasty, heavens | Future, youth, energy | Fertility, strength | Misdeed |
| Yellow | Cowardice | Birth, wealth | Grace, nobility | Happiness, prosperity | Temporary |
| White | Purity | Death, purity | Decease | Joy | Naturality |
Projection managers in multicultural projects must appreciate the culture dimensions and endeavor to learn relevant customs, courtesies, and business concern protocols before taking responsibility for managing an international project. A project managing director must take into consideration these diverse cultural influences and how they may affect the project's completion, schedule, scope, and cost.
Management Knowledge and Skills
Every bit the project managing director, y'all have to rely on your project management knowledge and your full general management skills. Here, nosotros are thinking of items similar your ability to programme the project, execute it properly, and of course control it and bring it to a successful conclusion, along with your ability to guide the project team to accomplish project objectives and balance project constraints.
There is more to projection management than only getting the work done. Inherent in the process of project direction are the general management skills that allow the project director to complete the projection with some level of efficiency and control. In some respects, managing a project is similar to running a business organization: there are risk and rewards, finance and bookkeeping activities, man resource issues, time management, stress management, and a purpose for the projection to exist. General management skills are needed in every project.
Interpersonal Skills
Last only not least you also have to bring the ability into the projection to manage personal relationships and bargain with personnel issues as they ascend. Hither were talking near your interpersonal skills as shown in Figure 2.8.
Advice
Projection managers spend 90% of their time communicating. Therefore they must be adept communicators, promoting clear, unambiguous commutation of data. As a project manager, it is your task to continue a number of people well informed. It is essential that your project staff know what is expected of them: what they have to do, when they accept to do it, and what budget and time constraints and quality specifications they are working toward. If projection staff members do not know what their tasks are, or how to accomplish them, so the entire projection will grind to a halt. If you practise not know what the project staff is (or often is not) doing, and so you will exist unable to monitor project progress. Finally, if you are uncertain of what the customer expects of you, then the project will not even become off the ground. Projection communication can thus be summed up equally knowing "who needs what information and when" and making sure they accept it.
All projects require sound communication plans, but not all projects will accept the same types of communication or the same methods for distributing the information. For instance, will information be distributed via postal service or email, is there a shared website, or are contiguous meetings required? The communication management programme documents how the advice needs of the stakeholders will exist met, including the types of information that will be communicated, who will communicate them, and who will receive them; the methods used to communicate; the timing and frequency of advice; the method for updating the plan as the projection progresses, including the escalation procedure; and a glossary of common terms.
Influence
Project management is about getting things done. Every arrangement is different in its policies, modes of operations, and underlying civilisation. There are political alliances, differing motivations, conflicting interests, and power struggles. A project manager must understand all of the unspoken influences at work inside an organization.
Leadership
Leadership is the ability to motivate and inspire individuals to work toward expected results. Leaders inspire vision and rally people around common goals. A skillful project manager can motivate and inspire the project team to encounter the vision and value of the project. The project director as a leader can inspire the project team to find a solution to overcome perceived obstacles to get the work done.
Motivation
Motivation helps people piece of work more than efficiently and produce ameliorate results. Motivation is a constant process that the projection manager must guide to assistance the team move toward completion with passion and a profound reason to complete the piece of work. Motivating the team is achieved by using a variety of team-building techniques and exercises. Team building is but getting a diverse group of people to piece of work together in the almost efficient and effective manner possible. This may involve management events likewise as individual actions designed to improve squad performance.
Recognition and rewards are an of import part of squad motivations. They are formal ways of recognizing and promoting desirable behaviour and are most effective when carried out by the management squad and the project manager. Consider private preferences and cultural differences when using rewards and recognition. Some people don't similar to be recognized in front end of a group; others thrive on it.
Negotiation
Project managers must negotiate for the skillful of the projection. In any projection, the project manager, the project sponsor, and the project team will take to negotiate with stakeholders, vendors, and customers to reach a level of understanding acceptable to all parties involved in the negotiation process.
Problem Solving
Trouble solving is the power to understand the heart of a trouble, look for a viable solution, then make a decision to implement that solution. The starting indicate for problem solving is trouble definition. Problem definition is the power to sympathise the crusade and result of the problem; this centres on root-cause analysis. If a project director treats just the symptoms of a problem rather than its cause, the symptoms will perpetuate and continue through the project life. Even worse, treating a symptom may result in a greater problem. For example, increasing the ampere rating of a fuse in your car because the old i keeps blowing does not solve the problem of an electric short that could result in a burn down. Root-cause analysis looks beyond the immediate symptoms to the cause of the symptoms, which and then affords opportunities for solutions. Once the root of a problem has been identified, a conclusion must be made to effectively address the problem.
Solutions tin can be presented from vendors, the project team, the project manager, or diverse stakeholders. A feasible solution focuses on more than just the problem; it looks at the cause and effect of the solution itself. In addition, a timely decision is needed or the window of opportunity may pass and then a new decision will exist needed to address the trouble. As in most cases, the worst thing y'all can do is goose egg.
All of these interpersonal skills will be used in all areas of project management. Start practicing now because it's guaranteed that you'll demand these skills on your next project.
Epitome Descriptions
Effigy 2.5 epitome description: The sign says, "We tin do expert, quick, and cheap work. Y'all can have any ii merely non all three. one. Good, quick work won't be cheap. 2. Good, inexpensive piece of work won't be quick. 3. Quick, inexpensive work won't be good." [Return to Figure ii.5]
Text Attributions
- This chapter of Projection Management is a derivative of Projection Management past Merrie Barron and Andrew Barron. © CC By (Attribution).
- Tabular array ii.ane: Adapted from P. Russo and South. Churl, How Fluent is Your Interface? Designing for International Users, Proceedings of the INTERACT '93 and CHI '93, Association for Computing Machinery, Inc. (1993). Tabular array from Barron & Barron Project Management for Scientists and Engineers, Source: Project Management for Scientists and Engineers by Merrie Barron; Andrew R. Barron
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