1. 1.

Jomo Kenyatta University of Agriculture and Technology MASTERS IN LEADERSHIP

AND GOVERNANCE Course Code: HECG 3205 Management Facilitator: Dr. Samuel Obino
Mokaya, PhD 26-Mar-15 1Group three
2. 2. Vinold John HD 319 C003-2327/2014. Esther E. Laly HD 319 C003-2342/2014.
Christopher W. Mbise HD 319 C003-4248/2014. Delton Elimwema HD 319 C0032314/2014. Sifuna Chris HD 319 C003-2323/2014. 26-Mar-15 2Group three
3. 3. As a professional project manager, you have been requested by both legal
representatives to conduct a Post-Project Review. Bear in mind that you are acting
independently, may be asked to give evidence, and must reflect strict impartiality. 26-Mar-15
3Group three
4. 4. How would you set about conducting such a review?. How would you structure your
report, i.e. on what basis?. Would the assignment of an ACME project manager have made
a difference? Give reasons to support your answer. If you had not been acting impartially,
but on behalf of ACME alone, what advice would you give to ACME and Arbor? 26-Mar-15
4Group three
5. 5. Post Project Review (PPR) is the assessment of the completed project and find lessons
learnt on what went well and what could be done better. This review is not a process or
session to apportion blame for any issues affecting the project. However it is intended to
promote collaboration and agreement on what and why there were advantages and
disadvantages to doing things a certain way. 26-Mar-15 5Group three
6. 6. To conduct the post project review, you: Measure how closely the project meets
customer needs. Going the extra mile is not restricted to only customer services, it's also a
magic word for project management. A top most important factor for a project success
criterion is to exceed customer's expectations by completing the project within the stated
deadline, budget and quality. 26-Mar-15 6Group three
7. 7. Identify what worked well and what needs improvement. Here it needs to identify what
went exactly as it is was planned and what showed weakness during the action and from
here you will be able to set base of improvement to the next project. 26-Mar-15 7Group three
8. 8. Document patterns and trends. In assessing this it is advised to document all the
agreements and resolutions that have been reached before and during the implementation of
the project so as to create reference in future when reporting the project to donors/stake
holder or evaluation of the whole process. 26-Mar-15 8Group three
9. 9. Articulate methods for improvement. Here it involves suggestions of which
methods/ways to be put in place for future project improvements. 26-Mar-15 9Group three
10. 10. Formulate/share Lessons Learned and Best Practices from feedback After assessing
the whole project is good to share with stakeholders the experience from the project practice
so as to improve the future projects of the same kind or transferring experience to other
deferent projects 26-Mar-15 10Group three
11. 11. Ensure material is archived for easy access by managers of future projects. This will
help to preserve remains for the future use of administration 26-Mar-15 11Group three
12. 12. Project Manager Moderator/Facilitator Meeting Participants: Project Team
Members Project Sponsor Project Stakeholders Vendors Contractors

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Independent Reviewer Quality Assurance Representative Process Improvement team

member Scribe 26-Mar-15 12Group three
13. Conducting a post project review assesses the success of the project: This information is
used to improve future projects and organizational processes. 26-Mar-15 13Group three
14. The report will be structured in the following bases 26-Mar-15 14Group three
15. Project title LANDSCAPING September 2000 - April 2002 Background: <This
project takes place in South Australia. In September 2000, ACME Fabricators advised its
staff that their new factory and offices out in semi-rural Angle Vale would be ready for
completion by the end of April 2002. ACME was a responsible company and liked to keep
their premises clean and tidy and their staff happy. The new premises at Angle Vale were
developed on a 4.5-hectare site, previously used for grain crops. Consequently, ACME
decided that significant landscaping would be required to enhance the amenity of the
otherwise bare land>26-Mar-15 15Group three
16. Attending: <FINANCIAL MANAGER,STAKE
HOLDERS,CONTRACTORS,BENEFICIARIES, POLITICIANS > What went well? <the
preparation of site including weeding and its eradication was in place. 26-Mar-15 16Group
three
17. What could have been improved? < documentation of the resolutions, budgeting
( contingence and miscellaneous), they should have done critical path matrix, also the
planning of the project it should be involved both parts> Themes that emerged? <
misunderstandings, corruptions, lack of communication between the two managers the new
one and the previous one, the big trees were not planted.> 26-Mar-15 17Group three
18. Recommendations for the next phase? a successful project should be participatory,
Good risk management planning should be observed Any agreement should be
documented for reference in a future Also series of activities which they can go
simultaneous they have to be implemented and those which needs to hold have to wait until
the end of the others( this can easily be explain with the critical path matrix) Expertise stuff
should be assigned to work as project officers Effective monitoring in each step of the
project 26-Mar-15 18Group three
19. Facilitated by: <group three.> 26-Mar-15 19Group three
20. A Project Manager is a professional in the field of project management. Project
managers can have the responsibility of the planning, execution, and closing of any project,
typically relating to construction industry, architecture, computer networking,
telecommunications or software development 26-Mar-15 20Group three
21. lifts us up, gives us a reason for being and gives the vision and spirit to change
Good Communicator Project leadership calls for clear communication about goals,
responsibility, performance, expectations and feedback. 26-Mar-15 21Group three
22. Integrity, One of the most important things a project leader must remember is that his
or her actions, and not words, set the modus operandi for the team. 26-Mar-15 22Group
three

23. 23. Enthusiasm We tend to follow people with a can-do attitude, not those who give us
200 reasons why something can't be done. Enthusiastic leaders are committed to their
goals and express this commitment through optimism. 26-Mar-15 23Group three
24. 24. Empathy Competence Ability to Delegate Tasks Team Building Skills
Problem Solving Skills 26-Mar-15 24Group three
25. 25. 26-Mar-15 25Group three
26. 26. Planning is number one before doing anything, therefore the successful project could
should have a participatory plan between ACME and Arbor The company should have a
procurement and tendering committee whose member should have technical skills on both
companies. The company should ensure it has proper documentation on the progress of
its works. The company should have monitoring and evaluation committee which will
evaluate the project before and after to avoid under budgeting/ over budgeting. There
should be a proper way on how to handle an expected situation. 26-Mar-15 26Group three
27. 27. 26-Mar-15 27Group three

Introduction to Project Management #1

Every project manager has their own understanding of what project is based on their
experience. 10 project managers will probably give 10 different definitions of what
project means. Referring to PMBOK Guide (Project Management Body of Knowledge)
from Project Management Institute, project is defined as a temporary endeavor
undertaken to create a unique product or service. Project management is defined as
Application of knowledge, skills, tools and techniques to project activities to meet
project requirements.
Project Resolution Statistic
Standish Group 1995 report mentions that only 16.2% of project successfully completed
on time and on budget. 52.7% executed with substantially higher cost, and disturbingly
31.1% project cancelled before they get completed. Surprisingly, still in the same report,
large companies perform worse performance compared to their smaller counterparts. In
average, only 9% of project successfully executed on time and on budget (as opposed to
16.2%).

Disregarding controversy surrounding Standish group reports validity, this number is

chilling. What makes it so difficult for a project to be successful? Project execution
depends on the following success factors:
Involvement from business users and executive management
Clarity of business objective
Quality of business resources and project management team
Tools and infrastructure
Managing Project
One can define Project Manager as person who manages project constraints in a process
to meet project objectives. PMIs definition of project management gives the first
constraint:time. The other constraints are scope and cost. Time, scope, and cost are
widely recognized as triple constraints. It is difficult if not impossible to change one of
the constraints without affecting the other. There is a direct logic in it, the longer the
project the bigger the effort to manage it. The bigger the scope of a project, the longer it
tends to run and consequently the costlier it will become.
What else does Project Manager manage?
Scope, time, cost, quality
Human resource, communication, risk, procurement
Phases of project management
Initiation: During initiation a project is defined and authorized
Planning: Objective and benefit are stated as project justification. The in scope and out
of scope must be clearly stated for clarity. Risk planning and schedule defined in this
stage.
Execution: Carry out the plan. It starts with requirement, followed up by design, testing,
and development.

Monitoring: Regular measurement and progress monitoring. This phase is important to

identify deviation from project plan. Corrective action and steering activities is included
in this phase.
Closing: Formalizing acceptance and project closure.

Study Case: ACME ALPHA CMMS Implementation

ACME ALPHA is a fabrication yard, a branch of ACME Inc. which headquarter is in US.
2 years ago, ACME Inc initiated a program to replace their out of date maintenance
software. Out of 10 yards globally, ACME ALPHA was the only one who still use legacy
system, maintained by local software vendor. ACME ALPHAs operation manager had
so far succeeded in delaying the implementation of globally adopted CMMS due to
uniqueness of the yard in terms of significantly lower manpower cost and cultural as
well as technological barrier, and repeatedly asked more time for internal consolidation.
As the pressure from auditor increased, global operation manager decided to force the
implementation of new CMMS in ACME ALPHA.
Initiation
Global Project Committee decided that for the ACME ALPHA project, a 10 month
duration from standard 6 month would be used. In a rare occasion global operation
manager visited the yard to demonstrate the importance of the CMMS project.

Planning
Project manager built a project plan with more emphasize to socialization plan, risk
management and mitigation. More time allocated to socialization effort and data
migration to address users concern on historical data. The scope was limited to
preventive maintenance of large mobile equipment and any other equipment which
purchased asset value exceeds USD 50,000.
Execution
The requirement documentation was built addressing business users concern. A data
conversion module was designed so that the user would find their historical data in the
new system without having to worry about reformatting their existing data to fit into
new CMMS. Business user would have flexibility to repeat UAT as many as they like as
long as it is conducted within 2 months frame.
Monitoring
Project manager, local business sponsor, and business user as well IT resources
attended bi-weekly meeting. Global sponsor followed up every red flag raised in status
report. He made it a requirement that every red flag must be closed or at least upgraded
to yellow flag in the next progress report.
Closing
A small meeting was held by project manager attended by core team member and
business representatives. In that meeting, milestone, accomplishment, punch lists, as
well as subsequent application support plan were highlighted. Global operation
manager congratulated project management team and business representatives for the
successful project.