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Different management SESW 108: Program Development and Management. Dr. Kazi Abdur Rouf Instructor Settlement Services Worker Certificate Social Service Worker Part-Time Diploma Program School of Social and Community Services Humber College Institute of Technology and Advanced Learning
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Different managementSESW 108: Program Development and Management Dr. KaziAbdurRouf Instructor Settlement Services Worker Certificate Social Service Worker Part-Time Diploma Program School of Social and Community Services Humber College Institute of Technology and Advanced Learning Building C, Lakeshore Campus, Toronto Tuesday, November 20, 2012 6:30 - 9:30 PM (12th class lesion)
Overview of Different management Scope of Management Time Management Procurement Management Resource Management Cost management Communication management Human Resource Management Project Management Today: -An integrative Approach Evaluate constraints Internal corporate constraints External constraints
Scope of Management The scope of management defines what the project is producing or delivering. The control of the scope of work is also called configuration management Consider the following knowledge areas: Planning documents: Project charter Work Breakdown Structure Activity list/bill of materials (BOM) Drawing register Specification register Parts list Contract Control Documents: Project communications Impact statements Verifications and modifications Change requests Concessions Closeout reports
Time Management Outlines the sequence and timing of the scope of work Planning documents: Network diagram Schedule bar chart Key date/milestone schedule Rolling horizon bar chart Control document: Progress report (actual vs planned) Grantt chart Revised bar chart Earned Value Trend Documents
Procurement Management The procurement function identifies all the bought-n items. These must be procured to specification, time schedule and budget Planning documents: BOM, Logistics list Procurement schedule Material requirement planning (MRP) Procurement budget Control documents: Purchase order Expediting status report Revised procurement schedule and budget
Resource Management Resource management integrates the resources estimate with time management to produce the resource forecast. This is usually related to manpower requirements Planning documents: Resource forecast Resource availability Resource levelled manpower histogram Controlled documents: Time sheets Revised manpower histogram
Cost management Cost management allocates budgets and cash-flows to the work packages. Planning documents: Cost breakdown structure activity budgets Department budgets Cash-flow statement Control documents: Expenditure reports (actual vs planned) Committed costs and cost-to-complete Revised budgets Earned value Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.
Communication management The communication function is to disseminate information and instructions to the responsible parties Planning documents: Lines of communication List of controlled documents Distribution list Schedule of meetings and agendas Control documents: Transmittals Minutes of meetings Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.
Human Resource Management This function sets the framework for the human factors Planning documents: Project organization structure Responsibility matrix Job descriptions Work procedures Control documents: Time sheet Performance evaluations
Project Management Today: -An integrative Approach Project management competing influenced by rapid change, innovation, and time to market means organizations manage more and more projects. Managing projects in the changing environment. The rationale for integration of project management to provide senior management with: An overview of all project management activities A big picture of how organizational resources are being used An assessment of the risk their portfolio of projects represents Measuring the improvement of managing projects relative to others in the industry Linkages of senior management with actual project execution management.
Evaluate constraints Project constraints can be considered as internal or external restrictions which may effect the achievable scope of the project. These anticipated limitations can be quantified under sub-headings: Internal project constraints: directly relate to the scope of the project- can the services be made, does the agency have the technology, can the resources be trained up to the required level of ability The multi-resource analysis Are there any special design requirements? Will any new management systems introduced be compatible with existing systems they interface with? Is the project office setup? Can the project meet the client’s need within his/her required time Are the projects risks and uncertainties acceptable? Can the agency accept the terms and conditions outlined in the contract documents?
Internal corporate constraints The agency itself can impose some quasi constraints on the project. Agency has its own long term goals. The progress of the project may be encouraged or delayed to meet the company’s annual budget Marketing strategies Estimating Partners: The company may wish to take on a partner who has previous experience in the field of the project and also to spread the risk Community relations Training Those may increase project costs
External constraints External constraints are imposed by parties outside the agency, but of these constraints may not be negotiable National laws and regulations Deliverables overlapping within the project area (community) Limited numbers of findings Logistics constraints, availability of transportations Currency fluctuations Environmental issues, Government regulations and pressure group activities Climate conditions, rain, heat and humidity Political unrest
Valuate Alternatives and Options The alternative analysis is the process of breaking down a complex product into its component parts before identifying different and effective methods of achieving the desired result’ The process should start with a check list to structure the thought process. This can be achieved through the work breakdown structure. The following check list outlines a number of the basic questions to be asked: Time: can the project be completed quicker? Cost: Can the budget be reduced? Quality: Can the project be made to a lower level of quality which would be acceptable to the clients, Resources: Can the work be cost effectively automated to reduce the manpower requirement? Technical: Can cheaper materials be used? Is there a simpler design configuration? Has the latest technology been considered? Has the trade-off between cost, delivery, schedule and technical performance been quantified? Have alternative management systems been considered? Reference: Burke, Rory (2001). Project Management: Planning & Control Techniques. Chichester: John Wiley & Sons Ltd.
Communication Management The communication management is to disseminate information and instructions to the responsible parties Planning documents: Lines of communication List of controlled documents Distribution list Schedule of meeting and agendas Control documents: Transmittals Minutes of meetings Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.
Technical support Planning documents: Client’s brief Statutory regulations Specifications Designing/mapping of the project Control Documents: Configuration control Impact statements Commissioning Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.