How to set up and manage a

Project ?

Niten Chandra, IAS

Joint Secretary
Ministry of Rural Development
Government of India
chandra.niten@gmail.com
Mob: 9958445904

Five Key Phases of Project Management

1.
2.
3.
4.
5.

Set up and Contract

Plan Project
Implement
Monitor & Report Progress
Complete & Review

Niten Chandra, JS, MoRD, GoI

Set up & Contract

1.
2.
3.
4.
5.
6.
7.
8.
9.

Setting up Process
Develop Project Brief
Write Issue Statement
Define Mission & Key Objectives
Specify Outputs & Timings
Set Scope & Limits
Clarify Roles
Develop Personal Contracts
Develop Project Contract

Niten Chandra, JS, MoRD, GoI

Setting up Process
1. Formulate issues, mission, objectives, output and timing
2. Identify and engage with Stakeholders, beneficiaries, clients and
customers
3. Ascertain cross-departmental links
4. Assess the feasibility of project
5. Determine the principal means of achieving project mission and
primary objectives
6. Work out the resources it will need and who will provide them
7. Recommend how far its scope and authority should extend
8. Formulate the best strategy for executing the project
9. Select and appoint team members
10. Arrange training to ensure common approach and understanding
11. Formulate and sign the contract
Niten Chandra, JS, MoRD, GoI

Develop Project Brief

Purpose :
To brief project team on its task
Helps in establishment of a project
team
Provides preliminary terms of
reference from which a project
contract can be derived

Niten Chandra, JS, MoRD, GoI

Sample Project Brief

Project Title: Restructuring of CAPART
Issue Statement: Chronic inability of CAPART to meet its goals,
poor networking, weak focus on rural community, entrenchment of
malpractices and erosion of credibility

Mission: To enable CAPART meet its goal of rural prosperity

through engagement with government and voluntary agencies

Primary Objective: Change organizational structure within 3

months
Required Outputs: Implementation plan, MPR, Notes for decision

Timing
Scope & Limits: Only MoRD & CAPART to be involved, no
engagement of professionals
Budget: Rs 25 lakhs
Authorization procedure: Executive Committee & General
Body, MRD
Cost Center:
CAPART
Project
termination
date: 31/May/12.

Members
: DG(CAPART), JS (CAPART), Dir/US (CAPART)
Support Team

Signed
Department

Niten Chandra, JS, MoRD, GoI

Administrative

Write issue statement

It is a clear
description of what
the problem is and
what needs to be
improved

Niten Chandra, JS, MoRD, GoI

Define Vision, Mission and Objectives

1. Vision provides the
overall goal or purpose
of the project. It defines
how it will look like when
we get there. It clarifies
where the project is
trying to get to.
2. Mission is what should
be achieved in order to
get to the vision.
3. Objectives are the
means by which mission
will be achieved.
Niten Chandra, JS, MoRD, GoI

Specify Required Outputs and Timing

Reduces
misunderstanding
between owner and
executant of project
Provides a basis for
assessing progress
Provides means for
establishing extent to
which it has fulfilled
project requirements

Output should include:

Plan to achieve mission

Milestones with dates
MIS
Interim progress report
Measures of progress
Audit report, UC,
Evaluation study,
documentation (video),
etc.
Timing : online, monthly,
quarterly, annual, etc.

Niten Chandra, JS, MoRD, GoI

Set scope & limits

These prescribe the
DONTs
Budget constraint
Territorial limits
Performance
standard / target
Product type
Procedures or process
standards
Limit of authority or
delegation

It prevents team
from straying into
areas not allowed
or waste effort on
low priorities.
Limits have to be
carefully judged so
that they do not
make objectives
unrealistic.

Niten Chandra, JS, MoRD, GoI

10

Agree project budget

Identify cost heads:

Manpower
Materials
Equipment
Premises
Expenses
Subcontractors:
lawyers, auditors,
consultants, etc.
Reorganization costs

Quantify project
benefits over its
life
Clarify
authorization level
and cost center.

Niten Chandra, JS, MoRD, GoI

11

Clarify roles
Getting the right
players involved in
clearly defined roles
ensures the
necessary
experience, skills and
personal qualities are
available to the
project. Without
these the project is
unlikely to succeed.

Niten Chandra, JS, MoRD, GoI

12

Develop personal contracts

Contracts clarify
what is expected
and who is doing
what.

It helps all parties

in a project to
define their roles
and reach
agreement with
each other on how
to work together.

Niten Chandra, JS, MoRD, GoI

13

Develop project contract

1.
2.
3.
4.

Encourages team to feel a genuine party to the contract

Generates ownership of the means or the how
Helps to ensure project brief is appropriate
It should be signed to demonstrate commitment &
understanding

Mission

Key
Measure
s

Mileston Principal Measure

es
Means
s
By
31.
3

Objectiv
es

By
31.
7

Niten Chandra, JS, MoRD, GoI

14

Plan What To Do
1. Use a Project Management Plan
2. Decide what to do
3. Develop implementation plans
a.
b.
c.
d.
e.

Work breakdown structure

Key Activity & Task Plans
Responsibility Charts
Resource Requirement List
Cost Breakdown Structure

4. Produce a schedule
a.
b.
c.

Gantt Chart
Critical Path Analysis
Draft Contingency Plans

Niten Chandra, JS, MoRD, GoI

15

Use a Project Management Plan

This sets out five main phases in the life of a
project and their key steps, with scheduled
completion dates and assigned responsibilities:
Set up & contract, Plan project, Implement, Monitor
& report progress, Complete & Evaluate

Project
Step

Start By

Complete
By

Responsibil
ity

Niten Chandra, JS, MoRD, GoI

Status

16

Decide what to do
1. Collect data
i. Current processes
ii. Performance standard
iii. Measuring waste,
errors
iv. Surveying customers/
suppliers, etc.
v. Efficiency &
productivity

2. Analyse root causes

3. Find best solutions

a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
l.

Check sheets
Data Display
Asking why
Brainstorming
Cause & effect analysis
Paired comparisons
Process mapping
Time cost analysis
Pareto analysis
Cost Benefit analysis
Decision Chart
Priorities Grid

Niten Chandra, JS, MoRD, GoI

17

Develop Implementation Plans

Niten Chandra, JS, MoRD, GoI

18

Develop Implementation Plans

Niten Chandra, JS, MoRD, GoI

19

Develop Implementation Plans

Niten Chandra, JS, MoRD, GoI

20

Responsibility Chart
Task
Name

Estimate
d Work
Days

Duration of Work
(No of Weeks)
1

SR
D

JS

IFD

Dir

DG

DD
G

Responsibility Types:
1.P: Prime Responsibility
2.W: Does Work
3.A: Advises
4.I: Provides Input
5.D: Takes Decision
6.C: Must be consulted
7.IF: Must be Informed

Niten Chandra, JS, MoRD, GoI

21

Resource Requirement List

(Materials, manpower, systems, equipment, specialist help, funds, etc.)

Task
Name

Resourc Availabi Problem Options

es
lity
s
Require
d

Niten Chandra, JS, MoRD, GoI

Action
Taken

Comme
nts

22

Cost Breakdown
Task Name

Resource
Required

Cost

Cost
Code

Expenditure
Authorized

Invoice
Receive
d

Paymen
t

Record the dates for expenditure authorized, invoice

received and payment made.

Niten Chandra, JS, MoRD, GoI

23

Produce a Schedule
Task Name

Gantt or Bar
Chart
Critical Path
Method (CPM)
Programme or
Performance
Evaluation &
Review
Technique (PERT)

Months
Jan

Feb

Mar

Apr

Set goals
Set Budget
Engage
Professional
s
Draft Plan
Approve
Plan
Release
Funds
Procure
Equipment
Operationali
se
Niten Chandra, JS, MoRD, GoI

24

Contingency Planning

Project:
Prepared by:
Potential Problem

Date:

Solution Options

Niten Chandra, JS, MoRD, GoI

Action Taken

25

Implement

Implementation is about
getting things done according
to plan and ensuring that a
number of things are in place
to support the activities and
manage the resultant
changes.

Niten Chandra, JS, MoRD, GoI

26

Checklist for Successful

Implementation
1.
2.

3.
4.
5.

6.
7.

8.

Community / Client Focus : Is the focus on community / client and the end users
views and needs being attended to through regular check and feedback.
An Effective Communication System: knowing what should be communicated to
whom, by whom, when, how, what outcomes are required, etc. Are goals,
means, roles, responsibility, procedures, rules, guidelines and instructions clear
to people ?
Effective Teamwork: what training, support and review mechanisms are in place.
Is the Responsibility Chart working ? Do frictions persist ?
Working conditions: are the working conditions of team members adequate ?
What incentives and awards are given to performers?
Information systems: Have measures been agreed ? How will data be captured,
who will do it ? How will it link into the communications system? Is the protocol
for sharing information with public in place ?
Progress Monitoring: Is the planned frequency and format working ? Are
deviations analysed and corrective actions taken?
Risks and contingency planning: Have risks been identified and contingency
planning done? What are the unforeseen problems and their likely impact ?
How will they be dealt with ?
Legal, etc: Is full compliance to all legal, health, safety, administrative, audit
and financial procedures being achieved ?
Niten Chandra, JS, MoRD, GoI

27

Monitor & Report Progress

1.
2.
3.
4.
5.

Is work being done within the estimates ?

Will each activity be completed within schedule ?
Is quality of work within specification?
Are expected results being achieved ?
Are there other changes or special problems ?

Corrective Action
1.
2.
3.
4.
5.
6.

Clarifying roles & removing confusion

Rearranging the workload
Resolving disputes
Putting in more resources or effort
Moving target completion date(s)
Lowering targets

Results Chain

Feedback
(MIS)

Niten Chandra, JS, MoRD, GoI

MIS should be :
i.Focussed on
priorities
ii.Responsive i.e
initiates corrective
action
iii.Timely no undue
delays
iv.User friendly
v.Flexible
vi.Simple & Clear

28

Progress Report
1.
2.
3.
4.
5.

Current Project Status: Cost, time & quality

Future Status: likely deviations
Critical Tasks status:
Risk Assessment:
Information relevant to other projects/States :
lessons learnt, best practices

Task Name

Date:

Planned
Result

Actual
Result

Deviations

Remedial
Action

Submitted
By:
Niten Chandra, JS, MoRD, GoI

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Project Log
Purpose: Monitor project process in a qualitative way to deal
with important management issues and to generate useful
information for future project improvement

Entry
Date

Issues

Numeri
cal
Data

Opinion

Niten Chandra, JS, MoRD, GoI

Action
Responsibilit
Required
y

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1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Financial
Administrative
MIS
Monitoring &
Evaluation
Performance
Audit
Incentives
Training
Coordination
Discipline
Stress
Management

Niten Chandra, JS, MoRD, GoI

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Training & Learning Stages

1. We come to know about
something which is new and
different
2. We understand the possible
applications of the new idea or
information
3. We accept the idea as useful, a
desirable option and are willing
to make the changes
4. We are able to apply the new
learning.
Niten Chandra, JS, MoRD, GoI

32

Management Competencies
Clusters of Personal Competence

Dimensions of personal
competence

1. Planning to optimize the

achievement of results

1.1 Showing concern for excellence

1.2 Setting & prioritizing objectives
1.3 Monitoring & responding to
actual against planned activities

2. Managing others to optimize

results

2.1 Showing sensitivity to the needs

of others
2.2 Relating to others
2.3 Obtaining the commitment of
others
2.4 Presenting oneself positively to
others

3. Managing oneself to optimize

results

3.1 Showing self-confidence and

personal drive
3.2 Managing personal emotions and
stress
3.3 Managing personal learning &
development

Niten Chandra, JS, MoRD, GoI

4. Using intellect to optimize results

4.1 Collecting & organizing

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Job Description with Performance Plan &

Behavioural Criteria
Key Result
Areas

Measures &
Reports

Standards &
Targets
For year ending
Mar 2012
Not more than $ X
million in expenses
Target is $ Y
million
< 5 % increase in
costs
Not more than +5%

Timing

Direct regional
operations to
ensure that all
planned targets
are met within
agreed budgets
and time scales

Monthly
Management
Reports on :
Expenses
Sales
Staffing
Budget
Variance
Reports

Behavioural
criteria

Decisiveness, Planning & Organizing, Problem Analysis,

Work Standards, Inter-personal sensitivity,
Management control, Initiative, Persuasiveness,
Leadership, Judgment

Niten Chandra, JS, MoRD, GoI

Reports due one

week after
month end.

34

Planning for Performance

Major Areas of Responsibility

Results or standards
expected to be achieved.
Agreed actions and priorities.
Due Dates of action initiation
and completion.

Niten Chandra, JS, MoRD, GoI

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Reviewing Performance

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Aligning Members within an

Organization

Achievement of Departments mission &

objectives depends on how individuals within an
organization are aligned with the mission &
objectives. There are essential attributes that
may be fostered in individuals to ensure proper
alignment of individuals within a Department by
building appropriate performance culture.

Niten Chandra, JS, MoRD, GoI

37

Checking for Attributes

Sl.
No.

Attributes

Competence: has or seeks knowledge and skills relevant for job,

continually learning

Effort: tries to complete tasks, does not delay

Productivity: stamina, endurance with high volume of work done

Creativity: lateral thinking, produces useful & innovative ideas or

approaches to problem solving

Quality: does work with accuracy, calm & thoroughness , does not
offend, not moody has self-control

Communication: listens and explains ideas or concepts clearly,

pleasantly, persuasively

Dependability: is firm & follows up on completion of assignments

despite odds, gives no excuses

Initiative: has enthusiasm, seeks new assignments or opportunities

for contribution, crosses boundaries and reaches out

Decision-making: sets priorities and gives options, provides focus &

clarity
Niten Chandra, JS, MoRD, GoI

10

Leadership: fosters team-work, helps team solve problems, tactfully

Scor
e
(01)

38

Building Performance Culture in an

Organization

1. Set short-term, challenging, motivating and realistic goals

2. Provide support for performance
3. Invite people to workshops and seminars to present success
tales and share experience with others at agreed intervals
4. Appreciate & reward performers
5. Investigate problems with non-performers
6. Get together performers and non-performers to share the key
success drivers, provide solutions & make the tasks doable
for the non-performers.
7. Provide additional support, training to non-performers and
lower their targets to make them achievable
8. Let non-performers attain the respect for showing
performance, taste the joy of performance, and have the
anxiety to avoid non-performance

Niten Chandra, JS, MoRD, GoI

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How can Leader solve problems of team

members

Niten Chandra, JS, MoRD, GoI

40

Outline Plan for Performance

1. Discussion
Warm up
2.

Job Responsibilities
1.
2.
3.
4.

3.

Performance goals
1.
2.

4.

What disappoints or frustrates you most about your project at the present time?
Where do you feel least effective?
What can we do to increase your effectiveness
What help or support can we give you?

Assessment
Plans for Improvement
1.

8.

How do you feel the job is doing?

What has interested you most in your project in the past?
What have been the major accomplishments?
Where do you think you are being most effective in your project?

Areas for Improvement

1.
2.
3.
4.

6.
7.

Overall, how do you we feel about the targets we set?

Have any of them proved to be inappropriate? Why?

Job accomplishments
1.
2.
3.
4.

5.

What do you see as your major responsibilities at present

What are the priorities ? Why ?
What would you change about your project?
How could your time and talents be used better?

This should be discussed and agreed and not imposed

Conclusion
1.
2.
3.
4.

Summarize the discussion

Agree on future action
Describe what will happen with the results of the review
Thank everyone for their time and contribution
Niten Chandra, JS, MoRD, GoI

41

Post-Completion Evaluation : Capitalising on

Learning
1.
2.
3.
4.
5.
6.
7.

Lessons Learnt
Things which could have been done better
Leadership and motivation
Enthusiasm and passion of the team members
Clarity & focus on goals
Coordination among interdependent units/departments
Quality of communication- internal & external, flow of
information
8. Efficiency, effectiveness, flexibility, freedom, trust
9. Quality of support received
10. Authority, responsibility & delegation
11. Resourcing issues
12. Robustness and value of contract
13. Problems of personal
timeJS,management
Niten Chandra,
MoRD, GoI
42

Thank You

Niten Chandra, JS, MoRD, GoI

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