W1_SAMUEL KALU_NigeriaAACE Tuckman Team Assessment
There are stages in the life of every group of people that have come together for a particular purpose, including project management teams. Five major stages in the life of a team have been identified to be: the Forming, Storming, Norming, Performing and Adjourning stages.
There are stages in the life of every group of people that have come together for a particular purpose, including project management teams. Five major stages in the life of a team have been identified to be: the Forming, Storming, Norming, Performing and Adjourning stages.
Several models have been developed to aid in assessing the progress of teams through these stages (starting from the Forming to the Adjourning stage), one of such being the Tuckman Team Assessment Model, established by Dr Bruce Tuckman during the mid-sixties to the seventies.
I had earlier done a Team Assessment of Nigeria AACE using Tuckman’s model, and had the following scores: Forming = 28; Storming = 29; Norming = 23 and Performing = 24 (The Test was limited to the first four stages. See Attachment below for details).
The above scores show that in my opinion, NigeriaAACE Team is in the Storming stage (highest score of 29).
Some observable behaviours and/or actions that formed the basis for my scores are as follows:
1. The Team members are very forthcoming in bringing up ideas on how to make their work easier, but we end up either not using such ideas or there are many of them conflicting with one another, hence the decision-making process becomes more tasking.
2. Occasionally, we have realised that the tasks at hand have not always been what we thought they will be, even though we are all eager to get them accomplished.
3. Despite all the stress involved, our PgMs & PMs still assume their leadership roles in getting team members to do their work, and actually make personal contributions to work progress.
4. Sometimes we set goals that may not be achievable, bearing in mind our tight schedules (might be because we want to make up for lost time).
5. In our haste to catch up with time, we often forget to go back and check the provisions of our documents like the Team Governance Agreement, Project Plan, etc.
6. So far, we have put in a lot of time, money and energy (even our families are feeling the heat!), but there doesn’t seem to be any appreciable/commensurate output, in terms of deliverables.
7. Though there is a great clarity of purpose in the team (each member understands what is required of him), there are still lots of uncertainties
In this Storming stage of team development where NigeriaAACE currently sits, the recommended leadership style is: coaching (or instructing). In addition, in order to accelerate Team progress:
· Every team member should consider himself a leader by all respects, and act as such within their own spheres of influence.
· Team members should be encouraged to tackle all decision-making processes and arrive at solutions that will be acceptable to all (i.e. a consensus).
· The team’s work plan should be carefully followed, to eliminate or minimise uncertainties.
· The team should be goal-oriented, and avoid all forms of distraction.
· There should be a stronger sense of commitment in the team
REFERENCES
1. www.nwlink.com/~donclark/leader/teamsuv
2. Bruce Tuckman’s 1965 Forming Storming Norming Performing Team Development Model, www.businessballs.com/tuckmanformingstormingnormingperforming
ATTACHMENT
SUMMARY OF TUCKMAN TEAM ASSESSMENT TEST CARRIED OUT ON NIGERIA AACE TEAM
I had earlier done a Team Assessment of Nigeria AACE using Tuckman’s model, and had the following scores: Forming = 28; Storming = 29; Norming = 23 and Performing = 24 (The Test was limited to the first four stages. See Attachment below for details).
The above scores show that in my opinion, NigeriaAACE Team is in the Storming stage (highest score of 29).
Some observable behaviours and/or actions that formed the basis for my scores are as follows:
1. The Team members are very forthcoming in bringing up ideas on how to make their work easier, but we end up either not using such ideas or there are many of them conflicting with one another, hence the decision-making process becomes more tasking.
2. Occasionally, we have realised that the tasks at hand have not always been what we thought they will be, even though we are all eager to get them accomplished.
3. Despite all the stress involved, our PgMs & PMs still assume their leadership roles in getting team members to do their work, and actually make personal contributions to work progress.
4. Sometimes we set goals that may not be achievable, bearing in mind our tight schedules (might be because we want to make up for lost time).
5. In our haste to catch up with time, we often forget to go back and check the provisions of our documents like the Team Governance Agreement, Project Plan, etc.
6. So far, we have put in a lot of time, money and energy (even our families are feeling the heat!), but there doesn’t seem to be any appreciable/commensurate output, in terms of deliverables.
7. Though there is a great clarity of purpose in the team (each member understands what is required of him), there are still lots of uncertainties
In this Storming stage of team development where NigeriaAACE currently sits, the recommended leadership style is: coaching (or instructing). In addition, in order to accelerate Team progress:
· Every team member should consider himself a leader by all respects, and act as such within their own spheres of influence.
· Team members should be encouraged to tackle all decision-making processes and arrive at solutions that will be acceptable to all (i.e. a consensus).
· The team’s work plan should be carefully followed, to eliminate or minimise uncertainties.
· The team should be goal-oriented, and avoid all forms of distraction.
· There should be a stronger sense of commitment in the team
REFERENCES
1. www.nwlink.com/~donclark/leader/teamsuv
2. Bruce Tuckman’s 1965 Forming Storming Norming Performing Team Development Model, www.businessballs.com/tuckmanformingstormingnormingperforming
ATTACHMENT
SUMMARY OF TUCKMAN TEAM ASSESSMENT TEST CARRIED OUT ON NIGERIA AACE TEAM
1. Forming Stage
Question No.: 1 5 10 15 18 21 27 29
Score: 5 4 2 4 5 2 3 1
Total Score: 26
2. Storming Stage
Question No.: 2 7 9 16 20 23 28 31
Score: 3 5 5 3 3 5 3 2
Total Score: 29
Question No.: 2 7 9 16 20 23 28 31
Score: 3 5 5 3 3 5 3 2
Total Score: 29
3. Norming Stage
Question No. 4 6 11 13 19 24 25 30
Score: 5 2 1 5 4 1 3 2
Total Score: 23
Question No. 4 6 11 13 19 24 25 30
Score: 5 2 1 5 4 1 3 2
Total Score: 23
4. Performing Stage
Question No.: 3 8 12 14 17 22 26 32
Score: 3 1 3 5 1 4 4 3
Total Score: 26
Question No.: 3 8 12 14 17 22 26 32
Score: 3 1 3 5 1 4 4 3
Total Score: 26
This is an insightful assessment. I would implore all, including my humble self, to try as much as possible to reach our designated goals. We are all having challenges right now due to our heavy work schedules. I will try to turn a new leaf as I dedicate much needed time to the activities of the NigeriaAACE group.
ReplyDeleteThanks all.
WK2_TONY_IMPACT OF INCOMPLETE SCOPE ON COST ESTIMATES
ReplyDeletePoor scope definition is recognized by industry practitioners as one of the leading causes of project failure, adversely affecting projects in the area of cost, schedule and operational characteristics [1].
I work as a cost estimator and a major problem I face in my work is that of incomplete scope definition to do the estimate. My customers are the Project Engineers and the conceptual team. More often than not they send some very vague and unquantifiable scope as back up for their estimate request. The result of this is delay in the delivery of the estimate, over or under estimation, high level of contingency allowance and continuous revision of the estimate.
Some of the reasons for this poor scoping are;
1. Absence of WBS or incomplete WBS
2. The haste to get budget approval
3. Poor interface between Engineering and project team
4. Some customers don’t know what they want until you start the job [2]
5. Share laziness by scoping engineers
An estimate is as good as the scope on which it is based; it is therefore necessary to find solutions which will enable us have reasonable scope for the estimates our clients’ request. Some of the solutions are;
1. Having a standardized WBS where customers plug in the required deliverables for the project.
2. Estimate kick off meeting involving the design team and the customer where expected scope deliverables and timelines are discussed and followed through.
3. One on one engagement of the customer where we discuss and obtain all required information from the customer. The verbal information so obtained is confirmed in written back to the customer
4. A written request to the customers listing all the missing scope items and requesting them to forward same to enable progress or commencement of the estimate.
While all of the above solutions can work, I however note that solution 4 sometimes lead to delays as the customer may be pre occupied with other assignments and may not respond on time. While solution 3 is fast, the estimator may forget to confirm the information back to the customer and the source of the scope becomes doubtful sometime later. There may be some delays setting up the estimate kick off meeting in solution 2.
Solution 1 will enable a speedier and more accurate estimate, “Because a WBS requires you and your project team to account for everything you’ll be creating, you can create very accurate cost estimates of what the project will cost to complete” [3]. From an owner’s perspective, if the cost estimate is not accurate, the financial return from the capital investment may not be realized [4]
References
1. Cho, C., and Gibson, G. Jr. December 2001 “Building project scope definition using project definition rating index”. Journal of Architectural Engineering/December 2001
2. Philips, J. January 28, 2005 “Real World Project Management: Managing the Project Scope”.
3. Philips, J. January 28, 2005 “Real World Project Management: Managing the Project Scope”.
4. Dysert, L., AACE International , 9.1 Skills & Knowledge of Cost Engineering 5th Edition Revised
WK2_TONY_IMPACT OF INCOMPLETE SCOPE ON COST ESTIMATES
ReplyDeletePoor scope definition is recognized by industry practitioners as one of the leading causes of project failure, adversely affecting projects in the area of cost, schedule and operational characteristics [1].
I work as a cost estimator and a major problem I face in my work is that of incomplete scope definition to do the estimate. My customers are the Project Engineers and the conceptual team. More often than not they send some very vague and unquantifiable scope as back up for their estimate request. The result of this is delay in the delivery of the estimate, over or under estimation, high level of contingency allowance and continuous revision of the estimate.
Some of the reasons for this poor scoping are;
1. Absence of WBS or incomplete WBS
2. The haste to get budget approval
3. Poor interface between Engineering and project team
4. Some customers don’t know what they want until you start the job [2]
5. Share laziness by scoping engineers
An estimate is as good as the scope on which it is based; it is therefore necessary to find solutions which will enable us have reasonable scope for the estimates our clients’ request. Some of the solutions are;
1. Having a standardized WBS where customers plug in the required deliverables for the project.
2. Estimate kick off meeting involving the design team and the customer where expected scope deliverables and timelines are discussed and followed through.
3. One on one engagement of the customer where we discuss and obtain all required information from the customer. The verbal information so obtained is confirmed in written back to the customer
4. A written request to the customers listing all the missing scope items and requesting them to forward same to enable progress or commencement of the estimate.
While all of the above solutions can work, I however note that solution 4 sometimes lead to delays as the customer may be pre occupied with other assignments and may not respond on time. While solution 3 is fast, the estimator may forget to confirm the information back to the customer and the source of the scope becomes doubtful sometime later. There may be some delays setting up the estimate kick off meeting in solution 2.
Solution 1 will enable a speedier and more accurate estimate, “Because a WBS requires you and your project team to account for everything you’ll be creating, you can create very accurate cost estimates of what the project will cost to complete” [3]. From an owner’s perspective, if the cost estimate is not accurate, the financial return from the capital investment may not be realized [4]
References
1. Cho, C., and Gibson, G. Jr. December 2001 “Building project scope definition using project definition rating index”. Journal of Architectural Engineering/December 2001
2. Philips, J. January 28, 2005 “Real World Project Management: Managing the Project Scope”.
3. Philips, J. January 28, 2005 “Real World Project Management: Managing the Project Scope”.
4. Dysert, L., AACE International , 9.1 Skills & Knowledge of Cost Engineering 5th Edition Revised
WK2_TONY_IMPACT OF INCOMPLETE SCOPE ON COST ESTIMATES
ReplyDeletePoor scope definition is recognized by industry practitioners as one of the leading causes of project failure, adversely affecting projects in the area of cost, schedule and operational characteristics [1].
I work as a cost estimator and a major problem I face in my work is that of incomplete scope definition to do the estimate. My customers are the Project Engineers and the conceptual team. More often than not they send some very vague and unquantifiable scope as back up for their estimate request. The result of this is delay in the delivery of the estimate, over or under estimation, high level of contingency allowance and continuous revision of the estimate.
Some of the reasons for this poor scoping are;
1. Absence of WBS or incomplete WBS
2. The haste to get budget approval
3. Poor interface between Engineering and project team
4. Some customers don’t know what they want until you start the job [2]
5. Share laziness by scoping engineers
An estimate is as good as the scope on which it is based; it is therefore necessary to find solutions which will enable us have reasonable scope for the estimates our clients’ request. Some of the solutions are;
1. Having a standardized WBS where customers plug in the required deliverables for the project.
2. Estimate kick off meeting involving the design team and the customer where expected scope deliverables and timelines are discussed and followed through.
3. One on one engagement of the customer where we discuss and obtain all required information from the customer. The verbal information so obtained is confirmed in written back to the customer
4. A written request to the customers listing all the missing scope items and requesting them to forward same to enable progress or commencement of the estimate.
While all of the above solutions can work, I however note that solution 4 sometimes lead to delays as the customer may be pre occupied with other assignments and may not respond on time. While solution 3 is fast, the estimator may forget to confirm the information back to the customer and the source of the scope becomes doubtful sometime later. There may be some delays setting up the estimate kick off meeting in solution 2.
Solution 1 will enable a speedier and more accurate estimate, “Because a WBS requires you and your project team to account for everything you’ll be creating, you can create very accurate cost estimates of what the project will cost to complete” [3]. From an owner’s perspective, if the cost estimate is not accurate, the financial return from the capital investment may not be realized [4]
References
1. Cho, C., and Gibson, G. Jr. December 2001 “Building project scope definition using project definition rating index”. Journal of Architectural Engineering/December 2001
2. Philips, J. January 28, 2005 “Real World Project Management: Managing the Project Scope”.
3. Philips, J. January 28, 2005 “Real World Project Management: Managing the Project Scope”.
4. Dysert, L., AACE International , 9.1 Skills & Knowledge of Cost Engineering 5th Edition Revised
WK2_TONY_IMPACT OF INCOMPLETE SCOPE ON COST ESTIMATES
ReplyDeletePoor scope definition is recognized by industry practitioners as one of the leading causes of project failure, adversely affecting projects in the area of cost, schedule and operational characteristics [1].
I work as a cost estimator and a major problem I face in my work is that of incomplete scope definition to do the estimate. My customers are the Project Engineers and the conceptual team. More often than not they send some very vague and unquantifiable scope as back up for their estimate request. The result of this is delay in the delivery of the estimate, over or under estimation, high level of contingency allowance and continuous revision of the estimate.
Some of the reasons for this poor scoping are;
1. Absence of WBS or incomplete WBS
2. The haste to get budget approval
3. Poor interface between Engineering and project team
4. Some customers don’t know what they want until you start the job [2]
5. Share laziness by scoping engineers
An estimate is as good as the scope on which it is based; it is therefore necessary to find solutions which will enable us have reasonable scope for the estimates our clients’ request. Some of the solutions are;
1. Having a standardized WBS where customers plug in the required deliverables for the project.
2. Estimate kick off meeting involving the design team and the customer where expected scope deliverables and timelines are discussed and followed through.
3. One on one engagement of the customer where we discuss and obtain all required information from the customer. The verbal information so obtained is confirmed in written back to the customer
4. A written request to the customers listing all the missing scope items and requesting them to forward same to enable progress or commencement of the estimate.
While all of the above solutions can work, I however note that solution 4 sometimes lead to delays as the customer may be pre occupied with other assignments and may not respond on time. While solution 3 is fast, the estimator may forget to confirm the information back to the customer and the source of the scope becomes doubtful sometime later. There may be some delays setting up the estimate kick off meeting in solution 2.
Solution 1 will enable a speedier and more accurate estimate, “Because a WBS requires you and your project team to account for everything you’ll be creating, you can create very accurate cost estimates of what the project will cost to complete” [3]. From an owner’s perspective, if the cost estimate is not accurate, the financial return from the capital investment may not be realized [4]
References
1. Cho, C., and Gibson, G. Jr. December 2001 “Building project scope definition using project definition rating index”. Journal of Architectural Engineering/December 2001
2. Philips, J. January 28, 2005 “Real World Project Management: Managing the Project Scope”.
3. Philips, J. January 28, 2005 “Real World Project Management: Managing the Project Scope”.
4. Dysert, L., AACE International , 9.1 Skills & Knowledge of Cost Engineering 5th Edition Revised
WK2_TONY_IMPACT OF INCOMPLETE SCOPE ON COST ESTIMATES
ReplyDeletePoor scope definition is recognized by industry practitioners as one of the leading causes of project failure, adversely affecting projects in the area of cost, schedule and operational characteristics [1].
I work as a cost estimator and a major problem I face in my work is that of incomplete scope definition to do the estimate. My customers are the Project Engineers and the conceptual team. More often than not they send some very vague and unquantifiable scope as back up for their estimate request. The result of this is delay in the delivery of the estimate, over or under estimation, high level of contingency allowance and continuous revision of the estimate.
Some of the reasons for this poor scoping are;
1. Absence of WBS or incomplete WBS
2. The haste to get budget approval
3. Poor interface between Engineering and project team
4. Some customers don’t know what they want until you start the job [2]
5. Share laziness by scoping engineers
An estimate is as good as the scope on which it is based; it is therefore necessary to find solutions which will enable us have reasonable scope for the estimates our clients’ request. Some of the solutions are;
1. Having a standardized WBS where customers plug in the required deliverables for the project.
2. Estimate kick off meeting involving the design team and the customer where expected scope deliverables and timelines are discussed and followed through.
3. One on one engagement of the customer where we discuss and obtain all required information from the customer. The verbal information so obtained is confirmed in written back to the customer
4. A written request to the customers listing all the missing scope items and requesting them to forward same to enable progress or commencement of the estimate.
While all of the above solutions can work, I however note that solution 4 sometimes lead to delays as the customer may be pre occupied with other assignments and may not respond on time. While solution 3 is fast, the estimator may forget to confirm the information back to the customer and the source of the scope becomes doubtful sometime later. There may be some delays setting up the estimate kick off meeting in solution 2.
Solution 1 will enable a speedier and more accurate estimate, “Because a WBS requires you and your project team to account for everything you’ll be creating, you can create very accurate cost estimates of what the project will cost to complete” [3]. From an owner’s perspective, if the cost estimate is not accurate, the financial return from the capital investment may not be realized [4]
References
1. Cho, C., and Gibson, G. Jr. December 2001 “Building project scope definition using project definition rating index”. Journal of Architectural Engineering/December 2001
2. Philips, J. January 28, 2005 “Real World Project Management: Managing the Project Scope”.
3. Philips, J. January 28, 2005 “Real World Project Management: Managing the Project Scope”.
4. Dysert, L., AACE International , 9.1 Skills & Knowledge of Cost Engineering 5th Edition Revised
When it comes to poor project scoping, there is little we can do as Cost Engrs, the reason being that it is NOT our job (let the Engrg/Project Team worry about that). From a personal experience, if there are any unclear areas with the job to be estimated, a CLARIFICATION MEETING is held (Option 3 in your blog). Thereafter, a Cost Est is prepared based on the prevailing work scope.
ReplyDeleteIf at any time the work scope is revised, it is the responsibility of the Engrg/Project Team to notify the Cost Est Team, and the previous estimate revised accordingly.
In summary, it is my opinion that EVERY WORK SCOPE HAS A CORRESPONDING COST ESTIMATE. Like the CFH says, we are not mind-readers to know what the customer wants...we give the estimate based on what they submit to us...or what do you guys think???
Week#4_Monigha Idubamo_ preparing my house conceptual cost estimate.
ReplyDeleteI am about commencing the construction of my home in Port Harcourt and I had to go through the process of concept selection. Faced with the challenge of the choice of building design
I sorted the contributions of my wife, colleagues, friends and the Architect. The final concept was a two floor 5-bedroom maisonette with service quarters and good space for outdoor activities.
At this point, I was left with the preparation of a conceptual cost estimate; since the detailed design had just started.
Immediately, I generated a quick high level estimate using the [1] End-Product Units Method which involves the obtaining historical data available from similar projects to relate the end-product units (capacity units). My friend who just completed a similar capacity had his four bedroom done at about $100,000 therefore using the methodology above to arrive at the sum of $125,000 + another $10,000 for detailed design as my budget.
The next step was to create a standardized WBS and allocating budget for the building by using the General construction WBS as provided master format. I adopted at this level 1 - Division 01 General requirements, Division 02 Existing conditions, Division 03 Concrete Division 04 Masonry etc.[2]
After doing all these, I am now able to beat my chest and say good to go with my project within projected cash flow, forecasted time and specified quality.
Like the Bible scripture says in St Luke 14:28 - For which of you, intending to build a tower, sitteth not down first, and counteth the cost, whether he have sufficient to finish it? [3].
Therefore starting a project with Cost estimates have two general purposes: (i) to help managers evaluate affordability and performance against plans, as well as the selection of alternative systems and solutions, and (ii) to support the budget process by providing estimates of the funding required to efficiently execute a program.[4]
References:
1. Skills and Knowledge of Cost Engineering, 5th Edition.
2. MASTERFORMAT ™ 2004 EDITION NUMBERS & TITLES
3. www.bible.com
4. GAO Cost Estimating and Assessment Guide March 2009
WK3_TONY_WBS: WHAT IT IS, AND WHAT IT IS NOT
ReplyDeleteSome persons including project managers misunderstand and misuse the WBS (Work Breakdown Structure). Lilian Buchtick PMP, said some project managers misconstrue WBS to be schedule, list of activities, organizational breakdown structure or resource breakdown structure [1]. Humphreys, G also said, one common misapplication of a WBS is to use it to reflect the organization which is accomplishing the work rather than the work itself [2].
Some reasons for the misunderstand are; equating activities with deliverables, the tree like pattern of the WBS which is similar to an organisation’s chart and confusing scope statement with WBS.
Considering the above misgivings what then is a WBS and what is it used for?
It is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables [3]. “The WBS is an effective display technique for defining and organizing project work. For the owner, the WBS represents what is being bought while for the contractor, it contains all work being performed on the project” [4]. The end result of the WBS is a clear picture of what the customer will and won’t get as part of the project [5]
The WBS is a broken down listing of scope deliverables and not the activities and task to accomplish the deliverables. These task and activities are covered in the project schedule. However a schedule draws from the lowest level of the WBS which is the work package. The WBS is not an organizational hierarchy even though they both use the tree structure. They serve entirely different purposes. While the WBS shows a project and its component parts (the deliverables)in a hierachical form, the organizational hierarchy (organizational breakdown structure) show an organization’s chain of command and communication lines in the command. The WBS is derived from the scope statement.
What is the use of the WBS?
Mathis Micah, PMP identified three reasons for the use of a WBS in a project;
1. It helps more accurately and specifically define and organize the scope of the total project
2. To help with assigning responsibilities, resource allocation, monitoring the project and controlling the project
3. It allows you double check all the deliverables’ specifics with the stakeholders and make sure there is nothing missing or overlapping
The WBS does not stand alone, as a dictionary of actual scope must accompany the WBS structure [6]. The dictionary describes the specifics and exact scope of each deliverable.
The above write up is to throw some light on what a WBS is and does not cover the entirety of the subject. The preparation of a WBS would be treated in another write up.
References
1. Buchtick, L., Secrets to mastering the WBS in real world projects
2. Humphreys, G., 2.31, Project Management Using Earned Value
3. A guide to the project management body of knowledge 3rd edition (PMBOK Guide)
4. Humphreys, G., 2.31, Project Management Using Earned Value
5. Philips, J., Jan 28, 2005, Real world project management: Managing the project scope.
6. Humphreys, G., 2.31, Project Management Using Earned Value
PDG,
ReplyDeleteRe-posted for records as earlier posting was wrongly done and so not shown in blog space
WK1_TONY_NigeriaAACE Present Stage in Team Development
“Teams like individuals, progress through various stages in their life cycle. Each stage of development holds its own unique relationships and demonstrated behaviours. The stages of team development must be understood by team members and leaders in order to recognize the signals that indicate normal team growth and development” [1]. Bruce Tuckman identified four stages (initially) in his team development model and these are Forming, Storming, Norming and Performing [2]. Nigeria AACE team is now in the Forming stage.
The observable behaviours/actions that support my observation are, first agreements among members (team governance agreement, meeting mode etc), uncertainty on how to quickly tackle the deliverables required to obtain the notice to proceed (NTP), disorderliness in weekly meetings, heavy dependence on programme/ deputy program manager for the way forward, attempts to define group behavior, for example, what to do with people who don’t attend weekly meetings etc.
The management style the programme managers should be using is directing.
The problem at this stage as I see it is that we came from the face to face without a clear understanding of what is required to get notice to proceed (NTP) which effectively commences work in the distance learning mode (DLM). The result is that we are a 1.5 weeks late in starting the works slated for the DLM mode.
There are two alternative solutions that I am proposing:
1. The face to face programme should be elongated to include one full day for the team to complete and sign off all the deliverables required to obtain the client’s notice to proceed.
2. The face to face programme remains unchanged but the programme manager clearly spells out the 1st week post face to face deliverables and how to go about them. It should include a risk analysis with mitigation actions
The possible outcomes for alternative 1 are,
1. Team would directly focus on paper project immediately after face to face.
2. We would not have delays
3. We would avoid the pressure we are in right now to deliver two weeks work in one week.
The possible outcomes for alternative 2 are;
1. Have the NTP deliverables completed early in the week following face and obtain the NTP
2. Team would understand their priority and not jump the gun in selecting topic before NTP
3. Would have alternative actions for identified risk, for instance alternative group name etc
4. Team members would clearly know their deliverables and avoid a situation where certain persons have to rescue some pms who did not know they were to deliver on some items
The key performance indicators for my assessment of the alternatives are, get NTP (notice to proceed) not later than the second day of the week following face to face, submission of paper topic and 1st blog posting done the 1st week after face to face
Of the two alternatives, alternative two carries a higher risk, the mitigation plans may even fail. Unknown unknown risk could even occur and that would derail or delay the programme.
Alternative 1, that is, extend programme by 1 day to enable completion and sign off before leaving face to face has lower risk and would better engineer success as per the KPIs above.
References
1 Phil Lohr and Patricia Steege –How to move a team from stage to stage. Copright McGraw-Hill 2000
2 Tuckman, B.W and M. A. C Jenson. 1977. Stages of small – group development revisited
Good job, Sammy!!!!
ReplyDeleteFor future postings I will be looking for you to follow the template found on page 27 of your Engienering Economy, Table 1-1, which I sent out via email......
But you did a satisfactory job for the first posting and by the time you are done, you should be in very good shape.
The important thing is not to let yourself fall behind....
BR,
Dr. PDG Jakarta
WEEK4_OLERU_AUGUSTINE_CHALLENGES OF PROJECT EXECUTION IN NIGER-DELTA REGION
ReplyDeleteIt is evident to know that project implementation and execution has encountered a lot of impediment in the present time and effort to mitigate against it has proved abortive. However, this paper will briefly look at this barrier with focus on Niger-Delta region of Nigeria.
Communal crisis has been one of the major contributory factors to the hindrance of project execution in Niger-Delta region of Nigeria. Over time, companies in this region have been faced with war, conflict, misunderstanding etc due to disagreement between members of the host and companies operating in that community. This has resulted in loss of capacity by companies working in these areas.
Unavailability of source raw material has also contributed to this challenge. Communities within this region lacks basic amenities like good portable water, electricity etc. These amenities facilitate project execution within the region. Result shows that average of 85 percent of the construction companies in this zone spend one third of their annual profit in water availability.
Inadequate manpower and human resources are some of the contributory factor to this obstruction. Research had proved that 75 percent of the total population in this area are literates and the remaining fractions that are educated are not well trained. As a result of this inadequacies development has really crashed in this zone.
Youth restiveness has also added to this barrier in this region. Most of the youth in this area between the ages of 16 to 35 years have ruthlessly imposed themselves to companies operating this area for employment. This has left these companies with a lot of tension and panic.
In conclusion, if communal crisis, youth restiveness, inadequate manpower and human resources are not check, project execution will continue to suffer a lot of difficulties in Niger-Delta.
References
1. Niger Delta Development Commission manual 2010
2. Why Cost and schedule Overruns in Mega Oil Sands Projects? By Dr J. Ruwanpura & Dr. G. Jergeas.