PROJECT MANAGEMENT II

II. WORKING WITH STAKEHOLDERS

1. LANGUAGE FOR REPORTING

to explain - to give reasons for something or make things clear
to state - to give specific information or instructions in writing or speech
to claim - to say something as a fact that may or may not be true
to report - to tell or write something to another person in a formal or official way

SECRETARY:	Sorry, Ann. You told me not to disturb you … but there’s an urgent call for you at Reception.
PM:	Thanks.
PM:	Right – everyone, please? ……  That was Birgitte – the manager of the contracting company. She’s reported that they’ll have to change their schedule. There’ll be a delay in finishing the work.
KAREN:	But at the planning phase, Birgitte claimed this wouldn’t be a problem!
PM:	Yes. That’s why it was a low-priority risk on the risk register. Birgitte explained they’re now having a problem finding the right materials for the new factory floor.
DAVID:	But she clearly stated that this was very unlikely!
PM:	True. But sometimes external factors change.
TIM:	Hmm … this work was on the critical path and doesn’t have any float!
PM:	So this is no longer a potential problem but an issue, and one we’ll have to resolve. Now, Karen – can you bring up the risk management plan slide, please

'There is absolutely no problem,' Birgitte claimed.
Birgitte claimed there was absolutely no problem.


'Sometimes external factors change,' the PM told the team.
The PM told the team that sometimes external factors changed.


'There's a problem finding materials,' Birgitte explained.
She explained there was a problem finding materials.


'We're unable to keep to the schedule,' Birgitte reported.
She reported that they were unable to keep to the schedule.

Active

she stated that
Brigitte reported
Brigitte explained that
she claimed

Passive

it was claimed that
it was stated
it was explained
it was reported by Brigitte that

2. LANGUAGE FOR CRITICAL SITUATIONS

URGENT: Emergency meeting

From: PM
To: All project staff

As you know, Birgitte contacted me this morning to update me about a delay to the contractor’s work schedule. We must analyze the situation and discuss an action plan before we do anything else. So it’s all hands on deck -- my office, nine a.m. tomorrow. No absences, please.

Meeting purpose:

• To re-evaluate the risk register we produced in our project planning phase.
• To discuss with Birgitte the change details and re-evaluate the effects on project milestones.
• To brainstorm ideas as a team to deal with the problem effectively.

Areas of responsibility:

• Karen: could you look at the risk register, and how we’ll have to update it?
• Tim: can you think about potential budget and time constraints?
• David: please call Birgitte Malling. Ask her to join us at this meeting. Tell her it’s very important she come -- her input is crucial as she and I are the risk owners. We’ll also need to produce an official change request form.

I know I don’t have to tell you that this is high priority, with maximum risk to Jenkinson’s -- our end user -- and our own company. The issue will be escalated to senior management – I’ll have to get in touch with the CEO after our meeting. It’s crucial we maintain good stakeholder engagement at times like this.

Ann

First, Ann introduces herself .

Second, she gives an overview .

After that, she states the problem .

Next, she offers an action plan .

Then, she reassures Jonathan .

Finally, she ends the conversation 

To prioritize something meansto do it before anything else.
To maintain stakeholder engagement means to keep key groups and individuals involved in the project motivated.
To re-evaluate something meansto assess again the importance of something.

To escalate means to get in touch with higher management about an issue.

To check something means to confirm that something is correct.

To have all hands on deck means everyone is needed to help out with a difficult situation.

A risk owner is a person or group involved in dealing with project risks.
A risk register lists key information about potential project problems.
A change request is a way to ask for some part of the project plan to be changed.
An end user is the final user of the project deliverables.

RISK REGISTER FOR JENKINSON’S
Risk ID	Risk description	Risk owner	Risk priority	Escalate?
#1	factory is closed down	PM CEO Jenkinson’s	low	yes
#2	engineers are inexperienced	Tim	medium	no
#3	contractor delay	Birgitte and PM	high

3. LANGUAGE TO SHOW UNDERSTANDING

Asking for clarification

What do you mean exactly?
Can I confirm?
just so I'm clear

Confirming 

as I understand it
according to
I get what you're saying now

DAVID:	Just so I’m clear , Ann – can we mitigate this risk?
BIRGITTE:	What do you mean , exactly -- mitigate?
TIM:	Sorry - jargon!  I think David means is there any way we can decrease negative impact on our project milestones?
BIRGITTE:	You’ll have to use plain English, I’m afraid! I work in a very different world from you.
PM:	I’m sure we’d be the same in your team meetings! The milestones are key points we have to reach at different points on the project management plan. Any potential problems we hadn’t planned for on our risk register -- or any new changes -- will mean that time and budget constraints may be affected. So we have to reevaluate this in the implementation phase.
BIRGITTE:	Oh, I get what you’re saying .
PM:	Can I confirm exactly how much delay there’ll be, Birgitte?
BIRGITTE:	Well … according to the suppliers, probably at least one week’s delay.

1. We can mitigate the risk of going over budget by leaving more buffer and monitoring spending.

2. You said we'll need to keep track of 'external change requirements.' What exactly  do you mean?

3. Let's address the potential problem of zoning requirements. As I understand it, the council must approve alldevelopments.

4. I hear there's been some concern about whether we have enough staff for the project. According to our director, we'll have the resources to hire more people as the need arises.

III. MANAGING CHANGE

1. LANGUAGE FOR IDENTIFYING ISSUES

From: Jonathan Ford
To: Tim Eriksson

Hi, Tim.

How are you? Sorry it’s taken me longer than expected to get back to you on your questions about the assembly line.

There has been a change of management in our Financial Department. The new chief financial officer has been reviewing our productivity figures for the coming financial year. According to him, we have to make some significant changes if we’re to become a market leader. He thinks we haven’t been as competitive as we need to be.

There are a number of projects which are currently under review. This includes the assembly line which Alpha Automation is building for us, I’m afraid. I appreciate we’ve already had some difficulties with the implementation phase, but I’m hoping you’ll be able to accommodate any changes in requirements that may be necessary.

I’ll update you when the CFO confirms his recommendations.

Regards,
Jonathan Ford

it depends on what the changes were 
change of requirements
change the speed of the assembly line
approve any changes to the plan

2. LANGUAGE  FOR DESCRIBING CHANGES

From: 

Jonathan Ford

To: 

Ann Johnson

Dear Ann,

I believe you are aware of the recent change to our management team. Mr. Russell has joined us as our new chief financial officer here at Jenkinson’s.

I am aware that we had previously agreed on project goals with Alpha Automation before Mr. Russell arrived, as confirmed in our project plan documentation.

However, as soon as Mr. Russell had reviewed the company’s forecast productivity figures for the next financial year, he realized these were lower than he had expected. He now wants us to pursue a more competitive policy in terms of productivity.

As you know, previous expectations of the assembly line speed were 4 km an hour. However, we have now been instructed that we should aim to increase this to the maximum speed for your system of 5.5 km an hour. As I understand it, this may mean some technical adjustments in the system build and an increased maintenance schedule going forward.  I realize that this may impact our project scope statement.

I would be grateful if you could advise me at the earliest opportunity about how we should manage this change of requirement with your company.

Sincerely,
Jonathan Ford

1. staff change update
2. previously confirmed plan
3. current needs
4. change requirements
5. managing change request

JONATHAN:

I know this change requirement will affect what we had discussed previously about deliverables. We’ve already had some implementation issues you had to deal with earlier.

ANN:	Don't worry. Our motto at Alpha Automation is ‘always expect the unexpected!’ Can you describe the change of requirement a little for me?

JONATHAN:

Well, before we were expecting you to build the assembly line to run at 4 km an hour. Now, we’re under pressure to increase this to the maximum speed of 5.5 km an hour to meet current needs, increase productivity, and therefore be more competitive.

ANN:

I absolutely understand. Well, our team completed contingency planning based on the information we had already receivedfrom your company at the project planning phase. While we had put some reserves in place to deal with some of the unknowns in the project, it wasn't possible for us to predict this current need. Under these circumstances, we have to develop a workaround.

CHANGE REQUEST FORM

Name of submitter – J Ford

Project number - 354

Name of project – Jenkinson’s Automated Assembly Line (AAL)

Description of request – increase AAL speed to 5.5 kmh

Reason for change – raise productivity

Priority – high

Date submitted – February 1, 2014

Approval signature – J Ford

From: Ann Johnson

To: the PM team

Change of requirement

Hi, team.

Jonathan has confirmed the exact nature of the change of requirement. We’ll need to re-evaluate our earlier cost, time andscope ocumentation. Until we check our contingency 

reserve and float , we won’t be able tomake an informed estimate of cost and project duration changes. We’ll probably have to rethink some previouswork packages - structure design and assembly design. Please give this some thought. Let’s have a sunrise breakfastmeeting tomorrow.

Thanks.
Ann

3. LANGUAGE  FOR DISCUSSING CONSEQUENCES

TIM:

If we implement the Statement of Work changes, then the costs naturally increase. The technical design of the assembly line needs reviewing. And we’ll have to rewrite the testing plan and the maintenance schedule. Supposing we estimate this’ll take about 60 additional hours – say 7.5 working days, at an hourly rate of $175. Consequently , that’s an additional $10,500.

ANN:	Okay. And Karen and David – what about duration impact ?

KAREN:

We estimate four days if two staff can work on it

ANN:

Well, we’d forecast some problems and tried to mitigate them through the contingency reserve and float. As a result , this change request won’t increase the original costing by the full $10,500 – we’d planned for $10,000 of ‘unknowns’ so we can use half of it here and still have $5,000 for the emergency reserve.  I’ll have to get authority for this, but I think it’ll be OK.

Consequently, they’ve given me permission to go ahead.

I’ll be able to report back to the rest of the team.

If we now have approval from Jenkinson’s, then we’ll be able to get on immediately.

The sooner we can implement the recommendations, the sooner we’ll be able to finish.

Any change in one part of a project schedule has an impact on and affects other parts.

IV. PROGRESS REPORT

1. LANGUAGE  FOR DESCRIBING ACHIEVEMENTS

Update: Project 354
Ann Johnson

In this month’s issue, Ann Johnson brings us up to date with her current project. Working with a small but dedicated team, she’s been handling the automation of the assembly line at Jenkinson’s Manufacturing – Project 354.

Interviewer: So Ann, how’s it going with Project 354?

Ann: Well, I’m happy to report that our project is now moving smoothly through the implementation phase. In spite of some potential issues, the project is on track overall. I think I speak for all of us on the team when I say that it’s been one of our more interesting projects.

Interviewer: In what way?

Ann: Well, no matter how many checks and balances you put in place in project management plans, sometimes things take a different turn. As I tell my team, always expect the unexpected.

Interviewer: Right. I’m sure other company readers can relate to that! Can you describe for our readers here at Alpha Automation just what you and the team have accomplished so far?

Ann: I’m proud to say we’ve achieved a lot in terms of goals – not only for ourselves, but also, importantly, for our stakeholders! Naturally, our quality assurance processes for the production of the assembly line parts were determined at the beginning of the project, and they were successfully implemented. The initial testing of the parts is complete. We found a few faults, which is quite normal, as you know, so we’ve been taking some corrective action as a result. We’ll need to do some re-testing, and the end-user acceptance testing hasn’t taken place yet at Jenkinson’s, of course. There was a slight delay with the contractors who were readying the factory for the new assembly line, but that was resolved successfully. Over the last few days we’ve been inspecting the factory, and everything looks ready for installation.

There was also a change of requirement which Jenkinson’s requested, and I’m glad to say that the team handled the situation very well. I don’t have any concerns about not meeting our targets.

Interviewer: So perhaps you’d like to come back and give us a final update when it’s all signed, sealed and delivered?

Ann: I’d be happy to.

completed in the past

managing of contractor's delay
implementation of QA procedures
initial testing of parts

recent actions

correction of faults in parts
inspection of the factory

not yet completed

re-testing of parts
end-user acceptance testing


I’m proud to say we've achieved a lot in terms of goals – not only for ourselves, but also, importantly, for our stakeholders! Naturally, ourquality assurance processes for the production of the assembly line parts were determined at the beginning of the project, and they were successfully implemented. The initial testing of the parts is complete. We found a few faults, which is quite normal, as you know, so we’ve been taking some corrective action as a result. We’ll need to do some re-testing , and the end-user acceptance testing hasn’t taken place yet at Jenkinson’s, of course. There was a slight delay with the contractors who were readying the factory for the new assembly line, but thatwas resolved successfully. Over the last few days we’ve been inspecting the factory, and everything looks ready for installation.


2. LANGUAGE  FOR STATUS UPDATES

DAVID:	So Ann was saying we’ve got to give a formal status update to Jenkinson’s. So when will that happen, Tim?
TIM:	Well, it’s urgent that we update the company soon. We can’t delay much longer. She thought if we touched base with each other first, that’d be good.
DAVID:	Yes … especially as some of the tasks are dependent on others. There’s a lot at stake here. We’ve achieved so much - and we want to keep our good track record with Jenkinson’s!
TIM:	So, we’re on schedule with plans for the factory floor. Right, David?
DAVID:	Yes. We’d thought we might be a little behind because of the problem with the contractors. That would’ve been critical . But it’s been resolved.
TIM:	Yeah, but until the new electrics and the larger floor area and new surface are finished, we can’t begin the actual assembly line installation.  Further testing is pending completion of those steps

Ann has told the team that Jenkinson’s will need a formalstatus update.

Tim said that it is very, very important that the company is updated soon.

David feels that the team has a lot to lose if the project isn’t successful.

According to David, the construction of the floor is on schedule.

If the issue with the contractors hadn’t been resolved, David felt this would have had very serious results.

Tim indicates that the installation of the assembly line hasn’t yet started.

Tim says that further testing will be done after the installation.

Project:	Project 354 Automation of assembly line at Jenkinson’s Manufacturing
Project manager:	Ann Johnson Alpha Automation
Date:	February 10, 2014
Status update:	On track  preparation of  new factory floor surface Pending new electrics re-testing of assembly line parts installation of the assembly line final end-user acceptance testing by Jenkinson’s
Accomplishments since last status report:	issue with contractors resolved some internal testing of assembly line parts passed change of requirement  approved by the Change Control Board initial training of engineers at Jenkinson’s completed
Predicted accomplishments for next report:	completion of re-testing of assembly line parts factory floor  completed assembly line installed  at the factory user acceptance testing of assembly line by Jenkinson’s completed
Issues:	None at present
Risks:	potential critical issues identified in testing could cause delay of subsequent deliverables

Achievements include some internal testing passed and initial training of engineers completed.
This status update identifies work completed or pending for this project.
End-user acceptance testing will be carried out by Jenkinson's.
A potential risk is a delay to deliverables if testing reveals any problems.

From: Ann Johnson

To: Jonathan Ford
Project 354: Status update

Jonathan,

I’m happy to report that we’ve had some significant achievements recently. Consequently, the status ofthe project is on track  – see attached update.

Remaining work on preparing the factory floor is expected to be completed next week.

Finally, your approval and acceptance of the assembly line is dependent on  the end-user acceptance testing, ofcourse. I am confident that we will not fall behind schedule.

Sincerely,

Ann Johnson

3.  LANGUAGE  FOR MAKING PREDICTIONS

absolutely certain
likely
a slight possibility
unlikely
highly unlekely

JONATHAN:	Now, I’m wondering how likely is it that there’ll be any issues during the assembly line installation.
ANN:	Based on current estimations , I’d say it was highly unlikely . We'll be running some more internal tests at Alpha before we install the line.

JONATHAN:	Excellent! And what about when we do our user acceptance testing of the assembly line after you’ve installed it?
ANN:	Well, there’s a slight possibility a problem may show up then, of course. But I'm absolutely certain that the team will be able to resolve any problems very quickly. Depending on the results of the tests, we may need further adjustments to the design to make sure it’s meeting safety guidelines, but I think it’s unlikely to cause any delay.

Notes of phone call with JF.

Concern #1: expected issues with assembly line installation?

Response: Current estimations – highly unlikely. But more internal tests to come.

Concern #2:  end-user acceptance testing of the assembly line?
Response: Slight possibility of problem.  100% certain team can deal with it. Depending on test results, may need to adjust design.

Concern #3: project deadline completion, April. Requirement.

Ann feels that there’s very little chance of any issues with the assembly line installation.
It’s highly unlikely there’ll be any issues with the installation of the assembly line.

Ann says this on the basis of recent estimations.
She says this based on latest estimations.

Ann thinks there may be a small chance of a problem when the end-user acceptance testing happens.
She thinks there’s a slight possibility there’ll be a problem at that stage.

Ann believes that her team will not have any difficulties handling problems.
She is absolutely certain her team can handle any problem.

Any changes to the design will be dependent on the test results and safety guidelines.
Depending on the test results, the design may have to be changed.

1.  How likely is it that our deliverables will be affected?

2. I see you've flagged several risks in the project plan. What are they based on?

3. We'll update our strategy  depending on how well the client responds to these new ideas.

4. Contractor issues are highly unlikely in this case – we can assume that everything will runsmoothly in that regard.