"The Stakeholders that can sink that precious value of your management, the Project..."
The so-called influence of the different "Stakeholders" that are affected or affect the project both during and in the execution process and when it ends and moves to the operating environment. That is can be the key at the time of failure or achieve success.
In fact and according to my lessons learned in the management of projects and what old and new clients show me. Even if you are able to plan your project in detail, develop a correct strategy and have everything under control. The forgetting of a key stakeholder in the project or minimizing its influence. You can attack the life and the success of your project.
Categorize and identify key actors:
As mandated by the uses and costrumbres.No all stakeholders have the same importance or the same interest in the project. But the novelty on the part of the Project Manager is to make an effort to identify all the stakeholders and then categorize them, analyzing which one or which we should focus our monitoring on. It is vital that none be missing from our tracking list. Although they seem little relevant at this time.
Because if the current situation could change throughout the life cycle of the project. And it is necessary to carry out a follow-up and monitoring that will help the Project Manager have a detailed control of these stakeholders. In this way, it will also reduce the "Risk".
Thus we can analyze the stakeholders involved, taking into account both the support and commitment to the Project. Like its power when influencing and making decisions.
The Communication Plan:
A good strategy is communication: Establish the necessary communication channels trying to strengthen trust. Putting the focus on explaining to project stakeholders the benefits that the project will generate in the organization and consequently in the personal development of the interested party.
The Project Director once you have identified the actors involved in the project. You must think and establish a concrete strategy to reduce your resistance. In any of the cases special attention and dedication is required to commit those interested in the success or failure of the project.
Strengthen relationships of trust with project stakeholders
About the author : Alejandro J.Roman
How should we deal with problem solving in a project? Positive orientation can lead to seeing hazards as opportunities or challenges, perceiving that you have a strong capacity to deal with problems and being willing to invest time and effort in your solution.
On the contrary, a negative orientation to the problem implies seeing problems as threats, believing they are insoluble, doubting one's ability to solve them and getting frustrated and stressed when faced with a problem.
n summary, and more importantly, a positive orientation to the problem induces the subject to confront it, while the negative orientation prepares him to avoid it.
And in the end, we have to make a decision, which in part will depend on the attitudes we adopt. Decision-making in project management is the association of a course of action or plan with a given situation. The decision-making model presented has the following steps:
The demands of the situation may come from outside but also from the individual's goals and values. The most common barriers to achieving the objectives are: ambiguity, uncertainty, conflicting demands, lack of resources or novelty.
This phase includes the definition of the objectives that the project manager wants to achieve. When a problem is to be solved, it is necessary to analyze it and elucidate which are the processes and relevant aspects that are influencing the appearance and maintenance of the problem (root cause) or what threatens the situation.
The analysis of the situations is a root cause analysis, trying to determine the influences of some factors in others, in the present moment and in the possible evolution.
The project manager must imagine the possible alternatives being aware that creativity in the search for solutions can be reduced by the fear of external criticism and sometimes self-criticism (fear of what they will say).
It is therefore necessary to delete them both in a first stage in order to be able to consider the solutions without prior censorship. It is done following the rules of the brainstorming, in which no criticism or evaluation of the ideas are proposed, any proposal is used, completed or varied to generate new solutions.
In order to anticipate the results of implementing the identified solutions and to see their impact on the project, either through expert consultation or through simulations, they are evaluated and compared.
In this sense, in a project where there are many stakeholders, the reactions of this group involved in the project are fundamental.
Knowing how to predict the results of a plan that has been developed is difficult and uncertainty plays a key role again. Therefore, as has been seen in the area of planning and risk management knowledge, an update of the risk plan will be necessary, as a result of the decision taken.
Once the results of each alternative are obtained, it is assessed how they affect each of the objectives of the project and, very importantly, their level of risk (probability and impact) together with the benefits or damages that can lead to it occurring, the consequences of each result.
Among the possible alternatives, the project manager and his team, taking into account the experts who have convened internally or externally to the project, choose the most appropriate alternative to solve the problem.
A good solution can fail because of a bad implementation when not doing it in the right moment, not to inform previously to some relevant people, not to explain it well the equipment responsible for its implantation, among other reasons.
Once the execution begins, the supervision and control phase of the solution begins. It is the phase of the process of control of what is done, in which it is monitored if the current result goes in the way that we hope or not.
Once the action is executed, monitored, controlled and with the final results in the hands of the team, it is reviewed the realized and the results obtained with the objective of extracting lessons learned for future projects.
he evaluation should be done based on the defined indicators, the data obtained and actual and measurable results obtained.
About the Author : Alejandro J.Romàn
If I had to choose, among the keys that determine the success (or failure) of a project, the one on which there is the most consensus of the impact it has, I would doubtless venture to say that this would be the role played by people". To a greater or lesser extent, virtually everyone who has studied the success or failure of a project has highlighted the role that people, the development team, play in it. Concluding, on most occasions, with which people are the most determining factor.
As Glass said, do not forget that people are the ones who make a software development project. Tools help, techniques as well, processes, etc. But above all this are people. "People are the key to success," Davis said in his brilliant book. The human team, as Cockburn said, is the first-order non-linear component in software development.
McConnell said that people have the most potential to cut down on project time, and that those who have done software work" have noticed the huge differences in the results they produce between average, mediocre and cool developers.
After analyzing 69 projects Boehm found that the best teams of developers were up to 4 times more productive than the worst. DeMarco and Lister, in their Peopleware, identify productivity differences of 5.6 to 1, drawn from a study of 166 professionals from 18 organizations. At NASA **, they observed differences of up to 3 to 1 in productivity between their different projects. And even long before, in 74, there were already studies * that had observed differences of 2.6 to 1 in teams when carrying out the same tasks of development.
But although for some this is very clear, this is not always the case in all projects. I remember that years ago I worked in a company that developed software products ... in which they did not think exactly that way. There it was thought that the developers were not the most determinant, they were "pieces" interchangeable. That the determinant was the commercial part and the functional one, the technicians were a "commodity". Hence, much of the technical team did not have the profile, qualification and studies to develop the software that was entrusted to them, by the way, a fairly large application. The project managers, and technical directors, had never studied a technical career. The funny thing was that, although everyone saw the big problems of software quality and project management, no one seemed to see the main cause of them.
People who participate in software development, are not like workers in an assembly line. They are not so easily interchangeable, and the work is not as repeatable as in these other works. Even more so if you have not implemented real software quality (not just a certification).
About the author : Alejandro J.Romàn
A 40-meter-deep well opens up meters from the coast, in the Dock Sud port. Next to it, a tunnel is ready to go down and begin its mission: to excavate a conduit of 12 km under the River Plate.If everything goes well, by 2021 this emissary will enter the treated sewage effluents of the City and part of the GBA. It will be one of the key pieces of the Riachuelo System, next to a treatment plant and a new 11 km sewer, the first to be done in 60 years.
These three foundational works, which are in charge of AySA, will allow sewers to more than 5 million people and prevent the waste to reach the Riachuelo through rainwater and streams. The works, already underway, involve 40 km of tunnels. "It is the largest project of its kind that is being financed by the World Bank," AySA President José Luis Inglese is proud to say that US $ 1.2 billion will be invested in financing the project and the national state. The Riachuelo System will transport and treat 2,300,000 m3 of sewage per day of the City, San Fernando, San Isidro and La Matanza, at a rate of 27 m3 per second.
"This will allow to incorporate to 4.3 million inhabitants of the left margin of the Riachuelo to the network of sewers", anticipates Pablo Bereciartúa, undersecretary of Water Resources of the Nation. At the moment, the porteño wastes are transported to a treatment plant in Berazategui through three saturated maximum sewers, two of which date from the late nineteenth and early twentieth centuries and another from 1946. The project in progress consists of transferring them to a new plant and to the emissary to be done in Dock Sud. This will relieve the Berazategui System and in turn will give sewage to 1.5 million users of the south of the GBA.
The Riachuelo System consists of three works. One is to build a fourth sewer of 11 km, the Margen Izquierda (CMI), which in addition to transporting effluents will intercept the "flows in dry weather". This technical euphemism refers to the waste that now reaches pluviales and arroyos through clandestine connections or by faults in the network of sewers. Capturing them will prevent them from ending up in the Riachuelo and progress will be made in complying with the order to sanitize the watershed dictated by the Supreme Court.
The first tunnel runs under Cruz avenue between Avenida General Paz and Larrazábal and was completed in January with a tunneling pipe jacking, which as it pushed forward prefabricated pipes.
The first section of the CMI, 0.8 meters in diameter and 1.6 km, runs under Cruz avenue, between General Paz and Larrazábal. Its construction lasted seven months and ended in January. It was made with a "pipe jacking" tunnel, which as it advanced pushed prefabricated pipes. The second section, 3.2 meters in diameter and 9.5 km long, will reach Vieytes and Benito Quinquela Martín, in Barracas.The tunnel to do so came from Germany on February 24. It is 115 meters long and is TBM type: it digs with a cutting wheel and advances 1.40 meters. At the same time, it arms a ring with five concrete vents. The rings form the pipe.
The project includes another 18 km of complementary tunnels and the 5,000-km Baja Costanera catchment, which will cross the Riachuelo and carry the CMI flow to the Dock Sud pre-treatment plant. Construction of the latter forms part of a Second contract, running from June 2016. The cloacal liquids already treated will be released in the Rio de la Plata. And for this there is a third work in progress, the one of the emissary that will penetrate them 12 km in the river, passing underneath the channels of navigation. The excavation tunnel, made in China by the German firm Herrenknecht and also TBM, has just arrived in Dock Sud. "Its total length, including its support train, is 240 meters.
As it has to make a tunnel of 4.3 meters in diameter, its cutting wheel has 5.1 meters ", counts the engineer Marcela Alvarez, in charge of the direction of great works of infrastructure of AySA.
The well that will enter the tunnel, 40 meters, is ready and coated in concrete. Two divers with cameras work submerged in cleaning tasks. Its function is to leave everything ready to assemble a concrete plug at the bottom of the well, which in the future will also be the loading chamber of the emissary. On the surface, they follow their movements through a monitor installed in a container that serves as an office.
"The emissary will start at 40 meters deep and will end at 34 meters," says Alvarez. "It will have a transport section of 10.5 km and a diffusion of 1.5 km. The latter will have 31 diffusers that will throw the treated liquid over the surface of the river, to facilitate its mixing with water. If the deadlines are met, the system will be completed on March 31, 2021. By then, there will be a substantial improvement in the water quality of the Riachuelo.
About the Author : Alejandro J.Romàn
"Batch 3 tunneling project for the project Matanza-Riachuelo System of the company Aysa.."
President Mauricio Macri participated this morning in the implementation of the tunnel that will build the 12 km submarine outfall of the Dock Sud sewage plant in the municipality of Avellaneda, which is part of the Matanza-Riachuelo System, one of the Bigger works of the last 60 years in sanitation that will benefit more than 4 million inhabitants.
The work, carried out by Agua y Saneamientos Argentinos (AySA) under the Ministry of the Interior, Public Works and Housing, will require five years and will involve the construction of more than 40 kilometers of tunnels that will run along the left bank of Riachuelo to Finished at the Dock Sud effluent treatment plant.
Then, the treated liquids of the City and part of the Metropolitan Area will be sent through an underwater outfall that will enter the river for 12 km. Once in operation, the Riachuelo System will have a treatment capacity of more than 2 million m³ / day and will benefit some 4.3 million inhabitants.
The tunneling machine has a total length of 220 meters, including all the support trains that allow the process to provide the necessary logistics. It was specially made for this project and arrived on site in March 2017.
This machine produces advances of excavation with controlled front and simultaneous placement of prefabricated segments, these being the elements that constitute a ring. Each ring comprises 5 segments. The inner diameter of the tunnel is 4300mm, so the diameter of the machine's cutting wheel is approximately 5.10 meters.
The Emissary will consist of a single tunnel and consists of two sections. The transport section, with the objective of entering the pretreated effluent in the Dock Sud Plant in the Rio de la Plata (crossing all the navigation channels and access to the Ports), and the diffusion section in which, through the Called raisers, produces the effluent and its intimate mixture with the water of the river to complete the dilution process, taking advantage of the extraordinary capacity of self-purification of our Rio de la Plata.
About the Author : Alejandro J.Romàn