Clextra ‘Project Management’

Clextra is your ideal Top-Level Single-Point Practical Access tool as a comprehensive

collaborative Enterprise-wide ‘Project Management System’.

“A combination of ‘human’ and ‘non-human’ resources pooled together in a

temporary organization to achieve a specific purpose”.

After you win the Project

a. You have used Mproject created fancy Presentations and won the Project. Now
that you are to execute it … all the fancy process, systems and dressing is out.
b. You need your 20 odd key decision makers at different levels to be in touch with
each other and get the job done. If basic information is available through mobiles
wherever they are you should be able to save time; costs and get the job finished
on time.
c. A key need is to be able to demonstrate clear completion of tasks against
deadlines to bill and collect cash. This requires; on-site photos; customer-side
decisions maker approvals; signature of relevant documents before you can
ensure that you get your dues.
d. Clextra is an ONLINE backend PLATFORM that you can plug-n-play. You
would be advised to take our Managed Services Model – allowing you to focus
on the Project and leave PLATFORM knowledge to us.

The key is finding THE MAN.

The key to most successful projects is to find the RIGHT PERSON. A person with all the
right combinations of skills who has done it before. If he has built the world’s largest tower;
the one who build the longest bridge; the one who built the inland Container Depot … then
you probably have the right person. However …
1. What if your project is new?
2. No one available has done this before?
3. It involves multiple projects?
4. There are other companies,
5. JV’s, LLPS involved?
6. Current projects involve more technology?
7. There has to be more honesty and transparency in the funding & utilization?
8. Time-frames to deliver are shorter?
9. The budgets are lower?
10. You need several Project Heads?
Typical THE MAN Job Description

You quickly fall into the trap of .. you can’t find good guys. They are like gold. I’m
willing to pay ANY price for the RIGHT MAN etc.etc. Actually the fact is you are
looking for the God Particle or Utopia since your Job Descriptions for this person
every PROJECT MANAGER could look like this …

 Main Job Tasks and Responsibilities

1. lead the planning and implementation of project
2. facilitate the definition of project scope, goals and deliverables
3. define project tasks and resource requirements
4. develop full scale project plans
5. assemble and coordinate project staff
6. manage project budget
7. manage project resource allocation
8. plan and schedule project timelines
9. track project deliverables using appropriate tools
10. provide direction and support to project team
11. quality assurance
12. constantly monitor and report on progress of the project to all stakeholders
13. present reports defining project progress, problems and solutions
14. implement and manage project changes and interventions to achieve project outputs
15. project evaluations and assessment of results
 Education and Experience
1. qualification in project management or equivalent
2. knowledge of both theoretical and practical aspects of project management
3. knowledge of project management techniques and tools
4. direct work experience in project management capacity
5. proven experience in people management
6. proven experience in strategic planning
7. proven experience in risk management
8. proven experience in change management
9. proficient in project management software
 Key competencies
1. critical thinking and problem solving skills
2. planning and organizing
3. decision-making
4. communication skills
5. influencing and leading
6. delegation
7. team work
8. negotiation
9. conflict management
10. adaptability
11. stress tolerance
i. Attitudes (Written and Un-written)
1. must be healthy and physically fit
2. must be brilliant high IQ and stable EQ.
3. must be under 40 years of age
4. work late hours to complete deadlines
5. work on-site and stay away from family for long periods
6. must be able to absorb penalties if the project is delayed or over-budget
7. must keep everyone informed on a daily basis
8. must handle all and of the crieses and problems on-site
9. must entertain all the Corporate Officers when they come onsite
10. must very carefully and great sensitiveness handle all the babus; poloticians and other
corrupt officials who visit and inspect the sties.
11. must not pay any bribe to any of the officials
12. avoid alcohol, drugs, women that can jeopardise the project
13. no loud music as this is a 24-hour job
14. must be humble, civil, god-fearing and sanyasi-like.
15. He or she must be from my community – only they can be ‘trusted’
16. must not wear ear-rings; long-hair; have visible tattoos and other decadent symbols.
Project Management Information is usually a ‘nightmare’ …

1. It is usually a one-off occurrence.

2. A project exists to solve a ‘Problem’ in the first place. It is
break-down of THIS problem into many smaller problems.
3. Every step may involves Decisions that may have related risk
with enormous ramifications.
4. It involves people. (Inherent unpredictability)
5. Work is spread over Geography, Time and Teams
6. A ‘small’ trivia may be as important as the ‘Top priority’.
7. 24x7x365 access and information is desirable.
8. Project success depends on collaborative communications.

Current status of ‘Project Management’

1. Project management is at once one of the most important and most

poorly understood areas of management.
2. Delays and cost overruns are the rule rather than the exception in
construction, defense, power generation, aerospace, product
development, software, and other areas.
3. Project management suffers from numerous problems of costing and
scheduling. Cost overruns of 100 to 200% are common.
4. Projects are often delayed to the point where the market conditions
for which they were designed have changed.
5. Many projects suffer from the "90% syndrome" in which a project is
thought to be 90% complete for half the total time required.
6. Project management is often counterintuitive. For example, software
development often suffers from Brooks' Law, which states "adding
resources to a late project makes it even later".
7. Customer design changes are frequent, generating costly ripple
effects which create delay and disruption throughout an entire
organization.
8. Projects often appear to be going smoothly until near the end, when
errors made earlier are discovered, necessitating costly rework,
expediting, overtime, hiring, schedule slippage, or reductions in
project scope or quality.
9. The consequences of these difficulties include poor profitability, loss of
market share and reputation, increased turnover of management and
work force, lower productivity, higher costs, and, all too frequently,
divisive and costly litigation between customers and contractors over
responsibility for overruns and delays.
Key parameters for Successful Projects

1. Detailed Planning
2. Appropriate Staffing.
3. Robust Systems.
4. Thorough Monitoring.

Why LARGE Projects fail

1. Clarity of Vision and Objectives.

2. A strategy for implementation.
3. Effectiveness of Execution.
4. Audit to enforce accountability.

Clextra respectively facilitates as follows …

1. Clextra includes a range of Individual, Team & Enterprise Planning Tools.

Budgets; Periodic Estimates; Collaborative Forecasting etc.
2. HR is comprehensive and all-inclusive from Organisational Design; Job
Description; Behavioural Assessment; Competency Mapping to Performance
Appraisal & Performance Management Systems.
3. Based on Systems Thinking; any Global Best Practice including Balanced
Scorecard; Six-Sigma or Metrics-Driven ‘Best Practice’ can be configured and
deployed within weeks.
4. A collaborative self-service integrated multimedia communications framework
allows to and fro monitoring. Wired and wireless remote 64 kbps VSAT type
links will also work.
5. Top to Bottom; Group to Individual Objectives and Goals can be established
and communicated within Clextra.
6. The defined strategy can evolve and be communicated top to bottom;
throughout the Project at an Individual; Team & Task level.
7. The effectiveness of Execution can be monitored with Macro and micro-level
Target, Actual and Gap metrics on Date, Quality, Time, Cost and Security
Parameters.
8. Constant evaluation between ‘BOOK’ and ‘PHYSICAL’ audit with BOTH;
Financial Accounting and Management Accounting and Control Systems are
built-in to Clextra.
Best in Class

There is no known system, process or product that provides the scope

and nature of the deliverables from this Module.

However, Clextra combines features that provide an Integrated

environment to manage the most complex projects.

1. Internet, Intranet designed Application.

2. Collaborative Communications.
3. People and behavioural coverage.
4. Risk, Decision Making, Ratings.
5. Extensive Documentation Storage & Retrieval
options.

PROJECT MANAGEMENT with a traditional PC based WINDOWS Software

maybe acceptable for small and medium Projects. Usually handled by
ONE INDIVIDUAL and limited to ONE computer; with a Left to Right, Top
to bottom single screen Gantt chart approach.
An ENTERPRISE PROJECT MANAGEMENT solution is a Server-Side with
multiple 24x7x365 remote and on-site Client-Access with Planning,
Estimation, Workflow, Document Management, Budgeting, Actual,
Expenses Control, Decision Making & Multimedia with Accountability …
Clextra is an ‘Enterprise Project Management’ Solution; allowing an
infinite number of Project Variety.

Fundamentals of Management

What any manager manages is …

1. INDIVIDUAL : The need of the individual to be stand-out;
progress; grow; learn and be unique VERSUS the need to
conform; be a part of something; social acceptance etc.
2. TEAM : It’s a team that eventually creates, produces, delivers
or executes something. The TEAM is composed of individuals; is
given resources; etc. etc.
3. TASK : The job(s) on hand. Some handle only one; others
handle several at a time; others handle only when required.
The Leader, Manager, Entrpreneur, Intraprenuer or Business Owner
essentially has to balance these as a first fundamental of Management as
outlined by John Adair.
“Systems Thinking” for “Project Management”

Systems thinking is the process of understanding how things

influence one another within a whole.
In Project Management Systems Thinking examples include
ecosystems in which various elements such as buying,
selling, production, time-lines, resources, allocation,
manpower and financing work together to add-value or lose-
money.
The Services side of Project Management Systems consists
of the competency, skill-sets, aptitude, attitude and
behavioural of people as individuals and in teams,
structures, and processes that work together to make an
organization healthy or unhealthy

 Systems Thinking … & … Systems Dynamics, Petri Net etc.

 Systems Thinking … & … Peter Senge’s Fifth Discipline.
 Systems Thinking … & … People. NOT motivated. NOT skilled. Fast-
food generation YET … Stimulated. Hungry. Quality-Lifestyle. Wealth-
oriented. Well-Traveled. Learned. Wired. Multiple-Intelligence.
Creative.
 Systems Thinking … & … Balanced Scorecard. STRATEGIC
IMPLEMENTATION.
 Systems Thinking … & … Decision Quality. TACTICAL
IMPLEMENTATION.
 Systems Thinking … & … Individual(s) & Team(s); Tangible
Performance & Intangible Behaviours. OPERATIONAL IMPLENTATION.
Related Clextra Modules …

1. Project Management Features

1. Resources; Time; Money & Scope Management.
2. Projects : Task-Groups or Task-Sets.
3. Work Break-down Structures. (EiCA and d-ITT-o Features)
4. Assignment of Individual(s) to Task(s) to Team(s)
5. Skill Sets AVA Matrix of Individuals in Team(s).
6. Task(s) related Financials – Team – Accountability.
a. Task(s) : Delivery, Quality, Time & Cost. Target vs
Actual
b. Task(s) Accountability, Sponsor, current Status
c. Task(s) user-definable Cycles with DQTC + step-
information
d. Task(s) on Artwork. Visual from CPM, PERT or any other.
7. Project Documentation.
8. Directory
9. 10x10 (or more) user-definable hdocs.
10.Any standard PC or Graphics, Multimedia attachments.
11.Project related Correspondence & Communications.
12.User definable Risk metrics and Risk Metric sets.
13.Problems & Solutions Repository.
14.Basic and Advanced Learning / Training / Content Repository.
2. Allied Modules
1. Buy – If a decision to out-source; then Vendor Information
Systems; Rate Cards; Procurement Cycles; Payables; related
Documentation etc.
2. Make – If a decision to make is made; Planning, Documentation;
Tracking, Inventory, materials, Schedules; People etc.
3. Bill of Materials for Projects if standard Inventory available.
 Checklists for repeat steps in projects or task(s).
 Checklist for Decision Quality in any and all projects.
 Documentation Checklists.
 Project, Task and sub-task related Checklists & Cycles.
 Cycles and Steps each with a Delivery, Quality, Time & Cost
… Target & Actual with accountability at each step.
 Buy or Make decisions.
 Payables Management with all related drill-down.
 Receivables Management with all related drill-down.
 Vendor Information System (incl. Quality & Risk Ratings)
 Expense (Target & Actual) Planning, Monitoring & Control.
 Delivery Budgeting. Target creation. Target-Actual-Gap.
4. Estimation. Project and/or Task Level. Upto 9 stages and 3 levels
for each.
5. Leadership Objectives Rating for every Task(s).
6. Decision Making – Systems Thinking based inter-dependencies
between Teams & Tasks; Checklists; Cycles & 7 M’s factoring with
user-definable risk parameters.
7. Time Sheets : Related to People; Suppliers and/or Customers. Last
–week actual; This-week and Next-Week for planning.
8. Seats Management – Workstations; Computing; Licenses;
Equipment amortisation Costing etc.
9. EDMS (Electronic Document Management System) A
comprehensive range of options including Project specific
Documentation Management of any file-format. Video; text;
images; photos; schematics; drawings; walk-through etc.

3. Collaborative Communications
i. email alternate : Existing email is fraught with problems.
Virus. No in or out going records. No central repository. No
separation between message AND attachments.
ii. Unlike other systems – Clextra maintains an individual
record and audit trail for every Communication related to
Employee Relations.
iii. This Clextra d-eMail allows clear and transparent separation
between PERSONAL and ORGANISATION communications.
iv. TDEM : Targeted Direct email Marketing ie. Bulk email to all
internal and/or external users of the system.
v. Distribution of PDF or other tamper-proof documents.
vi. Collaboration on Problems and Solutions – CoPaS Feature.
vii. Cupboard Feature – Regular and one-off documents.
viii. Checklists. For decisions, workflow etc.
 4. Self-Service
 Triple Systems of access : Administrators; Staff and/or Customer-
Supplier-External base.
 Mature and advanced integrated use Finance; Logistics;
Procurement; Inventory; Manufacturing; Out or In sourcing;
Brand; Marketing or Sales Information Management.
 Remote, Secure and Seamless 24x7x365 access from anywhere.
(Optional at extra cost subject to technical feasibility and
infrastructure deployment).

Positive TCO (Total Cost of Ownership).

Traditional ERP-EAI-SCM-CRM-PLM-BI-KM solutions cost a lot of money. Apart

from Software Licenses; infrastructure, servers, bandwidth is a huge one-time
cost. Manpower skills and attrition is ‘nightmare’. On-going services and
support, upgrades, tweaks, fixes and additional analytics are prohibitive or un-
available. Business Models such as Software as a Service OR out-sourced
Managed Services are further options. NOT dependent on International
Patents; Microsoft-SAP-Oracle type licensing/pricing provides self-sufficiency
and better domain know-how control for the CUSTOMER.

Contact Information :

Casper Abraham
casper.abraham@edgevalue.com
Cellphone : 91-98450 61870

Edgevalue
62-B Modi Residency, Millers Road, Benson Town
Bangalore 560 046 INDIA
Corporate website : http://www.edgevalue.com
Product website : http://edgevalue.com/clextra