990805 (js) projectmanagement

8/7/2019 990805 (js) projectmanagement

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Why project management?

New organization, new people, new tasks

Multidisciplinary cooperation

Need for control time

capacity

resources

Different actitivities does not fit in current working methods

separate quality management necessary


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routine work

plannedworkimprovisedwork

Project management

Elements of project management


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Resu

lts and expectations

none actualresults

achievableresults

expectedresults

perfectresults

accomplishment

perceived failure

actualfailure

expectationmisfit


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Thought model of projects

OrganizationalcharacteristicsOrganizational goals

PROJECT

goal

scope

approach

structure

culture

OPERATIONALSOLUTION

PROBLEM

People

Management

Resources

Politicalsituation

Technologicalinnovation

Economicalsituation

Government

Infra-

structure


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Characteristics of a project

A project ...

is one-off (and unique)

is constrained in time consists of a number of phased activities

is directed towards (concrete) and measurablegoals

is being executed with pre-defined methods,tools

is being executed in a special projectorganization


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Dimensions of project management

Project-management-process

Competences &resources

Project phasing


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Project-

management-

process

Planning

Organization

Control

Rounding

E

XE

C

U

T

I

ON

M

E

A

N

S

Project management

process


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Project phasing

Ways of breaking

down phases Organizational break down

controllable units

Functional break down expertise

level of detail

technology

discipline

Chronological break down sequences

Object oriented break down components of deliverables


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Phasing in

development projectsProject phasing

Project-

management-

process

planning

organization

control

rounding

Project

management-

process

Project phasing

d

e

f

i

n

i

ti

o

n

d

e

s

i

gn

d

ev

e

l

o

p

m

e

nt

s

u

p

p

o

r

t


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Project phasing

Importance ofphasing break down

Progress reporting

Different competencies per phase

Organizer for: decision making

requests for changes

control

Approval: content equal to expectations

Control mile stones

is this the right track?


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Competences &

ResourcesInteracting

Interviewing

Negotiating

Meeting

Assessing

C

O

M

MU

N

I

C

A

T

I

NG


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Competences &

ResourcesPresenting

Presenting to groups

Reporting

Manage expectations and resistance !

C

O

M

MU

N

I

C

A

T

I

NG


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Competences &

ResourcesMotivating

Time management

Team building

Leadership

C

O

M

MU

N

I

C

A

T

I

NG


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Competences &

ResourcesResources

Social / communicative meeting techniques negotiation techniques

communication techniques

Development Spreadsheets for financial calculations

Project planning tools

Analysis, design, development tools

Meeting

Assessing


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Skills &

ResourcesPositioning

Competences &

resources

planning

organization

control

rounding

d

efi

ni

ti

on

d

esi

gn

d

eve

lo

pm

en

t

s

upp

or

t

interacting

presenting

motivating

c

omm

un

ic

at

in

g


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Project organization

Allocation of tasks and people

Define relations between project team andexisting organization

Defining standards and procedures


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Control

Doing what has to be done about costs,

timelines, quality criteria

If not , then

raising budget

extending passage time less quality?

managing lower expectations


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Rounding

Delivery final product

Transfer (communication and training needed) Indicating what has to be done


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Examples of external forces

New laws

Health, Environment, Safety regulations (HES) Privacy regulations

Clients / user demands

Standards, branch-regulations

Competition Modern image


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Internal forces leading to projects

Planned

on the basis of vision and strategy (top down) on the basis of local needs analysis (bottom up)

Ad hoc new ideas (but the grass is always greener on the other

side) dissatisfaction with existing situation

need


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vision /

strategy plan

idea

dissatisfactionad hoc

need

need for change

management of change

managing projects

.

local


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Starting up phase of project

Defining problem situation

Context analysis

First conceptual design First global project plan

including estimates of cost, time and competencies

Problem definition

estimation of risks estimation of complexity

Go / no-go decision by management


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Only after godecision bymanagement

Allocation of people from inside and outside

the organization Allocating money and resources

Contacting people involved


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Project p

lanning

II

Components of project planning

Projectscope and project definition

Making a project plan


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Why planning ?

In order to control

In order to communicate

Translation of problem

Defining approach and tasks

S

ynthesis between time, cost andquality !

Getting commitment

...


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Key questions in p

lanning

Size and content of project

goal, scope, products, risk-consideration

Approach methodology, phasing, monitoring, risk

control, estimation resources

C

osts / benefit Time lines

critical path

dependencies and passage time

mile stones


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Emphasize

...

Planning is a continue process (buttime and budget cannot be adaptedcontinuously!)

Planning is making explicit userexpectations taking into account

norms and criteria

Planning has to show

deadline (drop-dead-date), budget

control, quality


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Planning decision making Before starting execution

approach

people and resources needed time, cost and products

At the end of each phase

assessing / updating planning

acceptance of (intermediate) products

planning for next phase


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Conditions within the

organization

What is the organization able to achieve?

Are enough subject matter specialistsavailable ?

Who is sponsoring / owning the project ?


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Planning process

Problem statement

Project definition

Project plan

Managementapproval

internal andexternalcontextfactors


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P

roject definition

A description of goals, scope and

deliverables of the project in the contextof time. money and people needed


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Importance of project

definition Agreement project goals and

approach

users vs management

project team vs management

project team vs users

Direction clear start and finish points

clear definition of (intermediate)

products


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Basis of control

effectivity and efficiency many projects continue endlessly without clear

goals

no waste by unclear scope

measurement of gains / profit

Importance of project

definition (continued)


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R

ol

e of the project manager

projectmanager

developers

clientmanagement

users others

publicity


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P

ossibl

e probl

ems Project manager not being accepted

Contradictory expectations

Confusion problem and solution Interference with other projects

Unwanted involvement of other

(supporting) staff-groups Moving target in organization

Discussions on scope or necessity of

project


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Project definition in steps (1)

Acquiring background information

from client, users, developers, others

Defining prob

lem

Scope definition: goals and scope

success directly related to quality ofscope definition

Sketching first order solution

direction, global content of project,conceptual design ,global architecture


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Points of departure/risks

estimating risks

Global approach choice of methods and tools

(Intermediate) products

reports, prototypes, designs Means and conditions

people, competencies, resources,location


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P

roject definition in steps (3) Estimation of time, costs, external

dependencies

delivery planning by third parties

Statement of project definition

costs / benefits

risk consideration communicate approval


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Project organization

steering committee, staff-groups,

management

Approval management

costs / benefits

risk consideration

communicate approval



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P

oints of attention Abstraction level / distance

Mandate

Risks and dependencies

relation with scope of project

influence external parties

Sponsors / owners in the usercommunity


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Why a project plan ?

THINK first, ACTlater Defining approach

Estimating method

Control instrument

Communication instrument

Making explicit dependencies

Getting commitment

Defining responsibilities

M

eans of responsibil

ity


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El

ements of a project pl

an Activities

Estimated human power

Needed competencies

Risks

M

il

estones / del

iverabl

es Allocation of tasks / responsibilities to

people

Phasing


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H

ow to make a project pl

an ?

1 Distinguish main steps and - activities

2 Distinguish operational actions3 Define intermediate products per step

4 Define estimating techniques

5 Calculate human days per step


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6 Define sequencing / phasing

7D

efine timel

ines8 Consider risks

9 Check consistency vs. project definition

10G

et agreement with managementand developers

How to make a project p

lan ?


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D

ocument potential

risks Risk Memorandum

Examples:

new technology

curriculum not defined

competencies not sufficient

availability not sufficient change in team composition


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Evaluation criteria for a

project plan Level of detail

No overlap of tasks

Credibility of estimations

Flow of tasks

Check with scope of project

Definition of intermediate products

Possibility to control phases

Clarity of risks and uncertainties Clarity of dependencies

Use of methodology dependencies

Presence of points of measurement


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Why project pl

anning ? Control

Approach

Cost / benefit

Communication


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R

el

ations

project team

client

users

existingorganization


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P

roject organization Impact project

Dynamics existing organization

Organizational culture

Urgency of the project

Phase of the current project

Size


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P

roject structure steering committee

project manager

project team and workgroups

reviewsuser groups

qualitycontrol


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U

nderestimating project Simplism

Communication problems

Lack of professionalism

Scope too ambitious


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S

uccess and fail

ure factors (1) Adequate problem definition

Taking into account organizational

culture Adequate project goals and scope

Sufficient management involvement

Competent and motivated people


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P

roject typol

ogy

I III

II IVChange

Starting position

simple

complex

complex

simple


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T

he steering committee....

establishes commitmentand involvement

takes decisions on direction and scope ofthe project

organizes actual input from the inside and

outside world responsible for the availability of people

and money


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The steering committee

consists of:Maximum 6 people:

the sponsor is preferably the chairman

project manager as secretary


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A steering committee wants ...

a timely picture of what is going on

trust in the project management

focus on major issues

being able to take decisions whennecessary


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Therefore a steering

committee gets...

progress reports on a regular basis

checkpointreports at the end of aproject phase

meetings on a regular basis (i.e.. once

per month)


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The project team is

responsible for...

execution of the project

input for progress reports

reporting to the project manager(problem reports, changes, milestones)


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Progress reports (1) Written reports with:

projectstatus, actual time and budget

performance in past period

problem areas and actions taken

status of project risks

overview of decisions taken since last

report Decisions to be made by steering

committee


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Bar chart

Status deliverables (actual against planned)

Costs

Human hours worked

Estimate-to-comp

lete (

ETC)

Progress reports (2)


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Adequate resources

Adequate approach

Adequate organization

Adequate project culture

Sponsorship in organization

...

Success and failure factors (2)

990805 (js) projectmanagement

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