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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Project definition in steps (2)
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
Project definition in steps (4)
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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)
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