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PPS in brief Practical Project SteeringDescript ion of the model and PPS OnLine


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Contents

PPS and the project ...............................................................................................................................3

Management model overview.............................................................................................................4

The steering groups decision-making process...............................................................................5

Project management skills...................................................................................................................6

PPS skills ......................................................................................................................................6

Skill description ...........................................................................................................................7

Templates for various management documents ...................................................................8

Basics of PPS and basic processes ...................................................................................................9

Multi-project management.................................................................................................................10

PPS OnLine: the whole model in one useful package..................................................................11


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3

PPS and the project

The purpose of PPS is to contribute to more

successful projects by describing a workingmethod a management model for actively

planning, managing and monitoring a project.

The method is based on experiences of completed

projects and on industry standards. One of the

basic ideas is to reach clear and well-accepted

agreements: another is to be prepared if problems

arise. The central concepts of PPS are personal

responsibility, openness and trust. Every member

of the project staff must feel that they are

participating and see that every action leads

towards the common objective.

PPS provides a structure for project work, with

clearly defined and documented concepts and

steps. Support for the day-to-day work exists in

In PPS, production is separated from

management, which makes PPS independent of

the delivered result. PPS therefore works in any

industry and company and is easily adapted to

meet the needs of small or large, complex projects.

PPS focuses on the management model, at the

heart of which lie the decision points. It includes

different skills and basic processes that clarify the

connections to the work at the business and

production levels.

the form of various skills containing practical

process descriptions, document templates andchecklists. These, together with a universal and

consistent view of humankind, commitment,

benefit and trust, are the characteristics of PPS.

PPS is independent of the result that is to be

produced by the project, and works well in both

large and small projects; PPS is simply applied to

suit the particular conditions of each individual

project.

PPS differentiates between models for

business, management and production in the

project. This is done with the help of, among other

things, different roles, each with responsibility for

activities at the respective levels.

Using PPS increases the chances of success,

but no model or method can replace personal

involvement, expertise and initiative! To facilitate

creativity and responsibility in projects, PPS

developers have put a lot of effort into creating

clarity, simplicity and ease of use of the method.

PPS is available in Swedish and English

versions, plus an Intranet solution entitled PPS

OnLine.


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Management model overview

The diagram above should not be taken to mean

that all projects always run in a similar sequence;

it only describes a logical division connected to

decision points in the PPS management model.

Do not confuse the projects management pha-

ses with the phases or stages in the production

model. Both of these exist and, for each project,

must be linked together in the most suitable way.

Preparation is intended to define the results

the project will achieve, the projects objective

and limitations, and how the project work is to be

carried out in practice. Matters to be considered

include organisation, work forms, project status

reporting method, quality assurance procedures

and production model.

Execution produces the results that lead to the

project achieving its objective. Active feedback,

complemented by orderly change management, is

used to detect the need for change at an early

stage.

Conclusion concludes the project and returns

resources used by the project. A final report is

written with a summary of experience, events and

objective fulfilment. Its purpose is for future reuse

in new projects.

PPS divides project management into:

Preparation Execution

Conclusion


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The steering groups decision-making process

The project is initiated by the production of a

project directive by the assignor (project owner).Using this as a base, the project is carried out in

an orderly way by passing and taking decisions at

eight types of decision points. At each decision

The project needs to use different decision points in different ways. There are a number of typical

examples of how DPs can be used:

point, the steering group decides whether and if

so how the project work should continue.As support for the steering group, project

owner and project manager, there are checklists

for each type of meeting.


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Project management skills

The project manager runs the project with the

help of skills that are described in PPS. Skills to

use and to which extent they should be applied

have to be determined from case to case. In total,

about 50 skills are described. In order to support

For the management model:

Characteristics review

Closing seminar and final report

Cross-functional projects Delivery and transferral

Detailed planning

Deviation and change management

Distributed projects

Document management

Document review

Estimates

Idea and objective formulation

Information distribution

Monitoring

Multi-project management

Planning techniques

Project analysis

PPS describes the following skills

PPS skillsthe project manager even more, PPS offers

recommendations as to which skills are applicable

between decision points and the order in which to

use them.

Project directive and project plan

Project in the organisation

Project organisation Project planning

Project review

Requirement dialogue

Requirement stabilisation

Resource planning

Risk analysis

Situational project management

Solution review

Start-up seminar

Status presentation

Steering group

Time-oriented projects


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Business benefit analysis

Business model

Evolutionary production strategy

Incremental production strategy

Planning templates

All skills are packaged in a uniform and easily

accessible way. They are described in chapters

with descriptive texts, explanatory illustrations

with remember comments, step-by-step working

method, and finally a checklist. There are also

templates and examples of completed documents

associated with the chapters. A unique symbol is

used throughout the material for each skill.

Skill description

For project leadership:

Coaching

Communication

Conflict management

Cultural differences

Leadership and change

Team roles and staffing

Meetings

Motivation and incentives

Role of the project manager

Project team development

Self-presentation

Stress

For the connection between the management model and the business and production models:

Production model

Tender and contracts

Strategies for the production model

Waterfall strategy


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Templates for various management documents

An essential part of project management is

documenting and distributing information about

the projects objective, plans and achieved results.

PPS consists of a number of document templates

that speed up and simplify this task. Standard

templates also improve the uniformity of

document structure and terminology, making life

simpler for readers such as the steering group,

project members and stakeholders, and reducing

unnecessary misunderstandings.

The number of documents to be used and their

extent must always be adapted to the needs of

the actual project. PPS templates in standard

applications are designed for average and/or large

projects. For smaller and simpler projects, there

are a number of templates that are subsets of the

normal templates. This means that they have the

same structure but fewer subheadings.

Besides the templates, PPS provides examples

of pre-written documents for both small and

larger projects. All templates in PPS are created

using Microsoft Office. In total there are about 60

documents, divided into:

Steering documents

Basic documents such as project directive, project

plan and final report, together with templates and

examples for customer surveys, invitations and

minutes, etc. Most of these are in Microsoft Word

format.

Planning, estimating and follow-up

Templates and examples for project schedule and

detailed schedule calculations in Microsoft Project

and Excel.

Project analysis

Support templates, such as questionnaires, check-

lists with review questions, minutes for reviews

and analysis of the project.


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Basics of PPS and basic processes

PPS considers every person a unique resource

each can be developed; each can and will take

responsibility. This makes demands on how we

lead and share the work. Whenever we work,

we undertake to create a result we make a

commitment. A common view of the basics is

intrinsic to any successful project. A shared andmutual respect for the commitment is essential to

a well-managed project. First and foremost, the

From the decision to start the project at DP1 to

its end at DP8, the work of managing the project

towards its objective is continuous. The work

is performed according to skills included in thebasic processes: commitment, feedback and

customers needs must be determined for

each stage of each project. During the project,

continuous feedback is required to check that

these needs have not changed and that the result

really does contribute to them. All this is to

ensure benefit and quality for the customer.

Mutual understanding in practice means sho-wing respect for the needs of both parties, some-

thing that will benefit everybody in the long term.

management. Basic processes are used at all

levels in the project, but with differing degrees of

formality: at the higher project levels, agreements

etc must take an approved and documented form.


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Multi-project management

Management model

Clearly agree the division of responsibility between

the project and the line

Establish an overall management forum such as a

project council or project office Divide the project portfolio into project

programmes, types and classes

Planning

Clearly defined planning model, different types of

plans and construction of project plans

Managing the projects priority and status

Recommendations for multi-project management in PPS

A mutually agreed management model with

common roles, concepts, templates, etc, provides

a sound basis for managing several projects in

parallel. Information and communication between

all those involved is simplified, which can reduce

the number of simple misunderstandings.By establishing a project office, the organisa-

tion gains support for co-ordination and prioritisa-

tion between projects.

Other examples of project support that a

project office can contribute are application

instructions for the use of PPS, document templa-

tes, structures for information management and

maintenance of support tools.

PPS contains additional roles and skills thatreinforce the possibility of managing several

projects simultaneously.

Coverage; focusing on types of resource and key

resources

Reuse experience; planning templates for

various production processes

Management

Equal treatment and uniform basis for decision-

making for existing projects

Application instructions for different project types

Orderly forms for managing the introduction of new

projects


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The foundation for smoothly running projects is

readily available and easy to use IT support for

all the project members in their day-to-day work.

With PPS OnLine on your intranet, this support

is guaranteed for everyone who needs access to

PPS.

PPS OnLine provides support for the applica-

tion of PPS in both simple and more complex

projects. PPS OnLine users can easily find the

relevant document templates, checklists and

examples they need in their project work. It

also gives guidance when solving the different

problems that can arise in a project.PPS OnLine contains all the documentation

related to the model, in English and Swedish, in

one practical package.

PPS OnLine: the whole modelin one useful package

For those who want to use the PPS model jointlywith Projectplace on the internet, we have

integrated PPS OnLine as a tool within the

Projectplace web service.

Licensed customers of PPS OnLine have access to

the latest edition of PPS, get a discount on course

fees, and are assigned a contact person who can

and will answer all their questions about the

model.


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Contact us for further information about:

PPS training, scheduled and in-house courses

IT support with PPS OnLine

Project management consulting

Seminars

TietoEnator PPS

Kronborgsgrnd 1SE-164 87 Kista

Sweden

Tel +46-8-703 63 43, +46-8-703 62 00

www.tietoenator.com/pps

[email protected]

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