mit1_040s09_lec03.pdf
TRANSCRIPT
-
MIT OpenCourseWarehttp://ocw.mit.edu
1.040 Project Management Spring 2009
For information about citing these materials or our Terms of Use, visit: http://ocw.mit.edu/terms.
-
Project Organization and
Contracts
Courtesy of Oddmund Granli, 2002 Image courtesy of longhorndave on Flickr.
-
Project Organization andProject Organization and ContractsContracts
DefinitionDefinitionPMI: a project is a temporary endeavor undertaken to create
unique product or service
Turner: An endeavor in which human, material and financial resources
are organized in a novel way to undertake a unique scope of work, have given specification, within constraints of cost and time, so as to achieve beneficial change defined by quantitative and qualitative objectives
Turner (2003) A project is a temporary organization to which resources are assigned to undertake a unique, novel and transient endeavor managing the inherent uncertainty and need for integration in order to deliver beneficial objectives of change
-
Project Organization andProject Organization and ContractsContracts
Characteristics of three main types of institutionalCharacteristics of three main types of institutional arrangementsarrangements
Entrepreneurial (1800-
Rational System (1920-
Governance (1980-
Organization systems
Risk allocation
Small, dynamic
By Entrepreneurs
Hierarchical
Risk internalized by large system
Networks
Risk allocated to participants
-
Project Organization andProject Organization and ContractsContracts
Organizational structureOrganizational structure
The organizational structure may be defined as: The relativity enduring allocation of work roles and administrative mechanisms that creates a pattern of interrelated work activities, and that allows the organization to, conduct, coordinate and control its work activities
((Jackson and Morgan, 78) inJackson and Morgan, 78) in ArnoldoArnoldo,, C,HaxC,Hax andand NocholasNocholas,, S,MajlufS,Majluf (1981)(1981) OrganizationalOrganizational Design, A Survey and ApproachDesign, A Survey and Approach
-
Project Organization andProject Organization and ContractsContracts
Corporate Environment
(system)
Corporate
Business Area
Idea Generation
Concept Definition
Operation
Abandon
Project Environment
(System)
Operating Environment
(System)
Owner's Governance
structure
Exec.
Project Life Cycle
Five Modes of Uncertainty
Corporate Business models and concepts Project Execution Operation Abandon
Ownership ? Stakeholders? Concurrent Engineering?
-
Project Organization andProject Organization and ContractsContracts
Vision,
aim, Project Life Cycle
Position Governance mechanisms
Strategic Choice
Product/project selection
Start Execution
Contracts
Handover
Production Start-up
Abandonment
Corporate
Business Concept Def.
(Model)
Execution
Operation Strategy formulation Strategy realization
Uncertainty flow diagram Major decisions and Life cycle of project risk
-
Project Organization andProject Organization and ContractsContracts
Systems in operationSystems in operation
1) Ownership 2) Project 3) Value chain 4) Market
Owners
The Agent (The Firm)
Projects
Revenues (profit)
Market
Value chainP D O A
1
3 2
4 PDOA: Plan, develop
Social and institutional operate and abandon environment
-
Market
Owners
P
,Market force
Competitiveness
Baying and bargaining
Power, knowledge ethics, moral and
competences
Operator
Needs and
The Firm, agent
Agent
Indicators
Capital Investments and forces.
Social and institutional environment
conformance
-
Competitiveness
Marketproducts
Owner
P
,Market force
Bayingandbargaining
Power, knowledgeethics, moral and
competence
Social and institutionalenvironment
National
Global
Marketsupply
Global suppliermarket
Global productmarket
Owner
Indicators
Indic.Indi
c.
Competitiveness
,Market force
-
Project Organization andProject Organization and ContractsContracts
Architecture
SystemsProcesses People
Objects
Structures
-
Global
National Process
Financial Customers
HSE Learning
The owner
Idea Plan Project Operation
Project life cycle
Goal/Success criteria/success factors (indicators)
Value Creation
A holistic approach and value oriented managementA holistic approach and value oriented management
of project uncertaintiesof project uncertainties
Image by MIT OpenCourseWare.
-
A more rich picture
Financial Customers
Competence
Process
HSE
National/local
Global
Value creation/NPV
Market
Corporate
Market
Laws and regulation
Culture
Values/beliefs
Commodity chain's)
Politics
Competitors
Trade barriers
Owners Stakeholders
Laws and regulation
Governments
Political climate
Interest groups
Suppliers
Suppliers
Employee Associations
Banks
Banks
Owners
Economy
Economical outlook
Location
Resources/ work force
Business Value ChainBusiness Value Chain Technology Uncertainty
(Market)
Project
O.Granli.oct.2002
-
Project Organization and ContractsProject Organization and Contracts
What is Corporate Governance?
Governing is enabled by a series of properties in the strategic system selected for planning and execution of the project, which constitutes what, can be termed as governability. Miller and Lessard (2000)
Corporate governance deals with the ways in which suppliers of finance to corporations assure themself of getting a return on their investment. Shleifer and Vishny (1997)
-
Project Organization andProject Organization and ContractsContracts
What is Corporate Governance?
Corporate governance is the system by which business corporatioCorporate governance is the system by which business corporati nons ares are directed and controlleddirected and controlled. The corporate governance. The corporate governance structurestructure specifies thespecifies thedistribution of rights and responsibilitiesdistribution of rights and responsibilities amongamong different participdifferent partici antspants inin the corporation, such as, thethe corporation, such as, the board, managers, shareholders and otherboard, managers, shareholders and otherstakeholdersstakeholders, and spells out th, and spells out t ehe rules and procedures for makingrules and procedures for makingdecisionsdecisions on corporate affairs. By doing this, it also provides theon corporate affairs. By doing this, it also provides thestructure through which the company objectives are set, and thestructure through which the company objectives are set, and the meansmeans of attaining those objectives andof attaining those objectives and monitoring performancemonitoring performance, OECD April, OECD April19991999
-
Project Organization and Contracts
The Firm
Board Value
CreationFirm
Projects
Products/ services
Agency Cost
Contract
Governance Revenues
Investments
Owner(s)
Macro economic policies Competition and product and factor market
Legal, regulatory and institutional environment
Ethics Awereness of environmental and social interests
Stake-holders
Stake-holders
Value Chain
-
pn
Ipn
O B FCEO V
Market
Market
Cluster/Network
Stakeholders
Market
Supply of product/serviceGovernance of Complex
Business Models ?
Capital Investment/enterprise
-
Project Organization andProject Organization and ContractsContracts
Major organizationalMajor organizational archtypesarchtypes
Functional Divisional Matrix
Archtypes
Hybrid organization
Projects
Enterprises
-
Project Organization andProject Organization and ContractsContracts
Types of project organizations
Type of organization Responsibility Functional hierarchy Operational areas are responsible Coordinated matrix Coordinator, responsibility but no authority Balanced matrix Shared with operational areas Secondment matrix Operations maintain responsibility
of assigning resources/personnel Project hierarchy The project manager maintain full
responsibility and authority
-
Project Organization andProject Organization and ContractsContracts
Evolution of OrganizationsEvolution of Organizations
NewNew Business ModelsBusiness Models&& ValueValue--CreationCreation
FrameworksFrameworks
ArchitectingArchitectingFutureFuture
OrganizationalOrganizational modelsmodels
EvolvingEvolvingRobust & AdaptiveRobust & Adaptive
OrganizationalOrganizationalmodelsmodels
Moving towards new lean frontier
-
Project Organization andProject Organization and ContractsContracts
Old Approach Current lean Emerging lean Vertical Collaborative Virtual team Principal (p)
Main Contractor (c)
p
c
s
pc s
p c
s
Supplier (s) Trust
-
Project Organization andProject Organization and ContractsContracts
Traditional Approach
Stable Intermediates
Company
Function Function Function
Stable Process Stable ProcessStable Process
Stable Input Stable Product
-
Arms length; interfaces totally defined and controlled
Collaborative; but constrained by prior workshare arrangements Collaborative and seamlessly
integrated, enabling architectural innovation
Virtual Team w/o boundaries
Prime
Key Suppliers
Subtiers
Old Approach Emerging Lean
Prime
Key Suppliers
Subtiers
Current Lean
Collaborative with rigid organizational
interfaces
Prime
Key Suppliers Subtiers
Rigid vertical interfaces and control
ARCHITECTURAL INNOVATION: Major modification of how components in a
system/product are linked together
Significant improvement in system/product architecture through changes in
form/structure, functional interfaces or system configuration
Knowledge integration over the supplier network (value stream perspective ; prime-keysuppliers-subtiers; tapping supplier technology base) Source: Bozdogan, LAI
-
Project Organization andProject Organization and ContractsContracts
Project based company
Bespoke Intermediates
Company
Function Function Function
Novel Process Novel Process Novel Process
Bespoke Input Bespoke Product
-
Project Organization and ContractsProject Organization and Contractstransaction costtransaction cost
Total
Cost TC1 (k) TC2 (k)
TC3 (k)
Degree of asset
Markets(1) Networks(2) Integration(3) Specificity (k)
-
Project Organization andProject Organization and ContractsContracts
Evolutions of OrganizationsEvolutions of Organizations
People
and hierarchy
Goals Value System -
Low hierarchy ?and and Control sustainablity
Integration
High
Time now Time
-
Project Organization andProject Organization and ContractsContracts
Evolutions of Organizations People
Goalsand hierarchy and
Control
Integration
Time Time now
Value ? and
New Ways of sustainability working
-
Building Governance The Knowledgeable
Ownersinto major Planning of Governance. Capital
investments
Execute project
Start up
Operate
Abandon
Market, political, financial and
legal aspects of the Owners
The Capital investment Project and the Social and
Institutional Environment
Building Governance Into
Projects The Knowledgeable
Owners Representative Ensure appropriate
Governance in place and monitors the performance
The Knowledgeable owner monitors the development
and take action.
Dyn
amic
Po
sitio
ning
Su
stai
nabl
eD
evel
opm
ent
-
Project Organization andProject Organization and ContractsContracts
Evolutions of Organizations New strategic systems perspective Viewing project organizations as holistic and highly
networked systems Integrating management processes, lifecycle processes
and enabling infrastructure systems Balancing needs of multiple stakeholders working across
boundaries
-
Project Organization andProject Organization and ContractsContracts
QuestionsQuestions
1. What are the main drivers in the process of selecting a type of project organization?
2. What are the main success criteria for contract execution
models?
3. What typical conflicts can develop in,: matrix org, integrated org., and alliances?
4. What do you consider being critical success factors in order to achieve an effective integrated/alliance project organization?
-
Project Organization andProject Organization and ContractsContracts
Contracts,Contracts,goals and incentives (traditional setting)goals and incentives (traditional setting)
Profit during execution . Contractor does not participate
during operation Optimize within the framework
of the contract scope
NPV Profit during operation Optimize operation
ContractorClient
Contractual arrangements and principles founded on the assumption that the parties objectives are fully coherent may be counterproductive and create conflicts during execution.
-
Project Organization andProject Organization and ContractsContracts
Contract, goals and incentivesContract, goals and incentives Lessons learnedLessons learned
Establish individual objectives and goals in order to agree a realistic setting of common goals for the contract.
Agree on behavior and actions. How to manage conflicts. Communicate both common and conflicting goals to the team.
Establish and implement change control systems. Know the rights and obligations of both parties.
-
Project Organization andProject Organization and ContractsContracts
Lessons Learned (Statcon report)
Summary
More attention to formal business principles, commercial aspects. Common goals should be reconsidered. Contractor maximizes profit, and client NPV. Contractor profit is Client expenses.
In EPCI Contracts Lack of strategic balance. The Contract terms do not reflect the EPCI Concept. The compensation format does not reflect the technical definition at contract award. Client influence (integration). Contractor risk is not fully reflected in the pricing format. Imbalance between project execution model and scope of work.
-
Project Organization andProject Organization and ContractsContracts
Contract, goals and incentivesContract, goals and incentives
TrustTrust One can not commit oneself toOne can not commit oneself to trusttrust Trust can only be earned.Trust can only be earned.
Act in a trustworthy way
-
Project Organization and Contracts Contract and Risk
Definition and management of riskDefinition and management of risk(important part of the Contract)(important part of the Contract)
CustomerSupplier Objectives Requirements Ambitions
Objectives Requirements
Ambitions
Offer
Need
Clear picture of risk and sharing of risk between Estimating and Control of Risk supplier & customer before entering into a Contract
-
Project Organization andProject Organization and ContractsContracts
Selection of Compensation format (simplified) Selection Criteria
Level of technical definition
High High Medium Low Low Low
The Clients involvement
None Low None High High High
Market capability
High High High Medium Low Low
Lump sum
50/50 Target Sum
Unit Rate Neutral Day-Work
Reim-bursable
Compensation format
-
Project Organization andProject Organization and ContractsContracts
EstimatingEstimating
1 1
2 2
nQ C Q C
=
Identification Definition Execution
Parametric
Factoring Analogous system Vendor quotes Engineering build up
Unit rates x Quantities
+/- 40% +/- (30 to 10) % +/-5%
/ColorImageDict > /JPEG2000ColorACSImageDict > /JPEG2000ColorImageDict > /AntiAliasGrayImages false /CropGrayImages true /GrayImageMinResolution 150 /GrayImageMinResolutionPolicy /OK /DownsampleGrayImages true /GrayImageDownsampleType /Bicubic /GrayImageResolution 150 /GrayImageDepth -1 /GrayImageMinDownsampleDepth 2 /GrayImageDownsampleThreshold 1.50000 /EncodeGrayImages true /GrayImageFilter /DCTEncode /AutoFilterGrayImages true /GrayImageAutoFilterStrategy /JPEG /GrayACSImageDict > /GrayImageDict > /JPEG2000GrayACSImageDict > /JPEG2000GrayImageDict > /AntiAliasMonoImages false /CropMonoImages true /MonoImageMinResolution 1200 /MonoImageMinResolutionPolicy /OK /DownsampleMonoImages true /MonoImageDownsampleType /Bicubic /MonoImageResolution 300 /MonoImageDepth -1 /MonoImageDownsampleThreshold 1.50000 /EncodeMonoImages true /MonoImageFilter /CCITTFaxEncode /MonoImageDict > /AllowPSXObjects true /CheckCompliance [ /None ] /PDFX1aCheck false /PDFX3Check false /PDFXCompliantPDFOnly false /PDFXNoTrimBoxError true /PDFXTrimBoxToMediaBoxOffset [ 0.00000 0.00000 0.00000 0.00000 ] /PDFXSetBleedBoxToMediaBox true /PDFXBleedBoxToTrimBoxOffset [ 0.00000 0.00000 0.00000 0.00000 ] /PDFXOutputIntentProfile (None) /PDFXOutputConditionIdentifier () /PDFXOutputCondition () /PDFXRegistryName (http://www.color.org) /PDFXTrapped /False
/Description >>> setdistillerparams> setpagedevice