presentazione di powerpointgiuseppegherardi.weebly.com/uploads/7/8/3/0/7830719/lesson_2.pdf · –a...
TRANSCRIPT
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project Management
1. Introduction
a. Course aim
b. Business organization development
c. The “Project”: definition and characteristics
d. Project Management
e. Conditions to manage a good project
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project definition
“…Projects mean achieving defined targets respecting time andbudget. Projects cut the traditional organization lines(functional). Projects are unique tasks never similar to pastprojects…A project may be like a complete new productdevelopment process, a new company or another specificresult. The target to achieve, often, is more important thanthe process adopted to achieve it. Both, product and process,have to be the object of an effective management system”
da R.D. Archibald, “Managing High-Technology Programs and Projects”, NewYork,Wiley, 1976.
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project definition
What is a project?
• Every non-routine job…
• Something finalized to achieve specific operational results…
• Something having constraints of:– time
– cost
– quality
• …involving several units or roles belonging to different functions, temporarily joined in an inter-functional team.
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project definition
What is a process?
Perf. index 1
KPI
INPUT OUTPUT
Target/ customer
OWNER
Organized set of activities and decisions, aimed to create an output requested by a customer, who assigns a defined value to it
Perf. index 2
Perf. index n…
ACTIVITY ACTIVITY ACTIVITY ACTIVITY ACTIVITY
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project definition
Project is a impulse process
Project
Single outputExplicit targetsDefined timeParallel interdependences
Impulse process
Process
Repetitive and standardizedImplicit targetsPermanentSequential interdependences
Flow process
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project definition
Project and process – some examples
Impulse process
Flow process
Internalcustomer
External customer
Research
Organization innovation
Management innovation
Marketing activities
Product development
Internal production
Maintenance
Planning
Finance and control
Sales
Service
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project definition
Project and process – management guidelines
How to control
Focus on
Report standardization
Frequency
Information
Feed-fwd (forecast)
Effectiveness (things happen)
Low
Upon event
Timely
Feed-back (report)
Efficiency (resources used)
High
Defined frequency
Precise
Impulse process Flow process
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project definition
Process and project
Perf. Index 1
Perf. Index 2
Perf. Index 3
KPI
INPUT OUTPUT
TARGET
OWNER
PROCESS
PROJECTS
TARGETSRESOURCES
PLANNINGTIME
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project definition
Typical business projects are:
– A new product
– A new organizational procedure;
– Implementation of a new cost control system;
– A new production site (facility);
– Production transfer between two facilities;
– A new market conquest;
– A new product market launch;
– Reengineering of a organization structure;
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project definition
Projects:
• Have defined targets
• Have a Start and an End
• Are managed by a specific organization
• Have Project Managers responsible for their development
• Are defined by specifying starting points, intermediate
activities and final results
• Are single efforts to achieve explicit targets in a defined time
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project definition
The Human Resource: the most precious resource.
• Projects are places where people work together
• The correct spirit/culture to achieve results together is
cooperation
• The “project spirit”:
– Taking part in it,
– Giving help,
– Achieving goals with the same individual dignity
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project definition
Kinds of projects
External customer
Internal customer
Design-to-order projects
Internal services prjs
New product development
Huge innovation
Requests known in
advance (the customer
explains specifications)
Requests unknown in
advance (customer’s target)
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project Management
1. Introduction
a. Course aim
b. Business organization development
c. The “Project”: definition and characteristics
d. Project Management
e. Conditions to manage a good project
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project Management
Old history
“For which of you, desiring to put up a tower, does not first give much thought to the price, if he will have enough to make it complete?
For fear that if he makes a start and is not able to go on with it to the end, all who see it will be laughing at him and saying, This man made a start at building and is not able to make it complete.
Or what king, going to war with another king, will not first take thought if he will be strong enough, with ten thousand men, to keep off him who comes against him with twenty thousand?
Or while the other is still a great distance away, he sends representatives requesting conditions of peace.”
(Lc 14, 28-32)
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project Management
Historic evolution
• The issue of managing projects came out in ancient times in several ways(military, construction, buildings, shipping, etc…)
• It became object of study starting from the end of the XIX century (Gantt)• It was developed during the WWII because of war military industry needs• In the middle of the XX century, the first formalized techniques were born
(Pert/CPM) to manage military and aerospace projects• From the 60’s some tools enter in the managing system of big industries
(DuPont, Remington Rand, ecc…)• From the 80’s it was extended to other kind of companies and business• During the 90’s it became the most common method to manage projects
and no-repetitive activities in business and organizations.
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project Management
Historic evolution
A historical change of view: the Liberty ships case
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project Management
Historic evolution
A historical change of view: the Apollo Space Program case
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project Management
What is the Project Management?
• PM is a method that considers a project like a target toachieve respecting time, cost and quality
• PM is a systemic application of knowledge, capabilities,tools and techniques to every project’s activity in order toachieve the business target!
• PM requests a balance between:
– Target, time, cost, quality– Needs of people involved in it
– Defined and non-defined requests (expectations).
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project Management
PM basic elements:
• Setting targets (Goal Setting)
• Setting models to evaluate results
• Planning activities to achieve results
• Defining resources needed
• Controlling activities progress
• Setting corrective actions
• Evaluating results
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project Management
The project target:
• Is not often easy to define
• Is not often easy to communicate
• If the target is well defined and shared, then the probabilities
to achieve it are huge (goal setting)
• A defined target is not easy to modify
• There are primary and secondary targets
• Is very important to balance target and time
Clip Coach Carter 103-104-105 – Goal setting
Challenging but realistic and reachable goals- Agreed upon- Assignment of priorities - Goals measurable according to specific criteria previously defined - Clarity of operational conditions needed to achieve targets - Complex goals: interdepartmental projects
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project Management
Project target: must be S.M.A.R.T.
• Specific – targets must be specific and non generic
• Measurable – targets must be measurable with numbers
• Achievable – targets must be achievable; impossible missions are non admitted!
• Relevant – targets must be important for business AND for involved people
• Timed – targets must be referred to a time limit
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project Management
Results evaluation (terms/guidelines):
• Quality of results (compared with specifications)
• Forecasted time observance
• Resources used in a correct way
• Satisfaction of who was involved in the project
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project Management
Planning:
• Planning is the main PM tool
• Planning is used to forecast and anticipate events and
activities in order to prepare the team to face them in the best
way
• Planning allows to understand the impacts of un-expected
events and to choose the correct action to solve the problem
• Planning allows to be flexible because is a strong “What-If” tool
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Project Management
1. Introduction
a. Course aim
b. Business organization development
c. The “Project”: definition and characteristics
d. Project Management
e. Conditions to manage a good project
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Conditions to manage projects
Why do many projects fail?
• Why don’t many projects respect timing?
• Why do many projects end up with higher costs than
anticipated?
• Why do many projects have poor results?
• Why do many projects end somewhere in the middle of their
life?
What is so difficult in project management???
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Conditions to manage projects
• If basic conditions are respected, we can reduce failure
probability.
• Those conditions may belong to two classes:
– RATIONAL – It’s the set of rules and methods to manage projects; and is
about basic variables: targets, resources, skills, tools, etc…
– RELATIONAL – PM is an organization method that enhances the
relationship dynamics (work with…), therefore everything is connected
with teamwork, relations between people and external functions,
environment, market, customer, etc…
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Conditions to manage projects
Effectiveness
Efficiency
People
Activities
Structure
Tools
Organizational environment
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Conditions to manage projects
RATIONAL DIMENSION = we need to define:• Targets – What do we have to do?
• Time – When do we have to end?
• Activities – What is the sequence of activities to achieve the target?
• Financial resources – How much money will it cost?
• Human resources – Who will perform the activities?
• Control – How can we measure the project progress?
• Corrective actions – What can we do when something unexpected
happens?
• Final result – What product/service will result from the project?
• End – When can we say that the project is ended?
• Result evaluation – Who and how will evaluate results?
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Conditions to manage projects
RATIONAL DIMENSION = The Plan
Activities map
• Planning is the tool that, in a formal way, allows us to set all the activities
needed to manage the project and to achieve the target. The plan allows us
to control milestones, deliveries, responsibilities (who does what), progress
(delay, advance) and is the basis for all decisions about the project
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Conditions to manage projects
RATIONAL DIMENSION = The Plan
Tool to discover and solve problems
• The plan is the most effective tool to discover every potential project
problem or risk and understand the impact on the final target. It is a very
effective what-if tool to make the best decisions or to define alternative
scenarios.
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Conditions to manage projects
RATIONAL DIMENSION = The Plan
Communication tool
• The plan is a fantastic communication tool for who is involved in the project
(always updated with: what to do, who is responsible, when, who with,
costs, ….and the project progress), as well as for the management and the
external organization. This is a very important thing because when
everybody knows the project’s “Big picture”, they may be more effective
and accurate in answering.
Africa 1942 Case
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Conditions to manage projects
RATIONAL DIMENSION = The Plan
Planning became an habit
• Often the plan is just a piece of paper…. A beautiful colored picture in the
wall… Done and forgotten. No one finds it useful.
• Plan must be a live tool, updated with frequency. It is the organizational
environment of the project. It shows what, how, when, who of the project!!
• To build a good project environment, everyone in the company must know
planning culture, starting from top management.
• Every manager must know the planning tool and technique!!
CLA
MD
A-I
M G
iuse
pp
e G
he
rard
i
Conditions to manage projects
RATIONAL DIMENSION = The Plan
The planning body trap
• Lover planner – the plan is not the target of the project!
• Deus plan – the plan is not untouchable. Planning is necessary to check
“what-if” scenarios and alternative choices, so it is normal to change it!
• Tenacity (excessive) – the plan represents activities and events, it doesn’t
represent the reality in all its details
• Forgotten picture – if the plan is too complex, it will not be a work tool, but
it will end its days hanged in some wall like a beautiful picture….as a pop art
masterpiece!