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Part 1 slides
Projects Operations
Time
1800s Agricultural society 1900s Industrial society 2000s Information society
The motivation
The assumption:
Different projects are managed in different ways.
The Questions
How to Distinguish Among Projects Dimensions? How to Classify Projects on Each Dimension?
Project
UCP
NTCP
Technology
Complexity
Novelty
Pace
Uncertainty
The Project Diamond - Assessing a Projects Risk/Benefit and Selecting the Right Management Approach
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Fast/ Competitive
Time-Critical
Blitz
Pace
Project Success
Efficiency
Impact on Customer Meeting requirements and specifications Benefit to customer Extent of use Customer satisfaction & loyalty Brand name recognition
Impact on Team Team satisfaction Team morale Skill development Team member growth Team members retention No burnout
Business & Direct Success Sales Profits Market share ROI, ROE Cash flow Service quality Cycle-time Organizational measures Regulations approval
Preparing for Future New technology New market New product line New core competencies New organizational capabilities
Success Dimensions
Preparing for Future
Project Success
Impact on Team
Impact on Customer
Efficiency
Timeframe
Short Medium Long
Importance
Preparing for Future Business & Direct success Impact on Customer & Team Efficiency
Low
Medium
High
Uncertainty
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Fast/ Competitive
Time-Critical
Blitz
Pace
Definition
Planning
Execution
Termination
Revise Plans
Revise Definition
Plan once at project initiation Rigid, focused on initial plan Predictable, certain, linear, simple
Plan at outset and re-plan when needed Flexible, changing, adaptive Unpredictable, uncertain, nonlinear, complex
Minimal, detached after the project is launched Identify deviations from plan, and put things back on track
Affects the project throughout its execution Identify changes in the environment, and adjust the plans accordingly
Projects differ Adaptive approach; one size does not fit all
Freeze Requirements
Freeze Design
Requirements
Planning
Specs
Complete
Revise Design
Revise Plans Revise Requirements
Adaptive Approach
Traditional PM
Importance
Preparing for Future Impact on Customer & Team Efficiency Business & Direct success
Project Completion
Time
Project Mission Top Management Support Project Planning Project Control Client Consultation Skills Personnel Management Project Communication Client Acceptance Trouble Shooting
Clear and Early Product Definition Defined Product Strategy Early Top Management Involvement High Quality Process Adequate Resources Integrated Planning Empowered and Communicating Team Voice of the Customer
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Time-Critical
Pace
Technology
Complexity
Novelty
Autonomy
Pace
Novelty
Exploiting new market opportunities; leapfrogging competition; gaining first mover advantage
Having difficulty predicting exact market needs; missing sales targets; attracting competitors to copy your ideas
Technology
Complexity
Pace
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Fast/ Competitive
Time-Critical
Blitz
Pace
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Fast/ Competitive
Time-Critical
Blitz
Pace
Derivative project
Developing a new version of a personal computer; upgrading a production line; streamlining organizational procedures
Platform project
Developing and producing new generations of existing product lines or new types of services to existing markets and customers
Building a new automobile generation; developing a new aircraft; creating a new generation of a cellular system
Breakthrough project
Introducing a new concept, a new idea, or a new use of a product that customers have never seen before
The first enterprise resource planning (ERP) package; the first photostatic copying machine (Xerox); the first Walkman; the Segway personal transportation system
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Fast/ Competitive
Required style
Actual style
Time-Critical
Blitz
Pace
Platform
Time to market is important for competitive advantage
Breakthrough
Efficiency is difficult to achieve and may not be critical (unless competitors work on the same idea); overruns likely Outstanding improvements in customers life and work
Efficiency
Impact on customer
Having high strategic impact on customers; retaining previous generation customers Team members gain technical and managerial experience in introducing new-generations.
Team members explore new fields and gain extensive experience in unknown markets
success
Extends life of existing products; additional revenues and cash cow current products
High strategic impact on the business; expectation of years of revenues and building of additional derivatives
Maintaining a strategic position in the market
Long-term, significant business success; may come later after initial products have been tested and refined
Creating new markets and establishing substantial leadership positions
Almost none
Breakthrough (Br)
Unreliable market data; market needs unclear; no experience with similar products; customer base not defined
Product definition
Product definition based on intuition and trial and error; fast prototyping to obtain market feedback
Requirements freeze
Early freeze of product requirements, usually before or immediately after project launch
Marketing
Emphasize product advantage in comparison to previous model; focus on existing as well as new customers
Create customer attention through new and innovative marketing techniques; educate customers about potential of product; hidden customer needs; create industry standard
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Fast/ Competitive
Required style
Actual style
Time-Critical
Blitz
Pace
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Fast/ Competitive
Time-Critical
Blitz
Pace
Low-Tech
Medium-Tech
High-Tech
Super-High-Tech
Definitions
Examples
New, unproven concepts beyond the technological state of the art (e.g., Apollo moon landing program)
High-Tech
Considerable development and testing; prototypes usually used
Super-High-Tech
Need to develop key technologies during project effort; intermediate small-scale prototype Typically three cycles after the final technologies have been selected; late design freeze
At least two or three cycles; design freeze usually at midpoint during second or third quarter
Project reviews
Mostly formal communication; scheduled meetings Manager with good administrative skills
Frequent communication through multiple channels; informal interaction Manager with good technical skills; many professionals on project team 1025%
Contingent resources
5%
Resources
Legend: A- Low-Tech B- Medium-Tech C- High-Tech D- Super High-Tech B: 1-2 Number of design cycles n No. of cycles required to choose the final technologies
C: 2-3
B: 1-2 A: 1
Time
Project Initiation Project Scheduled Completion
Risk area
Possible Time Ranges for Design Freeze, Number of Design Cycles, and Risk Areas for Project Outcomes
Managerial style
Flexible, ready to accept many changes and tolerate long periods of uncertainty
Project reviews
Fixed-price
Development approach
Linear development
Additional concerns
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Fast/ Competitive
Time-Critical
Blitz
Pace
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Fast/ Competitive
Time-Critical
Pace
Apollo Program
Space Shuttle
1972
1972
1978 1981 1982 1986 2003
First two-medium space vehicle First reusable space vehicle Liquid fuel engines and an external tank Huge 75 Ton glider 5000 Miles glide from reentry to landing First orbital flight with a live crew No crew escape system
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Fast/ Competitive
Required style
Actual style
Time-Critical
Blitz
Pace
Alternative Style
Look for trouble Alternative technologies Late freeze; Build a small-scale prototype High flexibility Extended development Intensive communication
Type C High-Tech
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Fast/ Competitive
Time-Critical
Blitz
Pace
Project complexity
Assembly project
Product complexity
Material, component, subsystem, assembly
Examples of projects
Development of a PDA, Post-it notes, design of a single service
System project
Missile development, new computer development, new automobile model, a single building construction, restructuring a production plant
Array project
English Channel tunnel, national missile defense system, new neighborhood construction, nationwide cellular system
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Fast/ Competitive
Required style
Actual style
Time-Critical
Blitz
Pace
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Fast/ Competitive
Time-Critical
Pace
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Fast/ Competitive
Required style
Actual style
Time-Critical
Blitz
Pace
Regular
Fast/Competitive
Time-Critical
Blitz
Definitions
Project completion on time is important for companys competitive advantage and/or the organizations leadership position
Meeting time goal is critical for project success; any delay means project failure
Examples
Business-related projects; new product introduction, new plant construction in response to market growth
Projects with a definite deadline or a window of opportunity; space launch restricted by a time window; Y2K
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Fast/ Competitive
Required style
Actual style
Time-Critical
Blitz
Pace
High
Approve Immediately
Further Consideration
Low
Further Consideration
Reject Immediately
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Fast/ Competitive
Time-Critical
Blitz
Pace
Technology
Radical Technological Innovation Incremental Technological Innovation
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Architectural Innovation
Fast/ Competitive
Modular Innovation
Time-Critical
Blitz
Pace
Product Performance
Novelty
Breakthrough
Platform
Derivative
Technology
Mediumtech Strategic
Goal
Government/Public (B2G)
Hubble telescope, FCS, Army communication Impact on public goals and needs Long-term relationship High focus on performance Defined by or with customer
Defined by producer with customer Either external contract or internal commitment Sometimes direct customer involvement Internally financed, or contracted by customer Industry image creation
Defined by or with customer Contracted project, obligations to customer Intense customer involvement; often customer representative on the team Financed by customer according to contract Competition for bids; focused on major decision makers Reliability focused on safety Training, documentation, on-call support
Financing Marketing
Reliability may be traded off for timely delivery Training, documentation, on-call support
Technology
Super-High Tech
High-Tech
Medium-Tech
Novelty
Derivative Platform Breakthrough
Complexity
Regular
Fast/ Competitive
Required style
Actual style
Time-Critical
Blitz
Pace
Managerial Process
Technical Process
Definition
Planning
Execution
Termination
Revise Plans
Revise Definition
Technology
Complexity
Novelty
Autonomy
Pace
Project Types
Strategic, Operational External, Internal NPD, Product Improvement, Maintenance, Infrastructure, Research
PM Impact
NCTP
Novelty Complexity Technology Pace Derivative, Platform, Breakthrough Assembly, System, Array Low-tech, Medium-tech, Hightech, Super High-tech Regular, Fast/Competitive, TimeCritical, Blitz
Project Start
Levels Determined by Novelty, Technology, And Other Uncertainties
Requirements Freeze
Uncertainty of Requirements
Freeze Requirements
Freeze Design
Requirements
Planning
Specs
Complete
Revise Design
Revise Plans Revise Requirements
Adaptive Approach
Traditional PM
Product Requirements
Technical Specifications
Product Prototype
# of Design Cycles
Time
Adaptive project management Traditional project management
Activity
Market definition Business objective Product definition Project definition Identifying project type Success and failure criteria Define the expected business objective
Details
Market/customer identification; Customer need
Product description; Product requirements Statement of work (scope); duration; budget; PM and team Categorize a project based on strategic or operational, internal or external user, novelty, technology, complexity, pace Define managements expectation on relevant success dimensions Decide how each project category will affect project organization, processes, plans, activities, and team Break scope into detailed work packages and activities Project team structure Major phases, gates, and milestones Detailed network and timing of activities
Planning
Impact of type on project management WBS Organization Project process plan Schedule
Budget
Risk management Integration plan Procurement Communication Human resources
Activity
Product requirements Refine product requirements Freeze product requirements
Details
Product building
Product design Prototype building and testing Additional design cycles (redesign, rebuild, retest) Freeze product design Product building and testing Progress and status of budget, time, and activities performed Update plans and make changes Training materials and means
Risk Assessment
Time