Beruflich Dokumente
Kultur Dokumente
(Robert K. Wysocki / Robert Beck Jr. / David B. Crane, Effective Project Management, 2. ed., John Wiley & Sons, 2002, p. 79).
(Harold Kerzner, Project Management: A Systems Approach to Planing, Scheduling and Controlling, John Wiley & Sons, Inc., New York et. al., 7. ed, 2001, p. 4)
ISBN: 0-471-74277-5
Anyone who is directly or indirectly involved in initiating, planning, implementing, monitoring, evaluating and/or controlling a project in a position which involves a substantive level of decisionmaking, responsibility, communication and coordination, should be thoroughly familiar with all the subject areas and methodology, processes and tools and techniques of project management. A good and common project management knowledge platform will increase the likelihood of the project attaining its goal within time and budget.
At the very least a projects key stakeholders i.e., its sponsor, manager, team members, consultants, external suppliers and contractors, the senior and resource managers of the organization(s) which are implementing the project and the project customers / users - should all understand the methodology being used to undertake the project.
Researchers
In the course of their professional lives, these persons would normally be directly involved in a large number of projects
Terminology
Portfolios
Processes
Project Management
Sample definitions along with practical examples are contained in the following slides.
(Guide to the Project Management Body of Knowledge, the Project Management Institute, 3rd. Ed., 2004, p. 5)
(Robert Wysocki / Robert Beck Jr. / Daniel B. Crane: Effective Project Management, John Wiley & Sons, 2002, p.65)
(Clifford F. Gray / Erik W. Larson, Project Management: The Managerial Process, 2. ed., p. 15)
(J.R. Turner, The Handbook of Project-Based Management: Improving Processes for Achieving Your Strategic Objectives, Mcgraw Hill: New York, 1992)
(David I. Cleland / Lewis R. Ireland, Project Management: Design and Strategic Implementation, 4th ed., p. 10)
Pre-Games Training
IT-Projects
Opening and Closing Ceremonies Public Relations
Financing
The Sydney Olympic Games 2000 was a highly complex project which comprised several distinct work areas, each of which could be considered as subprojects, in their own right, and which all had to be integrated and coordinated within the framework of the overall olympic project.
The projects comprising the portfolio may be in various stages of initiation, planning, and implementation
What is a Process?
What is a Process?
Information
Technology
PROCESS STEPS
Project Master Plan (or Subsidiary Plans) Customer Change Request Revised Cost and Schedule Baseline
Material Inputs
Stakeholder Interaction
Requests, Instructions
Quality of Process Inputs, Knowledge, Competence, Experience, Insight, Ability, Communication, Cooperation, Coordination
Given that the output of one project management process normally becomes input to another, deficiencies in one or more processes will consequently reverberate across the entire process chain
Project management uses processes extensively to produce deliverables (see small sample above). Some processes are quite complex and have a high risk of error.
Priority Team Evaluates Proposal and Reviews Portfolio for Risk Balance
Reject
Organization
Organization
Organizational Objective
Organizational Objective
All project management processes should be identified and described, with each process task carefully analyzed in terms of its input(s) and output(s) plus its estimated cost, duration and risk factors, graphically illustrated and subsequently documented for reference by project stakeholders in a project process directory. This directory should be periodically revised and the processes therein modified, simplified or, where necessary, reengineered to improve their effectiveness and efficiency.
WHAT IT IS
Project
management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives.
What is a project?
A
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definitive deliverable (objective and goal) Takes time Consumes resources A definite starting date A definite stopping date Consist of processes Proceeds through milestones Utilizes teams Based on personal integrity and trust
INTRODUCTION
A project is a temporary endeavor, having a defined beginning and end (usually constrained by date, but can be by funding or deliverables),undertaken to meet unique goals and objectives, usually to bring about beneficial change or added value. The temporary nature of projects stands in contrast to business as usual (or operations),which are repetitive, permanent or semi-permanent functional work to produce products or services.
OBJECTIVES
PRIMARY scope, time, and cost. SECONDARY optimize allocate and integration of inputs necessary to meet pre-defined objectives.
Change
Business Dimension Change Business Environment Project Management (PM)
Project Management
Project management is about organization
Project management is about decision making Project management is about changing peoples behavior
Project management is about creating an environment conducive to getting critical projects done!
to align project with organizational objectives Poor scope Unrealistic expectations Lack of project management Inability to move beyond individual and personality conflicts Politics
project charter Strong project management The right mix of team players Good decision making structure Good communication Team members are working toward common goals
If
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1996, less than 25% of IT projects were successful After 1998 roughly 30% of IT projects were successful More than 80 billion a year wasted on terminated projects in the 90s For projects that were not completed on time, they were 225% over their intended completion date
According to the CHAOS 1995 Report
Team management
Those
Tank: a person who dominates a discussion or issue by brute force of personality. When they present, they speak as an authority. When dealing with a project and defining new solutions, these types of people can be destructive to the process of open discussion and consideration of alternatives.
Solution: thank them for their opinion, then ask if there are some other perspectives from other team members.
Grenade: The conversation will be going along fine and all of the sudden, a team member lobs out a discussionending comment.
Solution: Address the comment head on and suggest that the grenade thrower refrain from comments that will upend conversation of alternatives.
Maybe Person: This is the person who cannot commit to any position or issue. They take refuge in ambiguity.
Solution: On a project team, you need to help them commit. Give them simple alternatives and ask them to decide.
No Person: This is your general naysayer. Nothing will work, no matter what.
Sniper: This is a destructive force in a team. The Sniper tenders up negative comments within the team that negate or attack ideas.
Solution: address the behavior immediately and let them know that comments like that are unacceptable based on team norms.
Yes Person: While less negative, this person is so agreeable that they negate their influence through a lack of objective analysis. They are more eager to please than they are to offer objective alternatives.
Solution: Point out that you appreciate their positive outlook, but they need to explore options more thoroughly if they want to gain credibility with the group.
Traitor: Team member speaks very little in meetings, or sometimes disagrees, and spends times out of meetings lobbying for alternative positions or arguing decisions made by the team
Solution: Establish team rules early that state that issues are dealt with in team meetings and this behavior is not acceptable. When it is uncovered, PM addresses it in the meeting or, if necessary, in private
The End Arounder: Team member who goes around team and PM to another supervisor or administrator and complains, lobbies or takes alternative positions to team.
Solution: Identify the behavior in team development and make it known it is not acceptable. Get all administrators and supervisors to suppress the behavior if it occurs. PM should call it when its seen and the Project Sponsor should nip it in bud.
History
Project Management developed from several fields of application including civil construction, engineering, and heavy defense activity Henry Gantt, called the father of planning and control techniques, Gantt chart as a project management tool Henri Fayol, 5 management functions, work breakdown structure (WBS) and resource allocation.
The evolution or development of project management can be divided into five periods.
Prior
to 1950 managed on an ad hoc basis not responsible for the project failure 1950S to 1960S tools including CPM and PERT were introduced Projects In defense
1960 to 1979 technology revolution Material Requirements Planning (MRP) were also introduced the Project Management Institute (PMI) was formed 1980 to 1990 implementation of TQM Project Management Body of Knowledge (PMBOK Guide) competitiveness and customer expectations
empowerment, re-engineering, and scope change control and risk management. 2000 to Present Use of internet and intranet project management became a major challenge Concept of Six Sigma many tools & techniques and worldwide standards Whilst the 1980's were about quality and the 1990's were all about globalisation, the 2000's are about velocity
Characteristics of projects
Objectives Life span Single entity Team work Life cycle Uniqueness Change Successive principle Made to order Unity in diversity High level of sub-contracting Risk and uncertainty
Without PM
Objectives not properly defined and agreed; Lack of communication and stakeholder management; Outcomes and/or benefits not properly defined in measurable terms; Lack of quality control; Poor estimation of duration and cost; Inadequate definition and acceptance of roles (governance); Insufficient planning and coordination of resources.
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deliverable Planning the proposed project Estimating step (TASK, ACTIVITY) )durations Budgeting the proposed project Executing
Dont
Classification of projects
According to geographical area National International According to industrialization Industrial Non industrial According to technology used Non- conventional/ R and D to conventional High technology to low technology
According to size of projects Mega Major Medium Mini According to nature of strategy New product Expansion Modification
Cost
Scope Quality
Resources
Time
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Project phases
A defined and sponsored project scope A roadmap for deliverables Documented roles and responsibilities A common language for communication relative to project phases, tracking and reporting Processes to enable communication, accomplish the work, facilitate issue resolution and risk mitigation
Project management processes and tools help the project manager and team to organize, document, track and report on project tasks and progress.
Questions
Who,
for whom, with whom, etc.? What? Why? Where? When? How
Concrete objectives
SMART: Specific Measurable Achievable Realistic Timed
1.Project conceptualizing
o
o
o o o o o
Project name, location, duration Rationale (stating needs) Organisations priorities, funders priorities General aim Concrete/specific objectives Methodology/strategy Plan of activities
Main outcomes Expected results Added value of the project Evaluation criteria, technique Sustainability, multiplicatory effects Resources: financial (budget), material (budget), human (team and partners) Publicity Information about the organisation (contact info)
3. Implementation
Implementing
and executing activities for Managing resources: human, material/technical, financial, time communication Team work Book-keeping and accounting Process documentation, records Continuous monitoring, feedback
4. Evaluation
Final evaluation vs. continuous monitoring Using originally planned methods Summing up results, objectives, activities,
fulfilled expectations Formal documentation (reports, brochures) Internal lessons documented (manuals) Acknowledgments Closing accounting Follow-up
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STAGE 4: Monitoring-and-Controlling
STAGE 5: Terminating-andClosing
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Project Framework
Initiate Prepare Execute & Control
Track & Control
Close
Startup
Resource Management (Time, Cost, People) Deliverable Mgmt Quality Management Transition Plan Int/Ext Vendor Management
Reporting
Review
The following steps comprise the project management roadmap. The steps may overlap and be iterative:
1.
2. 3. 4.
5.
Startup Define and Confirm Scope/Requirements Develop Plan and Secure Resources Track, Control, Report and Review Completion and Assessment
Communication, Risk and Issue Management, and Sponsor Management are essential throughout the project -- both planned and spontaneous.
Step 1: Startup
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As you engage potential team members and stakeholders, project initiation activities establish the scope, goals and preliminary plan.
Key Activities
Document and/or confirm scope and assumptions Confirm sponsorship and funding Draft high level plan Identify who needs to provide input into plan and resources
Checklists to consider
Templates to consider
Project Scope, Gantt Chart and Resource Planning Project role descriptions
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Key Activities
Confirm baseline project scope with Sponsor Define, document and confirm business and technical requirements Identify impact on business processes Identify whats not in scope
Checklists to consider
Sponsor
Point to consider
Project Scope
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Key Activities
Identify who needs to provide input into plan Develop preliminary detailed plan based on scope, requirements, etc. Identify skills sets needed to accomplish tasks Develop communication plan Identify and secure resources Conduct meeting with Sponsor Conduct risk assessment with team members Identify the criteria for stopping the project Update detailed plan
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to consider
Points
to consider
Activity
list Detailed project plan Project Resource Plan Communication matrix Project Risk Assessment
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Key Activities
Hold regular team meetings to: share progress/status identify/resolve issues Hold formal sponsor updates Keep your manager informed Keep stakeholders informed
Monitor progress and report status Monitor risks and take action as necessary Identify and manage issues Tracking the project will give you Manage scope and track changes the information necessary to assess the health of the project, Update plan as needed
as well as give you the information for reporting status to the sponsors and stakeholders.
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Checklists to Consider Sponsor Transition Points to Consider Project scope change Communication matrix Project status snapshot Detailed Project Plan Risk Assessment Issue Log
A quick review of the sponsor checklist may help you prepare for your sponsor and stakeholder update meetings.
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Key Activities Develop a cutover plan or checklist, if applicable Complete documentation, training, and knowledge transfer Conduct final project review Conduct sponsor sign-off Transition to support/service organization or next project team Close-out final tasks and issues Conduct lessons learned Celebrate success
Accomplishing what the project set out to do is a success.
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Project
Users
Sponsor
Project
team Support staff Suppliers Opponents People involved-in or affected by project activities
Texas Tech University -- J. R. Burns
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control of human resources Improved customer relations Shorter development times, lead times Lower costs Higher quality Higher profit margins Improved productivity
Texas Tech University -- J. R. Burns
become more customer focused utilize new tools & softer skills empower/select project managers
decision
W Edwards Deming
Demings 14 Points
1.Constancy Of Purpose 2.The New Philosophy 3.Cease Dependence On Inspection 4.End Lowest Tender Contracts 5.Improve Every Process 6.Institute Training On The Job 7.Leadership 8.Drive Out Fear 9.Break Down Barriers 10.Eliminate Exhortations /Slogans 11.Eliminate Arbitrary Numerical Targets 12.Permit Pride Of Workmanship 13. Education 14.Top Management Commitment
Risk management
Risk
management is concerned with identifying risks and drawing up plans to minimise their effect on a project. A risk is a probability that some adverse circumstance will occur
Project risks affect schedule or resources; Product risks affect the quality or performance of the project being developed; Business risks affect the organisation developing or procuring the project.
Risk
Staff turnover
Project risks
Affects Project Project Project Project and product Project and product Project and product Product Business Business
Description Experienced staff will leave the project before it is finished. There will be a change of organisational management with different priorities. Resources that is essential for the project will not be delivered on schedule. There will be a larger number of changes to the requirements than anticipated. Specifications of essential interfaces are not available on schedule The size of the system has been underestimated. CASE tools which support the project do not perform as anticipated The underlying technology on which the system is built is superseded by new technology. A competitive product is marketed before the system is completed.
Management change resources unavailability Requirements change Specification delays Size underestimate CASE tool underperformance Technology change Product competition
Risk
identification analysis
Risk
planning
Risk
monitoring
Risk identification
Technology
risks.
People
Risk type
Technology
The database used in the system cannot process as many transactions per second as expected. components that should be reused contain defects that limit their functionality. It is impossible to recruit staff with the skills required. Key staff are ill and unavailable at critical times. Required training for staff is not available. The organisation is restructured so that different management are responsible for the project. Organisational financial problems force reductions in the project budget. Changes to requirements that require major design rework are proposed. Customers fail to understand the impact of requirements changes. The time required to develop the project is underestimated. The rate of defect repair is underestimated. The size of the project is underestimated.
People
Organisational
Risk analysis
Assess
risk. Probability may be very low, low, moderate, high or very high. Risk effects might be catastrophic, serious, tolerable or insignificant.
Risk
The database used in the system cannot process as many transactions per second as expected. The time required to develop the project is underestimated. Tools cannot be integrated. Customers fail to understand the impact of requirements changes. Required training for staff is not available. The rate of defect repair is underestimated. The size of the project is underestimated.
Risk planning
Consider each risk and develop a strategy to manage that risk. Avoidance strategies
The probability that the risk will arise is reduced; The impact of the risk on the project or product will be reduced; If the risk arises, contingency plans are plans to deal with that risk;
Minimisation strategies
Contingency plans
Risk monitoring
Assess
each identified risks regularly to decide whether or not it is becoming less or more probable. Also assess whether the effects of the risk have changed. Each key risk should be discussed at management progress meetings.
Risk type
Key points
Good project management is essential for project success. The intangible nature of software causes problems for management. Managers have diverse roles but their most significant activities are planning, estimating and scheduling. Planning and estimating are iterative processes which continue throughout the course of a project.
Key points
A
project milestone is a predictable state where a formal report of progress is presented to management. Project scheduling involves preparing various graphical representations showing project activities, their durations and staffing. Risk management is concerned with identifying risks which may affect the project and planning to ensure that these risks do not develop into major threats.