Lecture 2: Project Management

Transcription

1 Lecture 2: Project Management

2 Agenda Project management Project models Project Organization and Roles

3 Project Management

4 Responsibility Team Risk Control Organization Resource control Limitations Planning Expectation Possibilities Deadlines Software Project Management Education Goals Specifications Reports Culture Budget follow-up Ownership Communication Risk management Leadership Time management Milestones Priorities Budget

5 The Tripple Constraint Budget Time Technology

6 Planning and communication

7 What is project management? The application of: Knowledge Skills Tools and techniques In order to: Meet project requirements and expectations

8 The key (to becoming successful) Meet the expectations!

9 Meeting expectations Time X Budget Functionality

10 Disclaimer!! Unique, depending on the context Theory is not enough: skill of craftsmanship is also needed There is no universal truth Do not try to reinvent the wheel : stolen with pride!!

11 Project Models

12 Project phases A project is always divided into phases Each phase includes activities Check points for phases: Milestone Tollgate Experience shows that such an approach provides a well thought through structure guiding the work to focus on the most important activities, ensuring final results of high quality

13 Choice of tollgates Choosing tollgates is easy The project s external check points with respect to the customer or project initiator Most tollgates are more or less given by the customer, but it can be up to the project manager to plan them in a smart way

14 Choice of milestones Choosing milestones is difficult. The project s internal check points Choose milestones so that you will never be late and never risk to miss a tollgate. Don t put the milestones in direct relation to a tollgate Should be chosen so you think you can control the project

15 Project phases Idea Idea Description Pre-study Project Specification Project Plan Status Report Use of result Final Report Tollgate Milestone Project activities that Are always carried out Start Execution Closing

16 PROPS, or PROjektet ProjektStyrning Source: PROPS

17 Example PROPS Phases in PROPS Pre-study phase Feasibility study phase Execution phase Conclusion phase 5 Tollgates >8 Milestones

18 Practical Project Steering, PPS Business level Why? Project owner Project level Who, what, when? How? Project management Project team Source: Tieto

19 Life Science Source: Prevas

20 Source: Prevas Source: Prevas

21 Project phases (Ref. PMBOK)

22 The Project manager s most important documents

23 Project documents Idea Idea Description Pre-study Project Specification Project Plan Status Report Use of result Final Report Tollgate Milestone Project activities that Are always carried out Start Execution Closing

24 The content of a project plan Background: The aim of this chapter is to inform the reader Why the project has started What has been done prior to the project (pre-study, standardization work, other projects etc.) List of reference documents (For instance course-pm, contract, specifications, etc.) Goals: The project group has to agree in a measurable goal for the project Business and project goals What are the ambition of the team members When should the work be delivered Organization: Project members and other resources connected to the project should be mentioned here Name, address, responsibilities, etc.

25 The content of a project plan Project model (the method you use): The project model refers to which way the project phases have been divided in the planning process A table of all phases, milestones, tollgates and responsibilities Do not forget that you might need to explain the project model in text as well! Commentary on time and resource plan Explaining text between the diagrams and the project model Risk analysis A short analysis of potential risks that can delay the project, and an action list on how to avoid these risks Document rules (Communication rules) How are you going to communicate and take care of documentation Naming Saving and Backup etc. Appendix Time plan Resource plan

26 The Project plan Is the most important document in the entire project Shall make it clear Why the project is started How the project will be executed The deliveries WHO is responsible for each delivery and other parts of the project Who are the contact persons surrounding the project How can the sponsor follow-up the project work I.e. Milestones, measurable goals and deliveries In practice, each new project member shall be able to start work on the project after having read the project plan

27 Content of a status report 1. General description of status What has happened since last report? What is the current status? 2. Resource status Comment how much project resources that has been used and what that has been delivered. (In industrial projects, the economical status is reported as well) 3. Problems / Action plan Problems the sponsor and steering committee need to be aware of 4. Risks / Action plan Update of the risk analysis Risks the sponsor need to be aware of and suggestion on how to minimalize them 5. Project changes from the project plan This is where changes are documented so that they become visual. Changes are typically: new or changed requirements, organization, changed prerequisites, etc. Appendix Updated time plan Updated resource plan

28 The content of the final report 1. General summary The aim of this paragraph is to describe to the reader how the project was performed Which results were reached Differences between the plan (time, budget, result) and the outcome Discuss the problems that occurred and their effect on the project 2. Goals Discuss which goals were reached, which were not reached, and explain if there is any work left within the frame of this or subsequential project List of obtained goals Table of missed requirements and an action plan

29 The content of the final report 3. Experiences and suggested improvements The most important part of the final report. The aim with this paragraph is to analyze and reflect upon the experiences you had during the project and document them thoroughly 5 positive experiences with the project 5 negative experiences with the project What went well and why? What could have been done better? This paragraph should also consider the experiences that effected the project, such as seminars, tools, sub-contractors, reference groups etc.

30 The content of the final report 4. Summary of time and resource plans Comments to the plans and their milestones and tollgates Which moments were managed on time? Which moments were delayed or forgotten in the planning process? The final versions of the time and resource plan should be attached as appendix 5. Final comment This paragraph can be used by the project manager or project members to provide there own comments or suggestions about the project work. 6. Appendix Final resource plan Final time plan

31 Project Organization and Roles

32 The project vs the company Almost all projects are conducted within an existing organization Exceptions are really large projects e.g. Norra Länken where a separate company is started explicitly for the project Different organizations have different organizational structures The chosen structure depends on the procuct being produced, the market, in house competence, size of the company Discuss briefly: Project organized in line organizations, functional organizations and matriz organizations

33 The project vs the company Traditionally the most popular structure has been the hierarchical line organization Clear rules for operation Functional specialization Suitable for organizations coping with more or less static tasks Ref: Wikipedia/Linjeorgansiation

34 Organization In the line Line manager as: Project leader benefits: Clear routines for decisions Inarbetade relationsships Clear resource allocation

35 The organization - from a line perspective SG SG (5%) PL PL (30%) Medarbetare 1 (50%) Medarbetare 2 (50%) Medarbetare 3 (75%) Coworker Coworker Coworker (XX) = time allocated for the project

36 Ideally SG (5%) PL (100%) Medarbetare 1 (100%) Medarbetare 2 (100%) Medarbetare 3 (100%) Coworker Coworker Coworker Project members commited 100% to the project.

37 The project vs the company Functional organization are sometimes used for larger projects. It can even become its own company having its own corporate identity number But could also be used within the frame of an existing company, e.g. the large project of procuring a brand new paper machine in a paper mill

38 The function oriented organization Several organizational units/functions are involved SG/PC RG SG/PC PL STAB SG/PC PA DPL DPL DPL Line manager: Sub project leader AA AA AA AA AA AA

39 The project vs the company If an organisation works in project form to a great extent it can benefit from adopting the matrix structure

40 The matrix organization SG/PC SG/PC RG PL PO STAB SG/PC PA DPL 1 DPL 1 DPL 1 Funktion A AA AA AA E.g. Programers Funktion B AA AA AA E.g. Architects Funktion C AA AA AA E.g. Test engineers

41 Decision levels Steering Committee (SC) Reference Group (RG) S PM The control level The management level AR, spm The operative level

42 Levels in PROPS Source: PROPS

43 Roles The Project Sponsor (S) is responsible for: Specifying and approving the scope, time frames and resources of the project Elects project manager Approves the project plan Financing and safeguarding required resources of the project Assures that the proj. gets sufficient monetary resources Overarching control Approves changes of the project s scope, time frames and resources Support for project manager Receives and approves the result

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45 Roles (cont d) The project manager (PM) is responsible for: Managing, steering, planning and coordinating the project Creates the project plan Choosing, adapting and adjusting approaches, methods, actions and support tools Within boundaries from SC/S Follow up and reports on project status Informs stakeholders Hands over the result (to S)

46 Roles (cont d) Activity Responsible (AR)/sub Project Manager (spm) is responsible for: Achieve and safeguard desired results within given time and cost frames and methods Planning, executing, follow up and report assigned tasks Identifying, fixing or to take initiative to eliminate error and flaws in their assigned activities part of the project

47 Roles (cont d) Steering Committee (SC) is a forum for the S to get support in decisions concerning the scope of the project, its goals, its budget, resources, time plan or prerequisites. Reference Group(RG) has an advising role and is thus no authority for decisions. Usually consisting of people possessing special competencies - generalists or specialists. This is where the PM turns for help.