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PREMIUM. PROJECT MANAGENT . TOOLBOX. Project Organization. Project Management − Triangle. Project management can only be successful if the desired objective can be achieved in all three target dimensions. . Expectations of Stakeholder. Time. Costs. Quality.

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PROJECT MANAGENT


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    1. PREMIUM PROJECT MANAGENT TOOLBOX

    2. Project Organization

    3. Project Management −Triangle Project management can only be successful if the desired objective can be achieved in all three target dimensions. Expectations of Stakeholder Time Costs Quality <Project name>

    4. Project Management −Triangle Project management can only be successful if the desired objective can be achieved in all three target dimensions. Time Costs Expectations of Stakeholder Quality <Project name>

    5. Project Organization − Role Allocation Role of Client SteeringCommittee • Initiator and client of project • Assigning of project manager and deciding of the project organization. Competence regulation of project manager. • Approval of project and project results / Mile stones • Involvement of affected Departments for the project Project Manager ProjectEmployee Client Expert Sponsor <Project name>

    6. Project Organization − Project Manager Role of Project Manager SteeringCommittee • Moderation of objective and goal process with client • Responsible for the achieving of agreements of project results and goals • Responsible of operative planning and controlling of project terms of structure, process, schedule, capacity and cost. • Make substantive decisions • Give instructions or job orders to staff members with in the project. Project Manager ProjectEmployee Client Expert Sponsor <Project name>

    7. Project Organization − Project Employee Role of Project Employee • Responsible for the implementation of the assigned work packages and tasks. • Technical and administrative tasks. • Finish assigned work units correctly, in a timely manner and on budget. • Coordination within the team and with project manager. • Reporting of work progress of the project. • Inform project manager on time about risks and target-information-deviations. SteeringCommittee ProjectManager ProjectEmployee Client Expert Sponsor <Project name>

    8. Project Organization − Steering Committee Role of Steering Committee SteeringCommittee • Steering Committee as the supreme decision-making body of the project organization. • The project supporters Support the project management and staff in planning and managing the project. • Making decisions that are outside the competence of project manager. • Monitoring of project results and progress. • Identification of plan deviations ProjectManager ProjectEmployee Client Expert Sponsor <Project name>

    9. Project Organization − Expert Role of Expert SteeringCommittee • Technical supervisors who provide their know-how and resources to achieve the project objectives. Project Manager ProjectEmployee Client Expert Sponsor <Project name>

    10. Project Organization − Sponsor Role of the sponsor / of the sponsors SteeringCommittee • Internal support of the project manager and project teams • Minimization of acceptance problems and resistors. • Representation and defense of the project steering committee meetings, committees and events. • Representation of the project in public project activities and publications. ProjectManager ProjectEmployee Client Expert Sponsor <Project name>

    11. Project Management − Phase Model General overview of all activities during project execution • Phase 1 • Projectdefinition Phase 2 Projectplanning Phase 3 Projectmanagement Phase 4 Projectconclusion Actual analysis / output analysis General planning Exchange of information / meetings / procurement Project Acceptance / Conclusion Meeting Goal setting / goal definition Action Plan / List of activities / milestones Control / Project Controlling Touchdown / Rollout Domains of action / task clarification Project organization / team / Responsibilities Documentation / Reporting Variance analysis Activities Feasibility Analysis / Risks Procedure planning / scheduling Identification of plan deviations Experience backup / reporting Timing and resource requirements Profitability analysis / risk analysis Staff Management / Team Development Resolution of the Project Organization Project Marketing / Reporting Detailed Planning Employee motivation /control Costing / Reviews / Development Project assignment / Kickoff Project structure plan Conflict Management Final documentation <Project name>

    12. Project Management − Simple Phase Model General overview of all activities during the project implementation Project approval Release planning Implementation Initiation Project setup Planning Realization Introduction Acceptance Project kick off Completion Project construct Release Implementation results Discharge of project teams <Project name>

    13. Project Management − Parallel Phase Model General overview of all activities during the project implementation Initiation Project approval Release planning Release Implementation results Project setup Implementation Planning Discharge of project teams Project kick off Realization Completion Project construct Introduction Acceptance <Project name>

    14. Project Management − Iterative phase model General overview of all activities during the project implementation Implementation Initiation Project setup Planning Realization Introduction Acceptance Project kick off Release Implementation results Discharge of project teams <Project name>

    15. Project Management − V-Model General overview of all activities during the project implementation Time System requirement analysis Acceptanceand use Systemarchitecture SystemIntegration Systemdesign Integrationtests Detailing Softwarearchitecture Unittests Softwaredesign <Project name>

    16. Project Organization − Forms You differentiate between several forms of project organization. They all may vary and can be blend into each other. Line-and-StaffProject Organization (also influence project organization) Pure Project Organization (Task Force) Matrix-Project Organization • Line-Project Organization • (no independent project organization but a task) • Project Company (organizational and legal independence) Other forms <Project name>

    17. Project Definition

    18. Project Organization − Staff Project Organization Line organization of the company, project management as staff coordinates tasks with no decision-making or managerial authority Corporate Management 1,2,3 = Project Employees Project Manager Staff Department A Department B Department C 1 2 3 <Project name>

    19. Project Organization −Pure Project Organization Project staff work under the guidance of the Project Managementonly (full time) for the project Task-Force-Group or autonomous project organisation Corporate Management 1,2,3 = Project Employees Staff Department A Department B Department C Project Manager 2 3 1 1 2 3 <Project name>

    20. Project Organization −Matrix Project Organization Mixed form with division of responsibilities between project management and organizational lines. Project management is fully responsible for the project and delegates responsibilities to the Departments Corporate Management 1,2,3 = Project Employees Staff Department A Department B Department C 1 2 3 Project Manager <Project name>

    21. Project Organization − Forms Field of application, advantages and disadvantages 1 2 3 Line-and-StaffProject Organization Pure Project Organization Matrix-Project Organization • Small project • Few staff members • Low project scope / lowrisk / low level of innovation • Major projects • Many employees • Long project duration and outmost project scope/ time pressure / high degree of innovation • Combination of 1 and 2 • If coordination is to high for line-and- staff project organization When? • Less organizational effort • Uniform management by projectObvious group membership • Project manager fully responsible • Advancement of expertise of employees • Flexible allocation of staff resources advantage • No one really responsible • Neglect of short-term project task • Problem of reintegration after project completion through the transfer of project participants • Conflicts regarding prerogativesif not clearly defined disadvantage <Project name>

    22. Project Organization − Internal Structure Larger projects with subproject management Project instances Project tasks Controlof Project Steering Committee Overall project management Management of Project Subprojectmanagement 1 Subprojectmanagement 2 Subprojectmanagement 3 Subprojectmanagement 1 Subprojectmanagement 2 Subprojectmanagement 3 Implementationof Project <Project name>

    23. Goal Criteria − SMART The 5 criteria that define a goal so that it can be used in project management S M A R T SpecificObjectives have to be specific and positively described. MeasurableA goal achievement should be measurable. Attainable It should be attractive for the project team to reach the goal. RealisticThe objective needs to be achievable in a realistic way. Time-boundThe goal has to set within a time frame. <Project name>

    24. Project Assignment − Target Definition and Benefits Summary of all relevant information and clear statement on the agreement of the process during implementation. Top field with project information Question and Answer Form (Part 1) <Project name>

    25. Project Assignment − Target Definition and Benefits Question and Answer Form (Part 2) <Project name>

    26. Project Assignment − Target Definition and Benefits Question and Answer Form (Part 2) <Project name>

    27. Project Assignment − Criteria to Goal Achievement • Note: The Text demonstrates how your own Text will look when you replace the placeholder with your own Text. <Project name>

    28. Project Assignment − Deadline / Milestones • Note: The Text demonstrates how your own Text will look when you replace the placeholder with your own Text. <Project name>

    29. History / Versioning <Project name>

    30. Milestone Plan <Project name>

    31. Milestone Plan <Project name>

    32. Project Assignment − Effort/ Cost Estimation Project Name <Project name>

    33. Project Organization − Project Manager / Project Team Project Name • Proposal Project Manager: • Proposal Project Team: <Project name>

    34. Project Organization − Project Manager / Project Team Project Name • Proposal Project Manager: • Proposal Project Team: <Project name>

    35. Project Organization − Project Manager / Project Team Project Name <Project name>

    36. Project Organization − Steering Committee Project Name <Project name>

    37. Project Organization − Holiday and Daily Absence Coordination of project planning vacations and absences Vacations A Absences <Project name>

    38. Project Organization − Holiday and Daily Absence Coordination of project planning vacations and absences Vacations A Absences <Project name>

    39. Task Matrix Regulation of Tasks, Competences, Responsibility <Project name>

    40. RACI Matrix / Authority Matrix Definition of the functions of all people involved in the project(Responsible, Accountable, Consulted und Informed) R = Responsible A = Accountable, Approved C = Consulted I = Getting Informed <Project name>

    41. Project Assignment − Release / Project Decision Project Name The project (<Project Name>) has been sufficiently discussed with all stakeholders. This presentation / document contains the current version (<version>) all scheduled milestones, conditions and available resources in order to award the project required precision. The project will be outlined here as released and implemented. <Project name>

    42. Team-Building Processes Team building is a development process where the course is divided into 4 phases plus a resolution phase. High Resolution phase (adjourning) Confrontation phase(storming) Cooperation phase(norming) Growth phase(performing) Orientation phase (forming) 2 3 1 5 4 Performance Low Course of time <Project name>

    43. Team rules Determining the interaction with each other, information flow and the response to problems or agreement violations General handling of the project team Conferences & Meetings Task distribution • Address conflicts and problems and solve them instead of disguise • Cohesion / work together as a team • Each team member is equivalent • Hierarchies are not important • Open communication with project manager • Establishment of a representation scheme • Role in the team can change • On time appearance to meetings • Liability / information of any delays or absence • No disturbance • Actively listen and let others speak • Statements can be questioned • Each question is helpful • Every opinion counts / accept other views • Don‘t stray from the subject • Discussions remain in the meetingModerator will be appointed for each meeting • Delegating tasks as an agreement not an order • Distribution of tasks based on skills, competencies and capacities <Project name>

    44. Team rules Determining the interaction with each other, information flow and the response to problems or agreement violations Decisions Information &Documentation Sanctions for Rule Violation • Clear decision agreed rules (How will it be decided?) • Majority decision • Unanimity • Decision by Project manager • Joint representation of the decision to the outside • Clear agreements concerning regular information and documentation • Information Requirements (Who supplies what till when?) • Determine the distribution (central, demand-driven) • Distribution for team members who could not attend meetings • Any time accessible for all people involved in project • Uniform level of information • Central and results-oriented documentation • Compliance of the rules is observed • Anybody can appoint to the rules • On violation the rule may be immediately redressed • Constructive criticism objectively and not personal (not blame) • Nobody takes an action which wasn‘t discussed before <Project name>

    45. Guiding Principles for Project Management Determining the guiding philosophy as guidelines and their implementation 1 2 3 Development of personal objectives with employees (management by objectives) Amplifying on the development needs, skills and problems of employees Time for staff appraisals (open door policy) 4 5 6 Compliance and assurance of team rules Assure enough comp time of the team members (Work hours, vacation) Motivate Employees and release their performance potential <Project name>

    46. Project Manager ─ Function Description of the role, tasks, authority and responsibilities • Clear definition of role and responsibilities of project manager • Identifiable as supervisor • Implementation of successful project management • Decision-making competences and availability of staff resources • (exception staff project organization) • Loyalty to the project and project team Task • Clarification of project objectives and project contents • Organization of the project development • Planning and monitoring of the project • Team management, role clarification, conflict resolution and problem solving • Creation and distribution of work packages • Decision on planning, project execution and project control • Project Controller (planning and monitoring cost, schedule and resources) • Perform changes in the course of the project • Motivation of the project team through meetings and support • Market the project internally and externally • Report to the Steering Committee / client through status reports <Project name>

    47. Subproject Leader ─ Function Description of the role, tasks, authority and responsibilities • Does sub-tasks of project management and project implementation • Autonomously directs a clearly identifiable part of the project (closed work units) • Delegated parts of project management to other team members • Work closely with project manager Task • Same responsibility as project manager, but only for the part of the sub-projectUpdate of the planning of sub-project • Delegates work packets in-house or to subcontractorsControlling and regular reportingConstitution of status reports to the Project manager <Project name>

    48. Project Planning

    49. Project Planning − Quality Planning Planning and Control of Quality of Services and Results Personal Quality Customer Orientation Process Quality and Product Quality <Project name>

    50. Project Structure Plan (PSP) Hierarchical structure of the performance scale (main and sub-tasks, work packages), necessary to achieve the project objectives. Main Task (Project) Description of the organizational examination Blocks of tasks resulting from the main task Subtask 1 Subtask 2 Subtask 3 Subtask 1.1 Subtask 1.2 Subtask n.n detailed described, defined, measurable activities that accrue to the team members during the investigation Work package 1.4.1 Work package 1.3.1 Work package 1.1.1 Work package 1.2.1 Workpackage1.1.2 Work package 1.4.2 Work package 1.3.2 Work package 1.2.2 … … … … <Project name>