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Project Management and Production of Digital Content PDI E2005 Room 4A.16

Project Management and Production of Digital Content PDI E2005 Room 4A.16. Session 2 6 September 2005 Peter Olaf Looms Tine Sørensen. 17:00-18:00 18:00-18:10 18:10-19:00 19:00 -19:10 19:10-20:50 20:50 -21:00. Introduction & session 2 lecture (part 1) Break session 2 lecture (part 2)

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Project Management and Production of Digital Content PDI E2005 Room 4A.16

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  1. Project Management and Production of Digital ContentPDI E2005Room 4A.16 Session 2 6 September 2005 Peter Olaf Looms Tine Sørensen

  2. 17:00-18:00 18:00-18:10 18:10-19:00 19:00 -19:10 19:10-20:50 20:50 -21:00 Introduction & session 2 lecture (part 1) Break session 2 lecture (part 2) Break Agreement on groups for case 1; group work Evaluation of session 2; introduction to session 3 Today’s programme

  3. Contents of the lecture • We will take a closer look at key terms: • project • project types • project characteristics • Customers and stakeholders • Stakeholder analysis • Hierarchies and projects • Operational issues • Why project management? • Follow-up of the Economist article “Overdue and over budget, over and over again” • Stakeholder analysis in connection with Case 1 • Follow-up of the Economist article ” The war of the wires” as a lead-in to a stakeholder analysis of Speed of Light.

  4. What is a project? - definition • ”A temporary endeavour undertaken to create a unique product or service” • ”En tidsbegrænset aktivitet som gennemføres for at skabe et unikt produkt eller en unik tjeneste” • Definition from Project Management Institute, A Guide to the Project Management Body of Knowledge. PMI Standards Committee p. 167, 1996. • Temporary: not for ongoing activities that run for many years • Unique product or service: involves innovation and thus an element of the unknown • Project group: involves a team of people gathered for the purpose

  5. Long term (2+ years) Outcome not a matter of course Routine & Predictable Short term (weeks)

  6. Long term (2+ years) Outcome not a matter of course Routine & Predictable Short term (weeks) Example 1: Updating af Microsoft Office in a company of 200 employees Updating of Microsoft Office

  7. Long term (2+ years) Outcome not a matter of course Routine & Predictable Short term (weeks) Example 2: AMANDA & AF, the Danish Labour Exchange Amanda Amanda Where would you place it? Amanda Amanda

  8. Long term (2+ years) Outcome not a matter of course Routine & Predictable Short term (weeks) Example 3: IO Interactive 18 months 50 man-years DKK 55 million

  9. Long term (2+ years) Outcome not a matter of course Routine & Predictable Short term (weeks) Example 4: ROFL - Denmark’s first interactive show on digital television

  10. Long term (2+ years) Outcome not a matter of course Routine & Predictable Short term (weeks) Example 5: Feasibility study Where would you place it?

  11. Long term (2+ years) Outcome not a matter of course Routine & Predictable Short term (weeks) Example 6: Customer Support Call Centre Where would you place it?

  12. user Projects and the organisation - internal projects DR Many internal projects DR is ”customer”, ”supplier” and has ”users”

  13. user user user user user user user user user Projects and the organisation - B2C IO Interactive - Hitman 2 IO is supplier, their distributor is ”customer” And there are 2.1 million users Who are the distributor’s customer

  14. user user user Projects and the organisation - B2C ”supplier - customer” The customer here also has users Eg. Amanda

  15. Long term (2+ years) Outcome not a matter of course Routine & Predictable Short term (weeks) What can we conclude about projects? Pure research projects are often found here Normally a project should be found somewhere in this area R&D projects are often found here

  16. What characterises a project? 1 A customer: Has a legitimate right to put forward requirements Enjoys the benefits of the project when completed Has a formal role in judging the success of a completed project • Unique • A concrete outcome/product: • System • Service • Concept/format/product • Analysis • Invention • The project outcome is for someone (the customer) • A deadline • Project resources

  17. What characterises a project? 2 • An interdisciplinary team that can communicate with each other • Complexity • A project team that has a customer and stakeholders NB! Richard Newton distinguishes between customers and stakeholders; I choose to interprete everyone with some kind of interest in the project as a Stakeholder • The potential for conflict as a result of differences of expectation and success criteria stakeholders stakeholders customers customers

  18. Why project management? • Projects make demands of organisations that are not always easy to meet • A clear-cut division of responsibility and labour is required to reach the objective (cf. day-to-day operations) • What other inputs do we have, including those from “Overdue and over budget, over and over again”

  19. Product • Hvad er udfaldet? • Interessenterne/Stakeholders • Hvem har en aktie med i spillet? • Process • Hvordan vil vi nå det? Project management - focal points

  20. PIP • Product • Hvad er udfaldet? • Interessenterne/Stakeholders • Hvem har en aktie med i spillet? • Process • Hvordan vil vi nå det? Project management - focal points

  21. External Experience Product Customer Form Content User Function Supplier Navigation Partner Competitor System Requirements Authorities Technology Architecture Test Stakeholders Internal CEO Scoping Project manager Process Project participants Process model Internal user Contract Internal supplier Estimation Sales/marketing Planning QA Reports Evaluation Project management - mind map

  22. Stakeholder analysis 1 of 2The basics

  23. Extracts from article

  24. Stakeholder analysis 2 of 2Good IT case as example

  25. Task 2: Instructions • Work in groups of two or three. • Each of you prepares a ”quick-and dirty” stakeholder analysis of a project in which you have taken part. • Make a list of the main stakeholders • Use the Power/Interest grid to characterise the main stakholders • Rate their attitude to the project (RED = negative, YELLOW = neutral, GREEN = favourable) • Present the Power(Interest grid to the others in the group and get their feedback (brainstorming)

  26. List of stakeholders: Internal: External: Power/Interest Grid with each stakeholder in one of the 4 Fields. Task 2: Worksheet

  27. Task 2: Reports from groups to whole class

  28. Project management - hierachy Tactical Strategic Operational Vision, framework policies, values Objectives, organisation, plans, supervision Implementation day-to-day affairs control & coaching Leadership Management Admin & Control

  29. Project management - hierachy Operational

  30. Resources Time ”Quality” Operational level: control triangle

  31. Task 3: Instructions • Work in groups of two or three. • Re-use the project to analysed in Task 2. • List three things that went well in the project • List three things that went badly in the project • At what level were these six aspects of the project? • For operational issues, use the triangle to characterise the challenge facing project management of the project. • Present your findings to the group and get their feedback.

  32. Three things that went well: Three things that went badly: Operational problems: Resources, time or ”quality”? Task 3: Worksheet

  33. Task 3: Reports from groups to whole class

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