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Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
Project managment Knowmads Tribe 8 2013
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Project managment Knowmads Tribe 8 2013

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  • 1. What is connected to a project?
  • 2. Project Partnering is a process of transforming contractual arrangements into a cohesive, collaborative team that deals with issues and problems encountered to meet a customer’s needs
  • 3. Assumptions 1. the traditional adversarial relationship between the owner and contractor is ineffective and self-defeating 2. that both parties share common goals and will mutually benefit
  • 4. Advantages Reduced administrative costs Better resource use Improved communication Improved performance
  • 5. These things help Existence of common goals High costs of the adversarial approach Shared benefits of the collaborative approach
  • 6. These things don’t Conflicting goals Lack of trust Highly formal relationship Pushing people before they are ready
  • 7. Types of Contracts
  • 8. Fixed Price Cost Plus AKA Lump Sum AKA Time and Materials Types of Contracts
  • 9. Cross Cultural Factors
  • 10. Culture is a system of shared norms, beliefs, values, and customs that bind people together, creating shared meaning and a unique identity
  • 11. You (and I) need to make adjustments when dealing with people from other cultures.
  • 12. Relativity of time and punctuality Culture-related ethical differences Personal and professional relationships Attitudes toward work and life
  • 13. Culture Shock The natural psychological disorientation that people suffer when they move into a different culture
  • 14. Successful partner relationships begin with the search.
  • 15. And just like you have to develop a team, you have to develop partner relationships.
  • 16. Selecting Team building Voluntary, experienced, willing, with committed top management. Project managers Project stakeholders Expand the partnership commitment to include other key managers and specialists Build a collaborative relationship among the project managers.
  • 17. Good people are hard to find. So are good business partners.
  • 18. If you find good partners you want to stick with them
  • 19. Establish a “we” as opposed to “us and them” attitude toward the project Co-location: employees from different organizations work together in same location Establish mechanisms that will ensure the relationship withstands problems
  • 20. Problem resolution Continuous improvement Joint evaluation Persistent leadership
  • 21. It is important to Celebrate Success
  • 22. At major milestones and the ended of the project Conduct a jointly review of accomplishments and disappointments. Hold a celebration for all project participants. Recognize special contributions
  • 23. It’s about reinforcing positive behaviour
  • 24. Partnerships fail regularly.
  • 25. Senior management don’t support you
  • 26. Cultural differences are forgotten or ignored
  • 27. The wrong measurements are applied
  • 28. The wrong incentives are in place
  • 29. Negotiation: Art or science?
  • 30. Principled Negotiations call for Separating the people from the problem Focusing on interests, not positions Inventing options for mutual gain And whenever possible, use objective criteria to help you achieve your goals
  • 31. If pushed, don’t push back Ask questions instead of making statements Use silence as a response to unreasonable demands Ask for advice and encourage others to criticize your ideas and positions Warnings for dealing with Unreasonable People work toward a win/win scenario
  • 32. Your goal is a happy customer
  • 33. So what makes a customer happy?
  • 34. The negative effect of dissatisfied customers is far greater than positive effect of satisfied customers (Richins 1983)
  • 35. The negative effect of dissatisfied customers is far greater than positive effect of satisfied customers (Richins 1983) In today’s modern communications environment that message can travel faster and wider (Hoch, 2006)
  • 36. Every customer has performance expectations and perceptions (Parasuraman 1991)
  • 37. Satisfaction is a perceptual relationship! Perceived performance Expected performance
  • 38. Project managers must be skilled at managing both customer expectations and perceptions
  • 39. Your checklist;  Don’t oversell the project; better to undersell  Develop a well-defined project scope statement  Share significant problems and risks  Keep everyone informed about the project’s progress  Involve customers early on decisions about project development changes  Handle customer relationships and problems in an expeditious, competent, and professional manner  Speak with one voice  Speak the language of the customer
  • 40. The strategy is simple, I think. The strategy is to have a practice, and what it means to have a practice is to regularly and reliably do the work in a habitual way. Seth Godin.
  • 41. 20 minute break
  • 42. Project Management
  • 43. Project management is NOT a contest. (Usually…) Everyone is on the same side—OURS Everyone is bound by the success of the project Everyone has to continue to work together
  • 44. 1. What is a Project? • All projects have a beginning, a middle and an end. Beginning Middle End
  • 45. • A definition: • “A temporary endeavor undertaken to Beginning Middle End accomplish a unique purpose”
  • 46. Projects have a common set of characteristics which can also be defined by what they are not A target outcome A defined life span Cross organisationa l participation New or unique Time, Cost and performance requirements
  • 47. A target outcome A defined life span Cross organisational participation New or unique Time, Cost and performance requirements Projects have a common set of characteristics which can also be defined by what they are not
  • 48. What a project isn’t Explorations Go on indefinitely One team or one person working alone Creating the same thing multiple times No constraints on time, cost or performance
  • 49. Assignment: analyse your project (KM or personal) Explorations Go on indefinitely One team or one person working alone Creating the same thing multiple times 5 minutes. No constraints on time, cost or performance
  • 50. Process Groups Initiate Plan Monitor & Control Implement Close • All projects typically go through these five processes
  • 51. Assignment: In what stage of the process is your project now? Initiate Plan Monitor & Control Implement 5 minutes Close
  • 52. Step 1 inputs Step 2 activity Step 3 Result outputs • A process is a series of actions directed towards a particular result.
  • 53. Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)
  • 54. The Triple Constraint Time Scope Cost Also known as the IRON TRIANGLE
  • 55. The Quadruple Constraint Time Quality Scope • Cost Warning: Quality has many definitions
  • 56. Assignment: check the 4 scopes and apply it on your project. Time Quality Scope Cost 5 minutes
  • 57. What is Project Management? Advantages of Project Management: • Better control of financial, physical, and human resources • Improved customer relations • Shorter development times • Lower costs • Higher quality and increased reliability • Higher profit margins • Improved productivity • Better internal coordination
  • 58. stakeholders Performing Organisation stakeholders Client - Sponsor Project Manager stakeholders Project Team stakeholders
  • 59. Project Management Framework Time Management Cost Management Scope Management Quality Management Integration Management HR Management Risk Management Communication Management Procurement Management
  • 60. Time Management Cost Management Scope Management Quality Management Integration Management HR Management Risk Management Communication Management Procurement Management Integration Management – pulling it all together
  • 61. Figure 1.2 Project Management Framework (Schwalbe, 2006, p9)
  • 62. Remember this? • The first four knowledge areas are • Core Functions
  • 63. Strategic Planning
  • 64. Strategic Planning 1. What is strategy? 2. How do projects relate to strategy?
  • 65. The strategy is simple, I think. The strategy is to have a practice, and what it means to have a practice is to regularly and reliably do the work in a habitual way. Seth Godin.
  • 66. 5 Forces analysis Threat of New Entrants Supplier power Intensity of competition Substitutes Michael Porter’s ‘5 Forces’ – 1980’s Customer power
  • 67. business model template INFRASTRUCTURE PARTNER NETWORK CORE CAPABILITIES OFFER CUSTOMER RELATIONSHIP VALUE PROPOSITION VALUE CONFIGURATION COST STRUCTURE Osterwalder’s Business Model framework 2006 http://business-model-design.blogspot.com TARGET CUSTOMER DISTRIBUTION CHANNEL FINANCE CUSTOMER REVENUE STREAMS
  • 68. Review Mission Set (SMART) Goals Develop Strategies Align Strategies to goals Implement Strategies through projects
  • 69. SWOT = SITUATIONAL ANALYSIS Where are we now?
  • 70. S W O T
  • 71. Positive Negative S W O T
  • 72. Internal S W External O T
  • 73. Positive Negative Internal S W External O T
  • 74. Assignment: make a SWOT analysis of your project. 10 minutes
  • 75. Review Mission Set (SMART) Goals Develop Strategies Align Strategies to goals Implement Strategies through projects
  • 76. S M A R T Specific Measurable Achievable Relevant Time-bound http://en.wikipedia.org/wiki/SMART_(project_management)
  • 77. Letter Major Term S Specific M Measurable Meaningful[3], Motivational[3], Manageable Achievable Agreed, Attainable[6], Assignable[2], Appropriate, Actionable, Action-oriented[3] A R T Relevant Time-bound Minor Terms Significant[3], Stretching[3], Simple Realistic[2], Results/Results-focused/Results-oriented[6], Resourced[7], Rewarding[3] Time framed[2], Timed, Time-based, Timeboxed, Timely[6][5], Timebound, Time-Specific, Timetabled, Trackable E[1] Exciting, Evaluated, Ethical R[1] Recorded, Rewarding, Reviewed[8] http://en.wikipedia.org/wiki/SMART_(project_management)
  • 78. Assignment: make a SMART of your project. S M A R T Specific Measurable Achievable Relevant Time-bound 10 minutes.
  • 79. Review Mission Set (SMART) Goals Develop Strategies Align Strategies to goals Implement Strategies through projects
  • 80. Assignment: take the model of Porter and apply it to yourproject.
  • 81. Review Mission Set (SMART) Goals Develop Strategies Align Strategies to goals Implement Strategies through projects
  • 82. Review Mission Set (SMART) Goals Develop Strategies Align Strategies to goals Implement Strategies through projects
  • 83. projects
  • 84. projects projects projects projects
  • 85. projects projects projects projects projects projects projects projects projects projects projects projects
  • 86. Not all project proposals make it to initiation
  • 87. Every project idea isn’t progressed. Why?
  • 88. Time Money Focus
  • 89. 1. Executive support 2. User involvement 3. Experienced project manager 4. Clear business objectives 5. Minimized scope 6. Standard software infrastructure 7. Firm basic requirements 8. Formal methodology 9. Reliable estimates 10. Other criteria, such as small milestones, proper planning, competent staff, and ownership Things you should have (if you want to succeed)
  • 90. @pieterspinder Haarlem, 10th November 2013

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