Lessons in Project Management - 1- Foundation Principles

1,639 views

Published on

Join the Berlin Consulting Forum at http://consultingforum.becota.org

Published in: Business
1 Comment
3 Likes
Statistics
Notes
No Downloads
Views
Total views
1,639
On SlideShare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
70
Comments
1
Likes
3
Embeds 0
No embeds

No notes for slide

Lessons in Project Management - 1- Foundation Principles

  1. 1. International Project Management Prof. Dr. Frank Habermann Lecture 1 – Foundation Principles of Project Management
  2. 2. Content  What is a project?  A brief excursion to system theory  Types of business projects  When do we call a project a success?  Standard project management lifecycle © Becota GmbH | www.becota.com | 2010
  3. 3. first of all, what is a project ? © Becota | www.becota.org | 2010
  4. 4. What is a project? Picture Source: www.infrastructurist.com © Becota | www.becota.org | 2010
  5. 5. What is a project? A construction… Picture Source: www.infrastructurist.com © Becota | www.becota.org | 2010
  6. 6. What is a project? A construction… definite … Picture Source: www.infrastructurist.com © Becota | www.becota.org | 2010
  7. 7. What is a project? A construction… which needs definite … special resources … … Picture Source: www.infrastructurist.com © Becota | www.becota.org | 2010
  8. 8. What is a project? A construction… which needs definite … special resources … … aiming at future improvements … Picture Source: www.infrastructurist.com © Becota | www.becota.org | 2010
  9. 9. What is a project? A construction… which needs definite … special resources … … aiming at future improvements … but meanwhile causing trouble! Picture Source: www.infrastructurist.com © Becota | www.becota.org | 2010
  10. 10. In other words … THE BUSINESS regular processes providing regular values © Becota | www.becota.org | 2010
  11. 11. In other words … A PROJECT temporary process with unique results THE BUSINESS regular processes providing regular values © Becota | www.becota.org | 2010
  12. 12. In other words … Negative side-effects: - cost- and time-consuming - occupies business resources (intellectual capacities) - irritating and disturbing (distroys routines/comfort zones) - unsure results (what, when, for whom, etc.) A PROJECT temporary process with unique results THE BUSINESS regular processes providing regular values © Becota | www.becota.org | 2010
  13. 13. What characterizes a project? PROJECT RESULT 1. Temporary 2. Unique (a project got a (a project provides individual clear start and end date) and substantial results) Picture Source: www.infrastructurist.com © Becota | www.becota.org | 2010
  14. 14. a brief excursion to system theory © Becota | www.becota.org | 2010
  15. 15. Some brief thoughts about system theory i- What is a system? A set of elements which interact with each other and build an „integrated whole“ system boundary A system is thus characterized by - its elements (e.g. ) - as well as their relationships © Becota | www.becota.org | 2010
  16. 16. Some brief thoughts about system theory ii- What are the characteristics of a system? Each system has a certain structure shows specific behavior! © Becota | www.becota.org | 2010
  17. 17. Some brief thoughts about system theory ii- What are the characteristics of a system? Each system has a certain structure shows specific behavior! SYSTEM Sub System A Sub Sub System B System C Sub-sub Sub-sub System C1 System C2 ... Static relationships (composition/decomposition) © Becota | www.becota.org | 2010
  18. 18. Some brief thoughts about system theory ii- What are the characteristics of a system? Each system has a certain structure shows specific behavior! SYSTEM Sub System A Sub Sub INPUT OUTPUT system System B System C (element) acting as acting as Sub-sub Sub-sub „receiver“ „sender“ System C1 System C2 (customer) (provider) ... Static relationships Dynamic relationships (composition/decomposition) (communication/collaboration) © Becota | www.becota.org | 2010
  19. 19. Some brief thoughts about system theory iii- How about business projects? A specific business (e.g. an automotive company) is a system involving elements such as Products (Cars!) Human Resources Information Technology, etc. © Becota | www.becota.org | 2010
  20. 20. Some brief thoughts about system theory iii- How about business projects? A specific business A specific project (e.g. an automotive company) related to the business is a system is a system as well involving elements such as involving elements such as Products (Cars!) Products (Project Results!) Human Resources Human Resources Information Technology, etc. Information Technology, etc. © Becota | www.becota.org | 2010
  21. 21. Some brief thoughts about system theory iii- How about business projects? business project The projects uses From the business corporate resources and perspective, the project is part of the business agenda is a sub-system of the business © Becota | www.becota.org | 2010
  22. 22. Some brief thoughts about system theory iii- How about business projects? business project The business sets constraints for and From the project gets results from the project perspective, the business is the target system © Becota | www.becota.org | 2010
  23. 23. Some brief thoughts about system theory iii- How about business projects? business project IT Improve [IT] with regards to a concrete project - effectiveness (business fit) aims at a specific - efficiency (cost of ownership) element (sub-system) of - availability the target system, e.g. IT - other corporate values © Becota | www.becota.org | 2010
  24. 24. so, what are the types ? projects of business © Becota | www.becota.org | 2010
  25. 25. Major types of projects (1/3) 1.- Projects providing results for the business THE BUSINESS i.e. projects aiming at improvements of the business technical projects organizational projects product development projects, etc. © Becota | www.becota.org | 2010
  26. 26. Major types of projects (2/3) 2.- Projects providing results as part of the business THE BUSINESS i.e. projects aiming at providing customer satisfaction projects are the core business corporate products are created within projects or project services are the product itself © Becota | www.becota.org | 2010
  27. 27. Major types of projects (3/3) 3.- Depending on the type of the main result PROJECT RESULT Deliverable COULD BE SERVICE PRODUCT e.g. consulting e.g. building projects are a unique yacht is a service projects product project => If the customer buys a combination of qualified services and products we call this a hybrid project © Becota | www.becota.org | 2010
  28. 28. Types of business projects Organizing Internal Major an event cost cutting purchase Feasibility initiatives study (pre- Research project) Re-designing Outsourcing processes Setting up a regional Marketing Merging subsidary campaigns firms Building a new Re-building plant structures Implementing Piloting software / hardware international Finding a partnerships Constructing a new CEO new product Implementing new and many more… management methods © Becota | www.becota.org | 2010
  29. 29. What makes a project ? a successful project © Becota | www.becota.org | 2010
  30. 30. When do we call a project a success? 1. 2. 3. © Becota GmbH | www.becota.com | 2010
  31. 31. When do we call a project a success? Picture Source: www.infrastructurist.com © Becota | www.becota.org | 2010
  32. 32. When do we call a project a success? it disappears on due date! Picture Source: www.infrastructurist.com © Becota | www.becota.org | 2010
  33. 33. When do we call a project a success? we only use it disappears the resources on due date! previously agreed Picture Source: www.infrastructurist.com © Becota | www.becota.org | 2010
  34. 34. When do we call a project a success? we only use it disappears the resources on due date! previously agreed we deliver the expected results (type and quantity) Picture Source: www.infrastructurist.com © Becota | www.becota.org | 2010
  35. 35. When do we call a project a success? on time on budget on quality © Becota GmbH | www.becota.com | 2010
  36. 36. Project scoping scoping is the procedure of setting the parameters for each criteria on time on budget on quality © Becota GmbH | www.becota.com | 2010
  37. 37. Project controlling scoping is the procedure of setting the parameters for each criteria on time on budget on quality controlling is the procedure of managing performance against predefined parameters © Becota GmbH | www.becota.com | 2010
  38. 38. Project scoping and controlling need understanding the cost-time-quality equilibrium changing only one criteria strongly impacts the others! © Becota GmbH | www.becota.com | 2010
  39. 39. In corporate practice … what do you think, how many projects fail at least one of the three criteria? Picture source: http://learn-wealth-creation.com/blog/ © Becota GmbH | www.becota.com | 2010
  40. 40. In corporate practice … what do you think, how many projects fail at least one of the three criteria? 30-70% *depending on the type of project * Picture source: http://learn-wealth-creation.com/blog/ © Becota GmbH | www.becota.com | 2010
  41. 41. And even in case of (officially) successful projects, one criteria actually very often isn‘t met! The official version (told by the project manager) © Becota GmbH | www.becota.com | 2010
  42. 42. And even in case of (officially) successful projects, one criteria actually very often isn‘t met! The official version (told by the project manager) The business reality (told by the customers/users) © Becota GmbH | www.becota.com | 2010
  43. 43. ? What about the project lifecycle © Becota | www.becota.org | 2010
  44. 44. Standard project management life cycle Project Every project has three major phases! Source: inspired by Verzuh, E., The Fast Forward MBA in Project Management, p. 23 © Becota | www.becota.org | 2010
  45. 45. Standard project management life cycle INITIATE RUN COMPLETE Source: inspired by Verzuh, E., The Fast Forward MBA in Project Management, p. 23 © Becota | www.becota.org | 2010
  46. 46. Standard project management life cycle INITIATE RUN COMPLETE … which can be drilled down! Source: inspired by Verzuh, E., The Fast Forward MBA in Project Management, p. 23 © Becota | www.becota.org | 2010
  47. 47. Standard project management life cycle INITIATE RUN COMPLETE Define Plan Execute Close out Source: inspired by Verzuh, E., The Fast Forward MBA in Project Management, p. 23 © Becota | www.becota.org | 2010
  48. 48. Standard project management life cycle INITIATE RUN COMPLETE Define Plan Execute Close out Envision Approve Plan Set-up Kick-off Source: inspired by Verzuh, E., The Fast Forward MBA in Project Management, p. 23 © Becota | www.becota.org | 2010
  49. 49. Standard project management life cycle INITIATE RUN COMPLETE Define Plan Execute Close out Envision Approve Conceptualize Plan Produce Set-up Test Kick-off Train Source: inspired by Verzuh, E., The Fast Forward MBA in Project Management, p. 23 © Becota | www.becota.org | 2010
  50. 50. Standard project management life cycle INITIATE RUN COMPLETE Define Plan Execute Close out Envision Approve Conceptualize Plan Produce Set-up Test Document Kick-off Train Hand-over Control & Communicate Source: inspired by Verzuh, E., The Fast Forward MBA in Project Management, p. 23 © Becota | www.becota.org | 2010
  51. 51. Standard project management life cycle project effort during the lifecycle INITIATE RUN COMPLETE PROJECT EFFORT TIME © Becota | www.becota.org | 2010
  52. 52. Standard project management life cycle project effort during the lifecycle INITIATE RUN COMPLETE PROJECT EFFORT Define TIME © Becota | www.becota.org | 2010
  53. 53. Standard project management life cycle project effort during the lifecycle INITIATE RUN COMPLETE PROJECT EFFORT Plan Define TIME © Becota | www.becota.org | 2010
  54. 54. Standard project management life cycle project effort during the lifecycle INITIATE RUN COMPLETE Execute PROJECT EFFORT Plan Define TIME © Becota | www.becota.org | 2010
  55. 55. Standard project management life cycle project effort during the lifecycle INITIATE RUN COMPLETE Execute PROJECT EFFORT Plan Close out Define TIME © Becota | www.becota.org | 2010
  56. 56. Standard project management life cycle needed resources versus actual investment INITIATE RUN COMPLETE PROJECT EFFORT TIME © Becota | www.becota.org | 2010
  57. 57. Standard project management life cycle needed resources versus actual investment INITIATE RUN COMPLETE PROJECT EFFORT Should-be (in theory) TIME © Becota | www.becota.org | 2010
  58. 58. Standard project management life cycle needed resources versus actual investment INITIATE RUN COMPLETE PROJECT EFFORT Should-be (in theory) TIME © Becota | www.becota.org | 2010
  59. 59. Standard project management life cycle needed resources versus actual investment INITIATE RUN COMPLETE Releasing resources, handing Staffing, PROJECT EFFORT over to business understanding, gaining speed Highest concentration, Should-be getting things done (in theory) TIME © Becota | www.becota.org | 2010
  60. 60. Standard project management life cycle needed resources versus actual investment INITIATE RUN COMPLETE As-usually-is (in practice) PROJECT EFFORT TIME © Becota | www.becota.org | 2010
  61. 61. Standard project management life cycle needed resources versus actual investment INITIATE RUN COMPLETE As-usually-is (in practice) Underestimating PROJECT EFFORT amount of work or being frustrated by lack of understanding Facing the deadline, finally realizing that Initial excitment, things must be quickly followed by done losing interest TIME © Becota | www.becota.org | 2010
  62. 62. Standard project management life cycle needed resources versus actual investment INITIATE RUN COMPLETE As-usually-is (in practice) PROJECT EFFORT ! Should-be (in theory) TIME © Becota | www.becota.org | 2010
  63. 63. Standard project management life cycle Typical project douments INITIATE RUN COMPLETE Project Contract Project Charter Rough Require- Project ments Plan Definition © Becota | www.becota.org | 2010
  64. 64. Standard project management life cycle Typical project douments INITIATE RUN COMPLETE Project Contract Detailed Project Require- Charter Rough ments Require- Definition Test Project Conceptual Plan ments Plan Solution Definition (Models) Solution Documentation Training Plan © Becota | www.becota.org | 2010
  65. 65. Standard project management life cycle Typical project douments INITIATE RUN COMPLETE Project Contract Detailed Project Require- Charter Rough ments Require- Definition Test Project Plan Hand-over ments Conceptual Approvals Documention Plan Solution (technical & (e.g. Support Definition (Models) organizational) Info) Solution Closure Documentation Report Training Plan © Becota | www.becota.org | 2010
  66. 66. Standard project management life cycle Typical project douments INITIATE RUN COMPLETE Project Contract Detailed Project Require- Charter Rough ments Require- Definition Test Project Plan Hand-over ments Conceptual Approvals Documention Plan Solution (technical & (e.g. Support Definition (Models) organizational) Info) Solution Closure Documentation Report Training Plan Progress Progress Report Report © Becota | www.becota.org | 2010
  67. 67. Thank you very much! presentation by Frank Habermann founder of Becota and Professor of Business http://de.linkedin.com/in/frankhabermann/en
  68. 68. If you enjoyed this presentation, please let us know! You can download this presentation from the Berlin Consulting Forum -> join the forum at http://consultingforum.becota.org -> visit our corporate website at http://www.becota.com

×