Project Management I I University Of Applied Sciences Vorarlberg

Project Management II University of Applied Sciences Vorarlberg Study course: Engineering with Business Administration 4th semester 23rd and 24th March 2007 Stefan Hagen, © startup euregio Management GmbH

Learning Objectives

Students know the major concepts, models and methods in project management based on the international PM standard PMBOK ®.

Students can apply the PMBOK ® standard to projects in study and professional life.

Students know how to implement project management standards and procedures in existing organizational structures.

Students know the basic project management terminology in English.

Introduction & PM Basic Models

Project Management is everywhere © startup euregio Management GmbH, 2001-2007

PM history © startup euregio Management GmbH, 2001-2007 1950 1940 1960 1970 1980 1990 2000 Manhattan Engineering District Project (A-Bomb) Colour TV (USA) Apollo-Program (NASA) / Polaris-Program (US-Navy) Warplane Tornado Ariane Rocket Program Atomic Reactor Kalkar IBM Personal Computer Airbus A320 Spacelab Jäger ´90 SDI Programm The Genom Project ...famous R&D projects

Project-oriented Industries

automotive industry

pharmaceutical industry

mechanical engineering and construction

space industry

arm industry

electronic industry

aircraft industry

...

Most Common Projects

construction projects

conceptual projects / strategy formulation projects

IT projects

re-organization projects

R&D projects

new product development projects

feasability studies

large events

…

Line or Project Management? © startup euregio Management GmbH, 2001-2007 Problem / requirements Complexity? Project Organization Funktional Organization

Complexity? © startup euregio Management GmbH, 2001-2007

complicatedness

depends on

number of elements

number of interrelations

complexity

depends on

variety of elements

dynamic chances in interrelations

Changeability / Dynamics number / variety of system elements simple system relatively complex system complex system difficult system

Project Definition

„ A project is a temporary endeavour undertaken to create a unique product, service, or result.“

Project definition of the Project Management Institute (PMI ® ).

Project Management Definition

„ Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.“

Project management definition of the Project Management Institute (PMI ® ).

Managing a Project includes...

identifying requirements,

establishing clear and achievable objectives,

balancing the competing demands for quality, scope, time and cost,

adapting the specifications, plans, and approach too the different concerns and expectations of the various stakeholders.

Program Definition © startup euregio Management GmbH, 2001-2007 Program XY Project 1 Project 2 Project 3 Project n Project 4 „ A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.“ ongoing operations PMBOK 2004, p. 16

Sample Generic Life Cycle © startup euregio Management GmbH, 2001-2007 Cost and staffing level Time Initial Phase Intermediate Phase(s) Final Phase „ The project life cycle defines the phases that connect the beginning of a project to its end.“ PMBOK 2004, p. 19 cost of changes influence of stakeholders

Project Phases

„ The completion and approval of one or more deliverables characterizes a project phase. A deliverable is a measurable, verifiable work product such as a specification, feasibility study report, detailed design document, or working prototype.“

Deming-Cycle © startup euregio Management GmbH, 2001-2007 Plan Do Check Act 1 2 3 4

Project Management Process Groups © startup euregio Management GmbH, 2001-2007 PMBOK 2004, p. 40

Overlap of Process Groups © startup euregio Management GmbH, 2001-2007 PMBOK 2004, p. 68

Process Groups

Initiating Process Group . Defines and authorizes the project ora project phase.

Planning Process Group . Defines and refines objectives, and plans the course of action required to attain the objectives and scope that the project was undertaken to address.

Executing Process Group . Integrates people and other resources to carry out the project management plan for the project.

Controlling Process Group . Regularly measures and monitors progress to identify variances from the project management plan so that corrective action can be taken when necessary to meet project objectives.

Closing Process Group . Formalizes acceptance of the product, service or result and brings the project ora project phase to an orderly end.

9 PM Knowledge Areas (PMI © ) © startup euregio Management GmbH, 2001-2007 Integrationsmanagement Project Integration Management Projektumfangs- management Project Scope Management Zeit- und Termin- management Project Time Management Kostenmanagement Project Cost Management Qualitätsmanagement Project Quality Management Personalmanagement Project Human Resource Management Kommunikations- management Project Communications Management Risikomanagement Project Risk Management Beschaffungsmanagement Project Procurement Management

Project stakeholders © startup euregio Management GmbH, 2001-2007 PMBOK 2004, p. 25

Management Levels © startup euregio Management GmbH, 2001-2007 University of Osnabrück (2005): Comparative Market Analysis of Project Management Systems. p. 16

M-Model © startup euregio Management GmbH, 2001-2007 University of Osnabrück (2005): Comparative Market Analysis of Project Management Systems. p. 14

Project Portfolio Management (PPM) © startup euregio Management GmbH, 2001-2007

Program Management / Project Management © startup euregio Management GmbH, 2001-2007

Project Execution © startup euregio Management GmbH, 2001-2007

Project Classes (example) © startup euregio Management GmbH, 2001-2007 complexity low high max. 2months min. 2 months min. 6 months min. 18 months max. 3 departments min. 3 departments 2 - 5 departments 2 - 7 departments budget < € 2500 budget € 2500 - € 5000 budget € 5000 - € 600.000 budget > € 600.000 personnel resources < 50 working days personnel resources < 200 working days personnel resources < 400 working days personnel resources > 400 working days or and and benefit potential (p.a.) > € 100.000 benefit potential (p.a.) > € 250.000 and und Activity / Job Small Project Project Program or and and or and and or and and

Project Classes (example) © startup euregio Management GmbH, 2001-2007 Criteria A Projects B Projects C Projects strategic impact   to   to  complexity   to   to  risk   to   to  project team members > 10 5-10 < 5 involved departments 3-10 1-5 1-2 budget > € 1.000.000 € 100.000 – € 1.000.000 < € 100.000 duration > 9 months 3-9 months < 6 months

International PM Standards & PM Methodologies

International and national PM standards © startup euregio Management GmbH, 2001-2007 Project Management Body of Knowledge (PMBOK)  PM Baseline  ICB – International Competence Baseline ISO 10006

PM disciplines © startup euregio Management GmbH, 2001-2007 PMBOK® Guide Project Management Body of Knowledge Interpersonal Skills Application Area Knowledge, Standards & Regulations General Management Knowledge Skills Understanding the Project Environment

PM standards and methodologies © startup euregio Management GmbH, 2001-2007 1970‘s early 1980‘s mid 1980‘s late 1980‘s 1990‘s „ Do more with less!“ Life cycles / phases Regulations and procedures Guidlines for project life cycle general project regulations process-oriented PM, checklists

PM Methodology © startup euregio Management GmbH, 2001-2007 Project Management Process Project Processes Terminology / Definitions Project Criteria Methods / Instruments Templates / Checklists Regulations / Rules ... Project Classes / Project Categories

PM-Handbuch © startup euregio Management GmbH, 2001-2007 Das Projektmanagement-Handbuch (PM-Handbuch) ist nach DIN 69905 eine "Zusammenstellung von Regelungen, die innerhalb einer Organisation generell für die Planung und Durchführung von Projekten gelten." Quelle: www.projektmagazin.de/glossar (DIN-konform)

Projekthandbuch © startup euregio Management GmbH, 2001-2007 Das Projekthandbuch ist nach DIN 69905 die "Zusammenstellung von Informationen und Regelungen, die für die Planung und Durchführung eines bestimmten Projekts gelten sollen." Quelle: www.projektmagazin.de/glossar (DIN-konform)

Damit ist im wesentlichen das Projekthandbuch die Zusammenstellung der Planungsdokumente.

Dokumente, die im Laufe des Projekts entstehen und Ergebnisse des Projekts darstellen, gehören hingegen zur Projektdokumentation.

Für Projekthandbuch und Projektdokumentation gemeinsam findet man auch den Begriff Projekt-Akte.

Lastenheft © startup euregio Management GmbH, 2001-2007 Das Lastenheft beschreibt ergebnisorientiert die "Gesamtheit der Forderungen an die Lieferungen und Leistungen eines Auftragnehmers" (DIN 69905). Grundsätzlich sollte der Auftraggeber das Lastenheft formulieren. Es dient dann als Grundlage zur Einholung von Angeboten (Angebotsanfragen). Insbesondere bei Bauprojekten wird das Lastenheft auch als Leistungsverzeichnis (LV) bezeichnet. Quelle: www.projektmagazin.de/glossar (DIN-konform)

Pflichtenheft © startup euregio Management GmbH, 2001-2007 Im Pflichtenheft sind nach DIN 69905 die vom "Auftragnehmer erarbeiteten Realisierungsvorgaben" niedergelegt. Diese beschreiben die "Umsetzung des vom Auftraggeber vorgegebenen Lastenhefts". Weitergehende Vorgaben werden von der DIN nicht gemacht. Während das Lastenheft als Kernbestandteil die Spezifikation des Produkts und den Produktstrukturplan enthält, beschreibt das Pflichtenheft, wie der Auftragnehmer die Leistung zu erbringen gedenkt. Ein ausführliches Pflichtenheft kann auch die vollständige Projektplanung umfassen, einschließlich Termin- und Ressourcenplänen. Quelle: www.projektmagazin.de/glossar (DIN-konform)

PM Organization

Organizational structure © startup euregio Management GmbH, 2001-2007 PMBOK 2004, p. 28

Functional Organization © startup euregio Management GmbH, 2001-2007 PMBOK 2004, p. 29

Projectized Organization © startup euregio Management GmbH, 2001-2007 PMBOK 2004, p. 29

Weak Matrix Organization © startup euregio Management GmbH, 2001-2007 PMBOK 2004, p. 30

Balanced Matrix Organization © startup euregio Management GmbH, 2001-2007 PMBOK 2004, p. 30

Strong Matrix Organization © startup euregio Management GmbH, 2001-2007 PMBOK 2004, p. 31

Project-oriented companies © startup euregio Management GmbH, 2001-2007 Project-oriented Companies Strategy Structure Culture Vgl. GAREIS, Roland (2004). Happy Projects! 2. Aufl. Wien: Manz Verlag.

Project-oriented companies © startup euregio Management GmbH, 2001-2007

Project Management Office (PMO)

PMO Definition

A project management office (PMO) is an organizational unit to centralize and coordinate the management of projects under its domain.

A PMO can also be referred to as a „program management office“, „project office“, or „program office.“

Nutzenpotenziale eines PMO

bessere Projektergebnisse mit weniger Ressourcen und in kürzerer Zeit (signifikante Effektivitäts - und Effizienzsteigerung in Projekten)

Konzentration auf die richtigen und wertschöpfenden Projekte

professionelles Ressourcenmanagement und Multiprojekt-Controlling (informed decisions)

Projektmanagement als Instrument zur direkten Strategieumsetzung

organisationales Lernen, Wissensmanagement, Lessons Learned

individuelles Lernen (unternehmerisches Denken und Handeln, Führungskompetenzen, Teamfähigkeit...)

professionelles Chancen- und Risikomanagement

Vermeidung von Demotivation in der Belegschaft (klare Verantwortlichkeiten, klare Strukturen, Karrierepfad, PM Coaching...)

PMO Vision (example) © startup euregio Management GmbH, 2001-2007 The PMO ensures enterprise-wide Project Management Excellence. Improving business performance through Management by Projects.

PMO Core Functions © startup euregio Management GmbH, 2001-2007 Project Coaching & PM Training Project Portfolio Management Multi Project Controlling & Reporting Knowledge Broker & Information Plattform PM Standards Development & Facilitation PM Software Support PM Quality Assurance steering & controlling functions support functions © startup euregio Management GmbH, 2007

PMO functions in detail

PM Quality Assurance

quality check of project charters

assurance of minimum standards

Project Coaching & Training

project kick-off‘s

reduction of complexity

conflict solving

PM and software trainings

Multi Project Controlling & Reporting

key performance indicators (KPI)

support resource management

management reporting

Project Portfolio Management

portfolio analysis, reporting & facilitation

PM Standards Development & Facilitation

further development of PM process, project processes, checklists, forms, tools etc.

facilitation and scaling of PM standards

Knowledge Broker & Information Plattform

enterprise-wide sharing of best practices and lessons learned

contact point for project managers and team members

support and accelerate communication and co-ordination on all levels

PM Software Support

software customizing

service & support

IPPM – Integrated Process and Project Management Organization © startup euregio Management GmbH, 2001-2007 Executive Management PMO core functions / brain pools programs & projects business processes

value driver level

functional managers

process managers / owners

program managers

project managers

value creation level IPPM = Integrierte Prozess- und Projektmanagement Organisation © startup euregio Management GmbH, 2001 - 2007 support processes customer needs & expectations customer satisfaction support / administrative level

Project Portfolio Management (PPM)

What is a Portfolio?

„ A portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business opjectives.“

Projects – Program – Portfolios © startup euregio Management GmbH, 2001-2007 PMI 2006, The Standard for Portfolio Management, p. 6

Organizational context of PPM © startup euregio Management GmbH, 2001-2007 PMI 2006, The Standard for Portfolio Management, p. 7

Case Study: Leica Geosystems AG

Project Processes & Procedure Models

Stage Gate Model (1) © startup euregio Management GmbH, 2001-2007 Der Stage-Gate(R) Prozess setzt sich aus folgenden Phasen und Meilensteinen zusammen: 1. Meilenstein: Beurteilung von Produktideen ("Idea Screen") 2. Phase: vorläufige Untersuchung ("Preliminary Investigation") 3. Meilenstein: Zweite Beurteilung ("Second Screen") 4. Phase: genaue Untersuchung ("Detailed Investigation") 5. Meilenstein: Entscheidung über Entwicklung ("Decision to Development") 6. Phase: Entwicklung ("Development") 7. Meilenstein: Entscheidung über Testphase ("Decision to Test") 8. Phase: Test und Validierung ("Testing and Validation") 9. Meilenstein: Entscheidung zur Produktion ("Decision to Launch") 10. Phase: Produktion und Vermarktung ("Launch") Quelle: www.projektmagazin.de/glossar (DIN-konform) Quelle: http://www.maxwideman.com/papers/plc-models/fig17.gif

Stage Gate Best Practices

Entwickeln Sie hervorragende Produkte mit einzigartigen Vorteilen für die Kunden.

Arbeiten Sie mit einer starken Marktorientierung .

Bringen Sie die notwendigen Zeiten und Ressourcen auf, um Ihre Vorarbeiten zu erledigen.

Erstellen Sie schon früh während des Projekts eine klar umrissene Produktdefinition .

Arbeiten Sie mit kompetenten Teams mit Mitgliedern der verschiedensten Fachbereiche.

Leisten Sie für das Projekt qualitativ hochwertigste Arbeit .

Messen Sie die Leistung eines neuen Produkts.

Arbeiten Sie nach einem qualitativ hochwertigen, formalen Entwicklungsprozess .

Arbeiten Sie während des Prozesses mit strikten „Go/Kill"-Kriterien .

Arbeiten Sie mit klaren „Go/Kill"-Kriterien, basierend auf der Einmaligkeit des Produkts , auf der Stärke des Unternehmens und dem Grad der Marktattraktivität .

Stellen Sie sicher, dass die notwendigen Ressourcen zur Verfügung stehen.

Arbeiten Sie nach einer gut definierten und bekannten Entwicklungsstrategie .

Contact Information © startup euregio Management GmbH, 2001-2007 Stefan Hagen startup euregio Management GmbH Rheinstraße 26-27 A-6890 Lustenau +43 (0)5577 87118 www.startupeuregio.com [email_address] Free PM-Know-How: www.PM-Handbuch.com www.PM-Blog.com