Project managment Knowmads Tribe 8 2013

352 views

Published on

Published in: Education, Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
352
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Project managment Knowmads Tribe 8 2013

  1. 1. What is connected to a project?
  2. 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. 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. 4. Advantages Reduced administrative costs Better resource use Improved communication Improved performance
  5. 5. These things help Existence of common goals High costs of the adversarial approach Shared benefits of the collaborative approach
  6. 6. These things don’t Conflicting goals Lack of trust Highly formal relationship Pushing people before they are ready
  7. 7. Types of Contracts
  8. 8. Fixed Price Cost Plus AKA Lump Sum AKA Time and Materials Types of Contracts
  9. 9. Cross Cultural Factors
  10. 10. Culture is a system of shared norms, beliefs, values, and customs that bind people together, creating shared meaning and a unique identity
  11. 11. You (and I) need to make adjustments when dealing with people from other cultures.
  12. 12. Relativity of time and punctuality Culture-related ethical differences Personal and professional relationships Attitudes toward work and life
  13. 13. Culture Shock The natural psychological disorientation that people suffer when they move into a different culture
  14. 14. Successful partner relationships begin with the search.
  15. 15. And just like you have to develop a team, you have to develop partner relationships.
  16. 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. 17. Good people are hard to find. So are good business partners.
  18. 18. If you find good partners you want to stick with them
  19. 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. 20. Problem resolution Continuous improvement Joint evaluation Persistent leadership
  21. 21. It is important to Celebrate Success
  22. 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. 23. It’s about reinforcing positive behaviour
  24. 24. Partnerships fail regularly.
  25. 25. Senior management don’t support you
  26. 26. Cultural differences are forgotten or ignored
  27. 27. The wrong measurements are applied
  28. 28. The wrong incentives are in place
  29. 29. Negotiation: Art or science?
  30. 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. 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. 32. Your goal is a happy customer
  33. 33. So what makes a customer happy?
  34. 34. The negative effect of dissatisfied customers is far greater than positive effect of satisfied customers (Richins 1983)
  35. 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. 36. Every customer has performance expectations and perceptions (Parasuraman 1991)
  37. 37. Satisfaction is a perceptual relationship! Perceived performance Expected performance
  38. 38. Project managers must be skilled at managing both customer expectations and perceptions
  39. 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. 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. 41. 20 minute break
  42. 42. Project Management
  43. 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. 44. 1. What is a Project? • All projects have a beginning, a middle and an end. Beginning Middle End
  45. 45. • A definition: • “A temporary endeavor undertaken to Beginning Middle End accomplish a unique purpose”
  46. 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. 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. 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. 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. 50. Process Groups Initiate Plan Monitor & Control Implement Close • All projects typically go through these five processes
  51. 51. Assignment: In what stage of the process is your project now? Initiate Plan Monitor & Control Implement 5 minutes Close
  52. 52. Step 1 inputs Step 2 activity Step 3 Result outputs • A process is a series of actions directed towards a particular result.
  53. 53. Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)
  54. 54. The Triple Constraint Time Scope Cost Also known as the IRON TRIANGLE
  55. 55. The Quadruple Constraint Time Quality Scope • Cost Warning: Quality has many definitions
  56. 56. Assignment: check the 4 scopes and apply it on your project. Time Quality Scope Cost 5 minutes
  57. 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. 58. stakeholders Performing Organisation stakeholders Client - Sponsor Project Manager stakeholders Project Team stakeholders
  59. 59. Project Management Framework Time Management Cost Management Scope Management Quality Management Integration Management HR Management Risk Management Communication Management Procurement Management
  60. 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. 61. Figure 1.2 Project Management Framework (Schwalbe, 2006, p9)
  62. 62. Remember this? • The first four knowledge areas are • Core Functions
  63. 63. Strategic Planning
  64. 64. Strategic Planning 1. What is strategy? 2. How do projects relate to strategy?
  65. 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. 66. 5 Forces analysis Threat of New Entrants Supplier power Intensity of competition Substitutes Michael Porter’s ‘5 Forces’ – 1980’s Customer power
  67. 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. 68. Review Mission Set (SMART) Goals Develop Strategies Align Strategies to goals Implement Strategies through projects
  69. 69. SWOT = SITUATIONAL ANALYSIS Where are we now?
  70. 70. S W O T
  71. 71. Positive Negative S W O T
  72. 72. Internal S W External O T
  73. 73. Positive Negative Internal S W External O T
  74. 74. Assignment: make a SWOT analysis of your project. 10 minutes
  75. 75. Review Mission Set (SMART) Goals Develop Strategies Align Strategies to goals Implement Strategies through projects
  76. 76. S M A R T Specific Measurable Achievable Relevant Time-bound http://en.wikipedia.org/wiki/SMART_(project_management)
  77. 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. 78. Assignment: make a SMART of your project. S M A R T Specific Measurable Achievable Relevant Time-bound 10 minutes.
  79. 79. Review Mission Set (SMART) Goals Develop Strategies Align Strategies to goals Implement Strategies through projects
  80. 80. Assignment: take the model of Porter and apply it to yourproject.
  81. 81. Review Mission Set (SMART) Goals Develop Strategies Align Strategies to goals Implement Strategies through projects
  82. 82. Review Mission Set (SMART) Goals Develop Strategies Align Strategies to goals Implement Strategies through projects
  83. 83. projects
  84. 84. projects projects projects projects
  85. 85. projects projects projects projects projects projects projects projects projects projects projects projects
  86. 86. Not all project proposals make it to initiation
  87. 87. Every project idea isn’t progressed. Why?
  88. 88. Time Money Focus
  89. 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. 90. @pieterspinder Haarlem, 10th November 2013

×