da glasilo našega združenja pmi slovenija prenesemo na in … · 2018-12-01 · primer, kultura...

https://twitter.com/PMISlovenija Glasilo Združenja za projektni management PMI Slovenija, Ljubljana Chapter http://www.pmi-slo.org http://www.facebook.com/PMISlovenija Leto 5 Številka 11, 30.06.2014

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Iz vsebine

Contents

Nagovor predsednice ....... 2 From the president .......... 2 Dogajanja v združenju ..... 5 Chapter events ............... 5 Članki ............................ 9 Articles .......................... 9 Strokovni razvoj ............. 23 Professional development . 23

Maja Ferle, PMP, PMI-ACP

Uvodnik Maja Ferle, PMP, PMI-ACP urednica Časi se spreminjajo, tehnologije napredujejo in zato je bil že čas,

da glasilo našega Združenja PMI Slovenija prenesemo na sodobnejšo platformo. Odslej bo glasilo izhajalo neposredno na spletnih straneh združenja www.pmi-slo.org. Zaradi spremembe tehnologije smo imeli nekaj porodnih težav, za katere pa

predvidevamo, da jih bomo v smislu “naučenih lekcij” odpravili v prihodnosti.

Tokratna številka glasila je usmerjena bolj v splošne teme vodenja in organizacijske kulture podjetij, kar je vse povezano z okolji, v katerih izvajamo projekte. Projektni vodje nimamo vedno prostih rok pri izbiri načina vodenja in vpetosti naših projektov v okolje, zato se moramo znati prilagoditi okoliščinam. Nekaj o kulturi poslovanja podjetij piše naša članica Antonela Divić Mihaljević.

Objavljamo tudi rezultate raziskave o vedenjskih kompetencah slovenskih projektnih vodij, ki jo je izvedla Nika Gruden v okviru

svojega magistrskega dela. V zaključku ugotavlja, da je priporočljivo, da se vodje projektov nenehno izpopolnjujejo na področju vedenjskih, tehničnih in okoljskih kompetenc, kar vse prispeva k uspešnejšemu vodenju projektov.

O takih in sorodnih temah je bilo govora tudi na srečanju vodstev lokalnih združenj PMI pred konferenco PMI EMEA v Dubaju, katere se je udeležila naša članica Špela Urh Popovič. Njeno obširno poročilo s tega dogodka je prav tako del tokratnega glasila. Upam, da smo v tokratni številki glasila pripravili dovolj zanimivega

branja s področja projektnega vodenja pred dopusti in da se

srečamo spet v jeseni. Veseli bomo vaših pripomb in predlogov glede vsebine in nove oblike izhajanja glasila.

From the editor Maja Ferle, PMP, PMI-ACP editor Times change, technologies improve and it was high time that we

publish our Chapter newsletter on a more modern platform. From now on the newsletter will be published on our Chapter web site www.pmi-slo.org. Due to the new technology we faced some initial labor pains, but we expect to address them in the future by using

lessons learned. This issue of the newsletter focuses mainly on general

management themes and organizational culture which all represents the environment where we mange projects. Project managers don’t always have a choice in where or how we manage our projects with relationship to the environment so we must be able to adapt. Our member Antonela Divić Mihaljević writes about organizational culture and how it relates to projects.

We are also publishing the results of a survey on behavioral competencies of project managers by Nika Gruden for the

purposes of her Master’s thesis. She concludes that project managers should continuously improve their behavioral, technical and environmental competencies to be able to manage projects successfully.

Similar topics were also covered at the PMI Chapter leadership meeting that took place prior to the PMI EMEA conference in Dubai. Our member Špela Urh Popovič attended this meeting and she wrote a lengthy report about everything that she learned there. I hope that we prepared enough interesting project management

reading material in this newsletter and that we meet again after

our summer holidays. We look forward to receiving suggestions and comments about the format and contents of our newsletter.

https://twitter.com/PMISlovenija

http://www.pmi-slo.org/

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Nagovor predsednice From the president

Alenka Slabe, PMP

Nagovor predsednice Alenka Slabe, PMP predsednica Združenja PMI Slovenija Pozdravljene kolegice in kolegi!

Zajadrali smo v mesec julij in bližajo se poletne počitnice in dopusti. Verjetno jih že težko pričakujete. Morda boste v tem obdobju leta našli čas za branje in spoznavanje vsebin, ki vas

zanimajo. Upam, da je to tudi naše glasilo združenja PMI Slovenije, kot komunikacijske platforme za aktualne članke, intervjuje, študije primerov s področja projektnega managementa.

Strokovne vsebine plemenitimo z osebnimi izkušnjami in tako dosegamo plodno izmenjavo mnenj, dobrih praks in prenos znanja med člani s področja vodenja projektov in z njim povezanimi vsebinami.

Tokrat bom pospremila naše glasilo z izkušnjo iz delavnice Michaela Sahote o agilni kulturi z letošnje konference Projektnega vodenja v praksi.

Svojo predstavitev je pričel z vprašanjem, kaj je agilno. Agilno je predstavil kot idejo podprto z vrednotami in prepričanji. Definiral jo je kot ciljno kulturo za uspešno implementacijo rešitev.

Predstavil nam je povezavo med agilnostjo in organizacijsko kulturo. Po njegovih izkušnjah prevzemanje agilnosti spodbudi konflikt v kulturnem neskladju med timi v podjetju. Priporoča, da ozavestimo navedeno v izogib konfliktom. Navedel je študije, ki so bile izvedene v podporo agilnosti.

Da bomo uspešni, moramo pričeti razmišljati o agilnosti kot kulturi

in ne kot procesu. Za boljše razumevanje nam je predstavil Schneiderjev kulturni model. Sestavljajo ga štiri različne kulture in sicer: 1. Kultura sodelovanja

2. Kultura kontrole 3. Kultura pristojnosti 4. Kultura rasti in znanja

Letter from the president Alenka Slabe, PMP president of PMI Slovenia, Ljubljana Chapter Dear colleagues!

We are sailing into the month of July and approaching summer vacations. You are probably expecting it very hard. I am sure you will find during this time the opportunity for reading and learning

about contents of interest for yourself. I hope that this includes our PMI Slovenia Chapter newsletter as a communication platform for articles, interviews, case studies in the field of project

management. Professional content enriched with personal experience is achieving a fruitful exchange of views, practices and knowledge transfer between members in the field of project management and associated topics.

This time I am writing in foreword of our newsletter my experience from the workshop of Michael Sahota from the last conference of

Project management in practice. He started his presentation with the question of “What is Agile?” Agile is an idea supported by values and beliefs. He defined it as a

target culture for successfully implementation of solutions. There is a connection between agility and organizational culture. According to his experience agility encourage cultural conflicts between teams in the company. It is recommended to raise awareness about it in order to avoid conflict. He introduced studies that have been conducted to support agility.

To be successful, we need to start thinking about agility as a culture and not as a process. For better understanding he introduced Schneider’s cultural model. It consists of four different organizational cultures, as follows:

1. Culture of collaboration 2. Culture of control 3. Culture of cultivation 4. Culture of competence





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Spodnji diagram opisuje značilnosti modela. Vsaka kultura je predstavljena v svojem kvadrantu z imenom, opisnim citatom, sliko in nekaj besed, ki označujejo kvadrant. Z njim boste prepoznali kulturo v katero sodi vaše podjetje ali tim.

The diagram below describes its features. Every culture is represented in its quadrant with a name, descriptive quote, a picture and a few words that indicate the quadrant. You will recognize the culture in which you belong as a company or a team.

Drug vidik Schneiderjevega kulturnega modela je v oseh, ki kažejo na poudarek organizacije: A. Horizontalna os : usmerjenost k ljudem ali organizaciji B. Vertikalna os: usmerjenost k možnostim ali realnosti

Another aspect of Schneider’s cultural model is the axis pointing the focus of the organization: A. Horizontal axis: Orientation towards people or organization B. Vertical axis: Focus on the possibilities and reality




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Osi zagotavljata način za prikaz razmerja med kulturami. Na primer, kultura kontrole je bolj združljiva s sodelovanjem, kot kultura rasti. V Schneiderjevem modelu je kultura rasti nasprotna kulturi kontrole, ker je kreativnost v nasprotju s strukturo. Podobno je kultura sodelovanja v nasprotju s kompetencami.

Modeli so ustvarjeni zato, da nam pomagajo razumeti in približati realnost. Upoštevati moramo tudi manjša odstopanja za izvedbo analize. V tem modelu ni nobena kultura boljša od druge, vsaka ima prednosti in pomanjkljivosti. Glede na vrsto dela je ena kultura lahko boljša od druge.

Schneider kaže, da imajo podjetja prevladujočo kulturo z elementi

drugih treh. Spodbujanje elementov drugih kultur je smiselno dokler koristi prevladujoči kulturi. Oddelki in timi imajo različne subkulture. Te razlike lahko privedejo do konflikta. Agilna kultura je kultura sodelovanja in rasti. Več o zanimivih ugotovitvah povezanih z agilno kulturo lahko

preberete v Michaelovi knjigi »An Agile Adoption and Transformation Survival Guide: Working with Organizational Culture«, ki jo najdete na spletni strani PMI Slovenija.

This provides a way to see relationships between the cultures. For example, control culture is more compatible with collaboration or competence cultures than with cultivation culture. In the Schneider model, cultivation culture is the opposite of control culture; learning and growing is opposite of security and structure.

Collaboration is the opposite of competence. Models are an approximation of reality and it is important that we are ignoring minor discrepancies to perform analysis and have meaningful discourse. In the Schneider model, no one culture type is considered better than another. Depending on type of work, one

type of culture may be a better fit.

Schneider suggests that companies have a single dominant culture with elements from the other three. Other cultural elements are encouraged as long as they serve the dominant culture. Different departments or teams have different subcultures and they can lead to conflict. Agile is a culture of collaboration and cultivation.

More about interesting findings related to agile culture can be found in Michael’s book »An Agile Adoption and Transformation Survival Guide: Working with Organizational Culture«, can be found on the PMI Slovenia website.




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Dogajanja v združenju Chapter events

Špela Urh Popovič, PMP

Srečanje PMI EMEA vodstev lokalnih združenj Špela Urh Popovič, PMP Srečanje vodilnih članov lokalnih združenj PMI, ki je organizirano vsako leto za področje EMEA in ločeno za Ameriko, je letos

potekalo v Dubaju in sicer od 2. do 4. maja. Srečanja sem se udeležila drugič, prvič sem bila na tem srečanju v Amsterdamu leta 2009. Srečanje poteka vedno neposredno pred PMI EMEA globalnim kongresom, ki se je tudi letos pričel 5. maja v Dubaju.

Letošnjega srečanja se je udeležilo več kot 250 udeležencev iz celega sveta. Srečanje je v osnovi namenjeno PMI lokalnim

združenjem in aktivnim članom prostovoljcem, ki se tam najobširneje seznanijo z delovanjem največjega globalnega združenja projektnega vodenja ter spoznajo dobre prakse posameznih lokalnih združenj v okviru EMEA, ki tam predstavijo svoje delo in dosežke.

Predstavljene so tako rešitve in izzivi lokalnih združenj kot tudi PMI kot celote, ki je v zadnjem času uvedla veliko novosti za prostovoljce, ki delujejo v okviru združenja. Predvsem pa je

dogodek namenjen mreženju s člani PMI drugih držav in vodilnimi PMI kot globalne organizacije. Celoten dogodek je potekal v okviru več tematskih sklopov:

• akademsko sodelovanje, • upravljanje lokalnih združenj, • razvoju vodilnih veščin, • trženju oz. marketinškim dejavnostim v okviru združenja, • članstvu, • novim vodjem lokalnih združenj, • orodjem in virom, ki so na razpolago v PMI ter

• koordinacija in vodenje članov prostovoljcev.

Organizacija PMI, ki obstaja že od leta 1969, še vedno predstavlja vodilno združenje za projektno vodenje in ima že skoraj 500.000 članov, kar predstavlja približno 10% vseh tistih, ki po marketinških ocenah delajo na projektih v celoti, to je 51 mio.

PMI EMEA Chapter leadership meeting Špela Urh Popovič, PMP The annual PMI EMEA leadership meeting that is organized separately for EMEA and the Americas took place this year in Dubai

from May 2-4. This was the second time I attended this meeting after Amsterdam 2009. The meeting is always scheduled just prior to the PMI EMEA global congress which started this year on May 5 in Dubai.

More than 250 attendees from all over the world joined this year’s meeting. The main purpose of the meeting is to allow members of

PMI Chapters and active volunteers to become familiar with the largest global project management organization and to exchange best practices among local Chapters within EMEA in the form of presenting their activities and achievements. We learned about solutions and challenges in local chapters as well

as from PMI as a whole who recently introduced many new opportunities for volunteers who are active in the organization. The ultimate purpose of the meeting is for networking with individuals

from PMI Chapters from various countries as well as with PMI global leadership. The meeting was organized into several themes:

• academic cooperation, • local Chapter management, • leadership skills development, • sales and marketing activities within Chapters, • membership, • introduction for new Chapter leaders, • tools and technologies that are available from PMI and

• coordination and management of volunteer members.

The PMI organization, active since 1969, is still the leading global project management organization and now has close to 500.000 members, which represents about 10% of all individuals who according to marketing estimates work on projects, that is around

51 million.





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Srečanje PMI EMEA vodstev lokalnih

združenj Špela Urh Popovič, PMP

PMI EMEA Chapter leadership meeting Špela Urh Popovič, PMP

Na srečanju je bilo predstavljeno veliko novosti v PMI za povečanje uspešnosti projektov, ena od teh je prav gotovo širitev palete certifikatov, s čimer bi povečali znanja in usposobljenost za področja, ki najbolj vplivajo na potek projektov. Velik poudarek dogodka je bil na veščinah in znanju s področja vodenja, saj je

globalna finančna kriza ravno na tem področju naredila največ škode. Poleg tega je kriza prinesla vedno bolj neučinkovite poslovne procese ter nemotiviranost zaposlenih, kar je možno izboljšati le z dobrim in učinkovitim vodenjem organizacij.

Vodenje in delovanje prostovoljnih organizacij in združenj je tako še pod večjim izzivom, saj nima klasičnih orodij vodenja profitnih

organizacij, ampak mora znati prostovoljce motivirati na druge načine. Tej temi je bilo namenjeno več predavanj.

At the meeting we learned about many new approaches for ensuring project success. One of these is definitely increasing the range of certifications which contributes to improving knowledge and competence in the areas that affect project delivery. A major topic at the meeting was the awareness of leadership skills because

the global financial crisis left its mark in this area. In addition, the crisis left in its wake inefficient business processes and unmotivated employees, which in turn can be remedied with competent and efficient leadership.

Managing PMI Chapters is thus even more challenging as it doesn’t involve typical tools of managing for profit organizations but is left

to motivate members in other ways. Several presentations addressed this topic.

Špela Urh Popovič (druga z leve) na srečanju v Dubaju /

Špela Urh Popovič (second from left) at the meeting in Dubai

Udeleženci srečanja iz Regije 8 / Members from Region 8




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Pred uradnim pričetkom so bili organizirani posamezni sestanki za vsako od 3 regij, ki so vključene v področje EMEA (Evropa, Srednji vzhod in Afrika), naše združenje pripada regiji 8. Na sestanku naše regije so bila predstavljena lokalna združenja (Chapters) regije in naše združenje se lahko pohvali, da imamo članstvo v našem

združenju Slovenije številčno skoraj izenačeno s članstvom v globalnem PMI, kot tudi izjemno visokim številom certificiranih članov. Za druge države to večinoma ne velja oz. so odstopanja zelo velika.

Na kratko sem predstavila naše združenje in delovanje in lahko povem, da se naše prostovoljno delo v združenju, kljub majhnem

številu članov, z lahkoto kosa z veliko večjimi združenji. Uvodni del dogodka je bil namenjen predstavitvi strategije globalnega PMI. Predsednik združenja Ricardo Triana je predstavil vizijo in strateške usmeritve PMI, CEO Mark Langley pa plan izvedbe te strategije.

V globalnem PMI trenutno tečeta tudi dva velika projekta in sicer uvajanje ERP sistema in poenotenje obvladovanja odnosov s strankami (CRM), kjer stranke seveda predstavljajo vse udeležence

oz. stakeholderje, s katerimi PMI sodeluje – večinoma s člani, vendar tudi s sponzorji in ostalimi neprofitnimi organizacijami ter institucijami za standardizacijo.

At the beginning of the meeting, each of the 3 regions that are included in EMEA (Europe, Middle East and Africa) had its own meeting. Our Chapter belongs to region 8 and we had a meeting where we learned about other Chapters within this region. We are proud that our Chapter’s relative number of members is almost the

same as the relative number of members in global PMI as well as that we have a very high number of members with certifications. Other countries have considerably fewer members and certifications.

I briefly presented about our Chapter’s activities and I can confirm that activities in our Chapter, despite its small number of

members, are easily comparable to other larger Chapters. The initial part of the meeting was dedicated to global PMI strategy. The president of PMI Ricardo Triana presented the vision and strategic goals while the CEO Mark Langley explained the plan to achieve these strategic goals.

Currently two major projects are undergoing in global PMI: one is the implementation of an ERP system and the second is the implementation of a uniform customer relationship management

(CRM) system. Customers are all stakeholders with which PMI interacts, this of course includes its members as well as sponsors, other not for profit organizations and standardization institutions.






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Zanimiva informacija je bila prevzem portala projectmanagement.com, ki je izjemno razširjen portal za projektne vodje. Po novem lahko člani PMI brezplačno uporabljajo ta portal, kjer ob registraciji navedejo svoje uporabniško PMI ime in geslo. Prevzem portala predstavlja veliko dodano vrednost za

člane PMI. Na področju certificiranja smo dobili še nekaj novih certifikatov, saj je sedaj na voljo že 9 strokovnih certifikatov, ki formalno potrjujejo znanja in veščine projektnih vodij na različnih področjih od vodenja

projektov, programov, portfeljev do povsem novega certifikata za poslovne analitike. Le ta zadnji je bil vzpostavljen z namenom

zmanjševanja tveganj pri obvladovanju uporabniških zahtev na projektih, ki so se izkazale kot velik izziv in kot eden izmed glavnih razlogov za neuspeh. Veliko izkušenj in dobrih praks so predstavili tudi predstavniki posameznih lokalnih združenj, ki se trudijo izboljšati delovanje

lokalnih združenj in ozaveščanju lokalnih okolij glede projektnega vodenja. Tako kot mi se srečujejo s problemi kratkega mandata vodstva združenj, ki mora v najkrajšem času osvojiti delovanje in vizijo PMI kot celote, da bi lahko vodilo in motiviralo prostovoljce

lokalnega PMI združenja. Na srečanju je bilo predstavljenih veliko dobrih praks in rešitev, ki

jih lokalna združenja nudijo svojim članom ter tudi kako jih motivirajo. Velik poudarek je bil tudi na sodelovanju z akademskimi ustanovami in šolami, da bi projektno vodenje približali čim večji populaciji bodočih projektnih vodij. Udeležbo na srečanju priporočam vsako leto, saj je dogodek izjemno pomemben za ohranjanje obveščenosti o delovanju

organizacije PMI, viziji, strategijah in iniciativah. Informacije o dogodku sem že predala izvršnemu odboru našega združenja, če

pa kdo želi več informacij ali pa dostop do tamkajšnjih predavanj, naj pogleda našo spletno stran, kjer so vse informacije o tem.

An interesting information was that PMI acquired the portal projectmanagement.com, a very popular project management web site. PMI members are now able to use the information on this portal free of charge just by logging in with their PMI username and password. The content of the portal contains valuable new

sources of information for PMI members. With respect to certification there are now 9 formal certifications in various project management related areas of knowledge, including project management, program management, portfolio

management as well as a new certification for business analysts. This last certification was introduced in order to help reduce risk in

managing project requirements, which is one of the main reasons for project failure and present huge challenges in completing projects successfully. Representatives of local PMI Chapters shared their experiences and best practices about their activities and increasing awareness of

project management in their local chapters and their environments. Just like our Chapter they also struggle with short terms of elected Chapter leaders who have to become familiar with the PMI vision in a very short time to be able to effectively lead and motivate

members. Many best practices and solutions were presented at the meeting

that can be shared between Chapters. There was also much talk about cooperation with academic institutions and schools in order to introduce project management to the the population of future managers. The annual Chapter leadership meeting is very valuable to Chapter leaders in order to stay abreast of PMI activities, vision, strategy

and initiatives. I already informed our executive committee about everything that I learned at the meeting and there is more

information available on our website.





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Članki Articles

Antonela Divić Mihaljević

Kultura poslovanja podjetij Antonela Divić Mihaljević Ljudje so ključni za uspeh organizacije. Zadovoljni zaposleni vplivajo na zadovoljstvo strank, kar posledično vpliva na uspešno

poslovanje. Po SSKJ (Slovar slovenskega knjižnega jezika) je kultura skupek dosežkov, vrednot človeške družbe kot rezultat človekovega

delovanja, ustvarjanja. Kultiviranost je stopnja usklajenosti s splošno veljavnim načelom, normam, pravilom ustrezajočih lastnosti, primer – kultivirana organizacija.

Kultura podjetja po Schneider-ju (Schneider, William E. The Reengineering Alternative: A Plan for Making Your Current

Culture Work. Burr Ridge, 1994) omogoča red in strukturo, obvešča ljudi o dobrih/slabih straneh podjetja, določa kdo ima/nima moč ter veliko govori o organizacijski strukturi. Schneiderjev model vsebuje sodelovanje (angl. Collaboration), kontrolo (angl. Control), prilagojenost (angl. Cultivation) in strokovnost (angl. Competence).

Company culture Antonela Divić Mihaljević People are key to successful organizations. Engaged workers lead to delighted customers who are in turn directly linked to financial

success. According to the Merriam-Webster online dictionary, culture is a way of thinking, behaving, or working that exists in a place or

organization (such as a business).

In his book The Reengineering Alternative: A Plan for Making Your Current Culture Work (Burr Ridge, 1994)

author William E. Schneider defines company culture as a combination of rules and structure, informing people about the good and the bad within the company, outlines the

reporting hierarchies and elaborates on organizational structure. Schneider’s model includes Collaboration, Control, Cultivation and Competence.




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Članki Articles

Kultura poslovanja

podjetij Antonela Divić Mihaljević

Company culture Antonela Divić Mihaljević

Schmeiderjev model

Rezultati raziskave, ki je bila izpeljana maja 2010 na podlagi

odgovorov 120+ anketirancev:

Results of a survey that was conducted in May 2010 based on

120+ respondents:

Vir / Source: Michael Spayd

Schneider's model

Rezultati raziskave, ki je bila izpeljana februarja 2014 na podlagi

odgovorov 40+ udeležencev konference Projektno vodenje v praksi

2014:

Results of a survey that was conducted in February 2014 at the

conference Project management in practice 2014 based on 40+

respondents:

Vir: konferenca Projektno vodenje v praksi 2014 /

Source: conference Project management in practice 2014




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Članki Articles

Kultura poslovanja podjetij Antonela Divić Mihaljević

Company culture Antonela Divić Mihaljević

Katera je dominantna kultura našega podjetja? Za odgovor na to

vprašanje moramo raziskati zgodovino, sedanjost in prihodnost.

Osredotočeni smo na več vidikov:

Na kaj smo osredotočeni?

Which is the dominant culture in your company? To answer this

question we must search for answers in the past, in the present

and in the future. We must focus on many aspects:




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Nika Gruden

Razvitost vedenjskih kompetenc slovenskih managerjev projektov Nika Gruden Po mnenju mnogih je učinkovita izvedba projekta v največji meri

odvisna od managerja projekta, pri čemer se le-ta poslužuje značilnih prirojenih ali priučenih veščin (ang. skills), ki so lahko tehnične ali strokovne narave, izvirajo iz osebnosti ali so povezane z okoljem. Kadar posameznik z rezultati svojega dela dokaže, da je

osvojil potrebne veščine in se jih uspešno poslužuje, pravimo, da je kompetenten. V zadnjem času so se tako v stroki pojavili tudi različni nabori veščin in kompetenc, pomembnih za posamezna

dela, pri čemer je na področju projektnega managementa najbolj poznan model kompetenc mednarodnega združenja za projektni management (IPMA), IPMA Competence Baseline (ICB), katerega so avtorji poimenovali tudi »oko kompetenc« projektnega managerja (Coupin, G., Knoepfel, H., Koch, G., Pannenbäcker, K., Perez-Polo, F., & Seabury, C. (2006). ICB International

Competence Baseline. (3th ed.). Nijkerk: International Project Management Association).

ICB 3.0 (trenutno je aktualna tretja verzija, izdana leta 2006) vključuje 46 pomembnih kompetenc projektnega managerja, ki so jih avtorji razdelili v tri skupine – tehnične (metode in tehnike), vedenjske (vodenje ljudi) in kompetence okolja (povezanost s

strategijami, zakonodajo, ipd). V primerjavi z ICB 2.0 iz leta 1999 je največja sprememba v naboru vedenjskih kompetenc, saj je ICB 2.0 imela vključene le štiri vedenjske kompetence (timsko delo, voditeljstvo, komunikacije, reševanje konfliktov in kriz), sedem let kasneje v tretji verziji pa so jih vključili kar petnajst. To nakazuje na dejstvo, da je delo z ljudmi zelo pomemben dejavnik uspešnosti projektov.

In kako je s kompetencami v slovenski praksi? Leta 2011 smo z namenom ugotovitve stanja in dviga zavedanja pomembnosti vedenjskih kompetenc izvedli raziskavo med slovenskimi projektnimi managerji, v kateri smo jih pozvali, naj ocenijo stanje vedenjskih kompetenc projektnih managerjev v njihovem podjetju

oziroma instituciji, hkrati pa nas je zanimalo tudi to, kako pomembne se jim zdijo vedenjske kompetence za učinkovito izvedbo projektov.

Development of behavioural competencies of Slovenian project managers Nika Gruden According to many experts, effective project implementation

largely depends on the project manager who uses innate or learned skills that may be technical or specialized in nature arising from his personality or related to the environment. When an individual proves with the results of his work that he acquired the necessary

skills and successfully uses them we say that he is competent. Different sets of skills and competencies became recently relevant for each field. For the filed of project management competences of

the International Association for Project Management (IPMA) , IPMA competence Baseline (ICB) became the best known model also known as “The Eye of Competence ” (Coupin, G., Knoepfel, H., Koch, G., Pannenbäcker, K., Perez-Polo, F., & Seabury, C. (2006). ICB International Competence Baseline. (3th ed.). Nijkerk: International Project Management Association).

ICB 3.0 (current version, published in 2006) includes 46 major competences of the project manager which the authors divided into

three groups – technical (methods and techniques), behavioral (people management) and contextual competencies (link strategies, legislation, etc.). The biggest change compared to ICB 2.0 from 1999 is in the set of behavioral competencies since ICB

2.0 included only four behavioral competencies (teamwork, leadership, communication, conflict resolution and crisis management) while seven years later in the third version there are fifteen included. This points to the fact that working with people is a very important factor for project success. Here we ask ourselves what is the situation with competences in

Slovenian practice?In order to determine the situation and raise

the awareness of the importance of behavioral competencies we conducted a survey among Slovenian project managers in 2011 in which we not only asked them to assess the state of behavioral competencies of project managers in their company or institution but were also interested in how important they consider behavioral

competencies for effective implementation of projects.





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kompetenc slovenskih managerjev projektov Nika Gruden

Behavioural compe-

tencies of Slovenian project managers Nika Gruden

Aljaž Stare (Stare, A. (2011). Projektni management: teorija in praksa (1. natis) Ljubljana: Agencija POTI, Izobraževalna, svetovalna in založniška družba) je ob proučevanju različnih naborov veščin/kompetenc uveljavljenih strokovnjakov (Charvat, Heerkens, Heldman, Kerzner, Lewis, Meredith & Mantel, Newell,

Philips, Thomsett, Verzuh) ugotovil, da z združitvijo vseh kompetenc, ki jih izpostavljajo avtorji, sestavimo “IPMA oko kompetenc”, zato za potrebe raziskave nismo razvili svojega modela, ampak smo uporabili kar nabor vedenjskih kompetenc po ICB 3.0 (navedene so v nadaljevanju, Slika 1).

Ker so avtorji vsako kompetenco podrobneje opredelili s

podtemami, smo te uporabili tudi mi, čeprav smo iz vsake kompetence izvzeli le tri najbolj pomembne podteme, saj bi bil vprašalnik v nasprotnem primeru preobsežen. Anketirance smo pozvali naj ocenijo stanje podtem z ocenami od 1 do 5, pri čemer so bile obrazložitve ocen (prisotnost kompetence)

naslednje: 5 – zelo visoka, 4 – visoka, 3 – zadovoljiva,

2 – nizka in 1 – ni prisotna.

Oceno stanja kompetenc smo dobili z izračunom povprečja ocen podtem kompetence. Tudi pomembnost kompetenc so anketiranci ocenili z ocenami od 1 do 5: 5 – nujna za učinkovito izvedbo projekta, 4 – pomembna, 3 – srednje pomembna, 2 – nepomembna,

1 – sploh ni pomembna.

Vprašalnik je bil poslan na 900 naslovov projektnih managerjev v Sloveniji, prejeli pa smo le 70 odgovorov (7,77 % odzivnost), kar bi lahko kazalo na nizko zavedanje glede pomembnosti vedenjskih kompetenc slovenskih projektnih managerjev.

V nadaljevanju podrobneje predstavljamo tri najbolje in tri najslabše ocenjene kompetence glede na povprečno ocenjeno stanje.

Aljaz Stare (Stare, A. (2011). Project Management: teorija in praksa (1st edition) Ljubljana: Agencija POTI, Izobraževalna, svetovalna in založniška družba) studied different sets of skills and competencies by established experts (Charvat, Heerkens, Heldman, Kerzner, Lewis, Meredith & Mantel, Newell, Philips, Thomsett,

Verzuh) and found that by merging all competencies highlighted by the authors we get the “IPMA Eye competence model” so for the purposes of research we did not develop our own model but used the set of behavioral competencies developed by ICB 3.0 (listed below, Figure 1).

Since the authors developed specific sub-topics for each

competency we decided to use the same sub-topics even though for each competence we selected only the three most important sub-elements, since the questionnaire would otherwise be too extensive. Respondents were invited to assess the status of competence sub-

topics with marks from 1 to 5 (presence of competence) as follows: 5 – very high, 4 – high, 3 – satisfactory,

2 – low and 1 – is not present.

We obtained the results by averaging the ratings of elements for the competencies. Respondents evaluated the importance of competencies with grades from 1 to 5: 5 – necessary for the effective implementation of the project, 4 – important, 3 – intermediate, 2 – unimportant,

1 – not at all important.

The questionnaire was sent to 900 addresses of project managers in Slovenia and we received only 70 responses (7.77% response rate) which could indicate a low awareness of the importance of behavioral competencies within Slovenian project managers.

Below we detail three best and three worst rated competencies in relation to the average level.





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Slika 1: Povprečne ocene stanja kompetenc /

Figure 1: Average competence levels

Ugotovili smo, da so v podjetjih anketiranih najbolj prisotne

naslednje kompetence:

1. Učinkovitost (3,30): Slovenski managerji se zavedajo, da mora biti manager pri svojem delu učinkovit in hkrati poudarjati učinkovito izvajanje aktivnosti v svojem timu. Od podtem je najbolj prisotna učinkovitost pri socialnih in okoljskih stroških (3,51) – današnji trend je, da manager obvladuje stroške, povezane z okoljem, ker so z njimi povezani tudi prihodnji prihranki

(recikliranje in ponovna uporaba surovin). Z ustreznim ravnanjem

We have found the presence of the following competencies in most

companies we surveyed :

1. Efficiency (3,30): Slovenian managers are aware that managers need to be effective in their work and produce agreed deliverables by their team. The most important sub-topic for this competence was presence of social and environmental costs (3.51) – today’s trend is that the manager manages costs related to the environment because they are considered as future savings

(recycling and reuse of raw materials). Proper treatment of the




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v okolju vpliva na zdravje zaposlenih, lokalnega prebivalstva ter pridobi konkurenčno prednost s proizvodnjo ekološko nespornih izdelkov. Ostali dve visoko ocenjeni podtemi sta energijska učinkovitost, ki velja tako za izvedbo projektnih aktivnosti kot za končni rezultat projekta ter učinkovitost virov (3,37), ki jih

manager vključuje v kratkoročne in dolgoročne plane. 2. Sprostitev (3,19): Percepcija omogoča, da manager gradi celotno sliko skozi svoja čutila. Obnavljanje managerjevega duha, revitaliziranje telesa in sproščanje stresa so pomembna opravila, ki

jih mora manager zaradi mnogih stresnih situacij redno opravljati. Manager je sposoben fizičnega in psihičnega sproščanja sebe in

članov tima, opazi, kdaj je sprostitev potrebna in spodbuja metode sproščanja v timu. Po ocenah podtem regeneriranje in revitaliziranje(3,24), zavedanje za sprostitev (3,20) ter ravnovesje med delom, družino in prostim časom (3,13) se sprostitev uvršča med pomembnejše kompetence.

3. Obvladovanje konfliktov in kriz (3,01): Zaradi časovnega pritiska pri projektnem delu in hitrega sprejemanja odločitev ter pripadajočega stresa, je tudi obvladovanje konfliktov in kriz vse pomembnejša kompetenca. Manager izbira ključne in

izkušene člene kriznega tima (3,00) in postavi v ospredje bogato »face-to-face« komunikacijo (Vilcins Clark, C. (2008). The Impact of Deadline Reminders on Task Efficiency in Project Management: A

Q. Methodology Study.Washington: Walden University, str. 147), saj se konflikti tako hitreje in bolj učinkovito rešujejo (2,97). V kriznem timu manager deluje kot mediator (3,04), posluša obe strani, sprejema predloge, ne da bi se počutil osebno napaden ter tehta in usmerja izbrane rešitve. Na tem mestu izpostavimo še voditeljstvo (2,79), saj smo

pričakovali (zaradi prepričanja številnih avtorjev), da bo raziskava največjo prisotnost pokazala ravno pri tej kompetenci, ker se

pomembne veščine vodje običajno prepletajo tudi z ostalimi kompetencami (Young, T. L. (2007). The handbook of project management (2nd ed.) London: Kogan Page, str. 61). V raziskavi smo izpostavili prirojeno avtoriteto in moč (3,11), vodstvene stile

(2,89), mentorstvo (2,76) ter delegiranje (2,41).

environment affects employees health as well as local population and gains a competitive advantage while producing organic products. The other two highly rated sub-topics are energy efficiency related to project implementation and project end results and resource efficiency (3.37) that are included in the

short-term and long-term project plans. 2. Relaxation (3.19): Good perception allows the manager to build the entire image through his senses. Due to many stressful situations a manager must be able to regularly restore the spirit,

revitalize the body and release stress. A manager must be proactive in discovering the reasons for tensions and promote

relaxation methods in the team. According to results sub-themes regenerating and revitalizing (3.24), awareness for relaxation (3.20) andbalance between work, family and leisure time (3.13) are considered the most important sub-topics. 3. Conflict and crisis management (3.01): Conflict and

crisis management is also a very important competence due to time constraints in project work and the pace of decision making and the associated stress. The manager selects the crisis management team (3.00) and emphasizes rich “face-to-face”

communication ((Vilcins Clark, C. (2008). The Impact of Deadline Reminders on Task Efficiency in Project Management: A Q. Methodology Study. Washington: Walden University, p. 147) since

that is how conflicts get solved more quickly and efficiently (2.97). The manger acts as a mediator (3.04) within the crisis management team listening to both sides, making proposals without feeling personally attacked , weighing and directing solutions. At this point we can also expose Leadership (2.79) due to our

expectation (according to many authors) that this competence will be highly rated since it usually interacts with other competencies

(Young, TL (2007). The Handbook of Project Management (2nd ed.) London: Kogan Page, p. 61). In this study we highlighted innate authority and power (3.11),leadership styles (2.89), mentoring (2.76) and delegation (2.41).





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Pred leti je tudi slovenski avtor v raziskavi prepoznal slovenskega karizmatika, vendar je ta neizrazit, kar pripisuje pomanjkanju modelov managerskega obnašanja; karizme ne izraža, tudi če jo ima, ker okolje ne spodbuja izpostavljanja posameznikov (Ložar, B. (2002). Značilnosti Slovenskega managerja kot voditelja ljudi

(magistrsko delo). Ljubljana: Ekonomska fakulteta, str. 68–82). Večkrat pa gre tudi za pomanjkanje komunikacije z zunanjimi in notranjimi sodelujočimi. Vzorec izhaja iz zgodovine, ko je trdo delo (predvsem fizično) pomenilo blagor ljudi, a so dandanes pomembnejše sposobnosti – delati premišljeno.

Managerji se razlikujejo od voditeljev v dejstvu, da se razlikujejo

vrednote in osebne lastnosti enega in drugega (Bennis, W., & Nanus, B. (1985). Leaders: The Strategies for Taking Charge. New York: Harper Perennial, str. 21). Pri tehtanju sposobnosti voditelja tako nastaja dilema, ali je strokovnjak res dober manager. Običajno managerju, ki tako napreduje, manjkajo voditeljske spretnosti, a so dobri mentorji v stroki (Jeston, J., & Nelis, J.

(2008). Management by Process. Oxford: Butterworth-Heinemann, str. 130). V prihodnosti bodo voditelji nosili pomembno vlogo pri doseganju ekonomskih rezultatov, vendar brez prirojene avtoritete, ekspertne moči, zaupanja in močne karizme, ki navdihuje

sodelavce okoli sebe, ne bo mogoče uspešno voditi projektov. Najslabše ocenjene kompetence pa so:

1. Etika (2,65): Ocena stanja komeptence nas ni presenetila, saj že splošen pogled na dogajanje v Sloveniji prikazuje nizko raven etike in morale, pa ča pogledamo v politiko ali gospodarstvo – korupcija, utaje davkov, neetično okoljsko ravnanje itd. Od managerja se zato pričakuje, da je etika njegova močna vrednota ter da pozna moralne norme in delovanja, ki jih pri timskem delu

ter vplivu projekta na okolje vedno upošteva. Pravila v organizaciji lahko manager združi v etični kodeks (2,79). Manager se zaveda,

kaj je prav in kaj ne v določeni situaciji, deluje transparentno (2,76) in solidarno (2,40), vzdržuje projektno integriteto in je odprt glede osebne in poklicne etike.

In a study by a Slovenian author a few years ago the Slovenian charismatics role was recognized, but it is not exposed due to the lack of models of managerial behavior. Even if one has charisma he does not reflect it because the environment does not encourage it (Ložar, B. (2002). Features of the Slovenian manager and leader

(master’s thesis). Ljubljana: Faculty of Economics, p. 68 -82). Often it is also a lack of communication with internal and external parties. Some of it derives from the history when hard work (especially physical) lead to the individual’s well-being whereas nowadays working smart is considered the most important skill.

Managers differ from leaders in the fact that they have different

values and personal characteristics (Bennis, W., & nanus, B. (1985). Leaders: The Strategies for Taking Charge . New York: Harper Perennial, p. 21). When assessing leadership capacity there is a dilemma of whether a subject matter expert is really a good manager. Usually a manager who was previously a good subject matter experts proves to be a great mentor (Jeston, J., &

Nelis, J. (2008). Management by Process . Oxford: Butterworth-Heinemann, p. 130). In the future, leaders will bear an important role in achieving economic results, but lacking inherent authority, expert power, confidence and a strong charisma that inspires team

members one will not be able to run a successful project. The worst rated competencies are:

1. Ethics (2.65): The assessment of this competence did not surprise us since the general outlook in Slovenia shows a low level of ethics and morals looking at politics or the economy – corruption, tax evasion, unethical environmental management, etc. It is expected that managers demonstrate high ethical standards and strong values, and takes into account the impact of the project

on the environment. Sometimes the accepted conduct of behavior in an organization is included in a code of conduct (2.79). The

manager must be aware of right and wrong in a particular situation, is transparent (2.76) and demonstrates solidarity (2.40), maintains the integrity of the project and is open regarding personal and professional ethics.





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2. Vztrajnost (2,61): Manager ima jasno zastavljene cilje, stremi k rezultatom in je vztrajen. Njegovo osebno prepričanje (2,47) se (vsaj delno) sklada s cilji projekta, kar mu omogoča še dodaten zagon. Manager je samozavesten (2,57), navodila podaja jasno, storji za svojimi odločitvami in se obnaša diplomatsko(2,79).

Kot vidimo, ocenjeno stanje ni ravno visoko, zato lahko trdimo, da v podjetjih anketiranih slovenskih projektnih managerjev ta kompetenca ni v taki meri prisotna, kot bi si želeli. Morda stanje lahko pojasnjujemo z zgodovino Slovencev in (ne)občutkom pripadnosti. Slovenskim managerjem je izziv postati

samozavestnejši, zato je priporočljivo, da si manager ne postavlja nerealnih ciljev, ni domišljav, ne zavlačuje z odločitvami (kar

pomeni, da je obtičal na določenem mestu), se spopada z dvomi in strahove premaga (Duncan, B. (2013) What Stops Managers Delegating?). Manager gradi samozavest počasi iz malega, uporablja povratne informacije in nadgrajuje svoje vedenje. Tudi če naredi napako, se mora zavedati, da je človek, ki se na napakah uči in raste.

3. Odprtost (2,58): Ko smo omenjali vzorec slovenske mentalitete v povezavi z vodenjem, bi lahko poiskali vzrok tudi za nizek rezultat pri odprtosti managerjev. Slovenski manager ni

dovolj splošno razgledan (2,59), je zadržan pri dostopnosti (2,76) in ima kar nekaj predsodkov, kar je pokazala podtema odprtosti do razlik v starosti, spolu, spolni usmerjenosti, veri, kulturi in

invalidnosti (2,39). Od managerjev se pričakuje večja prilagodljivost kateremu koli sprejemniku in situaciji. Dejstvo je, da si nekateri ljudje niso »všeč« oziroma »se ne ujamejo« (Čuk, M. (2002). Lastnosti, sposobnosti in znanja, ki jih potrebuje vodja, da bi uspešno vodil tim (diplomsko delo). Ljubljana: Ekonomska fakulteta, str. 18), vendar mora manager obvladati tudi take situacije, ponuditi sodelavcem enake možnosti za delo,

strankam ponuditi najboljšo ponudbo, stalno odkrito komunicirati navznoter in navzven.

2. Perseverance (2.61): A manager has clear objectives, wants to achieve results and is persistent. His personal belief (2.47) is (at least partially) in line with that of the project which gives him further momentum. The manager is confident (2.57), gives clear instructions, is committed to his decisions and behaves

diplomatically (2.79). As we can see, this competence is not rated as highly as we would like it to be among Slovenian project managers. Perhaps the situation reflects the Slovenian history and the sense of not belonging. Slovenian managers find it challenging to become more confident so it is recommended that the manager

does not set unrealistic goals that cannot be achieved, is not arrogant, does not delay decisions (meaning that he or she is not

stuck in a certain place) and faces and overcomes and doubts and fears (Duncan, B. (2013) What Stops Managers Delegating?). A manager builds confidence slowly step-by-step, applying received feedback and improving their behavior. Even if they make a mistake, they should be aware that they are human who learn from mistakes and grow.

3. Openness (2.58): We could find the reason for the low score on openness when we take in consideration Slovenian mentality in relation to leadership traits. The Slovenian manager

does not have a general outlook (2.59), is not accessible (2.76) and is biased when it comes to differences in age, gender, sexual orientation, religion, culture or disability (2,39). It is generally

expected that managers increase their flexibility regardless of the receiver or the situation. It is a fact that some people dislike others (Čuk, M. (2002). Lastnosti, sposobnosti in znanja, ki jih potrebuje vodja, da bi uspešno vodil tim (diplomsko delo). Ljubljana: Ekonomska fakulteta, p. 18) but managers must be able to cope with such difficult situations, offer their employees equal opportunities for work, offer customers the best possible deals and

always be prepared to openly communicate bith within and outside their organization.





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Tabela 1: Stanje posameznih podtem vedenjskih kompetenc projektnih managerjev





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Table 1: Level of sub-topics for specific behavioural competences of Slovenian managers





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Kako so slovenski managerji ocenili pomembnost vedenjskih kompetenc? Poleg stanja kompetenc nas je zanimalo tudi kakšno pomembnost za učinkovito izvedbo projektov pripisujejo slovenski projektni

managerji posameznim kompetencam. Analizo smo narediti v dveh korakih, v prvem smo zgolj z enim vprašanjem prosili anketirane, da izpostavljajo kompetence, ki jih prepoznajo kot ključne (le z navedbo imena kompetence) in tako razvrstili pet

najpomembnejših: voditeljstvo, usmerjenost k rezultatom, pripadnost in motivacija, zanesljivost in učinkovitost.

Nato smo v drugem koraku raziskave naredili podrobnejši vprašalnik z opisanimi podtemami posamezne kompetence in izračunali povprečje ocen ter presenečeno ugotovili, da so projektni managerji izpostavili druge kompetence kot najpomembnejše. Primerjavo prikazujemo v Sliki 2. Z oranžnimi stolpci smo prikazali ocenjevanje po imenu kompetence (prvi korak), z modro linijo pa

povprečne ocene podtem (drugi korak). Vidimo, da je pri drugem ocenjevanju najpomembnejša

učinkovitost, sprostitev, upoštevanje vrednot, zanesljivost in odprtost. Na podlagi navedenega smo ugotovili velik razkorak med prvim in drugim ocenjevanjem, kar nakazuje na to, da slovenski projektni managerji ne poznajo pomena posameznih pojmov, saj

smo pričakovali, da bosta ocena posamezne vedenjske kompetence in poglobljeno ocenjevanje podtem pokazala kot pomembne iste kompetence.

How did Slovenian managers assess the importance of behavioral competencies? In addition to the state of each competence we wanted to know what importance Slovenian project managers attribute to individual

competences in regards of project management. The analysis was done in two steps. First we asked only one question and asked respondents to highlight the competencies they identify as key (we provided the names of each competence) and to rank the five most

important: leadership, focusing on results, loyalty and motivation, reliability and efficiency.

In the second step a more detailed questionnaire was done describing sub-topics of individual competences and calculated the average. We were surprised to find that the project managers highlighted different competences as most important. A comparison is shown in Figure 2 with the orange column showing the average of named competencies (first step) and the blue line

showing the average estimates of sub-topics (second step). We can see that in the second assessment the most important

competences were relaxation, values, reliability and openness. Based on the above, we found a big gap between the first and second assessment which indicates that the Slovenian project managers do not understand the meaning of individual terms since

we expect that the evaluation of individual behavioral competencies and the in-depth evaluation of sub-topics will result the same.





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Slika 2: Ocenjene najpomembnejše kompetence in povprečne vrednosti ocenjenih podtem vedenjskih kompetenc / Figure 2: Most important competencies according to Slovenian managers and the average value of the sub-topics




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Behavioural compe-


Prihodnost? V primerjavi s povprečno vrednostjo (2,5) in ugotovljenim stanjem vedenjskih kompetenc (v povprečju 2,905) bi rekli, da je zavedanje slovenskih mangerjev za kompetence nad povprečjem. Vendar se

zavedamo, da je ta ocena premajhna in predvidevamo, da so anketirani premalo kritično ocenili stanje kompetenc. Velik vpliv na rezultat ima subjektivnost in nerazumevanje vsebine posamezne vedenjske kompetence, ker smo ugotovili pri preverjanju

pomembnosti posamezne kompetence v očeh managerjev. Pomembnost kompetenc (povprečna ocena celo pod povprečjem –

2,051) kaže, da se managerji ne zavedajo pomembnosti kompetenc in jih niti ne želijo izboljšati. Morda so managerji nevešči ustreznega ukrepanja in se le s težavo soočajo s trenutno situacijo na trgu, kar pa je še močnejši razlog, da se v prihodnosti posvetijo spremembam na trgu in podrobnejšemu ocenjevanju prihajajoče situacije.

Nezainteresiranost managerjev za poznavanje in razvoj pomembnih kompetenc bo močno omejilo učinkovito projektno

delo, zato je priporočljivo, da se slovenski managerji izobražujejo na področju kompetenc, ne le vedenjskih, tudi tehničnih in okoljskih, ter jih intenzivno vključijo svoje delovanje.

Future? Compared with the average value (2.5) and the situation revealed regarding behavioral competences (average 2.905) we could say that the awareness of Slovenian managers is above average.

However, we are aware that this estimate is too low and we assume that the respondents lack critical competences for assessing the situation. Subjectivity and lack of understanding of the individual behavioral competences had a major impact on the

outcome like we found when checking the importance of individual competences.

The importance of a competence (mean score even below average – 2.051) indicates that managers do not realize the importance of competences and do not even want to improve. Perhaps managers have problems facing the current situation on the market, which is one more reason to pay attention to future changes on the market and make a more detailed assessment of the upcoming situation.

Managers’ disinterest for developing relevant knowledge and competence will greatly limit efficient project work. It is

recommended that Slovenian managers train in the field of competences, not only behavioral but also technical and environmental, as well as well as to include them in their day to day work.





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Strokovni razvoj Professional development

Softverska dopolnitev vodniku PMBOK Maja Ferle, PMP, PMI-ACP PMI nadaljuje z vsakoletno izdajo dopolnitev k Vodniku po znanju projektnega vodenja (PMBOK). Letos so končno izdali dolgo

pričakovano dopolnitev za področje vodenja softverskih projektov, »Software Extension to the PMBOK Guide Fifth Edition«. Dopolnitev opisuje splošno priznane prakse pri vodenju softverskih projektov.

Struktura dopolnitve za področje vodenja softverskih projektov natančno sledi strukturi osnovnega vodnika PMBOK. V vsakem poglavju navaja dopolnitve, ki so smiselne za razvoj programske

opreme. V nekaterih poglavjih ni dopolnitev ali je teh zelo malo, na primer pri upravljanju sprememb, kjer se tudi pri softverskih projektih laho uporabi splošen standard PMBOK. Več dopolnitev najdemo pri upravljanju tveganj, komunikaciji z udeleženci projekta in nadzoru. Vemo, da je pri razvoju

programske opreme ogromno tveganj in da so tovrstni projekti mnogokrat neuspešni. Zato je prav, da se posveti več pozornosti upravljanju tveganj in ustrezni komunikaciji.

Pri PMI se ne opredeljujejo za tradicionalno ali agilno projektno vodenje, saj vodnik PMBOK vsebuje oba vidika vodenja projektov. Prav tako v dopolnitvi za softverske projekte najdemo tako

tradicionalne, kakor tudi agilne procese. Tradicionalnemu planiranju, spremljanju in nadzoru so dodani procesi v smislu razvoja v iteracijah, uporabe informacijskih radiatorjev agilnih zgodb in podobno. Če smo še pred nedavnim ugotavljali, da je vodnik PMBOK presplošen ali preveč posvečen projektom iz področja

gradbeništva, da bi bil primeren za uporabo na področju

informacijskih tehnologij, je s softversko dopolnitvijo dobil vse, kar je manjkalo, da ga lahko uporabimo tudi pri agilnih projektih razvoja programske opreme.

Software extension to the PMBOK Guide Maja Ferle, PMP, PMI-ACP PMI continues with its annual publishing of extensions to the Project Management Body of Knowledge (PMBOK). This year they

finally published the long awaited Software Extension to the PMBOK Guide Fifth Edition. The extension includes widely accepted practices in managing software projects.

The structure of the software extension is the same as the structure of the PMBOK guide. Each chapter includes extensions which are applicable to software projects. Some chapters have no

extensions or very few of them, for example change management, which in software projects doesn’t differ from the widely accepted change management as described in the PMBOK. We find more extensions in the areas of risk management, communicating with stakeholders and monitoring and controlling.

We know that software development presents numerous risks and that these types of projects are often not successful. We should be spending much more time and focus on risk management and

relevant communication. PMI does not choose either traditional or agile project management and PMBOK includes both approaches. The software extension

therefore also includes traditional as well as agile processes. Traditional planning, monitoring and controlling are accompanied by agile processes such as development in iterations, using information radiators and agile stories. Although we may have until recently found PMBOK to be too general or too focused on projects relating to construction,

essentially making it less useful in the area of information

technology, the software extension finally gives us all that we still need to be able to use it even in agile software development projects.




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Načela za uspeh – Jobsove skrivnosti Antonela Divić Mihaljević Leta 2009 so izvedli anketo, v kateri so vprašali najstnike med 12-17 let, naj razvrstijo podjetnike, ki jih najbolj občudujejo. Steve

Jobs je osvojil 1. mesto s 35 odstotki glasov. Za njim so z veliko manjšim številom glasov sledili Mark Zuckerberg, Oprah Winfrey in Tony Hawk.

Zakaj ravno Steve Jobs? 61 odstotkov anketirancev je odgovorilo, da zato, “Ker je res nekaj naredil”, “Ljudem je izboljšal življenje” in “Izboljšal je svet”. Le 4 odstotki anketirancev so kot razlog navedli

njegovo bogastvo ali slavo. V čem je torej skrivnost Steva Jobsa? Znal je uresničiti svoje sanje, kar pa je nekaj, za kar si prizadevajo le 3 odstotki ljudi. Trdil je, da je inovativnost glavna in ključna razlika med voditeljem in posnemovalcem.

V knjigi The Innovation Secrets of Steve Jobs avtor Carmine Gallo predstavlja sedem načel inovativnosti, ki učijo razmišljanja na

drugačen način po zgledu Steva Jobsa:

1. načelo: „Počnite, kar vam je všeč!“ (KARIERA)

Steve Jobs je celo življenje poskušal delati, kar je rad in s strastjo počel, in to mu je, kar je tudi sam priznal, zelo pomagalo. “Imejte pogum, da sledite svojemu srcu in intuiciji, saj onadva že

vesta, kar si v resnici želite postati.”

2. načelo: „Prizadevajte si za majhne spremembe v vesolju.“

(VIZIJA) Jobs je privlačil podobno misleče ljudi, ki so imeli enake vizije kot on in so mu pomagali njegove zamisli spremeniti v inovacije, ki so spreminjale svet. Applovo raketo je poganjala strast, cilj pa je ustvarjala Jobsova vizija.

The Innovation Secrets of Steve Jobs Antonela Divić Mihaljević A survey was conducted in 2009 among teenagers between 12 and 17 years who were asked to rank business leaders they admire the

most. Steve Jobs was ranked first with 35 percent of the votes. He was followed by Mark Zuckerberg, Oprah Winfrey and Tony Hawk who each received significantly fewer votes.

Why Steve Jobs? 61 percent of the respondents said that “He really accomplished something”, “He made people’s lives better” and “He improved the world”. Just 4 percent of the respondents said that

they admire him for his money or fame. So what is the secret of Steve Jobs? He knew how to make his dreams come true, which is something that only 3 percent of the population strives for. He insisted that innovation is the key difference between a leader and a follower.

In his book The Innovation Secrets of Steve Jobs author Carmine Gallo presents seven principles of innovation that are based on

thinking like Steve Jobs:

Principle 1: Do What You Love (CAREER)

Steve Jobs spent his entire life doing what he loved and with passion which – as he said himself – made a difference.

Principle 2: Offer New (VISION) Jobs attracted people who thought like him, who had similar vision as himself and who helped transform his ideas into innovations that

changed the world. Apple was powered by passion, steering towards Jobs’ vision.




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Glasilo Združenja PMI Slovenija Glasilo izhaja četrtletno in je na voljo brezplačno v elektronski obliki. Za naročila pošljite elektronsko pošto na naslov [email protected] Urednica enajste številke: Maja Ferle, PMP, PMI-ACP Glasilo ni lektorirano.

Oglaševanje

Bi želeli oglaševati v našem glasilu? Pošljite elektronsko pošto na naslov [email protected]

3. načelo: „Vprezite možgane.“ (RAZMIŠLJANJE) Inovativnosti ni brez ustvarjalnosti, za Steva Jobsa pa je bila ustvarjalnost predvsem v povezovanju stvari na temelju raznovrstnih izkušenj.

“Macintosh je bil odličen izdelek tudi zato, ker so ga razvijali

glasbeniki, pesniki, umetniki, zoologi in zgodovinarji, ki so bili po naključju tudi najboljši računalniški strokovnjaki na svetu.”

4. načelo: „Prodajajte sanje in ne izdelkov.“ (STRANKE)

Za Jobsa ljudje nikoli niso bili samo potrošniki. Zanj so bili vedno to ljudje s sanjami, upi in ambicijami, zato je snoval izdelke, ki bi jim lahko pomagali uresničiti njihove sanje.

5. načelo: „Zavrnite 1000 stvari.“ (OBLIKOVANJE) Jobs je bil mnenja, da je preprostost boljša od zapletenosti. Prav

inovacija pa je tista, ki izloča nepotrebno, da bi potrebno prišlo do izraza.

6. načelo: „Ustvarjajte noro odlične izkušnje.“ (IZKUŠNJE) Applova trgovina je postala najboljša trgovina na drobno na svetu z uvajanjem preprostih inovacij, ki jih lahko uporabi vsako podjetje, da ustvari globoko in trajno čustveno vez s svojimi

strankami.

7. načelo: „Obvladajte sporočanje.“ (ZGODBA) Lahko imaš najbolj inovativno zamisel na svetu, vendar tvoja inovacija ne pomeni prav nič, če zanjo ne znaš navdušiti tudi drugih ljudi. Jobs je to znal. Bil je izreden pripovedovalec

podjetniških zgodb.

“Pogosto se čudim, kako veliko resnično revolucionarnih zamisli

nima možnosti za uspeh, ker briljantni um, ki je zamisel oblikoval, ne zna povedati zgodbe, ki se skriva za njo.”

Principle 3: See Genius in Their Craziness (THINKING) There is no innovation without creativity which to Steva Jobs was in connecting things based on various experiences.

Principle 4: Sell Dreams, Not Products (CUSTOMERS) To Steve Jobs people were never just consumers. They were people with dreams, hopes and ambitions. He designed products to help

them realize their dreams.

Principle 5: Say No to 1,000 Things (DESIGN)

Jobs believed that simplicity is better than complexity. Innovation is what removes the unnecessary in order to make the necessary stand out.

Principle 6: Inspire Evangelists (EXPERIENCE)

The Apple store became the best retail store in the world by

introducing simple innovations that any company can use to create a deep and lasting emotional relationship with their customers.

Principle 7: Master the Message (STORY)

Even the best innovative idea in the world is meaningless if it doesn’t inspire other people. Jobs knew how to do that. He was an incredible business storyteller.




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da glasilo našega združenja pmi slovenija prenesemo na in … · 2018-12-01 · primer, kultura...

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