IT Project Management

Agenda

Project ControllingHeavyweight Project Themes

ITIL Cobit Scrum Six Sigma Prince 2 Kanban CMMI and others

Project-Controlling

Discussion of tasks and targets of project management

Discussion of crucial factors for the project successBreakdown of the tasks of project controlling

starting from the enterprise controlling Clarification of the dependencies between project

management, Controlling and project controllingClarification of responsibilities for project controlling

Project and project management

Routine tasks are decreasing!Complex and new tasks are processed in the form of

projectsWhat is a project?

What is a project?

limited durationfinancial and personal restrictions fixed targetcross-departmental teamworkoften large scaledaccompanied by uncertainty and risk

Projects are intents, that are essentially marked by the uniqueness of the conditions in their totality.

Project Criteria

Criteria ALarge Project

BProject

CSmall project

Project costs in Thsd. Euro

> 2.500 250-2.500 25-250

Project duration in months

>18 9-18 <9

Amount of involved areas

>4 3-4 1-2

Complexity/risk Very high High Small Importance Very high High Small

Project management

Projects are of increasing complexityResearch and development projects bear extreme

risks.

Overall of tasks concerning leading, organisation, techniques and processing of a project.

Project management comprises…

What? Determination of the project tasks Determination of targets Planning and controlling of personal and financial resources as well as the

project progressWho?

Determination of an organisational model Determination of the project team Organisational embedding of the project groups into the structure of the

organisation Implementation of decision making instance (steering comitee)

How? Determination of a tool for scheduling Methods for monitoring of milestones and costs Tools for planning and reporting

Targets of Project Management

Magic TriangleMilestones

Cost TargetsGoals

Determinants for the project success

Systematic proceeding in coordination with a project management fitting to the enterprise

Cardinal errors: risks are not cared for organisation does not fit to the project no team spirit and not enough identification with the project scheduling without involvement of the teams decisions are delayed Important changes of the plans come to late not enough power for the project leader

Soft Skills

Soft skills are crucial for the success of a project. relationship between team members and the team and the

surroundings

Iceberg

Controlling

Management and performing departments are highly specialised

Need for coordinationTwo fields of coordination

c. between planning, controlling,… c. between operative aspects and long term targets

System building function

Above all, controlling has the task to coordinate planning, supervision and information.

Basics of Project Controlling

Enterprises are confronted with new and numerous challenges project management can help and has to be interpreted in a new way. thus, project controlling also has to be interpreted in a new and

more comprehensive way

Project Controlling

Insurance of the project targets through: target-performance comparison detection of deviations weighting of consequences proposal of corrective actions participation in the planning of actions and in the control of

realization.

Other descriptions are…

Development and maintenance of a system of project planning and control.

Implementation of project reportingPlanning of costs and required financial resourcesRisk analysis and evaluationEvaluation of project alternativesCost planningMonitoring of costs, milestones and performanceExecution of final inspection and documentation

Enterprise Controlling

Project controlling guarantees the connection of project planning and management with enterprise controlling

Project controlling supports the project management concerning leading tasks. Design of processes and structures

Attitude of Project ControllingPr

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PlanningControllingOrganisationLeadingInformation

PlanningControllingOrganisationLeadingInformation

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PROJECT

Strategic ProjectControlling

Multi ProjectControlling

SingleProjectControlling

CONTROLLIING

Types of project controlling

Single project controlling A project should be fulfilled successfully

Quality, time costs, functionalityMultiproject controlling

focusses on some projects with different deadlines and completion levels

Capacity Costs and Financial Needs possible further side effects (strategic targets)

strategic project controlling

Parts of Controlling

Single Project Controlling.

Focus: Project

Multi Project Controlling.Focus: Period

Planning:

Resources, Costs/Revenue

Controlling:

Resources, Costs/Revenue

Project Group

Controlling:

Resources, Costs/Revenue

Planning:

Resources, Costs/Revenue

Total of Projects

Controlling:

Resources, Costs/Revenue

Planning:

Resources, Costs/Revenue

Challenges of Multiproject controlling

Periodization of success data for projectsCoordination of ResourcesConsolidation of information concerning success,

finances and risk

Strategic project controlling

there are not only operative aspects of projectsstrategic project controlling

is responible for strategic tasks of project management supports information and instruments for project choice and

evaluation

Configuration

-Tasks

-Responibilities

-Instruments

-Information

Configuration

-Tasks

-Responibilities

-Instruments

-Information

Strategic Project Contr.

PlanNing

Controlling

Information

Organisation Leading

Multiproject Controlling

PlanNing

Controlling

Information

Organisation Leading

Controlling of single Projects

Planning Controlling Information Organisation

Leading

Coordination

Configuration

-Tasks

-Responibilities

-Instruments

-Information

Who is responsible for Project Controlling?

Fulltime jobControlling on time = management consultantProject leader Self controlling Who is

responsible for PC

Project Staff Specialist

Internal: Controller

Internal: Other

Departments

External Controller

Project Leader

Tasks of project controlling

What has a doctor in common with a project controller? Why is it possible the project outcome is decreasing and what

should be done to reache the aimed target? project result is 4% beneath the plan

considers strategic questionsaccompanies strategic change processcoordinates the implementation of strategic enterprise

targets concerning short term and middel term project measures checks whether operative project decisions fit to the strategie of

the enterprise

Project leader and Project controller

Project Leaderresponible for- Costs- Revenue- Performance

Project Controllerresponible for transparency of- Costs- Revenue- Performance

Strategic project controlling

What? Where from?Strategic Targets of the Enterprise

Strategic Planing

Project Suggestions Management, Departments

What? Where to?List of approved and prioritized projects

Single/Multi Project Controlling, Strategic Controlling

Rough Preselection Investment appraisal, cost-benefit analysis, portfolios, risk analysis, balanced scorecard

Estimation of attractivity

Analysis of Dependencies Matrix of Dependencies

Analysis of Availability of Resources

Budgeting, Plans of action

INPU

TO

UTP

UT

TASK

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INST

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NTS

Strategic project choice

Filter 1: Rough Preselection

Filter 2: Evaluation of Attractivity and Dependencies

Filter 3:

Analysis of

Availability of Resour

ces

Collection of Project Ideas

Prioritized Projects

SelectedPrioritized Projects

Rough Preselection

Target: limit the amount of projects in a reasonable way

is there a conflict between project suggestions and strategic aims?

Feasibility?“Must”-Projects are defined

Evaluation of attractivity

After preselection the attractivity of project is evaluated. strategic significance (competitive advantage, costumer focus) urgency efficiency risk costs (development costs, consequential costs) need for resources

Tasks of the project controller helps in the use of evaluation methods checks the consistency of data for evaluation

Instruments for evaluation of attractivity

PortfoliosCalculation of profitabilityUtility analysis

also is suitable for evelation of solution alternativesRisk analysis

Estimate success potential of projects

Portfolio

Assessment of planned / running projects according to certain criteria

Proceeding Systematic analysis of project landscape Representation on portfolio Analysis according to strategic enterprise targets Determination of wanted changes Documentation in a target portfolio Development of activities to reach the target portfolio Strategic orientated assignment of restricted resources on

projects

Determine a later

date3. priority

Do it at once by yourself

1. priority

Into the wastebas

ket

Delegate it

2. priority

very urgentnot urgent

no strategic importance

high strategic importance

Risk-/Attractivity Portfolio

Evaluation of attractivity potential profits and gains market volume and growth differentation potential stability of competitive advantage

Risk technical and economic risk

Calculation of profitability

Evaluation of

Investments

Static

comparison of costs

comparison of profits

comparison of rentability

payoff method

Dynamic

Calculation of net

present value

Internal rate method

Break Even Analysis

planned revenues

plannedcosts

loss zone

unplanned additional costs of development

Mile-stone

Marketentrance

BEP Marketexit

Rentability – ROI and Dupont

ROI = Earnings/Investment

Payback Rule

Dynamic procedures

net present value methodrate of interestit is important at what time an inpayment/outpayment

will take place discounting

Utility analysis

Not only “hard facts” should count for evaluationqualitative impacts on attractivity have to be taken

into account strategic relevance urgency

Utility analysis provides basis for such decisions

Six Steps

Targets are determined and weightedprojects are rated with pointsweights are multiplied with pointsweighted sum of points is calculatedsensitivity of results are analysed

Determination of targets

Search for targets

List of target structure

Analysis of target relation-ships

Quantifi-cation of targets

Weighting of targets

Choice and document-ation

Weighted target structure

Attractivity (high)

Strat. relevance22

Costumer satisfaction

18

competitive edge 4

Urgency high 21

Costs low 18

Development costs low 7

Follow up costs low 11

Ris k low 14

Efficiency 25

Matrix of Preferences

17,8 3 4 a high satisfaction of clients

3,6 7 0 b high advantages of competition

21,4 2 5 c high urgency

7,2 6 1 d low development costs

10,7 5 2 e low follow-up costs

14,3 4 3 f low risk

25,0 1 6 g high efficiency

target

frequency

rank

weight (sum nof weights/sum of ranking*reversed rank)

gg

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ff

fc

cc

cc

a

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Elements of Risk Controlling

Risk Culture

Risk management organisation

Identification of Risk

Evaluation of Risks / Instruments

Risk management process

Risk Culture

General attitude of the management and staff towards risks

Risks have to be perceived and communicated consciously

However, risk management must not lead to an excess of controll.

Risk ignorant as well as risk fussy project leaders must be refused

Risk management process

Risk analysis consists of: Identification of risk

Experiences from earlier projects Check lists

Risk evaluation Project responsible often perceive risk blurred catalogue of identified risks Risk Map

Design of measures low risks have to be accepted as measures would cost too much

Possibilites of Risk Control

Möglichkeiten der Risikovorbeugung

Risiken übertragen Auftraggeber zurückgeben selbst übernehmen An Dritte weitergeben an Lieferanten, Subunternehmen übertragen Versicherungen

Risiken vermindern/vermeiden Puffer im Termin- / Ressourcenplan Risikoaufschlag in der Kalkulation Einsatz qualifizierter Mitarbeiter Zusätzliche Reviews Qualifizierungsmaßnahmen

Risikoanalyse systematisch durchführen

Festlegung der einzelnen PlanungsschritteAufzeigen kritischer BereicheErkennen potentieller Probleme (Risiken)Bestimmung von Auswirkungen und

Wahrscheinlichkeit der RisikenErmittlung möglicher UrsachenPlanung vorbeugender MaßnahmenErarbeitung von Korrekturmaßnahmen für besonders

kritische RisikenEinrichtung eines Warnsystems

Analyse der Abhängigkeiten

Wie beeinflussen sich Projekte gegenseitig? Innovationszusammenhang

Ein Projekt schafft die konzeptionelle Voraussetzungen für andere Integrationszusammenhang

Ein Projekt muss zusammen mit einem anderen realisiert werden, damit das Gesamtziel erreicht wird

Investitionszusammenhang Ein Projekt hat Auswirkungen auf die Kosten anderer Projekte

Einflussmatrix

Passive Projekte

Kritische Projekte

Träge Projekte

Aktive Projekte

beeinflussende Projekte

einflussnehmende Projekte

Strategische Projektkontrolle

Drei unterschiedliche Arten strategischer Kontrolle Prämissenkonstrolle

greift kurz nach der Strategieformulierung Durchführungskontrolle

startet mit Umsetzung der Strategie begleitet die Projektauswahl überwacht die Projektdurchführung Definiert Meilensteine, wo Ist-Ergebnisse mit den Planzielen verglichen werden

strategische Überwachung sehr schwierig strategische Ziele kann man oft nur unzureichend überprüfen Strategische Planung ist Aufgabe der Unternehmensführung.

stellt Kompetenz des Managements in Frage Strategische Planung ist langfristig angelegt.

Planung und Kontrolle sind deshalb großen Unsicherheiten unterworfen.

Attraktivitäts-Portfolio

„Drücker“ „Renner“

„Schläfer“ „Zieher“

Technologie-attraktivität

Marktattraktivität

Balanced ScorcardVision

Strategie

Balanced Scorecard

Operative Umsetzung (Projekte)

Herausforderungen der Unternehmensführung

führt zu einer Beschleunigung aller LebensbereicheTechnologische Fortschritt

immer kürzere Produktlebenszyklen zunehmende technische Komplexität wachsende Bedeutung technologischer Innovationen für den

GeschäftserfolgWissen?

entscheidender Wettbewerbsfaktor Kann es exklusiv gehalten werden?

Normen und Inhalte

Project-Controlling versucht koordinierte Überwachung und analytische Bewertung für

Steuerungsmaßnahmen des gesamten Projektportfolios sicherzustellen unter Einhaltung aller geplanten und vereinbarten Ergebnisse! sowie Erfolgsfaktoren zu realisieren und organisatorische Reibungsverluste zu minimieren

Kriterien, Konsequenzen der Projektkriterien

Kriterien Konsequenzen Anforderungen an das Controlling

Außerhalb der Routine

Innovation, Lernen aus den Projekten

Ziel-Controlling, Benchmarking

Zeitliche Begrenzung Start- und Endterminver-einbarung

Zeit- und Termin Controlling

Multifunktionalität Partizipative Organisation

Organisations- und Team-Controlling

Ergebnisorientiert Zielorientierung, Erfolgsfaktoren

Erfolgs-Controlling

Ressourcenbegrenzung

Anspruchsniveau, Zielkorrekturen

Akzeptanz Controlling

Zusätzliche Aufgaben des Controllings

Kriterien des Controllings

Klassisches Controlling

Zusätzliche Aufgaben des Projekt-Controllings

Ursprung der Basisdaten Rechnungswesen Leistungsdaten der Projekte

Rechnungsgrößen Kosten, Gewinn, Verlust Nutzen, Qualität, Funktion

Planungshorizont Kalendarisch ProjektlaufzeitPlanungszyklen Monatlich Phasen, MilesstonesZielgrößen Gewinn, Produktivät,

ROI, Cash-FlowErfolgsfaktoren, Nutzen, Möglichkeiten

Gegenstand Leistungsprozesse Produkte und Projekt-prozesse

Sicherheit der Ergebnisse

Quantitativ bestimmen Risiken, Eintrittswahr-scheinlichkeiten

Methodik Vergangenheitsorientiert PrognostischOrganisation zentralistisch Multifunktional

Zielfunktionen, Hauptaufgaben

Formales ControllingInhaltliches ControllingFinanzielles ControllingControlling von Unterstützungsmaßnahmen

Projekt Controlling

Steuerungs-funktion

Unterstützung und Organisation

Kontroll-funktion

Inhalt und Ziele

Normenkonformität

Wirtschaftlichkeit

Leistungsrechnung

Projekt-Controlling ist eine Leistungsrechnung. Verhältnis zwischen

Ressourcenverbrauch für die Entwicklung und den zu erwartenden Leistungen des erstellten Produkts/der

erstellten Dienstleistung

Dienstleistungs-Controlling

Problemfelder des Dienstleistungs-Controllings

hoher Anteil an Personalkostenstarke Bindung des Wissensinhaltes an Personen

(Expertenwissen)Kooperationserfordernisse mit dem Dienstnehmer

(Kunde)jedes Projekt hat für sich betrachtet eine bestimme

Leistungsstruktur Analogieschlüsse bzgl. Leistungskriterien nur bedingt möglich

Strategisches Controlling

zielt auf die Sicherung der Erfolgsfaktoren ab Realisierung erfolgt durch Projekte und der IT Infrastruktur mittel- und langfristig geplant Planungs- und Controllinghorizont von drei bis fünf Jahren

Erfolgsfaktoren eines Unternehmens

Globale InformationspräsenzMarktnähe und KundenakzeptanzGeschlossene Geschäftsprozesse zwischen

Lieferanten, Produzent, Kunden und DienstleisterVerkürzung der Durchlaufzeiten bei der Produktion

von Gütern und DienstleistungenProduktivitätssteigerung durch verbesserte

InfrastrukturLangfristige Ausbaufähigkeit der IT Infrastruktur

Aufgaben des strategischen Controllings

definiert durch die ErfolgsfaktorenAuswahl- und Priorisierungsprozess der beantragten

ProjekteControllingsprozess von genehmigten und geplanten

Projekten