project management and financing of research activities wroclaw march 2014 solarnet, spring school...
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Project management and financing of research
activities
Wroclaw
March 2014
SOLARNET, Spring School “Introduction to Solar Physics”
your project?
A project …
SCOP
E
what?
TIME
when?
COST
how much?
What is a Project?
A temporary endeavour …
…to create a unique product, service or result.
Projects have a beginning and end date.
Projects have resources.
The end is reached when:
o the objectives have been achieved or,o the objectives will not or cannot be met,
oro the need for the project no longer
exists.
37%
42%
21%
The CHAOS Summary 2010The Standish Group Report
(IT projects)
SuccessfulChallengedfailed
How many projects are successfully completed?
Challenged: late, over budget and/or with less than the required features and functions
How many projects are successfully completed?
1. Very low participation of users
2. Incomplete specifications and requirements
3. Very frequent changes in requirements
4. Lack of executive support
5. Technological incompetence
6. Lack of resources
7. Unrealistic expectations
8. Unclear goals
9. Unrealistic schedules
10.New technologies
Main reasons for failure
Temporary in nature
o The project is completed when (1) goals have been achieved, (2) goals cannot be achieved, (3) no need to achieve goals.
o project .vs. research activity / production / …
Main characteristics
Uniqueo The result is not repeatable.o Serial production is not a project; neither the
provision of a serviceo The environment, the technology, the client, …,
can change. Never two identical situations.
Main characteristics
Fragmented natureo Results are obtained gradually; in phases
Dynamism by large!o A lot of changes and stress.
Uncertaintyo Time and cost, estimations at the
beginning.o As the project is progressing,the
uncertainty is reduced.
Main characteristics
No way backo Knock down a building, an industrial port, build
an artificial lake, a road, etc.
Risks.o Not only technical, but also economic, etc. o Economic loss, image, clients, etc.
Main characteristics
Set up to achieve some specific goals, which are unique
Time to achieve them is limited from start to the end
Done for someone – client
Resources usually diverse
o Resources in very specific quantities and very specific times.
o Optimised used tends to be a critical aspect for the project and for the entity.
In conclusion, a project …
3D in projects
Very dependent on the nature of the projecto Building a house, a marketing campaign,
pharmacy, build a telescope.
Pay attention exclusively to this technical aspect will cause failure.
o Because resources, time and costs are limited.
“Technical” dimension
Not always evident, but driving towards success or failure
Directors and governing body Project manager and Principal investigator Team project Heads of Units. Clients Providers Etc.
“Human” dimension
Profe
ssional a
nd personal r
elations
“Never send an elephant to a glassware”
It is the “catalyser” to put into operation all other components.
It is the less common ability (training welcome)
o including cultural changes are needed!
It is not just to follow a calendar!
Methodologies and tips!
“Management” dimension
Project success
Project Objectives
SOLARNET, Spring School “Introduction to Solar Physics”
Scope, Time and Cost
OBJECTIVE
SSMART
FUNCIONAL REQUIREMENTS
TECHNICAL REQUIREMENTS
needs
wishes
expectationsopportuniti
es
directives
Definition and concretion is not always obvious
o Objectives are not needs or wisheso A proper objectives concretion, and
agreement among parts involved, is a must! to be successful There are projects doomed to failure before
starting
Project objective is always TRIPLEo Many times this is ignored or forgotten during
the execution of the project
Project Objectives
Project objectives
QUALIT
Y
what?
TIME
when?
COST
how much?
Technical objective or expected product/result
o What we want to build, to develop, to produce
o This objective usually is the origin and justification for the project
Cost objectiveo Which is the price we would agree to pay to obtain the product?
o Product is not expected at whatever price
o Pay attention!, costs are not always evident
Time objectiveo When do we need/want the product?
o This is the objective failing first
o Project management quality is usually evaluated based on the
fulfilment of this objective
TRIPLE objective
S.M.A.R.T.o Specific, Measurable, adaptable (Agreed
upon), Realistic and Timely.
P.U.R.E.o Positively stated, Understood, Relevant,
Ethical!
C.L.E.A.R.o Challenging, legal, Environmentally sound,
Appropriate, Recorded.
Project objectivesVALIDATION criteria
The client will try to get as much as possible
o Extra features
You will never know if you have done enough
If the project is not clearly defined…
define the pro
ject objecti
ves in w
riting
Project Objectivesexample
SOLARNET, Spring School “Introduction to Solar Physics”
The importance of the triple objective
New product for coming Christmas
A videogame about the new Disney
movie. 100,000 units on sale.
The product at all
stores for Christmas
Budget: 2 M€ (20 € price per unit put on sale)
Sales forecast: Christmas: 30,000 units.
Next year: 60,000 units.
Next Christmas : 10,000 units.
Price: 60€/unit
New product for coming Christmas
A videogame about the new Disney
movie. 100,000 units on sale.
The product at all
stores for Christmas
Budget: 2 M€ (20 € price per unit put on sale)
Sales forecast: Christmas: 30,000 units.
Next year: 60,000 units.
Next Christmas : 10,000 units.
Price: 60€/unit
We need 2 M€ more
to be on time!
Not having the
videogame for
Xmas means 20%
down of sales
forecast
A new variety of wine
The company would like to produce a new variety of wine for exclusive sale, replacing existing products.
Three years, so not to affect or reduce the
current production of wine
The expected benefits for the next two years
A project has been managed successfully once these three
objectives are successfully achieved:
finish the work according to specifications,
at expected costs,
in time
with th
e expected qualit
y level
A project has not been managed successfully if one or several of these three objectives were not successfully
achieved:
finish the work according to specifications,
at expected costs,
in time
A project has not been managed successfully if one or several of these three objectives were not successfully
achieved:
finish the work according to specifications,
at expected costs,
in time
devitatio
ns of m
ore
than 20%-3
0%
Expectations fulfilled?Success in market?Is it used?Etc.
o TITANIC movie 1997. Much more later than expected. Final cost 82% above budget (200 M€).
It was the first movie obtaining more than 1,000 M€ billing
Can be considered a failure?
Other measures of success or failure
Project Objectivesexample
SOLARNET, Spring School “Introduction to Solar Physics”
Importance of the triple objective
o To design and build a world-class multi-sporting venue with capacity for a large number of spectators for the London 2012 Olympic Games in Stratford (East London), to be completed between 2007 and 2011, with an estimated budget of £496 million.
Building the Olympic Stadium.2012 London Olympic Games
o To design and build a world-class multi-sporting venue with capacity for 80,000 spectators for the London 2012 Olympic Games in Stratford (East London), to be completed between 2007 and 2011, with an estimated budget of £496 million.
Building the Olympic Stadium.2012 London Olympic Games
Project management
SOLARNET, Spring School “Introduction to Solar Physics”
A management discipline oriented towards the planification, organisation and optimisation of resources …
… to successfully achieve the triple project objective.
What does project management mean?
Project managementobjectives
SOLARNET, Spring School “Introduction to Solar Physics”
1. Put focus on project tasks
Very challenging, large-scale activity and very relevant for the
entity
o Pay special attention! - intensity and continuity.
Having responsibilities on projects and day-to-day activities: be
careful !o Time is limited and capacity too.
Very common: day-to-day activities going first than really urgent
ones TRY TO AVOID THIS PLANNING AND ORGANISING YOUR WORK
And be strict with yourself.
2. Keeping normal activities
o Nobody is waiting at the entity for something to do!
We cannot forget about normal activities o They usually constitute the main goal of our entity
and incomes.
Projects and normal activities should run in
paralello Project management cannot deteriorate the main
company activity.
To achieve these objectices
Project manager or leadero Possibly the most important aspect to be successful
in my opinion
Project teamo Diverse, adequate in number and professional
skills, and properly assigned and coordinated with
other responsibilities
Techniques and methodologieso Techniques, tools, training and experience.
To DO NOT achieve objectives
PM without time, not trained, capacity or authority
A committee instead of a project team
To create a permanent departmento e.g. New recipients’ department.
A simple agenda or post-it to manage the project
To manage the project as we manage the rest of
activities or our own life
To try to reduce planning to standards or complex
procedures
PMBOK®
The Project Management Body of Knowledge
SOLARNET, Spring School “Introduction to Solar Physics”
The Body of Knowledge
A set of competences grouped into different “body of
knowledge” for project management
Characteristics and advantages:o Knowledge and methodologies well proof by experts
o A common lexicon
o Continuous updating
Different institutions work on their BOK: International Project Management Association - IPMA
Project Management Institute - PMI
PMBOK
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resources Management
Project Communications Management
Project Risk Management
Project Procurement Management
Planning
Wroclaw
March 2014
SOLARNET, Spring School “Introduction to Solar Physics”
Main aspects
Main objectivesScopeTasks and work packagesResourcesCostsRisks, procurements, …
o Deliverableso Milestones
Objectives
Defined and measurable (triple) Functionality and specifications Cost Schedule
o High-level requirements: Commercial requirements The expectations from our clients. Etc.
Work Breakdown Structurein project management
SOLARNET, Spring School “Introduction to Solar Physics”
Hierarchical decomposition of the work to be done.
It is a simple and organised representation of the work to be done.
It defines the work to be done and the work NOT TO BE done.
It is the project “To Do” list.
To what level of detail? It depends.
Work breakdown structure
Work breakdown structure
o Task tree: Each descending level represents a more detailed
description of the work to be done.
Project
WP 1 WP 2 WP3
WP 1.1
WP 1...
WP 1.2
WP 3.1
WP 3...
WP 3.2
WP...
WP 3.1.1
WP 3.1.3
WP 3.1.2
Main goals
Scientific requirements, dome, optics, etc.
Primary mirror, secondary mirror, AO,
Actuators, polishing, etc.
Work breakdown structure
Coding:o Decimal system
o Easy reference
o Once it is established: Do not modify the order
Do not reuse codes
The same coding for the whole team. Avoid personal coding.
Some toolso MS Project www.microsoft.com/o Primavera www.primavera.com/o Planview www.planview.com/o Open Plan Professional www.welcom.com/o Project Scheduler www.scitor.com/o iTeamWork www.iteamwork.com/o Cost Xpert (Estimación de costes) www.costxpert.com/o Winsight (Earned Value) www.cs-solutions.com/o Simulación (Arena)
www.arenasimulation.com/o CA-SuperProject www.ca.com/o Artemis www.aisc.com/o ProChain (cadena crítica)
www.prochain.com/index.aspo Concerto (cadena crítica) www.realization.com/o Sciforma (cadena crítica) www.sciforma.com/o Project Plan Pro (cadena crítica) www.advanced-
projects.com/o CC-MPulse (cadena crítica) www.sphericalangle.com/
GANTTPROJECThttp://www.ganttproject.biz/
J. Burgos
Some referenceson project management
SOLARNET, Spring School “Introduction to Solar Physics”
A couple of references in English
“A guide to the Project Management body of
knowledge”Project Management Institute,
(aut.)Project Management Institute
ISBN: 1933890711ISBN-13: 9781933890715
“Project Managementfor Dummies”
Stanley E. PortnyHUNGRY MINDS
ISBN: 1118497236
Associations, etc.Project Management Institute
www.pmi.org
International Project Management Association www.ipma.ch
Am. Association for the Advance of PM www.asapm.org
UK - Association for Project Management www.apm.org.uk
Australian Institute for Project Manag. www.aipm.com.au
Instituto Goldratt www.goldratt.com
Some methodologiesCadena crítica
www.focusedperformance.com/
Earned Value PM, Uso y Beneficios www.acq.osd.mil/pm/
Function Point (Software) www.ifpug.org/
Prince 2 (software) www.prince2.com/
Rational Unified Process (software) www-306.ibm.com/software/sw-bycategory/
Some methodologies
Dynamic System Development Method (software principalmente) www.dsdm.org/en/
Structured Project Management (10 pasos. Silver Bullet)
www.etpint.com/index.htm
Extreme Programming XP.org XP.com (software)
www.extremeprogramming.org/
Scrum (software) www.controlchaos.com/
Financing research activities
Wroclaw
March 2014
SOLARNET, Spring School “Introduction to Solar Physics”
The best instrument fitting to your needs (never 100%)
The best possible consortium
The more you work on “defining” the project, the easier will be to complete the details.
Put first others to work, before you start
Financing RTD activities
Try to harmonize inputs before they are providedo Templates
Complete the proposal working on all sections simultaneously
Time to deadline will force you to adopt not the best solution, but the best for the situation
Use some tools to manage all inputs.
Financing RTD activities
Think as a consortium, decide as a leader.
The train never stops, never wait. Build on available information.
Do not spend too much time on the proposal you could draft with time, but on the one you are drafting.
Take decisions!o Fair decisions for the consortium should be fair for each
partner involved; the contrary does not work.
Financing RTD activities
Feasible and innovative enough when drafting the scope, but economic and very realistic when drafting the budget and the consortium
Financing RTD activities
Come to you advisor to know better about the project in which you are involved
Try to draft a proposal
Present your project to non-specialised people under the triple objective
There is always an associated cost
And learning form the past.
Final remarks