project orga 101208
TRANSCRIPT
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Organizational Design of Projects & Project Start Process
Roland GareisBucharest, December 9-11, 2010
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Objectives
Developing an understanding about– methods for the design of projects as temporary organizations– the project start process
Cyclic learning approach– presentations, examples from industry – application of methods on „real projects“– discussions
Not objectives: Project planning and controlling methods
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Schedule
Workshop 1– Introduction– Traditional project organization models– New organization models: Empowerment, integration, partneringWorkshop 2– Project organization charts– Project roles: project owner, project manager, etc. – Responsibility chart and project communication structuresWorkshop 3– Project team work and leadership– Project culture– Project start process
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PROJEKTMANAGEMENT GROUP
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PMG: Education
Department of the WU Vienna - University of Economics and Business Administration since 1994Education programmes– Special subject „Project Management“ within the master programmes– Professional MBA “Project & Process Management”– Contribution to the IT bachelor programme: IS Project Management
pm lectures and pm events (in cooperation with RGC)– happy projects events– tough changes events
Facilitator of PMUni – an international network of universities
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PMG: Research
Project management: SustPMManagement in the project-oriented company : HRSocial competence for projectsManaging changes by projects
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Basic Scientific Paradigms and Research Process
Social systems theory Radical constructivism
and not critical rationalismQualitative social research
– and not quantitative research methods
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Ange
bots-
legu
ng
Markt-Productdevelopment
Auft
rags-
Abw
ickl
ung
A
Proposing, performing
research
Students, Community
Produkt-ManagingPartner
RelationsAu
ftra
gs-Ab
wic
lung
B
Organizinga pm
lecture
Serv
ice
PR
Serv
iceAgreeing on,
Supervisinga Master orPhD Thesis
PersonnelManagement
InfrastructureManagement
PrimaryProcesses
Secundary Processes
Tertiary Processes
StrategicPlanning
Planningthe
courses
Performinga Course
Marketing& PR
Defining Research
Topics
Project PortfolioManagement
PerformingPMBA
program
Cooperating in a pm event
Process Map of the PMG
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ROLAND GAREIS CONSULTING Vienna
Our consultants are management experts. Our high-qualitative consulting and training services are based on
processRGC , projectRGC, companyRGC, changeRGC and socialRGC. 9
We are management experts. Our high-qualitative consulting and training services are based on
processRGC , projectRGC, companyRGC, changeRGC and socialRGC.
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ROLAND GAREIS CONSULTING Bucharest
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projectRGC
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Project Starting
Project Controlling
Resolving a Project Discontinuity
Project Closing-Down
Project Coordinating
Projectassigned
Projectapproved
Project Management Process
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Project Management Objects of Consideration
Scope, schedule, costs, and ...Objectives, resources, income, risksOrganization and culture, personnel, infrastructureContext: Pre-, post-project phase, relevant environments, other projects, company strategies, business case
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Scope
Schedule Costs
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Design of Project Organizations: Objectives
Creation of a competitive advantagePromotion of the evolution in the project organization during the project performanceOrganizational design „contingent“ on – relationships with clients, partners– applied management paradigm
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Design of Project Organizations: Elements
Project organization chartProject role descriptionsDescription of project communication structuresProject responsibility matrixProject organization rules
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Traditional Project Organization Models
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Formal Authorities in Projects
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Project ManagerProject Manager
Project Team
Member
Project Team
Member
Line Manager
Line Manager
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Pure-line Project Organization
Matrix-Project-Organization
Influence Project-Organization
Line ManagerProject Manager
Distribution of Authorities
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What?
How well?
Who?
How?
How much?
When?
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Base Organization
Project Organization
Projectmanager
Project OwnerProcurement Production
F & EMarketing
Pure Line Project Organization
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CEO/Project OwnerCEO/Project Owner
ProductionProductionProcurementProcurement R & DR & D MarketingMarketing
Project Manager AProject
Manager A ControllingControlling
Project Team Member
Influence Project Organization
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Project Manager AProject
Manager AProject Owner AProject Owner A
ProductionProductionProcurementProcurement R & DR & D MarketingMarketing
CEOCEO
Matrix Project Organization
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Project ManagerProject Manager
Project Team
Member
Project Team
Member
Line Manager
Line Manager
What?
When?
How much?
Who?
How?
How well?
Authorities in the Matrix Project Organization
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GW: Traditional Project Organization Models
Objectives– Reflecting the traditional project organization models
Contents– Analyzing advantages and disadvantages of the traditional project
organization models– Questions to the models
Working form– Group discussions: 10‘; taking notes– Plenary discussion
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Empowerment
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The Matrix-Project Organization is dead!
A hierarchy of control is not lean. It is too slow and too expensive.It is not customer oriented.
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Design Element: Empowerment
Empowerment of the project team members– Responsibility for the How? and How well? – Expert pool managers (instead of department heads) responsible for
the Who?Empowerment of the project team– Common project responsibility of team members
Empowerment of the project– Minimum interventions from the base organization – Project autonomy is required!
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Expert Poolmanager
Project team member
Project team member
Project team
Project manager
What?When?How much? Who?
How?How well?
Empowerment: Project Team Member, Project Team
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Project Organization Chart:Empowerment
Subteam 1
Project Organisation Projectowner team
Projectowner team
Projectcontributor
Projectcontributor
Project teammember
Project teammember
Projectcontributor
Projectcontributor
ProjectmanagerProject
manager
Projectcontributor
Projectcontributor
Projectcontributor
Projectcontributor
Subteam 2
Projectcontributor
Projectcontributor
Project Team
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Project teammember
Project teammember
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Integration
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Client´sProject Organization
Client´sProject Organization
~
General Contractor´sProject Organization
General Contractor´sProject Organization
Sub-Contractor´s Project OrganizationSub-Contractor´s
Project Organization
Sub-sub Contractor´s Project Organization
Sub-sub Contractor´s Project Organization
Hierarchies of Project Organizations
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Network Contractor Billing ContractorInvestor
PMPM
Technical Experts 3
Technical Experts 3
TechnicalExperts 1
TechnicalExperts 1
TechnicalExperts 2
TechnicalExperts 2
PMPM
Billing Experts 3
Billing Experts 3
BillingExperts 1
BillingExperts 1
Billing Experts 2
Billing Experts 2
PMPM
BillingExperts
BillingExperts
TechnicalExperts
TechnicalExperts
OrganisationalExperts 2
OrganisationalExperts 2
Project OwnerProject Owner Project OwnerProject Owner Project OwnerProject Owner
Parallel Project Organizations
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Organizational Shortcomings
Parallel project organizations and hierarchies of project organizations– too slow and too expensive
Cultural and structural misunderstandings– several project managers and project teams in one project
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Subteam Billing
OrganizationsExpert
Subteam OrganizationSubteam
Technics
Project Organization
Project Owner Team
Project Manager
CommercialExpert
Technical Expert
Technical contractor
Billing contractor
Investor33
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Design Element: Integration
Representatives of different organizations in the project teamPossible partners– external: clients, partners, suppliers, sub suppliers, authorities,...– internal: different profit units of the company, subsidiaries,...
Basis: Common project management competences, trust, common history, clear objectivesSeparation of contracts and organizationsDefinition of the project boundaries from the investors point of viewCommon project objectives and project plans“Open books”?
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Partnering
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Design Element: Partnering
Integration of the partners by – contractual agreement– common incentive systems
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Alliance, an excellent solution to meet Project Execution Challenges
Presentation at the 16th IPMA World Congress6 June 2002, Berlin
H.D. van Wieren, Fluor Daniel BV
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Ruhr Oel Project Objectives
Start EPC-Engineering Procurement Construction work 2 January 2000Construction work to fit the turn-around schedulesLast plant ready for operation 1 August 2001Cost should be fitting the low refining marginsDue to severe time constraints Ruhr Oel elected to execute the project in a for Germany new execution concept: an Alliance
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Selected Contract FormOne Alliance contract (36 pages)Five partners
– Client Ruhr Oel (Germany)
– Engineering contractor Fluor Daniel (The Netherlands)
– Civil contractor (Germany)
– Piping/mechanical contractor (France)
– Electrical/instruments contractor (Belgium) All expenses are being paid at cost
Sharing of over/under-run of target price
Bonus for timely completion
No claims allowed against other partners
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Key Project Objectives
Schedule; end schedule plus shutdown schedulesBudget; under-run the Target PriceQuality; of the parts and the totalSafety; Meet Fluor standardsRelationships; good relationships and communicationMeet statutory requirements; no negative publicityMake the Alliance a success
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Project Execution
All partners had their own Quality Management systemFluor Daniel system, founded on TQM, formed the basis– Operating System Requirements– Operating System Implementation Plan– SHE Management System– Knowledge On-Line– Project Activity Model
Project Execution Plan/ Project Procedures ManualAlignment meetings used to share information and to get involvement and buy-in by project personnel
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Key Project Results
In spite of 25% increase in work due to scope development and addedscope during the EPC phase:
Project completed on time; shutdowns not delayedCost 9% under Target PricePlants operating as specified and meeting quality standardsNo LTI’s; incidence rate 0.65 (limit 0.90)Good relationships prevailed; excellent communicationAll authority requirements fulfilled and positive publicityThe Alliance is considered very successful by all involved
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Basic Engineering (months)
Bidding and Evaluation EPC (months)
EPC phase
Delays due to changes
Change orders
Contract form
Flexibility
Cooperation between parties
Team satisfaction
Competitive bidding
6
0
19
0
open book
at cost with incentives
high
high
high
very difficult
8 - 10
3
24
2
closed
lump sum
limited
limited
varying
possible
Alliance Normal
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Conclusions
The applied Alliance approach of mutual trust and cooperation enabled us to achieve the desired, very challenging, project targetsA very attractive way of working for all people involvedPossible in a multi-cultural environmentFinancially attractive for all partiesPeople are the key element !
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GW: New Project Organization Models
Objectives– Reflecting the new project organization models
Contents– Analyzing advantages and disadvantages of the new project
organization models empowerment, integration, partnering– Questions to the models
Working form– Group discussions: 15‘; taking notes– Plenary discussion
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Project Organization Chart
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Project Manager Advisory Board
PM Assistant Technical Expert Comissioner Site Manager Procurement Expert
Logistics Expert
etc.Pure Project OrganizationMatrix-Project Organization
Project Organization Chart: Engineering Company
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Project Management
Steering Committee
Project Team
Organization Chart: Reorganization of Swissair (1990)
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Project Organization Chart
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Subteam 1
Project Organisation
Projectowner team
Projectowner team
Projectcontributor
Projectcontributor
Project teammember
Project teammember
Projectcontributor
Projectcontributor
Projectcontributor
Projectcontributor
Projectcontributor
Projectcontributor
Subteam 2
Project Team
ProjectmanagerProject
manager Projectcontributor
Projectcontributor
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Project teammember
Project teammember
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Project Organization Chart
A model of the project reality Presentation of roles (and communication structures), not personsDifferent presentations of the project organization provide different informationSymbolic project management– The chart is an artefact of the project culture– Boxes or bubbles, size of boxes, shadows behind boxes, ...
Quality standards: Date, version, responsible personAdaption over time, as the project evolvesA communication instrument
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Project Roles
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Project role Name
Project owner team XXX
Project manager XXX
Project team member: Construction XXX
Project team member: Engineering XXX
Project team member: Procurement XXX
Project contributor: Engineering XXX
Sub team: Engineering XXX
List of Project Roles: Example
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Role Characteristics: Project Manager
Names Project manager, project leader, project coordinator, etc.
Importance for the
project success
Very high
Objectives Representing the interests of the project; realizing the project
objectives; directing the project team and the project contributors;
representing the project to relevant project environments;
preparing and adapting of the project management documentation
Number of persons One person; in practice sometimes two persons
Non-objectives Content work
Competences Project management, competences regarding the project-
performing organizations, the products, the technologies
Recruitment Project management expert pool, from the external personnel
market 53
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Role: Project Manager
Objectives
• Representing the interests of the project
• Realizing the project objectives
• Directing the project team and the project contributors
• Representing the project to relevant project environments
• Preparing and adapting of the project management documentation
Organizational position
• Reporting to the project owner team
• Member of the project team
Tasks
Tasks in the project start process
• Know-how transfer from the pre-project phase into the project, together with
project team members and the project owner team
•….. 54
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Role Characteristics: Project Owner Team
Names Project owner, project steering committee, project supervisory
board, project sponsor, etc.
Importance for the
project success
Very high; often not performed accordingly
Objectives Representing the interests of the company in a project, assigning
the project to the project team; directing the project manager,
supporting the project team
Number of persons 1 for small projects, 2 to 4 for projects; of the same or of
different hierarchy levels
Non-objectives Performing project management functions, setteling conflicts of
the project team
Competences Project management, strategical orientation, social and decision-
making competences
Recruitment Executives from the project-performing organizations, who are
interested in the project results 55
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Role: Project Owner TeamObjectives
• Representing the interests of the company in a project
• Assigning the project to the project team
• Directing the project manager
• Supporting the project team
Organizational position
• Member of the project organisation
• Project manager reports the project owner team
Tasks
Tasks in the project start process
• Selecting the project manager and project team members
• Agreeing on the project objectives with the project team
• Contributing to the construction of the project context
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Relational Description of Project Roles
Application of standardized structuresStructure: Objectives, organizational position, tasks, relations to environments, formal authoritiesRelating the tasks to the project management sub-processesConsideration of relations between different roles
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SWSW
HWHW
OrganisationOrganisation
Objects ofconsideration
Objectives
Scope
Project team
-Completed SW solution-Implemented SW and HW solution-Developed concept for organisation
ProjektProjekt
PlanungPlanung RealisierungRealisierung TestTest IBNIBN
PlanungSW
PlanungSW
PlanungHW
PlanungHW
. . . .
ProjektProject
PlanungPlanning RealisierungRealisation TestTest IBNCommissioning
PlanungSW
SW planningPlanung
HWHW
planning
. . . .
Projekt-manager
OrganisationSW
HW
PM
OrgSW
HW
Objects of Consideration and Project Team Roles
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GW: Project Roles
Objectives– Developing an understanding about the relationships between the
project rolesContents– Analysis of project roles (project manager, project owner, project team
member, etc.)– Analysis of the relationship between the roles– Own perception of these roles
Working Form– Group work: 15`– Documentation: Notes– Discussion of the results in the plenary
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Perception of the Project Manager
Project managers are managers, not administrators. – Drivers, achievers, team players, service providers, leaders, …
Project managers are not the best technical experts.– Project management professionals, generalists,
business-oriented, marketing-oriented, …Project managers require social competences.– Moderating, presenting, solving conflicts, leading teams, communicating
with relevant environments, reflecting, …Project managers come in different forms.– Part time or full time, project manager only or in combination with a
contents-related role, for different project types, …Project managers are part of a project management community.– Project management exchange, of experience groups, peers in the
company, project management associations, …60
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Project Responsibility Chart,Project Communication Structures,
Project Rules
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Project Responsibility Chart
Method to plan the fulfilment of work packagesFor selected work packagesAn integrative project management method, integrates ..– WBS, role definitions, project environment analysis
Consideration of individual roles and of team rolesDefinition of functions for the performance of each work packageUse of different functions; e.g. : performance (P), contribution (C), coordination (C1), information (I), decision (D)
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I
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Project Communication Structures
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Communication Form
Objectives Participants Frequency
Project Owner Meeting
Project status reporting, strategic decisions, feedback
Project Owner, Project Manager, Guests
Once a month (and when required)
Project Team Meeting
Information, project controlling, project decisions
Project Team Members, Guests
Once a month (and when required)
Sub-Team Meeting Solutions of contents-related problems
Sub-Team Members
As required
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Project Team Meetings
Detailed problems regarding the project contents are not subject of project team meetings. The “Big Project Picture” is to be constructed.Dates for team meetings and project owner meetings have to be fixed in the start process.Representatives of relevant project environments may participate in team meetings.
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Project Rules
Meeting rules– Being on time – …
IT application rules– MS Office version …– Filing on server …– …
Corporate design rules– Usage of project logo only in combination with company logo– …
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Project Role Assignments
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Combination of Project Roles
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Project Owner and Project Manager NO
Project Owner and Project Team Member NO
Project Owner and Project Contributor YES
Project Manager and Project Team Member YES, but ...
Project Manager and Project Contributor YES
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Mr. Miller
Project Team Member
(Project B)Head
of Dep
artmen
t
Project Manager(Project A)
Inter-Role Conflicts and Potentials
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GW: Role Conflicts and Potentials
Objectives– Reflecting inter and intra-role conflicts and potentials
Tasks– Defining individual roles one is „playing“– Analysing individual inter and intra-role conflicts and potentials– Exchange of the results of the analysis with another student, challenge
statements regarding conflicts and potentialsForm– Individual analysis: 5`– Exchange of the analysis results`: 10`– Brief discussion in the plenary
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GW: Organizational Design of a Project
Objectives– Application of methods for the organizational design of projects for a
„private“ projectTasks– Selection of a „private project“– Definition of project roles– Design of a project organization chart
Form– Small groups, 20`– Brief presentations and discussions
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Project Leadership
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Management and Leadership
Traditional management functions– Plan, organize, lead, control
Systemic leadership functions– Construction of a common realities– Building-up and reducing complexity– Managing dynamics– Providing sense
Leadership– Part of the management functions– Interventions versus individuals and teams
Intervention: A goal-determined communication
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Leadership in Projects
Providing (context) information Providing conditions to motivate the members of the project organisation Agreeing on objectivesControlling progress and giving feedbackMaking decisionsSolving conflictsReflecting to promote learning of individuals and teams
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Leadership Roles in Projects
Project ownerProject managerProject team
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Event-oriented Leadership
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Project startworkshop
Project close-downworkshop
„Energy“
Approvalby the user Project
presentation
Project controllingmeetingProject
controllingmeeting
t
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Teams in Projects
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Project Organization Chart
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Subteam 1
Project Organisation
Projectowner team
Projectowner team
Projectcontributor
Projectcontributor
Project teammember
Project teammember
Projectcontributor
Projectcontributor
ProjectmanagerProject
manager
Projectcontributor
Projectcontributor
Projectcontributor
Projectcontributor
Subteam 2
Projectcontributor
Projectcontributor
Project Team
Project teammember
Project teammember
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“Unreal” team-work Real team-work Individual work
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Pseudo Team
Working Group
Team
Potential Team
Team-Performance (Katzenbach)
Integration
Performance
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Group versus Team
Team"We are a Team"
Group"I am in a Group"
Task orientation Individual objectives less important than team objectives
Individual objectives dominate
Responsibility Common responsibilty for the results
Individual responsibility for individual results
Coherence High coherence; trust and team spirit
Little coherence
Interdependencies Strong, relying on each other
Weak
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Team Development
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Team Development Process
Traditional ModelFormingPerformingStormingNorming PerformingAdjourning
Adapted ModelForming and NormingPerformingReflecting RenormingPerformingAdjourning
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Forming: Objectives
Assuring the required qualifications, “capitals”Establishing a coherent team by …– Informing each other about „private secrets“– Performing common social activities– Developing a common project view– Defining common project rules, norms– Ensuring the identification of the team members with the project
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Know-howCapital
RelationalCapital
DecisionCapital
Project Success = Quality x Acceptance
„Capitals“ Required in Teams
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Reflection and Feedback in Projects
Reflection: Objectives – Reflection by a social system (e.g. the project team)– Basis for learning, for further development
Reflection: Working forms– “Flash light”, smilies, associative methods
Feedback: Objectives– Feedback is directed versus someone, something– Informal or formal feedback– Basis for learning, for further development
Feedback: Working forms– Questionnaire, meeting
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Reflection: Status per …
Process
Results
☺
☺
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Johari-Window
B
The “Blind” Spot
A
Area of Free Action
C
Hidden AreaNot
knownby
others
Known by
others
Not known by oneselfKnown by oneself
D
The Unconscious
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C
BA
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Feedback Rules
Rules to give feedback– Be concrete, clear and on time– Be constructive, positive and possibly negative statements– Consider the situation, the timing– Be aware of the consequences of your feedback
Rules to take feedback– Ask, to clarify the feedback– Don`t argue– Accept the feedback as a subjective statement– Be grateful for the feedback
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GW: Feedback
Objectives– Experience a formal feedback situation: Giving and taking
Tasks– Find a student to give feedback about your observations of him/her in
class– Prepare for the feedback situation– Give feedback to each other student by applying the feedback rules (3`)– Criteria for feedback: Contribution to the discussion, making
presentations, giving feedback to other students, socialize with other students, …?
Form– Groups of two, not friends!– Duration: 10`– Plenary: Experiences gained
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Project Culture
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Elements of the Project Culture
Project name, project logo, project colourProject values, project mission statementProject language, project slogans, project anecdotesProject artefacts (project management documentation, project folder, etc)Project roomSocial project events
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Project Culture: Objectives
Creation of a competitive advantage by …– establishing clear project boundaries to allow the recognition of the
project– promoting the identification of the members of the project organization
with the projectDevelopment of a team spirit, providing orientation to the members of the project teamPromotion of a relative project autonomy Creation of the basis for project marketing
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Project Name
Clear, short, allowing associations with the project objectivesIdentifying the project type; e.g „Conception Product XY“NO-NOs– unclear abbreviations, numbers („4711“)– only the customer name– wrong associations („Route 66“)
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Project logo and project colour
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Project Values/Mission Statement
Result-related values and process-related valuesQuestions to ask:– What is specific about the project?– What is important for the project team?– What is not important?– What differences are there between this project and others?– ...
Possibility, to document the values in a project mission statement– Practical relevance still low
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Project Slogans
Project specific or project phase specificUsed in project meetings, in brochures, foldersTo give orientation to – the members of the project organization– representatives of the relevant environments
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Project Culture Development
The project culture is developed initially in the project start process.The project culture is further developed by “meta-communication” in the project controlling process.Usually, no major changes in the project culture are desired.To resolve a project discontinuity also the project culture requires major changes.
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Responsibilities
Activities Proj
ect o
wne
r
Proj
ect m
anag
er
Proj
ect t
eam
Mem
bers
of t
he p
roje
ct te
am
Proj
ect c
oach
Exte
rnal
s
Doc
umen
ts
Planning the project start • Check: Internal project assignment and results of the pre-pj phase R • Selection of forms of communication R • Selection of project team members (and of a project coach) R • Selection of methods and form of documentation of PM to be used R • Agreement with the project owner C R 1)
Preparing the project start • Hiring of a project coach (option) (C) • Preparation of starting communications I, II, ... (C) • Invitation of participants R 2) • Documentation of the results of the pre-project phase C (C) C • Drafts of plans, organization, culture and marketing of the project C (C) C • Developing of information material for starting communications C (C) C 3)
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IPMA`90: Management by Projects
10th World Congress of the IPMA-International Project Management
Association
June, 1990
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IPMA`90: Context, Situation
Periodic world congress of the IPMAPMA was established in 1986 at the WU Wien, congress as a marketing chanceThe preceding congress in Glasgow 1988 was a flopDemand for a clear profile of the product and intensive marketing
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IPMA`90: Project Name
IPMA`90: Management by ProjectsRepetitive event: – Organiser: IPMA-International Project Management Association– Year: 1990
Contents– Management by Projects
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IPMA´90: Mission Statement
Science and practiceTraditional and innovativeViennese and internationalMind and body Individual and co-operative, a learning chance
Product and process related statements!
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Date IPMA`90 Slogans
12/88 Total Marketing!
10/89 No more creativity! Love for the details and for a high quality in the production!
5/90 Have fun, everything is decided!
6/90 IPMA´90 - A High Touch Project
Project phases related slogans!
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GW: Project Culture
Objectives– Project culture development
ContentsDeveloping a project name, a project slogan, project specific values for a specific project
Working Form– Group work: 20’; notes– Report in the plenary
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Project Start Process
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Project starting
Project controlling
Project discontinuityresolving
Project closing-down
Project coordinating
Projectassigned
Projectapproved
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Project Start: Situation
Time pressure, high demand for „project work“Social uncertainty, people do not know each other (in their new roles)Need for orientationDifferent levels of information of participants
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Project Start: Results
Appropriate project plans and appropriate project organization establishedCommon „big project picture“, project team spirit developedProject culture developed, social system establishedProject is known to relevant environment, initial project marketing performedProject management documentation „project start“ completedAgreements upon project controlling and project-close down
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ROLAND GAREIS Project and Programme Management®112
Application of methods in the project start process
Small Project Project
Planning Methods
Project objectives plan must must
Objects of consideration plan can must
Project work breakdown structure must must
Project work package specification can must
Project bar chart must must
Project finance plan can can
Project cost plan must must
Business case analysis can must
Project Start: Methods
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Quality of PM
high
middle
lowlow middle high Need for Resources
ProjectWorkshop
Individual Meetings
Kick-off/Close-downMeeting
Project Communication Forms
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Project Start WS: Organization
Venue: Outside of the company, seminar hotelDuration: 1-3 daysSequential workshops: e.g. 1 plus 1 day, 3 days in between for documentation workSeveral workshops with different target groups at different locations– project team, customer representatives, contractor
Professional moderation of the WSVisualization, afterwards electronic documentationInvitation of the project owner at the end of the WS
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Project Start: Infrastructure
Project office, offices for (distributed) project team membersPM software, office softwareIntranet and Internet (project portal, homepage, e-mail,...)Telecom: Telephone- and video conferencingVisualization and moderation tools
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Project Start: Assurance of Management Quality
Project consulting– supporting the project in the start process to build up project
management competenceCoaching of …– the project owner, project manager, project team
by external or internal consultants
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Responsibilities
Activities Proj
ect
owne
r
Proj
ect
man
ager
Proj
ect
team
Mem
bers
of
the
proj
ect
team
Proj
ect
coac
h
Exte
rnal
s
Doc
umen
ts
Planning the project start
• Check: Internal project assignment and results of the pre-pj phase
R
• Selection of form of start communication R • Selection of project team members (and of a project coach) R• Selection of PM methods and form of documentation R • Agreement with the project owner about start process C R 1)
Preparing the project start
• Hiring of a project coach (option) (C) • Preparation of forms of start communications I, II, ... (C) • Invitation of participants R 2) • Documentation of the results of the pre-project phase C (C) C • Drafts for planning, organizing and marketing of the project C (C) C • Developing of information material for start communications C (C) C 3)
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Case Study: Start of Project „Feature Development“
Project information– Based on the results of a conception project the Project Portfolio
Group of an Austrian telecommunication company decides to further develop an existing product by adding a new feature to it (e.g. providing information about the daily telefon costs)
– Project duration: 2-3 months– Project costs: € 120.000,-– Partner: SW developer, advertising agency,...
Working form– Small groups, 10`-15`; documentation
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Case Study: Assignment
Analysis of the strategic importance and the social complexity of the project
Planning the …– knowledge transfer from the conception project into the project
„Feature Development“– project management methods to be applied in the start process– communication structures for the start process– required infrastructure for the start process– involvement of a project management consultant and/or coach in
the start process– initial project marketing
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Happy Projects!
Roland Gareis
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