pros jek tled else

8/10/2019 Pros Jek Tled Else

1/21

Velkommen tilExecutive Master of

Management-programmet

PROSJEKTLEDELSE


2/21


3/21

Projects are plaguedwith failures90 percent of allprojects fail

There is something wrong with

our theory of projectmanagement

70 % of all projects

exceed time andbudget.

Projects deliver

disappointing value.

We need to rethink ourcurrent way of managing

projects


4/21

PROJECT Cost overrun (%)

Bostons artery/tunnel project 196

Humber bridge, UK 175

Boston-Washington-New York rail, USA 130

Great Belt rail tunnel, Denmark 110

A6 Motorway Chapel-en-le-Frith/Whaley bypass, UK 100

Shinkansen Joetsu rail line, Japan 100

Washington metro, USA 85

Channel tunnel, UK, France 80

Karlsruhe-Bretten light rail, Germany 80

resund access links, Denmark 70

Mexico City metro line 60Paris-Auber-Nanterre rail line 60

Tyne and Wear metro, UK 55

Great Belt link, Denmark 54

resund coast-to-coast link, Denmark/Sweden 26


5/21

Nature and success

of projects


6/21

6


7/21

B iased Decis ion Making

We believe it is true!

Optimism b ias and Delusions of success

Lovallo & Kahneman (2003)

Strategic Misrepresentat ion

We know what we are doing, we do it anyway

Inaccu rate forecasts and Reference class forecast ing

Flyv bjerg (2006)


8/21

Uncertainty

poorly understoodor poorly managed?


9/21

And the No.1 rule of

project managementis..


10/21

1.Embrace uncertainty.Expect the unexpected. There is far more that we don'tknow and can't know than what we can anticipate. Beresilient to what life throws at you. Anticipate that your

team will learn something along the way that can andshould change what you have promised and how youcan deliver on your promises.


11/21

Type ofuncertainty

Project managers

roleManaging tasks Managing relationships

Variation

Cost, time andperformance levelsvary randomly, but

in a predictablerange.

Troubleshooter andexpeditor.Managersmust plan withbuffers and use

disciplined execution.

Planning: simulate scenarios, insertbuffers at strategic points in criticalpath, set control limits at which totake corrective action.

Execution: monitor deviation fromintermediate targets.

Planning: identify andcommunicate expectedperformance criteria.

Execution: monitor performance

against criteria, establish someflexibility with key stakeholders.

ForeseenuncertaintyA few knownfactors willinfluence, but in

unpredictable ways.

Consolidator ofproject achievements.Managers mustidentify risks, preventthreats and developcontingency plans.

Planning: anticipate alternativepaths to project goal by usingdecision-tree technique, use risklists, contingency planning anddecision analysis.

Execution: identify occurrences offoreseen risks and triggercontingencies.

Planning: increase awareness forchanges in environment relativeto known criteria or dimensions.

Execution: inform and motivatestakeholders to cope with

switches in project execution.

UnforeseenuncertaintyOne or more majorinfluence factorscannot be

predicted.

Flexible orchestratorand networker andambassador.Mustsolve new problemsand modify bothtargets and methods.

Planning: build in the ability to adda set of new tasks to the decisiontree, plan iteratively.

Execution: scan the horizon forearly signs of unanticipated

influences.

Planning: mobilize new partnersin the network to help solve newchallenges.

Execution: maintain flexiblerelationships, communicate with

stakeholders, develop beneficialdependencies.

ChaosUnforeseen eventscompletelyinvalidate theprojects target,

planning and

approach.

Entrepreneur andknowledge manager.Managers mustrepeatedly andcompletely redefine

the project.

Planning: iterate continually andgradually select final approach, useparallel development.

Execution: verify goals on the basisof learning; plan only to nextverification, prototype rapidly,

make go/no-go decisionsruthlessly.

Planning: build long-termrelationships with alignedinterests, seek partnerships.

Execution: link closely withusers. leaders in the field, solicitdirect and constant feedback

from markets. technologyproviders.


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Project Success and

Value Creation


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13

EfficiencyImpact on

customerImpact on

team

Business and

direct success

Preparation

for future

Project Success

Meetingschedule

Meetingbudget

Meetingrequirements

andspecifications

Otherefficiencies

Customersatisfactionand loyalty

Benefit tocustomer

Extent of use

Brand namerecognition

Teamsatisfaction

Skilldevelopment

Teammember

growthTeammemberretention

No burnout

ROI, ROE

Sales

Profits

Market share

Cash flow

Servicequality

Newtechnology

New market

New productline

New core

competency

Neworganizationalcapability


14/21


15/21

Velkommen tilExecutive Master of

Management-programmet

PROSJEKTLEDELSE


16/21

1. Prosjektifisering og prosjektets fundament

2. Planlegging og hndtering av usikkerhet

3. Organisering, relasjoner og

interessenthndtering

4. Oppflging, lring og gevinstrealisering

5. Lederskap og teamarbeid i prosjektet

6. Den prosjektorienterte virksomheten

MM-programmet: 6 samlinger


17/21

Samling i Nydalen 1 2 3 4

Nettaktivitet Periode 1 Periode 2 Periode 3 Periode 4

Selvstudium Bolk 1 Bolk 2 Bolk 3 Bolk 4

Innsendinger Nr 1 Nr 2 Nr 3

Prosjektoppgaven Del 1 Del 2 Del 3 Del 4

PROSJ

EKTOPPG

AVE

&

EKSAMEN


18/21

4 Intensivsamlinger

Samling 1Prosjektets fundament

Samling 2

Planlegging av prosjekter

Samling 3

Organisering, oppflging og styring

Samling 4

Lederskap og ledelse i prosjekter og prosjektvirksomheter


19/21

Prosjektoppgaven ordinrt program

Beskrive et virkelig prosjekt, som er i

virksomhet i hele eller deler av

studieperiodenAnalysere en eller flere problemstillinger i

tilknytning til prosjektet


20/21

Prosjektoppgaven avsluttende program

Et lite forskningsprosjekt med ambisjon bidra til densamlede kunnskapen p omrdet

Sentralt gjre seg kjent med forskningslitteraturenp omrdet

Fritt valg av tema, men temaet ska ha tydelig kopplingog relevans for prosjektledelsesfaget

Empirisk eller rent teoretisk, kvalitativ eller empirisk

Innledningsvis veiledning i gruppe. Siden mer fokusertindividuell veiledning


21/21

Prosjektledelsegruppen p BIAnne Live Vaagaasar

Jonas SderlundErling S. Andersen

Jan Terje Karlsen

Ralf Mller

Kim van Oorschot

Donatella de Paoli

Jon LereimMorten Juel Hansen

Therese Dille

Anne Berit Swanberg

Andrew Davies

Hans Solli Saether

Katrine Sveen Fjellestad,adm.

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