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Project Management (Projektin hallinta)

Project Management (Projektin hallinta). Tommi Vihervaara Aalto University School of Business. Case Burkina Faso . http ://www.youtube.com/watch?v=5apWGwcLvv0. http://www.youtube.com/watch?v=5apWGwcLvv0. Who am I ?. One man

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Project Management (Projektin hallinta)

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  1. Project Management(Projektin hallinta) Tommi Vihervaara Aalto University School of Business

  2. Case Burkina Faso • http://www.youtube.com/watch?v=5apWGwcLvv0

  3. http://www.youtube.com/watch?v=5apWGwcLvv0

  4. Who am I ? • One man • Two degrees (M.Sc.(Econ), Aalto University + B.Theo, University of Helsinki) • Two books about electronic business • Two records in project launching • Area of expertise: Student Business Projects -

  5. “An expert is a person who has made all the mistakes which can be made in a narrow field.” Niels Bohr Nobel Prize for Physics in 1922.

  6. Why project management (PM) is important • ”There is a crying need for skillful people.” Tekniikka & Talous, 3.11.2008 • ”Want work? Study project management!” • ”The managerial methods of project management are among the rare ones that are suited for radical change”. • ”We think that project know-how is a civic skill. A citizen that does not have basic understanding of project know-how, will be quite lost in the current society.” Tekniikka & Talous, 7.12.2008 • ”The US government has defined that the lack of a competent project manager poses a national security problem.”, Tekniikka &Talous, 14.8.2009 Veikko Välilä, the Secretary General for the International Project Management Association IPMA -

  7. Nordea Rocla ITAB Shop Concept Finland Oy Perusteollisuus (PETE) Finnkarelia Virke Oy Beijer Electronics Oy Elqotec Urbanet Naisyrittäjyysverkosto HERA-hanke eWork Nordic Oy Teknologiainfo Teknova Oy Metso VVO Puukeskus Andritz Oy Wood Processing Fujitsu Services eWork Nordic Oy Valtionvarainministeriö HUS Equal dreams Oy Lege Artis Sunda Systems Aarikka Nokia Suomen Kuntaliitto Rautatievirasto Sibelius - Akatemia Transearch Finland Oy Antrea Solutions Deferon Oy Tekla Stora Enso Ilmailulaitos Finavia FICIX ry Past projects Elisa Festo Oy Kalavala Koru PricewaterhouseCoopers Vanhustyön keskus liitto -

  8. Why project managemet is important? • Project management skills makes the difference between professional and amateur . Professional Amateur

  9. PM is not just for Business people • Project management skills help you in your daily life • The writing and reading skills of adulthood • Everyone does not have to become a professional author but everybody has to be able to read and write -

  10. Different Categories of Projects • Internal development/change projects • E.g. process renewal, adoption of new tools (SAP adoption) • Supply projects • E.g. supplying products or services, large system installations (paper machine) • Research projects • E.g. academic research projects • Implementation projects • E.g. theater performances, sport events • Construction projects • Creating concrete outcomes of civil engineering projects (e.g. buildings, roads) • Product development projects • E.g. development of new mobile phone models • Creating a new robe for the Rector of Aalto University Source: Kettunen (2003), adapted -

  11. 1.Project Portfolio Managemet = Select the projects you want to execute 2.Organization & Stakeholder analysis Kick off meeting Preliminary Meeting (s)with stakeholders (sponsors, clients, champions, partners, interest groups) Phase I Project Proposal (offer, business case) Mid term meeting (Phase I meeting) Phase II Project is approved Project charter, memo project plan, approved project offer Project follow up 1.Quality mangement 2 Customer Relations Managemet (CRM) (Build ground for future projects) Final meeting Preparation Lets get everything ready! Before the project Vihervaara (2012) Project development Projects can have multiple phases & milestones -

  12. Building the project

  13. Step 2. organization, & stakeholder analysis (organisaatio ja intressiryhmäanalyysi Organization analysis Can our organization produce the projects we want Stakeholder analysis Who are the people we need to influence

  14. Step 2 analysis Organization analysis SWOT analysis Strengths, Weaknesses, Opportunities, Threats.

  15. Step 2 analysis Stakeholder analysis Stakeholders are the people involved in or affected by project activities. Stakeholders include: The project sponsor The project manager The project team Support staff Customers Suppliers Possible champions & opponents to the project Schwalbe (2009)

  16. Step 2 analysis Project external roles Project Champion (suojelija) A senior manager who acts as a key proponent for a project Project sponsor (client, customer) Person or organization who provides the direction and funding for a project Project Manager Person who is responsible for the project Project owner Person who owns the project and makes the final decisions. Can be same person as sponsor or project manager Project Coordinator Person who coordinates the project activities. Responsibilities can vary. Project supervisor (tutor). = Person who helps and guides the project group. Does not do actual project work Steering committee Supervises the project. Committee role varies from highest decision maker to advisory board. Project team members People who conduct the project Schwalbe (2009)

  17. Stakeholder analysis Because a stakeholder analysis often includes sensitive information, it should notbe part of the official project plans, which are normally available for all stakeholders to review Schwalbe (2009)

  18. Building the project Now that we have selected the projects we want Identified the important stakeholders What do we do next?

  19. Step 3 first contacts Start contacting the major stakeholders Personal meetings Try to find a project champion Somepody who has influence and supports your project

  20. Step 3 first contacts Typical mistakes in a first meeting with the potential client (sponsor) No game plan No structured product, service or project No preparation Do not try to sell everything in the first meeting!

  21. Step 3 first contacts Tips for the first meeting with the potential client First sell our self and only then our service/product/project Learn small talk Be honest & be your self Do not try to be in controll Listen & ask questions

  22. Step 3 first contacts Negotiation skills • What do you say when you are asked something you do not know the answer to? • Admit that you do not know the answer for that specific question • Good question I will have to get back to it. . . • Can you clarify a bit. . .? • Talk about the procedure of finding the answers. -

  23. Building the project We have: Selected the projects we want Conducted organization & stakeholder analysis Had preliminary meetings with stakeholders What next?

  24. Step 4 Project Proposal (projektiesitys)Project Proposal, Business case, Project offer Project proposal (business case) is a document that provides justification for investing in a project. Project proposal is usually Word document Slideshow for audience It is a good idea to have one of the company’s financial managers review the information for accuracy.

  25. Step 4 Project Proposal (projektiesitys)Project Proposal, Business case, Project offer Introduction/Background Business Objective Current Situation and Problem/Opportunity Statement Critical Assumptions and Constraints Analysis of Options and Recommendation Preliminary Project Requirements Budget Estimate and Financial Analysis Schedule Estimate Potential Risks Exhibits

  26. Building the project Now we have: Selected the projects we want Conducted organization & stakeholder analysis Had preliminary meetings with stakeholders Created a project proposal What next?

  27. Step 4 Project approval Approval is important so that we are not wasting time with a “stillborn” project. Project is approved when Offer is accepted Project proposal is approved

  28. Building the project Now we have: Selected the projects we want Conducted organization & stakeholder analysis Had preliminary meetings with stakeholders Created a project proposal Had our project proposal approved What next?

  29. Step 6 Preparing for the project (before the official kick-of) 0-6kk Forming the project group, if it is not formed already Creating the project plan, if it is not created already Informing the organization and stakeholders Taking care of all the preliminary preparations

  30. Step 6 Preparing for the projectProject Planning Planning is often the most difficult and unappreciated process in project management. Often, people do not want to take the time to plan well, but theory and practice show that good planning is crucial to good execution. The main purpose of project planning is to guide project execution, so project plans must be realistic and useful. Schwalbe (2009)

  31. Step 6 Preparing for the project Project plan Typical Project Plan Project Description (Exec summary) Purpose of the project Objectives and definitions (Scope statement) Project goals Deliverable(s) Customerresponsibilities Schedule Phases WBS Budget and effort estimation Design Material Implementation Risk management Technical risks Resource risks Business risks Project organization

  32. Building the project Now we have: Selected the projects we want Conducted organization & stakeholder analysis Had preliminary meetings with stakeholders Created a project proposal Had our project proposal approved Made all possible project preparations What next?

  33. 1.Project Portfolio Managemet = Select the projects you want to execute 2.Organization-, & Stakeholder analysis Kick off meeting Preliminary Meeting (s)with stakeholders (sponsors, clients, champions, partners, interest groups) Phase I Project Proposal (offer, business case) Mid term meeting (Phase I meeting) Phase II Project is approved Project charter, memo project plan, approved project offer Project follow up 1.Quality mangement 2 Customer Relations Managemet (CRM) (Build ground for future projects) Final meeting Preparation Lets get everything ready! Project development Before the project Projects can have multiple phases & milestones

  34. Step 6 Project kick off meeting Experienced project managers know that it is crucial to get projects off to a great start. A kick-off meeting is a meeting held at the beginning of a project so that stakeholders can meet each other, review the goals of the project, and discuss future plans. Often used to get support for a project and clarify roles and responsibilities. The project champion should speak first and introduce the project sponsor and project manager. Often a fair amount of work is done to prepare for the meeting.

  35. Step 6 Project kick off meeting Agenda Introduction of the client Introduction of the project group Introduction of the project Discussion Agenda can vary depending on the situation

  36. Step 6 Project Execution Phase I Make sure you get an energetic start. Take care of the critical assignments first Outline the deliverables Working Communication is always the key to to a successful project!

  37. A successful kick-off meeting is extremely important You can only make the first impression once! Apollo 13, project kick-off http://www.youtube.com/watch?v=gmLgi5mdTVo&feature=fvwrel

  38. Step 6 Project Execution Common problems during a project • The project sponsor and/or other senior managers are not very supportive of the project. • Project stakeholders, such as people who would use the products and services the project is attempting to create, are not sufficiently involved in project decision-making. • The project manager is inexperienced in managing people, working in a particular organization, or understanding the application area of the project. • The project objectives/scope are unclear. • Estimates for time and cost goals are unreliable or unrealistic. • Business needs/technology changes impact the project. • People working on the project are incompetent or unmotivated. • There are poor conflict-management procedures. • Communications are poor. • Suppliers are don't deliver as promised.

  39. Step 6 Project Execution Forming a ”real” team 5 Adjourning Project ends 4 Performing Action 3 Norming Common tune is found Team Performance level 2 Storming Ideas fly 1 Forming Project team is formed Failure or dismantling the team TIME

  40. Step 6 Project Execution Conflicts can be good Conflict often produces important results, such as new ideas, better alternatives, and motivation to work harder and more collaboratively. Project team members might become stagnant or develop groupthink—conformance to the values or ethical standards of a group—if there are no conflicting viewpoints on various aspects of a project. Research suggests that: Task-related conflict, which is derived from differences over team objectives and how to achieve them, often improves team performance. Emotional conflict, however, which stems from personality clashes and misunderstandings, often depresses team performance.

  41. Step 7 Phase I-meeting Normally after completing a milestone In a meeting, the project group informs a client, steering group or stakeholders about progeress Kick off meeting Phase I Mid term meeting (Phase I meeting) Phase II Project follow up 1.Quality mangement 2 Customer Relations Managemet (CRM) (Build ground for future projects) Final meeting

  42. Step 8 final (closing) meeting At this meeting, like the kick-off meeting, you should invite key project stakeholders. The project champion should start off the meeting, and the project manager and his/her team should review information like the following: The scope, time, and cost goals and outcomes The success criteria and results in achieving them Main changes that occurred during the project and how they were addressed The main lessons learned from the project A summary of the transition plan Keep the presentation legth under control!

  43. Project Creation Real life and theory do not always meet Sometimes it is not possible to gather all the resources before the project starts. If you have to make a blind jump make sure you know where you are jumping into. Tommi Vihervaara

  44. This is not the end, but only the beginning. . . Thank you Tommi Vihervaara

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