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Goal Directed Project Management

Goal Directed Project Management

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Goal Directed Project Management

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  1. Goal Directed Project Management • First publication in 1984 in collaboration with Coopers & Lybrand. • Very popular in … Norway • Designed for IT projects • Used for change management (PriceWaterhouseCoopers) B. Denis - STTC 29 May 2000

  2. Basic principles • 2 project management levels • Collaborative approach • One page report B. Denis - STTC 29 May 2000

  3. Method overview Planning / following up Organizing resources Project responsibility chart A contract between the project and the parties involved. Milestone Plan focusing on results Reporting on a copy of the milestone plan “Contract” between the management and the project Superior level Activity responsibility chart A contract between the project manager and the project members Activity Schedule Detailed reports on a copy of the activity schedule Internal project document Detailed level B. Denis - STTC 29 May 2000

  4. Milestone Plan The Milestone Plan is a model of the project - Enhances targeting - Gives control points through the project Project start Milestone Activities Milestone Milestone Project-target B. Denis - STTC 29 May 2000

  5. Project Responsibility Chart Includes: Units and competencies involved Milestones Time limits Resource estimates Describes: Decision authority Information and advising/inquiring activities Responsibility for progress follow-up Responsibility for the execution of work B. Denis - STTC 29 May 2000

  6. Activity Schedule Includes: • Persons involved • Activities • Time limits • Resource estimates Describes: • Decision authority • Information and advising/inquiring activities • Responsibility for progress follow-up • Responsibility for the execution of work B. Denis - STTC 29 May 2000

  7. GDPM tool • Prosoft AS (small Norwegian company) • Java • Platform independent • Internet accessible • Supports the planning and reporting process of GDPM B. Denis - STTC 29 May 2000

  8. Pros and cons Pros light and pragmatic minimisation of bureaucracy gradual introduction of formal techniques is possible Cons specific techniques not much support to solve complex scheduling problems B. Denis - STTC 29 May 2000

  9. Suitable for ... • Gradually introducing project management practices • Innovative and development projects with people who are not willing to be “planned” • Initial phases of a large projects • Small and medium-sized projects B. Denis - STTC 29 May 2000

  10. Less or not suitable for ... • Implementation projects where scheduling and the optimization of resources usage is the key issue • Conventional projects with well established state-of-the-art practices • Large projects B. Denis - STTC 29 May 2000