PM training - presentation 2.78 mb

1

Basic Training on

Project Management

Copyright 2016, 4emotion

Basic Training on Project Management

Munich, February 3rd, 2016

1

Introduction

All material contained in this presentation is protected by copyright law.

All users agree not to copy or distribute any materials contained within the

presentation apart from the purpose of the Alpine Space project

management training course.

2

Basic Training on

Project Management


Core Competencies

● Project & programme management, social competencies

● Development of teams

● Coaching & Training

Professional Career (Abstract)

● Consultant for project and programme management since 2001

● Outdoor trainer since 2005

● Trainer for social competencies since 2007

● Project manager of several projects, specially in event management, marketing & PR, quality management, research

● Evaluation of projects (e.g. for ‚Projektmanagement Austria‘)

Education

● PhD in Project Management, Vienna University of Economics

● Certification as Project Manager (Level C), IPMA

● Certified Outdoor Trainer (E3L), European Institute for experience-oriented Learning

● Train the Trainer Certificate, WIFI Vienna

● Certified Quality Manager, WIFI Vienna

Dr. Andrea Cerny, MAS, zPM

Andrea CernyDevelopment of people, teams

and projectsManagement of projects

Coaching & Training CEO of 4emotion

Slide 4

Sarah HayesCore Competencies

● Project Management

● Internal & External Communications

● Instruction

Professional Career (Abstract)

● Project Management – INTERACT Programme

● Communications & Marketing

● Technical communications

Education

● Masters in International Relations – thesis in European Territorial Cooperation

● Special Programme in International Studies, Diplomatic Academy of Vienna

● BA University of Leeds

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Basic Training on

Project Management


Table of contentsTopics Page

Project ………………………………………………………………………….. 3

International Projects ……………………………………………………….. 8

Project Scope …..…………………………………………………………...... 10

Project Management ……………………………………………………….. 15

Project Planning ………………………………………………………………. 20

1. Project Objectives ……….……………………………………………. 21

2. Objects of Consideration ……………………………………………… 23

3. Project Stakeholder Analysis ………………………………………… 24

4. Project Organisation ………………………………………………….. 27

5. Project Culture …………………………………………………………. 34

6. Project Communication Plan ……………………………………….. 37

7. Project Risks ……………………………………………………………... 40

Project Start ……………………………………………………………………. 43

Project Controlling …………………………………………………………… 47

Project

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Basic Training on

Project Management


Project

Slide #7

7

A project is…

a social systema task(with specific features)

risky

relatively new

dynamic

goal oriented

boundaries

complex

CONTEXT

CONTEXT

CONTEXTCONTEXT

CONTEXT

project

a temporary

organisation

Project A Project B B

Project

Slide #8

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Project Management


A project as task(with specific features)

goal-oriented

boundaries

complex

relatively new

risky

dynamic

project definition & project worthiness

Project

Slide #9

A project as social system

Boundaries: inside / outside referring to objectives, scope,

schedule, resources and cost

Internal structures: roles, communication structures, basic rules,…

Context: Relationship to relevant stakeholders and projects

A social construction

Boundary

Internal

Structures

Context

Project

Slide #10

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Project Management


A project as temporary organisation

Specific roles

Specific organisational structure

Specific communication structures

Specific culture / ground rules

project A project B

Project

Slide #11

Social construction

How real is reality?

Project

Slide #12

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Project Management


Project: definition

IPMA - pma: pm baseline 3.0

Projects are goal-determined,

complex, mostly new, risky

and fulfil important tasks for

the institution (or in general:

the organisation) undertaking

the project.

Projects can be regarded as a

temporary organisation and

can also be seen as a social

system.

DIN-Norm 69 901

„A project is a purpose, which

is characterized by the

uniqueness of its conditions in

their entirety.“

This includes e.g.:

goal-determination

temporal, financial,

personnel and other

conditions

dissociation of other

purposes

project-specific

organisation

Project

Slide #13

Programme: definition

IPMA – pma: pm baseline 3.0

A program is a temporary organization for the execution of a

unique, medium to long term process of large scope that

involves many organisational units.

A program contains several projects that pursue a common,

superior and usually strategically important program objective.

Programs have a higher level of complexity; usually have a

longer duration, a higher budget and a higher risk than projects.

Unlike projects, programs have a higher strategic importance.

Project Programme

Project

Slide #14

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Project Management


Interreg Alpine Space ProgrammeProject

Slide #15

International

Projects

Alpine Space Programme

16

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Project Management


International projects: specifics

Different to projects carried out by a single organisation – or even

organisations within the same country

(Working) languages and cultures

Organisational, institutional, sectoral differences

Remote work

Length of project duration

Programme reporting

Pre-financing (if relevant)

International Project

Slide #17

International projects:

typical problems

Establishing a common working methodology

Building mutual trust, relationships and understanding

… doing all this remotely!

Working around different expectations and administrative

expectations – e.g. travel budgets

Isolated / individual outcomes vs common outcomes and

ownership

Investment in programme obligations – working to programme

reports rather than internal assessment

International Project

Slide #18

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Project scope

Project scope

All members of the project organisation share a joint view of the

project

„Big Project Picture“

Project boundaries (objectives / non-objectives, tasks, budget, start,

end, project roles, …) are defined adequately

Context of the project (pre- / post project phase, other projects,

stakeholders) is described

Based on this information, a project assignment can be generated;

a project started

Project scope

Slide #20

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Project Management


Boundaries & context

Project planning and organisation

(= detailed planning) is based on

project boundaries and context

„If there are no boundaries, you

can not plan it“

„There are no greenfield projects

(i.e. out of any context)“

Analysis of project boundaries

and project context is done within

team = construction

Project scope

Slide #21

Project boundaries &

Project context analysisContextBoundaries

tim

ec

on

ten

ts

oc

ial

vs.

Project scope

Slide #22

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Project Management


Time boundaries

Start and end date should be defined as a point in time (not as period)

Project events (and not management decisions): how can I actually tell

that the project has been started/finished – events stay fixed, dates may

change

Start and end events should be defined as precisely as possible

Project

Project duration

Project start event

Project start date dd.mm.yyyy dd.mm.yyyy

Project end event

Project end date

Examples:

» Offer accepted

and signed by

customer

» Feasibility study

presented and

approved

Examples:

» E-mail

announcing start

of operation

» Acceptance

document signed

by customer

Project scope

Slide #23

Content boundaries

objective

objective

Project

Maintask

Maintask

Maintask

objective

objective

objective

Non-objective

Non-objective

Non-objective

Budget

Maintask

Definition of project objectives

Concise, realistic and measurable objectives (SMART)

Objectives describe future possibilities or status, NOT deliverables or tasks

Non-objectives help clarifying project objectives (what will NOT be possible)

Main tasks describe the path for reaching the objectives

Think of project phases: describe 4-5 main activities

May be standardised for certain types of projects

Budget can only provide a framework at this stage

Project scope

Slide #24

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Social boundaries

PO

PM

PTM1

PTM2

PTM3

Specification of the three essential project roles:

PO: Project owner (strategic responsibility)

PM: Project manager (operational responsibility)

PTM: Project team member (technical / task responsibility)

Project team members: Technical expertise

Project manager: Highlander principle „There is only one!“

Project owner: Represents interests of the institution

Project scope

Slide #25

Time context

Possible questions:

What has happened prior to project start?

Which problems should the project solve?

Which decisions have already been made?

Why was the project initiated?

Who has promoted / blocked the project?

What documentation is available?

Possible questions:

Which actions and decisions have to be initiated/taken after project close-down?

Could/should there be any follow-up projects?

What post-project benefits/costs are expected?

What has to be done in order to enable the follow-up project

Describes the

history of the

project

„What triggered

the project?“

Describes the

consequences of

the project

„What will happen

after close down,

how will

deliverables be

utilised?“

ProjectPre-project-

phase:

history

Post-project-phase:consequences

Project

Pre-project phase Post-project phase

Project scope

Slide #26

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Content context

Relationship to other projects (list all projects that relate to project A)

Synergetic relationships

Conflicting relationships

As a consequence:

Possible/necessary info-transfers and coordination

Which individuals have roles in more than one project

Check relationship to institutional strategies

Which institutional strategies are promoted by the project?

How is the further development of institutional strategies influenced by the project?

Project A

Project B

Project C

Project D

Project E

Project F

Project G

Project H

Relationship to institutional strategy

Project scope

Slide #27

Social context

List of relevant environments (stakeholder):

People and institutions that may have an influence on the project

Synergetic relationships

Conflicting relationships

Project scope

Slide #28

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Project Management


Project

Management

Alpine Space Programme

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Project management: definition

Project management is a business process of the lead partner

organisation

The project management process begins with the project

assignment (approval by the PC) and ends with the internal project

approval.

It contains the sub-processes

project start,

project coordination,

project marketing,

project controlling,

project close-down.

Projectmanagement

Slide #30

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Project Management


Project management: process

project coordination

projectassigned

projectapproved

project-

start

project-

close-down

project crisismanagement

project-marketing

project-

controlling

Projectmanagement

Slide #31

Project management:

objects of consideration

Project assignment

Objectives/Achievements/Quality

Deadlines

Resources/Costs

Organisation & culture

Risk

Context

Pre- & post project phase

relevant environments/stakeholders

other projects

…

Achievements

CostsSchedule

+CONTEXT

CONTEXT

CONTEXTCONTEXT

CONTEXT

project

Projectmanagement

Slide #32

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Project Management


Project management vs.

content of the projecttimeline

1 2 3 4 5 6 7 8 9 10 11 12

PM

Analysis

Conception

Procurement

Installation

Test run

Instruction

Project phases

P-Start P-Close-Down

Projectmanagement

Slide #33

Project management process

by Alpine Space

Pre projectphase

(project pre-paration)

Project ManagementProject management

Post project

phase (final reporting)

ClosureProject ControllingStart

Project managementStart Controlling

Approval by the PC Project start date

Deadline: submission final PR

Project closure date

PROJECT IMPLEMENTATION

Project coordination and marketing

Projectmanagement

Slide #34

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Project Management


Pre-Project Phase

by Alpine Space

One particularity of the Alpine Space projects is that the planning

itself takes already place in the pre-project phase.

In this phase the application form (AF) of the project needs to be

drafted and therefore details as regards the foreseen outputs and

results, the work package structure and the finances have to be

fixed.

Beside the planning tools already foreseen in the AF or additionally

offered by the eMS, the projects are recommended to make use of

other professional project management tools (such as project

context analysis, project environment (stakeholder) analysis, project

risk analysis, project organisation chart and project role

descriptions).

Projectmanagement

Slide #35

Project Start Phase

by Alpine Space

The project start process shall especially focus on the preparation,

organisation and implementation of a kick-off meeting in which the

project planning is reviewed and finally adapted – especially on the

basis of any recommendations made by the Alpine Space

programme bodies but also on recent developments in the project

environment (since usually months pass between the planning and

the final project start).

Projectmanagement

Slide #36

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Project Management


Project start phase: objectives

Know-how transfer from pre-project phase enabled

Common view = project picture ensured

Adequate project organisation established

Adequate project communication structures established

Team building took place

Project management documentation is available

Precondition:

Project assignment /

project approval

Precondition:

Clear project scope

Projectmanagement

Slide #37

Management of

international projects

Beside the management of the project, the project manager has to

manage cultural differences

bridge language and time zone differences

focus intensely on “drawing” a common big project picture and work

on keeping it in mind => project controlling.

invest deliberately in team and trust building

manage continuously in communication

matters

Projectmanagement

Slide #38

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Project Management


Project

planning

39

Planning scope

All necessary tasks for the project are documented in a detailed and

comprehensive way

Adequate methods for scope planning are employed, depending on type

and complexity of the project

Plan of deliverables, work breakdown structure, work package

specification

Level of planning detail corresponds to type and complexity of the project

Understanding and acceptance of scope planning is ensured at all levels

Basis for all further planning created

Project planning

Slide #40

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Project Management


Planning scope

Scope planning is based on content boundaries

Work breakdown structure (WBS) constitutes basis for all further

plans, i.e.: schedule, resource and cost planning

(you must have a WBS in your project)

First draft by project manager and possibly project owner

Detailed planning within interdisciplinary project team (->

construction!)

Level of detail should correspond to the level of detail needed

for controlling the project

Project planning

Slide #41

1. Project objectives

The project (specific) objectives are a concrete statement describing what

the project is trying to achieve.

They refer to the project main outputs which can be evaluated at the end

of the project.

Project objectives have to lead to the final result. Results are often not

measureable within the project. Therefore project key indicators are

necessary which have to be defined in the beginning of a project.

Project planning

OBJECTIVEAn apple tree

has been

planted and is

visible by June

30th, 2016.

MAIN OUTPUT1 Apple tree

FINAL RESULT1 healthy apple

tree that bears

100 apples per

year

Within the project boundaries

Slide #42

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Project objectives:

recommendations

Sharp the project scope by definition of project non-objectives

That is definitely not covered in the project

Define SMART project objectives.

Define measureable project outputs per project objectives

What do we have physically at the end of the project?

vs.

Project planning

Slide #43

Project objectives: Example

Objectives

Project management conference organised in Salzburg from Dec. 5-7, 2016.

At least 900 paying participants participated in this conference.

At least 20 exhibiting companies and 10 sponsors acquired.

3 different streams (presentations/practice, workshops, research) provided.

Sightseeing program organised.

First draft of program and invitation sent out by the end of June 2016.

Non-Objectives

Accommodation and transport for participants organised

Main Output

Conference successfully managed

Final result

People are talking positively about this conference

Salzburg is seen as an attractive conference venue and touristic hot spot

Management of an international project management conference

Slide #44

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2. Objects of consideration

The objects of consideration plan is a method that structures the material and immaterial objects of consideration (e.g. results, interim results) to be considered and created in a project into their components.

Documentation

Deliverables breakdown structure

Mind map

List, table

Some objectives of consideration can also be outputs

Optional basis for work breakdown structure

Software

TrainingDocumentation

Hardware

Software

system X

Statement

of work

Pilot version

Test

environment

Call for tender

Bid

Trainer User

Training

material

Specifications

Test reports

User manual Techn.

manual

Specifications Test version

Beta version

Concept

Statement

of work

Specifications Test version

Trainer User

Training

material

Project planning

Slide #45

RelationshipProject planning

OBJECTIVEAn apple tree

has been

planted and is

visible by June

30th, 2016.

OUTPUT1 Apple tree

RESULT1 healthy apple

tree that bears

100 apples per

year

OBJECTS of

CONSIDERATIONapple tree seed – Shovel -

Watering can –Assignment

of property owner - …

Slide #46

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Project Management


Objects of consideration: example

First Draft in Mindmap

Management of an international project management conference

First Draft with PostIts

Slide #47

3. Project stakeholder analysisProject planning

Social setting of project thoroughly described

Synergetic and conflicting relationships can be distinguished

Specific needs of relevant stakeholders can be addressed

Base for “social controlling” and project marketing provided

Relationship

Project

Environment

Mutualexpectations

Slide #48

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Project Management


Project stakeholder graphic

Project Mgr

Pj. Owner

Project team

Project coach

Projectteam member

Technicaldep.

Finance

Personnel

Purchasedep.

Production

Tech-No

Head office

M-Board

Media

Project organisation

Internal

units

Suppliers

Other

project

stakeholders

Project

Kinley

Staff rep.

Coordinator

Executives

TecoTem

9Road

Launch

team

Comp X

Project planning

Slide #49

Identify critical stakeholdersProject planning

Project Mgr

Pj. Owner

Project team

Project coach

Project-team member

Technical dep.

Finance

Personnel

Purchase dep.

Production

Tech-No

Head office

M-Board

Media


Internal

units

Suppliers

Other

project

stakeholders

Project

Kinley

Staff rep.

Coordinator

Executives

TecoTem

9Road

Launch

team

Comp X

Sales

Slide #50

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Project Management


Stakeholder analysis:

recommendations

Use flipchart while developing the PEA

Collect many potential environments in order to build up complexity and to

get a broad image of your social context.

Concentrate on relevant environments before defining strategies

(reduction of complexity)

Define specific measures (what has to be done…) and document it in your

environment table

Identify target groups for your project marketing activities

Alpine Space programme is one relevant project stakeholder for sure!

Project partners as well!

Project planning

Slide #51

Project

Project stakeholders: exampleManagement of an international project management conference

Project Organisatio

n

Participants

Suppliers

PM Associations

Marketing

Project

Manager Finance

Manager

Communication

Manager

Project

Team

Customers Exhibiting

Companies

Sponsors

Conference

centre

Exhibition

booth builder

Catering

Technic

IPMA

Associations

Europe

PMI

Associations

North

America

Africa

IPMA Young Crew

Asia

Australia

MediaCooperation

partners

Administration

Authorities

Marketing/

Creative

Agency

Positive relationship

Negative relationship

Internal Project

Stakeholders

Slide #52

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Project Management



53

4. Project organisation

Project organisation chart

Project roles

Project role description

Multi role perception

Exchange of alternating expectations

Internal communication structures

PM

PTM

PTM

Projektorganisation

PO

PTM

PC

PC

PC

Projektteam


PTM

PC


Slide #54

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Project Management



by Alpine Space


Slide #55


project team

member

project team

project organisation

project

contributor

project

contributor

project

contributor

project team

member

project team

member

project finance

manager

project

communication

manager

project

manager

project owner team


Slide #56

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Project Management


Role description

Definition of roles via expectations

Description of a project role by means of:

(General) tasks, responsibilities

Competencies, authority

(Organisational position, social behaviour)

Using relational role definition for developing role descriptions

Develop relational role definition on flip

Standardised role description as part of PM guidelines

PMPOProjekt-

teammitglied

Projektteam

Projekt-

manager

Projektorganisation

Projekt-

mitarbeiter

Projekt-

mitarbeiter

Projekt-

mitarbeiter

Projekt-

mitarbeiter

Projekt-

teammitglied

Projekt-

teammitglied

Projekt-

teammitglied

Projekt-

mitarbeiter

Projekt-

teammitglied

Projektauftraggeberteam


Slide # 57

PTM organisational

expert

sub team orga

sub team ReWe

sub team technique

project organisation

Steering Committee

project manager

PTM comm. expert

PTM techn.expert

Technical main contractor Project partner Lead Partner

Integrated project organisationProject organisation

Slide #58

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Inter-Organisational

Roles are defined for the whole project

NOT defined by project partner

Guided by WP

Inter-organisational results == coordinated effort == less isolation


Slide #59

Project steering group:

Responsibilities

Responsibilities:

monitoring of the implementation of the project

strategic coordination and decision making

evaluation of project outputs

involvement key stakeholders

durability of project results

See also FactSheet No. 4.9.


Slide #60

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Project Management


Project manager: Responsibilities

Objectives:

Ensure the realization of the project objectives

Lead the project teams and the project contributors

Represent the project toward representatives of the relevant

stakeholders

Develop and adapt the project management documentation

Responsibilities:

strategic and operative project lead

Management of project start, project coordination, project controlling

& reporting as well as project close-down

See also FactSheet No. 4.9.


Slide #61

Project manager: core competencies

Highlander principle: there is just ONE!

The project manager is a leader!

Providing information

Agreeing on objectives and the contribution of tasks

Quality control and feedback

Making decisions

Contribution to solving conflicts

Promoting learning and further development of both individuals and

teams


Slide #62

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Project Management


Project team member

Responsibilities:

THEMATIC / REGIONAL / ORGANISATIONAL

lead on WP elements

strategic and organisational lead for sub-teams

participation in project meetings

Expert of content, but also project management know-how wise

See also FactSheet No. 4.9. Project partners and WP Responsible


!

Slide #63

Project Contributor

Member of a project sub-team

Expert competence

May be outsourced

Essential for completion of WPs


Slide #64

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Project Management


Integrated project organisation:

Recommendations

There is just one project organisation per project

Project partners are part of the project organisation

Very important environments can be part of the project organisation

Questions:

Did you define clear project roles?

Did you ask for mutual expectations?


Slide #65

Team Development

Tea

m

pe

rfo

rma

nc

e

FormingTest

phase

StormingConflict

phase

NormingOrganisation

phase

PerformingCooperation

phase

Distant

Reserved

Polite

Impersonal

Insecure

Cautious

Tense

Hidden or open conflicts

Confrontation of opinions

Roles not clear yet

Slow work progress

Feeling of hopelessness

Development of appropriate behaviour

Role definitions

Ground rules

Structure

Feedback

Team spirit

Many ideas

Flexible

Open

Productive

Helpful

Showing solidarity

„Start-up is difficult“

„Let‘s see who is in charge“

„We develop the team“

„We are the champions“

AdjourningClosing

phase

„Good bye…“

Prepare close-down

Emotional closure

Celebrate success

Lessons learned


Slide #66

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Project Management


Relationship

Objects of consideration

Objectives

Achievements

Projectteam

- SW-Solution realised

-

- Concept for organisation created

Projekt-manager

OrganisationSW

HW

Project-manager

OrganisationSW

HW

SW- and HW-Solution launched WHAT FOR?

WHAT?

HOW?

WHO?

ConceptionProgram-

mingTest Training

ProjectSW

HW

Organisation First

approach

SW-Structure

PM

Project planning

Slide #67

Project

culture

68

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Project Management


5. Project culture

every (!) project has culture

≠ organisational culture

all (!) members of the project organisation are part (of

development) of the project culture

support of project -

culture development by use of methods

development of project culture as project management challenge

don‘t let project culture occur accidentally

exemplifying favoured values and attitudes (cultural orientation!)

Slide #69

Planning tools

Project culture: objectives

Objectives

common language

rules, values, perceptions

noticeable team spirit

Planning tools

Slide #70

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Project culture:

elements, process

elements of project culture

project name, project logo

project specific values,

project mission

organisational rules, slogans

project documentation

project rooms: project office, meeting room

project-related events

process

development by project start

further development within project controlling

Planning tools

Slide #71

Project rules

Avoid e-mail

norepresentatives

no smokingin meetings

mobile phoneson silent mode

minutes after3 WD mandatoy

giving and takingfeedback iskey

Planning tools

Slide #72

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Project values

The project team is

collectively responsible for the

project success.

The project team members at

first represent the interests of

the project.

Decisions are made in

cooperative team meetings,

in case of equality of votes

the project manager decides.

The project team members

identify with objectives and

the result of the project.

Collective dissonances are

discussed with the concerned

person on a bilateral basis.

Personal misunderstandings

do not endanger the work in

teams.

Experienced team members

support others with

professional advice.

„Daring the gap“ (e.g.: What

does that mean?) is rewarded

and not punished.

We arrive on time at meetings

and workshops.

Planning tools

Slide #73

Project

communication

74

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Project Management


6. Project communication plan

3 distinct types of communication for a project

INTERNAL – between stakeholders / partners / project management

team (internal project stakeholders)

EXTERNAL – to your target groups, communication & information

(external project stakeholders = marketing)

INCOMING – feedback loops to the programme – Alpine Space

Specifics across the project cycle

Project planning

Slide 75

Project communication timing

Communication through the project lifecycle

Project Stage Flow Target Group Possible Tools

Project Idea- Potential Partners- Key Stakeholders- Programme

- Meetings- Factsheets- Online repository

Approval

- Key Stakeholders- Sub-teams- Programme

- Meetings- Kick-off- Press Release- Leaflet/Fact sheets

Implementation

- Key Stakeholders- Target Groups- Programme

- Public events- Project events- Surveys,- Soft/Hard literature- On/Offline promotion

Close- Main target groups- Wider dissemination- Key Stakeholders

- Conference- Media- Evaluation

Project planning

inte

rna

l

exte

rna

l

Slide #76

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Project Management


Internal project communication

THE ESSENTIALS!

WHAT needs to be communicated

WHO does it need to be communicated to

In WHAT level of detail

WHEN should it be communicated

HOW often should this take place

WHICH medium should be used

Project planning

Slide #77

Internal project

communication plan

Determination of clear

information and decision

structures

Provision for periodic

communication within

project

Distinction between

meetings supporting the

PM process and meetings

within implementation

process!

Utilise for stakeholder

management

Project planning

Slide #78

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Project Management


Project risks

7. Project risks

A risk is the possibility for positive (opportunity) or negative (danger)

deviation from the project objective. Project risks are events or

developments that affect project performance (quality), deadlines, costs

or revenues.

A risk is not a crisis, but the occurence of multiple risks can lead to a major

change or even crisis.

Slide #80

Project risks

???!

41

Basic Training on

Project Management


project-Koordination

project

assigned

project

approved

project-

start

project-

close down

management

of a crisis

project-marketing

project-

controlling

Risk management & PM-process

Slide #81

risk management is no singlePM-sub-process

use of methods for riskmanagement in

project start

project controlling

project coordination

risk-monitoring

(project close down)

reflection riskmanagement

first approach of risk analysishas to be created beforeproject assignment

RMfirst approach

risk analysis

Project risks

Risk management: how to

identifying risks

evaluating risks

planning risk-related measures

implementation of risk-related measures

controlling of risk related measures

analysis of additional risks & planning of necessary

measures

project -start

1

2

3

4

5

6

Project controlling

Project risks

Slide #82

42

Basic Training on

Project Management


Identification & evaluation

of project risks

Collect all potential risks the project is facing

Describe the deviation (positive/negative)

Analyse the impact and probability of the risk

Define avoiding actions and responsibilities (work packages)

# Risk

description

Work

Package

+ Deviation - Deviation Impact in case of cause

high | middle | low

Event risk

high | middle | low

Project risks

Slide #83

Typical risks in

international public projects

Outage of project partners

Deviation of expectations between

LP and partners

LP and JS and/or Programme Management Authority

Deviation between actual project outputs and planned ones (according to application form)

Political changes

Lack of a change and controlling management process

Lack of communication

…

Project risks

Slide #84

43

Basic Training on

Project Management


Project risks: exampleManagement of an international project management conference

# Risk description Work

Package

+ Deviation - Deviation Impact in

case of

cause

high |

middle |

low

Event risk

high |

middle |

low

1 Less than 500 registrations until the end of

September 2016

1.x.x. - High Middle

2 More than 900 registrations until the end of

October 2016

1.x.x. + Low Middle

3 Less than 10 sponsors acquired by the end of

June 2016

1.x.x. - High Middle

4 Expectations of participants differ from the

content of the congress

1.x.x. - Low Low

5 ….

Slide #85

Project

start

44

Basic Training on

Project Management



by Alpine Space

Pre projectphase



Post project









Project start

Slide #87

Project start process: objectives

Know-how transfer from pre-project phase enabled

Common view = project picture ensured

Adequate project organisation established

Team building took place

Project management documentation is available

Precondition:

Project assignment /

project approval

Precondition:

Clear project scope

P. Management

Slide #88

45

Basic Training on

Project Management


Design of the project start

The project start process can be defined and described

The project start process contains fundamental decision and

communication structures

The project manager is responsible for the design of this process

Project start

Slide #89

Project start workshop

schematic procedure

welcome and introduction of members

documentation of project rules + values

present objectives and importance of the project

present results of the pre-project phase

present project assignment and approve objectives within the

team

define project roles and mutual expectations

agree on project communication structures

finalise project plans

1

2

3

4

5

6

7

8

Project start

Slide #90

46

Basic Training on

Project Management


Tasks of the project manager

In the Project Start:

Design the project start process

Transfer know-how from the pre-project phase into the project

Agree on the project objectives

Develop adequate project plans

Design an adequate project organisation, team building

Develop the project culture, establish the project as a social system

Design project context relationships

Perform project marketing

Develop project management documentation „Project Start“

Slide #91

Project start

Project methods after

project start: recommendation

Project objectives plan

Objects of consideration plan

Work breakdown structure

Work package specification

Project milestone plan

Project GANTT chart

Project cost plan

Project income plan

Project stakeholder analysis



Project risk management

plan

Project marketing plan

Project communication plan

Project start

Slide #92

47

Basic Training on

Project Management


Project

controlling


by Alpine Space

Pre projectphase



Post project









Project controlling

Slide #94

48

Basic Training on

Project Management


Project reporting vs.

Project controlling

focuses on

project activities (achievements, main outputs, deviations)

project expenditure

happens

Twice per year -> FactSheet 4.7

Target group

Alpine Space ProgrammRepresentatives

focuses on

the whole project (hart and soft facts)

planning of measures for the future

happens

every 8 - 12 weeks depending on the complexity of the project

Target group

Project organisation (incl. project partners)

project-controlling

project-reporting

Project controlling

Slide #95

Relationship between

Project Controlling & Project Reporting

Pre projectphase



Post project









Project controlling

Slide #96

Project

ControllingProject

Controlling

Project

Controlling

Status report toward the programm via eM: covers the reporting period 01.01. to 30.06. and is due in September/October

Project

ControllingProject

Controlling

Project

Controlling

Progress report toward the programm via eMS: covers the reporting period 01.07. to 31.12. and is due in March/April

Project Progress Report






49

Basic Training on

Project Management


Tasks of the project manager

In Project Controlling:

Design the project controlling process

Determine the project status

Agree on or perform controlling measures

Further develop the project organisation and/or project culture

Develop project progress reports

Redesign the project context relationship s

Preform project marketing tasks

Slide #97

Project controlling

Project controlling: definition

This project controlling shall be treated separately from the

reporting to the programme

Project controlling focuses on monitoring the actual progress and

review it with the plan data at least on a quarterly basis.

The project partners and work package responsible shall provide regularly standardised data on the project implementation

standards shall be defined within the project start process / kick-off

meeting.

Project controlling

Slide #98

50

Basic Training on

Project Management


Project controlling: objectives

Current project status documented

Analysis of trends documented

Regulating measures appointed

Project plans updated

(adapted project objectives appointed)

Project marketing prepared

Project organisation & project culture enhanced

„Big project picture“ updated

Project controlling

Slide #99

Project controlling cycle

planning of leading measures

2…project regulation

continuous

coordination

project-coordination

registration of project status

1…project control

Refining project plan

3…project re-focusing creation of controlling reports

4…report generation

cycle 1-4

approx. 1-2 weeks

Project controlling

Slide #100

51

Basic Training on

Project Management


Project controlling is …

not only

project progress measure

actual data collection

cost control in the project

arrange status meetings

creation of reports

but also

development of current bigpicture within project team

overall view instead of details

deadline-linked view of all aspects of the project

make project developmentcomprehendable

regard variations as chanceto learn

arrangement of regulatingmeasures

a communication process

a reflection process

Project controlling

Slide #101

Social project controlling

Engagement in a Project Can be TRANSACTIONAL or HOLISTIC

Additional to controlling of hard facts (costs, time, scope/quality)

Objects of consideration of social project controlling are

Relations to relevant environments


Project roles

Project culture

Assurance of holistic perception

Project controlling

Slide #102

52

Basic Training on

Project Management


Project controlling: methods

Controlling and re-planning

Project objectives

Objects of consideration

Work breakdown structure

Work package specification

Project milestone plan

Project GANTT chart

Project resource plan

Project cost plan

Project income plan

Project stakeholder analysis



Project risk analysis

Measure plan

To-do-list

Reporting

Project progress report

Project controlling

Slide #103

Project progress report

Disclosure of deadline-concerned variations

Content:

Management summary

status: objectives

status : performance progress

status: time

status : costs/benefits

status : environmentrelations/context

status : project organisation, team, culture

exposure of measures(suggestions)

<Project name> <Project no.>

PROJECT STATUS REPORT as of ........

1) Overall Status:

2) Status Project objectives

Activities:

3) Status Project progress

Activities:

4) Status Schedule

Activities:

5) Status Resources/costs

Activities:

6) Status Context

Activities:

7) Status Organisation/culture

Activities:

Project crisis

Project in difficulties

Project according to plan

Project controlling

Slide #104

53

Basic Training on

Project Management


Project controlling:

important notes

Ensure

COMPETANCE within partners

KNOWLEDGE within partners

SUPPORT for partners

Agree

DEADLINES

STYLE

RESPONSIBILITY

Project controlling

Slide #105

Good luckSuccessful projects

PM training - presentation 2.78 mb

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