Project Management Basics. - Alpine Space · Project Management Basics. DI Alexander Skotnik, PMP...
Transcript of Project Management Basics. - Alpine Space · Project Management Basics. DI Alexander Skotnik, PMP...
NASA Apollo Program1961 - 1972
Project Management Basics.
DI Alexander Skotnik, PMP®, zPM
00 | Basics
What it is all about
Empire State Building1930 - 1931
4
5 Project Management Truths
A project is one small step for the project sponsor, one giant leap for the project manager.
If everything is going exactly to plan, something somewhere is going massively wrong.
The first 90% of a project takes 90% of the time the last 10% takes the other 90%.
If you don't know how to do a task, start it, then ten people who know less than you will tell you how to do it.
Bad news does not improve with age and should be acted upon immediately.
2
1
3
4
5
Source: Mike Harding Roberts | Project Management Truths
5
How Important is Project Management?Challenges of the 21st century
Increasing organizational complexity, shorter product life cycles, increasing specialization and cooperation between companies, flexibility, …
Increasing complexity
Rising competition, price and innovation pressure, survival of the fittest, strategic and operational excellence, …
Increasing competition
Internationalization, different cultures, people as human capital, war for talents, …
Importance of soft factors
6
Challenges of International Projects
£ Cultural understanding and leading across different cultures.
£ Communication challenges that accompany language differences and separation by distance and time zones.
£ Finding the right technology mix for virtual teams (e.g. instant messaging, collaborative work solutions, web conferencing).
£ Common definition of work completed.
£ Agreement on escalation steps to resolve issues.
7
What is Project Management?
PROJECT MANAGEMENT+
PLAN
CHECK
DO
ACT
Target oriented
Specific
UniqueComplex
Risky
Project
AN
CHCT
8
What is a Project?Definitions
IPMA Individual Competence Baseline 4.0
Project Management Institute
A project is a temporary endeavor undertaken to create a unique product, service or result.
A project is a unique, temporary, multi-disciplinary and organised endeavour to realise
agreed deliverables within predefinedrequirements and constraints.
9
What is a Project?Boundaries – Project approval criteria
Realization ToDoSmall Project
Project Program
Duration
Low
Resources
Costs
Departments
Complexity
< 2
< € 50.000
< 50 PD
< 2 Months
Medium
> 2
> € 50.000
> 50 PD
> 2 Months
High
> 3
> € 100.000
> 200 PD
> 6 Months
Very High
> 5
> € 600.000
> 600 PD
> 18 Months
10
The Magic Triangle
vvvvvvvv
Risks
ScheduleResources/Costs
Scope
Organization
11
Project Management Process
Approval Assignment Close-down ReportStatus Report
Initiation Start Close-downControlling
01 | Project Initiation
How it all begins
Airbus A3802000 - 2007
13
Project InitiationTo sketch the idea
£ The decision to realize the project was made.
£ Preparation of project start and project definition.
£ Project content and project scope are defined.
£ The outcome is a preliminary project assignment on the basis of which the project manager and his team can plan the project in detail.
14
Roadmap Project Initiation
Initiation Start Close-downControlling
Project boundary and context analysis
PreliminaryProject Assignment
Coordination withProject Sponsor
15
Project Boundary and Context Analysis Description
£ Rough, initial outline sketch of the project.
£ Facilitates a common and shared understanding of the project amongst all stakeholders.
£ Forms the basis for the Project Assignment.
£ Project boundary and context analysis have the dimensions time, scope and social.
Project boundary: What is part/not part of the project?
Context analysis: What contextual factors might affect the project?
16
Project Boundary and Context Analysis
Time Scope Social
Boundari
es
Conte
xt
2016 2017
PROJECT
2016 2017
PROJECT
PROJECT
PROJECT X
PROJECT Z
PROJECT Y
PROJECT PROJECT
PROJECT
17
Project Boundary and Context AnalysisProject boundary definition
PROJECT
PROJECT
PROJECT
TIME£ What is the project start date?£ What is the project end date?£ Which event marks the project start?£ Which event marks the project end?
SCOPE£ What are the project‘s objectives?£ What are the project‘s non-objectives?£ What project phases are required for achieving the objectives?£ How is the project budget defined (resources, costs)?
SOCIAL£ Who is the Project Sponsor or Owner?£ Who is the Project Manager?£ What expert knowledge will the project team need?£ Who is part of the project team?
18
Project Boundary and Context AnalysisContext analysis
2016 2017
PROJECT
PROJECT
PROJECT X
PROJECT Z
PROJECT Y
PROJECT
TIME£ How did the project come about?£ What happened before the project started?£ What decisions regarding the project have already been made?£ What documents are already available?£ What are the actions and decisions that will be required once the
project is completed?
SCOPE£ Are there other projects that have synergies or conflicting
relationships?£ Which strategies will the project help to implement?£ Which corporate strategies have influenced the project?£ How does the project contribute to the corporate strategy?
SOCIAL£ Define People, groups of people and institutions that might
affect the project‘s success?£ Who will benefit from the project outcome?£ Who will not benefit from the project outcome?£ Are there synergetic or conflicting relationships?
19
Project AssignmentDescription
£ The Project Assignment is based on the project boundary definition and context analysis.
£ It represents a formal written agreement between the Project Sponsor and the Project Manager.
£ It represents the formal commissioning of the project and is therefore signed by the Project Sponsor and the Project Manager.
£ It marks an important cultural event in the project’s life.
£ No project without Project Assignment!
02 | Project Start
Sharpening the image
NASA Mission Control CenterCape Canaveral, USA
21
Project StartDescription
£ The preliminary Project Assignment serves as basis for theproject start process.
£ The project start process involves the development of the detail plans necessary to implement the project.
£ These plans are developed using iterative planning cycles.
£ The project start process also involves creating an efficient project organization and implementing team-building measures.
£ The quality of the start process will be decisive to the project‘s outcome!
22
Roadmap Project Start
Initiation Start Close-downControlling
ProjectAssignment
Kick-Off MeetingProject Sponsor
Meeting
23
Project Start Tools & Methods
Project scope planning
Project scheduleplanning
Project organisation
o Project Assignment
o Project scope statement
o Preliminary and post-project phase
o Stakeholder analysis
o Relationship to other projects
o Deliverable plan
o WBS
o To-Do list
o WP specifications
o Schedule
o Milestone Plan
o Gantt chart
o Linked Gantt chart
o Network plan
o Project organisation chart
o Role definitions
o Project communication structures
o Project rules
o People in charge of WP
Project boundary andcontext analysis
Stakeholder analysis
Deliverable plan
Work Breakdown Structure
WP specifications
Gantt Chart
Milestone plan
Project organisation
Project rules
Communicationstructures
Projectdocumentation
Resource and cost plan
ResponsibilityAssignment
WBS-Code
AP
PHASE
ABT.
Ber.
Plan
(PT)
IST
(PT)
Rest
(PT)
HR
(PT)
Abw.
(PT)
1.2 PHASE EDV 15,0 - - - -
Eink. 5,0 - - - -
ReWe - - - - -
Sonst 11,0 - - - -
SU 31,00 - - - -
WBS-
Code
AP
PHASE
Ko.
Art.
Plan
(EUR)
IST
(EUR)
Rest
(EUR)
HR
(EUR)
Abw.
(EUR)
1.2 PHASE Mat. 10 - - - -
Pers. 50 - - - -
FL - - - - -
Sonst 21 - - - -
SU 81 - - - -
o Resource plan
o Cost plan
o Risk analysis
o Finance plan
Project boundary and
context analysis
Project resource andcost planning
24
Project Scope PlanningProcedure
Creation of the Work Breakdown Structure (WBS)
£ Bottom up: collection of deliverables and clustering into project phases
£ Top-Down: definition of project phases and decomposition into plannable and controllable deliverables.
Definition of work packages.
Assignment of work package responsibilities.
Detail specification of work packages.
1
2
3
4
25
Project Scope PlanningWork Breakdown Structure
£ Structured representation of all tasks & activities.
£ Vizualization of complete project structure.
£ Forms a common basis for all further planning.
£ Represents the primary instrument for communication within the project.
£ Decision: process-oriented vs. object-oriented.
£ The work package name should be based on activities.
£ Less is more à WBS should give an overview.
26
Project Scope PlanningWork Breakdown Structure
1 Project Manager
Project
1.2
Phase B1.1
Phase A1.3
Phase C
1.4
Phase D1.5
Phase E
Project level(Top level, 1st element)
Phase level(2nd level, 5 - 8 elements)
Work Package level(3rd level, 3 - 9 elements,
can be further decomposed)
1.1.1 WP Owner
WP 1
1.1.2 WP Owner
WP 2
1.1.3 WP Owner
WP 3
1.2.1 WP Owner
WP 4
1.2.2 WP Owner
WP 5
1.2.3 WP Owner
WP 6
1.3.1 WP Owner
WP 7
1.3.2 WP Owner
WP 8
1.3.3 WP Owner
WP 9
1.4.1 WP Owner
WP 10
1.4.2 WP Owner
WP 11
1.4.3 WP Owner
WP 12
1.5.1 WP Owner
WP 13
1.5.2 WP Owner
WP 14
1.5.3 WP Owner
WP 15
27
Project Scope PlanningWork Package Specification
£ Quantitative and qualitative description of all or selected Work Packages (depending on the complexity).
£ The contents and results of these selected Work Packages are clearly specified (to avoid redundant content and planning or planning gaps).
£ Work Package specifications are developed by the person in charge of the relevant Work Package.
£ Must be reviewed by the entire project team.
£ Provide a frame of reference for everybody involved in the project.
28
Project Scope PlanningWork Package Specification
1.1.2 WP-Name
Contents
ToDo Responsible Completion date
Results
29
Project Schedule PlanningProcedure
ROUGH (Milestone Plan)
£ Identification of milestones on the basis of the WBS.
£ Assignment of realistic completion dates for each milestone.
DETAIL (Gantt Chart)
£ Entering of WBS phases and work packages into Gantt Chart.
£ Estimation of time to completion (≠ working time) for each work package.
£ Assignment of start and finish dates for all work packages.
£ Optional: Linked Gantt Chart for representing dependencies.
2
1
3
4
5
30
Project Schedule PlanningMilestone Plan
£ Milestone = key event that is critical to a project’s schedule.
£ Provides a rough outline of the project’s entire time schedule.
£ Provides a frame of reference for and acts as a driver regarding key project points.
£ Depending on the type of project, milestones can also be used to represent company-specific standards.
£ Milestones have no duration.
31
Project Schedule PlanningMilestone Plan
WBS Milestones Baseline Actual Completion
1.1.1 Project started 01.08.2016 01.08.2016 01.08.2016
1.2.5 Milestone 1 20.10.2016 20.10.2016 30.10.2016
1.3.6 Milestone 2 03.01.2017 03.02.2017
1.4.3 Milestone 3 13.03.2017 13.04.2017
1.1.5 Project closed 30.05.2017 30.06.2017
32
Project Schedule PlanningGantt Chart
£ Comprises a sequential representation of activities in the form
of bars spaced along a time line.
£ Constitutes a detailed time schedule for parts of or the entire
project.
£ Graphical overview of the time required for project phases and
work packages.
£ Gantt Charts applications are extremely useful for developing and
keeping track of changes resulting from project controlling.
33
Project Schedule PlanningGantt Chart
WBS-Code Name Start Finish Ja
n
Feb
Mar
Apr
May
Jun
Jul
Aug
1.1 PHASE 1 01.01 30.08
1.1.1 Project started 01.01 01.01
1.1.2 Project start 01.01 01.03
1.1.3 Project controlling 02.03 30.07
1.1.4 Project close-down 01.08 30.08
1.1.5 Project closed 30.08 30.08
34
Project Risk AnalysisDescription
£ A project may be subject to (unwelcome) risks that might
jeopardise its successful completion.
£ Rather than simply letting events take their course and hoping for the
best, professional project management is about efficiently managing
such risks.
£ A risk is a potential future problem that might or might not occur.
£ Risk analysis is the process by which risks are identified and
assessed. It involves the development and implementation of
measures for their successful management.
35
Project Risk AnalysisProcedure
Identification of potential risks.
Analysis and assessment of risks.
Prioritization of risks.
Definition of preventive measures.
Decision on risk strategy£ Prevent£ Mitigate£ Transfer£ Accept (residual risk)
Definition of corrective measures.
2
1
3
4
5
6
36
Project Risk Analysis
Risks Description Impact
Pro
bability
of
occ
urr
ence
Pri
ori
ty
Risk strategyPreventivemeasures
Correctivemeasures
high high high
middle middle middle
low low low
37
Project Risk AnalysisExample
No TitleDescription of risk,
causeRisk costs (€) Delay
Probability of
occurrence
Risk
budget(€)
1
2
3
4
5
TOTAL 0.00 0.00
Risk
category
Priority
ratingPreventative measure Prevention cost (€) Corrective measures
0.00
38
Stakeholder AnalysisDescription
£ Stakeholders are individuals or organizations that are actively involved in or whose interests may be affected as a result of a project.
£ Stakeholder‘s expectations regarding a project will differ widely!
£ Stakeholder relations must be actively managed using specific measures.
£ These measures can be incorporated into the Work Breakdown Structure as activities.
39
Stakeholder AnalysisProcedure
List all relevant Stakeholders
£ Project organization
£ Functional organization
£ Users / Customers
£ Suppliers
£ Authorities
£ Competitors
Categorise Stakeholders to identify critical relations.
Devise concrete stakeholder relation measures, define responsibilities
and schedule for each of those measures.
2
1
3
40
Stakeholder AnalysisStakeholder Table
Name Assessment Influence Description Measure Responsible Target Date
negative high
neutral medium
positive low
41
Stakeholder AnalysisStakeholder Map
Suppliers
Internal Departments
Competitors
Customers
OtherStakeholders
Sup. A
Sup. B
Authority
Co-op. Partner Customer A
Customer B
Comp. C
Comp. B
Comp. A
Dept. A
Dept. B
Sup. C Project
42
Checklist Project Start
Is the signed project assignment available?
Are the project objectives, key milestones, resources and costs agreed upon between the project sponsor and the project manager?
Is the project organization with all key roles approved?
Are all requested resources and costs approved for the project?
Is the project acceptance assured across all relevant stakeholders?
03 | Project Controlling
Keeping an overview
International Space Station (ISS) 1998 - today
44
Project ControllingMonitor and control the project
£ In order to be able to keep track of the project’s progress, it’s overall status will need to be regularly assessed.
£ You can only control what you have planned!
£ Principle: PROACTIVE rather than REACTIVE.
£ Project Controlling is a cyclic process.
£ Controlling must be defined:£ Frequency
£ Granularity
£ Responsibilities
45
Roadmap Project Controlling
Initiation Start Close-downControlling
Status Report
Controlling Meeting Sponsor MeetingSp
Data collection
46
Data Collection
£ Definition of controlling cycle £ Deadlines and lead times
£ Recommendation: quarterly
£ In order to determine the status of the project, actual data must be collected:£ Performance progress
£ Actual dates
£ Resource consumption
£ Actual costs
47
Scope Controlling
1.2
.1
WP-Name -
WP-Responsibility
0%
Start Finish
1.2
.1
WP-Name
WP-Responsibility
25
%
Start Finish
1.2
.1
WP-Name
WP-Responsibility
100%
Start Finish
£ Detailed status indicator per work package using 25% stages.
£ Visualization using 0 - 50 - 100 method:
£ Not started – in progress - completed
£ Traffic light indicators per work package:
£ RAG status indicators
£ Scope changes:
£ New vs. removed work packages
48
Schedule Controlling
WBS-Code Name Start Finish Ja
n
Feb
Mar
Apr
May
Jun
Jul
Aug
1.1 PHASE 1 01.01 30.08
1.1.1 Project started 01.01 01.01
1.1.2 Project start 01.01 01.04
1.1.3 Project controlling 02.04 30.07
1.1.4 Project close-down 01.08 30.08
1.1.5 Project closed 30.08 30.08
49
Resource & Cost Controlling
WBS-Code
PHASE-WP Cost TypePlan(€)
Actual(€)
Remain(€)
Forecast(€)
Deviation(€)
1.2.1 WP 1 Staff costs 16.000 10.000 10.000 20.000 +4.000
Office and administration expenditure
22.000 10.000 12.000 22.000 -
Travel and accommodation costs - - - - -
External expertise and services costs
4.000 2.000 1.000 3.000 -1.000
PLAN
DEVIATION
ACTUAL
REMAIN
FORECAST
50
Stakeholder Controlling
Name Assessment Influence Description Measures Respons.Target Date
negative high
neutral middle
positive low
Focus Focus
51
Risk Controlling
Risks Description Impact
Pro
bab
ility
Pri
ori
ty
Risk StrategyPreventiveMeasures
CorrectiveMeasures
high high high
medium medium medium
low low low
Focus
52
Social Project ControllingMood barometer/ Flashlight
…in the project?
…in the project team?
…with your activities?
…with the communication?
How are you…
53
Project Status ReportOverall Status Implementation
Status Information
Schedule
Resources Costs
Status
Scope
Schedule
Resources
Costs
Risk
Stakeholder
£ The Project status report is a scheduled report that is created by the project manager.
£ Documents the project statusand outlines the project progress.
£ Serves as management summary.
£ Summarizes key decisions.
Start Finish
ActualBaseline
Baseline Actual Forecast Baseline Actual Forecast
54
Checklist Project Controlling
Are up-to-date progress figures for all work packages available?
Is the current project status taken into account in all PM plans and coordinated within the core team?
Are all important to do‘s documented and communicated within the project core team?
Is the project steering group and are the programme bodies (if necessary) informed and are the next steps documented?