creativity project management stockholm 2001jaro-berce.info/pdf/creativity project management...

CREATIVITY PROJECT MANAGEMENT TECHNIQUES - USE WITH STATE INSTITUTIONS Iztok M. Sirnik Government Center for Informatics, Jaro Berce, Government Office for European Affairs, Slovenia

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Project Management Creativity

CREATIVITY PROJECT MANAGEMENT TECHNIQUES

USE WITH STATE INSTITUTIONS

Iztok M. Sirnik, M.ScGovernment Center for Informatics, Ljubljana, Slovenia

Jaro Berce, M.Sc.Government Office for European Affairs, Ljubljana, Slovenia

REPUBLIC SLOVENIA Government


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CONTENT

• Basic frame• Overview & Concepts of IDC program• Organization of program• Management of program• Project tools• Risk and experiences• Conclusion


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BASIC FRAME FOR PM (1/2)

• Defining and implementing end-user demands (start-up document)

• Breaking complex content on independent projects

• Binding projects within system• Split on technology and content part• Multi - institutional coordination


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BASIC FRAME FOR PM (2/2)

• Project management knowledge and state administration environment

• Defining common rules• Intermediate and final product(s) quality

control (close-up document)

• Formal close-up for individual project• Start-up document for implementation


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COMPLEXITY

• Transparency of program management• Well defined decomposition of modules• Establishing program inter-relations• Program flow control through project

management methodology• Collaboration and standardization process


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PREREQUISITES

• Acknowledged inter-institutional processes• Multi-disciplinary knowledge of:

– state administration participants– end-users– staff of contracted companies


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FRAME

• Environment (state institutions, public, private sector etc.)

• Importance of solution• Program history• Program importance• Conflict solving• Statistical metrics• Financial aspects


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IDC OVERVIEW

• System that is primarily useful to Slovenia• The whole information support for the

negotiation and harmonization process• One window concept (portal)• Usage of existent infrastructure

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GLOBAL MODEL

ministries, government, parliament

IDC - system• coordination

(e-data and information)• DB

• micro fish

4 X

GofEUA

...

Intranet

Internet

home-page, e-mail, ...

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PublicEDC

• paper documents• electron. documents(index, addresser, …)

SERVERs• networking

• common resources:scanner, CD-tower

archeiving …

GCI

GofA


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USER FRIENDLINESS

• Networking of applications (local, global)• Easy accessibility to data (structured RDB)• Protection and security for data and

communication path


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STRUCTURE

Common technological tasks CTTQuality control, communications, security and

protection, maintenance, training etc.

cont

ent

ICT

supp

ort

Project 1

Project 2

Project n

Program Management


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CONTENT PART

Program ofprojects IDC

Project 1:Harmonization

Project 2:Terminology and translation

Project 6:Document resources

Project 3:Legislation proceedings of RS

Project 4:Legislation resources

Project 5:Human resources

Project 7:Negotiations

Project 8:Mission Bruselle

Project 9:Public

Project 10:NPAA

Project 11:Funds


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PARTICIPANTS

GofEUA GCI

9+2 Projects13 CTT

MinistriesParlament

Gov. officesExternals


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PROGRAM DEFFINITIONS

• Content / user(s) definitions• Organization of program & project(s)• Product(s)

– management– quality– software

• Resources (people, finance, …)


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PROGRAM ORGANIZATION

• Users• Program committee:

– technical– quality control

• Management – content, technology:– program of projects– projects– Common technological tasks (CTT)


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MANAGEMENT CONCEPTS (1/2)

• Strategically and technological part:– users desirous – goals– existing standards and recommendations– development tools– partners (external customers, …)


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MANAGEMENT CONCEPTS (2/2)

• Operational / tactical part:– budgeting– information infrastructure– human resources– critical deeds


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REGULATIONS FOR THE CONDUCT OF …

• Life cycle of the program and projects• Adaptation according to the degree of

development• Acceptance of products• Projects for implementation


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ASSURING EFFICIENCY AND SUCCESS

• Quality assurance• Project initiation document (start up)• Approved changes

– Content– Financial– Time (schedule)– Organizational


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MANAGEMET TOOLS

• SW program tool - “office”:– documentation– support for the operational work– supervision – document(s) archiving and distribution

• Net-planning• Support for groupware work and workflow


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MANAGEMENT THROUGH e-COLLABORATION


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QUALITY MANAGEMENT

• Start-up documentation (uniformity, user acceptance, …)

• Type and procedure (acceptance, partial, final, minutes, questionnaire ...)

• Content (management tracking, reconciliation of methodology and content, integration, adjustment with standards and security ...)

• Correction measures (adequacy, reference installation...)


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CRITICAL PROJECT SUPPORT ACTIVITIES (1/2)

• Feasibility analysis• Program & project initiation• Reporting• Quality assurance• Resource management and co-ordination• Information support tools• Products delivery• Outsourcing


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e-WORK ORDER


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CRITICAL PROJECT SUPPORT ACTIVITIES (2/2)

• Financing and supervision• End user involvement• Responsibilities on all levels• Efficient communications• Motivations• Risk management• Document management


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CRITICAL SUCCESS FACTORS (1/2)

• Project organization versus actual hierarchical organization

• Taking responsibilities• Priorities• Formal appointment of team members by

the highest authority• Definition of requirements and aims• Planning and actual limitations


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CRITICAL SUCCESS FACTORS (2/2)

• Appropriate checkpoint activities• Actual end-user participation (w/o criticism and

pessimism)

• Motivation• Inter and intra institutional coordination


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GAINED EXPERIENCE

• Some gained experiences (weight):– Project activity within administrative structure (5) -– Role of program committee (5) ++– The decisions of Government RS (5) +– Communications w co-workers (5) +– Role of workshops (5) +– Partitioning on projects and CTT(4) +– Partitioning on content and technology (4) +– Quality control (4) +


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FINAL THOUGHTS

• For the first time used some modern concepts of project management

• In three years acquired knowledge• Many solutions outside of program (uniform

foreign naming, standardized indexing of acts, …)

• Without ICT support there would not be successful reporting to EU


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CONCLUSION

• Project management does not have enough support within administration !

• Lengthy acquisition of consensus !• Taking responsibility and obligations !• To overcome hierarchical organization !• Transfer to new ministry for IS.


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QUESTIONS

• e-mail:– [email protected]– [email protected]

• http://www.sigov.si/svez/ (in Slovene)

– Presentation of the IDC– IDC conduct through program and projects– Products (working programs) - intranet– Table of contents of documents

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