goal directed project management
TRANSCRIPT
Session Objectives
• Understand Fundamentals of Goal Directed Project Management (GDPM)
– GDPM Framework – People Systems & Organisation – Project Mandate– Project Definition Report– Principle Responsibility Chart– Milestones– Milestone Responsibility Chart
Out of C
lass Acti
vity : I
ndividual or P
airs
Two Levels: “What” & “How”• “What” is goal directed, i.e. the results the project will deliver.
Milestone Plan
Project Planning
Milestone Responsibility Chart
Project Organisation
Milestone Report
Project Control
Global Level(milestone level)
Task
Level
Activity Responsibility Chart Activity ReportDetail Level
(activity level)
Andersen, Grude & Haug (1995, p.17)
Project MandateStakeholder Analysis
Principle Responsibility
Chart
Foundations of The Project
Key Terms
• Project Mandate: Initiates the project with just enough detail to start the ball rolling; but not seeking to ‘solve’ the problem
• Stakeholder Analysis: see Stakeholder Analysis slides
• Principle Responsibility Chart:
• Milestone Plan:
• Milestone Responsibility Chart:
• Milestone Report
• Activity Responsibility Chart: see Planning slides
• Activity Report: see Planning slides
PSO Projects
PeopleDevelopment
OrganizationalDevelopment
SystemDevelopment
NB: ‘Systems’ could mean an IT system, but is equally valid when it applies to construction, business process re-engineering projects etc.
Project mandate: the essentials• Name of the project• Project owner• Project background• Purpose of the project• Goals of the project• Project scope (included and excluded)• Limitations on project work (i.e. constraints)• Project budget
http://its.uncg.edu/Laptop/Initiative/laptop_project_mandate.pdf
Project Definition
The most powerful man in the world …
Principle Responsibility Chart
Milestones
Board, Project Owner, PM, Affected Departments etc.
Clarifies the role of differentparties
Andersen, Grude & Haug 2004 p.58
Process Thinking
• My (personal) thoughts on what to include in the principle responsibility chart
– Who makes strategic decisions / choices– Who has the power to approve changes– Who allocates resources– Who controls progress – Who approves products
Example of a Principle Responsibility Chart
Approval of project strategy
Project M
anager
Affecte
d Base M
ember
Affecte
d line m
anagers
Project O
wner
Managing Directo
r
Implem
enter
Elected
Representat
ive
Authorisation to ship products
Acceptance of products
Authorisation to proceed AA
AA
R
RR
C C
CCI
I
“R” Responsible for doing the work
“A” Accountable ‘buck stops here’
“C” Must be Consulted
“I” Must be Informed
Milestones• Mark a few significant events in the project c. 15
• Clear statement of achievement
• Spaced at useful intervals (depends on complexity, duration, control required)
• Have zero duration
• Mark an input from one party to another (esp. external agencies)
• Start & Finish milestones are useful anchors
Milestone Planning• A Good Milestone is:
Describes state of the project at a specified time Understandable to everyone / Controllable [& measurable] Focuses on necessary decisions Gives overview at right level
Turner (1999, p107) / Frigenti & Comninos (2002)
Milestone Objective Chart
Milestone
}Activities
Example of a Milestone Objective ChartMilestone
IDPlanDate
Description Comp.Date
Report
10 26/02When the date has been set &the venue located & confirmed
20 01/03When the speakers have been
selected & confirmed
30 06/03When the exhibitors have been
obtained and confirmed
40 06/03When the mailing list has been prepared & approved
50 05/06When the event programme has
been compiled & approved
60 10/06When the brochure has
been mailed
70 12/06When the speakers notes & visuals have been obtained
Milestone Responsibility Chart
Milestones
Departments, managerial functions, types of resources,groups
Clarifies the role of differentparties in achieving milestones
Andersen, Grude & Haug 1995 p.109
Example of a Milestone Responsibility Chart
M1 Describe present situation
M2 Describe desired situation
M3 Requirements for change
M4 Ideas for measures
M5 Consequences of measures
M6 Action plan
Work Environment co
mmittee
Personnel c
onsultant
Affecte
d line m
anagers
Manag
ing Dire
ctor
Project m
anager
External c
onsultant
A
AIIA
AA R
C
R
C C
C
I
R
R
I
I
I
A
RR
Metaxiotis, K. et al (2005) "Goal directed project management methodology for the support of ERP implementation and optimal adaptation procedure", Information Management & Computer Security, Vol. 13 Iss: 1, pp.55 - 71