project orga 101208

Organizational Design of Projects & Project Start Process

Roland GareisBucharest, December 9-11, 2010

1

Objectives

Developing an understanding about– methods for the design of projects as temporary organizations– the project start process

Cyclic learning approach– presentations, examples from industry – application of methods on „real projects“– discussions

Not objectives: Project planning and controlling methods

2

Schedule

Workshop 1– Introduction– Traditional project organization models– New organization models: Empowerment, integration, partneringWorkshop 2– Project organization charts– Project roles: project owner, project manager, etc. – Responsibility chart and project communication structuresWorkshop 3– Project team work and leadership– Project culture– Project start process

3

PROJEKTMANAGEMENT GROUP

PMG: Education

Department of the WU Vienna - University of Economics and Business Administration since 1994Education programmes– Special subject „Project Management“ within the master programmes– Professional MBA “Project & Process Management”– Contribution to the IT bachelor programme: IS Project Management

pm lectures and pm events (in cooperation with RGC)– happy projects events– tough changes events

Facilitator of PMUni – an international network of universities

PMG: Research

Project management: SustPMManagement in the project-oriented company : HRSocial competence for projectsManaging changes by projects

Basic Scientific Paradigms and Research Process

Social systems theory Radical constructivism

and not critical rationalismQualitative social research

– and not quantitative research methods

Ange

bots-

legu

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Markt-Productdevelopment

Auft

rags-

Abw

ickl

ung

A

Proposing, performing

research

Students, Community

Produkt-ManagingPartner

RelationsAu

ftra

gs-Ab

wic

lung

B

Organizinga pm

lecture

Serv

ice

PR

Serv

iceAgreeing on,

Supervisinga Master orPhD Thesis

PersonnelManagement

InfrastructureManagement

PrimaryProcesses

Secundary Processes

Tertiary Processes

StrategicPlanning

Planningthe

courses

Performinga Course

Marketing& PR

Defining Research

Topics

Project PortfolioManagement

PerformingPMBA

program

Cooperating in a pm event

Process Map of the PMG

ROLAND GAREIS CONSULTING Vienna

Our consultants are management experts. Our high-qualitative consulting and training services are based on

processRGC , projectRGC, companyRGC, changeRGC and socialRGC. 9

We are management experts. Our high-qualitative consulting and training services are based on

processRGC , projectRGC, companyRGC, changeRGC and socialRGC.

10

ROLAND GAREIS CONSULTING Bucharest

projectRGC

11

Project Starting

Project Controlling

Resolving a Project Discontinuity

Project Closing-Down

Project Coordinating

Projectassigned

Projectapproved

Project Management Process

12

Project Management Objects of Consideration

Scope, schedule, costs, and ...Objectives, resources, income, risksOrganization and culture, personnel, infrastructureContext: Pre-, post-project phase, relevant environments, other projects, company strategies, business case

13

Scope

Schedule Costs

Design of Project Organizations: Objectives

Creation of a competitive advantagePromotion of the evolution in the project organization during the project performanceOrganizational design „contingent“ on – relationships with clients, partners– applied management paradigm

14

Design of Project Organizations: Elements

Project organization chartProject role descriptionsDescription of project communication structuresProject responsibility matrixProject organization rules

15

Traditional Project Organization Models

16

Formal Authorities in Projects

17

Project ManagerProject Manager

Project Team

Member

Project Team

Member

Line Manager

Line Manager

Pure-line Project Organization

Matrix-Project-Organization

Influence Project-Organization

Line ManagerProject Manager

Distribution of Authorities

18

What?

How well?

Who?

How?

How much?

When?

Base Organization

Project Organization

Projectmanager

Project OwnerProcurement Production

F & EMarketing

Pure Line Project Organization

19

CEO/Project OwnerCEO/Project Owner

ProductionProductionProcurementProcurement R & DR & D MarketingMarketing

Project Manager AProject

Manager A ControllingControlling

Project Team Member

Influence Project Organization

20

Project Manager AProject

Manager AProject Owner AProject Owner A

ProductionProductionProcurementProcurement R & DR & D MarketingMarketing

CEOCEO

Matrix Project Organization

21

Project ManagerProject Manager

Project Team

Member

Project Team

Member

Line Manager

Line Manager

What?

When?

How much?

Who?

How?

How well?

Authorities in the Matrix Project Organization

22

GW: Traditional Project Organization Models

Objectives– Reflecting the traditional project organization models

Contents– Analyzing advantages and disadvantages of the traditional project

organization models– Questions to the models

Working form– Group discussions: 10‘; taking notes– Plenary discussion

23

Empowerment

24

The Matrix-Project Organization is dead!

A hierarchy of control is not lean. It is too slow and too expensive.It is not customer oriented.

25

Design Element: Empowerment

Empowerment of the project team members– Responsibility for the How? and How well? – Expert pool managers (instead of department heads) responsible for

the Who?Empowerment of the project team– Common project responsibility of team members

Empowerment of the project– Minimum interventions from the base organization – Project autonomy is required!

26

Expert Poolmanager

Project team member

Project team member

Project team

Project manager

What?When?How much? Who?

How?How well?

Empowerment: Project Team Member, Project Team

27

Project Organization Chart:Empowerment

Subteam 1

Project Organisation Projectowner team

Projectowner team

Projectcontributor

Projectcontributor

Project teammember

Project teammember

Projectcontributor

Projectcontributor

ProjectmanagerProject

manager

Projectcontributor

Projectcontributor

Projectcontributor

Projectcontributor

Subteam 2

Projectcontributor

Projectcontributor

Project Team

28

Project teammember

Project teammember

Integration

29

Client´sProject Organization

Client´sProject Organization

~

General Contractor´sProject Organization

General Contractor´sProject Organization

Sub-Contractor´s Project OrganizationSub-Contractor´s


Sub-sub Contractor´s Project Organization

Sub-sub Contractor´s Project Organization

Hierarchies of Project Organizations

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Network Contractor Billing ContractorInvestor

PMPM

Technical Experts 3

Technical Experts 3

TechnicalExperts 1

TechnicalExperts 1

TechnicalExperts 2

TechnicalExperts 2

PMPM

Billing Experts 3

Billing Experts 3

BillingExperts 1

BillingExperts 1

Billing Experts 2

Billing Experts 2

PMPM

BillingExperts

BillingExperts

TechnicalExperts

TechnicalExperts

OrganisationalExperts 2

OrganisationalExperts 2

Project OwnerProject Owner Project OwnerProject Owner Project OwnerProject Owner

Parallel Project Organizations

31

Organizational Shortcomings

Parallel project organizations and hierarchies of project organizations– too slow and too expensive

Cultural and structural misunderstandings– several project managers and project teams in one project

32

Subteam Billing

OrganizationsExpert

Subteam OrganizationSubteam

Technics


Project Owner Team

Project Manager

CommercialExpert

Technical Expert

Technical contractor

Billing contractor

Investor33

Design Element: Integration

Representatives of different organizations in the project teamPossible partners– external: clients, partners, suppliers, sub suppliers, authorities,...– internal: different profit units of the company, subsidiaries,...

Basis: Common project management competences, trust, common history, clear objectivesSeparation of contracts and organizationsDefinition of the project boundaries from the investors point of viewCommon project objectives and project plans“Open books”?

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Partnering

35

Design Element: Partnering

Integration of the partners by – contractual agreement– common incentive systems

36

Alliance, an excellent solution to meet Project Execution Challenges

Presentation at the 16th IPMA World Congress6 June 2002, Berlin

H.D. van Wieren, Fluor Daniel BV

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Ruhr Oel Project Objectives

Start EPC-Engineering Procurement Construction work 2 January 2000Construction work to fit the turn-around schedulesLast plant ready for operation 1 August 2001Cost should be fitting the low refining marginsDue to severe time constraints Ruhr Oel elected to execute the project in a for Germany new execution concept: an Alliance

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Selected Contract FormOne Alliance contract (36 pages)Five partners

– Client Ruhr Oel (Germany)

– Engineering contractor Fluor Daniel (The Netherlands)

– Civil contractor (Germany)

– Piping/mechanical contractor (France)

– Electrical/instruments contractor (Belgium) All expenses are being paid at cost

Sharing of over/under-run of target price

Bonus for timely completion

No claims allowed against other partners

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Key Project Objectives

Schedule; end schedule plus shutdown schedulesBudget; under-run the Target PriceQuality; of the parts and the totalSafety; Meet Fluor standardsRelationships; good relationships and communicationMeet statutory requirements; no negative publicityMake the Alliance a success

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Project Execution

All partners had their own Quality Management systemFluor Daniel system, founded on TQM, formed the basis– Operating System Requirements– Operating System Implementation Plan– SHE Management System– Knowledge On-Line– Project Activity Model

Project Execution Plan/ Project Procedures ManualAlignment meetings used to share information and to get involvement and buy-in by project personnel

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Key Project Results

In spite of 25% increase in work due to scope development and addedscope during the EPC phase:

Project completed on time; shutdowns not delayedCost 9% under Target PricePlants operating as specified and meeting quality standardsNo LTI’s; incidence rate 0.65 (limit 0.90)Good relationships prevailed; excellent communicationAll authority requirements fulfilled and positive publicityThe Alliance is considered very successful by all involved

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Basic Engineering (months)

Bidding and Evaluation EPC (months)

EPC phase

Delays due to changes

Change orders

Contract form

Flexibility

Cooperation between parties

Team satisfaction

Competitive bidding

6

0

19

0

open book

at cost with incentives

high

high

high

very difficult

8 - 10

3

24

2

closed

lump sum

limited

limited

varying

possible

Alliance Normal

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Conclusions

The applied Alliance approach of mutual trust and cooperation enabled us to achieve the desired, very challenging, project targetsA very attractive way of working for all people involvedPossible in a multi-cultural environmentFinancially attractive for all partiesPeople are the key element !

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GW: New Project Organization Models

Objectives– Reflecting the new project organization models

Contents– Analyzing advantages and disadvantages of the new project

organization models empowerment, integration, partnering– Questions to the models

Working form– Group discussions: 15‘; taking notes– Plenary discussion

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Project Organization Chart

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Project Manager Advisory Board

PM Assistant Technical Expert Comissioner Site Manager Procurement Expert

Logistics Expert

etc.Pure Project OrganizationMatrix-Project Organization

Project Organization Chart: Engineering Company

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Project Management

Steering Committee

Project Team

Organization Chart: Reorganization of Swissair (1990)

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Subteam 1

Project Organisation

Projectowner team

Projectowner team

Projectcontributor

Projectcontributor

Project teammember

Project teammember

Projectcontributor

Projectcontributor

Projectcontributor

Projectcontributor

Projectcontributor

Projectcontributor

Subteam 2

Project Team


manager Projectcontributor

Projectcontributor

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Project teammember

Project teammember


A model of the project reality Presentation of roles (and communication structures), not personsDifferent presentations of the project organization provide different informationSymbolic project management– The chart is an artefact of the project culture– Boxes or bubbles, size of boxes, shadows behind boxes, ...

Quality standards: Date, version, responsible personAdaption over time, as the project evolvesA communication instrument

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Project Roles

51

Project role Name

Project owner team XXX

Project manager XXX

Project team member: Construction XXX

Project team member: Engineering XXX

Project team member: Procurement XXX

Project contributor: Engineering XXX

Sub team: Engineering XXX

List of Project Roles: Example

52

Role Characteristics: Project Manager

Names Project manager, project leader, project coordinator, etc.

Importance for the

project success

Very high

Objectives Representing the interests of the project; realizing the project

objectives; directing the project team and the project contributors;

representing the project to relevant project environments;

preparing and adapting of the project management documentation

Number of persons One person; in practice sometimes two persons

Non-objectives Content work

Competences Project management, competences regarding the project-

performing organizations, the products, the technologies

Recruitment Project management expert pool, from the external personnel

market 53

Role: Project Manager

Objectives

• Representing the interests of the project

• Realizing the project objectives

• Directing the project team and the project contributors

• Representing the project to relevant project environments

• Preparing and adapting of the project management documentation

Organizational position

• Reporting to the project owner team

• Member of the project team

Tasks

Tasks in the project start process

• Know-how transfer from the pre-project phase into the project, together with

project team members and the project owner team

•….. 54

Role Characteristics: Project Owner Team

Names Project owner, project steering committee, project supervisory

board, project sponsor, etc.

Importance for the

project success

Very high; often not performed accordingly

Objectives Representing the interests of the company in a project, assigning

the project to the project team; directing the project manager,

supporting the project team

Number of persons 1 for small projects, 2 to 4 for projects; of the same or of

different hierarchy levels

Non-objectives Performing project management functions, setteling conflicts of

the project team

Competences Project management, strategical orientation, social and decision-

making competences

Recruitment Executives from the project-performing organizations, who are

interested in the project results 55

Role: Project Owner TeamObjectives

• Representing the interests of the company in a project

• Assigning the project to the project team

• Directing the project manager

• Supporting the project team

Organizational position

• Member of the project organisation

• Project manager reports the project owner team

Tasks

Tasks in the project start process

• Selecting the project manager and project team members

• Agreeing on the project objectives with the project team

• Contributing to the construction of the project context

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Relational Description of Project Roles

Application of standardized structuresStructure: Objectives, organizational position, tasks, relations to environments, formal authoritiesRelating the tasks to the project management sub-processesConsideration of relations between different roles

57

SWSW

HWHW

OrganisationOrganisation

Objects ofconsideration

Objectives

Scope

Project team

-Completed SW solution-Implemented SW and HW solution-Developed concept for organisation

ProjektProjekt

PlanungPlanung RealisierungRealisierung TestTest IBNIBN

PlanungSW

PlanungSW

PlanungHW

PlanungHW

. . . .

ProjektProject

PlanungPlanning RealisierungRealisation TestTest IBNCommissioning

PlanungSW

SW planningPlanung

HWHW

planning

. . . .

Projekt-manager

OrganisationSW

HW

PM

OrgSW

HW

Objects of Consideration and Project Team Roles

58

GW: Project Roles

Objectives– Developing an understanding about the relationships between the

project rolesContents– Analysis of project roles (project manager, project owner, project team

member, etc.)– Analysis of the relationship between the roles– Own perception of these roles

Working Form– Group work: 15`– Documentation: Notes– Discussion of the results in the plenary

59

Perception of the Project Manager

Project managers are managers, not administrators. – Drivers, achievers, team players, service providers, leaders, …

Project managers are not the best technical experts.– Project management professionals, generalists,

business-oriented, marketing-oriented, …Project managers require social competences.– Moderating, presenting, solving conflicts, leading teams, communicating

with relevant environments, reflecting, …Project managers come in different forms.– Part time or full time, project manager only or in combination with a

contents-related role, for different project types, …Project managers are part of a project management community.– Project management exchange, of experience groups, peers in the

company, project management associations, …60

Project Responsibility Chart,Project Communication Structures,

Project Rules

61

Project Responsibility Chart

Method to plan the fulfilment of work packagesFor selected work packagesAn integrative project management method, integrates ..– WBS, role definitions, project environment analysis

Consideration of individual roles and of team rolesDefinition of functions for the performance of each work packageUse of different functions; e.g. : performance (P), contribution (C), coordination (C1), information (I), decision (D)

62

Project Communication Structures

64

Communication Form

Objectives Participants Frequency

Project Owner Meeting

Project status reporting, strategic decisions, feedback

Project Owner, Project Manager, Guests

Once a month (and when required)

Project Team Meeting

Information, project controlling, project decisions

Project Team Members, Guests

Once a month (and when required)

Sub-Team Meeting Solutions of contents-related problems

Sub-Team Members

As required

Project Team Meetings

Detailed problems regarding the project contents are not subject of project team meetings. The “Big Project Picture” is to be constructed.Dates for team meetings and project owner meetings have to be fixed in the start process.Representatives of relevant project environments may participate in team meetings.

65

Project Rules

Meeting rules– Being on time – …

IT application rules– MS Office version …– Filing on server …– …

Corporate design rules– Usage of project logo only in combination with company logo– …

66

Project Role Assignments

67

Combination of Project Roles

68

Project Owner and Project Manager NO

Project Owner and Project Team Member NO

Project Owner and Project Contributor YES

Project Manager and Project Team Member YES, but ...

Project Manager and Project Contributor YES

Mr. Miller

Project Team Member

(Project B)Head

of Dep

artmen

t

Project Manager(Project A)

Inter-Role Conflicts and Potentials

69

GW: Role Conflicts and Potentials

Objectives– Reflecting inter and intra-role conflicts and potentials

Tasks– Defining individual roles one is „playing“– Analysing individual inter and intra-role conflicts and potentials– Exchange of the results of the analysis with another student, challenge

statements regarding conflicts and potentialsForm– Individual analysis: 5`– Exchange of the analysis results`: 10`– Brief discussion in the plenary

70

GW: Organizational Design of a Project

Objectives– Application of methods for the organizational design of projects for a

„private“ projectTasks– Selection of a „private project“– Definition of project roles– Design of a project organization chart

Form– Small groups, 20`– Brief presentations and discussions

71

Project Leadership

72

Management and Leadership

Traditional management functions– Plan, organize, lead, control

Systemic leadership functions– Construction of a common realities– Building-up and reducing complexity– Managing dynamics– Providing sense

Leadership– Part of the management functions– Interventions versus individuals and teams

Intervention: A goal-determined communication

73

Leadership in Projects

Providing (context) information Providing conditions to motivate the members of the project organisation Agreeing on objectivesControlling progress and giving feedbackMaking decisionsSolving conflictsReflecting to promote learning of individuals and teams

74

Leadership Roles in Projects

Project ownerProject managerProject team

75

Event-oriented Leadership

76

Project startworkshop

Project close-downworkshop

„Energy“

Approvalby the user Project

presentation

Project controllingmeetingProject

controllingmeeting

t

Teams in Projects

77


78

Subteam 1

Project Organisation

Projectowner team

Projectowner team

Projectcontributor

Projectcontributor

Project teammember

Project teammember

Projectcontributor

Projectcontributor


manager

Projectcontributor

Projectcontributor

Projectcontributor

Projectcontributor

Subteam 2

Projectcontributor

Projectcontributor

Project Team

Project teammember

Project teammember

“Unreal” team-work Real team-work Individual work

79

Pseudo Team

Working Group

Team

Potential Team

Team-Performance (Katzenbach)

Integration

Performance

80

Group versus Team

Team"We are a Team"

Group"I am in a Group"

Task orientation Individual objectives less important than team objectives

Individual objectives dominate

Responsibility Common responsibilty for the results

Individual responsibility for individual results

Coherence High coherence; trust and team spirit

Little coherence

Interdependencies Strong, relying on each other

Weak

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Team Development

82

Team Development Process

Traditional ModelFormingPerformingStormingNorming PerformingAdjourning

Adapted ModelForming and NormingPerformingReflecting RenormingPerformingAdjourning

83

Forming: Objectives

Assuring the required qualifications, “capitals”Establishing a coherent team by …– Informing each other about „private secrets“– Performing common social activities– Developing a common project view– Defining common project rules, norms– Ensuring the identification of the team members with the project

84

Know-howCapital

RelationalCapital

DecisionCapital

Project Success = Quality x Acceptance

„Capitals“ Required in Teams

85

Reflection and Feedback in Projects

Reflection: Objectives – Reflection by a social system (e.g. the project team)– Basis for learning, for further development

Reflection: Working forms– “Flash light”, smilies, associative methods

Feedback: Objectives– Feedback is directed versus someone, something– Informal or formal feedback– Basis for learning, for further development

Feedback: Working forms– Questionnaire, meeting

86

Reflection: Status per …

Process

Results

☺

☺

87

Johari-Window

B

The “Blind” Spot

A

Area of Free Action

C

Hidden AreaNot

knownby

others

Known by

others

Not known by oneselfKnown by oneself

D

The Unconscious

88

C

BA

89

Feedback Rules

Rules to give feedback– Be concrete, clear and on time– Be constructive, positive and possibly negative statements– Consider the situation, the timing– Be aware of the consequences of your feedback

Rules to take feedback– Ask, to clarify the feedback– Don`t argue– Accept the feedback as a subjective statement– Be grateful for the feedback

90

GW: Feedback

Objectives– Experience a formal feedback situation: Giving and taking

Tasks– Find a student to give feedback about your observations of him/her in

class– Prepare for the feedback situation– Give feedback to each other student by applying the feedback rules (3`)– Criteria for feedback: Contribution to the discussion, making

presentations, giving feedback to other students, socialize with other students, …?

Form– Groups of two, not friends!– Duration: 10`– Plenary: Experiences gained

91

Project Culture

92

Elements of the Project Culture

Project name, project logo, project colourProject values, project mission statementProject language, project slogans, project anecdotesProject artefacts (project management documentation, project folder, etc)Project roomSocial project events

93

Project Culture: Objectives

Creation of a competitive advantage by …– establishing clear project boundaries to allow the recognition of the

project– promoting the identification of the members of the project organization

with the projectDevelopment of a team spirit, providing orientation to the members of the project teamPromotion of a relative project autonomy Creation of the basis for project marketing

94

Project Name

Clear, short, allowing associations with the project objectivesIdentifying the project type; e.g „Conception Product XY“NO-NOs– unclear abbreviations, numbers („4711“)– only the customer name– wrong associations („Route 66“)

95

Project logo and project colour

96

Project Values/Mission Statement

Result-related values and process-related valuesQuestions to ask:– What is specific about the project?– What is important for the project team?– What is not important?– What differences are there between this project and others?– ...

Possibility, to document the values in a project mission statement– Practical relevance still low

98

Project Slogans

Project specific or project phase specificUsed in project meetings, in brochures, foldersTo give orientation to – the members of the project organization– representatives of the relevant environments

99

Project Culture Development

The project culture is developed initially in the project start process.The project culture is further developed by “meta-communication” in the project controlling process.Usually, no major changes in the project culture are desired.To resolve a project discontinuity also the project culture requires major changes.

100

Responsibilities

Activities Proj

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wne

r

Proj

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anag

er

Proj

ect t

eam

Mem

bers

of t

he p

roje

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am

Proj

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Doc

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Planning the project start • Check: Internal project assignment and results of the pre-pj phase R • Selection of forms of communication R • Selection of project team members (and of a project coach) R • Selection of methods and form of documentation of PM to be used R • Agreement with the project owner C R 1)

Preparing the project start • Hiring of a project coach (option) (C) • Preparation of starting communications I, II, ... (C) • Invitation of participants R 2) • Documentation of the results of the pre-project phase C (C) C • Drafts of plans, organization, culture and marketing of the project C (C) C • Developing of information material for starting communications C (C) C 3)

101

IPMA`90: Management by Projects

10th World Congress of the IPMA-International Project Management

Association

June, 1990

102

IPMA`90: Context, Situation

Periodic world congress of the IPMAPMA was established in 1986 at the WU Wien, congress as a marketing chanceThe preceding congress in Glasgow 1988 was a flopDemand for a clear profile of the product and intensive marketing

103

IPMA`90: Project Name

IPMA`90: Management by ProjectsRepetitive event: – Organiser: IPMA-International Project Management Association– Year: 1990

Contents– Management by Projects

104

IPMA´90: Mission Statement

Science and practiceTraditional and innovativeViennese and internationalMind and body Individual and co-operative, a learning chance

Product and process related statements!

105

Date IPMA`90 Slogans

12/88 Total Marketing!

10/89 No more creativity! Love for the details and for a high quality in the production!

5/90 Have fun, everything is decided!

6/90 IPMA´90 - A High Touch Project

Project phases related slogans!

106

GW: Project Culture

Objectives– Project culture development

ContentsDeveloping a project name, a project slogan, project specific values for a specific project

Working Form– Group work: 20’; notes– Report in the plenary

107

108

Project Start Process

109

Project starting

Project controlling

Project discontinuityresolving

Project closing-down

Project coordinating

Projectassigned

Projectapproved

110

Project Start: Situation

Time pressure, high demand for „project work“Social uncertainty, people do not know each other (in their new roles)Need for orientationDifferent levels of information of participants

111

Project Start: Results

Appropriate project plans and appropriate project organization establishedCommon „big project picture“, project team spirit developedProject culture developed, social system establishedProject is known to relevant environment, initial project marketing performedProject management documentation „project start“ completedAgreements upon project controlling and project-close down

ROLAND GAREIS Project and Programme Management®112

Application of methods in the project start process

Small Project Project

Planning Methods

Project objectives plan must must

Objects of consideration plan can must

Project work breakdown structure must must

Project work package specification can must

Project bar chart must must

Project finance plan can can

Project cost plan must must

Business case analysis can must

Project Start: Methods

113

Quality of PM

high

middle

lowlow middle high Need for Resources

ProjectWorkshop

Individual Meetings

Kick-off/Close-downMeeting

Project Communication Forms

114

Project Start WS: Organization

Venue: Outside of the company, seminar hotelDuration: 1-3 daysSequential workshops: e.g. 1 plus 1 day, 3 days in between for documentation workSeveral workshops with different target groups at different locations– project team, customer representatives, contractor

Professional moderation of the WSVisualization, afterwards electronic documentationInvitation of the project owner at the end of the WS

115

Project Start: Infrastructure

Project office, offices for (distributed) project team membersPM software, office softwareIntranet and Internet (project portal, homepage, e-mail,...)Telecom: Telephone- and video conferencingVisualization and moderation tools

116

Project Start: Assurance of Management Quality

Project consulting– supporting the project in the start process to build up project

management competenceCoaching of …– the project owner, project manager, project team

by external or internal consultants

117

Responsibilities

Activities Proj

ect

owne

r

Proj

ect

man

ager

Proj

ect

team

Mem

bers

of

the

proj

ect

team

Proj

ect

coac

h

Exte

rnal

s

Doc

umen

ts

Planning the project start

• Check: Internal project assignment and results of the pre-pj phase

R

• Selection of form of start communication R • Selection of project team members (and of a project coach) R• Selection of PM methods and form of documentation R • Agreement with the project owner about start process C R 1)

Preparing the project start

• Hiring of a project coach (option) (C) • Preparation of forms of start communications I, II, ... (C) • Invitation of participants R 2) • Documentation of the results of the pre-project phase C (C) C • Drafts for planning, organizing and marketing of the project C (C) C • Developing of information material for start communications C (C) C 3)

118

Case Study: Start of Project „Feature Development“

Project information– Based on the results of a conception project the Project Portfolio

Group of an Austrian telecommunication company decides to further develop an existing product by adding a new feature to it (e.g. providing information about the daily telefon costs)

– Project duration: 2-3 months– Project costs: € 120.000,-– Partner: SW developer, advertising agency,...

Working form– Small groups, 10`-15`; documentation

119

Case Study: Assignment

Analysis of the strategic importance and the social complexity of the project

Planning the …– knowledge transfer from the conception project into the project

„Feature Development“– project management methods to be applied in the start process– communication structures for the start process– required infrastructure for the start process– involvement of a project management consultant and/or coach in

the start process– initial project marketing

Happy Projects!

Roland Gareis

120

project orga 101208

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