Summary of Chapter 01 of Project Management

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Project Management

Lecture April 26, 2012

1

Overview
Project planning V + Execution
• Repetition
• Monitoring • Control • Summary

2

Overview of the Project and Organization Structures
Board of Management Department A Department B Department C

• Pure project organization

Projekt A

Projekt B

PM A

PM B

Board of Management

• Influence project organization

PM

Staff

Department A Department B Department C

• Matrix project organization
Project 1

Executive board Department A Department B Department C

Project related directives
Project 2

Function related directives

3

Conflict intensity over the project life Forming a high performance team II cycle

• Schedule and technical conflicts are most frequent and serious in the build up and main program stage, and schedule conflict in particular during the phase-out stage. 4

Information Matrix: Example
Project: Characteristics Type of information Verbal information Project board presentation Executive committee meeting Reviews PL / E Project discussion PL Project team weekly EC EC EC -BU PL monthly end of stage, subproject end (protocol) PL EC / BU EC as necessary monthly / as necessary as necessary protocol Responsible reporter Distributor/ participants Deadline/ frequency Remarks

PL
EC / PL

protocol
protocol
Source: Litke, H.-D.: Projektmanagement. Hanser 1995. S. 153

Written information
Project status report Interim report final report Employment report PL PL PL Project team

project end
weekly

PL = Project leader EC = executive committee E = employee
5

Project Start

6

Phase Models
Project Initiation

Project Planning

Project Start

Feedback Loops

Project Implementation

Project Completion

7

Project Start Often Unclear
Reality shows that …
• Projects are started spontaneously • projects are not communicated internally • project plan is not finished • project organization is not defined • no resources • no scheduling  Basics must be there  Start must be officially communicated

8

Check List for the Project Start I
 Clearly defined written task? Clear project goals?  Work packages known?  Process clear? Schedule incl. milestones defined?  Capacities and resources available?  Costs and budget realistic?  Organization defined and communicated?

 Personnel recruited und instructed?
 Infrastructure access?  Quality management in place?

9

Check List for the Project Start II
 Risk and mitigation strategy

 Milestone decisions for steering committee defined
 Instruments in place (documentation, minutes, meetings, etc.)?

10

Monitoring and Control

11

Model of Project Control Project control Project planning  Content / deliveries  start and end date  team members  Budget adaptation discrepancies Real values Real values

Target values

Monitoring

Control
Activities

Project execution


 scope change  capacity problems  inter personal problems …

12

Overview

• Repetition
• Monitoring • Controlling • Summary

13

Monitoring and Information Systems
• Evaluation and control of projects are the opposite sides of project selection and planning

• Logic of selection dictates the components to be evaluated • The details of the planning expose the elements to be controlled • Monitoring is the collecting, recording, and reporting information concerning any and all aspects of project performance Source: Meredith/Mantel Project Management 2005

14

The Planning - Monitoring - Controlling Cycle
• The control process should be perceived as a closed loop system • In a closed loop system, revised plans and schedules should follow corrective actions • The planning-monitoring-controlling cycle is continuously in process until the project is complete

Source: Meredith/Mantel Project Management 2005

15

Monitoring and Control Process
Preconditions for effective M&C
• • Realistic and...
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