Lecture week 3 Flashcards
(16 cards)
Core challenges managing a project
- Define the project+ Align with the principal
- Asses the nature and risks of the project
- Phase + structure the project
- develop a success model + startup the project
- Manage the success factors
How to define the project?
Four pillars of a project definition
- Problem to be solved or prevented
- Constraints to be respected
- Results to be delivered (scope)
- Objectives to be reached (why change?)
When Chaos, go back to the pillars
How to align with the principal
- respect the formal difference between you and principal
- chess game between you and principal
- in the end on the same side
What is the nature of the project
- operational project
- alliance project
- strategic project
- innovation project
Can be more than one
Risks
- examples (?)
New technology
Old technology in new application
Potential public resistance
Partners with different objectives
Threat of political involvement in managing the project
Parties have not worked together previously
Business case is speculative
Long duration of project increases risk of fundamental changes in market/technology
Phasing the project
- Waterfall
Definition phase > go / No go Design phase > go / No go Preparation phase > Go / No go Execution phase > Go / No go Close out phase
Phasing the project
- Agile
Specify > plan > execute > present > repeat
Phasing the project
- General
- Basic stages you want your project to be in
- Adapt it to the specific nature of your project
- Free yourself from the dogma’s
- Bring the real challenges to the front
Structure the project
- general work breakdown
-Project
–Sub project (3 or 4)
—Work package / milestones (> 10)
—-Tasks
Work towards milestones
generic model of project success
- what is project success
According to specifications, on time, within budget
Business case realized
Satisfied stakeholders
Generic model of project success
- consists of
- clear strategy
- Active involvement of stakeholders
- effective planning and control
- focus and inspiration
- flexibility and creativity
- close-knit team
Correspondence change competence model and project management
Project management put into 4 leaf clover model
- Rational: objectives, problem
- Energy: Principal, startup
- Effect: scope, success criteria
- Focus: Deliverables, phases
- Connection: Workbreakdown, constraints, success model, Risk strategy
Project approach vs process aproach
Project approach: think then do
Process approach: do then reflect
Challenge project manager: bring these two together until they become one
o First keep them apart and write plans, just show it to the principal and the managers, don’t talk about it on the workfloor.
o Graduately bring the two together by asking the top to be more process minded, and the bottom to be more project minded
Cultures in organization
4 grit model, 2 axises
Internal vs external focus
stability vs flexiblity focus
- Bureaucratic: internal & stable
- Competitive: external & stable
- Community: internal & flexible
- Entrepreneurial: External & flexible
Succesfactor: focus and inspiration
- What is focus about
- What is inspiration about
Focus is about the WHY of a project
- e.g. new legislation, political presure, reduce costs, etc.
Inspiration is about WHY I should contribute to the project
- e.g. pursue personal interests, represent interest of my group, share experience, advance in career
Succesfactors: involve stakeholders
- informal leaders as stakeholders
Operate on personal influence, not authority
They can reduce the fear of the unknown
Often critical - good to know opposing voices
Have a large network - can help you snowball
You want to get them involved
