Flashcards in No project is an island, SW4 Deck (23):
what are the contextual aspects that are important for a project?
1. leadership style
2. company status
4. size of the project
5. laws and politics
6. previous exteriors of projects within the organisation
—> what kind off industry
—> knowledge, function, project based?
4. Product type
—> local authorities?
—> collaboration with other companies
Complex Product Systems
- Capital intensive
- Competence needed /
- Unique project
e.g. airplane, nuclear, new hospital?
How does the industry affect the project?
2. Need of flexibility
—> quick development?
3.Need of knowledge
4. Image & legitimacy
5. Laws and regulations
How does the organization affect the project?
—> large or small budget for R&D?
2. Competition between projects
Different organisation styles?
1. Matrix organization
2. Project-based organization
3. Function-based organization
These different types of organization will affect the project
How does the market affect the project?
1. Whites needed from the company?
2. What do clients want?
3. How fast are competitors?
how does project type affect the project?
—> more complex more communication needed
—> more complex might need more aspects to laws etc.
3. incremental or radial
4. stand alone or system-integration
5. consumer product, capital goods, event etc.
How does stakeholders affect the project?
CORE- PRIMARY- SECONDARY
e.g. Mass production—> customers are secondary stakeholder
Part of project plan
What is the impact of these contextual elements on project management?
1. affect the project lifecycle
2. Project model
3. Planning of the project
—> more or less uncertainties?
—> longer shorter project?
—> more or less resources?
4. Iron triangle
Different project lifecycles?
Different project models?
1. Sequential model: waterfall
—> sequentiall activities
2. Parallel: concurrent engineering
—> don't know how next process will look like
Sequential model: waterfall?
1. simple short projects
2. clearly defined goal
3. not new technology
4. low level of uncertainty
5. technology understood
6. resources available
- Easy to plan
- easy to monitor
- Rigid (not iterative)
- Difficult to get idea of final product
- Does not fir complex, long or result-oriented projects
Activities running in parallell
- slit team and then re-split the team again
WHEN TO USE:
- used when communication within team is going very well
- when stakeholders wants to be involved
- R&D projects
- high uncertainty projects
- limited time to market (short)
- high competition
2. short project time
3. prototype available early
4. increased productivity
2. needs extensive communicaiton
3. risk with the integration of te parallell activities
Roling wave planning?
Wave 1: Planned in detail
and then start to design the next one.
- uncertain environment
- hard to plan risk
- In R&D, high-tech and invention projects
- no time pressure
- flexible and available resources
- goal-seeking projects where scope is likely to change
- long projects
1. needless planning is avoided
3. tolerate high uncertainty
iterative planning is possible
- time and resources can easily get out of control
mix stage-gate and agile?
Yes, different phases can use different methods
-often used in very long projects
integration between the different phases?
project model tesla?
concurrent engineering + agile
agile for the new parts, the new battery etc. and the concurrent engineering for parts they have experience in
examples of how product impact project management?
1. Implement/vclient projects
- importance of the communication plan
- Environment outside the project is crusial
Project management tools?
Help to avoid problems with external influences
1. project triangle
2. stakeholder analysis
5. Risk analysis
6. Communication plan
Why failure of hydroproject?
why success transmission project?
1. high priority project
2. considered as unique (although it wasn't really)
3. fuzzy leadership style fit with organization culture
4. well respected engineer
5. didn't take the job for fight of power
Learning from hydroprojec/ transmission project?
1. Important to adapt PM methods to the context
2. uniqueness is a matter of perception
3. Important to sell the prestige of project
—> take stakeholders seriously
4. understanding context is crusial