Project Management

"Quality is the totality of characterics of an entity that bear on it's ability to satisfy stated or implied needs! (PMI 2004)

-> a process-oriented approach is ususally taken

3 sub-processes:

• quality planning
• quality assurance
• quality control

Quality Planning =>

effects:

Quality Assurance (via constructive methods)

Quality Control (via analytical methods)

Process:

The ideas created in Quality planning are applied on the project execution process and, later on, controlled. The identified problems go back to to the Q. Planning.

The product itself (input) goes through proj. execution process (where QA methods are applied), then the results are controlled (via analytical methods) and, when all is satisfied, approved.

1. Management responsibilty
2. customer focus
3. process-oriented approach
4. fact-based approach to decision making
5. continual improvement
6. mutually beneficial supplier relationships
7. prevention over inspection

• "x10 law" - error correction cost and time increase exponentially , typically by a factor of 10 in each project phase
• 6-sigma methodology

=> the goal is to put the error correction via error prevention to an earlier phase of the project (f. ex. from test phase to development phase)

Creativity is the ability or power to create - to bring into existence, to invest with a new form, to produce through imaginative skill, to make or bring into existence something new.

(you need: creative people, creative environment, creative methods + processes)

• Creativity: creation of new ideas, approaches not previously known to exist
• Innovation: transformation of creative ideas into useful applications by combining resources to create value
• -> innovation funnel (ideas -> feasibility -> capability -> implementation)

• brain storming
• mind map
• de Bono's 6 thinking hats
• morphological analysis
• dot voting
• root-cause analysis (fishbone diagram)
• 8D
• FMEA

1.) WHITE: the facts - seeking information

2.) YELLOW: the benefits - looking for advantages

3.) BLACK: the negatives - looking for disadvantages

4.) GREEN: creativity - generate alternative ideas or solutions

5.) RED: feelings - identifying and expressing feelings

6.) BLUE: thinking about thinking - metacognition for planning, monitoring, and thinking about thinking

1. teambuilding
2. problem description
3. implement temporary solution
4. find root cause
5. develop permanent solution
6. implement permanent solution
7. prevent recurrence
8. evaluate outcome

used for problem ident., correction, elimination

• Failure Mode And Effect Analysis
• used to detect failures in early stages, preventing and avoiding failures in products or processes
• -> prioritization, and tracking measures to mitigate risks

5 STEPS:

1. structural analysis (what parts...)
2. functional analysis (how do they work...)
3. failure analysis (FMEA-worksheet...)
4. assessment of severity, occurence, detection
5. optimization

1. self revelation
2. factual information
3. appeal
4. relationship

"open the arena to build trust through disclosure and feedback"

(arena - blind spot)

(facade - unknown)

feedback sender:

observed behaviors - describe impact - pause - make suggestion, express benefit

feeback receiver: 

listen actively - avoid getting defensive - ask for clearifying   questions - show appreciation

Goals: share information vs. collective performance

Synergy: neutral (sometimes negative) vs. positive

Accountability: individual vs. individual and mutual

Skills: random and varied vs. complementary

1. forming
2. storming
3. norming
4. performing
5. mourning

• are temporary (defintie beginning and end)
• provide unique results, product, services
• are progressively elaborated (step-wise approach, developed thoroughly)
• often involve risks beyond ongoing operation
• involve complexity (many players, several disciplines, many inter-relations and inter-dependencies, standard approaches not possible)
• have clear objectives
• have constraints regarding time, cost, resources
• have a specific organization
• are influenced by goal-driven activities of multiple stakeholders
• need resources across functions and often from outside the organization
• require temporary involvement of people who often have other conflicting roles within the organization

• if the results expected by the project owner have been achieved (or more)
• with the defined resources, and
• in the defined time, and
• in the defined quality, and
• if all affected people accept the change, and
• if it can be demonstrated that the economical efficiency has been achieved

If the project execution objectives have been achieved according to the metrics (time, costs, performance, quality)

If the product (system) objectives have beem achieved according to the metrics (acceptance, economical efficiency)

"Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.

(PM require the ability to geht the job done:

- on time

- within budget

- according to specifications

- with a high level of customer satisfaction (=quality))

• scope
• time
• costs/ resources
• (with quality inside)

• planning the project in detail (scope, time, cost, resources,...) according to project objectives
• monitoring and controlling the project (in terms of scope, time, costs, resources, and according influencing variables) during it's lifecycles, for assuring target achievement of the project
• assuring quality of projects deliverables
• managing project's risks

-> LIFE CYCLE

• leading the project team
• identifying, considering and balancing the requirements of all identified stakeholders of the project

-> PEOPLE

• change leadership for achieving the desired change

-> OTHERS

Project:

• temporary endeavour undertaken to create a unique product or service
• having definite beginning and a definite end

Program:

• a group of projects
• managed in a corresponding way
• to obtain profits not available from managing them individually

1.) Conception 

• analysis of current state, target state, stakeholders, resources,
• initial project planning 
• initial project sooping
• go ahead for planning phase

2.) Definition 

• define product
• derive project 
• update project plan
• define detailed phase plans
• go ahead for real. phase

3.) Realization 

• realize product 
• test prod. against requirements
• derive project requirements
• update project plan and detailed phase plans
• go-ahead for impl. phase

4.) Implementation 

• implement product 
• product handover to owner
• product acceptance
• collect lessons learned
• end of project

• projects are sub-divided into project phases to improve management control
• each project phase is marked by completion of one or more deliverables
• the conclusion of a project-phase is generally marked by a review of deliverables and project performance. These phase-end reviews are called milestones or stage gates
• project life cycles are industry-specific

•  marks the conclusion of a project phase, also intermediate milestones can be defined and are used frequently
• in a milestone review (meeting), the state of the deliverables and project performance is reviewed
• for the review, checklists are often used
• stage-gates are advanced forms of milestone reviews with a clear Go/ Kill decision by the steering board

• waterfall
• incremental
• spiral
• agile development mode

• line project organization
• line staff organization
• matrix organization
• pure projectized organization

Pro:

• team members are fully focused
• conflicts are avoided due to clear responsibilties
• clear responsibilities positively impact project success
• full authority of project manager

Cons:

• difficult re-integration of team members
• higher overhead costs
• assigning team members is inflexible
• knowledge management is difficult

Merkmal: komplette Ausgliederung des Team aus der Line Organization für den entsprechenden Zeitraum