Project Management

• 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

Pros:

• assigning of project team members is highly flexible
• re-integration of team members after project end is easy

Cons:

• difficult decision making due to low authority of project manager
• low identification of team members with the project
• usually, line managers take strong influence on decisions

Merkmale: Project Manager hauptamtlich, aber in Stabsfunktion außerhalb der Linienorg. (eher in Koordinator ohne Weisungsbefugnis)

Pros:

• optimum capacity distribution is possible
• easy knowledge management: knowledge is maintained in the line organization
• re-integration of team members after project end is easy

Cons:

• difficult decision making due to authority conflicts between line and project
• high internal communication and information needs between line and project

Merkmal: Verteilung der Leitungsfunktion auf 2 gleichberechtigte, von einander unabhängigen Dimensionen (d.h. Mitarbeiter stehen gleichzeitig in 2 Weisungsbeziehungen) (vertikal verrichtungsbezogen z.B. Development - horizontal objektbezogen z.B. Project 0815)

Pros:

• team members are fully focused
• conflicts are avoided due to clear responsibilites
• 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 very difficult

Merkmal: wie Line Organization, nur ohne Line (d.h. Primärorganisation)

"... collection of activities that takes one or more kinds of input and creates an output that is of value for the costumer." (Hammer/ Champy 1993)

1. project start
2. project planning
3. project execution (conception, defintion,, realization, implementation)
4. project controlling (manage and control)
5. project closing

• team management: (employee satisfaction, efficiency)
• time managem.: (schedule, milestone trend)
• risk management: (impact, probability, detection)
• resource managem.: (effort, availability, costs, cost trend) 
• configuration managem.: (number of CR's, efforts, feasibilty, interdependencies)
• change managem.: (stakeholder satisfaction)
• quality managem.: (performance, quality, number of defects)

1. strategic planning (decision to enter new markets with a new and innovative product)
2. operational planning (needed renewal of an existing product which has reachd the end of its life cycle)
3. daily operations (planned service project for a power plant, employee improvement proposal)

project trigger - project idea - idea verification (done by project steering board) - initial order - proposal generation (done by project manager) - project proposal (to project steer. boa.) - definition go-ahead

from initial order to defintion go-ahead = definition phase

A stakeholder is any group or individual who can affect, or is effected by, the project execution or its outcome (f. ex. the project's product). Stakeholders and their management are therefore strongly linked to projects success. 

Stakeholder management involves identifiying the goals and values of the project and those of its stakeholders. this means explicitly recognizing the conflicts and inconsistencies among project goals and values and those of its stakeholders, and directing activities towards the stakeholders (especially project marketing activities) in order to safeguard project success.

2x2 matrix with interest and power on its axes

stakeholder with:

• low power/ low interest: minimal effort necessary (remain aware of their contact with others) - expected attitude to project is neutral 
• high power/ low interest: keep satisfied (monitor closely, lobby actively) - positive
• high interest/ low power: keep informed (low level reaction) - unclear
• high interest/ high power: key players (keep informed regularly, stay attuned to their needs and behaviors) - postive, negative

in practice, it's difficult to recognize 'all' stakeholders, or the key stakeholders, and the stakeholder interest and power may shift over time.

All objectives shall be formulated:

• specific
• measurable
• achievable
• relevant
• time-bound

• official product acceptance and therefore definite release
• project closing assessment, including target achievement review of all teams and team members
• collect and document good practicrs and lessons learned
• issue final project report
• release project team

• to assure proper project documentation
• to measure the project performance
• to identify good practices
• to identify lessons learned 
• and hence to allow a performance assessment of the project team

1. Is the costumer satisfied with the product?
2. Are the project targets and the realized solutions identical?
3. Do the targets correspond to the actual user needs?
4. Have the schedule targets been achieved?
5. Have the cost targets been achieved?
6. Have the project benefits and the utility been achieved?

1. completion objectives (deliverables: milestone plan, deliverables plan, project proposal)
2. product breakdown (product breakdown structure pbs)
3. work breakdown (work breakdown structure WBS, work package descriptions WPD)
4. activity sequencing (logical project network diagrams PND)
5. schedule planning (updated WPD's (durations), updated PND, critical path, project schedule)
6. resources planning (organizational breakdown structure OBS, responsibility assignment matrix RAM, resources plan)
7. cost and budget planning (cost structure plan, net present value NPV, internal return rate IRR, bufget plan)

1. completion objectives: customer & company objectives, current state/ target state analysis, stakeholder analysis
2. prod. breakdown: analysis of product technical concept, breakdown into product parts
3. work breakdown: breakdown of all project activities into work packages, defintion of work packages)
4. activity sequencing: logical sequencing of all work activities
5. schedule planning: activity duration estimation, project schedule planning
6. res. planning: res. planning, responsibility assignment, optimization of resource utilization
7. cost and budg. planning: project cost estimation, project cost estimization, project benefit analysis, budgeting)

1. team management (input: resource planning, project organization - output: organizational chart, task descriptions, team motivation,...)
2. quality management (project proposal, customer requirements - project quality plan, preventive actions, corrective actions,...)
3. risk management (project proposal, WPD, PND, quality plan - project risk plan, contingency plan, preventive actions, corrective actions)
4. change management (stakeholder analysis, project proposal - change management plan, information and communication plan)
5. configuration management (project contract, change requests, deliverables - accepted/ rejected changes, release plan, deliverables list)

Milestone plans are summary-level schedule which identifies the major milestones. 

They are sometimes an input provided by the customer. They are easy to understand and good for reporting to senior management, but provide no progress information.

• the PBS is the technical breakdown of the project products into its components
• the PBS helps the project manager in developing a clear vision of the end product - "What must be delivered to achieve project success?"
• the PBS provides framework which can serve to develop the work breakdown structure WBS

• the WBS is a tool that defines a project and groups the project's deiscrete work elements in a way that helps organize an define the total work scope of the project
• provides guidance for schedule development
• provides framework for detailed cost estimating
• provides the framework for project controlling and reporting
• a WBS element ma be a product, data, service, or any combination
• the work is broken down into all the discrete elements of work, the total sum of which represents all the work and components necessary to produce the project product (100% rule)
• each descending level of WBS represents an increased level of detailed definition of the project work
• WBS is not identical to the PBS of the project product
• WBS is not an organizational chart of the project
• WBS is a dynamic tool and can/ will be revised and updated as needed by the project manager

• WP's are the elements in the WBS at the lowest level
• a WP is a self-contained subset of the project, it can typically be assigned to a specific party for execution
• the total sum of WP's must represent all the work and components necessary to produce the project product

pros of task orientation:

• follows the project lifecycle
• possibility to focus on important project phases, f.ex. early phases

pros of object orientation:

• folllows the product breakdown
• possibility to focus on important product components, f.ex. framing

The WBS should be structured so that it helps to organize and define the total work scope of the project.

P. Controlling is the controlling and monitoring of the Proj. Execution!

WHY: 

• to provide transparency (regarding proj. execution and forecasted target achievement) -> TRANSPARENZ

• to assess impact of planning and estimation errors, disturbances, target changes 
• enable corrective measures in shortest possible reaction time in case of deviation from plan -> FEHLERERKENNUNG/ -VERMEIDUNG

when deviated, apply...:

• corrective measures to get back on track
• plan changes (new targets under new constraints)

plan changes on one dimension always effect other planning dimensions (->magic triangle)

• with the Proj. Objectives the project is planned
• this results in a) a Project Plan and leads to the activity of b) managing the project 
• managing the project leads to execution of the project 
• parallel to that, the project's execution is controlled 
• the controlling leads to a status of the project
• by comparing the status and the plan, the Controlling Circle gets closed
• the comparison leads to either a) a re-planning or b) the ongoing managing of the project