Summary of Chapter 01 of Project Management
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
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