Project Environment Analysis

Size: px

Start display at page:

Download "Project Environment Analysis"

Harvey Harmon
7 years ago
Views:

1 Name: Project Environment Analysis General Topic: used for Project s start Short summary / General description: One of the Methods that are use as a Project Context Analysis in a project or programme start is the Project Environment Analysis. Because a project represents a social system it is also necessary to consider its relationships to its own social environments. The design of the project environment relationships is a project management activity. Because a project represents a social system it is also necessary to consider its relationships to its own social environments. The design of the project environment relationships is a project management activity. The objective is to determine which environments are relevant for the project and can have influence on project success. Relevant project environments can be divided into project internal and project external environments. External project environments are, for instance, customers, suppliers, banks, but also other divisions and departments of the organization undertaking the project. They have strong, results-oriented expectations from the project and, have a common present. They can be only partially influenced. The project team or the project management can be viewed as internal project environments, since their relationships to the project have a central influence on its success. They have strong, processoriented expectations and often have a common past and future Figure1: Project and Relevant Project Environments 1

2 Goal of the method / Scope Determine which environments are relevant for the project and can have an influence on project success Activities Description: How to do it step by step 1. Feedback and reflection for individual, collective and organizational learning in projects The novelty of projects and social demands made teams make individual, collective and organizational learning a success factor in projects. On the one hand, learning can be organized by feedback, and on the other hand, through a reflection of the perspective social system. Feedback is directed. The objective of giving feedback is to provide an outside point of view. The recipients of the feedback can be a person, a team or an organization. A feedback recipient can receive feedback from one of more feedback givers. When several feedback givers give feedback one speaks for 180o or 360o feedback (see figure 2) Project owner Supplier Project manager Customer Partner Project team Figure2 Project and Relevant Project Environments 2

3 2. Rules for giving and taking feedback For the professional arrangement of the feedback process the rules of giving and taking feedback are: Rules for giving and taking feedback Respecting others Concrete trips Acceptability Positive suggestions Giving feedback Maintain distance Unmistakable clear Not in front of non- involved third parties Relevant to current situation Aware of consequences Only when asked Ask for unclear No justifications Taking feedback Accept what has been heard as subjective point of view Thank for feedback 3. Making of the Environmental Analysis plan After gathering and evaluating the feedback the project manager makes the Environmental Analysis plan 4. Presentation of the Environmental Analysis plan The project manager presents the Environmental Analysis plan to the project team and a discussion is made for possibly changes. 3

4 Expected outcome and gained experience / When you can use it The Environmental Analysis plan can be used as a method in a project or programme start and especially as a Project Context Analysis. If it s not possibly to gather all the necessary feedback Use Project Environment Analysis in a start of a project or a programme See below an example of a Project Environment Analysis for the project Common quality criteria for the development of Spa Resorts study, which was implemented by ANKA S.A. 4

5 Disable people Potential Clients Tourists Visitors, escorts Transit visitors Universities and Young people Seniors Organised groups research institutes Local authorities, social partners Common Quality Standards for the Development of SPA Resorts Employees Sources of informationsupport Residents of the region Private entrepreneurs Management Bodies of spas Businesses in the area of direct influence Local Authorities Indirect Stakeholders Direct Stakeholders 5

6 References / source: Roland Gareis, (2005) Happy Projects, Copyright by MANZ Verlag, Vienna ISBN X 6

Strategic Management and Leadership. Prepared by Mr Rabeel Sabar

Strategic Management and Leadership Prepared by Mr Rabeel Sabar Strategy Defined as: A plan of action designed to achieve a longterm or overall aim (Oxford, 2011) Strategy in Business World Defined as: