Project Management Basic Seminar

Transcription

1 Project Management Basic Seminar Successfully manage projects Introduction to project management; basics of project work and project planning; inception, implementation, conclusion. TRAINPLAN seminar maker

2 This script is part of the TRAINPLAN training software, which is to be used solely with a valid license / key by the license holder only. A valid license includes the reproduction and distribution of this participant s script, however, only to the license holder s seminar and training participants. The license holder is required to include the text following on this page on each copy of the script, undeleted, unaltered, unedited, and in its entirety. All rights reserved, including the photomechanical reproduction and the storage on electronic media. No part of this work or its included components may be reproduced, multiplied, or used in any other form (print, photocopy, microfiche) for private or commercial purposes without the explicit written consent or a valid license of the publisher. The utmost care has been taken in compiling this work. However, mistakes cannot be excluded completely. Therefore, the publisher cannot be held legally responsible or liable for any mistakes and the consequences resulting from them. We welcome suggestions and remarks at [email protected]. Hardware and / or software names included in this work are trademarks or registered trademarks and should be treated as such. TRAINPLAN Education Media and Publishing Products TRAINPLAN is a registered trademark of SCHMITT Business Consulting Limited TRAINPLAN seminar maker Project management Basic seminar Page 2

3 Table of contents Project management An overview...5 What is project management?...5 Criteria of successful project management...7 Types of projects...9 Why project management?...10 Illustration: Cost and time savings...10 Elements of project management...12 Task carriers...14 The project leader...14 The project team...15 The project committee...15 Promoters...16 Introducing project management to a company...17 Basics...17 Problems with the introduction...19 The approach...21 The 7 work steps...25 The project management guideline...26 Matrix: The flow of information...29 Example: Structure of a PM guideline...31 Project work...32 Essential preconditions for project work...32 The structure of a project...34 The pre-project stage...35 Pattern: Planning goals...36 The situational analysis...37 The target agreement...37 Illustration: Target hierarchy...38 Form: Weighting targets...40 Example: PSP Introduction of project management...42 Checklist: Compiling a Project Structure Plan...43 Project creation and project definition...44 The project verification...45 The project plan...46 Form: Project order...48 Carrying out the project...49 Form: Milestone definition...49 The problem-analysis stage...50 The concept stage...50 The fine-tuning stage...51 The implementation stage...51 The project conclusion stage...51 Illustration: Project stage structure...52 The problem-solving cycle...53 Work methods...54 Overview: Work techniques...55 Project planning...56 Project planning in general...56 Planning structures...56 Form: Work package description...57 Planning processes...59 Form: Process list...60 Planning deadlines...61 Estimating expenditures and planning resources...62 Planning costs...63 Form: Work package costs...64 The risk analysis...65 Project planning and project controlling...66 TRAINPLAN seminar maker Project management Basic seminar Page 3

4 Project controlling...66 The project-controlling cycle...67 Concluding the project...68 Day clearing...69 TRAINPLAN seminar maker Project management Basic seminar Page 4

5 PROJECT MANAGEMENT AN OVERVIEW What is project management? In 1980, project management was defined by the German Industrial Standard DIN as follows:... the entirety of leadership tasks, organization, techniques, and measures necessary to carry out a project. This is a rather general definition. In order to understand it, the term project must be described more exactly at first. A project has the following characteristics: Target orientation The project target is to be identified precisely. The time frame and the budget available for it are limited. Project management Uniqueness This feature distinguishes projects from routine tasks. It also encompasses the characteristic of novelty. Complexity A project is designated by a number of interdependencies so that the project target can only be achieved through reasonable work division. Cooperation The collaboration of specialists from various departments is required in order to accomplish the project s goals. Teamwork is greatly emphasized. Organizational attribution There is a project-specific organization. Significance The tasks of a project have a relevance for the company which goes above and beyond everyday requirements. Project management is a tool for successfully carrying out a project. TRAINPLAN seminar maker Project management Basic seminar Page 5

6 Due to the modern-day variety of companies in different economic fields, the introduction of project management is frequently necessary in order to remain competitive and to strengthen and improve one s own position in the market. Project management is an instrument which ensures a company s survival among the competition. HOWEVER: Project management is not a miracle cure! Even though project management has recently become a fast-selling item, it does not apply to each and every project. Successful project management presupposes work and organization. It is hinged on conditions that usually have to be created in a company in the first place. Please note: The term Project Management is abbreviated as PM in some instances. TRAINPLAN seminar maker Project management Basic seminar Page 6

7 PROJECT MANAGEMENT AN OVERVIEW Criteria of successful project management The criteria of successful project management depend on the respective perspective. There are three different points of view: Success criteria from the company perspective From the company perspective, the success of a project is objectively measurable and determinable. If the project target is achieved within the established financial budget and time frame, the project is considered to be successful. Three perspectives for success criteria Success criteria from the customer perspective Here, the problem-solving contribution of the project is decisive. Even a project that is one hundred percent successful from the company perspective can be a failure from the customer s point of view if the project does not solve a certain problem. The compliance between perspectives is of the utmost importance! It can be achieved by involving the customer in establishing the project goal. Success criteria from the perspective of those involved with the project Personal motives are in the foreground. Typically, these are career aspirations. Conflicts of interests must be considered: Frequent problems include the extra burdens of the project members in the company as well as the divergence of personal career interests and the project goals. Target harmonization constitutes a possible solution. It can be achieved through: Careful selection of project members by paying regard to their respective career plans Clearly defined possibilities for promotion due to the contribution to a project The introduction of a two-track career system with a corresponding accessibility of career paths TRAINPLAN seminar maker Project management Basic seminar Page 7

8 The following guidelines result from these characteristics and success criteria: Project management is... customer-oriented. The customer s success criteria are paramount. Afterward, those of the company and the employees are considered. a form of company organization. process-oriented. As the communicative form of teamwork, project management fosters the process-oriented perspective of projects. a methodology for carrying out projects in a target-oriented manner. The introduction of project management to a company is not easy. The general acceptance of project management in its entirety, originating from the company management down into all levels of the hierarchy, is an indispensable precondition. In addition to the organizational framework, financial, personnel- and time-oriented framing conditions are to be created. TRAINPLAN seminar maker Project management Basic seminar Page 8

9 PROJECT MANAGEMENT AN OVERVIEW Types of projects Since a project is characterized by its uniqueness, there are practically as many types of projects as there are actual projects. Certain projects resemble each other with regard to their structure so that the following types of projects can be distinguished: Investment projects, e.g. the construction of a new company building Customer-ordered projects, e.g. a bulk delivery to a customer Research and development projects, e.g. in the pharmaceutical industry Construction projects, e.g. the construction of a bridge IT projects, e.g. an Internet presence Service projects, e.g. an anniversary in the company Etc. TRAINPLAN seminar maker Project management Basic seminar Page 9

10 PROJECT MANAGEMENT AN OVERVIEW Why project management? Since projects are very complex, and since their correct execution makes high demands toward the company, a well-functioning organization is as important as effective methods concerning coordination and cooperation. The following reasons advocate the introduction of project management: Cost and time savings An initial extra-cost expenditure of about 5 % is sufficient to achieve a cost and time advantage of about 20 % in comparison to conducting the project without explicit project management. Introduction of project management Illustration: Cost and time savings Clear controlling possibilities concerning results, deadlines, costs, and productivity Thanks to influencing possibilities, an improvement of effectiveness, transparency, and coordination of all tasks is achieved. TRAINPLAN seminar maker Project management Basic seminar Page 10