Management Basic Training on Management Munich, February 3 rd, 2016 1 Introduction All material contained in this presentation is protected by copyright law. All users agree not to copy or distribute any materials contained within the presentation apart from the purpose of the Alpine Space project management training course. 1
Management Dr. Andrea Cerny, MAS, zpm Core Competencies & programme management, social competencies Development of teams Coaching & Training Professional Career (Abstract) Consultant for project and programme management since 2001 Outdoor trainer since 2005 Trainer for social competencies since 2007 manager of several projects, specially in event management, marketing & PR, quality management, research Evaluation of projects (e.g. for Projektmanagement Austria ) Education PhD in Management, Vienna University of Economics Certification as Manager (Level C), IPMA Certified Outdoor Trainer (E3L), European Institute for experience-oriented Learning Train the Trainer Certificate, WIFI Vienna Certified Quality Manager, WIFI Vienna Andrea Cerny Development of people, teams and projects Management of projects Coaching & Training CEO of 4emotion Sarah Hayes Core Competencies Management Internal & External Communications Instruction Professional Career (Abstract) Management INTERACT Programme Communications & Marketing Technical communications Education Masters in International Relations thesis in European Territorial Cooperation Special Programme in International Studies, Diplomatic Academy of Vienna BA University of Leeds Slide 4 2
Management Table of contents Topics Page.. 3 International s.. 8 Scope..... 10 Management.. 15 Planning. 20 1. Objectives.. 21 2. Objects of Consideration 23 3. Stakeholder Analysis 24 4. Organisation.. 27 5. Culture. 34 6. Communication Plan.. 37 7. Risks... 40 Start. 43 Controlling 47 3
Management 7 Slide #7 A project is a task (with specific features) boundaries goal oriented complex risky dynamic relatively new CONTEXT a temporary organisation a social system CONTEXT project CONTEXT CONTEXT CONTEXT A B B Slide #8 4
Management A project as task (with specific features) goal-oriented boundaries complex relatively new risky dynamic project definition & project worthiness Slide #9 A project as social system Boundaries: inside / outside referring to objectives, scope, schedule, resources and cost Internal structures: roles, communication structures, basic rules, Context: Relationship to relevant stakeholders and projects A social construction Boundary Context Internal Structures Slide #10 5
Management A project as temporary organisation project A project B Specific roles Specific organisational structure Specific communication structures Specific culture / ground rules Slide #11 Social construction How real is reality? Slide #12 6
Management : definition IPMA - pma: pm baseline 3.0 s are goal-determined, complex, mostly new, risky and fulfil important tasks for the institution (or in general: the organisation) undertaking the project. s can be regarded as a temporary organisation and can also be seen as a social system. DIN-Norm 69 901 A project is a purpose, which is characterized by the uniqueness of its conditions in their entirety. This includes e.g.: goal-determination temporal, financial, personnel and other conditions dissociation of other purposes project-specific organisation Slide #13 Programme: definition IPMA pma: pm baseline 3.0 A program is a temporary organization for the execution of a unique, medium to long term process of large scope that involves many organisational units. A program contains several projects that pursue a common, superior and usually strategically important program objective. Programs have a higher level of complexity; usually have a longer duration, a higher budget and a higher risk than projects. Unlike projects, programs have a higher strategic importance. Programme Slide #14 7
Management Interreg Alpine Space Programme Slide #15 International s 16 Alpine Space Programme 8
Management International International projects: specifics Different to projects carried out by a single organisation or even organisations within the same country (Working) languages and cultures Organisational, institutional, sectoral differences Remote work Length of project duration Programme reporting Pre-financing (if relevant) Slide #17 International International projects: typical problems Establishing a common working methodology Building mutual trust, relationships and understanding doing all this remotely! Working around different expectations and administrative expectations e.g. travel budgets Isolated / individual outcomes vs common outcomes and ownership Investment in programme obligations working to programme reports rather than internal assessment Slide #18 9
Management scope scope scope All members of the project organisation share a joint view of the project Big Picture boundaries (objectives / non-objectives, tasks, budget, start, end, project roles, ) are defined adequately Context of the project (pre- / post project phase, other projects, stakeholders) is described Based on this information, a project assignment can be generated; a project started Slide #20 10
social content time Basic Training on Management scope Boundaries & context If there are no boundaries, you can not plan it There are no greenfield projects (i.e. out of any context) Analysis of project boundaries and project context is done within team = construction planning and organisation (= detailed planning) is based on project boundaries and context Slide #21 scope boundaries & context analysis Boundaries Context vs. Slide #22 11
Management scope Time boundaries start date dd.mm.yyyy dd.mm.yyyy end date start event end event Examples:» E-mail announcing start of operation» Acceptance document signed by customer duration Examples:» Offer accepted and signed by customer» Feasibility study presented and approved Start and end date should be defined as a point in time (not as period) events (and not management decisions): how can I actually tell that the project has been started/finished events stay fixed, dates may change Start and end events should be defined as precisely as possible Slide #23 scope Content boundaries Non-objective Main task Main task Main task Main task objective objective objective objective Non-objective Non-objective objective Definition of project objectives Budget Concise, realistic and measurable objectives (SMART) Objectives describe future possibilities or status, NOT deliverables or tasks Non-objectives help clarifying project objectives (what will NOT be possible) Main tasks describe the path for reaching the objectives Think of project phases: describe 4-5 main activities May be standardised for certain types of projects Budget can only provide a framework at this stage Slide #24 12
Management scope Social boundaries PO PM PTM1 PTM3 PTM2 Specification of the three essential project roles: PO: owner (strategic responsibility) PM: manager (operational responsibility) PTM: team member (technical / task responsibility) team members: Technical expertise manager: Highlander principle There is only one! owner: Represents interests of the institution Slide #25 scope Time context Pre-project phase Post-project phase Describes the history of the project Describes the consequences of the project What triggered the project? Pre-projectphase: history Post-projectphase: consequences What will happen after close down, how will deliverables be utilised? Possible questions: Possible questions: What has happened prior to project start? Which problems should the project solve? Which decisions have already been made? Why was the project initiated? Who has promoted / blocked the project? What documentation is available? Which actions and decisions have to be initiated/taken after project close-down? Could/should there be any follow-up projects? What post-project benefits/costs are expected? What has to be done in order to enable the follow-up project Slide #26 13
Management scope Content context Relationship to other projects (list all projects that relate to project A) Synergetic relationships Conflicting relationships As a consequence: Possible/necessary info-transfers and coordination Which individuals have roles in more than one project Check relationship to institutional strategies Which institutional strategies are promoted by the project? How is the further development of institutional strategies influenced by the project? B C A F Relationship to institutional strategy G H E D Slide #27 scope Social context List of relevant environments (stakeholder): People and institutions that may have an influence on the project Synergetic relationships Conflicting relationships Slide #28 14
Management Management 29 Alpine Space Programme management management: definition management is a business process of the lead partner organisation The project management process begins with the project assignment (approval by the PC) and ends with the internal project approval. It contains the sub-processes project start, project coordination, project marketing, project controlling, project close-down. Slide #30 15
Management management management: process project coordination project assigned project approved projectclose-down projectcontrolling projectstart project crisis management project-marketing Slide #31 management management: objects of consideration Achievements Schedule + Costs CONTEXT CONTEXT project CONTEXT CONTEXT CONTEXT assignment Objectives/Achievements/Quality Deadlines Resources/Costs Organisation & culture Risk Context Pre- & post project phase relevant environments/stakeholders other projects Slide #32 16
Management management management vs. content of the project phases timeline 1 2 3 4 5 6 7 8 9 10 11 12 PM Analysis Conception Procurement Installation Test run Instruction P-Start P-Close-Down Slide #33 management management process by Alpine Space Pre project phase (project preparation) Approval by the PC start date Start Management management Controlling closure date PROJECT IMPLEMENTATION coordination and marketing Closure Deadline: submission final PR Post project phase (final reporting) Start management Controlling Slide #34 17
Management management Pre- Phase by Alpine Space One particularity of the Alpine Space projects is that the planning itself takes already place in the pre-project phase. In this phase the application form (AF) of the project needs to be drafted and therefore details as regards the foreseen outputs and results, the work package structure and the finances have to be fixed. Beside the planning tools already foreseen in the AF or additionally offered by the ems, the projects are recommended to make use of other professional project management tools (such as project context analysis, project environment (stakeholder) analysis, project risk analysis, project organisation chart and project role descriptions). Slide #35 management Start Phase by Alpine Space The project start process shall especially focus on the preparation, organisation and implementation of a kick-off meeting in which the project planning is reviewed and finally adapted especially on the basis of any recommendations made by the Alpine Space programme bodies but also on recent developments in the project environment (since usually months pass between the planning and the final project start). Slide #36 18
Management management start phase: objectives Precondition: assignment / project approval Know-how transfer from pre-project phase enabled Common view = project picture ensured Adequate project organisation established Adequate project communication structures established Team building took place management documentation is available Precondition: Clear project scope Slide #37 management Management of international projects Beside the management of the project, the project manager has to manage cultural differences bridge language and time zone differences focus intensely on drawing a common big project picture and work on keeping it in mind => project controlling. invest deliberately in team and trust building manage continuously in communication matters Slide #38 19
Management planning 39 planning Planning scope All necessary tasks for the project are documented in a detailed and comprehensive way Adequate methods for scope planning are employed, depending on type and complexity of the project Plan of deliverables, work breakdown structure, work package specification Level of planning detail corresponds to type and complexity of the project Understanding and acceptance of scope planning is ensured at all levels Basis for all further planning created Slide #40 20
Management planning Planning scope Scope planning is based on content boundaries Work breakdown structure (WBS) constitutes basis for all further plans, i.e.: schedule, resource and cost planning (you must have a WBS in your project) First draft by project manager and possibly project owner Detailed planning within interdisciplinary project team (-> construction!) Level of detail should correspond to the level of detail needed for controlling the project Slide #41 planning 1. objectives The project (specific) objectives are a concrete statement describing what the project is trying to achieve. They refer to the project main outputs which can be evaluated at the end of the project. objectives have to lead to the final result. Results are often not measureable within the project. Therefore project key indicators are necessary which have to be defined in the beginning of a project. OBJECTIVE An apple tree has been planted and is visible by June 30th, 2016. MAIN OUTPUT 1 Apple tree Within the project boundaries FINAL RESULT 1 healthy apple tree that bears 100 apples per year Slide #42 21
Management planning objectives: recommendations Sharp the project scope by definition of project non-objectives That is definitely not covered in the project vs. Define SMART project objectives. Define measureable project outputs per project objectives What do we have physically at the end of the project? Slide #43 objectives: Example Management of an international project management conference Objectives management conference organised in Salzburg from Dec. 5-7, 2016. At least 900 paying participants participated in this conference. At least 20 exhibiting companies and 10 sponsors acquired. 3 different streams (presentations/practice, workshops, research) provided. Sightseeing program organised. First draft of program and invitation sent out by the end of June 2016. Non-Objectives Accommodation and transport for participants organised Main Output Conference successfully managed Final result People are talking positively about this conference Salzburg is seen as an attractive conference venue and touristic hot spot Slide #44 22
Management planning 2. Objects of consideration The objects of consideration plan is a method that structures the material and immaterial objects of consideration (e.g. results, interim results) to be considered and created in a project into their components. Documentation Deliverables breakdown structure Mind map Call for tender Bid Specifications Test environment Hardware Specifications Documentation Software Software system X Statement of work Training Test version Pilot version Beta version Concept List, table Test reports Training Some objectives of consideration can also be outputs User manual Techn. manual Trainer User material Optional basis for work breakdown structure Slide #45 planning Relationship OBJECTIVE An apple tree has been planted and is visible by June 30th, 2016. OBJECTS of CONSIDERATION apple tree seed Shovel - Watering can Assignment of property owner - OUTPUT 1 Apple tree RESULT 1 healthy apple tree that bears 100 apples per year Slide #46 23
Management Objects of consideration: example Management of an international project management conference First Draft in Mindmap First Draft with PostIts Slide #47 planning 3. stakeholder analysis Social setting of project thoroughly described Synergetic and conflicting relationships can be distinguished Specific needs of relevant stakeholders can be addressed Base for social controlling and project marketing provided Mutual expectations Relationship Environment Slide #48 24
Management planning stakeholder graphic Head office Media Other Coordinator project stakeholders Tech-No TecoTem Staff rep. organisation coach Pj. Owner team member Mgr Production Launch team M-Board Executives team Comp X 9Road Purchasedep. Technicaldep. Kinley Suppliers Finance Personnel Internal units Slide #49 planning Identify critical stakeholders Head office organisation coach Pj. Owner team member Mgr Production Media Staff rep. Launch team Other Coordinator project stakeholders Tech-No team Comp X Sales Purchase dep. Technical dep. Finance Personnel Internal units TecoTem M-Board Executives 9Road Kinley Suppliers Slide #50 25
Management planning Stakeholder analysis: recommendations Use flipchart while developing the PEA Collect many potential environments in order to build up complexity and to get a broad image of your social context. Concentrate on relevant environments before defining strategies (reduction of complexity) Define specific measures (what has to be done ) and document it in your environment table Identify target groups for your project marketing activities Alpine Space programme is one relevant project stakeholder for sure! partners as well! Slide #51 stakeholders: example Management of an international project management conference North America PMI Associations IPMA Young Crew Asia Africa Cooperation partners PM Associations IPMA Associations Marketing/ Creative Agency Europe Marketing Australia Media Catering Manager Suppliers Organisatio n Technic Finance Manager Customers Conference centre Team Communication Manager Participants Sponsors Exhibition booth builder Internal Stakeholders Slide #52 Exhibiting Companies Administration Authorities Positive relationship Negative relationship 26
Management 53 organisation organisation 4. organisation organisation chart roles role description Multi role perception Exchange of alternating expectations Internal communication structures Projektorganisation organisation PC PC PC PTM PTM PC PTM Projektteam PM PTM PO Slide #54 27
Management organisation organisation by Alpine Space Slide #55 organisation organisation chart project contributor project team member project finance manager project communication manager project team project manager project team member project team member project contributor project contributor project owner team project organisation Slide #56 28
Projektteammitglied Projektmitarbeiter Projektteammitglied Projektauftraggeberteam Projektteam Projektmitarbeiter Projektmitarbeiter Projektmitarbeiter Projektteammitglied Projektteammitglied Projektteammitglied Projektmanager Projektmitarbeiter Basic Training on Management organisation Role description Definition of roles via expectations Description of a project role by means of: (General) tasks, responsibilities Competencies, authority (Organisational position, social behaviour) Using relational role definition for developing role descriptions Develop relational role definition on flip Standardised role description as part of PM guidelines PO PM Projektorganisation Slide # 57 organisation Integrated project organisation Steering Committee project organisation project manager PTM techn. expert PTM organisational expert sub team technique PTM comm. expert sub team orga sub team ReWe Technical main contractor partner Lead Partner Slide #58 29
Management organisation Inter-Organisational Roles are defined for the whole project NOT defined by project partner Guided by WP Inter-organisational results == coordinated effort == less isolation Slide #59 organisation steering group: Responsibilities Responsibilities: monitoring of the implementation of the project strategic coordination and decision making evaluation of project outputs involvement key stakeholders durability of project results See also FactSheet No. 4.9. Slide #60 30
Management organisation manager: Responsibilities Objectives: Ensure the realization of the project objectives Lead the project teams and the project contributors Represent the project toward representatives of the relevant stakeholders Develop and adapt the project management documentation Responsibilities: strategic and operative project lead Management of project start, project coordination, project controlling & reporting as well as project close-down See also FactSheet No. 4.9. Slide #61 organisation manager: core competencies Highlander principle: there is just ONE! The project manager is a leader! Providing information Agreeing on objectives and the contribution of tasks Quality control and feedback Making decisions Contribution to solving conflicts Promoting learning and further development of both individuals and teams Slide #62 31
Management organisation team member Responsibilities: THEMATIC / REGIONAL / ORGANISATIONAL lead on WP elements strategic and organisational lead for sub-teams participation in project meetings Expert of content, but also project management know-how wise See also FactSheet No. 4.9. partners and WP Responsible! Slide #63 organisation Contributor Member of a project sub-team Expert competence May be outsourced Essential for completion of WPs Slide #64 32
Team performance Basic Training on Management organisation Integrated project organisation: Recommendations There is just one project organisation per project partners are part of the project organisation Very important environments can be part of the project organisation Questions: Did you define clear project roles? Did you ask for mutual expectations? Slide #65 organisation Team Development Distant Reserved Polite Impersonal Insecure Cautious Tense Hidden or open conflicts Confrontation of opinions Roles not clear yet Slow work progress Feeling of hopelessness Development of appropriate behaviour Role definitions Ground rules Structure Feedback Team spirit Many ideas Flexible Open Productive Helpful Showing solidarity Prepare closedown Emotional closure Celebrate success Lessons learned Start-up is difficult Let s see who is in charge We develop the team We are the champions Good bye Forming Test phase Storming Conflict phase Norming Organisation phase Performing Cooperation phase Adjourning Closing phase Slide #66 33
Management planning Relationship Objects of consideration Objectives - SW-Solution realised - SW- and HW-Solution launched - Concept for organisation created WHAT FOR? SW Achievements HW PM Conception Programming Test Training Organisation First approach SW-Structure HOW? WHAT? team SW Projekt- manager Organisation HW WHO? Slide #67 culture 68 34
Management Planning tools 5. culture every (!) project has culture organisational culture all (!) members of the project organisation are part (of development) of the project culture support of project - culture development by use of methods development of project culture as project management challenge don t let project culture occur accidentally exemplifying favoured values and attitudes (cultural orientation!) Slide #69 Planning tools culture: objectives Objectives common language rules, values, perceptions noticeable team spirit Slide #70 35
Management Planning tools culture: elements, process elements of project culture project name, project logo project specific values, project mission organisational rules, slogans project documentation project rooms: project office, meeting room project-related events process development by project start further development within project controlling Slide #71 Planning tools rules no representatives minutes after 3 WD mandatoy no smoking in meetings Avoid e-mail mobile phones on silent mode giving and taking feedback is key Slide #72 36
Management Planning tools values The project team is collectively responsible for the project success. The project team members at first represent the interests of the project. Decisions are made in cooperative team meetings, in case of equality of votes the project manager decides. The project team members identify with objectives and the result of the project. Collective dissonances are discussed with the concerned person on a bilateral basis. Personal misunderstandings do not endanger the work in teams. Experienced team members support others with professional advice. Daring the gap (e.g.: What does that mean?) is rewarded and not punished. We arrive on time at meetings and workshops. Slide #73 communication 74 37
external internal Basic Training on Management planning 6. communication plan 3 distinct types of communication for a project INTERNAL between stakeholders / partners / project management team (internal project stakeholders) EXTERNAL to your target groups, communication & information (external project stakeholders = marketing) INCOMING feedback loops to the programme Alpine Space Specifics across the project cycle Slide 75 planning communication timing Communication through the project lifecycle Stage Flow Target Group Possible Tools Idea Approval Implementation Close - Potential Partners - Key Stakeholders - Programme - Key Stakeholders - Sub-teams - Programme - Key Stakeholders - Target Groups - Programme - Main target groups - Wider dissemination - Key Stakeholders - Meetings - Factsheets - Online repository - Meetings - Kick-off - Press Release - Leaflet/Fact sheets - Public events - events - Surveys, - Soft/Hard literature - On/Offline promotion - Conference - Media - Evaluation Slide #76 38
Management planning Internal project communication THE ESSENTIALS! WHAT needs to be communicated WHO does it need to be communicated to In WHAT level of detail WHEN should it be communicated HOW often should this take place WHICH medium should be used Slide #77 planning Internal project communication plan Determination of clear information and decision structures Provision for periodic communication within project Distinction between meetings supporting the PM process and meetings within implementation process! Utilise for stakeholder management Slide #78 39
Management risks risks 7. risks A risk is the possibility for positive (opportunity) or negative (danger) deviation from the project objective. risks are events or developments that affect project performance (quality), deadlines, costs or revenues. A risk is not a crisis, but the occurence of multiple risks can lead to a major change or even crisis.???! Slide #80 40
Management risks Risk management & PM-process first approach risk analysis project assigned project-koordination projectcontrolling management of a crisis project-marketing projectstart projectclose down RM project approved risk management is no single PM-sub-process use of methods for risk management in project start project controlling project coordination risk-monitoring (project close down) reflection risk management first approach of risk analysis has to be created before project assignment Slide #81 risks Risk management: how to 1 identifying risks project - start 2 evaluating risks 3 planning risk-related measures 4 implementation of risk-related measures controlling 5 controlling of risk related measures 6 analysis of additional risks & planning of necessary measures Slide #82 41
Management risks Identification & evaluation of project risks Collect all potential risks the project is facing Describe the deviation (positive/negative) Analyse the impact and probability of the risk Define avoiding actions and responsibilities (work packages) # Risk description Work Package + Deviation - Deviation Impact in case of cause high middle low Event risk high middle low Slide #83 risks Typical risks in international public projects Outage of project partners Deviation of expectations between LP and partners LP and JS and/or Programme Management Authority Deviation between actual project outputs and planned ones (according to application form) Political changes Lack of a change and controlling management process Lack of communication Slide #84 42
Management risks: example Management of an international project management conference # Risk description Work Package 1 Less than 500 registrations until the end of September 2016 2 More than 900 registrations until the end of October 2016 3 Less than 10 sponsors acquired by the end of June 2016 4 Expectations of participants differ from the content of the congress 5. + Deviation - Deviation Impact in case of cause high middle low Event risk high middle low 1.x.x. - High Middle 1.x.x. + Low Middle 1.x.x. - High Middle 1.x.x. - Low Low Slide #85 start 43
Management start management process by Alpine Space Pre project phase (project preparation) Approval by the PC start date Start Management management Controlling closure date PROJECT IMPLEMENTATION coordination and marketing Closure Deadline: submission final PR Post project phase (final reporting) Start management Controlling Slide #87 P. Management start process: objectives Precondition: assignment / project approval Know-how transfer from pre-project phase enabled Common view = project picture ensured Adequate project organisation established Team building took place management documentation is available Precondition: Clear project scope Slide #88 44
Management start Design of the project start The project start process can be defined and described The project start process contains fundamental decision and communication structures The project manager is responsible for the design of this process Slide #89 start start workshop schematic procedure 1 2 3 4 5 6 7 8 welcome and introduction of members documentation of project rules + values present objectives and importance of the project present results of the pre-project phase present project assignment and approve objectives within the team define project roles and mutual expectations agree on project communication structures finalise project plans Slide #90 45
Management start Tasks of the project manager In the Start: Design the project start process Transfer know-how from the pre-project phase into the project Agree on the project objectives Develop adequate project plans Design an adequate project organisation, team building Develop the project culture, establish the project as a social system Design project context relationships Perform project marketing Develop project management documentation Start Slide #91 start methods after project start: recommendation objectives plan Objects of consideration plan Work breakdown structure Work package specification milestone plan GANTT chart cost plan income plan stakeholder analysis organisation chart role description risk management plan marketing plan communication plan Slide #92 46
Management controlling controlling management process by Alpine Space Pre project phase (project preparation) Approval by the PC start date Start Management management Controlling closure date PROJECT IMPLEMENTATION coordination and marketing Closure Deadline: submission final PR Post project phase (final reporting) Start management Controlling Slide #94 47
Management controlling reporting vs. controlling projectcontrolling projectreporting focuses on project activities (achievements, main outputs, deviations) project expenditure happens Twice per year -> FactSheet 4.7 Target group Alpine Space Programm Representatives focuses on the whole project (hart and soft facts) planning of measures for the future happens every 8-12 weeks depending on the complexity of the project Target group organisation (incl. project partners) Slide #95 controlling Relationship between Controlling & Reporting Pre project phase (project preparation) Approval by the PC Deadline: start date closure date submission final PR PROJECT IMPLEMENTATION Post Management project Start management Controlling Closure phase (final coordination and marketing reporting) Start management Controlling Controlling Progress Report Controlling Progress Report Controlling Progress Report Controlling Progress Report Controlling Progress Report Controlling Progress Report Status report toward the programm via em: covers the reporting period 01.01. to 30.06. and is due in September/October Progress report toward the programm via ems: covers the reporting period 01.07. to 31.12. and is due in March/April Slide #96 48
Management controlling Tasks of the project manager In Controlling: Design the project controlling process Determine the project status Agree on or perform controlling measures Further develop the project organisation and/or project culture Develop project progress reports Redesign the project context relationship s Preform project marketing tasks Slide #97 controlling controlling: definition This project controlling shall be treated separately from the reporting to the programme controlling focuses on monitoring the actual progress and review it with the plan data at least on a quarterly basis. The project partners and work package responsible shall provide regularly standardised data on the project implementation standards shall be defined within the project start process / kick-off meeting. Slide #98 49
Management controlling controlling: objectives Current project status documented Analysis of trends documented Regulating measures appointed plans updated (adapted project objectives appointed) marketing prepared organisation & project culture enhanced Big project picture updated Slide #99 controlling controlling cycle 3 project re-focusing Refining project plan 4 report generation creation of controlling reports cycle 1-4 approx. 1-2 weeks projectcoordination continuous coordination 2 project regulation planning of leading measures 1 project control registration of project status Slide #100 50
Management controlling controlling is not only project progress measure actual data collection cost control in the project arrange status meetings creation of reports but also development of current big picture within project team overall view instead of details deadline-linked view of all aspects of the project make project development comprehendable regard variations as chance to learn arrangement of regulating measures a communication process a reflection process Slide #101 controlling Social project controlling Engagement in a Can be TRANSACTIONAL or HOLISTIC Additional to controlling of hard facts (costs, time, scope/quality) Objects of consideration of social project controlling are Relations to relevant environments organisation roles culture Assurance of holistic perception Slide #102 51
Management controlling controlling: methods Controlling and re-planning objectives Objects of consideration Work breakdown structure Work package specification milestone plan GANTT chart resource plan cost plan income plan stakeholder analysis organisation chart role description risk analysis Measure plan To-do-list Reporting progress report Slide #103 controlling progress report Disclosure of deadlineconcerned variations Content: Management summary status: objectives status : performance progress status: time status : costs/benefits status : environment relations/context status : project organisation, team, culture exposure of measures (suggestions) < name> < no.> 2) Status objectives 3) Status progress 4) Status Schedule 5) Status Resources/costs 6) Status Context 7) Status Organisation/culture crisis in difficulties according to plan PROJECT STATUS REPORT as of... 1) Overall Status: Activities: Activities: Activities: Activities: Activities: Activities: Slide #104 52
Management controlling controlling: important notes Ensure COMPETANCE within partners KNOWLEDGE within partners SUPPORT for partners Agree DEADLINES STYLE RESPONSIBILITY Slide #105 Good luck Successful projects 53