Gestione della complessità, Project Life Cycle, Gruppi di Progetto https://www.manager.it/default.asp?page=A_musicavcpm.html&folder=f_pmproj

1. Introduction &
PM Basic Models

2. 2
Project Management is
everywhere

3. PM history
19501950
19401940
19601960
19701970
19801980
19901990
20002000
Manhattan Engineering District Project (A-Bomb)
Colour TV (USA)
Apollo-Program (NASA) /
Polaris-Program (US-Navy)
Warplane Tornado
Ariane Rocket
Program
Atomic Reactor Kalkar
IBM Personal Computer
Airbus A320
Spacelab
Jäger ´90
SDI Programm
The Genom Project
...famous R&D projects

4. • automotive industry
• pharmaceutical industry
• mechanical engineering and construction
• space industry
• arm industry
• electronic industry
• aircraft industry
• ...
Project-oriented Industries

5. Most Common Projects
• construction projects
• conceptual projects / strategy formulation
projects
• IT projects
• re-organization projects
• R&D projects
• new product development projects
• feasability studies
• large events
• …

6. Line or Project Management?
Problem /
requirements
Complexity?
Project
Organization
Project
Organization
Functional
Organization
Functional
Organization

7. Complexity?
complicatedness
depends on
•number of elements
•number of interrelations
complexity
depends on
•variety of elements
•dynamic chances in
interrelations
Changeability/Dynamics
number / variety of system elements
simple system
relatively complex system complex system
difficult system

8. Project Definition
„A project is a temporary endeavour
undertaken to create a unique product,
service, or result.“
Project definition of the Project Management Institute
(PMI®
).
http://www.pmi.org/Pages/default.aspx

9. Project Management Definition
„Project management is the
application of knowledge, skills, tools
and techniques to project activities to
meet project requirements.“
Project management definition of the Project
Management Institute (PMI®
).

10. Managing a Project includes...
• identifying requirements,
• establishing clear and achievable objectives,
• balancing the competing demands for quality, scope, time and cost,
• adapting the specifications, plans, and approach too the different
concerns and expectations of the various stakeholders.
quality
scope
cost time
Balancing the tipple constraint:

11. Program Definition
Program XY
Project 1 Project 2 Project 3 Project nProject 4
„A program is a group of related projects managed in a
coordinated way to obtain benefits and control not available
from managing them individually.“
ongoing
operations

12. Sample Generic Life Cycle
Costandstaffinglevel
Time
Initial Phase Intermediate Phase(s) Final Phase
„The project life cycle defines the phases that connect the
beginning of a project to its end.“
cost of changes
influence of stakeholders

13. Project Phases
• „The completion and approval of one or more deliverables
characterizes a project phase. A deliverable is a measurable,
verifiable work product such as a specification, feasibility
study report, detailed design document, or working prototype.“

14. Deming-Cycle
Plan
DoCheck
Act
1
23
4

15. Project Management Process
Groups

16. Overlap of Process Groups

17. Process Groups
• Initiating Process Group. Defines and authorizes the project ora
project phase.
• Planning Process Group. Defines and refines objectives, and
plans the course of action required to attain the objectives and
scope that the project was undertaken to address.
• Executing Process Group. Integrates people and other
resources to carry out the project management plan for the
project.
• Controlling Process Group. Regularly measures and monitors
progress to identify variances from the project management plan
so that corrective action can be taken when necessary to meet
project objectives.
• Closing Process Group. Formalizes acceptance of the product,
service or result and brings the project ora project phase to an
orderly end.

18. 9 PM Knowledge Areas (PMI©
)
Project Integration
Management
Project Scope Management Project Time Management
Project Cost Management
Project Quality
Management
Project Human Resource
Management
Project Communications
Management
Project Risk Management
Project Procurement
Management

19. Project stakeholders

20. Management Levels
University of Osnabrück (2005): Comparative Market Analysis of Project Management Systems. p. 16

21. M-Model
University of Osnabrück
(2005): Comparative Market
Analysis of Project
Management Systems. p. 14

22. Project Portfolio Management
(PPM)

23. Program Management
/ Project Management

24. Project Execution

25. Project Classes (example)
complexitylow high
max. 2months min. 2 months min. 6 months min. 18 months
max. 3 departments min. 3 departments 2 - 5 departments 2 - 7 departments
budget < € 2500 budget € 2500 - € 5000 budget € 5000 - € 600.000 budget > € 600.000
personnel resources
< 50 working days
personnel resources
< 200 working days
personnel resources
< 400 working days
personnel resources
> 400 working days
or
and
and
benefit potential (p.a.)
> € 100.000
benefit potential (p.a.)
> € 250.000
and und
Activity / Job Small Project Project Program
or
and
and
or
and
and
or
and
and

26. Project Classes (example)
Criteria A Projects B Projects C Projects
strategic impact   to   to 
complexity   to   to 
risk   to   to 
project team
members
> 10 5-10 < 5
involved
departments
3-10 1-5 1-2
budget > € 1.000.000
€ 100.000 –
€ 1.000.000
< € 100.000
duration > 9 months 3-9 months < 6 months