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Projectmatig werken
Dominiek Dolphen
1
Inhoudstafel
1. Strategische context 2. Por3oliomanagement 3. Projectmanagement
2
1. Strategische context
Page 7SQS Software Quality Systems © 2012
Whitepaper / Lean Project Management
Lean – or rather the philosophy behind the Toyota Production System (TPS) – is more than just a rigid set of directives, tools
and templates. It can be flexed to adapt to any kind of environment, e.g. non-production processes, which may be very
different from what it was originally designed for. IT has developed the ‘Agile‘ method, and TPS has successfully been applied
to banking processes – so why not to project management?
Other techniques borrowed from the automotive industry – such as Six Sigma – are more focused on the tools and methods
and can be flexed in the same way, teaching us some simple principles to make project management more efficient without
adding complexity.
The purpose of the present whitepaper is to demonstrate how these techniques, when applied to project management, will
produce simple but highly efficient structures shattering the preconceived opinions listed under 2.2 that are used as excuses
for not following proper project management standards.
3. Market – Current Status and Outlook
According to several studies from the Standish Group, Gartner Group, Cutter Consortium, Center for Project Management, and
others, on average
— Approximately 23 % of all software projects were successful;
— Approximately 53 % were completed but exceeded time and / or budget; and
— Approximately 24 % were aborted (see Figure 1).
Figure 1: Project success rate (Gartner Technologies, 2011)
Completed as planned
� Run over on time and / or budget
Aborted 53 %
23 %24 %
3
Project Succes Ra:o (Gartner Technologies 2011)
1. Strategische context
4
Figure 2 Classification of projects Firstly, all projects can be potentially split into innovation and conventional projects. Conventional projects would include such commonly executed ones as infrastructural and constructions ones, as well as operational projects. A number of project categories can be discerned under the umbrella of innovation projects, such as technology projects, research projects, new product development projects, etc (although this is not an all-inclusive list). There is a distinctive research stream whereby innovation is understood as development of new products (i.e. product innovation), and hence New Product Development (NPD) projects can be identified within innovation project category. Since the 1980s, NPD projects have received an extensive treatment in the academic literature (Cooper, 1980; Hart, 1993; Larson and Gobeli, 1988; Souder, 1988). In his comprehensive book, Webb (2000) provides a complete guide to managing projects involving the development of new products. This practice-oriented handbook aims to give an insight into the myriad of processes involved in this industrial activity. Besides, recently a growing body of literature has analysed the industry-specific aspects of NPD projects (e.g. Kosaroglu and Hunt (2009) – NPD projects in telecommunications industry). Technology projects are becoming important since much R&D activity is presently R&D conducted in projects, especially in such industries as aerospace, defence, etc. R&D projects are becoming a prevailing way of conducting R&D both in private and public sectors (Bart, 1993, Pinto and Slevin, 1989). For example, the US Federal R&D Project Summaries (www.osti.gov/fedrnd/index) contains information on over 800,000 R&D projects initiated by a number of federal agencies. One of the new participants of this programme in 2009 is the Department of Defence. The Defence Advanced Research Projects Agency (DARPA) is an agency of the United States Department of Defence responsible for the development of new technology for use by the military. DARPA focuses on short-term (two to four-year) projects run by small, purpose-built teams. The most significant achievement of DARPA was the ARPANET project, the predecessor of the Internet. Success of DARPA is explained by a number of factors; one of them is project-based assignments organised around a challenge model (Bonvillian, 2006). By research projects we understand projects involving various research activities, such as social research, not necessarily technical or technological. The most known examples in Europe include the research projects initiated and funded by the European Commission (EC) within its Framework Programmes. The EC funds both individual and collaborative projects. The former are projects carried out by individual national or transnational research teams, while the latter are carried out by consortia with participants from different countries, aiming at developing new knowledge, new technology, products, demonstration activities or common resources for research. The size, scope and internal organisation of projects can vary from field to field and from topic to topic. Projects can range from small or medium-scale focused research actions to large-scale integrating projects for achieving a defined objective (European Commission, 2009). Similar (public) organisations, funding academic research, exist in most developed countries. For example, in the Netherlands, the Royal Agency for Science – KNAW and the Dutch Organisation for Scientific Research – NWO offer funding for academic and scientific research shaped in the form of a project. 3.5. Classification of innovation projects Innovation is a complex phenomenon. For the purposes of analysis we intend to split innovation into several groups depending on its “intensity”. Extant body of literature has attempted to
All Projects
Innovation Projects
Conventional Projects
Technology Projects
Research Projects
New Product Development Projects
Other Projects
Classifica:e van projecten
1. Strategische context
5 projectleider
directeur collega
1. Strategische context
6
Innova:e
Fit – kunnen we het project realiseren met de middelen die we nu hebben ?
Fit
Waarde – is de waarde die we krijgen in verhouding tot de inspanning ?
Waarde Zone
Afstemming – Draagt het project bij tot de strategische doelstellingen van de organisa:e ?
6
1. Strategische context
7
STRATEGIE
PORTFOLIO MANAGEMENT
PROJECT MANAGEMENT
Directie
PMB
Sponsor
PMO
Projectleider
Stuurgroep
2. Portfoliomanagement
2.1. Wat is por3oliomanagement ? 2.2. Selecteren van projecten 2.3. Priori:seren van projecten 2.4. Beheer van de por3olio
8
2.1. Wat is portfoliomanagement ?
“Do the right projects” Door : 1° selecteren van projecten 2° priori:seren van projecten 3° beheren en opvolgen van de projectpor3olio
9
2.2. Selecteren van projecten
10
Idee Haalbaarheid Defini:e project
Idee-‐fiche
Haalbaarheids-‐analyse
Projectcharter (PID)
PMB PMB Sponsor
PMB : Por3olio Management Board = groep “senior execu:ve management”
Go
No Go
Go
No Go
Go
2.2. Selecteren van projecten
11
IM ACTIONABLE KNOWLEDGE™
2010-03 brought to you by InnovationManagement!" !#IM ACTIONABLE KNOWLEDGE™
2010-03 brought to you by InnovationManagement
Obviously, we need
trend analyses, competitor analyses and, most important, marketing and consumer studies.
Figure 7. The converging and diverging Innovation Reactor
Figure 9. The Opportunity Map by Anthony Ulwick, Strategyn
Figure 8. The converging Insighting phase, the Focused Front End of Innovation.
INSIGHTING
The insighting phase is a convergence process aimed primarily
Adopters and target consumer/customer groups. These in
industries to identify technologies that could be useful in our own branch of business.
a focused and structured process, which maps insights and overserved and underserved market areas. This can be achieved
data on customer needs. These data are used to calculate Opportunities: Oppor
tunity Landscape©
IT IS IMPORTANT that ” Functional Jobs” as well as ” Emotional Jobs” are regarded when the Desired Outcomes are discovered and used. It is also important in this phase to go outside your own comfort zone. It is important to collect data through face to face communication and take the time it needs to retrieve the input needed by personal visits and confrontation with the decided groups.
THE INNOVATION REACTOR PRINCIPLE
APPLIED INNOVATION MANAGEMENT™#!-"#!! $%&'()* *& +&' $+ I,,&-.*/&,M.,.(010,*To order please visit www.InnovationManagement.se
!"
2.2. Selecteren van projecten
Minimale elementen in een ideefiche : 1° Titel 2° Korte beschrijving van het idee 3° Link met de strategie van de organisa:e Criterium Go/No Go voor ideeën : Afstemming op strategie van de organisa:e
12
2.2. Selecteren van projecten Minimale elementen in een haalbaarheidsanalyse : 1° Technische haalbaarheid -‐ hebben wij de technologie in huis ? -‐ hebben wij de technische exper:se in huis ? -‐ zo niet, bestaat deze technologie ergens anders en hoe kunnen
wij die aantrekken ? 2° Opera:onele haalbaarheid -‐ hoe is de houding van de eindgebruikers t.o.v. de verandering -‐ hoe is de leercurve voor de eindgebruikers -‐ is de technologie (pla3orm, …) aanwezig bij de poten:ële klanten
13
2.2. Selecteren van projecten Minimale elementen in een haalbaarheidsanalyse (vervolg) : 3° Economische haalbaarheid -‐ hoe zit het met de financiële indicatoren (ROI, NPV, …) -‐ wat is het marktpoten:eel ? -‐ welke marktsegmentering moet er ingevoerd worden ?
4° “Schedule” haalbaarheid -‐ is de vooropgestelde deadline voor oplevering van het eindresultaat realis:sch
5° Legale haalbaarheid -‐ laat de wetgeving toe dat het nieuw product ontwikkeld (vb. GGO) en/of geïmplementeerd wordt (vb. 4G-‐netwerk in Brussel)
14
2.2. Selecteren van projecten
Criteria Go/No Go voor haalbaarheid : -‐ De haalbaarheidsanalyse (“Business Case”) is het basisdocument dat door de PMB gebruikt wordt als ondersteuning om een Go/No Go beslissing te nemen
-‐ In sommige gevallen gaat men per type haalbaarheid een score opstellen en men gaat deze scores beoordelen
15
2.2. Selecteren van projecten Weight
(%) Candidate 1
Candidate 2 Candidate 3
Operational feasibility Functionality: A description to what degree the candidate would benefit the organization and how well the system would work. Political: A description of how well this solution would be received from both user management , user and organization perspective.
%
Technical Feasibility Technology: An assessment of the maturity , availibity (or ability to acquire), and desirability of the computer technology needed to support this candidate. Expertise: An assessment of the technical expertise needed to develop , operate , and maintain the candidate system.
%
Economic Feasibility Cost to develop: Payback period: Net present Value: Detailed Calculations
%
Schedule Feasibility An assessment of how long the solution will take to design and implement.
%
Ranking 100%
16
2.3. Prioritiseren van projecten
• Analogie : laden en lossen van containerschepen • Objec:veren van de priori:sering
• “mandatory projects” krijgen al:jd voorrang • Mogelijke parameters :
• Strategische afstemming • Financiële indicatoren (NPV, IRR, terugbetaalperiode, ECV)
• Risico-‐inschalng • Beschikbaarheid technologie
17
2.3. Prioritiseren van projecten
18
Tevredenheid van de klant/burger • Verbetert niveau van dienstverlening • Resulteert in meer consistente en accurate informa:e/transac:es • Helpt verzekeren dat diensten geleverd worden zoals beloofd en verwacht
Tevredenheid van het personeel • Verhoogt de kennis van het personeel • Verhoogt de efficiën:e van het personeel • Verbetert de balans tussen werk en privé-‐ leven • Posi:eve invloed op apprecia:e door personeel
Waarde voor de organisa;e • Is afgestemd op de doelstellingen van de organisa:e • Bezorgt een ROI in minder dan 2 jaar (geldt niet voor innova:eprojecten) • Verbetert integra:e en rela:es met partners • Minimaliseert risico bij implementa:e • Garandeert duurzaamheid • Garandeert nieuwe markten en/of nieuw marktaandeel
Effec;viteit van het proces • Geep de werknemers de mogelijkheid om taken van de eerste maal juist uit te voeren • Verhoogt het gebruik van technologie voor dienstverlening • Reduceert ac:viteiten die geen waarde toevoegen • Verhoogt zelfstandigheid van werknemers
Voorbeelden van parameters voor priori:sering
2.3. Prioritiseren van projecten
19
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U.V. Seal D-‐50
Bread and Burer
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First Coat
SPL
T-‐400
Edge Coat
Solvent 1
White Elephants
TP-‐40
Deck Coat
Pearls
Top Seal
Solvent 800
Top Coat A
Oysters
Circle size = resources (annual)
Reward (NPV)
$10 M 8 6 4 2 0 Prob
ability of T
echn
ical Success
High
Low
Risk-‐reward bubble diagram
2.3. Prioritiseren van projecten
20
IM ACTIONABLE KNOWLEDGE™
2010-03 brought to you by InnovationManagement!" !#IM ACTIONABLE KNOWLEDGE™
2010-03 brought to you by InnovationManagement
Obviously, we need
trend analyses, competitor analyses and, most important, marketing and consumer studies.
Figure 7. The converging and diverging Innovation Reactor
Figure 9. The Opportunity Map by Anthony Ulwick, Strategyn
Figure 8. The converging Insighting phase, the Focused Front End of Innovation.
INSIGHTING
The insighting phase is a convergence process aimed primarily
Adopters and target consumer/customer groups. These in
industries to identify technologies that could be useful in our own branch of business.
a focused and structured process, which maps insights and overserved and underserved market areas. This can be achieved
data on customer needs. These data are used to calculate Opportunities: Oppor
tunity Landscape©
IT IS IMPORTANT that ” Functional Jobs” as well as ” Emotional Jobs” are regarded when the Desired Outcomes are discovered and used. It is also important in this phase to go outside your own comfort zone. It is important to collect data through face to face communication and take the time it needs to retrieve the input needed by personal visits and confrontation with the decided groups.
THE INNOVATION REACTOR PRINCIPLE
This map indicates the appropriate ac-tions for various outcomes, i.e. Low-End Disruptive Innovation in the overserved area, and New Market Disruptive Inno-vation in the underserved area (see again the book “The Innovator’s solution” by Clayton Christensen).
It is important that “Functional Jobs” as well as “Emotional Jobs” are regarded when the Desired Outcomes are discov-ered and used. It is also important in this phase to go outside your own com-fort zone. It is important to collect data through face to face communication and take the time it needs to retrieve the input needed by personalvisits and confronta-tion with the decided groups.
APPLIED INNOVATION MANAGEMENT™#!-"#!! $%&'()* *& +&' $+ I,,&-.*/&,M.,.(010,*
To order please visit www.InnovationManagement.se !"
2. Haalbaarheidsanalyse Analyse matrix
Gewicht Oplossing 1 Oplossing 2 Oplossing 3 Beschrijving Purchase commercial
off-the-shelf package for member services.
Write new application in-house using new company standard VB.NET and SQL Server database
Rewrite current in-house application using Powerbuilder.
Operationele haalbaarheid
15% Supports only Member Services requirements. Current business process would have to be modified to take advantage of software functionality. Also there is concern about security in the system.
Score: 60
Fully supports user-required functionality.
Score: 100
Fully supports user-required functionality.
Score: 100
Culturele haalbaarheid
15% Possible user resistance to non-standard user interface of proposed purchased package.
Score: 70
No foreseeable problems.
Score: 100
No foreseeable problems.
Score: 100
21
2. Haalbaarheid Analyse matrix
Gewicht Oplossing 1 Oplossing 2 Oplossing 3 Technische haalbaarheid
20% Current production release of Platinum Plus package is version 1.0 and has been on the market for only 6 weeks. Maturity of product is a risk, and company charges and additional monthly fee for technical support. Required to hire or train Java J2EE expertise to perform modifications for integration requirements.
Score: 50
Solution requires writing application in VB .NET. Although current technical staff has only Powerbuilder experience, it should be relatively easy to find programmers with VB .NET experience.
Score: 95
Although current technical staff is comfortable with Powerbuilder, management is concerned about acquisition of Powerbuilder by Sybase Inc. MS SQL Server is the current company standard for database, which competes with Sybase DBMS. We have no guarantee that future versions of Powerbuilder will "play well" with our current version of SQL Server.
Score: 60 22
2. Haalbaarheid Analyse matrix
Gewicht Oplossing 1 Oplossing 2 Oplossing 3 Economische haalbaarheid Ontwikkelkost Payback (discounted): NPV :
30% +/- 350.000 EUR +/- 4.5 jaar +/- 210.000 EUR
Score: 60
+/- 418.000 EUR +/- 3.5 jaar +/- 307.000 EUR
Score: 85
+/- 400.000 EUR +/- 3.3 jaar +/- 325.000 EUR
Score: 90
23
2. Haalbaarheidsanalyse Analyse matrix
Gewicht Oplossing 1 Oplossing 2 Oplossing 3 Schedule haalbaarheid
10% Minder dan 3 maanden
Score: 95
9-12 maanden
Score: 80
9 maanden
Score: 85
Legale haalbaarheid
10% Geen voorziene problemen
Score: 100
Geen voorziene problemen
Score: 100
Geen voorziene problemen
Score: 100 Gewogen score
100% 67 92.5 87.5
24
2.4. Beheer van de portfolio
25
• De PMB is verantwoordelijk voor beheer en opvolging • De opvolging van de projectportefeuille zal (minstens) één maal om de 3 maand gebeuren • De opvolging gebeurt a.d.h.v. een opvolgingstabel
2.4. Beheer van de portfolio
26
Names hidden for confiden:ality reasons
Por3olio dashboard
3. Projectmanagement
3.1. Belang 3.2. Basiselementen 3.3. Belangrijkste betrokkenen 3.4. Project Management processen 3.5. WBS (Work Breakdown Structure) 3.6. Risico management 3.7. Time management 3.8. Cost management 3.9. Communica:e management 3.10. Human resources management
27
3.1. Belang
0
0.2
0.4
0.6
0.8
1
1.2
1 2 3 4 5
PM Maturity
SchedulePerformanceIndex(Plan/Actual)
28
Where you are today
Where you want to be
Belang van professioneel project management
3.2. Basiselementen
• Voldoen aan de verwach:ngen/noden van de klant • Door het vervullen van de vereisten (“requirements”)
29 Tijd Budget
Scope/Kwaliteit
3.3. Belanghebbenden
30
!
Impact!
1
Interest!
2
Liesbeth!
Bernard!Borremans!
Sylviane!
1
Jean8Pierre!!
Gauthier!!
Paul!!
2
Marnix!Devrieze!Koen!!
LOBBY%PULL%COMMUNICATION%
PUSH%COMMUNICATION%
MANAGE%CLOSELY%
Marleen!Borremans!
Stakeholder matrix
3.3. Belanghebbenden Workshop Stel een stakeholder matrix op voor een innova:eproject waar één van de leden van de werkgroep momenteel op werkt.
31
3.3. Belangrijkste betrokkenen
32
• Rol & Verantwoordelijkheid betrokkenen
– Sponsor • Garandeert de alignering van het project op
de strategie van de organisatie • Vertegenwoordigt de hiërarchie voor het
project • Is betrokken bij de opmaak van het project
charter en keurt het goed • Ondersteunt de projectleider • Volgt mee het projectbudget op
– Klant • Drukt vereisten uit • Is betrokken bij reviews en goedkeuring van
(tussen)resultaten • Werkt op het begrijpen van de impact van
wijzigingsaanvragen
3.3. Belangrijkste betrokkenen
33
• Rol & Verantwoordelijkheid betrokkenen
– Project leider • Communiceert tussen alle actoren • Is verantwoordelijk voor het beheer • Geeft richting
– Teamlid • Rapporteert aan projectleider + Supervisor • Is betrokken bij de uitvoering van het
project en de beheersing er van • Toont projectgeoriënteerde attitude
3.3. Belangrijkste betrokkenen
34
Rol & Verantwoordelijkheid betrokkenen
– Stuurgroep
• Is verantwoordelijk voor de sturing van het project • De projectleider rapporteert met een bepaalde
regelmaat • De stuurgroep kan bepaalde beslissingen tot wijziging
nemen afhankelijk van wat hierover afgesproken wordt binnen de organisatie
• De stuurgroep is samengesteld uit personen die betrokkenheid hebben bij het project en beslissingen kunnen nemen
• In de stuurgroep zitten zowel mensen van de kant van de “business” als van de kant van de “solutions”
• De sponsor van een project zit “per definitie” in de stuurgroep
Stuurgroep
3.4. Project Management processen
Projectcyclus
35
Page 11SQS Software Quality Systems © 2012
Whitepaper / Lean Project Management
Among the first to apply Lean outside the realm of production was William Lareau, who was also one of the first to publish a
book on ‘Office Kaizen’ (Lareau, 2003).
In his book, ‘The Toyota Way’ (Liker, 2004), Jeffrey Liker says: ‘If you are using the Toyota Way to become lean, the lesson here
is that you don’t have to get hung up imitating Toyota’s use of specific tools so you can appear to be lean like Toyota. The
Toyota Way is a philosophy and a set of tools that must be appropriately applied to your situation. But understand that these
principles are something to believe and strive for. They are part of a greater system that is seeking harmony and perfection to
sustain success.‘
Therefore, applying ‘Lean’ to project management should rather be understood as applying the Toyota Way to it.
4.3. Applying Lean to Project Management
The idea is not new: people like Lawrence P. Leach or Glenn Ballard have already applied it to areas like civil engineering.
Unlike Agile or Scrum, this solution focuses on how to Lean-manage the project, i.e. the frame keeping the executing phase up
and running, and not on how to make the execution itself more efficient.
Project management can be highly complex. So the analysis will be done in small segments, mostly following the PMI method
and the typical outcomes related to this 5-phase model (see Figure 5).
Figure 5: PMI 5-phase delivery model (Project Management Body of Knowledge (PMBOK Guide), Fourth Edition, December 2008)
Initiating Process Planning Process Executing Process Closing Process
Monitoring & Controlling Processes
3.4. Project Management processen
• Ini;a;e : Definieert en authoriseert het project (fase) • Planning : Verfijnt de objec:even en creëert het plan noodzakelijk voor het
bereiken van de project objec:even en de scope • Uitvoering : Integreert de mensen en andere middelen om het project plan uit te
voeren • Beheersing (“controlling”) : Meet & monitort voortgang om afwijkingen van het
project plan te iden:ficeren, opdat correc:eve ac:es zouden kunnen genomen worden om alsnog de project objec:even te bereiken
• Afslui;ng : Formaliseert aanvaarding van de finale resultaten en brengt het project
(phase) tot een goed einde 36
3.5. Work Breakdown Structure
Project
Component 1
Deliverable 1
Werkpakket 1
Werkpakket 2
Werkpakket 3
Deliverable 2
Component 2 Component 3 Component Project
Management
37
3.5. Work Breakdown Structure
38
Tunnel Calais -‐ Dover
Railway Legal component Project Management
First part tunnel finished
Excavate Shore Water-‐proof
Grout Line up Dewater
Civil construc:on
3.5. Work Breakdown Structure
39
OATA WORK BREAKDOWN STRUCTURE
OATA-P2-D1.1-02 , Edition: 2.3 Page 7 of 102 Overall ATM/CNS Target Architecture
3.1Develop
Operational Scenarios for
2011
3.2Develop Use
Cases for 2011
4.6Analyse Impact
of Future Concept Changes
3Operational
Scenarios and Use Cases
3Operational
Scenarios and Use Cases
5.2Add NFRs to
Use Cases and Interaction Diagrams
5.3Identify and
Prioritise Missing NFRs
5Non-Functional Requirements
5Non-Functional Requirements
1.1Project
Management & Reporting
1.2Project Steering Group Support
1.3Internal Review
Board
1.4Technical
Review Group Support
1.5Risk
Management
1.6Configuration Management
1.7Quality
Management
1Project
Management & QA
1Project
Management & QA
1.8Marketing to Stakeholders
1.9Planning Future
Phases
8.1Define
Methodology and Pilot Validation exercise
9.1Define
Methodology for Safety within
OATA
2.5Define
Methodology for Modelling OATA
7.1Define
Methodology for Legacy Systems
9Safety
9Safety
5.1Review and Categorise
Existing NFRs
2Initial Work
2Initial Work
2.6Identify
Institutional Constraints
2.2Stakeholder
Review of Phase 1
2.4Assess Other Consolidated Architectures
4.1Develop Module
Interaction Diagrams
4.2Develop Static
Architecture
4.4Publish OATA Documentation
4Logical
Architecture Development
4Logical
Architecture Development
4.3Integrate Overall
Architecture
4.5Compare
OATA against Legacy Systems
8.2Develop Partial
Engineering Model
8.3Validation of
Logical Architecture
8Validation
8Validation
7.3Review
Roadmap of Operational
Improvements
7.4OI-EN Mapping to Modules &
Services
7.5Develop
Architecture Evolution Plan
7.6Generic
Implementation Assessment
7.7Test Cases -Outline Local
Transition Plans
7Evolution and
Transition
7Evolution and
Transition
7.2Legacy Systems
Analysis/transition Plans
6.1Define Basic Principles for
Cross-Domain Synchronisation
6.2Define Module
Interaction Types
6.3Define
Distributed System
Requirements
6Distributed
System Support
6Distributed
System Support
1.10Training & Support
1.11OATA
Coordination Plan
2.7Study of Military
Aspects
3.3Cross check
scenarios & Use Cases for 2011
3.4Develop
Operational Scenarios for
2020
3.5Develop Use
Cases for 2020
8.4OATA/ACE Comparison
7.8Usage of OATA
Results
2.1Consolidate &
Clean UpPhase 1
2.3Review Phase 1
Architecture against AVENUE
4.7Architecture Technical Review
6.4Experiment
Cross-Domain Synchronisation
9.2OATA Safety Assessment
KEY
WP containsseveral sub-WP
WP completed
WP deleted
WP added
3.5. Work Breakdown Structure
40
Prak:sche :ps voor de WBS
– Bovenste niveau moet project component zijn tenzij het project zeer groot/complex is en eerst onderverdeeld wordt in subprojecten
– Al:jd “Project Management” als een aparte tak inlassen – Werkpakeren moeten volgende eigenschappen hebben :
– 1 duidelijk aanwijsbare verantwoordelijke binnen de organisa:e hebben – Men moet het werkvolume kunnen scharen – Men moet het budget kunnen scharen – Men moet het werk kunnen opvolgen (monitoren)
– Werkpakkeren moeten niet te groot en niet te klein zijn
3.5. Work Breakdown Structure
41
Workshop
– Elke werkgroep maakt een WBS voor een project waar één van de leden momenteel aan werkt
– Voor deze opdracht krijgt u : -‐ een flipchart blad -‐ post-‐its -‐ s:pen
3.6. Risico management
• Risico Management • Wordt steeds belangrijker in zowel privé-‐ als overheidsorganisa:es • Stakeholders worden/zijn steeds meer betrokken
• Risico • Kan een drijfveer voor strategische beslissingen zijn • Is een oorzaak van onzekerheid in een organisa:e • Is “van nature” gelinkt aan ac:viteiten in de organisa:e
• Risico’s moeten zowel op organisa:e-‐ als op projectniveau beheerd worden
42
3.6. Risico management
Defini:e risico
Een risico is een onzekere gebeurtenis of condi:e die, indien ze optreedt, een posi:ef of nega:ef effect heep op minstens één van de projectobjec:even zoals :jd, kost, scope of kwaliteit.
43
3.6. Risico management
44
Omwille van het feit dat er onvoldoende duidelijke instruc:es zijn i.v.m. het opzeren van een vaccina:eproef …
Effect
Risico
Oorzaak
… wat leidt tot slechte testresultaten en een vertraging op de uitvoering van de proef
… bestaat de mogelijkheid dat het personeel de vaccina:eproef verkeerd uitvoert …
3.6. Risico management
Overzicht van mogelijke methodes/instrumenten om risico’s te iden:ficeren : • Historische review
• Checklijsten • Lessons learned
• Huidige Assessment • Review van documenten
• Crea:viteitstechnieken • Brainstorming • Oorzaak-‐gevolg diagrammen (Ishikawa) • Delphi Techniek • « Nominal Group » Techniek
45
3.6. Risico management
Vb. : Oorzaak-‐gevolg diagram (Ishikawadiagram)
46
Gevolg
Milieu Mens Methode
Machine Materiaal Management
3.6. Risico management Vb. : Oorzaak-‐gevolg diagram gebruikt men dikwijls in combina:e met de 80/20-‐regel (Pareto-‐analyse)
47
3.6. Risico management
• Ernst van het risico = f (impact, waarschijnlijkheid) De ernst van een risico is func:e van : • Impact: het effect dat een risico zal hebben op een project als het optreedt
• Waarschijnlijkheid: de waarschijnlijkheid van het optreden van het risico
48
3.6. Risico management
49
VHI 0,05 0,09 0,18 0,36 0,81 HI 0,04 0,07 0,14 0,28 0,63 MED 0,03 0,05 0,10 0,20 0,45 LO 0,02 0,03 0,06 0,12 0,27 VLO 0,01 0,01 0,02 0,04 0,09
VLO LO MED HI VHI Impact
Pro
bab
ilit
y
< 0,08 = Laag
0,08 – 0,21 = Medium
> 0,21 = Hoog
PI-‐matrix
Limieten
3.6. Risico management
• Vermijden (Avoidance): het projectplan wijzigen om het risico uit te schakelen of om de project objec:even te beschermen voor de impact van het risico
• Overdragen (Transfer): proberen de gevolgen van een risico (samen met het eigenaarsschap) over te dragen op een derde par:j (vb. verzekering)
• Verminderen (Mi;ga;on): proberen om de waarschijnlijkheid en/of de gevolgen van een risico te verminderen onder een aanvaardbaar niveau
• Aanvaarden (Acceptance): aanvaarden dat het risico bestaat zonder er speciale ac:es voor te voorzien
• Passieve aanvaarding • Ac:eve aanvaarding (met een “buffer” (con:ngency))
50
3.6. Risico management
Risico register
51
Risico nummer
Risico iden;fica;e
P I Ernst Antwoord Eigenaar
3.6. Risico management
Workshop : Schrijf enkele voorbeelden uit van “oorzaak – risico – effect” voor risico’s in het project waarvoor je reeds je WBS hebt opgesteld.
52
Omwille van … (Oorzaak)
… is er een risico dat … … wat leidt tot (Effect)
3.7. Time management Ganr-‐chart (Ac:viteiten-‐:jddiagram)
53
;jd
“Deliverable”
Werkpakket 1
Werkpakket 2
Werkpakket 3
3.8. Cost management Earned Value Management
Defense Acquisition University
VARIANCES Favorable is Positive, Unfavorable is NegativeCost Variance CV = BCWP – ACWP CV % = (CV / BCWP) *100 Schedule Variance SV = BCWP – BCWS SV % = (SV / BCWS) * 100Variance at Completion VAC = BAC – EAC
PERFORMANCE INDICES Favorable is > 1.0, Unfavorable is < 1.0Cost Efficiency CPI = BCWP / ACWPSchedule Efficiency SPI = BCWP / BCWS
OVERALL STATUS% Schedule = (BCWSCUM / BAC) * 100% Complete = (BCWPCUM / BAC) * 100% Spent = (ACWPCUM / BAC) * 100
ESTIMATE AT COMPLETION #
EAC = Actuals to Date + [(Remaining Work) / (Efficiency Factor)]EACCPI = ACWPCUM + [(BAC – BCWPCUM) / CPICUM ] BAC / CPICUMEACComposite = ACWPCUM + [(BAC – BCWPCUM) / (CPICUM * SPICUM)]
TO COMPLETE PERFORMANCE INDEX (TCPI) # §TCPIEAC = Work Remaining / Cost Remaining = (BAC – BCWPCUM) / (EAC – ACWPCUM)
# To Determine a Contract Level TCPI or EAC; You May Replace BAC with TAB§ To Determine the TCPI BAC,LRE Replace EAC with either BAC or LRE
Management Reserve
Cost Variance
Schedule Variance
ACWP
BCWP
BCWS
$
EAC
TimeNow
Completion Date
PMB
TABBAC
time
EVM Home Page = https://acc.dau.mil/evmDAU POC: (703) 805-5259 (DSN 655)
eMail Address: [email protected] April 2006
TERMINOLOGYNCC Negotiated Contract Cost Contract price less profit / fee(s)AUW Authorized Unpriced Work Work contractually approved, but not yet negotiated / definitizedCBB Contract Budget Base Sum of NCC and AUWOTB Over Target Baseline Sum of CBB and recognized overrunTAB Total Allocated Budget Sum of all budgets for work on contract = NCC, CBB, or OTBBAC Budget At Completion Total budget for total contract thru any given levelPMB Performance Measurement Baseline Contract time-phased budget planMR Management Reserve Budget withheld by Ktr PM for unknowns / risk managementUB Undistributed Budget Broadly defined activities not yet distributed to CAs CA Control Account Lowest CWBS element assigned to a single focal point to plan & control
scope / schedule / budgetWP Work Package Near-term, detail-planned activities within a CAPP Planning Package Far-term CA activities not yet defined into WPsBCWS Budgeted Cost for Work Scheduled Value of work planned to be accomplished = PLANNED VALUEBCWP Budgeted Cost for Work Performed Value of work accomplished = EARNED VALUEACWP Actual Cost of Work Performed Cost of work accomplished = ACTUAL COSTEAC Estimate At Completion Estimate of total cost for total contract thru any given level;
may be generated by Ktr, PMO, DCMA, etc. = EACKtr / PMO / DCMALRE Latest Revised Estimate Ktr’s EAC or EACKtrSLPP Summary Level Planning Package Far-term activities not yet defined into CAsTCPI To Complete Performance Index Efficiency needed from ‘time now’ to achieve an EAC
EVM POLICY: DoDI 5000.2, Table E3.T2 . EVMS in accordance with ANSI/EIA-748 is required for cost or incentive contracts, subcontracts, intra-government work agreements, & other agreements valued > $20M (Then-Yr $). EVMS contracts > $50M (TY $) require that the EVM system be formally validated by the cognizant contracting officer. Additional Guidance in Defense Acquisition Guidebook and the Earned Value Management Implementation Guide (EVMIG). EVMS is discouraged on Firm-Fixed Price, Level of Effort, & Time & Material efforts regardless of dollar value.
EVM CONTRACTING REQUIREMENTS:DFAR Clauses - 252.242-7001 for solicitations and 252.242-7002 for solicitations and contractsContract Performance Report – DI-MGMT-81466A * 5 Formats (WBS, Organization, Baseline, Staffing & Explanation)Integrated Master Schedule – DI-MGMT-81650 * Integrated Baseline Review (IBR) - Mandatory for all EVMS contracts > $20M
* See the EVMIG for CPR and IMS tailoring guidance.
Management Reserve
Work Packages Planning Packages
OVERRUN AUW
Control Accounts
NCC
UndistributedBudget
OTB CBB
TAB Profit / Fees
PMB
Summary Level Planning Packages
Contract Price
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3.9. Communicatie
55
Communication Medium Type Pro
ject
Bo
ard
Pro
ject
Man
ag
er
Team
Man
ag
er
SM
E's
Co
rpo
rate
Bo
ard
Pro
ject
Su
pp
ort
Team
Mem
bers
Su
pp
liers
Risk log Report R C S LegendW3 Log Report R C SStatus report Report I R C I Se-room Report I I I I I R IProject Board Meeting Meeting At. OProject Board Meeting Minutes Report R SProject Status Meeting Meeting O At AtProject Status Meeting Minutes Report A A R RTeam Meetings Meeting O At. At. ATeam Meeting Minutes Report A A R SStrategic Supplier Meetings Meeting O At. At. IStrategic Supplier Meeting Minutes Report A A R COperational Supplier Meetings Meeting O At. At. At. OOperational Supplier Meeting Minutes Report A A A R At Attendee
SupportInformConsultOrganizer
MonthlyNeed
ResponsibleApprove
DailyWeeklyBi Weekly
3.10. Human Resources management
56
E = M2 x C met E = efficiëntie voor uitvoering taak M = motivatie C = competentie
3.10. Human Resources management
57
Situationeel leiderschap (Hersey and Blanchard)
Motivatie
Competentie
Opleiden Delegeren
Coachen Dirigeren
3.10. Human resources management
58
Team members 20-‐25%
Don’t like 30-‐35%
Project leaders 40-‐45%
ISFP 5% ESFJ 5%