H R
SCOPEQuali t y
Communication Risk
Procurement
CO
ST
STI M
E
I N T E G R A T I O N
Knowledge
People
Money
Equipment
A product
A service
A changed state
etc.
CHANGE
ENGINECHANGE
ENGINE
One
-Tim
eS
ho
tIn
cre
ase
dva
lue
Inc
rea
sed
dur
ati
on
Incr
ease
d co
mpl
exity
Incr
ease
d ch
ange
Gre
ater
deg
ree
of k
now
ledg
eIn
crea
sed
cost
sIn
crea
sed
num
ber
of ta
sk
Very unfamiliar
Less unfamiliar
(
)
Modi fied task
Similar to
previous task
Repetitive tasks
Ongoing operation
PROJECT
O P E R A T I O N
Exploring the Antarctic
Oil exploration
MovingWedding
Marketsurvey
Electioneering
Shipbuilding
Atomic powerstation
Airport
Motorwayconstruction
Normandyinvasion
Channel tunnel
Dam
Olympic Games
Space station
Star Wars Project
A g
reat
dea
lA
lot
Som
eL
ittle
Individual
Group
Organization MultinationalTens Hundreds Thousands Millions Billions
Unc
ert
ain
tyre
ga
rdin
gc
ost
s,ti
me
, and
resu
lts
BASIC RESEARCH
APPLIED RESEARCH
PRODUCT DEVELOPMENTPRODUCT DEVELOPMENT
MAN-HOURS
Systemimplementering
Shootinga film
Company acquisition
Manned Marsexpedition
Examinationassignment
133Forandringsprocesser og almindelige processer (F igur 10)
2 3
Oppor tuni t yidenti f ication
Execution,moni toringand control
Hand overand evaluation
Operations and maintenance
1
Confirmation
Quali f ication
Decision
Persuation
Attention
Planning andspecification
129 - Figur X Dybden af forandringen - forandringsisbjerget
V I S I O NM I S S I O N
V A L U E S
Adver tisingfor
SKILL-FULL
MD
FANTAST IC COMPANY
Project preparation
Business Blueprint realization
Final preparation
Go-live andSupport
Pro
duct
dev
elop
men
t
Intr
oduc
tion
Est
ablis
hmen
tG
row
ing
sale
s/us
e
Mat
urity
Dec
line
Scra
ppin
g
S A L E S / U S EACTIVITY
Ope
ratio
nsan
dm
aint
enan
ce
PR
OJ
EC
TO
ppor
tuni
tyid
entif
icat
ion
Pla
nnin
gan
dsp
ecifi
catio
ntE
xecu
tion
and
ongo
ing
mon
itorin
gan
dco
ntro
l
Han
dove
ran
dev
alua
tion
P R O F I T
L O S S
Star ting upa projekt
Ini t iciatinga project
Managingstage boundaries
Deliveries Closinga project
Managing a projektDirecting a project(steering group)
Projectmanagement(project manager)
Deliveries
Managingstage boundaries
Ini t iciatinga project
Managinga phase Managinga phase
Closing out a project
Star ting upa projekt
Managingproductdeliveries
Managingproductdeliveries
Closing aproject
Project stage
Startingup aproject
Initiatinga project
Managingstageboundaries
Managingproductdeliveries
Planning
Directing a project
Controllinga stage
Projectpreparation
BusinessBlueprint Realisation Final Pre-
preparationGo-live &support
EVALUATIONIDENT IF ICAT ION
C O N S T R U C T I O ND E S I G N
Test
Evaluation
Evaluation
Riskanalysis
Unitrequirement
Sub-systemrequirement
Systemrequirement
Business plan
Conceptdesig
Logicaldesign
Physicaldesign
Finaldesign
CommissioningOperations andmaintenance
Approvalof concept
Finalproduct
Productversion 1
Productversion 2
127 - Figur X Cooper’s Stage-Gate model
Gate 1 Stage 1 Gate 2 Stage 2 Gate 3 Stage 3 Gate 4 Stage 4 Gate 5 Stage 5
ScopingBuildBusiness Case
Develop-ment
TestingandValidation Launch
Idea Screen
SecondScreen
Go toDevelop-ment
Go toTesting
Go toLaunch
Post LaunchReview
$
DiscoveryStage
O U T P U T SC R I T E R I A
D E L I V E R A B L E S
16
Director or various managers
PL1 PL2 PL3 PL4
o Projectmanager
Projectmembers
Director or variousmanagers
Projectmanager
Projectmanager
Projectmanager
Projectmembers
Projectmembers
Projectmembers
Projectmembers
Projectmembers
Projectmembers
Projectmembers Projectmembers
17
Director or various managers
PL1
PL1
PL1
PL1
Production dept.
R&D dept.
Sales dept.
F inance dept.
Projectmanager
Projectmembers
Projectmanager
Projectmanager
Projectmanager
Projectmembers
Projectmembers
Projectmembers
Projectmembers
Projectmembers
Projectmembers
Projectmembers
Projectmembers
Projectmembers
P M II P M A
I S O P r i n c e 2
C M M I
KN
OW
LE
DG
E A
RE
AS
INITIATING PLANNING EXECUTING MONITORING &CONTROLLINGCONTROLLING CLOSING
O U T P U TTOOLSAND
TECHNIQUES
I N P U T
A
B
C
D
IPMALevel A
IPMAB
IPMAC
IPMAD
Cer ti f iedProjectDirector
Cer ti f iedSenior Project Manager
Cer ti f iedProject Manager
Cer ti f iedProject Management Associate
Level
Level
Level
22
Star ting upa projekt
Ini t iciatinga project
Managingstage boundaries
Deliveries Closinga project
Managing a projektDirecting a project(steering group)
Projectmanagement(project manager)
Deliveries
Managingstage boundaries
Ini t iciatinga project
Managinga phase
Managinga phase
Closing out a project
Star ting upa projekt
Managingproductdeliveries
Managingproductdeliveries
CO
ST
T I M E
+ 10 %
– 10 %
Goal
Actualconsumption
Planned completion
Tolerance box:The anticipatedstage completionmust lie in the box
Anticipatedconsumption
–1 week Goal + 1 week
140
C O R P O R A T E O R P R O G R A M M E M A N A G E M E N T
The Project Board
P r o j e c tSenior User Executive Senior Supplier
ChangeAuthori t y
ProjectManager
Project Assurance
TeamManager(s)
Project Suppor t
S t a g e
W o r k
P a c k a g e
PROJECT MANAGEMENT
MotivationDistributing tasks
MANAGEMENT INWARDS MANAGEMENT OUTWARDS
MANAGING THE TASK
CommunicationNegotiating
Ensuring progress
The project attains its objectives
CO
E RC
I ON
Promotion
Pay raiseBonus
Prevent:
MO
DE L
Charisma
Commitment
Enthusiasm
R E W A R D
Promotion
RecognitionPay raise
Bonus
Give:
E X P E R T I S E
L E G I T I M A C YFormal management rightPosition in hierarchy
I NF O
RM
AT I ON
Ipro
curem
ent
Storin
g
Process
ing
Dissem
ination
I
Thinks in holistic terms
Flexible and problem-solving
Friendly and forthcoming
but has a sense for details
but unyielding when necessary
but wins respect
E X T R O V E R TObtains energy fromhis/her surroundings
S E N S I N GWorks with
familiar facts
T H I N K I N GBases decisions onimpersonal analyses and logic
EVALUATIONPrefers a planned,ordered lifestyle
I N T R O V E R TObtains energy fromhis/her inner world
I N T U I T I O NSeeks opportunitiesand contexts
SENSIT IVEBases decisions onpersonal values
PERCEPTIONPrefers a flexible,spontaneous lifestyle
very clear vague very clear
E
S
T
J
I
N
F
P
paEiPaei
PaEi
pAEi
PAEi
PAel
pAel
-A-i
-AA–
-–-
Idea
Infant
Child, Go-go
Youth, teenager
Prime, adult
Established,mature
Aristocrat
Earlybureaucracy
Bureaucracy
Death
P A E Iroducer dministrator ntrepreneur ntegratorP A E Iroducer ntegratordministrator ntrepreneur
1 2 3 4 5 6 7 8 9
HU
MA
N F
AC
TOR
S
P R O D U C T I O N F A C T O R S
9
8
7
6
5
4
3
2
1
Middle-of-the-road
The sof t
manager
The good
manager
The weak
manager
The hard
manager
Little instructionHigh supportLittle instructionHigh support
Much instructionHigh supportMuch instructionHigh support
Little instructionLittle supportLittle instructionLittle support
Much instructionLittle supportMuch instructionLittle support
S3 S2
S4 S1
S3 S2
S4 S1
HIGH
L O W HIGHINST RUCTIVE BEHAVIOUR
D
TE
R
L
O
E
P
G
P
A
U
T
S
ES
IVEN
STRU
C
TS
COACH
ES
I
D
TE
R
L
O
E
P
G
P
A
U
T
S
ES
IVEN
STRU
C
TS
COACH
ES
I
U4
Highcompetence
Highcommitment
U3
Highcompetence
Variablecommitment
U2
Somecompetence
Lowcommitment
U1
Lowcompetence
Highcommitment
SU
PP
OR
TIV
EB
EH
AV
I OU
R
SKILLS IN HIS/HER
PROFESSION
SKILLS IN HIS/HER
PROFESSION
Project manager's seniority/extent of project
PROJECT
MANAGEMENT
PROJECT
MANAGEMENT
Project TimeManagement
ProjectCommunicationsMangement
Project ScopeManagement
Project RiskManagement
Project HumanResourceManagement
ProjectProcurementManagement
Project CostManagement
Project QualityManagement
Planning andspecification
Opportunity
identification
Operations andmaintenance
Handover andevaluation
Execution,
monitoring
and control
Project IntegrationManagement
0 5 10 15 20 25
BU
DG
ET
OV
ER
RU
NIN
%180
160
120
100
80
60
40
20
COSTS OF FEASIBILITY STUDIES IN % OF PROJECT COSTS
ProjectrejectedProjectrejected
Alternative ormore details
requireds
Alternative ormore details
requireds
Accept (Go)
Reject (No Go)Reject (No Go)
Obtain sponsor'sacceptance of
work
Obtain sponsor'sacceptance of
work
Mana-gement'sdecision
Mana-gement'sdecision
Presentmanagementwith decision
Presentmanagementwith decision
Gain the supportof a sponsor
Gain the supportof a sponsor
Project ?
Go through the normalchannels in theoperating organization
Go through the normalchannels in theoperating organization
IdeaCustomer contactNeeds in the organizationDiscovery etc.
IdeaCustomer contactNeeds in the organizationDiscovery etc.
Find somebodyto take on the
"opportunity iden-tification" stage
Find somebodyto take on the
"opportunity iden-tification" stage
Plan stageand find
resource people
Plan stageand find
resource people
No
Yes
Advanceagreement withimportant suppliers
Advanceagreement withimportant suppliers
Projectcharter/contactProjectcharter/contact
Project's formalproduct descriptionCost/benfit
Project's formalproduct descriptionCost/benfit
General schedule
Costs estimate
Level of quality
Project TimeManagement
ProjectCommunicationsMangement
Project ScopeManagement
Project RiskManagement
Project HumanResourceManagement
ProjectProcurementManagement
Project IntegrationManagement
Project CostManagement
Project QualityManagement
Introductoryrisk analysis/
SWOT
Introductoryrisk analysis/
SWOT
Preliminarystakeholderanalysis
Preliminarystakeholderanalysis
Prepare projectapproval document(project charter) and(possibly) sign contract
Prepare projectapproval document(project charter) and(possibly) sign contract
C O L O U R
White
S Y M B O L I Z E S W A Y O F T H I N K I N G
Neutral and objective Objective – facts and figures – neutral , objective information
Red Emotions Emotional – intui t ion – presentiments – impressions
Black SeriousnessCautions – sees weaknesses – risk
Yellow Sunshine, posi t iveOptimistic – hope and oppor tuni t ies – benefi ts – constructive
Green Vegetation and growthThe creative – new ideas – new approaches – changes
BlueCool– the sky above every thing
Check thinking process – and the other hats – broad perspective
Opp
ortu
nity
ident
ificat
ionPlan
ning
and
spec
ificat
ion st
age
Execu
tion,
cont
rol
and
mon
itorin
gsta
geH
andin
gov
er a
nd
evalu
ation
Ope
ratio
ns a
nd
main
tena
nce
C O S T S I %
T I M E
more than
"doing it right
from the
beginning"
Go Live &Support
FinalPreparation
Realization
BusinessBlueprint
ProjectPreparation
C O N T I N U O U S
C H A N G E
C O N T I N U O U S
C H A N G E
●
●
●
●
●
●
Project
K
ProjectChar ter
Kick-of f
organizationand standards
PIs forbusinessadvantages
Generalproject planTrainingprojectpar ticipants
●
●
●
●
●
●
●
●
●
Organizationog processdefini t ionM
SysteminstallationBusinessblueprintSteeringgroup reviewand approval
odell ing inrelation tobest businesspractices
●
●
●
●
allConfiguring
businessprocessesDesigning ,developingand testinginter faces,repor ts, andconversionsSetting up aut-horization andsystem admi-nistrationIntegrationtest andapproval ofthis
●
●
●
●
●
●
●
●
●
Go live/cut-over planEnd-usertrainingIntegration,volume, andstress test
Establishinginternalsuppor torganizationCut-over toproductiveenvironment
● Going LiveCheck
●
●
●
Provide suppor tMeasurebusinessadvantages
Release 7
Specification ofrequirements
Detailed design Programming Integrationand tests
S O N D2006
J F M A M J J A S T I M E
Contract signature
Specification of
requirements
Detailed design
Programming
Integration and tests
A general schedule for the project could have the following appearance:
PDCA
Plan improvements
Carry outplannedimprovements
Check results achieved
Cause analysisand identification
of new optionsfor improvements
AT T ITUDES TO QUALIT YAT T ITUDES TO QUALIT Y
QU
AL
ITY
ASSU
RANCE (QA) QUALITY MANAG
EME
NT
(QM
)QU
AL
ITY
ASSU
RANCE (QA) QUALITY MANAG
EME
NT
(QM
)
QUALIT Y CONT ROL (QC)QUALIT Y CONT ROL (QC)
THE
QUALITY PROCESSTHE
QUALITY PROCESS
P RODUCT
QUALIT Y
P RODUCT
QUALIT Y
P O S I T I V E
P A S S I V E A C T I V E
N E G A T I V E
HOSTAGES
EXTERNAL
STAKEHOLDERS
EXTERNAL
STAKEHOLDERS
RESOURCE
PERSONNEL
RESOURCE
PERSONNEL
GREY
EMINENCE
GREY
EMINENCE
Necessary for performance
Not necessary for performance
Greatinfluence
Littleinfluence
ST RENGTHS WEAKNESSES
THREATSOPPORTUNIT IES
Internal, at
the company
External
W
O T
Probability
5
4
3
2
1
Consequence
0 1 2 3 4 5
Unacceptable risks
Acceptable risks
Approved project
Hierarchy of objectivesSMART objectivesPrioritization ofobjectivesPlan for managingscope
Ressource planningEstimating costsBudgeting
Quality managementplan
Execution, monitoringand control stage
Planning purchasesPlanning bidsubmission
Planning riskmanagementRiskidentificationQualitative riskanalysisQuantitative riskanalysisPlanning riskresponse
Communicationplan
OrganizationalplanningStakeholder analysisStaf fing
Project TimeManagement
ProjectCommunicationsMangement
Project ScopeManagement
Project RiskManagement
Project HumanResourceManagement
ProjectProcurementManagement
Project IntegrationManagement
Project CostManagement
Project QualityManagement
Defining activitiesand their sequenceEstimating theduration of activities
Buy goodsat auction
Go to fleamarkets
Advertisefor goods
Acquire goods
Rent shop Lay out shop Occupy shop
Acquire a shop
Paint Buy furniture
Establishantiques shop
Advertise onthe Internet
Distribute flyers
Acquirecustomers
Establish aweb site
Buy banner ads
Prepare a draft Print Distribute
Advertise innewspapers andmagazines
Inve
stig
atio
n s
tag
e
Ord
erin
g M
ater
ials
Mo
un
tin
g t
he
fou
nd
atio
n
Ass
emb
ling
ele
men
ts
The
Gre
enh
ou
se p
roje
ct
Inve
stig
ati
gla
ssTi
gh
ten
ing
ass
emb
lies
Ass
emb
ling
th
e fr
on
t g
able
Dig
gin
g fo
ur
ho
les
Layi
ng
flag
sto
nes
Ass
emb
ling
th
e re
ar g
able
Ass
emb
ling
th
e tw
o s
ides
Activity
Investigation stage
Investigation stage
Buying materials
Ordering materials
Material delivery
Receipt of materials
Foundation
Digging four holes
Putting posts into the holes
Mounting the foundation on the posts
Assembling elements
Assembling the front gable
Assembling the rear gable
Assembling the two sides
Assembling the frame
Mounting the four sides on the foundation
Assembling the roof
Assembling the door
Mounting hinges and frame
Assembling door
Adjusting door
Mounting windows
Inserting glass
Tightening assemblies
Inside finish
Laying flagstones
Installing capillary boxes
Installing bench
Installing shelves
Installing thermometer
Installing watering unit
Project: The Greenhouse projectTue 16.08.05
Critical task
Critical split
Task
Split
Task progress
Milestone
Baseline split
Delay
Summary progress
Project summary
Highligthed critical task
Highlighted critical split
External tasks
External milestone
Deadline
days
hrs.
hrs.
hrs.
days
days
hrs
hrs
hrs
hrs
days
w w t f s s mw
The Greenhouse project
VictorVictor
page 2page 1
The Greenhouse Project
20.000
15.000
10.000
5.000
0
8. M
arch
10. M
arch
12. M
arch
14. M
arch
16. M
arch
18. M
arch
20. M
arch T I M E
CO
ST
SD K K
Accumulated costs
Decision-making group
Steering group
Advisory group
Reference group
User group Project group
Project manager
0 1 2 3 4 5
TH
EP
RO
JE
CT
'S
INF
LU
EN
CE
ON
STA
KE
HO
LD
ER
S
TH
EP
RO
JE
CT
'S
INF
LU
EN
CE
ON
STA
KE
HO
LD
ER
S 5
4
3
2
1
STAKEHOLDERS' INFLUENCE ON THE PROJECT
Thomas
Anne (2)
Kur t/Oda
Anne (1)
Agnete/Laila
Swimming pool
Supermarket
Parents
The nine guests
The communication plan
The stakeholderanalysis
The riskanalysis
Probability
10
9
8
7
6
5
4
3
2
1
0 9654 72 831 10Consequence
PROJECT MANAGER'S BURDEN
HANDOVER
»G O«
1
2
Planning andspecificationstage
Execution,monitoring andcontrol stage
Poorly planned"planning andspecificationstage"
Well planned"planning andspecificationstage"
Handover andevaluation stage
Projectkick-off
Project TimeManagement
ProjectCommunicationsMangement
Project ScopeManagement
Project RiskManagement
Project HumanResourceManagement
ProjectProcurementManagement
Project IntegrationManagement
Project CostManagement
Project QualityManagement
Performanceof project plan
Coordinatedchangemanagement
Contractmanagement Managing scope
change
Schedulemanagement
Cost management
Quality control
Risk evaluationand management
Performancereporting
Personnelmanagement
Activity
Investigation stage
Investigation stage
Buying materials
Ordering materials
Material delivery
Receipt of materials
Foundation
Digging four holes
Putting posts into the holes
Mounting the foundation on the posts
Assembling elements
Assembling the front gable
Assembling the rear gable
Assembling the two sides
Assembling the frame
Mounting the four sides on the foundation
Assembling the roof
Assembling the door
Mounting hinges and frame
Assembling door
Adjusting door
Mounting windows
Inserting glass
Tightening assemblies
Inside finish
Laying flagstones
Installing capillary boxes
Installing bench
Installing shelves
Installing thermometer
Installing watering unit
Critical
Critical split
Critical Task
Task
Split
Task progress
Project: The Greenhouse projectDate: Tue 31.01.06
Original Task
Original Split
Original Milestone
Milestone
Task progress summary progress
Summary progress
Project summary
External tasks
External milestone
Deadline
C O S T S
T I M EPlanned
handover dateChosen
reporting date
PV
AC
EV
CV
SV
500
450
400
350
300
250
200
150
100
50
0 9654 72 831 10
Coordinator
Team Worker
Ressource Investigator
Shaper
Completer/Finisher
Specialist
Plant
Monitor/Evaluator
Implementer/Company Worker
S T A B L E
E X T R O V E R T E D
R E S T L E S S
I N T R O V E R T E D
PROJECT
GROUP'S
STAGE
PROJECT
GROUP'S
STAGE
PROJECT
MANAGER'S
TASKS
PROJECT
MANAGER'S
TASKS
FO
RM
I NG
ST
OR
MI N
G
NO
RM
I NG
PE
RF
OR
MI N
G
PE
RF
OR
MI N
G
AD
JO
UR
NI N
G
Creates
clarity and
security
Resolving
conflicts
Maintaining
objectives
Retires
into the
background
Delegation
Peace
to work
Coaching
Maintain
focus
Closing
down
Subject
Language
Sender
Recipients
Circumstances
Messageproduced
Message putinto words
Choice ofmedium
Message sent Messagereceived
The messageis translated
Reactionto message
Feedback
1
2
3 4
5
6
1 . Progress1.
Last
2. Risks2.
Last
3. Extent3.
Last
4. Benefi t4.
Last
5. Stakeholders5.
Last
6. Organization6.
Last
7. F inance7.
Last
8. Quali t y8.
Last
9. Change9.
Last
Overallevaluation
Completionof contract
No
Yes
Project TimeManagement
ProjectCommunicationsMangement
Project ScopeManagement
Project RiskManagement
Project HumanResourceManagement
ProjectProcurementManagement
Project IntegrationManagement
Project CostManagement
Project QualityManagement
Handoverprocedure
Extensionof deadline
Costing
Evaluationreport
Administrativecompletion
Evaluating risks
Remedyingshortcomings
Handover?
Operations andmaintenance
Warrantyperiod begins
Legal proceedings?Dispute?
Daily penalty
Eiffel couldn't quite get it
finished for the world exhibition, but
the city did get a great helipad!
P R O D U C T I O N
MAINTENANCE
Input Output
Production requirementsAccessibility
DEFECT
T I M E0
Maintenance
Correctivemaintenance
Preventivemaintenance
Planned CM Acute CM Condition-based Time-based
Operating hours Calendar
Remotemonitoring
Integrationand tests
CO
ST
S
Optimum interval
Total costs Costs of preventivemaintenance
Lost production
Costs ofcorrective
maintenance
1 0 0 %
Preventive maintenance as
a % of total maintenance costs
Preventive maintenance as
a % of total maintenance costs
Direct maintenance costs
Indirectmaintenancecosts
Maintenance budget
Operating budget
Los
s fa
ctor
s
Ope
rato
r-co
ntro
lled
mai
nten
ance
Pre
vent
ive
mai
nten
ance
Inst
ruct
ion
and
trai
ning
Dev
elop
ing
equi
pmen
t
Qua
lity
of m
aint
enan
ce
Adm
inis
trat
ive
rout
ines
Safe
ty a
nd th
e en
viro
nmen
t
Employee participation
T P M
P E O P L E
P R O D U C T S
T E C H N O L O G Y
Modern production company
T P M
Managingdirector
Sales director
Hotline
Spare parts
Af ter SalesManager
Commissioning Service
Consultancyservices
Training
Management
Head ofprogrammes
Decision-making group 1
BE 2
BE 1
IT element
IT 1
IT 2
QualityProgramme office
Business element
StaffStaff
BE 3 IT 3
BE 10 IT 10
Decision-making group 2
Bus
ines
s pr
ojec
t
A.B
usin
ess
ma
nag
em
ent
A.B
usin
ess
ma
nag
em
ent
B. F
ina
ncia
lm
ana
ge
me
ntB
. Fin
anc
ial
ma
nag
em
ent
C. S
alE
S/C
RM
D. O
rde
rin
co
me
ma
nag
em
ent
D. O
rde
rin
co
me
ma
nag
em
ent
E. O
rde
rs,
inte
rna
tio
nal
E. O
rde
rs,
inte
rna
tio
nal
F.O
rde
rs/
pro
duc
tio
npl
an
F.O
rde
rs/
pro
duc
tio
npl
an
G.P
rod
ucti
on
G.P
rod
ucti
on
H. M
oni
tori
nga
ndc
ont
rolli
ngpr
od
ucti
on
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Head ofprogrammes
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Systemarchitecture
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Consultant
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Lowclarity
What do we want to achieve?
How weachieve it
CLASSIC PROJECT
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CLASSIC PROJECT
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ADAPTIVE PROJECT
MANAGEMENT
ADAPTIVE PROJECT
MANAGEMENT
DYNAMIC PROJECT
MANAGEMENT
DYNAMIC PROJECT
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24 hours
30 days
Product Backlog
Sprint BacklogSprint
Working increment ofthe software
128 Figur X Lean er i virkeligheden logisk tænkning
The company
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Control
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Opportunityidentification
TECHNOLOGY
SPEED INNOVATION KNOWLEDGE
TEAMSGLOBALIZAT IONNETWORKS
TEMPORARY
132
PEOPLE
Act
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400
350
300
250
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0 9654 72 831 10
E F F O R T R E S U LT S
I N N O V A T I O N A N D L E A R N I N G
Lea
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People 9%
Politics andstrategy 8%
Partnerships andresources 9%
Pro
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Customerresults 20%
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Key
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