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Your open gate to International Accreditation Your open gate to International Accreditation Your open gate to International Accreditation Your open gate to International Accreditation
Mehdi MahfoudMehdi Mahfoud
� IPPM (1) Principles & ConceptsPM principles & Definitions, PLC, Project types, PM
elements, PM thinking
� IPPM (2) Managing projects� IPPM (2) Managing projectsInitiation, Planning, Implementation, Close out, follow
up, PM Methodologies, Risk management, Quality Management, Stakeholders Management.
� IPPM (3) PM Attitude & Personality PM Leadership, Emotional intelligence, Strategic
thinking, communication skills, Team building techniques
� Husband & Wife (Don’t worry love is there!)
� Risk never sleeps,,, watch � Risk never sleeps,,, watch your back!
� “Anything that can go wrong, will go wrong”
Murphy’s Law
TimeTime
CostCost QualityQuality
Information systemInformation system
MaintainabilityMaintainability
Reliability Reliability
ValidityValidity
InformationInformation -- quality usequality use
BenefitsBenefits -- OrganisationalOrganisational
Improved efficiencyImproved efficiency
Improved effectivenessImproved effectiveness
Increased profitsIncreased profits
Strategic goalsStrategic goals
Organisational learningOrganisational learning
BenefitsBenefits -- StakeholdersStakeholders
Satisfied usersSatisfied users
Social & Environmental ImpactSocial & Environmental Impact
Personal developmentPersonal development
Contractors profitsContractors profits
Capital suppliersCapital suppliers
Content project teamContent project team
Economic impact on surrounding communityEconomic impact on surrounding community
Source: R. Atkinson Source: R. Atkinson 19991999, in , in CammackCammack, MSc, , MSc, 20072007
Project Output:Input:
ConstraintsFinancial, legal,ethical, environmental,Logic, activation, time, quality, indirect effects
Project Output:Satisfied need
Input:Want / need
Mechanisms:People, Knowledge & expertiseCapital, tools & techniquestechnology
Cammack.I. 2007,Maylor 2003 p.26
People
�Leadership�Management�Influence
Definition
�Objectives�Scope
Attitudes
�Vision�Commitment
�Support
Internal to Organisation
Sponsorship
�Benefit�Schedule�Urgency
Context
�Political�Socio-Economic�Environment
Influence
PROJECT DRIVERS
Organisation
�Strategy�Roles
�Resources
Systems
�Planning�Control�Quality
Pressures Resistance
External to Organisation
Turner 1999 p.70 in Cammack, MSc, 2007
Project definition:
What to do?What are the targets?
Risk assessment:
How can things go wrong?
Business case:
Why do it?
Staffing and organization
With whom to do it?
• What is the objective?
• What are prerequisites?
Define the projectCheck strategic
alignment
• What is the company
strategy in related areas?
Specify project targets
• What are measurable and
verifiable business targets • What are prerequisites?
• What is the impact on
business processes?
• What are IT implications?
• What are key phases?
strategy in related areas?
• Has the contribution of the
project to reaching
strategic targets been
defined?
verifiable business targets
of the project?
• When will they be
achieved?
Question Check list
What is the overall objective of the project?
• Business problems/opportunities addressed by the initiative are identified?
• Business objectives are identified?• Other alternatives are considered in terms of
costs, benefits, and risks?
• Dependencies on the other ongoing projects are identified?
• Information/data requirements to support
�
What are the nuts and bolts for project success?
What are project implications on business processes?
• Information/data requirements to support the project are available?
• The project can be realized with existing processes/IT applications?
• The project can be realized with existing resources/skills?
• All processes related to the project have been considered?
• Change of the business processes has been defined with sufficient detail?
• New business processes are realistic and consistent?
Question Check list
What are project implications for IT infrastructure?
• Have all IT applications related to the project been considered?
• Has the IT development been planned in sufficient detail for all applications in
�
What are key phases of the project?
Is the project aligned with overall strategy?
sufficient detail for all applications in question?
• Have all the interfaces been considered?
• Is there an analysis phase (if required*)?• Does the project have a clear end product?
• Has strategy in the related areas been considered?
• Has the project’s contribution to reaching strategic targets been defined?
�To be discussed in small groups first, then in class plenum:
� Remember the last project you have been involved in at your organization:
� 1. Go through the checklist and discuss how this project has been defined and which areas have been missing: � - What was the overall objective of the project? � - What were prerequisites for the project success?� - What were prerequisites for the project success?� - What were expected project implications on business processes?� - What were project implications for IT infrastructure?� - Was the project aligned with overall strategy? � - What were key phases of the project?
� 2. if not, What was the reasons that created an unclear definition of your project?
� 3. How could these reasons of unclear project definition be addressed for future projects?