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Projects
Prof. Mikko Koria16.2.2016
Definitions
• Project– Temporary organisation set up to create a unique
product, service or result• Project Management
– Managing the project!
Project ManagementScope
TimeCost
The Approach
Quality
Future of project management
• From the lifecycle model to theories of complexity• From instrumental processes to social processes• From product creation to value creation• From narrow to broad conceptualizations• From trained technicians to reflective practitioners
4Dr.MikkoKoria24.11.2010ExtremeProjects
Project oriented societies
SWE UK NOR IRL DEN AUT HUN ROM LAT
POS 56 55 46 45 42 37 34 23 22
POS=Projectorientationinsocieties
5
Thesis:Societiesarebecomingmoreproject-oriented.Projectsandprogramsareappliedastemporaryorganizationintheindustry;butalsoinnewareassuchasschools,associations,smallmunicipalities,andeven,families.Therefore,projectsandprograms,andprojectandprogrammanagementarenotjustamicro-economicconcern,butalsoamacro-economicone.
Source:Garais,2002
Basic Concepts
• Operations, programmes, projects• Benefits, outcomes, outputs• Project phases• PM processes• PM areas
Project Management areas I
Three key elements• Scope: what are we doing?• Time: how much time needed?• Cost: money and human resource ?
Project Management areas II
Additional elements• Quality mgmt: appropriate?• HR: how much and what kind?• Communication: stakeholders?• Risk management: know proactively?• Procurement management
Complexity: tasks & environment
Increasingcomplexityoftheenvironment(s)
Increasin
gcomplexityofthe
(setof)tasks
Taskorientation
Roleorientation
Projectcomfortzone
Programmecomfortzone
Organisationalorientation
Theory of projects?• Task orientation
– Assumes perfect knowledge and is fully rational and informed (Homo Economicus).
– Critiqued as poorly defined, impractical, a myth, benefits vague?• Organisational orientation
– Relationships: agency theory – Is not immune to conflict between parties, control aspects fundamental
• Role orientation– Capabilities of actors– Goals/benefits may remain vague
10
Management by projects
• Management by projects offers:– Organisational flexibility– Decentralized responsibility– Stronger focus on complex issues– Goal oriented problem solving– Better quality solutions & wider consensus– Individual & organisational learning
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Management by projects• Management by projects
– Projects strategically important– Autonomy of project in terms of structure– Base organisation creates the visions & strategies of
projects– Continuous organisational development vital– Project management a diffused competence, not
specialized know-how
12
Management by projects• Programme vs project management
– Benefits vs efficiency• Base organisation’s control
– Manages the strategy of portfolio of programs, projects, reporting, community of practice, management offices
• Standardisation– Within patterns create efficiencies, gives control
• Project management maturity– Achieving the optimal level of development
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Programmes & projectsStrategicLevelOperation/ProgramManagement(Benefits,approach)
OperationalLevelProjectManagement(outputs,efficiency)
Identifyingaprogram
Governingaprogram
Closingaprogram
Initiating ClosingPlanning
Executing
Controlling
ManagingthePortfolio
DeliveringBenefits
Definingaprogram
Programmanager
Projectmanager
Shenhar & Dvir (2007) NTCP Diamond adapted to recovery
Novelty
Derivative
Adapted Koria 2008
Very fast apartment block relocation project for squatters
Complexity
Pace
Technology
Platform Breakthrough
Array System Assembly
Regular
Fast
Time-critical
High-tech
Medium-tech
Low-tech
Self-help housing project on own land
Large and complex shelter programme
NewProduct/Service(NPD/NSD)developmentprocess
PHASE:
FOCUSON:
Invention Planning OfferingDevelopment
Commercialization
Creativity DecisionMaking
Speed Costs
LAUNCH
BusinessProcess
Development
Roadmaps
BusinessIntelligence,Foresight
Strategy
Competence
Cross-functionalteams
Source:Innovation ManagementInstitute,AaltoUniversity
Thefrontend
ThefrontendofNPD/NSD
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Project as an assignment
• The rationale of a project? Why should a base organisation set up a project?– Change: adapt to externalities, enhance
competitiveness and/or earnings, improve control– Stability: financial/social costs of change are high,
sustainable advantage, predictability, difficult of change.
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Project as change• Lewin’s change model (1947)
– Unfreezing– Moving– Refreezing
• Y model (Armanakis & Bedeian, 1999)– Describe the current situation– Describe the desired situation– Analyse and prioritize needs of change– Look for alternatives, make action plan– Get approvals, implement for action plan– Describe and evaluate the outcome
22
Base organization change
• Mission based activities• Management activities• Administrative and technical support activities• Resistance to change is:
– Emotional– Cognitive– Intentional
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Time in projects• Three levels:
– Organisation– Team– Individual
• Different ideas of time– Cyclical, linear, alternating back and forth
• Different ways of distributing activities in time– Conventional network planning– Polychonic (South Europe, South America, south –East Asia) or monochronic
(UK, USA)– Entrainment of process (sequencing, synchronicity)
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3. Foundations of projects
• In change oriented projects, three key issues emerge:– How of should base organisation initiate change
(change strategy)?– What should the base organisation look like in the
future?– How should project work be done (implementing
strategy)?
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Strategies affecting projects• Change strategy 1 : punctuated equilibrium (Gould & Eldridge, 1977; Romanelli &
Tushman, 1994)– Evolution is not linear, leaps and bound exist, but a repeated patterns of
relative stability punctuated by intensive activity– Defensive strategy, change is put until last moment
• Change strategy 2: event / time pacing (Brown & Eisenhardt, 1997, 1998)– Event pacing takes change cues from the environment– Time pacing from predetermined cycles– Proactive, ongoing constant change, change an obsession
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Uncertainty and projects• Lack of information• Lack of knowledge• Lack of control
– Operational or task based uncertainty– Contextual / environmental uncertainty– Acts of god
• Unknown unknowns• Loch et al (2006) propose that deep uncertainty can only be
managed by learning and experimenting
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Stakeholders in projects
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Source:Andersen,2008,p.82
Stakeholders in projects• Stakeholder power forces project to do something it would not do otherwise
– Coercive power– Utilitarian power– Normative power
• Stakeholder legitimacy in terms of norms and values– Individual– Organisation– Society
• Stakeholder urgency; demands of immediate response– Time sensitivity– Criticality
29
Establishing the projectTwo issues above everything else:• The business case: the reason/rationale why the base organisation wishes to
establish the project– The expected changes– The contribution of these changes– Responsibilities– Expected impact/value/benefits of project
• The project mandate: the assignment that the base organisation gives to the project– Naming of project– Identify project owners, governance and managers– Background– Mission– Goals, aims; what the project is expected to achieve, success criteria– Scope and delimitations– Project boundaries
30
4. Planning projects• Collective effort
– Widens available expertise & experience– Useful also for stakeholder management and ownership of projects
• Dilemma of project planning– Decisionmaking on incomplete knowledge
• Tiered planning: three levels– Strategic: making the desired outcomes– Tactical: what outputs do we want to achieve– Operational: solving how to get the outputs
31
Dilemma of project planning
32
Source:Andersen,2008,p.82
Project start-up• Project start-up activities must achieve an common understanding of
project– Discussions between project owner and PM– Initial planning and organising of the project– Start-up seminar, kick-off– Written confirmation of agreements on project mission, goals,
plans, organisation, control– Training participants in project related skills
33
Milestones• Basic units of project plans
– Anticipates what a project is supposed to achieve by pre-set dates
– Need indicators of achievement– Connext project goals– Act as control stations in projects– Must be logically linked to each other: i.e. on the same
continuum, or result path– Linked to time scheduling, dteailed planning must exist between
milestones
34
5. Organizing projects• Organizational nature
– Action organizations generating results in terms of good, services, through often single, focused action rationality.
– Political organizations allow for multiple rationalities, and views, aims, conflicts.
• Four main approaches to separate politics from action– By different organizations– By different environments– At different times– As different topics
35
6. Controlling projects
• Describe current status• Assess degree of deviation between current status
and plans• Establish causes of deviation• Determine corrective measures• Implement
36
7. Leadership and projects
• Six directions of attention to relations– Upwards: with owners– Outwards: with end users– Downwards: with project team– Inwards: own performance– Forwards: planning– Backwards: control
37
Leadership styles of PMs• Management is about doing things right • Leadership is about doing the right things• Streams of leadership theory
– Importance of leaders personality– Importance of behaviour– Importance of power– Importance of context– many/all of the above!
38
Projects in Business
39
Project mgmt areas
Complexity and control
Key issues
Strategy 1: Planning • Management of a single project• Execute plan and business model toward goal• Identify and manage risk• Learn and update within project• Conventional project management techniques and
training apply
Simpleprojects&LoneGenius
Strategy 2: Adaptation • Management of a project network• Plan as much as possible• Develop a joint business model• Create a common vision between stakeholders, political process• Adapt to others• Conventional project management techniques and training partly
useful
Complexproductsandservices&InspiredTeamLeading
Strategy 3: Learning • Management of a project-based firm• Develop processes and protocols through learning from serial
projects• Adapt business model incrementally to changing environment• Conventional project management techniques and training useful in
the individual projects, not in the whole business
SerialKillerProjects&Perseverance
Strategy 4: Selectionism • Management of a business network• Concurrent evolution of alternatives• Business model experimentation in ecosystem• Emerging responses to unknown unknowns• Conventional project management techniques and training useless
Evolution&Ecosystems
Strategic alternatives