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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TECHNOLOGY

SPEED INNOVATION KNOWLEDGE

TEAMSGLOBALIZAT IONNETWORKS

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