IA van innovatief idee tot succesvol product. Dominiek Dolphen. Projectmatig werken. IC Oost-Vlaanderen 18/03

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)


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


5 projectleider

directeur collega


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 ?

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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

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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

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2.2. Selecteren van projecten

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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


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

!"


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

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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

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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)

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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

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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%

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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

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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


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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

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ical Success

High

Low

Risk-‐reward bubble diagram


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

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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

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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

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2.4. Beheer van de portfolio

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• 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

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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

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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)

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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.

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3.3. Belangrijkste betrokkenen

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•  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


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•  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


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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

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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

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38

Tunnel Calais -‐ Dover

Railway Legal component Project Management

First part tunnel finished

Excavate Shore Water-‐proof

Grout Line up Dewater

Civil construc:on


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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


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


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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

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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


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 …


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


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


•  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


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


•  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


Risico register

51

Risico nummer

Risico iden;fica;e

P I Ernst Antwoord Eigenaar


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

54

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%

Documents

IA van innovatief idee tot succesvol product. Dominiek Dolphen. Projectmatig werken. IC Oost-Vlaanderen 18/03