1. Project management implementation from the practical point of view
Denis Premec
ICEC-IPMA congress Ljubljana 2006

2. Who am I
Denis Premec
Consultant for project management implementation and modernization.
Working mostly for Slovenian companies.
Defining and developing project management processes and methods to meet companies needs.
Project management information systems implementator.
Project management office’s consultant and mentor.
Trainer for project managers and project teams.
You can find my and my colleague’s articles on 2

3. Project management implementation components from my point of view
Project organization vs. functional organization
Defined project management processes
Project management office
Project management information system
Constant training & education
Projects & PM on-going promotion 3

4. A trigger for implementation can be…
…strategic goal for more effective business operations and development
…a need for higher competition on the market
…a complex problem in company that must be solved. …
Zunanjim svetovalcem je skupna ta lastnost, da si lahko neobremenjeno ustvarijo sliko stanja v podjetju, poleg tega pa razpolagajo z veliko širšim spektrom znanj kot posamezni zaposleni v podjetju oz. imajo to znanje integrirano v eni osebi.
Vsako podjetje ima zagotovo nekaj narejenega na tem področju, iz česar se lahko izhaja.
Brez podpore vodstva tisti, ki vpeljuje spremembe, nima potrebnega zaledja in avtoritete.
Odpiranje fronte sprememb lahko samo povzroči odpiranje fronte odpora med zaposlenimi.
Večji začetni koraki so potrebni, da se podjetje in zaposleni zavejo, da spremembe prihajajo; seveda se bodo pojavili neki manjši odpori zaradi teh večjih prvotnih korakov – takoj potem popustimo tempo sprememb in s tem nekoliko “pridobimo” zaposlene.
Npr. s kadrovsko in finančno službo, ipd.
Promocija sprememb v podjetju je pomemben način pridobivanja in vzdrževanja podpore vodstva in vodij projektov ter prispeva k dvigu zavedanja o vpeljanih spremembah; ob tem vpeljevalec sprememb pridobiva tudi koristne povratne informacije in jih vgrajuje v nov sistem. 4

5. Common trigger for PM renovation
Project 7
Project 1
Project 2
Project 4
Projeckt 3
Project 5
Project 6
Human resources
Other resources
€, $, …
Time limitations 5

6. In many cases… …a company is convinced that PM is just another process
… a company is not aware of all future influences on employees and their reactions
…company management with functional management and project managers with team members don’t share the same opinion and view about projects and project resources
…the trigger for PM implementing is in fact a wish to implement PM information system “because others have it”
Zunanjim svetovalcem je skupna ta lastnost, da si lahko neobremenjeno ustvarijo sliko stanja v podjetju, poleg tega pa razpolagajo z veliko širšim spektrom znanj kot posamezni zaposleni v podjetju oz. imajo to znanje integrirano v eni osebi.
Vsako podjetje ima zagotovo nekaj narejenega na tem področju, iz česar se lahko izhaja.
Brez podpore vodstva tisti, ki vpeljuje spremembe, nima potrebnega zaledja in avtoritete.
Odpiranje fronte sprememb lahko samo povzroči odpiranje fronte odpora med zaposlenimi.
Večji začetni koraki so potrebni, da se podjetje in zaposleni zavejo, da spremembe prihajajo; seveda se bodo pojavili neki manjši odpori zaradi teh večjih prvotnih korakov – takoj potem popustimo tempo sprememb in s tem nekoliko “pridobimo” zaposlene.
Npr. s kadrovsko in finančno službo, ipd.
Promocija sprememb v podjetju je pomemben način pridobivanja in vzdrževanja podpore vodstva in vodij projektov ter prispeva k dvigu zavedanja o vpeljanih spremembah; ob tem vpeljevalec sprememb pridobiva tudi koristne povratne informacije in jih vgrajuje v nov sistem. 6

7. In very few cases…
…a company recognizes a project management as a tool for strategic goals achievement
…projects are part of company yearly strategic planning
…it’s so hard to find a company management that proactively support changes and dares to confront with functional managers
Zunanjim svetovalcem je skupna ta lastnost, da si lahko neobremenjeno ustvarijo sliko stanja v podjetju, poleg tega pa razpolagajo z veliko širšim spektrom znanj kot posamezni zaposleni v podjetju oz. imajo to znanje integrirano v eni osebi.
Vsako podjetje ima zagotovo nekaj narejenega na tem področju, iz česar se lahko izhaja.
Brez podpore vodstva tisti, ki vpeljuje spremembe, nima potrebnega zaledja in avtoritete.
Odpiranje fronte sprememb lahko samo povzroči odpiranje fronte odpora med zaposlenimi.
Večji začetni koraki so potrebni, da se podjetje in zaposleni zavejo, da spremembe prihajajo; seveda se bodo pojavili neki manjši odpori zaradi teh večjih prvotnih korakov – takoj potem popustimo tempo sprememb in s tem nekoliko “pridobimo” zaposlene.
Npr. s kadrovsko in finančno službo, ipd.
Promocija sprememb v podjetju je pomemben način pridobivanja in vzdrževanja podpore vodstva in vodij projektov ter prispeva k dvigu zavedanja o vpeljanih spremembah; ob tem vpeljevalec sprememb pridobiva tudi koristne povratne informacije in jih vgrajuje v nov sistem. 7

8. How to start Internal experts and external consultants
Starting point is current situation – find positive cases
Company management support
Progress must be obtained with small, but constant steps
First step can be large one – let them feel change
Connection with other management systems in company
Promotion of implemented components
Zunanjim svetovalcem je skupna ta lastnost, da si lahko neobremenjeno ustvarijo sliko stanja v podjetju, poleg tega pa razpolagajo z veliko širšim spektrom znanj kot posamezni zaposleni v podjetju oz. imajo to znanje integrirano v eni osebi.
Vsako podjetje ima zagotovo nekaj narejenega na tem področju, iz česar se lahko izhaja.
Brez podpore vodstva tisti, ki vpeljuje spremembe, nima potrebnega zaledja in avtoritete.
Odpiranje fronte sprememb lahko samo povzroči odpiranje fronte odpora med zaposlenimi.
Večji začetni koraki so potrebni, da se podjetje in zaposleni zavejo, da spremembe prihajajo; seveda se bodo pojavili neki manjši odpori zaradi teh večjih prvotnih korakov – takoj potem popustimo tempo sprememb in s tem nekoliko “pridobimo” zaposlene.
Npr. s kadrovsko in finančno službo, ipd.
Promocija sprememb v podjetju je pomemben način pridobivanja in vzdrževanja podpore vodstva in vodij projektov ter prispeva k dvigu zavedanja o vpeljanih spremembah; ob tem vpeljevalec sprememb pridobiva tudi koristne povratne informacije in jih vgrajuje v nov sistem. 8

9. A CASE 9

10. Crucial problems – before implementation
no clear rules
no consensus what is a project
no prioritization of projects (in fact ad-hoc prioritization)
no actual list of ‘’projects‘’
project charters didn't exist
objectives, deliverables, deadlines, time schedule not clearly defined
no final plans of projects 10

11. Crucial problems – before implementation
no resource planning, no change assessment
too many projects dedicated to the same employees
no control of the projects and resource’s allocation
conflict between department tasks and project tasks
no coordination between the projects on highest level
no stimulation for project managers and team members
not enough knowledge of project management 11

12. Results of PM implementation
Organizational solutions – project organization, prioritization, project definitions, project management office rules
Process solutions – defined project life cycle and responsibilties of project members through life cycle
PM documents implemented
PM Office started to operate
Project management information system implemented
Education, trainings, promotion… 12

13. Minimal portfolio of PM documents
Organizational
rule document
(defines project
management
environment)
Project
life-cycle
management
document
(“methodology”)
Project
initative
document
Project team
forming
document
Project
charter
Weekly
Monthly
status
report
Change
request
Closing
report 13

14. Top-level PM documents
Organizational Rule document:
Less than 20 pages
Basic definitions
Project roles
Criterias, sorts and status of projects
Priority of the projects
Project Information system
The beginning and organization of the project
Impetus of project: project initiative, cooperation between organizational units, coordination between projects.
Access rights to Project IS
Process regulations document:
Less than 20 pages
Life cycle of the project
Preparation of the project
Reestablishment of the project
Execution of the project
Ending the project 14

15. Example: Organization of a project
B o D
Project council
Sponsor PM
Office
Project manager
Subproject
Project group
manager
Vodje projektov: “Kot vodje projektov nimamo nobenih pristojnosti” … “Nimamo zagotovljenih potrebnih virov”
Vodje služb (funkcijski management): “Projekti povzročajo zmedo v sicer stabilni funkcijski organizaciji” … “Vodje projektov posegajo v naše pristojnosti”
Vodstvo podjetja (najvišji management): “Rezultati projektov ne izpolnjujejo naših pričakovanj (poslovnih ciljev)” … “Projekti ne zagotavljajo izvajanja strategije podjetja”
Team leaders
Team members
Project
group 15

16. Projektna pisarna PP PP PP PP PP 16

17. Example: Project preparation
Potreba po
projektu
Priprava
pobude
pobudnik
Obravnava
vodja oddelka
vodja sektorja š
kolegij
Odobritev
uprava
Arhiv
Opredelitev
projekta
: cilji, rok,
sponzor,… NE DA
Projekt
v pripravi
Sklep o imenovanju
vodje projekta, nadz.
kakov.
Pobuda za
projekt
Zapisnik
seje uprave
Exact project preparation process influenced on a better and cautious way of project’s defining. No more “tons of projects”. 17

18. Example: Project planning
Resource planning for projects influenced on resource planning for non-project tasks – influence on functional managers and their way of planning. 18

19. Some benefits for the company
After a year all the projects are signed in the IS (project portfolio)
We can tell which people are working on projects – data base for the project resources
Information system is a basis for statistic reviews and status reports about projects
In any time we can tell which project is on the run and which is on the hold
The people are no longer confused what they have to do on which assignments – the IS system sends them a mail on which tasks they are assigned and about changes on tasks
In any time the project office can make a portfolio analysis without too many time spent for contacts with project managers 19

20. Some more important facts
Employees accepted the new project management processes, forms and reports.
(The old processes were not well accepted, they were complicated and with too many forms)
They are pleased for all help the project management office offers them.
(At last employees have a “call center” for help and they feel more safely)
The projects are periodically supervised and ended – concluded, and project plans are changed timely and delay reported to the board so the board can decide.
(In past employees have had a feeling that they were alone, that teher is no supervision, that nobody knows for them) 20

21. PM Information system Project Center: Priority of the project:
High priority
Middle priority
Low priority
Delays of the project:
0 delay
Small delay
Big delay 21

22. APPLICATION for project planning & tracking - scheduling plans
All necessary
project information
Project Management
Office
homepage
Project 01
homepage
Scheduling plan
(gannt & timesheet)
Project 02
homepage
Documentation
workspace & archive
Project
Portfolio
Analysis
Resource
Allocation
Availability
Project n
homepage
APPLICATION for project
planning & tracking
- scheduling plans
- resources & financ. plans
C E N T R A L P R O J E C T S E R V E R
P r o j e c t D a t a b a s e

23. Conclusion a complex change,
Project management implementation is:
a complex change,
coordinating project teams, company management, company environment and technology
implementing is exacting and long-lasting,
a success depends on the current situation of company environment and readiness of employees for mentality and habits changes. 23

24. Thanks for listening, we’re through!
Net:
Mail:
Phone: 01/
Fax: 01/