1. Take control of your project
PV 7 October 28th 2011
Medialogy
Lars Peter Jensen,
Billede:
© SLP-gruppen, Aalborg Universitet

2. © SLP-gruppen, Aalborg Universitet
Content
Structuring Tools: Brainstorm, future workshop, structure and flow charts
Tools for resource management: Traditional timetables, resource plans, milestone schedules
Project Management
Target Group Analysis v.Christina
Group work - after lunch ....
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3. © SLP-gruppen, Aalborg Universitet
Learning goals
In the short term to be able to test a number of tools for project management
In the longer term to account for the methods used in the group and reflect on the potentials in relation to your future projects
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Tools for structuring
A map would help
Billede: clipart/choice.gif
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5. © SLP-gruppen, Aalborg Universitet
Brainstorm
Brainstorming is a tool for idea generation Game rules are: (Asborn, 1941/1948)
The defined theme / issue should be familiar to all participants.
Set the mind free.
Criticism takes place only later
The more ideas the better.
Be inspired along the way.
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Post-It brainstorm
Agree on what the starting point for brainstorming shall be
Generate ideas individually and write them on Post-it notes
Read each other's ideas and structure ideas together by moving the flaps in the same category together
Discuss and evaluate the proposals based on selected criteria, for example. interests, resources or relevance
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Structure and charts
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Mind-map
Provides overview and ideas by:
Writing a topical issue at the center of a large piece of paper
Brainstorm from this question and mark them as hybrids on the issue.
Draw branches between questions and ideas, and use the branches to detail the proposals.
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Example of mind-map
Kilde:
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13. Cause-effect diagrams
Reference: Mikkelsen & Riis (1998:424)
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14. Objective means diagrams
Reference: Mikkelsen & Riis (1998:421)
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15. A few examples of sequential structures

16. Flowchart
… and this is
components
This is
processes

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Manage your ressources
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18. Project management Project goal and environment Management of time
Management of people

19. Project What ? A unique task Have a lot of complex activities
Needs several people with different skills
Have a final goal/objective
Limited resources (time, money, people)
Have to deliver a result at a given time:
As a minimum a written report

20. Agree on the goal, otherwise you won’t reach it!
The goal statement should be action-oriented, short, simple, straightforward, understandable, and clear to all.

21. Be aware of your differences
YOU ARE
STUPID !
WE DON’T KNOW
SYSTEM 2004

22. Time tables
Deadline is deadline !

26. Planning at different levels
Overview (long term) level:
Big tasks, few milestones
Activity level:
Where you are right now
Detailed activity plan with many smaller tasks
Deadlines
Daily level:
What are we going to do today

27. © SLP-gruppen, Aalborg Universitet
Ressource Planning
Allocate resources – who does what when?
Estimate realistic time consumption for each activity - let the involved persons themselves help to make it!
Make a time-and resource plan, incl. milestones and work products - take into account holidays, absenteeism, illness, etc.
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28. © SLP-gruppen, Aalborg Universitet
Activity Plans
Determine the necessary activities (activity list = 'to do' list)
Type all activities at Post IT notes
Then sort the notes in sufficient order (activity diagram = 'to do' list in graphical form, often a flow chart)
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29. Example of activity plan

30. © SLP-gruppen, Aalborg Universitet
Time Schedules
Distinguish between long and short term schedule:
Short term - from milestone to milestone – Details
Long term - the whole project - an overview Four types of milestones: Coordination Milestones Supervisor Meetings Completion of work sheets Submission of report
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31. © SLP-gruppen, Aalborg Universitet
Gantt chart
X-axis is the time axis -One unit per project mini module
Y-axis is the activity list
A column for start-stop time
A column for time resources
A column of labor resources
A column for comments
Deadlines / Milestones are clearly identifiable
Different signatures for planned and actual time consumption
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32. Reference: Mikkelsen & Riis (1998:379)
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33. Example of time schedule
Tegnet af Helle Algreen Ussing
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34. Kilde:P2 procesanalyse B212, juni 2004

37. BREAK 15 minuts

38. Time Schedules
A concrete example

39. Control strategy design2X
Analysing controllers
Modelling the motor
Matlab simulation of motor
Matlab simulation of
Control system and motor
Choose
strategy
OK? No
Yes 3X 2X X 2X
TOTAL: 10X

40. How to find X ? What is X then ? We need 10 X
There is 6 members of the group
There are 15 half project day until finish of activity
What is X then ?
X = 15/10 [½project day] = 1½ [½project day]?

41. How to find X ? What is X then ? We need 10 X
There is 6 members of the group
There are 15 half project day until finish of activity
What is X then ?
X = 15/10 [½project day] = 1½ [½project day]?
X = (15/10)x6 [½man day] = 9 [½man day]

42. Analysing controllers 2X Modelling the motor 3X
Tasks
Week 43
Week 44
Week 45
Week 46 19
20/10 21
27/10 28
3/11 4 9
10/11 11 12
Analysing controllers X
Modelling the motor X
Matlab simulation of motor X
Choose control strategy X
Matlab simulation of control strategy and motor X

43. Analysing controllers 2X Modelling the motor 3X
Tasks
Week 43
Week 44
Week 45
Week 46 19
20/10 21
27/10 28
3/11 4 9
10/11 11 12
Analysing controllers X
Modelling the motor X
Matlab simulation of motor X
Choose control strategy X
Matlab simulation of control strategy and motor X

44. Analysing controllers 2X Modelling the motor 3X
Tasks
Week 43
Week 44
Week 45
Week 46 19
20/10 21
27/10 28
3/11 4 9
10/11 11 12
Analysing controllers X
Modelling the motor X
Matlab simulation of motor X
Choose control strategy X
Matlab simulation of control strategy and motor X

45. Analysing controllers 2X Modelling the motor 3X
Tasks
Week 43
Week 44
Week 45
Week 46 19
20/10 21
27/10 28
3/11 4 9
10/11 11 12
Analysing controllers X
Modelling the motor X
Matlab simulation of motor X
Choose control strategy X
Matlab simulation of control strategy and motor X

46. Analysing controllers 2X Modelling the motor 3X
Tasks
Week 43
Week 44
Week 45
Week 46 19
20/10 21
27/10 28
3/11 4 9
10/11 11 12
Analysing controllers X
Modelling the motor X
Matlab simulation of motor X
Choose control strategy X
Matlab simulation of control strategy and motor X

47. Analysing controllers 2X Modelling the motor 3X
Tasks
Week 43
Week 44
Week 45
Week 46 19
20/10 21
27/10 28
3/11 4 9
10/11 11 12
Analysing controllers X
Modelling the motor X
Matlab simulation of motor X
Choose control strategy X
Matlab simulation of control strategy and motor X

48. Project Monitering Why has some activities taken to long time?
Can we compensate for the delay by working harder?
Is it possible to reorganize the work schedule
If we are to cut out some activities, which one?
What are the consequences of each of these choices?

49. Management of people Project management, why and what?
Management Tasks
Management forms
Leadership Roles

50. Our problems have primarily focused on structuring the work:
As for better project management and structuring, we have in the group discussed what improvements if any could rectify similar problems in future projects.
Our problems have primarily focused on structuring the work:
Who ensures mails and agendas to the supervisors?
Who makes sure that the timetable is respected?
Who will take care of the contacts out of the house?
Delegation of tasks?
Quote from a project group on Tek.-Nat. basis

51. The practical tasks are:
The group agreed that a project manager can alleviate problems of that sort.
Leadership role is then to be responsible for all practical tasks and keeping track of the project.
The practical tasks are:
mail and telephone correspondence out of the house
contact with supervisors
responsibility to keep the group informed of meetings.
Quote from a project group on Tek.-Nat. basis

52. In the group we have discussed our way to three kinds of leadership.
A leadership role can both go on shift in the group or be undertaken by one person throughout.
A third possibility is that these managerial tasks are delegated to different individuals, as a way to avoid that a person sitting with huge pressure.
For example, a person can coordinate supervisor meetings, another may be responsible for contacts out of the house, and so forth.
Quote from a project group on Tek.-Nat. basis

53. Projektledelse - citater
We do not want any project manager to determine what to do - we want a democratic leadership no bugbear!
Quote from a project group
on Tek.-Nat. basis

54. Project Management - quotes
"It's like being a jumper (lice) between 2 nails. Management wants me to be a leader in the traditional sense. Project participants wants me to be a practical pig. And I myself most want to be a regular team member! "
Quote: Project management - in multidisciplinary teams of Michael Karø p. 195

55. Why use project management?

56. Project Management Distinguish between 2 concepts:
Project management - a function
The project manager - a person

57. What is management/leadership?
Tannenbaum 1961
"Leadership are the process by which personal influence is exercised in a situation and by means of communication goes toward achieving specific goals"

58. What is management/leadership?
Blake og Moutons 1985
"Leadership means to obtain results - measured according to the organization's goal - through or by means of the staff. "

59. Leadership qualities Appropriate intelligence
Healthy judgments and thinking
Confidence and belief in oneself and others
Sense of responsibility
Social interest in other people
Be able to motivate
Professional skills
Communication skills
Withstands stress

60. Leader tasks Agne Lundquist
Instrumental
Emotional
The management of the professional side of the work including planning and control
Is concerned about the relationship with and between employees and their relationship to work tasks

61. Leader tasks Agne Lundquist
Representative
Representing the company, department or workgroup

62. Leadership roles Adizes´leadership roles Producer Role (P)
Hear him explain his ideas.
Producer Role (P)
Administrator Role (A)
Entrepreneur Role (E)
Integrator Role (I)
If one of these roles is not undertaken it leads to "mismanagement".

63. Producer role The leader must create results
Must possess knowledge and power to act and have a strong desire to perform
Thorough knowledge of the industry, company and market and the technology needed to create results

64. Administrator role
The leader must establish guidelines for the work, prepare detailed plans and coordinate and control the activities
Must possess flair for systematics, order and detail

65. Entrepreneur role
The leader must think long term, set goals and formulate strategies
This requires creativity, risk taking and a watchful eye for new opportunities and threats

66. Integrator role
Establish cooperation, consensus and effective teams to solve new tasks
The leader must have the interest and attention to interpersonal relationships, empathy, and desire and ability to get others to cooperate

67. Break 15 minuts
After the break:
Target group analyses