1. CLAMDA-IM – Project Management Project Management 2.The project setting (or Project Startup) a.The Project life cycle b.The Project Plan c.The Project WBS d.The Responsability Matrix

2. CLAMDA-IM – Project Management Project life cycle Every project has a defined time dimensione: so it has a start and a end. Between start and end, all the activities that combine to bring the final result happen. At beginning there is a very, very important phase: the project setting. The project setting is where target, activities and lead tools are defined.

3. CLAMDA-IM – Project Management Project life cycle Every project has a life cycle. Like a product or a organism. Tipically, we have: –A startup phase – concerning goal setting, preliminaryt ideas, feasibility evaluation, tools setting; –A intermediate phase – concerning detailed plans, the organization, the activities development, the control and corrective actions; –A final phase – concerning the fulfillment, result valuation, the post project activities. In parallel with the project time dimension, we can valuate also a economic-financial flow.

4. CLAMDA-IM – Project Management Resource req CoceptFeasibilityPlanning & Org.Develop& CtrlValuation resOperating STARTING PHASEINTERMEDIATE PHASEFINAL PHASE Time Project life cycle

5. CLAMDA-IM – Project Management WARNING! We have to separate projects to develop a product from others In fact, when you have to develop a product, all the life cycle phases are present, and we need to plan it to allow they happen on time and with the cost level consistent with the target setted. When you don’t have a product to develop, often the plan concern just the central phases, and the operationg phase may be absent. Projects that don’t produce a product (like a new organization, a new procedure, a market penetration, ecc…) are often more complex than others. Project life cycle

6. CLAMDA-IM – Project Management PROJECT TECHNICAL LIFE CYCLE Concern the deep definition of the activities connected to the project life cycle phases. For each phase are detailed: targets, input, output. Project life cycle

7. CLAMDA-IM – Project Management PROJECT TECHNICAL LIFE CYCLE In the first phase of the project, the organization must define a project leader (Project Manager). Before starting activities, the organization or the project leader must buy all the productive factors need for the project and done agreements with suppliers, consultants, partners. During all the project cycle, it must be managed. The project manager must define asap a project plan. Without a project plan, the management is uncertain. Project life cycle

8. CLAMDA-IM – Project Management PROJECT ORGANIZATIONAL LIFE CYCLE The Organizational Life Cycle is the whole of organizational actions doing to support the project Technical Life Cycle. They are less visible, but are very important to define the project success. They are: –Correct project target definition; –Unique project sponsorship definition; –Activitie setting following the project management culture; –Systems to incentivate and motivate people attending project; –Project Leader difinition; –Team definition; –Limits of team autonomy; –Correct roles definition; –Communication to the rest of the organization; –Come back plan for the team resources at the end of the project. Project life cycle

9. CLAMDA-IM – Project Management Project life cycle PROJECT ORGANIZATIONAL LIFE CYCLE While the technical life cycle expresses the sequential activities that define the target achievement, the organizational life cycle gives the rules to apply to do in the better way the tecnical cycle; We don’t have ovelaps between the tecnical and organizational life cycle phases; We need to define the sequence to ccordinate the activities of two cycles; The Project Manager have to coordinate the two cycles sequences of phases; The biggest risk of a project comes from the strain and lack of self- confidence that people have when start a new activity. They feel dynamics in relationship, uncertainess of future when the project will end, etc…

10. CLAMDA-IM – Project Management Project Management 2.The project setting (or Project Startup) a.The Project life cycle b.The Project Plan c.The Project WBS d.The Responsability Matrix

11. CLAMDA-IM – Project Management The Project Plan is the tool that define how we can achieve the project target, considering resources (limited) available for the specific task. The Project Plan is one of the essentials organizational condition of the project management. The plan defines: –Activities to do; –Timing of each activity; –Description of the way each activity is connected to others –Resources allocation; –Cost related to each activity. The Project Plan is not just a descriptive tool, but it is the main managing tool of the project during its life cycle. Project Plan

12. CLAMDA-IM – Project Management Who define the PP? –The project leader with the team –It is very important sharing and accepting the PP from all the project team membres –The way to define and update the PP is retroactive: first issue, resouces involving, feasibility, verify, modifications, etc etc… So the PP is a continuous process. We do it, verifying, adjusting… and while the project develops, often we have to come back to update the project. Once started, the PP activities have to be updated with the real informations. Project Plan

13. CLAMDA-IM – Project Management The PP contents –The PP may vary from project to project –For each phase of PP we have some tool or techniqe : 1.TARGET What 2.ACTIVITIES How 3.SKILLS What capacities 4.ALLOCATION Who does what 5.SHEDULING When 6.FINANCIAL How much 7.CONTROL What happen 8.RISK SOLVING What risks WBS Resp. MatrixCPM / Gantt BudgetingReporting Project Plan

14. CLAMDA-IM – Project Management 1.PROJECT TARGETS Targets must be defined with a huge accuracy Target must be defined ina aspecific way (phisical or logic products) Usually sponsors are not able to define targets Very often they are generic improvemente wishes –Improve the company enviroment –Improve quality –… So is a specific task of the team clear up the targets… …a good question is a half answer! 1.TARGET What Project Plan

15. CLAMDA-IM – Project Management 2.ACTIVITIES In this phase we define activities requested to achieve the project targets Each activity can be describe by a whole of elementar tasks We have to share this definition with all team members to avoid that some position may be not represented The activities definition is done by a tool called WBS ( Work Breakdown Structure ) 2.ACTIVITIES How Project Plan

16. CLAMDA-IM – Project Management 3.REQUESTED SKILLS We have to define clearly what skill (technical, organizational, relational) we need for each PP activity We need to think like in a infinity capacity situation, in this way we understand better the project potential in a condition free of constraints Warinig to the organizational distrorsions… where the resources choice is done following others criteria (power, personal motivations, etc…) 3.SKILLS What abilities Project Plan

17. CLAMDA-IM – Project Management 4.RESOURCES ALLOCATION Once defined the activities, we allocate to each one the reource requested to complete it Resources may be both human bothe phisical-technical (a tool, a machine, ecc….) In this phase we can buid a Responsability Matrix 4.ALLOCATION Who does what Project Plan

18. CLAMDA-IM – Project Management 5.SCHEDULING At this point we will assign to each activity the duration information After we define the kind of relationship between one activity and others, so we will able to put activities in the correct sequence We check resources to verify they are avalilable on time to do the activity assigned; in case of conflict we will re-schedule the activities So we can define starting and ending time for each activity and, connecting all the activities, the ending time of the whole project To do that, we can use tools like PERT, CPM and GANTT diagram 5.SCHEDULING When Project Plan

19. CLAMDA-IM – Project Management 6.PROJECT FINANCIAL RESOURCES Once defined the activities, resources involved and time, we can associate to each activity its economic value. We can build the project cost 7.PROJECT CONTROL We have to define the project control criterias before the project start What we want to control? (time, costs, quality …) Who controls? When? How? 6.FINANCIAL How much money 7.CONTROL How verify Project Plan

20. CLAMDA-IM – Project Management 8.RISKS AND PROBLEM SOLVING Although the best planning, it is not possible to forecast all, especially unforeseen events The Project Leader has to face and solve all the critical events met on the road We have to imagine the main project risks, for each risk we have to imagine the possible effects, we need to categorize them to have a score of risks, and at least we need to define a corrective strategy for some are most dangerous (project FMEA) 8.RISK SOLVING What risks Project Plan

21. CLAMDA-IM – Project Management Project Management 2.The project setting (or Project Startup) a.The Project life cycle b.The Project Plan c.The Project WBS d.The Responsability Matrix

22. CLAMDA-IM – Project Management Project WBS The project WBS ( Work Breakdown Structure ) is a technique to break up in a structured way the project activities, and answer to the question: what have we to do? Starting from targets, the team defines sub-targets and, for each of them, the activities needed to achieve it and, for each activity, the ementar tasks. We have a tree structure of activities: PROJECT TARGET Sub target Activity Task More detailed

23. CLAMDA-IM – Project Management How analitic must the classification be? –If the project has a lot of certain elements, is suggested to detail activities a lot, because this means more standardization and better efficiency –If the project has some activities very technic and engineer, these activities are to be detailed very well to be used in other projects as standardized elements (for example: a electric plant) –If we want to delegate to executive roles, we have not to detail a lot activities to avoid it may be felt as a prescriptive tool and decrease motivation –If to each task of the WBS we associate the resource who is responsible for that activity, we describe the OBS ( Organizational Breakdown Structure ) Project WBS

24. CLAMDA-IM – Project Management For each task of the WBS, we can add time and cost related. We allways start from the lower level (most detailed); the upper level values are the sum of low ones (remember that in this phase the project ending time is not reliable because we have not considered the constraints between activities) PROJECT TARGET Sub target Activity Task 310412 7 22 4 6 11 28 Project WBS

25. CLAMDA-IM – Project Management For example: refurbishing a flat Flat refurbish Walls activitiesElectric planTermic plant DemolitionBuild West wall demolition East wall demolition Kitchen wall build Paint Project WBS

26. CLAMDA-IM – Project Management Project Management 2.The project setting (or Project Startup) a.The Project life cycle b.The Project Plan c.The Project WBS d.The Responsability Matrix

27. CLAMDA-IM – Project Management Responsability Matrix The Responsability Matrix defines the human resources allocation to activities and tasks, resources are responsible to execute activities assigned. In a lot of cases, is very useful the kind of responsability requested: –Coordinator © –Do with (D) –Knowledge (I) –Consultant (Co) –Direct operative (O) We need to assign resources to activity by skills

28. CLAMDA-IM – Project Management The matrix says to all involved in the project the information about what they have to do and with what responsability level The matrix gives information about how our behaviour and span of relationship in every task we are involved The matrix is a good motivator for people involved Responsability Matrix

29. CLAMDA-IM – Project Management Example Responsability Matrix