Day’s programme:
Welcome to
Working in Projects
KTH 2012-03-05
Rune Olsson, PIE, IEI, LiU
• What is a Project?
• Industrial Projects-Use same methode in
your project!
• Start a Project Group: Kick-off
• Start a project goal-oriented: planning
• Communication in projects
• Kick-out: Project Experience Review
http://www.iei.liu.se/pie/olsson-rune/material/
projectcourses?l=sv
Internationell networks
• PMI: based in USA: www.pmi.org
Project Management Institute
• IPMA: based in Europé: www.ipma.ch
International Project Management
Association
To IPMA belongs:
Svenskt Projekt Forum: projektforum.se
What is a Project?
Status thing: ”Everything” is called a project
Within IPMA and PMI:
• Larger work that demands cooperation
• Temporary organization
• Limited time: start - end.
• Often goal-oriented
• Often with given resources and frames.
Why a project?
Resources
GOAL
IN
TIME
Special organization
Need for an organization to handle:
• Fast change
• New goals
• Be able to measure progress stepwise
• Varying work load and distribution and
responsibilities
OUT
Final
user
Cost
Criteria for success
Idea comes from the Line and is given a special organization
Kick-off: The project group learn each other and the assignement.
Kick-on: you check that everything functions OK
Kick-over: you deliver some result to the line
Kick-out: you end the project
You often hear: We shall do this in short time, to low cost and to high quality!
It is impossible to get all three at the same time.
Cost
Implementing
Proj 2
Kick-out
Kick-over
Idea
Work in the
line
The goal triangle of the Project
1
Kick-on
Kick-off
Time
2
3
Quality
The Landary: We wash Quick – Cheap – Good. You choose two!
Proj 1
Proj 3
1 Quick och Cheap  not so good
2 Cheap och Good  takes longer time
3 Quick och Good  cost more
The Projects goal should be
SMART
S pecific
M easurable
A ccepted
R ealistic
T ime frame
Murphy’s law 1
If anything might go wrong,
Murphy’s laws
it will do that!
Some thoughts about working in
projects and about life
Rune Olsson PIE. IEI. LiU 2010
Murphy’s law 2
Murphy’s law 3 on project
management
If anything might go wrong,
When things look good or
it will do that!
works well then
….. at the worst possible
moment.
you have overlooked something.
Murphy’s law 4 on project
management
A carelessly planned project
takes three times longer time
But a carefully planned project
takes only twice as long time.
Important question in the
beginning of
the planning of a project
Why will this project fail?
• Large list leads to:
Risk management
 Be aware of opportunities
Murphy’s son’s law
My father has
always
been an optimist
Styles of problem solving
Styles of Solving Problems
A basis for understanding
Group Dynamics
Rune Olsson PIE IEI LiU
Take a paper. Draw this table on it.
Column 1
1
2
3
4
Column 2
Column 3 Column 4
• NB
NOT a test!
• Exercise!
We will get words och concepts in order to
get an understanding of the basis for
discussions in a working team
to discuss group dynamics
1 Look at the four concept at each row.
2 Which of them describes best the way you
do when you start solving a problem.
3 Put the number 4 on that space.
4 Which of them describes best the way you
DONNOT do when you start solving a problem.
5 Put the number 1 on that space
6 Then put the numbers 3 and 2 on the other spaces
according to the likeness of your way of working.
5
Col 1
Col 2
Col 3
Col 4
6
1
Reflection
Tentative
Engaged
Practical
7
8
Ex
1
2
4
3
9
On all rows should the numbers 1 2 3 and 4 appear.
Encircle the numbers in these spaces
Sum up the encircled six numbers.
Column 1
Column 2
Column 3 Column 4
1
Reflection
Tentative
Engaged
Practical
1
2
Receptive
Objective
Analysing
Impartial
2
3
Doing
Observing
Thinking
Copying
3
4
Accepting
Risk-taking Valuation
Conscious
4
5
Intuitive
Productive Logical
Questioning
5
6
Abstract
Observing
Active
6
7
8
Presence
Thinking
Future
Experience Observation Theory
Experience
Testing
7
8
9
Feeling
Responsible
9
Reserved
Concrete
Sensible
Hand-out
Column 1 Column 2
xxxxxxxx
O
O
xxxxxxxx
O
O
O
xxxxxxxx
O
xxxxxxxx
xxxxxxxx
O
O
O
O
O
xxxxxxxx
O
SUM 1
SUM 2
25
Accommodating 20
15
10
5
Col 4
Column 3 Column 4
xxxxxxx
O
O
xxxxxxxx
O
O
O
xxxxxxxx
O
xxxxxxxx
xxxxxxx
O
xxxxxxx
O
O
O
O
O
SUM 3
SUM 4
= central
point
X Col 1
X
25 20 15 10 5
5
10
X
15
20
25
Col 2
X
5 10 15 20 25
Col 3
Concrete Experience
Feeling
Hand-out
Col 1
Perception Continuum
How we think about things
Col 3
Abstract
Conceptualisation
Thinking
Concrete Experience
Feeling
Reflective
Observation
Watching
Processing Continuum
How we do things
Col 4
Col 2
Active
Experimentation
Doing
Processing
How we
Perception Continuum
How we think about things
Active
Experimentation
Doing
Continuum
do things
Abstract
Conceptualisation
Thinking
Reflective
Observation
Watching
Concrete Experience
Feeling
Accommodating
Accommodating
Diverging
Active
Experimentation
Doing
Processing
How we
Converging
Perception Continuum
How we think about things
(feel and do)
CE/AE
(feel and watch)
CE/RO
Reflective
Observation
Watching
Continuum
do things
Converging
Assimilating
(think and do)
AC/AE
(think and watch)
AC/RO
Abstract
Conceptualisation
Thinking
25
20
15
10
5
25 20 15 10 5
5
10
15
20
25
+ Get things done
+ Energetic starter
+ Risk taker
+ Focus on Result
- Too small changes
- Meningless activities
- Work not compleeted in time
- Unrealistic plans
Accommodaters can need to develop:
Stick to goals
Look for new possibilities
Influence others and lead others
Work with people
Meet them with:
Argument about value and importance
Want to test for them selves.
Persons around me with this style:
25
20
15
10
+
+
+
+
Problem solving
Making decisions
One thing at the time
Planing
-
May solv the wrong problem
Too quick to decide
Lack of focus
No control over ideas
Scattered thoughts
Diverging
25
20
15
10
5
Persons around me with this style:
5
10
15
20
25
5
Assimilating
5
+ Create modells
+ Compare alternatives
+ Find demands
+ Define the problem
- Build castles in the air
- No practical implementations
- Do not learn from misstakes
- No systematic start
Assimilators can need to develop:
Organising the information
Test theories and ideas
Conduct an experiment
Meet them with:
Argument with facts
Measurable
10
15
20
25
Convergers can need to develop:
Create new ways to think and do
Experiment with new ideas
Establish goals
M t th
ith
Diverging
5 10 15 20 25
Hand-out
+ Full of ideas
+ Fantacy
+ Feel the problem
+ Examines
- Hard to make decisions
- Intolerant against data and details
- Hard to develop problems
Divergers can need to develop:
Be affected by peoples feelings
Understand values
Gather information
Imagine consquences from a uncertain situation
Meet them with:
Want to work in peace
Needs support from doers
The time for the meeting is important
25
20
15
10
5
25 20 15 10 5
5
10
15
20
25
5 10 15 20 25
Assimilating
25
20
15
10
5
25 20 15 10 5
Converging
Strengths of each
problem solving style
25
20
15
10
5
5 10 15 20 25
5
10
15
20
25
Concrete
experience
Accommodating
Active
experimentaion
Diverging
Act: follow the plans
Results!!!
Risk taking
Trail and error
Prestudy
Find possibilities
Recognising problems
Imaginative
Brainstorming
Reflective
observation
Deductive reasoning
Decision making
One thing at a time
Converging
5 10 15 20 25
Steps in working in a project
Find possibilities
Recognising problems
Imaginative
Brainstorming
Results!!!
Risk taking
Trail and error
Maybe a
diplomate:
If good
emotional
intelligense,
this person
25 20 15 10 5
can adopt to
5
the needed
10
behaviour in
the present group
15
20
25
Abstract
conceptualization
Creating models
Defining problems
Developing theories
Assimilating
Deductive reasoning
Decision making
Organizing
Planning
Formulate the Goal!
Defining risks
Developing work model
Define the goal
Where everybody are thinking in the same
style,
there is not much real thinking.
When in work group you should try to find
both kind of thinkers:
co-thinkers give
opposite-thinkers
give
routine
confidence
challenge
sharper arguments
Good luck
• Take care of each other in the groups!
• Do the checklist:
To Start a Project Group the Right Way
(on the home page)
• Write a contract: Working Agreements for
your group
1 Who are we?
To start a project group the
right way
R
e
v
i
s
i
o
n
• Introduce yourselves.
• Tell each other about the expectation,
needs and wishes facing the future cooperation.
• Open-ended sentences: eg.
1 "The first time I meet a new team I feel ..."
3 "Normally I am a person who …"
13 "I prefer working with people who …"
4 How are we going
to cooperate
5 What can we manage
to do?
7 What is the
goal?
How do we get
there?
CHECKlistToStartAProjectGroupRight.pdf
1 Who are we?
3 What is happening
around us?
6 What are our
resources and
support ?
Find the pdf on the homepage.
http://www.iei.liu.se/pie/olssonrune/material/projectcourses/1.247413/
Rune Olsson, PIE, IEI, LiU
2 What do we
want?
What and how shall
we follow-up?
Plans
Execute!
2 What do we want to achieve?
• What is the vision?
• The goal in general terms?
• Write down!
3 What other things are happening
around us?
• “What am I going to do at the same time,
apart for the project work?”
(hobbies, part time job, other project…)
Mini risk analysis
Risk
Conse How
quence to decrease
the
risk to
occur?
How
to take
care of
the
consequence
when
it has
happen
ed?
Probability
for the
risk to
happen
P: 1-5
Measu
re of
the
consequence
C: 1-5
Minirisk
P*C
1-25
Has this
risk been
regarded
in the
workingagreement
and time
plan?
• “What other events might influence?”
(planned vacation, sister getting married,
hockey etc.)
Write down!
4 How shall we work together?
• Agree to rules in general : Times for
meetings. Book all meetings now! How to
report results. What to do with the absent
person?
• Clarify group norms eg:
“He, who says nothing, agrees.”
Write down!
Criticism
• Everybody should tell how they what want to be
made aware about misunderstandings or
upcoming conflicts.
“If you think I have broken any deal or done
something bad, I want you to tell me in this
manner
.………………………………………………………
……………………………………………………….
………………
and I promise to listen without defending
myself right away.”
Example on Planned Renegotiation in a group of 5 persons.
A:
Face to face in a nice
manner
C:
Privately, calm and
collected
E:
Just say it! Anytime.
Don’t wait!
B:
Just say it!
Not necessarily eye to
eye.
D:
Calm
From one person
6 Which are our other
resources?
• Try to map from where/whom you can get
help “externally”, and with what.
• What is included in the budget?
• How much time does everybody have at
disposal for this work?
• Who are the stake holders?
• Write down!
5 What do we manage?
Our own competences
• “What are our resources, knowledge and
experiences in the field?”
• “How can we all contribute?
• “In which ways?”
• “What competence do we lack and thus
need to develop?”
• Write down!
8 Working-agreement
• Summarize what you have ”Written down”
under each point above.
• This document is called your “Workingagreement” or “Group-contract”.
• Use it as your guide through out the
project.
• Revise it when necessary.
Follow up and revision
•
•
•
•
•
After some time the work is followed up.
Some revision might be necessary:
new goals?
New mile stones?
etc
Intuitive Problem
Solving
1 Encounters a
problem
Investigate
2 Wondering
Thinking
Sleep on it
3 IDEA!
Insight AHA!!!
4 Check if it works
Order of the meetings
1 Discussion:
Make clear.
Investigate
Pile up Alternatives
2 Time for reflection
Intuitive brain waves
3 Analysis of the ideas
4 Meeting for decision
Creative methods for decision
making
• Intuitive problem solving
• Comparision in pairs
• Matrix for decision
Comparisons in pairs (Pour mans hierarchy)
A way to rank demands and requirements
Example: Buying a Vacuum cleaner
..
Demand
1
Vac
uum
Vacuum
2
3
4
Pric Reac Desi
gn
e
h
1
1
0
1
Price
0
Reach
0
1
Design
0
0
0
Noise
0
1
1
1
Accessori
es
0
1
1
1
5
6
Number Ra Possi
Nois Acce of won nki
ble
ssori comp.
ng weigh
e
t
es
factor
1
1
5
1
1
0
0
1
5
1
0
0
2
4
0
0
0
6
0
3
3
4
2
1
Demands
IDEAS
Swi
m
Su
n
Analysis
C
Sho Na o
ppin tur s Use
g
e t
d
Mountains
-
+
-
+
0
Gotland
Island
+
+
+
+
+
Mallorca
+
Good luck
Example: VACATION WITH THE
FAMILY
Matrix for Decision
+
+
0
-
Ke
ep
Improv
ement
Delet
s
e
Dad
Delet goes
e
with
friend
OK
Kee
p
Save
money
for next
year
• Have a good learning of group processes
• Be succesfull in your projects!
• Increase your Emotional Intelligence.
Exemple: Buy a vacuum cleaner
Poor man’s hierarchi
Comparions of pairs
A strategy to find important
demands
Steps:
1 Pick the demands
2 Write in a matrix: Left and top.
3 Take two demands and chooce the most
important. Write 1 on the row.
4 Sum up the points in a row.
3 Two demands: which is more
important?.
1 Find the demands
2 Write in a matrix
Dem
and
Vacu
um
Price
Reach
Design
Noice
Acces
sories
Dem
and
Vacuu
m
Vacuu
m
Price
Price
Reach
Reach
Design
Design
Noice
Noice
Acces
sories
Acces
sories
Vacu
um
Price
1
Reach
Design
Noice
Acces
sories
3 Continue with each pairs: which
is more important?
Dem
and
Vacu
um
Vacuu
m
Price
1
Reach
1
Design
1
Noice
Acces
sories
1
1
4 Sum up the points in a row
Dem
and
Vacu
um
Vacuu
m
Price
Price
Reach
Reach
Design
Design
Noice
Noice
Acces
sories
Acces
sories
1
Continue with all combinations of
pairs.
Dem
and
Vacu
um
Vacuu
m
Price
Reach
Design
Noice
Acces
sories
Price
1
0
Reach
Design
Noice
Acces
sories
Won
1
1
1
1
5
0
1
0
0
1
1
0
0
2
0
0
0
0
3
0
1
0
0
0
0
1
1
1
0
1
1
1
1
4
Price
Reach
1
Design
1
Noice
Acces
sories
Vacuu
m
1
1
5
Note the ranking
Dem
and
Vacu
um
Vacuu
m
Price
Reach
Design
Noice
Acces
sories
Price
1
0
Reach
Design
Noice
Acces
sories
Won
Ranki
ng
1
1
1
1
5
1
0
1
0
0
1
5
1
0
0
2
4
0
0
0
6
0
3
3
4
2
0
1
0
0
0
0
1
1
1
0
1
1
1
1
Add a weight-factor if necesary.
Dem
and
Vacu
um
Vacuu
m
Price
Reach
Design
Noice
Acces
sories
Price
1
0
Reach
Design
Noice
Acces
sories
Won
Ranki
ng
1
1
1
1
5
1
0
1
0
0
1
5
1
0
0
2
4
0
0
0
6
0
3
3
4
2
0
1
0
0
0
0
1
1
1
0
1
1
1
1
weigh
t
If there is 5 persons in a group and everybody
makes a choice, this could be the outcome
Dem
and
Vacu
um
Vacuu
m
Price
Reach
Design
Noice
Acces
sories
Price
4
1
Reach
Design
Noice
Acces
sories
Won
Ranki
ng
3
3
4
5
19
1
2
4
4
3
14
2
3
3
2
13
3
1
2
8
6
2
10
5
11
4
2
3
2
1
2
1
1
2
4
0
2
3
3
3
weigh
t
Use in groups
• Same structure:find demands etc
• At the comparision in pairs each member
of the group can decide on their own.
Consencus is not needed.
• Sum all points in a row.
• Ranking based on the sum.
Result
• Easy to implement
• Creates a feeling of good structure:
security
• Often the members accept the ranking
immediately
• Easier to deal with conflict of interest
• The number och gravity of conflicts
decrease
Important question!
To start a project goal‐oriented
step by step Klicka här för att ändra format på underrubrik i bakgrunden
Project plans must give means to manage.
•
With good plans it is easy to evaluate your position in the work.
•
With no plans or bad structured plans you have smal means to know you have done a good work after a day’s work. Your negative stress level increases.
How do you know that you have done good work at the end of the work‐day?
SPP – Scania Project Planning
Time schedule
w.26
w.27
w.28
w.29
w.30
w.31
w.32
w.33
w.34
w.35
The steps
•
WHAT
–
•
–
1 Get the overall goal
2 Part the goal in two: Direction and Effect
When ready? Milestones?
Resources
WHO
–
–
•
Goal; WBS; Logic sequence
TIME
–
•
WHAT
Competences?
Stakeholders?
HOW
–
–
Risk
Communication plan; documentation;
WHAT next
4 Sort in logic sequence. Make clear dependencies.
5 What can be done parallell in time?
•
•
Put the post‐it notes on a A3‐
sheet.
Move the post‐
it‐notes
What is your aim!
What should be achieved.
Write the activities 3 Break down the Effect on post‐it.
goal into activities to reach it: get a WBS
Work Breakdown Structure
TIME
6 When will the work be ready?
7 Clearfy competences. Describe the resources. Make a time‐resource‐
schedule for all participants.
8 Estimate the number of working time within each activity. • Draw a time line
• Note on a schedule when there is time avalable
More TIME
9 Estimate the start time for each activity.
•
Put the post‐it along a time axis.
10 When are the activities ready? Establish dates for the milestones.
•
Write down what shall be ready on each milstone.
WHO is interested outside the group
13 Who are the stakeholders? In what are they interested?
How shall they be dealt with?
When shall they be informed?
•
Write down stakeholder analysis.
WHO is doing what in the group
11 Who is doing what?
Allocate responsibilities and assignements.
•
Write a responsibility chart.
12 Are there competence for everything? Any neeed for learning?
Important question in the beginning of the planning of a project:
Why will this project fail?
Large list leads to:
Risk management
Be aware of opportunities Risks and opportunities
15 What can go wrong? Make risk assessment. How prevent and smooth out?
How about possible good things?
•
•
Modify the plans in order to prevent risks
Sumarize the work above under the following headlines.
•
2 Goal
•
•
3 Demarcations
16 Describe how you will cooperate within the group.
Why is the project carried out? What is the goal: Direction, Effect and Accomplished. WBS
Which another similar problems will you not touch?
•
Summarize in a group contract.
17 Describe how you will handle documents and papers.
How can we be open to opportunities?
Goal doc or Planning doc.
1 Background
HOW
4
Timeplan
•
•
5 Resource plans
6 Stakeholder analysis
..achieved at the milstones. The dependence between the milstones must be clear.
plan showing the time resource for each project member and the special equipment.
inner core, supervisor etc. Who have some interest? What are they interested in? When is the best time to inform a special stakeholder?
Stakeholder analysis
Stake‐
holder Name Interes‐ In which Should Contact phase of be ted in
how?
the informed By who?
What
project? before
7 Allocation of responsibility
8 Risk analysis
9 Criterion for success
Revise the doc every week.
•
•
•
Draw a responsibility chart showing where you can see who is responsible for what and to which extent
Make a risk analysis preferably from a check list and a brain storm in the project group. Discuss in the group how you will notice the progress and make sure that you are on the right track: milestone is properly reached. Try to find a measurable thing for every week.
Search your stakeholders
Stakeholder analysis is ...
To prevent conflicts and secure
resources
Your own special
stakeholders
Who wants you to succeed?
In the
receiving
organization
In your own
organization
In the supplier
organization
• Orderer
• Members of project
group
• Members of steering
group
• The management
• Customers
• Final user
• Suppliers
Stake- Expholder acta-
Who supports you?
Whose success is you gaining
from?
Who gains from the project?
Who lose from the project?
Who can you manage without?
Who are you depending on?
project
•
•
•
•
•
Imp- Imp- Con- Type
act act
cern of
tion of Low
Who wants you to fail?
•
Financier
Members of parallell
projects
Political parties
Public opinion
Other employed at
the company
Trade-union
And more
oppor Low
Med- tunitie Medium s
ium
High
High
Concern:
pos/ne
g
Contact
when
Contact
how
Shortest analys:
WHO of
is
WHAT
interes
ted
WHEN
In
which
project
phase
WHEN Cont- Respo
nsible
Cont- act
HOW in the
act
project
before
group
IMPORTANT!
• Make notes for the contacts with
stakeholders
 in the plan for communication
and
 in the milstone-plan.