Académique Documents
Professionnel Documents
Culture Documents
Execution of projects
Peeter Normak
15.10.2015
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Plan
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Discussion on home assignment
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PMCD Framework – Personal competencies (186, 102)
Communicating (30, 14) Cognitive Ability (32, 17)
6.1 Actively listens, understands and responds to 9.1 Takes a holistic view of project (6,4)
stakeholders (11,4) 9.2 Effectively resolves issues and solves problems (9,2)
6.2. Maintains lines of communication (3,4) 9.3 Uses appropriate project management tools and
6.3 Ensures quality of information (12,3) techniques (5,8)
6.4 Tailors communication to audience(4,3) 9.4 Seeks opportunities to improve project outcome
Leading (30, 25) (12,3)
7.1 Creates a team environment that promotes high Effectiveness (17, 14)
performance (6,10) 10.1 Resolves project problems (9,2)
7.2 Builds and maintains effective relationships (8,6) 10.2 Maintains project stakeholder involvement,
7.3 Motivates and mentors project team members motivation and support (6,7)
(8,7) 10.3 Changes at the required pace to meet project
7.4 Takes accountability for delivering the project needs (3,5)
(8,2) 10.4 Uses assertiveness when necessary (6,3)
7.5 Uses influencing skills when required (9,4) Professionalism (43, 10)
Managing (19, 15) 11.1 Demonstrates commitment to the project (14,0)
11.2 Operates with integrity (9,2)
8.1 Builds and maintains the project team(5,6) 11.3 Handles personal and team adversity in a suitable
8.2 Plans and manages for project success in manner (6,1)
organized manner (6,7) 11.4 Manages a diverse workforce (3,5)
8.3 Resolves conflict involving project team or 11.5 Resolves individual and organizational issues with
objectivity (11,2)
stakeholders (7,2)
4
Presentation of project plans
1. My legacy
2. Development and evaluation of a tool that enables to read faster
(Rapid Serial Visual Presentation).
3. OESELIAN (use padlet.com)
4. Usability study of piletilevi.ee and redesign proposal.
5. Harmonizing Inter-Cultural Diversity
6. User Experience Prototype Requirements
7. E-integration: a Website …
5
The aim of the project execution phase
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Starting a project execution
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Starting a project execution – the inputs
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Starting a project execution – recommendations
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Discussion 1
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Deciding on a project management methodology
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Project management methodology – the concepts
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The problem
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More general principles
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Agile project management methodologies
The need: classical (linear) approaches to project planning and execution
are rigid and in many cases not flexible enough.
The main principles:
1. Multiple iterations of planning and execution (based on the Release Plan).
2. Heavy involvement of stakeholders.
3. Empowerment of the project team; SSS-principle (speed, smart,
simplicity).
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General scheme of agile development methodology
Source: http://www.inadev.com/developmentproc
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Agile project management methodologies
Some practices:
1. Easy implementation of changes.
2. Intense communication and knowledge/experience sharing
between the team members (TEAM – Together Everyone
Achieves More).
3. Reasonable delegation of decision making and responsibilities.
4. Optimization of the activities (increasing job performance).
5. Supporting creativity and innovations.
6. Gradual implementation of the projects’ outcome.
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V-model – the general principles
Coding
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V-model – specific principles
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PRINCE2 – processes
PRINCE2 (https://www.axelos.com/best-practice-solutions/prince2.aspx) is
process based: 7 basic processes and 7 components/themes.
Basic processes:
1. Starting up a project (the only pre-project process)
2. Initiating a project
3. Directing a project
4. Managing stage boundaries
5. Controlling a stage
6. Managing product delivery
7. Closing a project.
Every basic process has sub-processes/activities.
NB! Processes are designed according to the needs of a project.
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Source: http://www.prince2-ug.be/The-Process-Model
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PRINCE2 – elements of the processes
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Everyday management
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Everyday management – the basic principles
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Recommendations – everyday management
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Discussion 2
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Discussion 3
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Scope management
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Scope management
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Scope management – the main principle
NB! Better to have 50% in good quality rather than 100% in bad quality.
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Scope change management
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Information/communication management and
reporting
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Communication management – processes
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Communication management – aspects and
responsibilities
Aspects:
• Agreements between the stakeholders (example: confidentiality)
• Deciding on tools (mail, web, RSS, Dropbox, meetings etc)
• Forms (oral, written, graphic; structuring, generality)
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“Rules” of oral communication
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Discussion 4
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A problem – the extent of internal reporting
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Recommendations – reporting
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Quality control and resource management
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(Quality) control
NB! The need for controlling people varies – clarity about this is
important.
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Resource management
The aim: distribute available resources between the actors in the best
possible (legitimate) way.
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Staff development
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Professional development – aspects
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Resource management – problems
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Discussion 5
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Using the power (authority) in management
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Discussion 6
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Using the power
The goal: achieve possibly high total capability and direct this for
achieving the project objective.
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Using the power – expectation of the team members
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Aspects/types of power
Positional power ( ):
• Legitimate power
• Supportive power
• Restrictive power ( ). Prevention instead of punishment.
Personal power ( ):
• By example
• As expert.
More: informational, charismatic, of tradition etc.
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Positional power
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Personal power
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Project manager – realization of power
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The relativity of power
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Discussion 6
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Promoting motivation and devotion
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Supporting devotion
Some tools:
• Motivation/encouragement
• Creating pleasant work environment
• Involvement in decision making
• Take into account interests, competencies, priorities of staff members
• Mapping a work-day.
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Increasing motivation
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Discussion 7
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Supporting creativity and teamwork
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Supporting creativity
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Creativity – supporting and inhibiting factors
Supporting factors:
• Existence/creating supporting structures/tools/indicators (for experimenting)
• Enough time for thinking and acquiring knowledge and developing skills
• Possibility to focus
• Creating enthusiasm
• Discussions
Inhibiting factors:
• Stress
• Strongly fixed subordination and procedures
• Fear to fail and make mistakes
• Using “killer” expressions
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Teamwork
Supporting factors:
• Good interpersonal relations
• A good first impression
• Positive prejudice
• Existence of a strong competitor (or a common “enemy”)
• Suitable distribution of roles, work assignments etc
• Common identity, goals, interests etc.
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Discussion 8
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Discussion 9
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Handling different opinions and conflicts
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Handling differences and conflicts
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Causes of conflicts
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Handling differences and conflicts
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Handling differences and conflicts – negotiations
Techniques of negotiations:
• Be straightforward; find the cause of the problem
• Mark your behavior making introductions to your statements
• Avoid superfluous arguments
• Be aware of limitations of logic; interests prevail over the logic
• Avoid irritation and accusation
• Offer alternative solutions.
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Home assignment No 3-1
Individually:
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Home assignment No 3-2
Individually:
4.Choose one perspective of PRINCE2 Maturity Model P2MM
(Management Control, Benefits Management, Financial Management,
Stakeholder Engagement, Risk Management, Organizational
Governance, Resource Management;
https://www.axelos.com/Corporate/media/Files/P3M3%20Model/PRINC
E2_Maturity_Model_P2MM.pdf) and assess for each level what you will
consider as the most important specific and generic attribute of this
perspective.
5.List advantages and disadvantages of matrix project management
(every person reports to more than one manager).
6.Bring an example of an unsuccessful project that could have been
rescued with some training or consultation.
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Home assignment No 3-3
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Next lecture:
Thursday, October 29
Topics:
- Project management software
- Execution of projects (cont.)
- Closing a project
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Systematic training versus intense course
Systematic training Intense course
(Investment model) (Reaction model))
PhD
Master
Bachelor
75
Quality control – some methods of measuring
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Decreasing motivation
Mike Myatt, 10 Reasons Your Top Talent Will Leave You.
You failed to:
1. Unleash Their Passions
2. Challenge Their Intellect
3. Engage Their Creativity
4. Develop Their Skills
5. Give Them A Voice
6. Care
7. Lead
8. Recognize Their Contributions
9. Increase Their Responsibility
10. Keep Your Commitments
77
Factors inhibiting teamwork
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Quality system of ICT vocational education – inform. needs
5. Deliverables and activities are described, but not the role of each
individual partner.
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Quality system of ICT vocational education - weaknesses
5. Only small part of the project is relevant to the university (does not
support achievement of strategic goals of the university).
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Needs Analysis of the IMKE application
Strengths:
• Ambitious project – unique profile and an advantageous position in
the field in the Northern Europe.
• Bases on the strong expertise of the institute on e-learning
technologies and collaborative learning environments.
• Priority area – has already got support from different institutions.
Weaknesses:
• Normally improvement projects of study programmes are planned
and conducted after completion of the first run of the project.
• The target – 15 to 20 students each year – is too low (investment
does not pay off).
• Needs analysis is written in very general terms.
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