Project Proposals & Orders

• Project proposals/orders involve agreeing with a potential project client in two steps: a project proposal outlining the project (usually informal and oral) and a project order marking the formal start of the project (binding).

Project Application/Project Order

• The project order serves the formal and binding commissioning of the project team by the client, provides a target agreement, and identifies the client and project manager. It also ensures traceability.
• A project order includes a brief description detailing the project (time, material, and social project demarcation like planning resources). Implementation details are excluded.
• Examples can be derived from Schulbuch Manz S. 69-71, or PHB: project order (Hausbau 1.1, Vorlage 2).

First Project Marketing

• Goal of process-related marketing activities: To promote identification of the project team with the project. In addition, to appeal to the project and school environment for the project or its results (see context analysis).
• Examples include developing a motivating project name/logo, kickoffs, project handbooks, informing relevant people about the project's progress via newsletters, status reports, presentations, events, and homepages, and involving clients.
• Effective marketing activities extend over the duration of the project, are a task for all involved, and take place internally and externally.

AA04: Project Order

• Create the project order which includes Project title, start and end dates, start and end events (e.g. project order to acceptance)
• Define the Goal(s), Non-Goals (SMART, verifiable!)
• Offer a Project description: Essential Tasks, Milestones and a project end result
• Include Project resources, i.e. costs for personnel in the Project order
• Appoint a project client(s) and define the Project organization (PL, PM)
• Implement project marketing measures (definition of the logo, if needed) based on or planning of these
• Result: documented in the template for the project handbook

Project Start

• Project participants should have the same level of knowledge and awareness and be motivated.
• Kickoffs, project startup seminars and startup workshops are useful forms of project launch.

Design of a Project Organization

• Consideration elements include: Organizational structure (project roles, team roles, and individual roles).
• Review of relationships between project roles (organizational chart), process organization with project management process, and use of methods and tools. Content processes are not handled here.

Types of Project Organization

• They can be classified into pure project, project-oriented, influence project, and matrix project organizations, and project oriented part organizations.

Pure Project Organization (Task Force)

• This involves extracting participants and assigning them to an in-house project for the duration of it.
• Use is for extensive projects w/ long duration, high strategic implication and tech complexity, and urgent projects.
• Examples include a campaign of a politician, landing on the moon or setting up a new computer system.

Influence Project Organization (Staff Project Organization)

• Low organizational change occurs with the project leader being the coordinator as staff instead of formal authority.
• Applicable for projects with good structure and known procedure and/ low risk/innovation to reduce communication load.
• Examples include organizing a field trip, publishing a half-year magazine or introducing an operational work flow.

Intensification: Staff-Project Organization

• The manager of project members remains the line manager, who decides how much time the member can devote to tasks.
• The project manager tracks the project without authority and leads in project related resources and deadlines, suggesting measures that instance can overrule (managers).
• Project employees are not extracted, but receive additional tasks on top of current responsibilities that are project related.

Intensification: Staff-Project Organization: Benefits

• Ongoing work in departments is largely unaffected.
• Only minor additions to the existing organization structure are required.
• Project members are only used when the actual scope is in demand.
• Project members can work on multiple projects simultaneously.

Matrix Organization

• An employee can have to managers: Functional manager (vertical) and project manager (horizontal).
• The project leader is project oriented regarding the means, goals, and deadlines. The functional manager assigns the employee, with which means and goal.

Project-Organized Partial Organization

• A project is run with employees from the department itself with the department head doubling as the project manager.

Project-Oriented Enterprise

• All main business is handled project-wise and the company can be seen as a service provider or an administration for projects.

Suitable Project Organization Form

• The fullness of the alignment on a specific goal changes from no orientation at all (functional) to full alignment (project orientated)
• The most suitable project organization depends on alignment to organizational and project-oriented structure.

Organizational Forms in the Project

• The secondary project organization implementation depends on primary organization in terms of project influence.
• The PM has an advisory role with little authority in stab project organization. In matrix organization, the authority is split.
• The project manager has all competences in pure project organization forms.

Design of Project Organization

• The project is staffed by a project team with dedicated roles and goes through team building phases

Factors Impacting Project Team Work

• Positives: Identification of members with goals, ability to cooperate, expert knowledge and communication with client.
• Negatives: Competitiveness and envy inside the group, undermining of the project lead or unclear task assignment.
• Aim to create a project identity for clear communication and conflict avoidance for the most effective teambuilding

Roles in the Project

• Role = Set of expectations, tasks, competencs, and responsibilities given to the role bearer.
• Goals = Clear and supporting interaction in teams, assistance in the social demarcation of the group.

Roles in Individual Projects

• Project roles include, the client (PAG), the project taker (PAN) the project lead (PL) and team member (PTM). Task are allocated by PM but are a joined effort by management and project team who are responsible.
• Project coworker are only tasked in parts of projects. Project coaches help in the PM process.

Individual Role: Project Lead

• Tasks include: Formulating project goals, verifying goal achievements and receiving client approvals.
• They also planning and implementing the project, setting standards and providing information and communictation.
• The leader should be able to manage groups, make desicions and run project retrospectives. Has special expertise in social and management aspect.

Roles in the Project: Group Roles

• The roles and responsibilities, especially of the leads of the involved parties.
• An exemplary distribution of roles can be drawn in project organization chart.
• Task areas relate to groups: project clients (e.g. steering committee), Core and Sub teams.

Phases of Team Building (Tuckman)

• Life cycle of projects teams goes through forming, storming, norming and performing.
• In adjorning/mourning the team disbands.

Phases of the Team Building

• Bruce Wayne Tuckmann said that the team development has forming, storming, norming, performing and mourning phases.
• Forming: Tasks, bounds and goals are learned. Storming: Conflicts and disagreement appear.
• Norming: Acceptance of group roles and cooperation start forming. Performing: Functional team and energized solution.
• Adjourning (Mourning): Disbanding of the Teams.

Communication management

• For successful commuication it is useful to know what, when, why and which information.
• What: project content, project state, When: timely, delivered upon expectation, How: written vs. spoken, synch vs, asychn
• Which: delivered via documents, mails or personal presentation, What will be communicated and to whom.

Communication Plan: Types of Project Meetings

• Purpose of communication differs between establishing goal, making decisions or solve unexpected problems.
• Meetings types are periodic progress reports, decision based upon milestones or event based upon problems.

Communication:

• There is the need to internal and external communication structure.
• All team members need the tools and a culture for that communication. The lead is responsible.

Documentation as part of the evaluation grounds.

• Project documents needs to contain the documentation on processes as well as results in the end.

International Teams

• Language and a high vs. low context (relationship oriented vs. content focused), cultures are important team factors

Global Teams (virtual Teams)

• Have certain Communication-tools available, language textbased/Synchronous/ Asynchronous and databas

AA05: Design of the Project Organization

• Assign all team position, discuss rules for conduct (project culture) and set up a structure for communication.

Project Planning Steps

• Steps are goal setting (detailing into task list), analysis to find structure and realization to find who will what and when.

AA06: Analyze Project Handout

• Search where to find the individual points with the project documentation provided.

Structure Planning

• There are three standard structure descriptions which are the project structure to function and object to build it.

Object Structure Plan

• Built upon Product Structure Plan, which tasks need to happen to realize product regardless if it's the actual product.
• Has extra tasks which needs to be done like instructions and training.

Product Structure Plan

• Built upon Object Structure Plan. Here the question is what the parts, components or systems that build a goal / project.
• The parts, components or systems are building blocks of the actual system and its functionality.

Project Structure Plan

• An Overview for all SubTasks in the project has the function to list and monitor parts in task list.
• The goal and core value is to get a deadline and resource overview with coordination.

Tasks

• Tasks can be broken down top down, mixed or bottom up.
• Plans should be complete/fully build to avoid free floating elements. Task groups need number systems. The list is a good way.
• A work load that can't be split any more is an assignable element due to an individual.

Project Structure Plan

• Can contain several phases. Each phase needs a dedicated task and must contain between 2 to 8 per phase.
• Create the documentation as flowchart with individual Post-It notes.

Example: PSP (S. 118)

• Gaps should to have at least one dedicated action item, more complex tasks need 100 to be listed separately.

Structure the PSP: Representations and Documentation

• Project structures can be object-, work- or phase-oriented.
• Mixed structures and representation with differing perspectives can give extra insight.

Important

• Every Minute spent on the Project should get associated with dedicated tasks to have a billing situation.

Milestones

• Milestones highlight key achievements in the project and tend to lie on the finish line of project phases.
• Example:"Land Is Bought", Key results are between 5 and 8.

Task Packet

• A Standalone Group of tasks inside a project which are manageable by an employee, deliver a defined result and are within a scheduled time.

Tasks - Details

• It has become clear as clear as possible where Task contents, results, steps and evaluation factors are allocated inside a project.

Task - specification goals.

• It should describe task Contents,results,the clear delimitation of the projects and a deadline.

Relation - Milestone - PSP - Tasks - details

• The Planungsstiefe grows with a deep and fine-grained planning.

AA07: Service Plan:

AA07: Service Plan: PSP with Milestones

• Create a project structure plan. Remember to describe work packages in work names and milestones. Find a tool that helps you.

Matrix with Responsibilities

• Every Position / Person has certain tasks in the Project.
• Has function like Execution, Collaboration Coordination and Information (E - Information)

Terminplanung

• What should and should not be finished in a given Timeframe.

Balkendiagramm:

• Task Packages get displayed with dependencies in an Overview.

Terminplane

• What are supposed to be the milestones?

Network planning:

• A Procedure to analyze, show, plan, control and monitor steps. It includes time, costs, resources, ect..

AA08: Plannning of Tasks / Time and responsibility

• In a list / chart show which Tasks needs to be fullfilled and a timeline with relations and dependencies.
• The lead must also be named as well as all collab and people with needed resources from all parts.
• All this info should be maintained in a Software Tracking Tool for the project

Project Ressource Planning

• Determining and displaying the required project resources over time.
• Identification of project-related excess or under-utilization of project resources. Examples are HR, finance, materials.

Cost Planning

• It serves as a decision base on whether or not a project is to be executed
• Advice: The project needs calculation of all cost. Use average values.

Financial planning

• It is designed to make to have all necessary liquid funds at any time.
• A summary makes for a better closing. A official accounting must be created in any case.

AA09: Personnel and Cost Planning

• Plan how many hours does each team members works on which task package.
• Which overall costs applies to the team, devices or material for the project execution?

project executions.

• The core task is to fulfill the content of the work. From A management perspective is also risk to management. Implementation is also ongoing project marketing and also risk management.

Execution and Coordination

• To-Dos, meeting notes, time schedules etc.

Project Risks

• Project risks are events or developments negatively or positively affecting objectives.
• Manageability: Identify risks, asses and prioritize them (usually monetarily). Plan and execute preventative actions (to avert or reduce). Remarks: Costs of measures considered.

Reasons to fail on Projects / Pitfalls

• Unclear tasks, hidden agenda and bad communication are some known reasons that create problems to the project success.

Project Definition

• A task with special traits has limitations and is also expected to deliver a quality.

Managing chances and risks in Project

• Controlling for observation and steering and Management for unexpected situations.

AA10: Risk Management

• The lead should manage aspects such analysis/prioriting / plan action and controlling effectiveness of measurements during execution.

Project controlling

• Activities include analyze and determine the project's (actuals) vs planned state and report differences and consequences.

The Tasks of Controlling

• Project controlling cares about the the even process and plained processes

Task of time monitoring

• Recognizing plan deviations helps to see the trends to see to what to do.
• An important assumption for this is regular information by project lead. All these are aspects also considered inside tasks

Cost monitoring

• How are Finance resources used during the operation

Progress control

• How many per cent of a task is fulfilled

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