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Glasilo Združenja za projektni management PMI Slovenija, Ljubljana Chapter http://www.pmi-slo.org Leto 3 Števillka 8, 12. december 2012

Stran 1

Iz vsebine

Contents

Nagovor predsednice ....... 2 From the president .......... 2 Dogajanja v združenju ..... 3 Chapter events ............... 3 Strokovna srečanja ......... 7 Professional meetings ...... 7 Članki ............................ 10 Articles .......................... 10 Strokovni razvoj ............. 27 Professional development . 27 Na obisku pri… ................ 34 Visiting… ........................ 34 Novice ........................... 37 News ............................. 37

Maja Ferle, PMP, PMI-ACP

Uvodnik Maja Ferle, PMP, PMI-ACP urednica Tokratno številko našega glasila sem pripravila in uredila na daljavo, iz jugovzhodne Azije, točneje iz Phnom Penha, glavnega mesta Kambodže, kjer delam v nevladni organizaciji. Več o mojih izkušnjah pri projektnem vodenju v tovrstnih organizacijah preberite v nadaljevanju. Zelo sem vesela, da je pri pripravi pričujoče številke našega glasila sodelovalo več naših članov s strokovnimi prispevki, v katerih lahko izvemo marsikaj zanimivega o projektih, projektnih pristopih in projektnih izkušnjah. Kot vodje projektov smo mnogokrat preveč obremenjeni z obvladovanjem svojih projektov, tako da ne vidimo več levo in desno in da pozabimo na sprostitev in na svoj strokovni razvoj. Upam, da bo prebiranje prispevkov v glasilu ponudilo možnost, da malo razmislimo izven okvirjev svojih projektov in širše od svojega okolja in se vprašamo, kaj lahko spremenimo, da bomo delali bolj učinkovito, predvsem pa manj stresno. Kakor vedno, v glasilu objavljamo informacije o projektih in dogajanjih v našem združenju. Spet smo organizirali in sodelovali na različnih strokovnih dogodkih. O tem in še o drugih aktualnih temah prav tako preberite v nadaljevanju našega glasila. Vsem bralcem želim vesele praznike in mnogo projektnih uspehov v novem letu!

From the editor Maja Ferle, PMP, PMI-ACP editor I prepared and edited this issue of our newsletter from southeast Asia, more specifically from Phnom Penh, the capital of Cambodia, where I'm working for a non-governmental organization. You can read more about my experience with working in this type of organization in this newsletter. I’m very excited that many members of our Chapter participated in the making of this issue of our newsletter with their articles. We can read about their projects, project approaches and project experiences. As project managers we are often so focused on managing our projects that we forget to look left and right. We often neglect own relaxation and don’t find the time for our own professional development. I hope that after reading the articles in our newsletter we will be inspired to think outside of the box, unbiased by our environment and discover ways to make our project management more efficient and less stressful. As always, you will find up to date information about current activities and projects in our Chapter. We are constantly active in organizing and participating in professional meetings and events. You can read all about it and much more in this newsletter. I wish all readers happy holidays and many successful projects in the coming new year!


Stran 2

Nagovor predsednice From the

president

Alenka Slabe, PMP

Nagovor predsednice Alenka Slabe, PMP predsednica Združenja PMI Slovenija »Majhne svari včasih ne pomenijo veliko - ampak pomenijo vse.« In katere so te majhne stvari? Morda so v aktivnem delovanju v združenju PMI Slovenija? Letošnje jubilejno leto obstoja našega združenja je bilo v znamenju prenove. Dobili smo novo spletno stran, ki je doživela vsebinski in oblikovni preporod. Želimo si, da jo kreiramo z vami. Pošljite nam vaše predloge prispevkov in zanimivosti za objavo. Z veseljem vam sporočam, da uspehe žanjemo tudi s »Poganjki projektov«, pobudo širjenja dobrih praks projektnega vodenja med osnovnošolci. Do sedaj se je prijavilo za usposabljanje učiteljev deset šol. Pridružite se nam in preko svojih povezav in kontaktov širite znanje in zavedanje o pomembnosti projektnega vodenja. Naš cilj je podariti znanje mladim in ga razpršiti po celi Sloveniji. V povezovanju je moč, zato smo tudi letos organizirali strokovno srečanje s skupino Skram.si, kjer smo predstavili dobre prakse in izkušnje agilnih pristopov projektnega vodenja. Svoje poslanstvo širimo med vodilne akterje slovenskega gospodarstva. Tako smo med drugim pričeli sodelovati z Združenjem Manager, za katere člane bomo organizirali usposabljanje za projektno vodenje. Ker ste člani pomemben motor delovanja našega združenja, vas vabim, da se vključite v dejavnosti PMI Slovenija. Vaše prednosti sodelovanja so v razvoju vaših sposobnosti, pridobivanju novih znanj, licenc in mreženja. Z aktivnim delovanjem si boste pridobili tudi potrebne točke PDU za vzdrževanje certifikatov. Pokličite nas, da skupaj poiščemo način uresničitve vaših ambicij in želja. Veselimo se sodelovanja z vami! Naj zaključim z mislijo:

"Resnična zgodba za prihodnost pomeni, da daš vse, kar je sedanjost." – Albert Camus

Letter from the president Alenka Slabe, PMP president of PMI Slovenia, Ljubljana Chapter »Little things sometimes don’t mean much - but mean everything.« And what are these little things? Perhaps in active involvement in PMI Slovenia Chapter? Our Chapter’s jubilee tenth year since inception was characterized by renovation. We have a new website with a fresh new design and revamped content. We wish to continue to enhance the content with your involvement. Send us your ideas and interesting topics. I’m happy to share with you that we are successful with our “Projects in Bloom”, teaching primary school pupils about the basics of project management. Ten schools have expressed their interest in participating so far. Please join us and use your contacts to promote project management knowledge. Our goal is to give the knowledge to young people all over Slovenia. Strength lies in numbers, therefore we once again organized a professional meeting with the group Skram.si, where we presented best practices and experiences in agile project management. Our mission is to advocate project management in the business community. One of our achievements was to agree to deliver project management training to members of The Manager’s Association of Slovenia. Because our members are the driving force behind our chapter, I’m inviting you to actively participate in activities of PMI Slovenia. The benefits of your involvement are in developing your capabilities, gaining new knowledge, certifications and networking. Active participation brings PDUs to maintain your certifications. Contact us to discuss your ambitions and wishes. We are looking forward to working with you! Let me conclude with the thought: "Real generosity toward the future lies in giving all to the present." – Albert Camus


Stran 3

Dogajanja v združenju Chapter events

Piknik članov združenja PMI Slovenija V četrtek, dne 27.9.2012 smo imeli člani združenja PMI Slovenija piknik v gostišču Zajčja dobrava, na obrobju Ljubljane. Piknik je potekal v sproščenem vzdušju, kjer so si udeleženci lahko izmenjali svoja mnenja in izkušnje ter sklepali nova poznanstva. Na pikniku smo zbrali tudi donacije udeležencev za pomoč pri izvedbi projekta "Poganjki projektov", ki je namenjen projektnemu izobraževanju otrok v osnovnih šolah. Če je še kdo pripravljen donirati sredstva za ta projekt, jih lahko nakaže na TRR združenja, ki je: 02140-0091277968, odprt pri NLB d.d. V polje "Namen" vpišite: Poganjki projektov. Po pošti boste dobili potrdilo o donaciji.

Picnic of PMI Slovenia members PMI Slovenia picnic was held on September 27th, 2012 in the guesthouse Zajčja dobrava, on the outskirts of Ljubljana. In a relaxed atmosphere, participants shared their opinions and experiences and made new acquaintances. At the picnic we collected donations to execute the project "Projects in Bloom" that is designed for education of children in primary schools. If anyone else is willing to donate for this project, please trasfer your donation to Bank Account of PMI Slovenia, Nr: 02140-0091277968, open at NLB d.d. In the field "Purpose" enter keyword: Projects in Bloom. You will receive a certificate of donation from PMI Slovenia.


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Dogajanja v združenju Chapter events

Jana Barba, PMP

Projekti brstijo, čeprav še ni pomlad Jana Barba, PMP Pobuda »Poganjki projektov« (www.poganjkiprojektov.com) se v tem šolskem letu uspešno nadaljuje in širi v slovenske osnovne šole. V začetku šolskega leta so bili o njej obveščeni vsi ravnatelji in ravnateljice 455 osnovnih šol po Sloveniji. Nato so naši prostovoljni člani projektnega tima pristopili do šol in se dogovorili za predstavitve pripomočka »Poganjki projektov« ter izvedbo usposabljanja za učitelje. V mesecu novembru sta bili tako izvedeni izobraževanji v OŠ Hrpelje in OŠ Ljubljana-Polje, v decembru sledi OŠ Polhov Gradec. Po novem letu smo se dogovorili z OŠ Ljubljana-Črnuče, OŠ Sežana, OŠ Dobrova pri Ljubljani, OŠ Ilirska Bistrica, OŠ Alojzij Šuštar iz Ljubljane ter OŠ Horjul. Usposabljanje izvajamo člani našega združenja prostovoljno po priročniku »Poganjki projektov« v obsegu treh šolskih ur. Sestavljeno je iz predstavitve metodologije in praktične delavnice. Po končanem izobraževanju udeleženci prejmejo potrdila o opravljenem usposabljanju.

Delavnica v OŠ Ljubljana Polje / Workshop in OŠ Ljubljana Polje

Projects are blooming, although it’s not spring Jana Barba, PMP Our initiative “Projects in Bloom” (www.poganjkiprojektov.com) is successfully spreading among Slovene primary schools. At the beginning of the school year we notified all principals of the 455 primary schools in Slovenia. Our project team members who work on a volunteer basis approached the schools and scheduled presentations of the “Projects in Bloom” kit and training for teachers. In November, we had two trainings in OŠ Hrpelje and OŠ Ljubljana-Polje; in December, trainings continue in OŠ Polhov Gradec. After the new year we will deliver trainings in OŠ Ljubljana-Črnuče, OŠ Sežana, OŠ Dobrova pri Ljubljani, OŠ Ilirska Bistrica, OŠ Alojzij Šuštar Ljubljana and OŠ Horju. The trainings are based on the “Projects in Bloom” kit and delivered by volunteer team members in the duration of three school periods. They consist of a presentation and a practical workshop. After completion the participants receive certificates.

Delavnica v OŠ Polhov Gradec / Workshop in OŠ Polhov Gradec


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Dogajanja v združenju Chapter events Projekti brstijo, čeprav še ni pomlad Jana Barba, PMP

Projects are blooming, although it’s not spring Jana Barba, PMP

Za učitelje, ki se odločijo, da bodo v tem šolskem letu tudi izvedli projekt, priskrbijo tudi potrebni material, ki ga zagotovimo s pomočjo donatorjev ali sponzorjev. Med izvajanjem projektov učiteljem nudimo mentorstvo. Nekateri člani so se že izkazali kot učinkoviti posredniki pri pridobivanju sponzorjev. Manjša ovira, na katero naleti učitelj, ki se navduši za delo, je tudi material, pri nabavi katerega se v šolah rado zaplete. Zato smo se odločili, da učiteljem pomagamo in jim preko združenja zagotovimo bele pole papirja za izdelavo drevesnega diagrama aktivnosti, semaforja in časovnice ter rumene samolepilne listke, ki jih potrebujejo pri izvajanju soočenja idej. Od njih pa pričakujemo, da lahko njihov primer uporabimo kot ilustrativni primer uporabe »Poganjkov projektov«. Trenutno so naši prostovoljci prisotni v ljubljanski in primorski regiji, odpira se na štajerskem in notranjskem, gorenjska in dolenjska pa še nimata predstavnika. Iščemo nove prostovoljce, ki so pripravljeni stopiti v šole, jim predstaviti pobudo in izvesti izobraževanje. Novi člani tima »Poganjki projektov« lahko več informacij dobijo pri kontaktnih osebah: Alenki Slabe, Jani Barba in Maji Andolšek Košutnik.

Delavnica v OŠ Polhov Gradec / Workshop in OŠ Polhov Gradec

Any teachers who decide to implement the project are given the required materials which has been made possible through donations from sponsors. We also provide mentorship to the teachers during their project implementation. A few of our members have already proven to be effective in securing sponsors. The reason we need sponsors is that teachers who decide to go forward with the project need materials which the school is not always able to provide. Therefore we decided to help the teachers by providing them with white poster paper for the work breakdown structure, project status and schedule as well as yellow post-it notes for brainstorming. In return, we expect them to give us permission to use their project as a case study for “Projects in Bloom”. Currently our volunteers are present in the Ljubljana and Primorska regions, with possibilities in Štajerska and Notranjska, while Gorenjska and Dolenjska are not yet represented. We are looking for new volunteers who are willing to approach schools, present the initiative and deliver training. New “Projects in Bloom” team members are welcome to ask current team members Alenka Slabe, Jana Barba and Maja Andolšek Košutnik for more information.



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Dogajanja v združenju Chapter events Projekti brstijo, čeprav še ni pomlad Jana Barba, PMP

Projects are blooming, although it’s not spring Jana Barba, PMP

V kolikor bodo usposobljeni učitelji dejansko izvajali projekte po predstavljeni metodi, bomo organizirali dogodek za izmenjavo izkušenj in dobrih praks. Bolj podrobno bomo dogodek lahko načrtovali v spomladanskem času prihodnjega leta. Velja še dodati, da je pripomoček »Poganjki projektov« doživel že vrsto prevodov v druge jezike, angleški, španski, portugalski, francoski, italijanski, japonski in slovenski, zato ima s tem dodatno vrednost v mednarodnem smislu. Giorgio Bensa, ki ga uspešno promovira v Gorici, ga je predstavil na PMI kongresu v Vancuvru. Prav tako je bil uspešno predstavljen vodstvu izobraževalne organizaciji PMIEF, ki njegovo nadaljnjo širitev zelo podpira. Pobudo »Poganjki projektov« so ocenili kot velik doprinos k udejanjanju poslanstva združenja PMI in širjenju načel projektnega vodenja v družbi in svetu. Predsednik PMI-NIC Walter Ginevri nas je povabil k sodelovanju na mednarodnem dogodku, ki bo 22. marca 2013 v Gorici, in bo namenjen izmenjavi izkušenj pri uporabi »Poganjkov« in nadaljnji promociji.

If a sufficient number of teachers decide to use our methods in their schools, we will organize a meeting for sharing experiences and best practices. We will probably know more details to be able to finalize the event in the spring. The kit “Projects in Bloom” has been translated into many languages, including English, Spanish, Portuguese, French, Italian, Japanese and Slovenian. This gives it international credibility. Giorgio Bensa, who has successfully promoted it in Gorizia, presented it at the PMI world congress in Vancouver. The kit has been presented to the leaders of the educational organization PMIEF who also support it. The initiative “Projects in Bloom” is an important contribution to PMI’s mission of promoting project management in the society worldwide. The president of PMI-NIC Walter Ginevri has invited us to participate in an international event on March 22, 2013 in Gorizia, where participants will discuss and share their experiences using “Projects in Bloom”. The event will also serve to further its promotion.

Za konec naj dodamo še nekaj odzivov ravnateljev in udeležencev izobraževanj. Tako prvi prepoznavajo v tej pobudi nekaj, kar so že dolgo iskali, saj se med drugim soočajo tudi z izzivom, kako otrokom približati podjetnost. Učiteljice, katerim so ji projekti že domači, so v naši metodi prepoznale uporaben in nazoren način za vodenje projektov osnovnošolskih otrok.

Zato vas vabimo, da stopite v kontakt z bližnjo šolo in jim ponudite znanje. Naše izkušnje kažejo, da so nam šole na široko odprle vrata in izkazujejo hvaležnost za naše delo pri podajanju znanj projektnega vodenja.


Finally, let us add feedback that we received from school principals and training participants. The principals recognize this initiative as something they have been looking for as they want to teach children about business. The teachers who are already familiar with projects saw our method as a useful and easy to use approach to teach project management to children.

We invite all PMI Chapter members to get in touch with a nearby school and offer them the knowledge. Our experience shows that schools warmly welcomed us and are grateful for our involvement in giving them project management knowledge.


Stran 7

Strokovna srečanja Professional

meetings

Marko Bauman

Srečanje s skupino Skram.si v letu 2012 Marko Bauman Twitter: @markobauman Dne 29.11.2012 smo se v prostorih podjetja S&T ponovno srečali člani skupine PMI Chapter Slovenija in skupine Skram.si. Gre za že tradicionalni dogodek, kjer se srečajo vsi privrženci omenjenih metod projektnega vodenja. Na dogodku so se zvrstila predavanja posameznikov, ki so delili svoje izkušnje, predvsem na konkretnih primerih iz prakse. Najprej je vse zbrane nagovoril Milan Ojsteršek, ki je tudi glavni pobudnik in organizator srečanja. Za tem je Aleksander Antič iz podjetja S&T kot gostitelj srečanja, na kratko predstavil njihovo podjetje. V nadaljevanju sta Alenka Slabe in Dušan Omerčevič v imenu PMI Chapter Slovenija in skupine Skram.si pozdravila vse zbrane. Sledilo je prvo predavanje s strani Primoža Freliha na temo Agilno pod krinko tradicionalnega projektnega vodenja. Govoril je o tem, kako se je soočil s kompleksnim IT projektom v letalski industriji, ki ga je prevzel v fazi, ko je ta bil v precejšnji krizi, ni bil obvladljiv in v velikem časovnem zaostanku. Najprej se je moral soočiti z obstoječo dokumentacijo in izbrati ustrezno metodologijo za samo izvedbo. Prav tako je imel precej težav s kvaliteto projektne ekipe, ki mu je bila dodeljena.

Primož Frelih, PMP

Professional meeting with the group Skram.si in 2012 Marko Bauman Twitter: @markobauman Members of PMI Slovenia Chapter and the group Skram.si met again on November 29, 2012 in the S&T conference room. This is now a traditional event where all followers of agile project management methodologies come together. Presentations by individuals who shared their experiences with real life situations were delivered at the meeting. The attendees were first greeted by Milan Ojsteršek, who is the founder and organizer of the meeting. Next, Aleksander Antič, the host of the meeting from S&T, briefly presented facts about his company. He was followed by Alenka Slabe and Dušan Omerčevič who extended their greetings as representatives of PMI Slovenia Chapter and the group Skram.si. The first presentation was by Primož Frelih. For his topic he chose Agile undercover traditional project management. He discussed his own experience when taking over a complex IT project in the aerospace industry. The project was severely troubled, out of control and very much behind schedule. He had to review existing documentation first and choose a suitable methodology for going forward. He also had difficulty with the quality of the team members who were assigned to his project.

Peter Mihelj


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meetings

Srečanje s skupino Skram.si v letu 2012 Marko Bauman

Professional meeting with the group Skram.si in 2012 Marko Bauman

Glede na vse te dejavnike se je odločil za metodo Kanban, ki je temeljila na tem, da so vsi ključni udeleženci delali v isti sobi in vsakodnevno skozi post listke na tabli načrtovali in spremljali aktivnosti (ToDo – Doing – Done). Čez 4 mesece so bili rezultati glede vseh dejavnikov presenetljivi. Ekipa je izjemno dobro komunicirala, prehitevali so časovni rok in ostale ekipe v podjetju so se lotevale sorodnih projektov po metodi Kanban. Tukaj si lahko ogledate video, ki je Primoža prepričal, da je edina prava pot za uspešno izpeljan projekt metoda Kanban: http://vimeo.com/30696302. V naslednjem predavanju je Peter Mihelj iz podjetja Parsek govoril o simbiozi tradicionalnih metod in agilnih praks, ki jih uporabljajo pri izvajanju projektov. Njihove izkušnje temeljijo na enotni metodologiji, ki podpira obe metodi – včasih tradicionalno, včasih samo agilno, včasih pa kombiniranje tekom projekta. Projektna skupina se skupaj s sponzorjem odloči o izbiri metodologije pred samim pričetkom projekta. Po kratki pavzi je profesor Viljan Mahnič iz FRI predstavil, kako študente v praksi učijo metodo Scrum v sklopu študentskega projekta “capstone”. Študente razdelijo v manjše skupine, ki čimbolj realni projekt temelječ na resničnih zahtevah izpeljejo po metodi Scrum. Skozi celotni semester izvedejo 3 sprinte, ki trajajo po 4 tedne. Na začetku vsakega sprinta imajo “sprint planning”, kjer iz “product backlog-a” definirajo obseg nalog. Nato se dvakrat tedensko vsi člani ekipe dobijo na “daily scrum meeting” pod nadzorom profesorja, ki opravlja tudi vlogo “scrum master”. Vlogo “product owner” opravlja profesor ali predstavnik podjetja. V nadaljevanju je profesor Mahnič natančneje predstavil sam postopek, pri katerem študentje resnično dobro spoznajo scrum metodo v praksi.

With respect to all these factors he chose Kanban as the methodology. The basis of the methodology is that all key project members work in the same room. They used post-it notes to plan and monitor tasks on a board on a daily basis (ToDo – Doing – Done). After 4 months, the project improved considerably in all aspects. The team communicated exceptionally well, they were ahead of the deadline, and other teams in the company started using the Kanban method on similar projects. Here is a link to a video which convinced Primož that the only right way to successfully lead the project is the Kanban method: http://vimeo.com/30696302. The next presentation by Peter Mihelj from Parsek was about the symbiosis of traditional methods with agile practices that they employ in their company. They experience taught them to use a methodology made up of either pure traditional, pure agile or a combination of the two depending on project needs. The project team decides which methodology to use prior to starting the project in agreement with the project sponsor.

After a short break, professor Viljan Mahnič from the Faculty of Computer Science and Informatics presented his method of teaching students the Scrum method using the “capstone” project. Students are grouped into small teams that implement a realistic project with real requirements using the Scrum methodology. During the semester they do 3 sprints, in the duration of 4 weeks each. At the beginning of each sprint they do a “sprint planning” where they define tasks from the “product backlog”. All team members meet twice weekly for a “daily scrum meeting” under the mentorship of the professor who is also the “scrum master”. The “product owner” role may be performed by the professor or by a customer representative. Professor Mahnič presented the process in detail and confirmed that his approach allows the students to really understand Scrum in practice.


Stran 9


meetings

Srečanje s skupino Skram.si v letu 2012 Marko Bauman

Professional meeting with the group Skram.si in 2012 Marko Bauman

prof. dr. Viljan Mahnič

Kot zadnji se je predstavil Aleš Štempihar, predsednik združenja IIBA, ki je pojasnil, kje so točke povezljivosti med IIBA, PMI in Agile Alliance. Izpostavil je zanimivo izhodišče, ki se velikokrat prezre: It’s the Goal, Not the Role. Ključ do uspeha je v sodelovanju vseh do skupnega cilja. Še posebej všeč mi je bila prosojnica: »kaj ti bo gol, če ni občinstva na tribunah?« Predavanje je zaključil z citatom: »Delati prave stvari, na pravi način z realizirani poslovnimi učinki.« Res je! Dogodek je super uspel in udeleženci smo izvedeli veliko koristnih informacij in si medsebojno izmenjali svoje izkušnje. Se vidimo naslednje leto!

Aleš Štempihar

The last presenter was Aleš Štempihar, president of IIBA, who explained the common areas between IIBA, PMI and Agile Alliance. He pointed out an interesting and often overlooked basis: It’s the Goal, Not the Role. The key to success is in everyone’s participation to reach a common goal. I especially liked his slide: »what’s the point of a goal, if there is no audience in the stadium?« He concluded his presentation with the thought: »To do the right stuff, the right way, and achieve business benefits.« So true! The event was a great success. The attendees gained plenty of new knowledge and had the opportunity to exchange our experiences. See you next year!


Stran 10

Članki Articles

Primož Frelih, PMP

Vplivanje na Božjo voljo Primož Frelih, PMP O delujočih oblikah projektnega načrta sem že pisal v prejšnji števiki glasila, pa se mi zdi, da moram še. O planiranju namreč. Saj poznate občutek - ko je plan narejen (in z različnimi deležniki, upniki usklajen), projekt lažje zadiha. Projektni vodja, naročnik, člani projektne ekipe, njihovi šefi. Tudi njihove družine, ker bodo lahko sedaj planirali termin svojih počitnic. Vsak vsaj okvirno za nekaj dni, tednov ali mesecev vnaprej ve, kdaj in kaj bo moral narediti. ... naslednji teden se ponavadi plan spremeni. Seveda se zgodi nekaj nepričakovanega in zdi se, kot da bi se plan podrl. Izgubi svojo veljavnost. Postane samo naiven poskus, da bi stvari potekale usklajeno in predvidljivo. Da bi imeli stvari pod kontrolo. Tukaj se spomnim na pogovor med Levinom (plemičem, gospodarjem kmetije) in španom (oskrbnikom) iz romana Ana Karenina (Tolstoj):

Gnoj treba početi voziti ranije, da do rane košnje bude sve gotovo. Plugovima orati bez prekida dalje polje da ostane još neko vrijeme na ugaru. Što bude trebalo kositi, valja obaviti s radnicima, a ne s napoličarima. Špan je slušao pažljivo i očito se naprezao da odobrava odluke gospodareve; ali ipak imao je poznato beznadno držanje, koje je Levina svagda razdraživalo. To držanje govorilo je: sve je to lijepo, ali kako Bog da. Ništa nije toliko ogorčavalo Levina kao taj ton. A takav ton imali su svi španovi, koliko god ih je do sada imao. Svi su se jednako držali prema njegovim planovima, i sad se više nije srdio, ali ga je boljelo i osjećao se još većma potaknut na borbu s tom nekakvom elementarnom silom koje nije mogao nazvati drukčije nego "šta Bog da", i koja mu se neprestano opirala.

Influencing what God wills Primož Frelih, PMP I wrote about the types of projects plans that work in the previous issue of our newsletter. But I must add more. About planning. You know the feeling - when the plan is finished (and agreed upon with the various stakeholders), the project soars. Including the project manager, the customer, project team members, their managers. And their families because they can plan their vacation. Everyone knows what they will be doing in the following days, weeks or months. ... and the following week the plan changes. Of course something unexpected happens and it seems the plan is falling apart. It loses its credibility. It becomes a naïve attempt to present things consistently and predictably. To have them under control. The conversation between Levin (nobleman, farm owner) and the bailiff (caretaker) from Tolstoy’s novel Anna Karenina comes to mind:

The wagons were to begin carting manure earlier, so as to get all done before the early mowing. And the ploughing of the further land to go on without a break so as to let it ripen lying fallow. And the mowing to be all done by hired labor, not onhalf-profits. The bailiff listened attentively, and obviously made an effort to approve of his employer's projects. But still he had that look Levin knew so well that always irritated him, a look of hopelessness and despondency. That look said: "That's all very well, but as God wills." Nothing mortified Levin so much as that tone. But it was the tone common to all the bailiffs he had ever had. They had all taken up that attitude to his plans, and so now he was not angered by it, but mortified, and felt all the more roused tostruggle against this, as it seemed, elemental force continually ranged against him, for which he could find no other expression than "as God wills.".


Stran 11

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Vplivanje na Božjo voljo Primož Frelih, PMP

Influencing what God wills Primož Frelih, PMP

(Knjigo sem našel med starim papirjem, ker je bila enkrat priloga nekemu časopisu in jo med dopustom, zato je v hrvaščini, skoraj v celoti tudi prebral.)

Profesionalci in rokodelci In ravno tukaj, med tem pogovorom na kmečkem dvorišču, nastopi trenutek resnice. Se udati usodi, postati žrtev neznanih mističnih sil - ali razodeti svojo verzijo prihodnosti. Planiranje ni samo izdelava plana na začetku projekta. Je nadzor, vplivanje na dogodke, odločitve posameznikov, predvidevanje in prilagajanje. Je nenehen proces, ki na projektu traja vse do ciljne ravnine. Mnogokrat delam z izkušenimi strokovnjaki na svojih področjih, ki ne verjamejo v izdelavo časovnega redosleda aktivnosti vnaprej. Iz bogatih izkušenj mi že na začetku povejo, da bo na projektu še toooliko sprememb, da nima smisla sedaj nekaj predvidevati in zapisovati. Pravijo:

Spremembe bodo požrle ta tvoj projektni plan... A prepričan sem, da je ravno v tem smisel resnega planiranja: Najprej: planiranje ni le začetna izdelava projektnega plana, razpošiljanje in predstavitev udeležencem in odložitev na skupen disk. Planiranje je tudi nenehno spremljanje (dnevno, tedensko) izpolnjevanja projektnega plana. In odvisno od odzivnosti projektnega vodje na realno sliko projekta je planiranje tudi nenehno upoštevanje predpostavk, izvajanje mini-strategij in posledično spreminjanje projektnega plana - s ciljem, da se zadani roki ne premikajo. Če pa se roki že morajo premikati, pa bo vedno projektni plan

(scenarij!) najboljši medij za doseganje novih rokov pri naročniku, projektnih partnerjih in pri internih virih.

(I found the book among recycling paper because it was once an addition to a Croatian newspaper and I read almost all of it during my vacation.)

Professionals and craftsmen Exactly this conversation in a farmyard enlightens us with the moment of truth. To yield to fate, become the victim of unknown mystical forces - or reveal our own version of the future. Planning isn’t just creating the plan at the start of the project. It’s controlling and influencing events, individuals’ decisions, anticipating and adapting. It’s a constant process all the way to the finish line. I often work with professionals, experts in their own fields, who don’t believe in creating a schedule of tasks in advance. They tell me at the very beginning that their long term experience has taught them that there is no point anticipating anything in advance, because there will be sooo many changes. They say:

Changes will eat your project plan... But I’m sure that that is exactly the point of serious planning: First: planning isn’t just creating the initial project plan, distributing it and presenting it to team members and saving it on a shared disk. Planning is constant monitoring (daily, weekly) of project plan execution. And depending on the engagement of the project manager with the current state of the project, planning is also constant reviewing of assumptions, applying mini-strategies and changing the project plan as a consequence - making sure that final deadlines don’t change. If deadlines must change, then the project plan (scenario!) is the

best medium for communicating updated deadlines with the customer, project partners and internal resources.


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Vplivanje na Božjo voljo Primož Frelih, PMP

Influencing what God wills Primož Frelih, PMP

Spremembe – pa se bodo seveda dogajale. Naročnik si bo verjetno tekom projekta še nekaj dodatnega iznenada "izmislil" in izkazalo se bo, da nečesa iz projektnega plana v resnici sploh ne potrebuje. Ponavadi večje spremembe povzročijo nekje med 10% do 30% razlike na projektu, čeprav nekateri to vidijo kot 100% kaos. S planom pa si zagotovimo, da je vsaj do tedaj projekt pod kontrolo. In tudi ko se zgodi takšna večja sprememba, da je še vedno ostalih 70% do 90% projekta pod kontrolo. S planom bo glava bolj mirna. Lažje bo spati. In postavljati stvari

na svoje mesto. Verjamem, da je profesionalnost osebna odločitev vsakega posameznika. In ni povezana z osebnostjo "starega mačka" in za projekt ali firmo "nepogrešljivega lika". Če se je od svojih do sedaj 40 projektov, na katerih je strokovnjak delal, naučil, da je planiranje brez veze, se ni naučil ničesar. Nekateri z manj izkušnjami, a večji profesionalci, bodo vedno pričakovali projektni plan in nenehno sodelovali pri njegovem oblikovanju. S tem bodo vplivali tudi na svojo "usodo".

Changes – will always happen. The customer will probably “invent” something new during the course of the project and something in the project plan may not be required after all. Larger changes usually cause somewhere between 10% and 30% changes on the project, although some people see this as 100% chaos. A plan guarantees that the project is under control at least until then. So that when a major change happens, the remaining 70% to 90% of the project is still under control.

A plan will keep our heads calm. We can sleep better. And have everything in its place.

I believe that professionalism is a personal choice of each individual. It’s not a trait of the “experienced guy” or the person who is “indispensable” for the project or the company. A professional who - after working on 40 projects - still believes that planning is useless, hasn’t learned anything. Many less experienced but more professional project managers will always have a plan and constantly monitor and update it. This will allow them to be masters of their own “fate”.


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dr. Alenka Kolar, PMP

Kompetence zunanjih izvajalcev in posledična razmerja na projektih dr. Alenka Kolar, PMP, RRC računalniške storitve, d.d. Danes je informatika in njo razvoj uporabniških rešitev v fazi, ko podjetja, kjer informatika ne predstavlja primarnega posla, odpuščajo svoje zaposlene informatike (analitike, programerje, sistemske administratorje) in najamejo neodvisna zunanja podjetja. To ni nenavadna praksa, če bi podjetja dobro poznala vsebino, za katero potrebujejo informacijsko podprto uporabniško rešitev. Žal to ni pogosto, zlasti kadar govorimo o nestandardnih vsebinah, ki podjetju prinašajo največjo dodano vrednost. Projekti razvoja uporabniških rešitev potrebujejo tako vsebino kot tehniko. Vsebina je gotovo kompleksnejši del takega projekta, saj je, kot se za projekt spodobi, največkrat neponovljiva in je ni moč ponovno uporabiti pri drugem naročniku. Posledično je na strani izvajalca potrebna specializacija analitikov. Pogosto postane tako zunanji analitik nosilec vsebine procesa, ki poteka pri naročniku, kar pa spreminja razmerja med izvajalcem in uporabnikom. Kompetence posameznikov, ki jih obravnavam v tem članku, so ključne značilnosti in vêdenja zaposlencev, ki so osnova za učinkovito delovanje v združbi. Kompetenca ne zajema zgolj zmogljivosti (sposobnost, spretnost in znanje) zaposlenega, pač pa tudi njegovo motiviranost za izvedbo naloge, ki mu je dodeljena, njegov osebni stil in razmerja, ki jih tvori.

Javna naročila V Sloveniji poteka veliko projektov s področja informacijske tehnologije med pravnimi subjekti, ki so zavezani javnemu naročanju in pravnimi subjekti, ki projekte izvajajo. Zakon o javnem naročanju omejuje svobodo naročnika pri izbiri dobavitelja z namenom »dobrega gospodarja«. Naročnik v razpisni dokumentaciji navede poleg vsebine razpisa tudi merila in pogoje za izbiro dobavitelja. Nepopolna vsebina razpisa vodi k nerazumevanju naloge, ki naj bi jo izvedel izbrani dobavitelj in običajno k prenizki ponujeni ceni, kar se dobavitelju med samim projektom maščuje. Ne-zamejena vsebina dopušča samovoljno razlago naročnika o tem, kaj si je »predstavljal« da bo dobil skozi razpis in hkrati samovoljno razlago dobavitelja, da bo dobavil, kar si je v ponudbi zamislil.

Competencies of outsourcing and consequently relationships on the project Alenka Kolar PhD, PMP, RRC računalniške storitve, d.d. Today’s informatics development and creation of user solutions is in the phase where companies, where IT does not represent the primary business, are laying off its IT staff (analysts, programmers, system administrators) and hire an independent external company. This is not an unusual practice, if a company’s staff would know well the content of a process they need supported by an application. Unfortunately, this is not often seen, especially when it comes to non-standard solutions which add most value to the company. Application development projects require both the content and technique. The content is certainly more complex part of such a project, since, as befits a project, unique and cannot be reused for another client. Consequently, the provider needs the specialization of analysts. Often external analyst becomes expert on the process that takes place within the client. That however changes the relationship between the provider and the user. Competencies of individuals covered by this article are key characteristics and behavior patterns of employees, which are the cornerstone of effective functioning of the organization. Competence goes beyond the capacity (ability, skill and knowledge) of an employee, it also covers the motivation to carry out tasks assigned to him/her, his/hers personal style and relationships he/she forms.

Public Procurement In Slovenia, a lot of projects in the field of information technology happens between legal entities, which are subject to public procurement and legal entities that carry out those projects. Public Procurement Act restricts the freedom of the contracting authority in the selection of the supplier to act as "due diligence". Contracting authority puts in the contract documents, in addition to the content of the call also criteria and requirements for supplier selection. Incomplete content call leads to misunderstanding of tasks to be performed by the contractor and often to the price offered being too low. That will strike back the supplier during the project. Non-clearly delimited content allows arbitrary interpretation of what the client imagined to get after tender completion. At the same time arbitrary interpretation of the supplier to deliver what he imagined to offer.


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Kompetence zunanjih izvajalcev in posledična razmerja na projektih dr. Alenka Kolar, PMP, RRC računalniške storitve, d.d.

Competencies of outsourcing and consequently relationships on the project Alenka Kolar PhD, PMP, RRC, d.d.

Žal zakonske omejitve javnega naročila ne dopuščajo praznega prostora za dodajanje zahtev ali dodajanje sredstev za uresničevanje zahtev naročnika. Zato je toliko pomembnejše, da projekt na strani naročnika pripravlja oseba, ki pozna celotno problematiko razpisanega področja, pravilnike, ki zamejujejo področje in poslovna pravila, ki ga vzdržujejo. To pa najbolje poznajo poslovni analitiki zaposleni pri naročniku. Žal so to prva delovna mesta, ki so jih zanemarili v javnih službah. Projektne naloge tako sestavljajo zaposlenci, ki sicer redno delajo na svojem področju, zato pogosto ne poznajo interakcij med procesi, poslovnih pravil kot jih lahko razumejo računalniške rešitve, ali virov šifrantov, ki vplivajo na kakovost uporabniške rešitve.

Gospodarske združbe Za razliko od javne uprave ter podjetij v javni lasti gospodarskim združbam ni potrebno skozi sistem javnih naročil pri izbiri dobavitelja. Vsekakor pa take združbe upoštevajo načelo dobrega gospodarja, ne samo pri izbiri dobavitelja, tudi pri pripravi projekta znotraj združbe. Osnovno analizo procesa, ki ga želijo podpreti z uporabniško rešitvijo opravijo že sami zaposlenci. Pogosto nastopi tudi poslovni analitik, ki je zaposlen v združbi, ali pa združba predhodno poišče nekoga, ki bo proces popisal in preuredil na način, da proces postane optimalen in proizvaja večjo dodano vrednost. To, žal v državni in javni upravi običajno ni slučaj. Gospodarske združbe lahko ločimo v dve skupini, kar se tiče naročanja informacijskih rešitev: 1. Združbe, ki imajo proces naročila IT rešitve dobro popisan in v

celoti prej raziskan, ki ga spotoma tudi optimizirajo. 2. Združbe, ki želijo poceni in hitro rešitev.

Dobri gospodarji Med dobre gospodarje sodijo združbe iz prve točke v predhodnem poglavju. To so podjetja, ki imajo svoje dobre analitike ali pa si ustreznega analitika najamejo, saj se zavedajo, da je dobra analiza polovica rešitve problema IT razvojnega projekta. Dokler je rešitev »na papirju«, so spremembe enostavne in cenovno ugodne, kar je razvidno tudi s Slike 1.

Unfortunately, legal restrictions of the contract do not allow empty space to add requirements or adding funds to implement customers' requirements. It is therefore all the more important that the project in the client company prepares a person who knows the whole area considered, policies that delimits the scope and conduct of business maintained by rules. It is best known by business analysts employed by the client. Unfortunately, these are the first jobs that are ignored by the public services. Project teams therefore consists of employees who work daily in their area, and are often unaware of interactions between processes, business rules as understood by informatics, master data resources, therefore affecting the quality application to be.

Bussiness Companies Unlike public administration and companies owned by the state is not required for such companies to follow public procurement system when choosing a supplier. However, such companies follow the principle of due diligence, not only in the choice of the supplier, but also in the preparation of the project within the company before they scout for the supplier. Basic analysis of the process that will be supported by an application is already prepared by employees themselves. Often the business analyst who is employed in the company is included or company finds someone who will catalogue the process and reorganize it in a way that the process becomes optimal and produces higher added value prior to building the application. This is unfortunately not a case in government and public administration. Companies can be separated into two groups in terms of procurement of IT solutions: 1. Corporations that have IT procurement process solutions well-

recorded and optimized along the way. 3. Corporations who want a cheap and fast solution.

Companies managed with due care and diligence. Companies managed with due care and diligence. are companies from the first point in the previous chapter. These are companies that have their own analysts or have proper analysts rented, knowing that good analysis is half of solution of an IT development project. As long as the solution is "on paper", the changes are simple and inexpensive, as is evident from Figure 1.


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Tu pa se prvič in na srečo dovolj zgodaj postavi vprašanje kompetenc analitikov. Dobri gospodarji tega poklica in delovnega mesta ne ukinjajo. Analitik je namreč povezava med uporabnikom in izvajalcem IT rešitve – programerjem. Hišni analitik je gotovo oseba, ki pozna proces, pozna ljudi in njihove prevelike ali premajhne zahteve do bodočega informacijskega sistema. Seveda pa ima tak analitik tudi svojo »šibko« stran, o kateri pa bo več govora v nadaljevanju.

Slika 1: Vpliv sprememb v povezavi s trajanjem projekta (Vir: PMBOK) Figure 1: Effect of change with respect to project time (Source: PMBOK)

For the first time and luckily early enough the issue of competencies of the analyst is raised. A good manager cheri-shes this profession and the job is not made redundant. The analyst is the connection between the users and providers of IT solutions – programmers. The in-house analyst is a person familiar with the process, knows the people and their requirements of the future information system. However, such ana-lyst can be a "weak link" on a project that will be discussed in greater detail below.

Zunanji izvajalci na projektu Za dobavitelja, ki ga najame podjetje za izvedbo projekta izdelave informacijske rešitve, je poslovno ugodno, če analitika procesa pripelje s seboj, kar pa ni vedno najboljša vsebinska rešitev. Nekateri procesi so ne glede na področje, v katerem združba deluje, med seboj podobni – npr. računovodstvo, izračun plač, vodenje glavne knjige, drugi, tisti, ki podjetju dejansko prinašajo konkurenčno prednost, pa se zelo razlikujejo od videnih in uporabljenih drugje ali pa so celo edinstveni. Dobavitelji IT projektov običajno imajo univerzalne analitike. To so ljudje, ki opravljajo delo analitika ne glede na vsebino naloge, ki je pred njimi. Poznajo teoretične in praktične zahteve analize procesa. Znajo jo prevesti v funkcionalno specifikacijo in zrisati v orodjih kot je UML. Njihove kompetence pa se nehajo pri uveljavljanju, popisu in zapisu poslovnih pravil, ki krojijo proces. Znanja je seveda mogoče pridobiti, vendar je zato potreben čas, ki pa ga naročnik običajno na projektu ne dodeli za potrebe spoznavanja s procesom. Glede na zahtevnost IT projekta razvoja uporabniške rešitve ocenjujem, da je za analizo potrebnih od 10% do 30% celotnega časa namenjenega za izvedbo projekta. O 10% govorimo v primeru, ko ima naročnik svojega veščega analitika, ki analitiku dobavitelja (če je ta sploh potreben), preda

External contractors on the project The supplier engaged by the company to implement the information solution prefers if it also conducts the analysis of the process to be supported. This is unfortunately not always the best solution possible. Some processes, regardless of the area in which the company operates, are similar - e.g. accounting, payroll, general ledger, others, those who actually bring a company a competitive advantage, are very different from the one seen and used elsewhere, or they are even unique. Suppliers of IT projects usually have universal analysts. These are people who analyze processes irrespective of the content of the process. They are familiar with theoretical and practical aspects of analyzing processes. They can translate a process into functional specification using drawing tools such as UML. Their skills are limited when it comes to business rules that really shape the process. Knowledge is of course possible to obtain, but it takes time for familiarization with the process that is usually not granted on a project. Given the complexity of IT project developing application, I believe that 10% to 30% of the total project time is necessary for analysis. We are closer to 10% when the customer has a skillful analyst who is capable to explain a comprehensive inventory of all business process requiements to the supplier's analyst. The upper


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celovit popis procesa z vsemi poslovnimi pravili. Zgornjo mejo pa dosegamo v primeru, ko proces ni popisan ali pa je popisan slabo. Primeri, ko zapis procesa šele nastaja ob začetku projekta, niso redki, še manj optimizacija takega procesa. Naročnik seveda pričakuje hitro rešitev, ni pa zanjo »pripravil terena«. Analitik dobavitelja na enkratnem projektu, razen če izhaja iz procesa, ki ga bo analiziral, nima kompetenc ugotavljati skrite podrobnosti procesa, postavljati pravih(?) vprašanj uporabnikom – nosilcem procesa, delati učinkovite zaključke, ne glede na to, kako vešč je v procesu analize. Analitik, ki ni kompetenten lahko tudi »sili« naročnika v rešitev, ki jo ta ne potrebuje. Primer izhaja iz podjetja, ki mesečno izda 6 računov, analitik na področju poslovnega odločanja pa naročnika prepričuje, da v ta namen potrebuje obsežno informacijsko podporo odločanju. Pri tako malem številu izdanih računov naročniku ta niti ni potrebna. Nekompetenten analitik lahko proces po nepotrebnem komplicira ali preveč poenostavi. Kasneje to postane problem uporabnikov. Težava bo tudi, če nekompetentnega analitika prepričujejo v potrebnost spremljanja velikega števila parametrov, ta pa jim ne zna pojasniti, zakaj jih ne potrebujejo oziroma kje vse se bodo zatikali v procesu, če bodo vse predvidene parametre vnašali. Pri analizi je analitik tisti, ki se pogovarja z uporabnikom – nosilcem procesa. Projektni vodja običajno daje zgolj usmeritve in odpravlja ovire, ne spušča pa se v podrobnosti analize in zapisa procesa. Nekatere nedoslednosti analize opazi arhitekt rešitve, še več pa programerji in kasneje testna ekipa. Vsi pa so običajno na strani dobavitelja in zato niso poklicani (kompetentni) da sprejmejo odločitve o potrebnih spremembah.

»Dvorni dobavitelji« Z ekonomskega vidika pogosto nezaželeno je razmerje »dvornega dobavitelja«. Gre za podjetja, ki jih naročnik redno najema in jim zaupa informacijsko podporo za več let, celo desetletje. Analitiki v takem podjetju postanejo glavni poznavalci procesa pri naročniku in prevzemajo (z dovoljenjem naročnika) nalogo optimizacije procesa. Naročnik postane odvisen od take »zunanje« pomoči, zanemari lahko izobraževanje lastnega kadra o vsebini procesa. Dobavitelj ima v rokah moč in priložnost, da svoje storitve (pre)visoko zaračunava naročniku, ta pa nima možnosti (in včasih niti ne volje) to preprečiti ali znižati račun.

limit is achieved when there is no recorded process on the site or the descriptions are bad. Often a record of the process only starts to emerge at the beginning of the project. Of course such processes are far from being optimized. Clients expect a quick solution, but they have not "prepared the ground". Supplier’s analysts on the project, unless he originates from the process in question, does not have competences to determine the hidden details of the process, ask the right(?) questions to the users – process owners, make out effective conclusions, no matter how skilled is in the process of analyzing. An analyst who is not a competent can "force" the client into solution that he does not need or want. For example, in companies that issue six monthly invoices to their customers, analyst in business decision-making persuades client that he needs an extensive IT support decision-making. With such a small number of customer invoices there is no such need. An incompetent analyst can unnecessarily complicate or simplify the process. Later it becomes a user problem. A problem also arises when an incompetent analyst persuades future users to monitor parameters for which users cannot explain why they are redundant or where everything will collapse in the future supported process, if all the parameters are imputed or cannot be imputed in every case. In the analysis, the analyst is the one talking to the customer – process owners. Project manager usually only gives directions and removes barriers, but does not go into the details of the analysis process. Some inconsistencies are observed by solution architect, and many more by programmers and later testing team. All those named roles are normally on the supplier side and as such they are not in charge of making (competent) decisions about changes.

Well established supplier Relationship known as an established supplier is from the economic point of view often unwanted. This is a company that customer regularly hires and trusts them to support IT for several years, even a decade. Provider’s analysts in such an undertaking become familiar with the main process at the client’s company and often also assume (with the client’s permission) task of optimization the process. Client becomes dependent on such 'external' assistance; ignores education of its own staff. Supplier has the power in his hands to charge his services (too) high. The customer has no chance (and sometimes not even the will) to prevent or reduce the price for the services granted.


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Kompetence zunanjih izvajalcev in posledična razmerja na projektih dr. Alenka Kolar, PMP

Competencies of outsourcing and consequently relationships on the project Alenka Kolar PhD, PMP France Prešeren: Apel in čevljar Apel podobo na ogled postavi, ker bolj resnico ljubi kakor hvalo, zad skrit vsevprék posluša, káj zijalo neumno, káj umetni od nje pravi. Pred njo s kopiti čévljarček se ustavi; ker ogledujé smólec obuvalo, jermenov méni, de ima premalo; kar on očíta, koj Apel popravi. Ko pride drugi dan spet mož kopitni, namest, de bi šel delj po svoji poti, ker čevlji so pogodi, méč se loti; zavrne ga obraznik imenitni, in tebe z njim, kdor napačen si očitar, rekoč: »Le čevlje sodi naj Kopitar!«

Tak analitik seveda ne odgovarja več v celoti profilu analitika opisanega v prejšnjem poglavju, saj ima čas, možnost in finančna sredstva, da zaživi s procesom. Zgodi se celo, da takšni analitiki večino časa preživijo pri naročniku, kjer imajo svoj delovni prostor in prost dostop do uporabnikov. Da si dobavitelj lahko privošči tako razmerje do naročnika, mora imeti zagotovljeno vsaj za nekaj let dela in naročil.

Ključni uporabnik Ključni uporabnik (angl. key user) je druga od možnih poti do dobre analize in kasneje dobre rešitve. To je oseba, ki ni nujno lastnik procesa (kar so običajno direktorji posameznih področij), pač pa nekdo, ki do podrobnosti pozna proces, poslovna pravila, pasti in bližnjice. Pozna tudi zaposlence, ki sodelujejo v procesu ali nanj navezanih procesih (vhodno/izhodne točke). Ključni uporabnik je vedno zaposlenec naročnika, kar mu dopušča drugačno stališče do optimizacije procesa kot ostalim v projektni skupini. On je tisti, ki dnevno dela v procesu, ki uporabniško rešitev najbolj uporablja in pomaga pri uporabi sodelavcem. Ključni uporabnik je najbolj poklican, da odobri funkcionalno specifikacijo, sestavlja testne scenarije in testira uporabniško rešitev. To je oseba, ki tako kot »smolec« v Prešernovi pesnitvi Apel in čevljar, konstruktivno kritizira obuvalo in premalo število narisanih jermenov na njem. Ključni uporabnik pozna svoje delo in poslovna pravila razlaga na razumljiv način analitiku. Ob dobri predaji znanj in optimiranem procesu ključni uporabnik občuti rešitev za »svojega otroka« in živi z njo. Je najboljši sogovornik dobaviteljem tudi pri vzdrževanju in morebitnih nadgradnjah. Žal pa so take osebe v slovenskih združbah pogosto premalo cenjene, če jih sploh odkrijejo in postanejo del projektne skupine. Izziv pri takem razmerju v projektni skupini je, da ključni uporabnik preveč »pade notri«, oziroma da se začne vtikati v programiranje ali želi programirati sam (t.i. uporabniško programiranje), kar je sicer pri manj zahtevnih aplikacijah možno, pri kompleksnih rešitvah pa lahko predstavlja oviro.

Zunanji analitik Razmerje na projektu lahko vzpostavimo tudi z analitikom, ki ga naročnik najame poleg IT dobavitelja. Tak analitik je lahko

In this case the profile of the analyst does not correspond to the profile described in the previous chapter. This kind of analyst has the time, opportunity and the financial resources to get really familiar with the process. In this the analysts can spend most of their time with the client, where they have working space and free access to users. For a supplier to be able to afford such a relationship, the customers must provide job for at least for a next few years.

Key user Key user is the second possible way to get a good analysis and good IT solution (application) later. This is a person who is not necessarily the owner of the process (which is usually the director of a business area), but someone who knows the details of the process, business rules, traps and shortcuts. He/She also knows the employees involved in the process or processes connected (input / output points). Key user is still an employee of the client, which allows him a different view to the optimization of the process as the rest of the project team has. He is the one who works daily in a process that uses the application very often and can offer help to his co-workers. Key user is most called upon to approve the functional specification, prepares test scenarios and tests the application. This is a person who, like the shoemaker in Prešeren’s poem Apel and shoemaker, constructively criticizes a lack of footwear thongs illustrated on the shoe. Key user is familiar with his work and can explain business rules in simple terms to the analyst. With good knowledge transfer and optimized solution key user will regard the application as "his baby" and will in the future live with it. Key user is the best partner for the supplier when it comes to maintenance and upgrades. Unfortunately, such persons are often under-appreciated in Slovenia, if they can be discovered at all and made part of the project team. The challenge in such a relationship within the project team is that key users "fall in." to the problem, or to start tampering with the programming or want to program themself (i.e. user programming). This is possible with less demanding applications however in complex solutions can become an obstacle.

External analyst Relationships on projects can be formed with analysts that the client hired in addition to IT supplier. This analyst may be specialized for


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specializiran za proces, ki ga analizira, saj je podobne procese analiziral že v več združbah. Težava je v komunikaciji na eni strani z uporabnikom, na drugi pa z dobaviteljem informacijske rešitve. Srečamo se s »tretjim človekom«, ki ne govori jezika ne naročnika in ne dobavitelja. Vsekakor pa je njegov pogled na proces bolj nepristranski kot je uporabnikov in manj omejen kot dobaviteljev. Za naročnika predstavlja dodaten strošek, saj so ti ljudje zelo kompetentni na svojih področjih in zato veliko vredni. To lahko naročniku prinese dodano vrednost v obliki izkušenj s podobnih procesov, po drugi strani pa lahko izgubi konkurenčne prednosti. Če tak analitik »svetuje« več podjetjem s podobnim poslovnim procesom, nezavedno stremi k enakim rešitvam.

Gradimo zaupanje Najbolj običajno razmerje na projektu razvoja uporabniške rešitve je, da v združbo pride po ekonomski plati izbran tim dobavitelja, ki vsebuje analitika, arhitekta, razvijalce, testerje in projektnega vodjo. Na strani naročnika je tako določena projektna skupina, ki ima svojega projektnega vodjo, vsebinske strokovnjake (bodoče uporabnike rešitve), morda analitika in sistemskega inženirja, ki bo aplikacijo prevzel. Ekipi se seveda predhodno ne poznata. Zato morata skozi delo ustvariti zaupanje. Dobavitelj mora ugotoviti kdo so ljudje, ki poznajo odgovore, ki imajo kompetence spremeniti procese, jih optimizirati. Naročnik pa mora zaupati dobavitelju, da deluje v njegovo dobro in da vsi stremijo k istemu cilju – uspehu projekta. Iz raziskave izvedene v okviru moje doktorske disertacije izvemo, da na kakovost razmerij v taki heterogeni skupini vplivajo nekateri dejavniki, vendar je njihov vpliv različno močan. Pomembnost vpliva je prikazana na sliki 2. Izstopa predvsem pomembnost treh dejavnikov: 1. Način komuniciranja v skupini 4. Širina pogleda udeleženih v projektni skupini 5. Kompetence uporabnikov Za prvega skrbi v glavnem projektni vodja, ki izbere in uveljavlja način komuniciranja. Seveda je pomembno, da so vsi člani skupine odprti in pripravljeni na takšno komuniciranje, zato je potrebno veliko taktnosti pri izbiri članov.

the process, because he already analyzed similar processes in other companies. Communication on one hand with the user and on the other hand with the supplier of IT solution may become a problem. Project manager has a "third man" who does not speak the language of either the customer or the supplier. However, it is his view of the process that is more impartial than the user’s and less constrained than supplier’s. For the client he incurs an additional cost, because these people are very competent in their knowledge and therefore pricey. Such a relationship can bring added value in the form of experience on similar processes, but also a loss of competitive advantage. If such analyst "advises" more companies with similar business processes, unconsciously strives to unified solutions.

Building trust The most common relationship on IT application development is that the supplier is chosen by economic merit. Supplier’s team usually includes analysts, architects, developers, testers and project manager. On the customer side project team is combined from its own project manager, content experts (future application users), sometimes an analyst and engineer who will take over the application on a system level. Both teams usually are previously unknown to each other. They need to build trust by working together. The supplier must determine who are the employees who know the answers and have competence to change and optimize processes. The client must trust the supplier that all are striving for the same goal - the success of the project. From the research carried out within the framework of my doctoral thesis, we learn that the quality of relationships in such a heterogeneous group is affected by certain factors, but their impact is different. Significance of the impact is shown in Figure 2 Three factors are standing out by their importance: 1. Way of communication within the team. 6. Broad view of those involved in the project team. 7. User’s competencies. For the first listed factor project manager is mainly concerned. He/She selects and applies the method of communication. Of course it is important that all team members are open and ready for such communication path, so it takes a lot of refinement in the selection of team members.


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Slika 2: Prikaz dejavnikov, ki vplivajo na kakovost razmerij v projektni skupini Figure 2: Factors that affect the quality of relationships in a project team

Člani projektne skupine imajo širino pogleda na problem, ali pa ne. Pregled morajo imeti najmanj projektni vodja, arhitekt in analitik. Zmožnost takega pregleda je kompetenca, ki se jo pri sestavi skupin pogosto premalo upošteva. Kompetentni uporabniki lahko nadomestijo vrhunskega analitika. Tudi če formalno ne govorimo o ključnem uporabniku(ih), je njihovo znanje neprecenljivo in ga morajo biti voljni predati projektni skupini, predvsem pa ne skrivati pred so-zaposlenci. Take uporabnike mora naročnik primerno prepoznati in nagraditi.

Zaključek Projekti razvoja uporabniških rešitev za znanega naročnika imajo nekaj posebnosti v primerjavi z npr. projektom izgradnje mostu ali izdelavo zdravila. Posegajo v vsakdanje delo posameznika. V članku ni opisan primer internega razvoja, ki ima drugačne lastnosti od danes običajno »outsourcanega« razvoja. Kompetence udeležencev – članov projektne skupine, posebej pa kompetence analitikov, ki lahko projekt zavozijo ali z njim uspejo še na papirju in se razvoj še ni začel, igrajo na projektu pomembno vlogo. V članku so popisane štiri možne rešitve, gotovo pa obstajajo še druge, na katere še nisem naletela. Katero pot ubere posamezen projekt je odvisno od ljudi, ki jih ima na razpolago naročnik oziroma od vložka v projekt. Ta je odvisen od področja uporabniške rešitve, kompetenc zaposlenih pri naročniku, stila vodenja projektnega vodje in še česa.

Project team members have a broad view of a problem, or not. Such a broad view shod posses at least project manager, architect and analyst. The ability of such overview is really the competence that is unfortunately often ignored when putting the project team together. Competent users can replace a top analyst. Even if we are formally not talking about the key user (s), their knowledge is invaluable and should be willing to share it with the project team. Particularly they should not hide their knowledge from co-employees. Such users should be recognized and rewarded by their employer.

Conclusion Developing IT application projects for a client has special features in comparison with, for example bridge construction or manufacturing a product. Our projects interfere with the daily work of an individual. Internal application development is not considered in this article. Such projects have different properties as outsourced development. Competencies of project team members, especially competences of analysts on the project that can destroy or make a project while still on paper when development has not yet started, play an important role on the project. This article surveyed four possible solutions, but certainly there are others, which I have not yet encountered. The approach taken depends on people who are allocated to the project by the customer or their non-financial input. This depends on the business area of application, customer’s employee competences, managerial style of the project manager and others.


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Mirjana Slapničar

Delo v virtualnih projektnih teamih Mirjana Slapničar Misel na delo v virtualnih projektnih teamih pri kolegih, s katerimi se pogovarjam o tem, vzbudi kaj različne reakcije – od očitnega nelagodja do vzhičenja. Izkušnje so več očitno izjemno različne, torej ponujajo veliko možnosti za zanimiv razmislek. Če si za to priliko izposodim klasična vprašanja iz novinarskih priročnikov: virtualni projektni teami: kdo, kaj, kje, kako, s čim in - zakaj?

Zakaj? Odgovor je dostikrat tisti najbolj vsakdanji in prozaičen – treba je pač. Globalizacija je veliko več kot le beseda, ima svoje zahteve in nudi priložnosti. Ne nazadnje tudi to glasilo nastaja na relaciji med Evropo in Azijo, kjer trenutno živi in dela naša urednica. Distribuirana organizacija, vključevanje zunanjih strokovnjakov, obvladovanje stroškov in delo s strankami v drugih delih sveta so le nekateri izmed povodov za vzpostavitev virtualnih projektnih teamov. Ni niti nujno, da člane virtualnih timov fizično ločujejo velike razdalje. Elemente delovanja v virtualnih teamih lahko občasno prepoznamo že pri sodelovanju med člani projektne skupine, ki so geografsko celo zelo blizu, a o tem kasneje.

S čim? Člani virtualne projektne skupine se ne srečujejo pogosto, če se sploh srečujejo. Zato se morajo za komunikacijo, ki je osnova vsakega projektnega dela, opreti na orodja za komunikacijo in skupinsko sodelovanje. Stabilnost, zanesljivost in v marsikaterih primerih tudi varnost orodij je osnovni pogoj za uspešno komunikacijo. V večini primerov skupina potrebuje tudi učinkovito orodje za centralno in oddaljeno obvladovanje dokumentov ter tudi za evidentiranje in dodeljevanje nalog. Potem so tu še specifični predpogoji za posamično panogo: na področju razvoja programske opreme je zelo pomembno primerno, stabilno in varno okolje za oddaljeni razvoj, testiranje in upravljanje s konfiguracijo.

Working in virtual project teams Mirjana Slapničar Thinking about virtual project teams, when I discuss them with my colleagues, raises very different reactions – from the obvious discomfort to excitement. Obviously experiences are very different, therefore they offer a nice opportunity for discussion. Let me use the typical journalistic questions when addressing this topic: virtual project teams: who, what, where, how, with what and - why?

Why? The answer is often the most usual and prosaic – because we have to. Globalization is much more than just a word, it has its requirements and offers opportunities. After all, this newsletter was published somewhere between Europe and Asia, where our editor currently lives. Distributed organizations, involving external consultants, managing costs and working with clients in different parts of the world are some of the reasons for establishing virtual project teams. Virtual team members don’t necessarily have to be very far apart. Elements of virtual team involvement can be occasionally recognized among team members that are geographically located close together, more about this later.

With what? Virtual project teams don’t meet often, if they meet at all. Therefore they must communicate – which is the basis for any project work – via communication and team collaboration tools. Stability, reliability and in many cases also security of such tools is the basis for effective communication. Often the team also needs a good tool for document management from a distance and a tool for task delegation and tracking. In addition, there are specific requirements for each industry where projects are performed. For example, in IT development it is very important to have a suitable, stable and safe distributed development environment which includes tools for testing and configuration management.


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Delo v virtualnih projektnih teamih Mirjana Slapničar

Working in virtual project teams Mirjana Slapničar

Ob zagotovljeni projektni infrastrukturi so bistvenega pomena vzpostavljeni in dovolj formalizirani procesi projektnega vodenja in poslovni procesi, zasnovani tako, da učinkovitost in tudi transparentnost v komunikaciji podpirajo in ne bremenijo. S tem pa smo že pri naslednjem izmed vprašanj.

Kako? Stili projektnega vodenja, kot tudi vodenja nasploh, so različni. Projektni vodje jih razvijamo v toku svoje poklicne poti v skladu z zahtevami, okoliščinami in gotovo ne nazadnje s svojimi lastnimi preferencami in osebnostnimi značilnostmi. V literaturi pogosto najdemo navedbe, da so zahteve pri vodenju virtualnih teamov »prav nasprotne« kot pri vodenju teamov na isti lokaciji. Če to trditev združimo z ugotovitvami o različnih stilih projektnega vodenja, ugotovimo, da se morajo projektni vodje za vodenje virtualnih projektnih teamov prilagoditi bolj ali manj, pač glede na svoj osnovni slog. »Prav nasprotno« namreč pomeni, da je potrebno procese projektnega vodenja in komunikacijo v virtualnih teamih neogibno bolj formalizirati in vanje vložiti več časa, kot pa bi bilo to potrebno ali nemara včasih celo smiselno v okviru klasičnih teamov. Potrebno pa je tudi, da se tim spozna in si začne zaupati med sabo do te mere, da lahko neobremenjeno sodeluje. Posebej je nujno najprej postaviti izhodišče. Postaviti je potrebno skupne temelje razumevanja osnovnih pojmov, namenov in ciljev projekta, potem pa tudi načina dela in delovnih postopkov. Skupina se mora seznaniti s tematiko in tehnologijo, če ju še ne pozna, pa tudi drug z drugim, kolikor je mogoče. Če je le možno, je posebej na začetku projekta pomembno, da se člani projektne skupine srečajo tudi osebno, da se vsaj do neke mere spoznajo. Začetni osebni stik je pomemben, poleg tega je na takšnih srečanjih lažje ugotoviti razlike in uskladiti strokovne poglede in določiti zasnovo projekta. V osebnem stiku je mogoče lažje začutiti potencialne osebne in nemara iz okolja izhajajoče razlike oziroma skozi osebni stik vsaj razviti tolerančni prag, ki kasneje pomaga razumeti, da sodelavec nemara ne misli tako, kot smo mi slišali, in da ga velja nadalje povprašati o tem.

With a project infrastructure in place, it is also very important to have formal project management processes in place. Business processes must be efficient and transparent. They should aid communication instead of preventing it. This leads us to the next question.

How? Project management styles – as well as management styles in general – can vary. Project managers develop them constantly during our professional involvement based on the requirements, environments and definitely also with respect to our own preferences and personal traits. In professional references we often read that the requirements when leading virtual teams are “completely opposite” compared to leading teams in one location. If we combine this with different project management styles we can deduce that project managers who lead virtual project teams must evolve their approach based on their own management style. »Completely opposite« means that project management processes and communication in virtual teams must be more formalized and more time must be spent to define them as opposed to what is required or common in classic teams. It is also necessary for the team members to get to know and trust each other so that they may work together unladen. It is especially important to lay down the baseline. Common building blocks for understanding the basic terminology, purpose and goals of the project must be defined as well as the approach and work procedures. The team must be aware of the content and technology if they don’t know already and get to know each other as much as possible. If at all possible the team members should meet in person at the beginning of the project so that they have an impression of each other. The initial personal contact is also important because it allows the project manager to discover gaps and align professional guidelines and project basics. It is somewhat easier to discover potential personal conflicts or cultural differences when meeting in person. It gives an insight into the tolerance level which in later communication serves to understand that a team member perhaps didn’t mean something the way it was understood.


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Veliko klasičnih teamov uporablja načine dela in komunikacije, ki v virtualni svet niso zares prenosljive. Še posebej to velja, če so skupine manjše in delajo skupaj daljši čas, in za skupine, kjer so delovne vloge fluidne. Domnevati je mogoče, da je preskok v delo v virtualnih teamih posebej zahtevno za tiste člane projektnih teamov, ki delajo že dlje časa v praktično isti zasedbi in na sorodnih projektih. Člani projektnih teamov, ki so večkrat postavljeni pred izziv menjave kroga sodelavcev in področja dela, so ob vsaki menjavi na nek način prisiljeni bolj ozavestiti postopke dela in komunikacije. Ob prehodu tudi se tudi oni srečajo z okoliščinami, ki jih poznajo manj kot prejšnje, in se srečajo tudi z določenimi razlikami v delovni kulturi. Tako kot delujoči v virtualnih teamih se tudi oni na ta način srečajo s priložnostjo za spremembo in obogatitev izkušenj, ki je hkrati izziv. Tudi nismo vsi ljudje po naravi enako nagnjeni k delu v virtualnih teamih. Uporaba komunikacijskih orodij nekatere med nami zavira pri dejanski komunikaciji. Še posebej to velja, če gre za razpravo o problemih ali v primerih, da sogovornika nemara ne poznamo dovolj dobro. Kljub temu, da je razširjenost virtualnih socialnih omrežij vnesla v naša življenja relativno velik obseg virtualne komunikacije, je pri komunikaciji v poslovnem okolju prisotnih veliko več dejavnikov, tako da tega ne gre povsem izenačevati. Nemara še večji izziv pa je ponavadi ohranjanje motivacije, povezanosti in zavezanosti ciljem. V to je potrebno vlagati razmislek in dodaten čas, kar velja posebej za vodjo projekta, nosilce posameznih sklopov, navsezadnje pa za vse člane projektnega teama. Proaktivno delovanje članov projektne skupine pripomore k uspešnosti projekta, k občutku vključenosti in k večjemu osebnemu zadovoljstvu pri delu. Izkušnje kažejo, da je zmenjava parcialnih informacij glede delovnih nalog še najmanj drugačna kot pri klasičnih teamih, kontekstualne in strateške informacije ter informacije o potencialnih bodočih spremembah pa krožijo počasneje oziroma morda niso enako razumljene pri vseh članih skupine. Zato je temu potrebno posvetiti posebno pozornost.

Many classic project teams use various communication methods that are not transferable into a virtual world. This is especially true when teams are small and have been working together for a long time and when teams include fluid roles. We can assume that the leap to virtual teams is most difficult for those team members who have been working with more or less the same team members on similar projects for a long time. Team members who are often faced with the challenge of changing their co-workers and work assignments have more experience with consciously changing their ways of working and communicating. With each change they encounter new and previously unknown work factors and are often forced to adapt to differences in work culture. As in a functioning virtual team they are given the opportunity to change and enhance their experiences which at the same time provide new challenge that they must overcome. Not all of us are equally inclined to work in project teams due to our differing natures. The use of communication tools scares some of us to the point it obstructs our communication. This is especially true when we discuss problems or in cases when we don’t know the person with whom we are communicating very well. Despite the multitude of virtual social networks that introduced a high level of virtual communication into our everyday lives, there are many more factors to be considered when communicating virtually in a business environment and the experience is not directly transferable. It is usually even more challenging to maintain team motivation, collaboration and commitment to common goals. Additional thought and effort must be given to this by the project manager, by the various team leads as well as by all team members. We know that proactive team member involvement leads to successful projects, allows the team members to feel more involved and gives greater work satisfaction. Experience tells us that incomplete information about project tasks is one of least differences in virtual teams as compared to classic project teams. Context-based and strategic information about potential future changes circulate slower or may not be understood in the same way by different team members. This aspect of working in virtual teams therefore requires special attention.


Stran 23

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Kdo in kaj? Določeni tipi nalog so po naravi primernejši oziroma enostavnejši za izvajanje v okviru virtualnih projektnih teamov. Če posplošimo, gre tu predvsem za že na začetku dovolj natanko določljive naloge, po možnosti take, ki jih je možno razdeliti na manjše neodvisne sklope. Omenili smo že, da način dela v virtualnih teamih ne ustreza vsem enako; nekoliko posplošeno bi lahko rekli, da najbolj ustreza predvsem samostojnejšim posameznikom brez resnejših zadržkov glede komunikacije. Tudi določeni tipi strokovnjakov zaradi narave svojega dela lažje delujejo v virtualnih teamih. Dober primer so svetovalci za različna področja (varnost ipd.), ki lahko delujejo dovolj neodvisno na podlagi začetni informacij in s pomočjo nekaj intervjujev in usklajevalnih iteracij. Na področjih, kjer je stopnja odvisnosti velika in zahtevajo veliko stopnjo sprotne izmenjave informacij, občutno lažje delujejo projektne podskupine, ki so zaključene v okviru ene lokacije. To pomeni, da imajo nosilca in vir mnogih informacij na isti lokaciji in tako niso življenjsko odvisne za vsako posamezno informacijo od sodelavcev z druge lokacije. Najjasnejši primer za ilustriranje tega je sodelovanje v različnih časovnih pasovih, ni pa edini. Pomembno je glede na specifike projekta in realne možnosti racionalno planirati tudi projektne stroške in upoštevati razlike tudi pri ocenah tveganj, kjer je to potrebno.

Komunikacija Če iz katerekoli pripovedi o projektih izločimo posebnosti panoge, deležnikov, tehnologije in okolja, bomo (tako kot v tem članku) nemara odkrili, da govorimo skoraj izključno o komunikaciji. Delo v virtualnem projektnem teamu pa prinaša še več komunikacije, več načrtovanja in razmišljanja o njej.

Who and what? Certain types of tasks are by their nature more suitable or even easier to be implemented in virtual team environments. In general, these types of tasks include very specific and well-defined tasks up-front that may be easily split into smaller, independent groups of tasks. We have already mentioned that working in virtual teams is not suited to everyone in the same way; somewhat generalized we could say that it suits mostly independent individuals who don’t have any reservations about communicating. Certain types of experts, due to the nature of their work, function more easily in virtual teams. An example are consultants in various fields (for example security etc.) who can work independently after they gather initial information and later communicate through interviews and iterations. In certain situations where tasks are closely inter-related and require constant information exchange it is more efficient if they are implemented by project sub-teams that are co-located. This means that they have the source of most information in one location and are not critically dependent on information from team members in different locations. A common illustration of such circumstances is working in different time zones, but is not the only one. It is also important to plan project costs and adjust risk factors where necessary, depending on project specifics and financial realities.

Communication Whenever we exclude the specifics of industry, stakeholders, technology and environment from any tale about projects, we may discover (just like in this article) that we are almost exclusively discussing communication. Working in virtual teams means more communication, more planning and more thinking about it.


Stran 24

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Anamarija Sustič, PMP

IT projekti v zdravstvu Anamarija Sustič, PMP “Ne moremo vedeti, ali je popolno, dokler ga ne uporabimo. Raje

se usmerimo na varnost in uporabnost. Šele, ko opazujemo ljudi, ki naš izdelek uporabljajo, spoznamo, kaj moramo izboljšati.” —Jim Walker, MD, Geisinger Health System, Danville, Pennsylvania, USA Nemalokrat smo priča hudih kritik in zgodb o vrtoglavih številkah porabe sredstev na IT projektih v zdravstvu in proračunih projektov, ki so ob zaključku projekta dvakrat ali trikrat višji od začetnega proračuna ter potekajo veliko dlje kot je bilo začetno planirano. IT projekti v zdravstvu prinašajo obilico možnosti za racionalizacijo in odpravo pomanjkljivosti v delovnih procesih. Obenem so IT projekti v zdravstvu kompleksnejši kot ostali IT projekti v gospodarstvu ali drugih panogah. Projektne skupine v IT projektih v zdravstvu se srečujejo s političnimi, zakonodajnimi, proračunskimi in nenazadnje tehničnimi izzivi. Ne glede na obseg dela ovire največkrat niso tehnične narave. Nov informacijski sistem ima lahko vse najsodobnejše lastnosti, izpise, integracije z zalednimi sistemi, maske z zanimivimi barvami in “gumbi”, vendar si uporabniki ne bodo mogli nič z njim pomagati, če ga ne bodo znali, mogli ali ne bodo želeli uporabljati. Zdravstvene organizacije ne temeljijo svojega dela na projektih, ker je njihova primarna dejavnost izvajanje zdravstvenih dejavnosti ali delo z bolniki ter pogosto nimajo zasnovanih sistemov vodenja, tako da bi lahko učinkovito in uspešno podprle projektne potrebe. Časovnice se vodijo v tabelah in pošiljajo po elektronski pošti, projektni plan redko kdo prebere, poraba ur in realizacija se ne beleži... To običajno pomeni zahtevnejše projektno vodenje. Zdravstvene organizacije so klasične funkcionalne organizacije, v kateri vsak zaposleni opravlja jasno določeno funkcijo in ima določenega nadrejenega (predstojnika). Zaposleni so organizirani po specialnostih in funkcijskih delokrogih. Organizacija predstojnikov je lahko tudi nekaj nivojska, na primer predstojnik odseka, je lahko nadrejen skupini funkcijskih predstojnikov – nosilcev procesov.

IT projects in healthcare Anamarija Sustič, PMP “You can’t know what perfect is until you use something. Instead, we strive for security and usability. Then, we watch how people use what we’ve built to see what needs to be improved.” —Jim Walker,

MD, Geisinger Health System, Danville, Pennsylvania, USA We often encounter sharp criticism and stories about the high cost of IT projects in healthcare, how such projects overrun their budgets by two or three times by the end of the project as well as how they massively overrun their originally planned schedules. IT projects in healthcare have a huge potential for rationalization and improvements in business processes. Additionally, IT projects in healthcare are more complex than IT projects in businesses or other industries. Project teams in healthcare IT projects deal with political, legal, financial, and last but not least, technical challenges. Regardless of the scope of work these challenges are most often not technical in nature. A new information system may have all the bells and whistles, pretty reports, integration with back-end systems, professionally designed screens and buttons, but it will not do any good to the end users unless they know how to, are able to or want to use it. Healthcare organizations do not base their work on projects since their primary function is to perform healthcare activities and work with patients. They often don’t have management systems in place that would efficiently and successfully serve project purposes. Schedules are maintained in tables and sent by email, no one reads the project plans, time spent and realization are not tracked… There is no doubt this leads to more challenging project management. Healthcare organizations are typically functional organizations where each employee performs a clearly defined function and knows who their manager is (department chair). Employees are organized by the type of work they perform. The organizational structure may also be hierarchical, for example a department chair may oversee functional managers – those who are responsible for functional processes.


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IT projekti v zdravstvu Anamarija Sustič, PMP

IT projects in healthcare Anamarija Sustič, PMP

Na vrhu takšne hierarhične medicinske organizacije je običajno strokovni direktor za področje zdravstvene stroke. IT oddelek, oddelek nabave in oddelek financ so običajno del podpornih služb in so organizacijsko pod poslovnih direktorjem organizacije. Obseg dela na projektih je v funkcionalnih organizacijah omejen z mejami funkcije. Vsak oddelek bo v vseh fazah projektov (načrtovanje zahtev, analiza zahtev, testiranje rešitev, migracija podatkov, usposabljanje...) opravljal delo neodvisno od ostalih oddelkov. Ko se pojavijo vprašanja v zvezi z drugim funkcionalnim področjem, se posreduje vprašanje navzgor po organizacijski strukturi do vodje drugega oddelka. V fazi načrtovanja projektnih skupin je poleg ključnih uporabnikov sistema oz. tistih, ki so vpeti v vsakdanje delo na procesih potrebno vključiti tudi predstojnika – vodjo procesa. Če medicinski predstojnik ni vključen, ključni uporabniki na procesu običajno nimajo pooblastil za odločanje. Od tukaj izhaja ena od kritik IT projektov v zdravstvu, da so dragi in potratni s časom. Pri načrtovanju funkcionalnih zahtev za IT projekt v zdravstvu, ki se zgodi na samem začetku projekta, je največkrat aktivno vključena le nabavna služba in IT oddelek (podporne dejavnosti v zdravstvu). Za uspešno vodenje projektov v zdravstvu je potrebno vzpodbuditi sodelovanje nosilcev procesov medicinske stroke že v samem začetku projekta oz. pri definiciji obsega dela in funkcionalnih zahtev sistema, pa četudi si to stroka večkrat ne želi. Predstavniki medicinske stroke želijo avtomatizirati procese dela vendar IT strokovnjaki tega ne morejo uresničiti brez njihovega sodelovanja. Izkušnje kažejo, da si predstavniki medicinske stroke in IT strokovnjaki različno predstavljajo gradnike projekta in funkcionalne zahteve. Predstavniki medicinske stroke večkrat pravijo, da je v računalništvu vse mogoče, a ne razumejo ali nočejo razumeti, da je to vedno povezano z dodatnim časom in dodatnimi stroški. Izkušnje kažejo, da lahko vzpodbudimo sodelovanje stroke tako, da vpeljujemo inkrementalne prototipe v obliki delnih pilotov končne rešitve. Na pilotih medicinski člani projektne skupine testirajo svoj proces in identificirajo pomanjkljivosti ter definirajo zahteve za naslednji prototip ki je še bližje končni rešitvi.

The medical director is usually at the top of this kind of a hierarchical medical organization. The IT department, procurement and finance typically fall under supporting services and organizationally report to the business director of the organization. The scope of projects in functional organizations is delimited by the functional boundaries. Each department performs their tasks on the project (requirements planning, requirements analysis, solution testing, data migration, end user training…) independently from other departments. Whenever a need to clarify issues with other departments arises, requests are communicated upwards the hierarchy ladder to the manager of the department in question. In addition to the key users of the system, those who work on the processes on a daily basis, the medical department chair who is responsible for the process, must be included in the project team. If the medical chair is not included, team members will not likely have the authority to make decisions. This is one of the criticisms IT projects in healthcare face: they are expensive and take too long. At the very start of an IT project in healthcare, when functional requirements are planned, only the purchasing and IT departments (supporting services) are usually actively involved. In order to successfully manage projects in healthcare the medical staff responsible for processes should be involved as early as possible. They should be the ones to most actively participate during the scope definition and requirements specification, whether they want to or not. Medical chairs want to automate parts of the process, however, the IT department is unable to efficiently implement solutions without their active involvement. We know from experience that medical chairs and IT professionals have differing views and understanding regarding functional requirements and phases of IT projects. Medical chairs believe that anything is possible in IT, but they don’t realize – or don’t want to – that each requirement translates into additional time and cost. We know from experience that we may improve collaboration between the medical and IT professionals by implementing incremental prototypes in the form of partial pilots of the final solution. The medical professionals can use the pilots to test their processes and identify missing functionality. This way they can iteratively refine requirements for the next prototype which will be closer in functionality to the final solution.


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IT projekti v zdravstvu Anamarija Sustič, PMP

IT projects in healthcare Anamarija Sustič, PMP

Na ta način zmanjšamo tveganje, da razvijamo sistem, ki ga organizacija ne more ali ne želi uporabljati ter usposabljamo ključne uporabnike že od samega začetka projekta. Zdravniki, ki so največkrat vodje procesov, najlažje potrjujejo zahteve ali rešitve takrat, ko jih vidijo, kar je še ena prednost delnih pilotov. Žal veliko projektnih timov nima te sreče, da lahko sodelujejo s člani medicinske stroke od samega začetka projekta in velikokrat prototipov sistema ni do začetka implementacije, ko je obseg dela, časovnica in proračun projekta že zdavnaj znan in pogodbeno dogovorjen. Posledica tega je, da že na začetku projekta dobimo pomanjkljiv obseg dela in se v implementaciji ugotovi, da tudi časovnica in proračun ne bosta zdržala. V fazi implementacije in testiranja ključni uporabniki in vodstvo projekta prepozno ugotovi kaj vse manjka in kaj bi bilo potrebno vključiti v projekt. Od tukaj izvirajo programske spremembe in zamudna usklajevanja projektnega plana, časovnice in proračuna projekta ter slaba volja na projektu. V izogib temu je potrebno zagotoviti odprt dialog med IT strokovnjaki in predstavniki medicinske stroke od samega začetka načrtovanja projektov v zdravstvu kljub temu, da bomo večkrat slišali, da predstavniki medicinske stroke nimajo časa in, da zaradi projekta trpi delo v stroki. Gotovo pri tem potrebujemo podporo sponzorja projekta oz. nekoga, ki resnično verjame v uspeh projekta in ima vpliv v organizaciji. Na vseh projektih, in še posebej v zdravstvu, se ljudje zelo oklepajo starega načina dela, starih organizacijskih postopkov, starih standardnih operativnih postopkov (SOPjev) ali starega načina dela z zunanjimi naročniki in zahtevajo prilagajanje novega informacijskega sistema staremu načinu dela. Velikokrat se ravno z vpeljavo novega sistema lahko poenostavi potek izvajanja delovnega procesa in racionalizira poslovanje vendar mora to spoznati tudi medicinska stroka. Ravno v tem je prednost dobrih funkcijskih vodij oz. predstojnikov, ki bodo zaznali priložnost, da nekaj spremenijo v svojem delovnem procesu. Končni cilj vsakega IT projekta v zdravstvu je boljše in varnejše delo s pacienti in tega mnenja so vsi udeleženci IT projektov v zdravstvu - IT strokovnjaki in medicinska stroka. Vodenje IT projektov v zdravstvu mora biti veliko bolj fleksibilno kot je v ostalih panogah ter mora upoštevati specifike dela s predstavniki medicinske stroke.

In this manner the organization reduces the risk of developing a system that will not or can not be used. Also, the end users are trained from the very beginning of the project. Doctors, who are most often the medical chairs, can approve the solutions when they see them working, which is another advantage of using pilots. Unfortunately many project teams do not have the opportunity to collaborate with medical professionals from the very start of the project. More often, prototypes are built during the implementation phase, when the project scope, schedule and budget are already defined and contractually obligated. Consequently the scope is most likely incomplete and only during the implementation phase it becomes clear that the schedule and budget will not be met. It is too late when key users and project managers uncover what is missing and what should have been included when the implementation phase is underway. This is the source of scope changes and project re-planning, schedule and budget alterations and distress on the project. To avoid it, communication between IT and medical professionals must be established from the very beginning, although we often hear complaints from the medical chairs that they don’t have time and that because they have to devote their time to the project, they can’t focus enough on their medical work. A strong sponsor who has enough authority in the organization and who strongly believes in the success of the project is crucial in these situations. On most projects, especially those in healthcare, people tend to cling to the old way of doing things, old processes, old standard operating procedures (SOPs) and old ways of dealing with service providers. They want their new information system to support their old ways. On the contrary, a new information system could be a source of process rationalization and simplification. The medical professionals should become aware of this. A strong functional manager or department chair who understands this benefit should be the one who recognizes the opportunity to make changes in their processes while implementing the new IT system. Both IT and medical professionals agree that the ultimate goal of IT projects in healthcare should be more efficient and safer work with patients. IT project managers in healthcare must be much more flexible than project managers in other industries. They must be able to foster good communication and practices with respect to the specifics of working with medical professionals.


Stran 27

Strokovni razvoj Professional

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Kako sem pridobila certifikat PMI-ACP Maja Ferle, PMP, PMI-ACP Ko je organizacija PMI lani napovedala certifikacijo agilnega projektnega vodenja, sem takoj vedela, da se je bom lotila. Z agilnim sem se srečala že pred leti in ga tudi začela uvajati pri svojem delu, zato se mi je zdela pridobitev certifikacije nadgradnja mojih prizadevanj. V nadaljevanju bom opisala, kako sem se pripravila na opravljanje certifikacije PMI-ACP in podala svoje izkušnje, ki bodo morda prišle prav še komu, ki se namerava lotiti pridobitve naziva PMI-ACP.

Izpolnjevanje pogojev Podobno kakor pri pridobitvi certifikacije PMP, je tudi za PMI-ACP treba izpolnjevati določene pogoje. Eden je povezan z delovnimi izkušnjami in sicer se za PMI-ACP pričakujejo izkušnje pri delu v agilnih projektnih skupinah. Ni nujno, da so izkušnje iz vodenja projektov, kar je razumljivo, saj recimo v skupinah skram ni vloge projektnega vodje in bi zato bilo nemogoče pričakovati, da imajo kandidati tovrstne izkušnje. Moje izkušnje so pri uvajanju agilnih pristopov na projektih poslovnega obveščanja in upravljanja odnosov s strankami. Projekte smo izvajali v iteracijah, kjer smo se sproti dogovarjali z naročnikom, kaj bomo delali v naslednji iteraciji, glede na to, kaj je naročniku v danem časovnem obdobju pomembno in kar omogoča hiter odziv na spremembe na trgu. Agilno torej. Drug pogoj za opravljanje certifikacije PMI-ACP je udeležba na predpisanem številu ur izobraževanj. Poslušala sem spletna predavanja (Webinar), ki jih je bilo kar nekaj, med drugim jih ponuja PMI Agile Community of Practice. Udeležila sem se tudi celodnevnega dogodka na temo agilnega projektnega vodenja v organizaciji PMI-NIC v Milanu. Ponudilo se je še dvodnevno izobraževanje za Scrum Master v Ljubljani. Vsa izobraževanja sem sproti vnašala v sistem CCR (Continuing Certification Requirements), saj štejejo kot točke PDU za vzdrževanje certifikacije PMP in tako sem imela natančno evidenco vseh opravljenih izobraževanj. Sledila je prijava, plačilo in seveda učenje za izpit.

How I passed the PMI-ACP exam Maja Ferle, PMP, PMI-ACP When PMI announced the agile certification last year, I knew immediately that I wanted to take it. I became familiar with agile a few years ago and I took steps to implement it in my everyday work. Becoming certified in agile seemed a logical next step in my endeavors to become more agile. This is an account of how I prepared for the PMI-ACP exam and an overview of what I learned during the process. I hope that my experience might be of use to anyone else who wishes to take the PMI-ACP exam in the future.

Eligibility requirements Similar to the PMP certification, the PMI-ACP certification also requires that candidates fulfill certain eligibility requirements. One of them is a required number of hours of agile project experience. Agile project experience doesn’t necessarily imply agile project management, which makes sense if we consider projects that use for example the Scrum approach. These types of projects don’t have a role of project manager. My experience is related to introducing agile approaches on business intelligence and customer relationship management projects. The projects were implemented in iterations where we discussed the goals of each iteration in detail with the customer. These were dependent on what was important to the customer and what allowed them to be quickly responsive to market conditions. In short, agile. Another eligibility requirement for the PMI-ACP certification is a required number of hours spent training in agile practices. To fulfill this requirement, I listened to webinars, for example within the PMI Agile Community of Practice and others. I attended a one-day agile project management event that was organized by PMI-NIC in Milano. I also took the opportunity to attend the Scrum Master training in Ljubljana. I recorded all trainings in the CCR (Continuing Certification Requirements) system because they also count as PDU units towards my PMP re-certification. This allowed me to have an accurate account of all my time spent training in agile practices. The next step was to apply, pay and of course study for the exam.


Stran 28


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Kako sem pridobila certifikat PMI-ACP Maja Ferle, PMP, PMI-ACP

How I passed the PMI-ACP exam Maja Ferle, PMP, PMI-ACP

Vsebina izpita Za razliko od certifikacije PMP, pri kateri je na voljo obsežno gradivo v obliki Vodnika po znanju projektnega vodenja (PMBOK), za PMI-ACP ni takega učbenika. Obstaja seznam vsebin, ki jih pokriva izpit, opisan v dokumentu Examination Content Outline (http://www.pmi.org/en/Certification/ ~/media/Files/PDF/Agile/PMI_Agile_Certification_Content_Outline.ashx) in spisek priporočenega gradiva PMI-ACP Examination Reference List (http://www.pmi.org/en/Certification/~/media/Files/ PDF/Agile/PMI000-GainInsightsAIGLE418.ashx). Spisek vsebuje 11 knjig in priznam, da nisem prebrala vseh, saj se mi zdi toliko knjig za en sam izpit vendarle malo pretirano. Od knjig na seznamu sem prebrala recimo »The Software Project Manager’s Bridge to Agility«, »Becoming Agile: ...in an imperfect world« in »Agile Project Management with Scrum«. Razen teh sem že prej prebrala tudi »Extreme Programming Explained: Embrace Change« in »Agile Data Warehousing: Delivering World-Class Business Intelligence Systems Using Scrum and XP«, ki ju sicer ni na spisku, a sta tudi relevantni. Podobno kakor pri izpitu PMP, sem tudi za pripravo na PMI-ACP kupila knjigo, namenjeno pripravi na certifikacijo. Ker je certifikacija nova, še ni bilo mnogo knjig na voljo. Kupila sem kar prvo, na katero sem naletela in sicer »The PMI-ACP Exam: How To Pass On Your First Try« avtorja Andyja Crowa.

Izkušnje in priporočila Zaradi novosti certifikacije in pomanjkanja učbenikov me je pred opravljanem izpita skrbelo, ali knjiga »The PMI-ACP Exam: How To Pass On Your First Try« dovolj dobro pokriva vsebino izpita. Po opravljenem izpitu ugotavljam, da je knjiga pomanjkljiva predvsem pri podrobnejši obravnavi posameznih metodologij, saj je večje število izpitnih vprašanj posvečeno podrobnostim posameznih metodologij skram, XP in Lean. Podrobnejše znanje metodologije Scrum sem pridobila na izobraževanju za ScrumMaster, znanje metodologije XP pa ob prebiranju knjige »Extreme Programming Explained: Embrace Change«. Za metodologijo Lean nisem prebrala posebnega gradiva, zato sem o tem vedela le splošne značilnosti, ki sem se jih naučila iz knjige Andyja Crowa. Na srečo se ta pomanjkljivost v mojem znanju ni poznala pri rezultatu izpita.

Examination content As opposed to the PMP certification where the exam content may be studied from the Project Management Body of Knowledge (PMBOK) there is no such manual for the PMI-ACP exam. A useful document is the Examination Content Outline (http://www.pmi.org/en/Certification/ ~/media/Files/PDF/Agile/ PMI_Agile_Certification_Content_Outline.ashx) as well as the PMI-ACP Examination Reference List (http://www.pmi.org/en/ Certification/~/media/Files/PDF/Agile/PMI000-GainInsightsAIGLE 418.ashx). It lists 11 books and I admit that I didn’t read all of them because reading so many books for one exam seemed slightly too much. I did read a few books on the list, including »The Software Project Manager’s Bridge to Agility«, »Becoming Agile: ...in an imperfect world« and »Agile Project Management with Scrum«. In addition to these I previously read »Extreme Programming Explained: Embrace Change« and »Agile Data Warehousing: Delivering World-Class Business Intelligence Systems Using Scrum and XP«, which are not on the list but are also relevant. Similar as for the PMP exam, I also bought a book that was developed as preparation for the PMI-ACP exam. Because the certification is new, I didn’t have many to choose from. I bought the first one that I encountered, »The PMI-ACP Exam: How To Pass On Your First Try« by Andy Crowe.

Experience and recommendations Because the certification is relatively new and there is no official manual, I was worried whether the book »The PMI-ACP Exam: How To Pass On Your First Try« adequately covers the exam content. After the exam I can attest that the book lacks detailed descriptions of the various agile methodologies Scrum, XP and Lean. Many questions on the exam expect the candidate to know specifics of these methodologies. I knew enough about Scrum from attending the Scrum Master course and I learned about XP by reading the book »Extreme Programming Explained: Embrace Change«. I didn’t read anything specific on the Lean methodology so I knew only the general concepts that I learned from Andy Crowe’s book. Fortunately this lack of knowledge didn’t affect my final exam outcome.


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Druga stvar, ki je pomanjkljivo obravnavana v vseh knjigah, ki sem jih prebrala, je agilno upravljanje tveganj, saj tega večinoma sploh ne omenjajo. Na srečo sem pred opravljanjem izpita s pomočjo Googla iskala primere izpitnih vprašanj po spletu in tako sem odkrila vprašanja na temo »Risk burndown chart« in podobna. Eden od virov, ki sem jih našla s pomočjo Googla, je »Managing Risk on Agile Projects with the Risk Burndown Chart« na spletnem naslovu http://www.mountaingoatsoftware.com/blog/managing-risk-on-agile-projects-with-the-risk-burndown-chart. Ker za opravljanje izpita ni uradnega učbenika, ampak zbirka knjig raznih avtorjev, sem opazila, da se nekatere stvari med seboj ne ujemajo oziroma so podane nasprotujoče. Zato sem morala že pri pripravi na izpit se odločiti, komu verjeti, kaj je res in kaj ni, kaj je prav in kaj je tisto, kar velja na izpitu? Na primer, po enem od principov agilnega manifesta: »Agilni procesi promovirajo trajnostni razvoj. Sponzorji, razvijalci in uporabniki morajo biti zmožni konstantnega tempa za nedoločen čas.«, je hitrost agilne projektne skupine konstantna, kar pomeni, da skupina dela z enako hitrostjo na dolgi rok. Nekateri primeri izpitnih vprašanj so kot pravilen odgovor navedli, da se hitrost dela agilne projektne skupine povečuje. Če pomislim logično, je prav mogoče, da je na začetku, ko se projektna skupina šele uči agilnih metod, hitrost manjša in se povečuje, ko se skupina bolj uteče. Ampak za izpit sem dala prednost agilnemu manifestu, saj ga smatram za bolj uraden vir. Nekje sem zasledila, da bi naj bili trije stebri skrama »visibility, inspection, adaptation«, medtem ko v uradnem vodniku po skramu avtorjev Schwaberja & Sutherlanda piše, da so stebri »transparency, inspection, adaptation«. Prednost sem dala uradnemu vodniku po skramu. Opazila sem različne definicije dolžine iteracij in števila članov agilnih projektnih skupin. Nekateri viri pravijo, da mora imeti skupina 7+-2 člana, drugi viri spet, da članov ni manj od 3. Dolžine iteracij so po agilnem manifestu od 2 tedna do 2 meseca, a pri XP so lahko tudi 1 teden. Skram pravi, da so iteracije lahko različno dolge, knjiga Andyja Crowa pa uči, da so pri skramu iteracije dolge 30 dni. Nekje sem med primeri izpitnih vprašanj zasledila dilemo, ali 30 dni pomeni 30 koledarskih dni ali 30 delovnih dni. Glede na nekatere primere v knjigah sem se odločila, da pomeni 30 koledarskih dni.

Another topic that is inadequately covered in all books that I read is agile risk management. In fact, it is hardly mentioned at all. Before the exam I reviewed my knowledge by looking for sample exam questions on Google and luckily I came across questions that referred to the “Risk burndown chart” and similar. A source to learn this material that I also uncovered using Google is »Managing Risk on Agile Projects with the Risk Burndown Chart« at http://www.mountaingoatsoftware.com/blog/managing-risk-on-agile-projects-with-the-risk-burndown-chart. Because the exam materials are contained in many books by different authors, there is no one single source and I noticed that there was some conflicting information. While studying for the exam I had to decide whom to believe, what is true and what isn’t, what is valid for the exam? For example, one of the principles behind the Agile Manifesto is that “Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.”, meaning that the velocity of an agile team should be constant so that it performs for the long term. I came across sample exam questions where the correct answer was that team velocity increases over time. Thinking logically, this may make sense if at the beginning the team is still learning agile practices and is therefore slower, but becomes faster with more experience. However, for the exam, I thought it best to favor the Agile Manifesto. One of the books states that the three pillars of Scrum are “visibility, inspection, adaptation”, while the official Scrum guide by Schwaber & Sutherland lists them as “transparency, inspection, adaptation”. Once again, I favored the more official document, the Scrum guide. I also noticed different definitions of iteration lengths and number of agile team members. Some sources state that the team should have 7+-2 members, others that the number of team members shouldn’t be less than 3. The agile manifesto estimates iterations between 2 weeks and 2 months while in XP they may be as short as 1 week. Scrum allows iterations to be of various lengths but Andy Crowe says that they are 30 days in length. I also came across a dilemma whether 30 days means 30 calendar days or 30 working days. From some examples in books I decided it means calendar days.


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Na srečo na izpitu ni bilo niti enega vprašanja, pri katerem bi bil odgovor dvoumen, kar pripisujem dejstvu, da ima organizacija PMI zelo rigorozen proces izdelave izpitnih vprašanj (to sem iz prve roke izvedela nekoč pred leti, ko sem bila povabljena v delovno skupino za pripravo PMP izpitnih vprašanj) in tako izločijo vsa vprašanja, pri katerih odgovor ni natančno dokazljiv s pomočjo vsaj dveh različnih virov. Naj povzamem, kaj je treba znati za opravljanje izpita PMI-ACP. Po moji izkušnji sodeč bi priporočila naslednje: • Udeležba na izobraževanju za ScrumMaster, ker je potrebno

imeti ob prijavi opravljeno formalno izobraževanje in tudi zato, ker je precejšen del izpita že pokrit v tem izobraževanju

• Nakup ene knjige, namenjene pripravi na izpit PMI-ACP s

primeri vprašanj; uporabila sem »The PMI-ACP Exam: How To Pass On Your First Try«, ki pa se mi je zdela v nekaterih delih pomanjkljiva, zlasti pri podrobni obravnavi metodologij in pri agilnem upravljanju tveganj

• Dobro znanje vseh treh metodologij, skram, XP in Lean, zato

priporočam prebiranje po ene knjige, posvečene vsaki metodologiji

• Bolj ali manj na pamet je treba znati Manifest agilnega razvoja

programske opreme (http://agilemanifesto.org/) in Dvanajst principov agilne programske opreme (http://agilemanifesto.org/ principles.html), saj so podrobna izpitna vprašanja iz tega

• V pomoč je tudi znanje vodnika PMBOK, saj je kar nekaj vsebin

enakih, na primer del razlage o vzpostavitvenem dokumentu projekta (Project Charter), izračun neto sedanje vrednosti ali povratka naložbe v projekt (PV, NPV, IRR), odkrivanje vzrokov težav (Ishikawa diagrami), Demingov krog, prislužena vrednost (Earned Value) in morda še kaj.

I was relieved that the actual exam didn’t contain a single question where the answer might be ambiguous. This is probably due to PMI’s high standards in exam development (which I learned first hand when I participated in a workgroup for PMP exam development some years ago). Questions may appear on the exam only if the answers can be verified from at least two different sources. In summary, based on my experience, here is what a candidate should know before taking the PMI-ACP exam: • Attend a ScrumMaster training, because it helps in fulfilling the

agile training requirement and also because a major part of the exam is covered in this training

• Buy a book specifically created as preparation for the PMI-ACP

exam; I used “The PMI-ACP Exam: How To Pass On Your First Try” which was lacking in certain areas, such as in detailed content about the various methodologies and in agile risk management

• A sound knowledge of each of the three methodologies, Scrum,

XP and Lean; therefore I suggest reading a book on each of the methodologies

• More or less memorize the Manifesto for Agile Software

Development (http://agilemanifesto.org/) and the Principles behind the Agile Manifesto (http://agilemanifesto.org/ principles.html), because many questions expect exact answers

• Knowledge of the PMBOK may also be of use because a number

of topics are relevant for the exam, for example the Project Charter, calculating the present value, net present value and internal rate of return (PV, NPV, IRR), cause-and-effect diagrams (Ishikawa diagrams), Deming circle, Earned Value and probably more.


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Opravljanje izpita Za razliko od pred leti, ko sem morala opravljati izpit PMP v Zagrebu, je zdaj na voljo v Ljubljani več izpitnih centrov. Ob prijavi mi je spletni vmesnik ponudil skoraj celostranski seznam možnih lokacij. Odločila sem se za qSTC v Tehnološkem parku, ne vem točno zakaj, morda zato, ker smo o njem že enkrat pisali v našem glasilu in mi je padel v oči. In še ena novost se je pojavila pri opravljanju izpita. Pred vstopom v izpitni prostor me je odgovorna oseba pregledala z detektorjem kovin, tako da sem se počutila kakor na letališču! Malo se je sicer opravičevala, da taka so pač pravila in seveda sem razumela, saj vem, da so pravila PMI stroga in da se jih je treba držati. Najprej sem se spraševala, zakaj bi bil potreben pregled, ali nosim skrito orožje, kasneje, ko mi je pregledala tudi žepe, pa sem prišla do zaključka, da je pregled najverjetneje potreben zato, da preverijo, ali nimam morda na telesu skrite kake elektronske naprave, ki bi jo lahko uporabila kot plonk listek. Pregled sem uspešno prestala, izpit pa tudi.

Taking the exam It is no longer necessary to travel abroad, for example to Zagreb, to take the exam. There are several exam locations now available in Ljubljana, in fact, the list is about a page long. I chose to take my exam at qSTC in the Technology Park for no particular reason, possibly because we have written about them in our newsletter previously and it popped out. There is a new procedure before the exam. Before I entered the booth, the exam administrator checked me with a metal detector. I felt like I was at the airport! She apologized for the inconvenience but such are the rules and I understand perfectly that PMI has strict procedures that must be followed exactly. I wondered why this check was necessary, perhaps to uncover hidden weapons? Later, when she also checked my pockets to make sure I didn’t have any cheat sheets with me, I figured they probably don’t want me to carry any electronic devices that could be used for cheating. I successfully passed the metal detector test and I passed my exam as well.


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Alenka Slabe, PMP

Kako izboljšati motivacijo v podjetju? Alenka Slabe, PMP Zadovoljstvo zaposlenih se gradi postopoma, dolgoročno, pravijo svetovalci in psihologi. A kako razpoloženje zaposlenih v podjetju izboljšati zdaj, danes? Navajamo nekaj nasvetov za boljšo motivacijo, ki jih lahko uporabite takoj in od katerih lahko pričakujete hitro izboljšanje razpoloženja. 1. Upoštevajte mnenje zaposlenih. Naj imajo večjo vlogo pri odločanju in svobodo govora. Dajte jim več možnosti pri delu, naj sodelujejo pri določanju ciljev, ki naj bi jih dosegli na svojem delovnem mestu. Upoštevajte vse organizacijske enote in ne dajajte prednosti samo eni enoti. 2. Vsak zaposleni potrebuje drugačno motivacijo. Najbolj učinkujejo tisti ukrepi za dvig motivacije in razpoloženja, ki imajo individualne značilnosti, so pisani na kožo vsakemu posameznemu zaposlenemu. V podjetju lahko organizirate tudi interno mentorstvo ali coaching. Zaposleni so lahko nezadovoljni tudi zaradi neustreznih prostorov, so prevlažni, na prepihu, nimajo naravne svetlobe. 3. Pohvalite jih in bodite tudi sami za zgled drugim. Če ima vodstvo prave poslovne prioritete in primarno odgovornost do dela, bo to vlilo zaupanje zaposlenim in bodo sledili vodstvu. Pokažite zaposlenim, da ste tudi sami skromni, da sprejemate varčevalne ukrepe. Zaposleni bodo bolj motivirani, ko se bodo zavedali kompetenc vodstva. Ne pozabite na pohvale in spodbudne besede, teh nikoli ni preveč. 4. Organizirajte team building. Ni treba, da za to zapravite premoženje. Posamezne oddelke lahko odpeljete na kegljanje, badminton in podobne dejavnosti, ki bodo zbližale zaposlene. Tudi boni za razvajanje zaposlenih so dobra rešitev. 5. Izboljšajte pretok informacij. O odločitvah v zvezi s podjetjem, strategijo, razvojem, cilji naj bodo sproti in pravočasno obveščeni tudi operativni delavci. V podjetju naj bo komunikacija odprta. Vodstvo naj bo odprto – sprehodite se med ljudmi, jih osebno nagovorite, se z njimi pogovarjajte.

How can we improve motivation among employees? Alenka Slabe, PMP According to consultants and psychologists, employee satisfaction is established gradually over the long term. Is there anything we can do to increase employee morale now, in the present? Here are a number of suggestions that can be applied immediately and that may quickly result in increased morale. 1. Ask for your employees' opinion. Allow them a greater role in decision making and expressing their opinion. Give them more responsibility and include them when defining the goals of their job. Treat all organizational units equally and don't favor one over another. 2. Each employee is motivated differently. Measures that are individualized and specifically designed for each employee have the most impact when applied to raising motivation and morale. A company may also decide to implement internal mentoring or coaching programs. Employees may also be dissatisfied because of inadequate office conditions, such as dampness, drafts, or lack of natural light. 3. Praise others and be an example. When the management demonstrates clear priorities and a primary responsibility to work it will enforce the employees' trust and willingness to follow the lead. Set an example by being humble and cost-conscious. The employees will be more motivated when they understand the competencies of their managers. There can never be too much praise and encouragement. 4. Organize team building events. It doesn't have to cost a fortune. Individual business units can go out for bowling, badminton or similar activities that will allow them to get to know each other better. Gift certificates for personal pampering may also be distributed. 5. Increase the flow of information. All employees should be promplty notified about all decisions regarding the company, strategy, development and business goals. Communication lines should be open. Management must be approachable – walk around among the employees and speak to them personally.


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development Kako izboljšati motivacijo v podjetju? Alenka Slabe, PMP

6. Fleksibilna navzočnost na delovnem mestu. Delovnik naj ne bo strogo določen, od 8. do 16. ure. Zaposlenim dovolite, da gredo na kavo, podaljšajo čas za malico. Če bo zaposleni kdaj lahko prišel kakšno minuto pozneje v službo, bo z veseljem tudi podaljšal delovnik, ko bo treba. Na zaposlene lahko pozitivno vpliva že dan ali dva več dopusta. 7. Omogočite horizontalno napredovanje. To pomeni, da zaposlenemu omogočite dodatno delo, ki ga je vedno veselilo, pri tem pa ni nujno, da mu zvišate plačo. To delo naj se mu všteje v delovni čas, ki ga bo s pridom izkoristil. Ko smo spraševali svetovalce in psihologe, so vsi zagotavljali, da je težko motivirati zaposlene v okolju, kjer se vodje nikoli niso posvečali motivaciji in kjer ni ustreznega upravljanja zaposlenih. Po navadi je slabšanje organizacijske klime dolgotrajnejši proces, zato je dolgotrajnejše tudi odpravljanje posledic. Podjetje mora dobro analizirati vzroke za slabo razpoloženje. Če vodstvo ob analizi vzrokov ne ukrepa pravočasno, zaposleni postanejo brezvoljni, težave pa postopoma postajajo neobvladljive.

6. Flexible working hours. The work day shouldn't be exactly from 8AM until 4PM. Allow the employees to go for a coffee or extend their lunch break. In the event that an employee comes late to work they will be happy to stay late if necessary. Employees may be positively affected just by having an additional day or two of vacation time. 7. Allow horizontal promotions. This means that an employee is assigned additional work that they love without necessarily increasing their salary. Allow them to do this additional work during normal working hours and they will be more productive. In interviews with consultants and psychologists we found out that it is very difficult to motivate employees in an environment where managers never paid attention to motivation and employee management. The decline of company morale usually develops over a long period of time, therefore its reversal also takes time. The company must analyze the reasons for low morale. If management doesn't take corrective measures promptly, employees may become listless and problems may escalate to the point of no return.


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Na obisku pri… Visiting…

Izzivi projektnega vodenja v nevladni organizaciji: izkušnje iz Kambodže Maja Ferle, PMP, PMI-ACP Po več kot 20 letih dela v svetovalnih podjetjih sem se odločila, da se preizkusim še v nevladni organizaciji v Kambodži. V nadaljevanju predstavljam svoje videnje izzivov pri vodenju projektov v nevladnih organizacijah in v razvijajočem se svetu nasploh. Nevladne organizacije so neprofitne organizacije, ki v splošnem delujejo na področju socialnih preobrazb in izboljšanju življenjskega standarda nepriviligiranih posameznikov. Mnogokrat so povezane z mednarodno pomočjo in donatorstvom. Razvojne dejavnosti nevladnih organizacij se vršijo v obliki projektov, katerih cilji so lahko zmanjšanje revščine, izboljšanje življenjskih pogojev, zagotavljanje človekovih pravic, zaščita okolja, pomoč žrtvam naravnih in drugih nesreč, ali razvoj zdravstvenega in šolskega sistema. Uspeh tovrstnih projektov se meri skozi raven socialno ekonomskega napredka in doseganja želenih učinkov, katerim je bil namenjen projekt. Posledično se to odraža kot učinkovitost sredstev donatorjev. Tovrstni rezultati niso vedno oprijemljive narave in jih ni lahko izmeriti. Projektni vodje v nevladnih organizacijah največkrat merijo porabo sredstev, v manjši meri pa rezultate. To ima za posledico, da ni dolgoročne odgovornosti za porabo sredstev. Večina projektov ima za cilj tudi ustvariti pozitivne spremembe, ki se bodo ohranile po zaključku donatorsko financirane pomoči. To je pravzaprav najdolgoročnejši cilj tovrstnih projektov. Projekti v nevladnih organizacijah so običajno predmet strogih postopkov spremljanja in nadzora. Te lahko zahtevajo vlade držav, kjer se izvajajo projekti, ali pa donatorji sredstev, ki želijo spremljati in meriti rezultate. Obstajajo tudi organizacije, ki raziskujejo in objavljajo učinke delovanja nevladnih organizacij v geografskem območju ali na določenem področju delovanja.

Project management challenges in an NGO: experience from Cambodia Maja Ferle, PMP, PMI-ACP After more than 20 years in corporate IT consulting environments I am now challenging myself by working in a non-governmental organization (NGO) in Cambodia. Here are some of my experiences of the challenges facing project managers in NGOs and in developing countries in general. NGOs are non-profit organizations that generally focus on social transformation and improvements in quality of life of underprivileged persons. Many NGOs are associated with international aid and voluntary donation. Development activities in NGOs are most often realized through projects whose objectives may be to alleviate poverty, improve living standards, ensure human rights, protect the environment, assist victims of natural or man-made disasters, or to develop health and education infrastructures. The success of such projects is measured in terms of socioeconomic progress and the levels of desired outcomes that resulted from the project. In turn, this translates into effectiveness of the donor funds. Such results are not always tangible in nature and may not be straightforward to measure. Project managers in NGOs typically have the tendency to measure only resource utilization, rather than results. The consequence is long-term lack of accountability. Most projects also have an ultimate goal to produce positive changes that will be sustained after the initial donor-funded assistance comes to an end. This is the long-term goal of such projects. Projects in NGOs are usually subject to rigorous Monitoring and Evaluation procedures. These may be required by the governments of the countries where the projects are implemented or by the donors who want reporting and assessment. There may also be organizations that research and publish details on the actions of NGOs working in particular geographic or program areas.


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Izzivi projektnega vodenja v nevladni organizaciji: izkušnje iz Kambodže Maja Ferle, PMP, PMI-ACP

Project management challenges in an NGO: experience from Cambodia Maja Ferle, PMP, PMI-ACP

Večina osebja v nevladnih organizacijah ni formalno usposobljena za projektno vodenje, zato projekte mnogokrat vodi »naključni projektni vodja«. Med pobudami za izobraže- vanje projektnih vodij v mednarodnih razvojnih organizacijah je na primer certifikacija (http://pm4ngos.org/) PM4NGOs, ki temelji na Prince II in jo podeljuje APM. Obstajajo tudi spletne vsebine za samostojno učenje. PMI prav tako podpira nevladne organizacije, ki se ukvarjajo z med- narodnimi razvojnimi projekti in gra- dijo boljši jutri s čim bolje vodenimi projekti. Skupnost International Development Community of Practice (http://id.vc.pmi.org/) širi dobre


In reality, most NGO personnel are not formally trained in project management skills and projects are often led by »the accidental project manager«. Initiatives to train international development staff in project management skills are underway. One example is the PM4NGOs (http://pm4ngos.org/) certification, based on Prince II and administered by APM. On-line self-study programs are also available. PMI is committed to assisting NGOs in international development in their efforts to build a better world though better-managed projects. The Inter- national Development Community of Practice (http://id.vc.pmi.org/) shares project management best practices and

prakse in izobražuje projektne vodje s spletnimi seminarji, forumi in spletnimi dnevniki. Še ena značilnost mednarodnih razvojnih projektov je njihova kompleksnost v smislu vpletenih deležnikov. Običajno nastopajo tri skupine deležnikov: organizacija, ki financira projekt, a ne koristi rezultatov, organizacija, ki izvaja projekt in ciljni prejemniki, katerim je projekt namenjen in ki koristijo njegove rezultate. Prav tako kakor doseganje ciljev projekta je za projektnega vodjo ključna tudi odgovornost za finančne okvirje projekta. Še zlasti to pride do izraza v mednarodnih razvojnih projektih, ki se pogosto izvajajo v razvijajočih se državah, kjer je korupcija lahko del vsakdana. Kulturne vrzeli in slabo poznavanje razmer med donatorji in prejemniki sredstev lahko imajo za posledico neujemanje dejanskih potreb z zmožnostmi donatorskih organizacij. To lahko pomeni, da so projekti slabo definirani, kar seveda povzroči težave pri implementaciji. Mednarodni razvojni projekti so nenazadnje lahko tudi predmet političnih manipulacij. Resnični interesi vpletenih deležnikov v

builds the capacity of project managers through webinars, discussion forums and blogs. Another characteristic of international development projects is the complexity of many involved stakeholders. Typically there are three groups of stakeholders: the funding organization who pays for but does not use the project outputs, the performing organization, and the target beneficiaries who benefit from project outputs. Financial accountability by the project manager is often considered as important as their responsibility to achieve project objectives. This is even more important since international development projects are implemented in developing countries where corruption may be part of reality. Cultural and knowledge gaps between donors and recipients may also result in a mismatch between the real needs of the beneficiaries and the capacity of the funding agencies. This may result in poor project definition and consequently failure in the implementation. Finally, international development projects may often be part of political manipulations. The real interests of different stakeholders


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Na obisku pri... Visiting...

Izzivi projektnega vodenja v nevladni organizaciji: izkušnje iz Kambodže Maja Ferle, PMP, PMI-ACP

Project management challenges in an NGO: experience from Cambodia Maja Ferle, PMP, PMI-ACP

tovrstnih projektih se lahko razlikujejo od uradnih ciljev, ki so navedeni v projektni listini. Kot primer navajam moje izkušnje v organizaciji Sovann Phoum v Phnom Penhu, glavnem mestu Kambodže. Vodim kampanjo za zbiranje sredstev za mikrokreditiranje najrevnejših družin. Kampanja ima točno določen cilj: zbrati 5.000 USD od vsaj 40 različnih donatorjev do 31. decembra. Projekt bi torej lahko smatrali za uspešen, če dosežemo te cilje. Vendar v smislu zbiranja sredstev projekt ne more biti uspešen, če dejansko ne pomagamo najrevnejšim družinam izboljšati življenjskega standarda. Zato ima kampanja bolj natančen cilj: zbrati sredstva za mikrokreditiranje 30 družin, tako da bodo lahko s svojo dejavnostjo ustvarile dovolj prihodkov, da bodo otroci lahko obiskovali šolo. Na žalost je izkoriščanje otrok za delovno silo še prevečkrat način, kako si družine povečajo prihodke. Projektni vodje v nevladnih organizacijah se morajo zavedati, da so njihovi projekti uspešni, če vplivajo na dolgoročno izboljšanje socialno ekonomskih razmer v družbi. Neposreden uspeh ciljev projekta je le korak na poti k doseganju širšega dobrega.

Na obisku pri revnih družinah v okolici Phnom Penha / Visiting poor families in the suburbs of Phnom Penh

in these projects may be different from the stated objectives in the project document. As an example, my experience at the organization Sovann Phoum in Phnom Penh, Cambodia is to manage a fundraising campaign to raise capital for microloans to extremely poor families. The campaign has specific goals: to raise US $5000 from at least 40 different donors by December 31st. The project could be classified as successful if we achieve these goals. However, in the context of what the project is meant to achieve, it can only be successful if we really make a difference in the lives of extremely poor families. Therefore the campaign has a specific goal: to raise capital for microloans for 30 families to enable them to earn enough income to afford to send their children to school. Unfortunately, child labor is often practiced to make ends meet when parents don’t earn enough income. Project managers in NGOs must be aware that the success of their project is viewed in the context of achieving long term socioeconomic change. The immediate success of the project is just a stepping stone in the process to achieve greater good.

Podpis pogodbe za mikrokreditiranje s prstnim odtisom / Signing a microloan agreement with their fingerprint


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Novice News

Matjaž Likar, PMP

Strategija članstva v PMI, Ljubljana Chapter Matjaž Likar, PMP Član Izvršnega odbora Izvršni odbor (IO) združenja PMI, Ljubljana Chapter (v nadaljevanju PMI-SLO) je v svojem prvem letu delovanja namenil posebno pozornost članstvu v naši organizaciji. Zavedamo se namreč, da ste člani združenja tisti, ki dajete pomen in vrednost združenju. Člani združenja ste pomagali sooblikovati pomembne vrednote združenja, kot so: strokovnost, prostovoljstvo, zavezanost k stalnemu izpopolnjevanju, sodelovanje med člani in druženje. Vse to je rezultat pobudnikov za ustanovitev združenja in nato skupnega dela članov združenja v zadnjem desetletnem obdobju.

Membership Strategy at PMI, Ljubljana Chapter Matjaž Likar, PMP Member of the Executive Board The Executive Board (EB) of Slovenian PMI, Ljubljana Chapter (PMI-SLO) has paid, in the first year of its mandate, a special attention to membership questions. Namely, we are fully aware that members of our Chapter are those who give meaning and value to our society. Our members have in the past jointly developed important values of our chapter, like professionalism, volunteering, commitment to continuous learning, collaboration among members, and socializing. This is the result of the initiators of the association and further joint work of its members in the past decade.

Ker združenje temelji na prostovoljnem strokovnem delu, je članstvo eden od pomembnih vidikov uspešnega delovanja združenja. Strategija članstva ima naslednje namene: 1. ohranjanje obstoječih

članov, 2. pridobivanje novih članov

ter 3. aktivno strokovno delovanje

članov znotraj združenja. Kakor se za PMI-jevce spodobi, smo si zadali tudi konkreten cilj te strategije. S pomočjo strategije članstva želimo izdelati operativni načrt, s katerim bomo uresničili prej navedene usmeritve. Strategija se nanaša na obdobje od začetka 2012 do začetka 2014, kolikor traja mandat IO.

Članstvo Združenja PMI, Ljubljana Chapter po regijah / Membership of PMI, Ljubljana Chapter by region

As an association based on voluntary professional work, membership is one of the important aspects of successful operation of the association. Membership strategy has the following purposes: 1. Retention of existing

members 2. Acquisition of new members

and 3. Active and professional

involvement of members within the association.

We also set a concrete goal of this strategy. Through membership strategy we develop an operational plan that will achieve the above guidelines. Strategy refers to the period from the beginning of 2012 until the beginning of 2014, the length of the term of the EB.


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Novice News

Strategija članstva v PMI, Ljubljana Chapter Matjaž Likar, PMP

Membership Strategy at PMI, Ljubljana Chapter Matjaž Likar, PMP

Predvidevanja Pri pripravi strategije članstva smo člani IO preučili okolje in razmere, v katerih deluje združenje. Predvidevali smo tudi, kakšen bo bodoči razvoj združenja, ter pri tem oblikovali (po našem mnenju) realističen scenarij:

Število članov PMI-SLO bo zmerno naraslo. V družbi se bodo pojavili posamezni primeri ustanov, podjetij idr., kjer bo projektno vodenje eden od ključnih faktorjev uspeha. Informacije in vêdenje o projektnem vodenju bo dostopno znotraj posameznih strokovnih, izobraževalnih in gospodarskih krogov. Naše lokalno združenje PMI-SLO bo za vzdrževanje in pridobivanje članov moralo vlagati

veliko naporov.

Pričakovanja članov Zelo koristen vir informacij pri pripravi strategije članstva so bila pričakovanja naših članov, kakor izhaja iz poročila »2012 Chapter Satisfaction Survey Slovenia, Ljubljana«. V nadaljevanju povzemamo najpomembnejše ugotovitve: Združenje PMI-SLO je relativno mlado, saj obstaja malo več kot deset let. V njem je 15% »novincev« (člani so šele postali), 60% članov je včlanjenih 2-5 let, preostalih 25% pa so »pionirji« združenja. Pet najpomembnejših razlogov za včlanitev v PMI-SLO so: 1. stiki z drugimi projektnimi vodji, 2. da bi sodelovali pri promociji stroke projektnega vodenja, 3. ker želijo ostati na tekočem z informacijami o projektnem

vodenju v svoji regiji, 4. lažja možnost pridobivanja PDU in 5. dostop do znanja in informacij v domačem jeziku.

Na lestvici od 1 do 5 je verjetnost, da bodo člani priporočili včlanitev še drugim, ocenjena s 4.0. To je že storilo 85% članov. Koristi članstva glede na ceno so v povprečju ocenjene s 3.8.

Projectionsm and Forecasts In preparing the membership strategy, EB members have studied the environment and conditions in which the association operates. We also predicted the future development of the Association and then derived (in our opinion) a realistic scenario:

Membership of PMI-SLO will moderately increase. In Slovenian region there will be individual cases of institutions, companies and others, where project management will be recognised as one of the

key success factors. Information and knowledge of project management will be available within the individual professional, educational and economic circles. Our local association PMI-SLO

will have to dedicate a lot of effort in order to maintain and develop the membership.

Members’ Expectations Very useful sources of information in the preparation of the strategy of membership were the expectations of our members, as evidenced by the report "2012 Chapter Satisfaction Survey Slovenia, Ljubljana." The following summarizes key findings: Association of PMI-SLO is relatively young, with a little more than ten years of existence. 15% of the members are "newcomers" (have only become members), 60% are members of 2-5 years, the remaining 25% are "pioneers" of the association. The five most important reasons for joining PMI-SLO are: 1. To network with other project managers, 2. To help advance the project management profession, 3. To stay up-to-date with project management news in my

geographic area, 4. Access to PDU opportunities to maintain the PMP credential and 5. To access localized knowledge and information. On a scale of 1 to 5, the average response to “How likely are you to recommend joining Chapter to others?” is 4.0. Such recommendation was already done by 85% of the members. The cost benefits of membership are, on average, 3.8.


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Novice News



Verjetnost obnovitve članstva je v povprečju ocenjena s 3.9. Kot razlogi za to, da ne bodo obnovili članstva v PMI-SLO navajajo: težave z razumevanjem slovenske korespondence, preselitev v tujino, gradiva samo v slovenskem jeziku (le administrativne zadeve v zvezi z volitvami). Najbolj prepoznane storitve, ki jih združenje PMI-SLO nudi, so: 1. dogodki združenja (srečanja), 2. priložnosti za stike s kolegi, 3. elektronska komunikacija (e-pošta, glasilo), 4. priložnosti za prostovoljstvo, 5. spletna stran, 6. prevod PMBOK, 7. gradiva »Poganjki projektov«. Člani združenja PMI-SLO so najbolj zadovoljni z naslednjimi storitvami/možnostmi združenja: 1. pogostost dogodkov, 2. kakovost dogodkov, 3. pogostost priložnosti za stike, 4. pogostost in vsebina elektronske komunikacije, 5. priložnosti za prostovoljno delo. Člani združenja PMI-SLO pa najbolj pogrešajo: 1. paket dobrodošlice za nove člane, 2. webinar-je, 3. razpoložljiva orodja in predloge, 4. ekspertne odgovore na vprašanja, 5. mentorske programe. Kot pomemben način komuniciranja z združenjem je v poročilu obravnavana tudi spletna stran. Pri tem so člani podali povprečno oceno 3,8 glede zadovoljstva s spletno stranjo. Kriteriji ocenjevanja spletne strani so bili hitrost delovanja, uporabnost najdenih informacij, zmožnost iskanja informacij o prihodnjih dogodkih, zmožnost hitrega dostopa do iskane informacije, pogostost osveževanja vsebine strani ter vtis spletne strani.

The likelihood of membership renewal is scored in average 3.9. As reasons for not renewing membership in PMI-SLO some members state: problems understanding the Slovenian correspondence, moving abroad, material only in Slovenian language (only administrative matters relating to the election). The most recognized services that PMI-SLO offers are: 1. Chapter events, 2. Opportunities to network with peers, 3. Electronic communications (e-mail, newsletters), 4. Opportunities to volunteer with Chapter, 5. Chapter Website, 6. PMBOK translation, 7. »Projects in Bloom«. Members of the Association PMI-SLO are most satisfied with the following services of the Association: 1. Frequency of events held by the Chapter, 2. Quality of events held by the Chapter, 3. Frequency of networking opportunities, 4. Frequency of electronic communications (email, newsletters), 5. Availability of opportunities to volunteer with the Chapter. Members of the Association PMI-SLO miss the most: 1. The Chapter's new Member introduction package, 2. Webinars, 3. Availability of tools and templates from the Chapter, 4. An “expert” to respond to member submitted questions, 5. Mentoring program. As an important means of communication with the Chapter, the report also examined our website. In doing so, the members gave an average rating of 3.8 in terms of satisfaction with the website. Criteria for assessment of the website were speed of the website, usefulness of the information found, ability to find information on upcoming local events, ability to easily find needed information, frequency of content update on the website, and the look and feel of the website.


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Novice News



Glasilo Združenja PMI Slovenija Glasilo izhaja četrtletno in je na voljo brezplačno v elektronski obliki. Za naročila pošljite elektronsko pošto na naslov [email protected] Urednica osme številke: Maja Ferle, PMP, PMI-ACP Glasilo ni lektorirano. Oglaševanje

Bi želeli oglaševati v našem glasilu? Pošljite elektronsko pošto na naslov [email protected]

Skupno zadovoljstvo s članstvom v PMI-SLO je bilo ocenjeno s povprečno oceno 4.0. Splošna ocena, ki jo namenjajo člani vodstvu (prejšnjemu in delno že sedanjemu) PMI-SLO pa je 4.1. Eden izmed zelo konkretnih razlogov za članstvo je tudi popust pri opravljanju PMP izpita, ki je skoraj enak enoletni članarini. Potencialni člani pri svojih nadrejenih najlažje tako argumentirajo razlog za včlanitev.

Načrt za uresničevanje strategije članstva IO je pri pripravi načrta aktivnosti, povezanih s članstvom v PMI-SLO, sledil pričakovanjem članov, kot tudi razmeram v okolju ter nenazadnje zmožnostim, ki jih ima združenje. V tem načrtu so naši skupni prioritetni cilji naslednji: 1. Ohranjanje in izboljšanje strokovnosti ter kvalitete dela PMI-SLO

ter povečevanje koristi, ki jih imajo člani od združenja 2. Vključevanje čim večjega števila članov v aktivno delovanje

PMI-SLO 3. Skrb za ugled in prepoznavnost PMI-SLO v svojem okolju 4. Spodbujanje interesa za članstvo v PMI in aktivno pridobivanje

novih članov in njihovo nadaljnje spremljanje 5. Skrb za obstoječe člane združenja PMI-SLO in obnavljanje

njihovega članstva Skladno s tem načrtom že izvajamo aktivnosti združenja, pri katerih vas vljudno vabimo, da sodelujete tudi vi. Odzivi članov so do sedaj zelo pozitivni in konstruktivni, tako da na takšno sodelovanje računamo tudi v bodoče. Zavedati se namreč moramo, da lahko h kvaliteti PMI-SLO prispevamo samo s skupnimi močmi.

Total satisfaction with membership in PMI-SLO has been rated an average rating of 4.0. Overall rating they give to EB members (former and partially current) is 4.1. One very important reason for membership is a discount for the PMP exam, which is almost equal to one-year membership fee. This is an argument our members use with their superiors when asking them to pay the membership fee.

Plan to implement the Membership Strategy EB prepared an action plan associated with membership in PMI-SLO, followed by expectations of members, as well as conditions in the environment and ultimately the possibilities offered by the association. Our priority objectives in this plan are the following: 1. Maintaining and improving the professionalism and quality of

work PMI-SLO and increasing benefits to members 2. Involving a large number of members with volunteer

opportunities in the Chapter 3. Improving the reputation and recognition of PMI-SLO 4. Promoting interest for membership of the PMI and active

acquisition of new members and their follow-up 5. Caring for the existing members of the Association PMI-SLO and

renewing their membership In accordance with this plan, activities are already underway. All the members are kindly invited to participate too. Responses from the members so far are very positive and constructive, so we count on such cooperation in the future. We must be aware of the fact that only joint efforts will contribute to the quality and success of PMI-SLO.

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