pros jek tled else
TRANSCRIPT
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Velkommen tilExecutive Master of
Management-programmet
PROSJEKTLEDELSE
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Projects are plaguedwith failures90 percent of allprojects fail
There is something wrong with
our theory of projectmanagement
70 % of all projects
exceed time andbudget.
Projects deliver
disappointing value.
We need to rethink ourcurrent way of managing
projects
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PROJECT Cost overrun (%)
Bostons artery/tunnel project 196
Humber bridge, UK 175
Boston-Washington-New York rail, USA 130
Great Belt rail tunnel, Denmark 110
A6 Motorway Chapel-en-le-Frith/Whaley bypass, UK 100
Shinkansen Joetsu rail line, Japan 100
Washington metro, USA 85
Channel tunnel, UK, France 80
Karlsruhe-Bretten light rail, Germany 80
resund access links, Denmark 70
Mexico City metro line 60Paris-Auber-Nanterre rail line 60
Tyne and Wear metro, UK 55
Great Belt link, Denmark 54
resund coast-to-coast link, Denmark/Sweden 26
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Nature and success
of projects
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B iased Decis ion Making
We believe it is true!
Optimism b ias and Delusions of success
Lovallo & Kahneman (2003)
Strategic Misrepresentat ion
We know what we are doing, we do it anyway
Inaccu rate forecasts and Reference class forecast ing
Flyv bjerg (2006)
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Uncertainty
poorly understoodor poorly managed?
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And the No.1 rule of
project managementis..
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1.Embrace uncertainty.Expect the unexpected. There is far more that we don'tknow and can't know than what we can anticipate. Beresilient to what life throws at you. Anticipate that your
team will learn something along the way that can andshould change what you have promised and how youcan deliver on your promises.
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Type ofuncertainty
Project managers
roleManaging tasks Managing relationships
Variation
Cost, time andperformance levelsvary randomly, but
in a predictablerange.
Troubleshooter andexpeditor.Managersmust plan withbuffers and use
disciplined execution.
Planning: simulate scenarios, insertbuffers at strategic points in criticalpath, set control limits at which totake corrective action.
Execution: monitor deviation fromintermediate targets.
Planning: identify andcommunicate expectedperformance criteria.
Execution: monitor performance
against criteria, establish someflexibility with key stakeholders.
ForeseenuncertaintyA few knownfactors willinfluence, but in
unpredictable ways.
Consolidator ofproject achievements.Managers mustidentify risks, preventthreats and developcontingency plans.
Planning: anticipate alternativepaths to project goal by usingdecision-tree technique, use risklists, contingency planning anddecision analysis.
Execution: identify occurrences offoreseen risks and triggercontingencies.
Planning: increase awareness forchanges in environment relativeto known criteria or dimensions.
Execution: inform and motivatestakeholders to cope with
switches in project execution.
UnforeseenuncertaintyOne or more majorinfluence factorscannot be
predicted.
Flexible orchestratorand networker andambassador.Mustsolve new problemsand modify bothtargets and methods.
Planning: build in the ability to adda set of new tasks to the decisiontree, plan iteratively.
Execution: scan the horizon forearly signs of unanticipated
influences.
Planning: mobilize new partnersin the network to help solve newchallenges.
Execution: maintain flexiblerelationships, communicate with
stakeholders, develop beneficialdependencies.
ChaosUnforeseen eventscompletelyinvalidate theprojects target,
planning and
approach.
Entrepreneur andknowledge manager.Managers mustrepeatedly andcompletely redefine
the project.
Planning: iterate continually andgradually select final approach, useparallel development.
Execution: verify goals on the basisof learning; plan only to nextverification, prototype rapidly,
make go/no-go decisionsruthlessly.
Planning: build long-termrelationships with alignedinterests, seek partnerships.
Execution: link closely withusers. leaders in the field, solicitdirect and constant feedback
from markets. technologyproviders.
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Project Success and
Value Creation
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EfficiencyImpact on
customerImpact on
team
Business and
direct success
Preparation
for future
Project Success
Meetingschedule
Meetingbudget
Meetingrequirements
andspecifications
Otherefficiencies
Customersatisfactionand loyalty
Benefit tocustomer
Extent of use
Brand namerecognition
Teamsatisfaction
Skilldevelopment
Teammember
growthTeammemberretention
No burnout
ROI, ROE
Sales
Profits
Market share
Cash flow
Servicequality
Newtechnology
New market
New productline
New core
competency
Neworganizationalcapability
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Velkommen tilExecutive Master of
Management-programmet
PROSJEKTLEDELSE
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1. Prosjektifisering og prosjektets fundament
2. Planlegging og hndtering av usikkerhet
3. Organisering, relasjoner og
interessenthndtering
4. Oppflging, lring og gevinstrealisering
5. Lederskap og teamarbeid i prosjektet
6. Den prosjektorienterte virksomheten
MM-programmet: 6 samlinger
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Samling i Nydalen 1 2 3 4
Nettaktivitet Periode 1 Periode 2 Periode 3 Periode 4
Selvstudium Bolk 1 Bolk 2 Bolk 3 Bolk 4
Innsendinger Nr 1 Nr 2 Nr 3
Prosjektoppgaven Del 1 Del 2 Del 3 Del 4
PROSJ
EKTOPPG
AVE
&
EKSAMEN
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4 Intensivsamlinger
Samling 1Prosjektets fundament
Samling 2
Planlegging av prosjekter
Samling 3
Organisering, oppflging og styring
Samling 4
Lederskap og ledelse i prosjekter og prosjektvirksomheter
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Prosjektoppgaven ordinrt program
Beskrive et virkelig prosjekt, som er i
virksomhet i hele eller deler av
studieperiodenAnalysere en eller flere problemstillinger i
tilknytning til prosjektet
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Prosjektoppgaven avsluttende program
Et lite forskningsprosjekt med ambisjon bidra til densamlede kunnskapen p omrdet
Sentralt gjre seg kjent med forskningslitteraturenp omrdet
Fritt valg av tema, men temaet ska ha tydelig kopplingog relevans for prosjektledelsesfaget
Empirisk eller rent teoretisk, kvalitativ eller empirisk
Innledningsvis veiledning i gruppe. Siden mer fokusertindividuell veiledning
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Prosjektledelsegruppen p BIAnne Live Vaagaasar
Jonas SderlundErling S. Andersen
Jan Terje Karlsen
Ralf Mller
Kim van Oorschot
Donatella de Paoli
Jon LereimMorten Juel Hansen
Therese Dille
Anne Berit Swanberg
Andrew Davies
Hans Solli Saether
Katrine Sveen Fjellestad,adm.