Investment project management (1)

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Lidia Dorota Klimek
9 lat temu
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1 Investment project management (1) (Master studies in environmental management) prof. UW dr hab. Krzysztof Klincewicz Department of Organization Theory and Methods Faculty of Management, University of Warsaw

Krzysztof Klincewicz kklincewicz@wz.uw.edu.

2 What is a project? Project is a temporary group activity designed to produce a unique product, service or result." ( Knowledge (Project Management Body of Project management as a ritual specialist terminology, methodologies and document templates

3 Objective defined scope Project characteristics specification and qualitative limitations Deadline start and end dates (end not always set as a specific ( day calendar Scheduling of resources time schedule cost schedule

start and end dates (end not always set as a specific

4 Examples of projects Building a motorway Implementing an IT system Carrying out a public tender Establishing a new company branch Applying for EU structural funds Preparing a client proposal Sending out Christmas cards Getting divorced

company branch Applying for EU structural funds Preparing

5 What is not a project? Manufacturing process Driving a city bus Analysing applications for funding Daily office cleaning Other repetitive activities

6 Importance of project management Differences in levels of formalization linked to the scale, involved resources and risk Public and local administration Service sector consulting, IT, construction, advertising, legal, financial and environmental services Manufacturing sector internal projects, including development and market introduction of products, implementation of organizational changes

construction, advertising, legal, financial and environmental services Manufacturing sector

7 Project planning Why should we our waste time on thinking, what to do, if we could just start doing it?"

8 Project planning Why should we our waste time on thinking, what to do, if we could just start doing it? Example of apartment renovation Selection of materials Time schedules Workers skills and availability Other limitations?

Example of apartment renovation Selection of materials

9 Project planning Quantitative techniquest PERT (Project Evaluation and Review Technique) and CPM (Critical Path Method) Computer software, supporting the preparation of time and cost schedules (e.g. Microsoft Project, LibreProject, OpenWorkbench) Addressing the challenge of allocating limited resources in order to minimize the time and costs of project problem: project management is much more than only preparation of time and cost schedules!

the preparation of time and cost schedules (e.g.

10 Project management is something more Project management as a discipline of management and an important set of skills Requirements management Change management Risk management Team management project management is not only planning and ( approach control of work (technocratic

management Change management Risk management Team management project

11 Theory of constraints The weakest link in the chain is the most critical element The success of the entire project depends on this weakest link

12 Murphy s laws smile, tomorrow is going to get even worse The probability that the buttered side of a bread touches the ground is proportional to the carpet s price A broken electric appliance will start working once the service specialist arrives The queue to the other cash desks will turn out to be shorter

carpet s price A broken electric appliance will start working once the

13 Competences of a project manager Creativity and ability to adjust to changing requirements Ability to anticipate problems and pessimistic thinking as devil s advocate Experience and tacit knowledge Knowledge of terminology, procedures and methodologies related to project management

thinking as devil s advocate Experience and tacit knowledge Knowledge

14 Project management methodology Describes the proposed: Structure of a project and procedures Methods of planning and control Sample methodologies PMBOK (Project Management Body of Knowledge), PRINCE2 (Projects in Controlled Environments), PCM (Project Cycle Management), specialists IT methodologies and agile methodologies (Agile, Scrum) branded" methodologies are usually not unique

Knowledge), PRINCE2 (Projects in Controlled Environments), PCM (Project Cycle Management),

15 US Department of Energy Review of large IT projects, projects over 75M USD 31 projects cancelled before the end: total sunk costs 10M USD Only 15 projects completed all after the deadline and at costs higher than expected Only 12 projects turned out to be useful 34 still unfinished

USD Only 15 projects completed all after the deadline and at costs higher

16 IT system for ZUS In 2005, the IT system implemented by Prokom for ZUS was internationally awarded as the best custom-built IT solution...but the failed implementation of the same system in 1998 caused major political debates and paralysed the social insurance system Important is not only the final result of a project, but also the project delivery

..but the failed implementation of the same system in 1998 caused major political

17 Project stakeholders Stakeholder holds a stake, an interest Not only direct users will experience consequences of a project Employees, owners, labour unions, environmentalists, local government and other groups Stakeholders may use their influences to stop or change the project

owners, labour unions, environmentalists, local government and other

18 Eco-terrorism? Association Friendly City ( Przyjazne Miasto ) Environmental organization Delayed several investments in Warsaw In 2004, caught trying to extort an eco-bribe for a major investment in Warsaw ("Złote Tarasy ) Meanwhile, construction law was changed

19 Project stakeholders Internal auditors Supervisors Company performing project Project manager Labour union Project team Corporate client Shareholders Other clients internal external Project Suppliers Mass media Competitors Local residents Local government Consumer groups Politicians Courts

Shareholders Other clients internal external Project Suppliers Mass

20 Stakeholder analysis Important step when preparing projects Allows Understand interests of multiple partiers Identify sources of risk Prepare for external influences and cope with them

21 Stakeholder analysis Stakeholder Expectations How can endanger the project? How can support the project? What actions to take? (1) (2) (3) (4) (5)

22 Importance of stakeholder Possible classification of stakeholders S6 pettifogger S4 S5 key players S2 insignificant players S3 silent waters S1 low Influence of stakeholder high

23 Decisions concerning stakeholders Inform? Consult? Collaborate? Control? Stakeholder 1 Stakeholder 2 Stakeholder 3 Stakeholder 4 X X X X X X (do nothing)

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