Organizational Design of Projects

& Project Start Process

Roland Gareis
Bucharest, December 9-11, 2010

1
Objectives
Developing an understanding about
– methods for the design of projects as temporary organizations
– the project start process
Cyclic learning approach
– presentations, examples from industry
– application of methods on „real projects“
– discussions

Not objectives: Project planning and controlling methods

2
Schedule
Workshop 1
– Introduction
– Traditional project organization models
– New organization models: Empowerment, integration, partnering
Workshop 2
– Project organization charts
– Project roles: project owner, project manager, etc.
– Responsibility chart and project communication structures
Workshop 3
– Project team work and leadership
– Project culture
– Project start process

3
PROJEKTMANAGEMENT GROUP
PMG: Education
Department of the WU Vienna - University of Economics and Business
Administration since 1994
Education programmes
– Special subject „Project Management“ within the master programmes
– Professional MBA “Project & Process Management”
– Contribution to the IT bachelor programme: IS Project Management
pm lectures and pm events (in cooperation with RGC)
– happy projects events
– tough changes events
Facilitator of PMUni – an international network of universities
PMG: Research
Project management: SustPM
Management in the project-oriented company : HR
Social competence for projects
Managing changes by projects
Basic Scientific Paradigms and Research Process
Social systems theory
Radical constructivism
and not critical rationalism
Qualitative social research
– and not quantitative research methods
Process Map of the PMG

Students, Community

Abwicklung

Abwiclung
Angebots

Auftrags

Auftrags

Service
legung

Service
Agreeing on,
-
Proposing, Organizing Cooperating Performing

-
-
Performing
a Course
Supervising performing a pm in a pm PMBA Primary
a Master or

B
research lecture event program Processes
PhD Thesis

Planning Managing Defining

Markt
- Produkt
-
Product Secundary
PR
the development Partner Marketing Research
courses Relations & PR Topics Processes

Personnel Infrastructure Strategic Project Portfolio Tertiary

Management Management Planning Management Processes
ROLAND GAREIS CONSULTING Vienna

We areare
Our consultants management
management experts.
experts.
Our
Ourhigh-qualitative
high-qualitativeconsulting
consulting and and
training services
training are based
services on
are based on
process RGC , project
processRGC
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ROLAND GAREIS CONSULTING Bucharest

10
projectRGC

11
Project Management Process
Project
assigned

Project Starting

Project Coordinating
Project Controlling

Resolving a
Project Discontinuity

Project Closing-Down

Project
approved

12
Project Management Objects of Consideration

Scope Scope, schedule, costs, and ...

Objectives, resources, income, risks
Organization and culture, personnel,
infrastructure
Context: Pre-, post-project phase, relevant
environments, other projects, company
Costs strategies, business case
Schedule

13
Design of Project Organizations: Objectives
Creation of a competitive advantage
Promotion of the evolution in the project organization during the project
performance
Organizational design „contingent“ on
– relationships with clients, partners
– applied management paradigm

14
Design of Project Organizations: Elements
Project organization chart
Project role descriptions
Description of project communication structures
Project responsibility matrix
Project organization rules

15
 Traditional
Project Organization Models

16
Formal Authorities in Projects

Project
Project Line
Line
Manager
Manager Manager
Manager

Project
Project
Team
Team
Member
Member

17
Distribution of Authorities
Project Manager Line Manager
What?

How well?

Who?

How?

How much?

When?

Pure-line Project Matrix-Project- Influence Project-

Organization Organization Organization

18
 Pure Line Project Organization

Projec
t Owner
Procure
ment
Produc
tio n
F&E
Market
in g
Projec
t
mana
ger
Base Organization

Project Organization

19
Influence Project Organization
CEO/Project
CEO/ProjectOwner
Owner

Project
Project Controlling
Controlling
Manager
ManagerAA

Procurement
Procurement Production
Production RR&&DD Marketing
Marketing

Project Team Member

20
 Matrix Project Organization

CEO
CEO

Procurement
Procurement Production
Production RR&&DD Marketing
Marketing

Project
Project Project
Project
Owner
OwnerAA Manager
ManagerAA

21
 Authorities in the Matrix Project Organization

What? Who?
Project
Project Line
Line
When? How?
Manager
Manager Manager
Manager
How much? How well?

Project
Project
Team
Team
Member
Member

22
GW: Traditional Project Organization Models
Objectives
– Reflecting the traditional project organization models
Contents
– Analyzing advantages and disadvantages of the traditional project
organization models
– Questions to the models
Working form
– Group discussions: 10‘; taking notes
– Plenary discussion

23
Empowerment

24
The Matrix-Project Organization is dead!

A hierarchy of control is not lean.

It is too slow and too expensive.
It is not customer oriented.

25
Design Element: Empowerment
Empowerment of the project team members
– Responsibility for the How? and How well?
– Expert pool managers (instead of department heads) responsible for
the Who?
Empowerment of the project team
– Common project responsibility of team members
Empowerment of the project
– Minimum interventions from the base organization
– Project autonomy is required!

26
 Empowerment: Project Team Member, Project Team

What?
When? Project team Expert Pool
manager Who?
How much?
Project
manager

Project
Projectteam
team How?
member
member How well?

27
Project Organization Chart:
Empowerment
Sub
team
Project
Project 2
contributor
contributor
Project
Project
contributor
contributor Project
Project
contributor
contributor
Project
Project Project Team
contributor
contributor

Project Project
Project team
team
Project team
team
member
Subteam 1 member
member member

Project
Project
manager Project
Project
manager
P ro contributor
contributor
jec
t Or
ga
nis
a tio
n Project
Project
owner
owner team
team
28
Integration

29
Hierarchies of Project Organizations

Client´s
Client´s
Project
ProjectOrganization
Organization

General
GeneralContractor´s
Contractor´s
Project
ProjectOrganization
Organization

Sub-Contractor´s
Sub-Contractor´s
Project
ProjectOrganization
Organization

Sub-sub
Sub-subContractor´s
Contractor´s
Project
ProjectOrganization
Organization

~ 30
 Parallel Project Organizations
Investor Network Contractor Billing Contractor

Project
ProjectOwner
Owner Project
ProjectOwner
Owner Project
ProjectOwner
Owner

PM
PM PM
PM PM
PM

Technical
Technical Billing
Billing Technical
Technical Technical Billing
Billing Billing
Technical Billing
Experts Experts Experts
Experts11 Experts
Experts11 Experts
Experts Experts Experts
Experts33 Experts33
Organisational
Organisational Technical Billing
Technical Billing
Experts
Experts22 Experts
Experts22 Experts
Experts22

31
Organizational Shortcomings
Parallel project organizations and hierarchies of project organizations
– too slow and too expensive
Cultural and structural misunderstandings
– several project managers and project teams in one project

32
 Project Owner Team

Project
Manager

Technical Organizations
Expert Expert

Commercial Subteam
Subteam Organization
Expert
Technics

Project Organization
Subteam
Billing
Technical contractor
Billing contractor
33
Investor
Design Element: Integration
Representatives of different organizations in the project team
Possible partners
– external: clients, partners, suppliers, sub suppliers, authorities,...
– internal: different profit units of the company, subsidiaries,...
Basis: Common project management competences, trust, common history,
clear objectives
Separation of contracts and organizations
Definition of the project boundaries from the investors point of view
Common project objectives and project plans
“Open books”?

34
Partnering

35
Design Element: Partnering
Integration of the partners by
– contractual agreement
– common incentive systems

36
Alliance, an excellent solution to meet
Project Execution Challenges

Presentation at the 16th IPMA World Congress

6 June 2002, Berlin

H.D. van Wieren, Fluor Daniel BV

37
Ruhr Oel Project Objectives
Start EPC-Engineering Procurement Construction work 2 January 2000
Construction work to fit the turn-around schedules
Last plant ready for operation 1 August 2001
Cost should be fitting the low refining margins
Due to severe time constraints Ruhr Oel elected to execute the project in a
for Germany new execution concept: an Alliance

38
Selected Contract Form
One Alliance contract (36 pages)
Five partners
– Client Ruhr Oel (Germany)

– Engineering contractor Fluor Daniel (The Netherlands)

– Civil contractor (Germany)

– Piping/mechanical contractor (France)

– Electrical/instruments contractor (Belgium)

All expenses are being paid at cost
Sharing of over/under-run of target price
Bonus for timely completion
No claims allowed against other partners

39
Key Project Objectives
Schedule; end schedule plus shutdown schedules
Budget; under-run the Target Price
Quality; of the parts and the total
Safety; Meet Fluor standards
Relationships; good relationships and communication
Meet statutory requirements; no negative publicity
Make the Alliance a success

40
Project Execution
All partners had their own Quality Management system
Fluor Daniel system, founded on TQM, formed the basis
– Operating System Requirements
– Operating System Implementation Plan
– SHE Management System
– Knowledge On-Line
– Project Activity Model
Project Execution Plan/ Project Procedures Manual
Alignment meetings used to share information and to get involvement and
buy-in by project personnel

41
Key Project Results
In spite of 25% increase in work due to scope development and added
scope during the EPC phase:
Project completed on time; shutdowns not delayed
Cost 9% under Target Price
Plants operating as specified and meeting quality standards
No LTI’s; incidence rate 0.65 (limit 0.90)
Good relationships prevailed; excellent communication
All authority requirements fulfilled and positive publicity
The Alliance is considered very successful by all involved

42
 Alliance Normal

Basic Engineering (months) 6 8 - 10

Bidding and Evaluation EPC (months) 0 3
EPC phase 19 24
Delays due to changes 0 2
Change orders open book closed
Contract form at cost with incentives lump sum
Flexibility high limited
Cooperation between parties high limited
Team satisfaction high varying
Competitive bidding very difficult possible

43
Conclusions
The applied Alliance approach of mutual trust and cooperation enabled us
to achieve the desired, very challenging, project targets
A very attractive way of working for all people involved
Possible in a multi-cultural environment
Financially attractive for all parties
People are the key element !

44
GW: New Project Organization Models
Objectives
– Reflecting the new project organization models
Contents
– Analyzing advantages and disadvantages of the new project
organization models empowerment, integration, partnering
– Questions to the models
Working form
– Group discussions: 15‘; taking notes
– Plenary discussion

45
Project Organization Chart

46
 Project Organization Chart: Engineering Company
Project Manager Advisory Board

PM Assistant Technical Expert Comissioner Site Manager Procurement Expert

Logistics Expert

Matrix-Project Organization
etc.
Pure Project Organization

47
Organization Chart: Reorganization of Swissair (1990)

Steering Committee

Project Management

Project Team

48
Project Organization
Chart
Sub
team
Project
Project 2
contributor
contributor
Project
Project
contributor
contributor Project
Project
contributor
contributor
Project
Project Project Team
contributor
contributor

Project Project
Project team
team
Project team
team
member
Subteam 1 member
member member

Project
Project
manager Project
Project
manager
contributor
contributor

Project Organisation
Project
Project
owner
owner team
team
49
Project Organization Chart
A model of the project reality
Presentation of roles (and communication structures), not persons
Different presentations of the project organization provide different
information
Symbolic project management
– The chart is an artefact of the project culture
– Boxes or bubbles, size of boxes, shadows behind boxes, ...
Quality standards: Date, version, responsible person
Adaption over time, as the project evolves
A communication instrument

50
Project Roles

51
List of Project Roles: Example

Project role Name

Project owner team XXX

Project manager XXX
Project team member: Construction XXX

Project team member: Engineering XXX

Project team member: Procurement XXX
Project contributor: Engineering XXX

Sub team: Engineering XXX

52
Role Characteristics: Project Manager
Names Project manager, project leader, project coordinator, etc.

Importance for the Very high

project success

Objectives Representing the interests of the project; realizing the project

objectives; directing the project team and the project contributors;
representing the project to relevant project environments;
preparing and adapting of the project management documentation

Number of persons One person; in practice sometimes two persons

Non-objectives Content work

Competences Project management, competences regarding the project-

performing organizations, the products, the technologies

Recruitment Project management expert pool, from the external personnel

market
53
Role: Project Manager
Objectives

• Representing the interests of the project

• Realizing the project objectives
• Directing the project team and the project contributors
• Representing the project to relevant project environments
• Preparing and adapting of the project management documentation

Organizational position

• Reporting to the project owner team

• Member of the project team

Tasks

Tasks in the project start process

• Know-how transfer from the pre-project phase into the project, together with
project team members and the project owner team
•….. 54
Role Characteristics: Project Owner Team
Names Project owner, project steering committee, project supervisory
board, project sponsor, etc.

Importance for the Very high; often not performed accordingly

project success

Objectives Representing the interests of the company in a project, assigning

the project to the project team; directing the project manager,
supporting the project team

Number of persons 1 for small projects, 2 to 4 for projects; of the same or of

different hierarchy levels

Non-objectives Performing project management functions, setteling conflicts of

the project team

Competences Project management, strategical orientation, social and decision-

making competences

Recruitment Executives from the project-performing organizations, who are

55
interested in the project results
Role: Project Owner Team
Objectives

• Representing the interests of the company in a project

• Assigning the project to the project team
• Directing the project manager
• Supporting the project team

Organizational position

• Member of the project organisation

• Project manager reports the project owner team

Tasks

Tasks in the project start process

• Selecting the project manager and project team members

• Agreeing on the project objectives with the project team
• Contributing to the construction of the project context
56
Relational Description of Project Roles
Application of standardized structures
Structure: Objectives, organizational position, tasks, relations to
environments, formal authorities
Relating the tasks to the project management sub-processes
Consideration of relations between different roles

57
Objects of Consideration and Project Team
Roles
Objectives
-Completed SW solution
Objects of -Implemented SW and HW solution
consideration -Developed concept for organisation

SW
SW Scope
Project
Projekt
Projekt

HW
HW Planning
Planung Realisierung
Realisation Test Commissioning
IBN
Planung Realisierung Test IBN

SW
Planung
Planung
Organisation plannin
SW
SW
Organisation . . . .
g
Planung
HW
Planung
HW
planning
HW

Project team
Projekt-
PM
manager

SW
SW Org
Organisation

HW
58
GW: Project Roles
Objectives
– Developing an understanding about the relationships between the
project roles
Contents
– Analysis of project roles (project manager, project owner, project team
member, etc.)
– Analysis of the relationship between the roles
– Own perception of these roles
Working Form
– Group work: 15`
– Documentation: Notes
– Discussion of the results in the plenary

59
Perception of the Project Manager

Project managers are managers, not administrators.

– Drivers, achievers, team players, service providers, leaders, …
Project managers are not the best technical experts.
– Project management professionals, generalists,
business-oriented, marketing-oriented, …
Project managers require social competences.
– Moderating, presenting, solving conflicts, leading teams, communicating
with relevant environments, reflecting, …
Project managers come in different forms.
– Part time or full time, project manager only or in combination with a
contents-related role, for different project types, …
Project managers are part of a project management community.
– Project management exchange, of experience groups, peers in the
company, project management associations, …
60
 Project Responsibility Chart,
Project Communication Structures,
Project Rules

61
Project Responsibility Chart
Method to plan the fulfilment of work packages
For selected work packages
An integrative project management method, integrates ..
– WBS, role definitions, project environment analysis
Consideration of individual roles and of team roles
Definition of functions for the performance of each work package
Use of different functions; e.g. : performance (P), contribution (C),
coordination (C1), information (I), decision (D)

62
I

63
 Project Communication Structures
Communication Objectives Participants Frequency
Form
Project Owner Project status Project Owner, Once a month
Meeting reporting, Project Manager, (and when
strategic decisions, Guests required)
feedback

Project Team Information, Project Team Once a month

Meeting project controlling, Members, Guests (and when
project decisions required)

Sub-Team Meeting Solutions of Sub-Team As required

contents-related Members
problems

64
Project Team Meetings
Detailed problems regarding the project contents are not subject of project
team meetings. The “Big Project Picture” is to be constructed.
Dates for team meetings and project owner meetings have to be fixed in
the start process.
Representatives of relevant project environments may participate in team
meetings.

65
Project Rules
Meeting rules
– Being on time
– …
IT application rules
– MS Office version …
– Filing on server …
– …
Corporate design rules
– Usage of project logo only in combination with company logo
– …

66
Project Role Assignments

67
 Combination of Project Roles

Project Owner and Project Manager NO

Project Owner and Project Team Member NO
Project Owner and Project Contributor YES
Project Manager and Project Team Member YES, but ...

Project Manager and Project Contributor YES

68
Inter-Role Conflicts and Potentials
Mr. Miller
Pr
t oje
e n ct
r t m ( Te
p a Pr am
e oje Me
f D c
o tB m
ad ) be
r
He
Project Manager
(Project A)

69
GW: Role Conflicts and Potentials
Objectives
– Reflecting inter and intra-role conflicts and potentials
Tasks
– Defining individual roles one is „playing“
– Analysing individual inter and intra-role conflicts and potentials
– Exchange of the results of the analysis with another student, challenge
statements regarding conflicts and potentials
Form
– Individual analysis: 5`
– Exchange of the analysis results`: 10`
– Brief discussion in the plenary

70
GW: Organizational Design of a Project
Objectives
– Application of methods for the organizational design of projects for a
„private“ project
Tasks
– Selection of a „private project“
– Definition of project roles
– Design of a project organization chart
Form
– Small groups, 20`
– Brief presentations and discussions

71
Project Leadership

72
Management and Leadership
Traditional management functions
– Plan, organize, lead, control
Systemic leadership functions
– Construction of a common realities
– Building-up and reducing complexity
– Managing dynamics
– Providing sense
Leadership
– Part of the management functions
– Interventions versus individuals and teams

Intervention: A goal-determined communication

73
Leadership in Projects
Providing (context) information
Providing conditions to motivate the members of the project organisation
Agreeing on objectives
Controlling progress and giving feedback
Making decisions
Solving conflicts
Reflecting to promote learning of individuals and teams

74
Leadership Roles in Projects
Project owner
Project manager
Project team

75
Event-oriented Leadership

Approval
Project by the user
Project start presentation
„Energy“
workshop
Project close-down
workshop

Project controlling
Project
meeting
controlling
meeting

76
Teams in Projects

77
Project Organization
Chart
Sub
team
Project
Project 2
contributor
contributor
Project
Project
contributor
contributor Project
Project
contributor
contributor
Project
Project Project Team
contributor
contributor

Project Project
Project team
team
Project team
team
member
Subteam 1 member
member member

Project
Project
manager Project
Project
manager
contributor
contributor

Project Organisation
Project
Project
owner
owner team
team
78
“Unreal” team-work Real team-work Individual work

79
 Team-Performance (Katzenbach)

Performance Team

Potential
Working Team
Group
Pseudo Team

Integration

80
 Group versus Team

Team Group
"We are a Team" "I am in a Group"
Task orientation Individual objectives less Individual objectives
important than team dominate
objectives
Responsibility Common responsibilty for Individual responsibility for
the results individual results
Coherence High coherence; trust and Little coherence
team spirit
Interdependencies Strong, relying on each Weak
other

81
Team Development

82
Team Development Process

Traditional Model Adapted Model

Forming Forming and Norming
Performing Performing
Storming Reflecting
Norming Renorming
Performing Performing
Adjourning Adjourning

83
Forming: Objectives
Assuring the required qualifications, “capitals”
Establishing a coherent team by …
– Informing each other about „private secrets“
– Performing common social activities
– Developing a common project view
– Defining common project rules, norms
– Ensuring the identification of the team members with the project

84
„Capitals“ Required in Teams

Know-how Relational
Capital Capital

Decision
Capital

Project Success = Quality x Acceptance

85
Reflection and Feedback in Projects
Reflection: Objectives
– Reflection by a social system (e.g. the project team)
– Basis for learning, for further development
Reflection: Working forms
– “Flash light”, smilies, associative methods

Feedback: Objectives
– Feedback is directed versus someone, something
– Informal or formal feedback
– Basis for learning, for further development
Feedback: Working forms
– Questionnaire, meeting

86
 Reflection: Status per …

Results

☺ Process

87
Johari-Window

A B
Known
Area of The “Blind” Spot by
Free Action others

D
C
Not
The Unconscious known
Hidden Area
by
others

Known by oneself Not known by oneself 88

 A
B

89
Feedback Rules
Rules to give feedback
– Be concrete, clear and on time
– Be constructive, positive and possibly negative statements
– Consider the situation, the timing
– Be aware of the consequences of your feedback
Rules to take feedback
– Ask, to clarify the feedback
– Don`t argue
– Accept the feedback as a subjective statement
– Be grateful for the feedback

90
GW: Feedback
Objectives
– Experience a formal feedback situation: Giving and taking
Tasks
– Find a student to give feedback about your observations of him/her in
class
– Prepare for the feedback situation
– Give feedback to each other student by applying the feedback rules (3`)
– Criteria for feedback: Contribution to the discussion, making
presentations, giving feedback to other students, socialize with other
students, …?
Form
– Groups of two, not friends!
– Duration: 10`
– Plenary: Experiences gained
91
Project Culture

92
Elements of the Project Culture
Project name, project logo, project colour
Project values, project mission statement
Project language, project slogans, project anecdotes
Project artefacts (project management documentation, project folder, etc)
Project room
Social project events

93
Project Culture: Objectives
Creation of a competitive advantage by …
– establishing clear project boundaries to allow the recognition of the
project
– promoting the identification of the members of the project organization
with the project
Development of a team spirit, providing orientation to the members of the
project team
Promotion of a relative project autonomy
Creation of the basis for project marketing

94
Project Name
Clear, short, allowing associations with the project objectives
Identifying the project type; e.g „Conception Product XY“
NO-NOs
– unclear abbreviations, numbers („4711“)
– only the customer name
– wrong associations („Route 66“)

95
Project logo and project colour

96
97
Project Values/Mission Statement
Result-related values and process-related values
Questions to ask:
– What is specific about the project?
– What is important for the project team?
– What is not important?
– What differences are there between this project and others?
– ...
Possibility, to document the values in a project mission statement
– Practical relevance still low

98
Project Slogans
Project specific or project phase specific
Used in project meetings, in brochures, folders
To give orientation to
– the members of the project organization
– representatives of the relevant environments

99
Project Culture Development
The project culture is developed initially in the project start process.
The project culture is further developed by “meta-communication” in the
project controlling process.
Usually, no major changes in the project culture are desired.
To resolve a project discontinuity also the project culture requires major
changes.

100
 Responsibilities

Members of the project team

Project manager
Project owner

Project coach
Project team

Documents
Externals
Activities
Planning the project start
• Check: Internal project assignment and results of the pre-pj phase R
• Selection of forms of communication R
• Selection of project team members (and of a project coach) R
• Selection of methods and form of documentation of PM to be used R
• Agreement with the project owner C R 1)
Preparing the project start
• Hiring of a project coach (option) (C)
• Preparation of starting communications I, II, ... (C)
• Invitation of participants R 2)
• Documentation of the results of the pre-project phase C (C) C
• Drafts of plans, organization, culture and marketing of the project C (C) C
• Developing of information material for starting communications C (C) C 3)
101
 IPMA`90:
Management by Projects
10th World Congress of the IPMA-
International Project Management
Association
June, 1990

102
IPMA`90: Context, Situation
Periodic world congress of the IPMA
PMA was established in 1986 at the WU Wien, congress as a marketing
chance
The preceding congress in Glasgow 1988 was a flop
Demand for a clear profile of the product and intensive marketing

103
IPMA`90: Project Name
IPMA`90: Management by Projects
Repetitive event:
– Organiser: IPMA-International Project Management Association
– Year: 1990
Contents
– Management by Projects

104
IPMA´90: Mission Statement
Science and practice
Traditional and innovative
Viennese and international
Mind and body
Individual and co-operative, a learning chance

Product and process related statements!

105
 Date IPMA`90 Slogans

12/88 Total Marketing!

10/89 No more creativity! Love for the details and for a

high quality in the production!

5/90 Have fun, everything is decided!

6/90 IPMA´90 - A High Touch Project

Project phases related slogans!

106
GW: Project Culture
Objectives
– Project culture development
Contents
Developing a project name, a project slogan, project specific values for
a specific project
Working Form
– Group work: 20’; notes
– Report in the plenary

107
Project Start Process

108
 Project
assigned

Project starting

Project
Project controlling coordinating

Project discontinuity
resolving

Project closing-down

Project
approved

109
Project Start: Situation
Time pressure, high demand for „project work“
Social uncertainty, people do not know each other (in their new roles)
Need for orientation
Different levels of information of participants

110
Project Start: Results
Appropriate project plans and appropriate project organization established
Common „big project picture“, project team spirit developed
Project culture developed, social system established
Project is known to relevant environment, initial project marketing
performed
Project management documentation „project start“ completed
Agreements upon project controlling and project-close down

111
 Project Start: Methods

Application of methods in the Small Project Project

project start process
Planning Methods
Project objectives plan must must
Objects of consideration plan can must
Project work breakdown structure must must
Project work package specification can must
Project bar chart must must
Project finance plan can can
Project cost plan must must
Business case analysis can must

ROLAND GAREIS Project and

112Programme Management®
 Project Communication Forms

Quality of PM

Project
high Workshop

Kick-off/
middle Close-down
Meeting

Individual
Meetings
low
low middle high Need for Resources
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Project Start WS: Organization
Venue: Outside of the company, seminar hotel
Duration: 1-3 days
Sequential workshops: e.g. 1 plus 1 day, 3 days in between for
documentation work
Several workshops with different target groups at different locations
– project team, customer representatives, contractor
Professional moderation of the WS
Visualization, afterwards electronic documentation
Invitation of the project owner at the end of the WS

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Project Start: Infrastructure
Project office, offices for (distributed) project team members
PM software, office software
Intranet and Internet (project portal, homepage, e-mail,...)
Telecom: Telephone- and video conferencing
Visualization and moderation tools

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Project Start:
Assurance of Management Quality
Project consulting
– supporting the project in the start process to build up project
management competence
Coaching of …
– the project owner, project manager, project team
by external or internal consultants

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 Responsibilities

Members of the project team

Project manager
Project owner

Project coach
Project team

Documents
Externals
Activities
Planning the project start
• Check: Internal project assignment and results of the pre-pj R
phase
• Selection of form of start communication R
• Selection of project team members (and of a project coach) R
• Selection of PM methods and form of documentation R
• Agreement with the project owner about start process C R 1)
Preparing the project start
• Hiring of a project coach (option) (C)
• Preparation of forms of start communications I, II, ... (C)
• Invitation of participants R 2)
• Documentation of the results of the pre-project phase C (C) C
• Drafts for planning, organizing and marketing of the project C (C) C
• Developing of information material for start communications C (C) C 3)

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Case Study:
Start of Project „Feature Development“
Project information
– Based on the results of a conception project the Project Portfolio
Group of an Austrian telecommunication company decides to
further develop an existing product by adding a new feature to it
(e.g. providing information about the daily telefon costs)
– Project duration: 2-3 months
– Project costs: € 120.000,-
– Partner: SW developer, advertising agency,...

Working form
– Small groups, 10`-15`; documentation

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Case Study: Assignment
Analysis of the strategic importance and the social complexity of the
project

Planning the …
– knowledge transfer from the conception project into the project
„Feature Development“
– project management methods to be applied in the start process
– communication structures for the start process
– required infrastructure for the start process
– involvement of a project management consultant and/or coach in
the start process
– initial project marketing

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Happy Projects!

Roland Gareis

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