20220222-FH-project Management Basic Lecture - V4.0

PROJECT-
MANAGEMENT
BASICS
Version 4.0 – 02/2022
Project Management BASICS © VOON-Management GmbH Slide 1

Preface
◈ This document was designed to support the Project Management lecture at the FH
Wels, and shall be the basis for the preparation to the level D certification from
PMA (Project Management Austria).
◈ The Project Management approach of this document is based upon PM- Baseline
(pma) as well as International Competence Baseline (IPMA) which can be found in
the up to date version on www.p-m-a.at.
◈ For clarity, project managers will always be referred to in the male gender but it is
clearly understood that the female gender would equally apply.
◈ In this document the term project manager is equally to be understood as project

leader.

Preface
◈ This publication may only be used for personal usage. No part of this publication may be
reproduced in any form without written permission by the authors listed below.
◈ Copyright of all content, charts, and graphics belong to

© VOON-Management GmbH (www.voon-management.com)
◈ Authors of the publication:
Christoph Edenhauser Markus Feistritzer

Impulsgeber & Umsetzer Willensbildungscoach

Content
0. Preamble
1. Terminology
2. Project start
3. Project coordination
4. Project controlling
5. Project closing
6. Literature
Project Management BASICS

© VOON-Management GmbH Slide 4
0
Preamble

How important is Project Management?
In 2013 the share of project activity in the total working time in G
Source: Studie GPM in Kooperation mit der EBS Universität für Wirtschaft und Recht (2015)

Project success and failure
Subjective main reasons for success / failure
Project teamwork and project controlling as well as decisions do have the biggest impact on project
success or failure
If you consider the project critical constructive, what in your opinion are the main reasons, that the project
proceeded more or less successfully)*
Source: S. 134 „Evidenzbasierte Erfolgsfaktoren im Projektmanagement, BPM-Labor Hochschule Koblenz, Prof. Dr. Komus“ (2015)

1
Terminology

What is a Project?
A project consists of a unique set of

processes consisting of coordinated and
controlled activities with start and end A project is a time and cost constrained
dates, performed to achieve project operation to realise a set of defined
objectives. deliverables (the scope to fulfil the
Achievement of the project objectives project‘s objectives) up to quality
requires thetoprovision standards and requirements.
conforming s pec of ifi deliverables
A p r o j e c t isntsa. A time and cost constrained o p e ration to
c re q ui re me
vg l. S .1 3
project may be subject to multiple ICB 3.0 der IMPA
r e a l is e a s e t o f defined deliverables (the scope to

constraints, as de sc rib e d in 3.1 1. A lth o ug h
many projects may be similar, each project
unique. Projectfduifflefrielntchesemapy orcocujreinctht‘es objectives) up to quality standards
following:
— deliverables provided; and requirements.
— stakeholders influencing; A project is a unique, temporary, multi-
— resources used; disciplinary and organised endeavour
— constraints;
— the way processes are tailored to
to realise agreed deliverabeles within
provide the deliverables. predefines requirements an
constraints.
Every project has a definite start and end, Project management typically involves
and is usually divided into phases, as
described in
personnel from project management
3.10. The project starts and ends as described associates up to senior project
in 4.3.1.
vgl. 3.2 ISO 21500
manager
Guidance on Project Management
vgl. S.27 ICB 4.0 der IPMA
gültig für Zertifizierung ab 2018
What is a Project?
temporary
complex endeavour social system
organisation
considerable
own culture
target oriented
unique specific roles
own rules
limited
structural organisation
new
momentum
dynamic
responsibilities
risky demarcation against outside

What is a Project?
Example: Project definition/ Project necessity analysis
Criteria Degree of fulfilment
Strategic importance low Medium high
Duration > 2 months > 6 months > 12 months
Cost 100 k > 600 k > 1.000 k
Personal requirement 100 PD 250 PD 500 PD
Involved organisational units 2 4 >5
Risk low medium high
Small project Project Programme

What is a Project?
DIFFERENTIATION ACCORDING PROJECT TYPES
Criteria Project types

pharmaceutical, civil work, plant building, IT, automotive, finance
Industry
Insurance, telecommunication, energy, education
product development, organisational development project,
Content infrastructure, personnel, investment project, conceptual project
unique
repetitiveness
recurring / repetitive
internal
Customer
external
Projects in the product life cycle

Conceptual and/ or offer projects
Implmentation projects Relaunch

Triple constraints & environment
Scope
Risk
v
Organisation
Resources/ Time
Costs

Overview PM-Methods
Boundaries & Pre- and post- Relation to

Context other Projects/ Environment
Project-phase
Strategies analysis
Organisation
Org-chart Communication R.A.C.I. Matrix
& roles & rules
Scope
Deliverable Work WP-
plan Breakdown Specification
Structure
Time
Milestone plan Gantt-chart
Resource/
Resource-plan
Cost Cost-plan Cash-Flow
Risk
Risk-analysis

Overview PM-Processes
Project coordination
Project marketing
Project closing
Project start Project controlling
Project crisis/ opportunities
preliminary signed Project Project close

Project assignment Project assignment progress report down report
Project Sponsor Project Sponsor Project Sponsor Project Sponsor

Project Manager Project Manager Project Manager Project Manager

REFLECTION
◈ What are the main topics of Project Management?
◈ Where is the difference between a Project and day to day operations?
◈ Of which processes does a project consist of?
◈ Which criteria's do you know, to differentiate types of projects?
◈ Why does a project form a social system?

2
Project start

Project start: What‘s it about?
◈ Basis for project planning and a preliminary project assignment
◈ It is the aim of project start process to create a complete and integrated planning of
the project, and to finalise the project assignment including signatures
◈ Transfer of know-how from the pre-project phase into the project
◈ Design a suitable project organisation and the team building
◈ To create a common view for the whole project team
◈ The level of quality in project planning, is decisive for the further

progress of the project.

Procedure within Project start
Develop
project organisation Risk analysis
2 5
3
1 4
Definition of project objectives
create project assignment
Project boundaries &
context analysis
Plan triple constraints;
scope, time, resource
and cost

Project boundaries
◈ Central question: What is part of my project, and what not?
◈ Project boundaries form the basis of the project assignment, and are defined in the dimensions time,
scope and social.
TIME
◈What is the scheduled start- and end-date of the project?
◈Which events can be assigned to the start- and end-date?
SCOPE
◈What are the project objectives?
◈Which non-objectives do we have?
◈What has to be delivered at the end of the project?
◈Which main tasks / phases does the project consist of?
◈What is the project budget?
SOCIAL
◈Who is project sponsor ?
◈Who is project manager?
◈Which skills are needed in the project team?
Context analysis
◈ Goal of the context analysis is to make transparent the influence of external factors onto the
Project
◈ Context analysis is defined in the dimensions time, task and social.
TIME
◈What happened before project start?/ Which documents are already existing?
◈How was this project initiated?
◈What is going to happen with the project results?
◈Which activities following the project could there be?
SCOPE
◈To whichsoever strategies and company objectives are there relations within the company?
◈Are there other projects which might contribute something to our project results?
SOCIAL
◈Are there stakeholders which do have an influence on the project success?
◈Who are the users/ persons affected of/by the project?
Time & Scope Context analysis

Social Context analysis:
Project stakeholder analysis
◈ Central issue: Which environments can significantly influence project success?
◈ Collect and group relevant project environments

(all those persons, groups or institutions who do have a stake in the project or are influenced in any
way by the project)
◈ Show and evaluate relations, expectations and influences (supporting, neutral,

critical)
◈ Derive necessary actions to shape project environment relations
◈ The project stakeholder analysis is amongst others the basis for project marketing
and practicing crisis prevention

Social Context analysis:
Project stakeholder analysis
Project organisation
(internal environment)
It is distinguished between
Customer PS internal (persons within
PTM
(external environment) PW the project team)
Customer Project stakeholders and external
manager
PTM stakeholders!
Media Medien
(external environment) Project
CEO
Supplier XY Department A
Supplier
(external environment) Company internal
(external environment)

Develop
2 5
3
1 4
context analysis
and cost

Develop Project organisation
Items to take into account in designing project organisation:
◈ Definition of organisational model (influence-project organisation/ pure project

organisation, matrix project organisation)
◈ Presentation of the organisation at the project organisational chart
◈ Definition and finalise project roles and role perception
◈ Definition of project communication
◈ Team building and leadership
◈ Develop project culture

Organisational model
Influence Project organisation Pure Project organisation Matrix Project organisation
◈ Project manager in a ◈ Project organisation is ◈ Decision-making and

staff function taken out of the instruction authority is
Project Management BASICS ©shared
VOON-Management GmbH Slide 27
permanent between project
◈ All formal power rests organisation Manager (What?
with line management When? How much?)
◈ Project manager has and line management
full authority over (Who? How?)
project team
Project roles
◈ A role is defined as sum of expectations on the corresponding role owner

◈ Project roles are defined by describing duties, skills and responsibilities
◈ Objectives of the definition of project roles are establishing clarity in regard to
collaboration within the project team
◈ Roles are distinguished in group- and individual roles:
Individual roles
Group roles
◈ Project sponsor (PS)
◈ Steering committee (PSC)
◈ Project manager (PM)
◈ Project team
◈ Project team member (PTM)
◈ Core team
◈ Project worker (PW)
◈ Sub teams

Project organisational chart
Project steering committee

Project-
sponsor
Project team
Project-
manager Project-
team member
Project-
team member
Core team
Project- Sub team

Project- team member
team member
Project-
worker
Project-
worker

Project roles – Project sponsor
PS GOALS
◈ Represent and promote company’s interests
◈ Initiating projects
◈ Leading the project manager
TASKS
At Project start
◈ Choose/select project manager
◈ Target agreement and signing of project assignment
◈ Ensuring provision of resources
At Project controlling
◈ Make strategic decisions
◈ Participate at project sponsor meetings
◈ Ensuring provision of resources
At Project closing
◈ Formal project acceptance
◈ Performance appraisal, feedback for project manager and project team
◈ Project evaluation

Project roles – Project manager
PM GOALS
◈ Responsibility to achieve project goals
◈ Leading the project team
◈ Design of PM-processes, creation of PM-documentation
TASKS
At Project start
◈ Know-How transfer from pre project phase
◈ Planning of project, design of project organisation, team building
◈ Agreement on project objectives, creation of project assignment
◈ Analyse project status
◈ Agreement on controlling measures
◈ Create status report and adjust with project sponsor
At Project closing
◈ Planning of post project phase, allocation of remaining
◈ Create project close down report, emotional project close down
◈ Know-How transfer into permanent organisation

„EYE of competence“ ICB 4.0
Three areas which

contains 29 competence
elements
Project roles – Project team member
PTM GOALS
◈ Contribute to achieve project objectives
◈ Leading sub teams/ project workers
◈ Support as subject matter expert (SME)
TASKS
At Project start
◈ Collaboration in project planning
◈ Take over work package responsibility
◈ Reporting to project manager
◈ Complete assigned work packages
At Project closing
◈ Collaboration in transferring know-how into the permanent organisation
◈ Feedback

Project communication
◈ Project communication structures manage the periodic needs of communication

within the project
◈ Project meetings are a management tool, by which information is exchanged, results are
aligned and decisions made
◈ Periodical meetings should PROJECT-COMMUNICATION

rather be planned at the Title Objectives, Content Teilnehmer Schedule Location
beginning of a project, than Project owner

meeting


project status
decisions
Project owner,
Project manager
called up on short notice

 acceptance of progress report
Project controlling  project status Project manager,

meeting  controlling of tasks, schedule, Project team,
resources, costs Project coach
 controlling of project environments
◈ Separate meetings for

 social controlling
 prepare proposal for decision
management- and content-

Core Team  Coordination of core teams Kern-Team-
meeting  discussion content tasks and problems Mitglieder
topics Sub team

meeting


Coordination of sub team
Discussion of problems
Sub team members

Team building and Leadership
◈ Performance of the project organisation depends on the project participants

◈ Create together a ”big project pictures“.
◈ Focus on team building phases -> controlled by project manager
◈ The skills of employees working on the project have to be checked, and their
availability has to be aligned with line management
◈ Managerial functions of a project manager are
◈ Give orientation
◈ Motivation
◈ Continuous improvement of project organisation
◈ Make decisions
◈ To control energy in the project

Project culture
◈ As an independent social system, a project has a culture.
◈ The project culture can be defined as sum of values, norms and rules of a project
◈ Project specific values deliver a scale for, what is being seen as good, valuable and
desirable in the project
◈ Methods to develop project culture are:

◈ Project’s mission statement
◈ Project name, project slogans and project logos
◈ Project specific "social" events
◈ Project specific rules

Project culture – rules within Project
Topic Rules
Rules for
collaboration ◈
Agreed deadlines are always met
◈
Different working styles are treated with respect
◈
If conflicts should arise they are addressed openly and in a
factual manner
◈
Only aligned findings are communicated to the outside world
Rules for
meetings ◈
We participate regularly and on time at project meetings
◈
All participants are prepared for project meetings
◈
Agenda und goals are distributed at least 1 day in advance
◈
Attendees are authorised to make decisions
Rules for
documentation ◈
All project relevant documents are stored in the project folder and
regularly updated
Develop
2 5
3
1 4
context analysis
and cost

Project objectives
specific measureable appropriate realistic time-bound
S M A R T
What exactly do I Is the objective on When do we

How can I see if the Does achieving the
want to achieve? our own achievable need the
objective has been objective deliver the
reached? expected benefit? under the given objective to be
What is available circumstances? reached or
after achieving this fulfilled?
objective?

Project assignment
◈ Written agreement between project sponsor and project manager, and should
therefore be signed by both parties
◈ Documents the project framework conditions
◈ The project assignment is an evolutionary document
◈ The signature authorises the project manager, to execute the project
◈ NO project WITHOUT project assignment

Project assignment

Develop
2 5
3
1 4
context analysis
and cost

Triple constraints
Scope
Resources/ costs Schedule

Deliverable plan
◈ The deliverable plan (objects of consideration plan) is a break down, of deliverables

(results, interim results)
◈ Goal is to create a common view
◈ The deliverable plan can be used as basis for creating the work breakdown structure
◈ Forms of presentation:
◈ Mind map
◈ List
◈ Object structure plan

Work Breakdown Structure
◈ Phase-oriented visualisation of all work to be done in a project

◈ classification of the project into plan and manageable units (phases, work packages,
milestones)
◈ Basis for sequence, schedule, cost and resource planning
◈ Central tool for communication within project
◈ Basis for target agreements (work packages) between project manager and team
members
◈ Basis for performance monitoring and controlling

Work Breakdown Structure (WBS)
PROJECT -
1
Project
0
PROJECT -
- - - -
MANAGEMENT PHASE 2 PHASE 3 PHASE 4 PHASE 5
1
1
1
0
0
- - - -
-
WP-Name WP-Name WP-Name WP-Name
1.
1.
1.
1.
1.1.1
Project started
0
(MST 1)
0%
- - - -
Project -
1.
WP-Name
1.
1.
1.
1.
planning MST 3 WP-Name WP-Name
0
0
0
-
Project - - -
-
1.
1.
1.
controlling WP-Name WP-Name WP-Name MST 6
1.
1.
0
0
- -
- - WP-Name
1.
Project
1.
1.
1.
MS WP-Name
0
0
0
coordinat
0
ion T2
Process orientation
- -
Project -
1.
MST 4 MST 5
1.
1.
marketing
0
0
-
1.
Project
0
close
down
-
1.1.7
Project finished
0%
(MST 7)
Project content
P activities
Extended view
WBS
Tip: In addition to scope (phases / work packages)

in a WBS, it can displayed schedule, WP-
responsible, status- and controlling information
 WBS as a communication tool
Status light for scope
green
WP-Name progress
green/ yellow/ red
1.2.
WBS-Code
WP-responsible
2
WP progess
0%
Allocation of tasks
In steps of 25%
(0/ 25/ 50/ 75/ 100)
Start End
start and end date
for each work
package
WP specification
◈ Within work package specifications content and results are defined
◈ Are used for target agreements between project manager and work
package responsible
◈ Goals for work packaged specifications:

◈ Clarifying content of work packages
◈ Set clear boundaries between the individual work packages
◈ Identify
◈ To identify interfaces/ interdependencies between work packages
◈ Definition of results (deliverables)
◈ Orientation for the work of project team members and to create binding character

WP specification

Responsibility
assignment matrix
◈ The project responsibility assignment matrix documents the distribution of accountability

and responsibility in a project
◈ The project responsibility assignment matrix is based upon the work breakdown
structure and project organisation and is represented in a matrix
◈ Definition:
◈ Realisation responsibility („R“)
◈ Accountable, Accepting („A“)
◈ Cooperation („C“)
◈ Information needs („I“) (to be informed)

Responsibility
assignment matrix
Project responsibility assignment matrix
Roles & Environment
Project team member 1

Project assistant
Project manager
Project worker 1
Project worker 2
Project worker 3
External client
Project owner
Project coach
WBS-
Code
WP-Title
1.1 Projektmanagement
1.1.1 Project started R … Responsible A … Accountable C … Contrib
1.1.2 Project planning I A R C C C C C C I I I C I … to be informed
1.1.3 Project controlling I I R C C C C C C I I I C
1.1.4 Project coorrdination R C C C C C
1.1.5 Project marketing R C C C C C
1.1.6 Project close down I A R C C C C C C I I I
1.1.7 Project finished
1.2 Phase 2
1.2.1 WP-Name R C
1.2.2 WP-Name R
1.2.3 WP-Name I I C R C
1.2.4 MST 2
1.3 Phase 3
1.3.1 WP-Name R C C
1.3.2 MST 3
1.3.3 WP-Name R C
1.3.4 WP-Name R C C
1.3.5 MST 4
Milestone plan
◈ Milestones split the project into smaller and manageable stages and sub- ordinate
objectives
◈ Milestones are critical events
◈ Could be as well stage-gates or phase boundaries
◈ Serve for rough schedule planning
◈ Milestone planning is base upon the work breakdown structure and is visualised in
tabular representation

Milestone plan
MILESTONE PLAN
WBS-
Milestone Baseline date Forecast date Actual date
code
1.1.1 Project started Milestones in order of
1.2.4 MST 2
plan dates not in order of
1.3.2 MST 3
the WBS-code
1.3.5 MST 4
1.4.5 MST 5
1.5.3 MST 6
2016
WBS Milestone JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
1.1.1 Project startet
1.2.5 MST 1
1.3.6 MST 2
1.4.3 MST 3

Bar chart
◈ The bar chart visualises the process structure of a project
◈ Detailed schedule for the entire project
◈ Displays duration, chronological order, work packages, and milestones in graphical

form
◈ Aims to visualise duration, interdependencies and parallel work

Bar chart
2016
WBS-
NAME START ENDE
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
code
1.x PHASE x 05.01.16 30.11.16
1.x.1 work package 1 05.01.16 01.03.16
1.x.2 work package 2 01.03.16 30.06.16
1.x.3 work package 3 30.06.16 29.09.16
1.x.4 work package 4 30.06.16 30.11.16
1.x.5 milestone 30.11.16
Take care scheduling the work

packages for the project management
Project coordination phase! (start, end and duration of the
Project marketing WP's)
Project Project
start Project controlling
closing
Bar chart example
WBS-Code phases/ work p+B2:B54ackages March April May June July
1.
project
1.1
project management
1.1.1
project started
1.1.2
project start
1.1.3
project controlling
1.1.4
project coordination
1.1.5
project marketing
1.1.6
project closing
1.1.7
project closed
1.2
trial planing
1.2.1 define trial

1.2.2 choose sample There is a distinction
1.2.3 creat test series plan
between the content-
1.2.4 research literature plan
1.2.5 closed
related closing and the
1.3
execution management- closing of a
1.3.1 prepare samples project
1.3.2 nitride and coating
1.3.3 preparation of trial finished
1.3.4 execute test
1.3.5 tests finished
1.4
completion
1.4.1
create analysis
1.4.2
compare analysis to literature
1.4.3
present documentation/ reports
1.4.4
result reached

Resource plan
◈ The objective of resource planning is to determine and display the required project
resources over time.
◈ Subject matters in resource planning are work packages or phases from the work
breakdown structure (dependent od planning granularity).
◈ Typical types or resources are: personnel(department, qualification, persons,

generic resources), machinery, financial resources and material

Resource plan
WBS-Code Baseline Actual Forecast Deviation

Ressource type
WP-Name [PT] [PT] [PT] [PT]
Programmer
Tester
Quality assurance
Design
SUM
◈ Decision planning depth and granularity (project, phase- or work package-level)
◈ Do I need planning on a person level or is planning on department level sufficient?
◈ Definition resource unit [PH], [PD], [PM] or [PJ]

Cost plan
◈ Capture Project specific costs.
◈ Subject matters in cost planning are work packages or phases from the work
breakdown structure (dependent od planning granularity).
◈ Types of costs can be differentiated according to functional criteria, such as
personnel costs, material costs, equipment costs, administrative and sales costs,
costs for minimising risks, according to cost centres as direct and
indirect costs, and according to activity, as fixed or variable costs
◈ It is essential to differentiate between project costs, project payments and project

expenses.

Cost plan
WBS-Code Baseline Actual Forecast Deviation

Cost type
WP-Name [€] [€] [€] [€]
Personnel cost
Material costs
Contracted service
Other costs
SUM
◈ Decision planning depth and granularity (project, phase- or work package-level)
◈ How do I want to report the costs to the project sponsor?
◈ Planning the costs per phase or work package and the total costs of the project

Develop
2 5
3
1 4
context analysis
and cost

Risk analysis
◈ Project risks are events or developments, which might influence scope (quality),
schedule, cost or return of a project.
◈ Risk management in projects is a project management task, the responsibility rests
with the project manger.
Tasks within risk management are:
◈ Risk analysis is defined as the likelihood of events occurring together with the
impact of these on the project.
◈ Evaluation of risks is done by comparing the risks analysed (risk expected value)
with the tolerable project risk.
◈ Managing risk response is the definition of preventive measures to avoid,

reduce or transfer the risk and to plan corrective measures.

Risk analysis

REFLEXION
◈ What are the objectives of a project start process?

◈ Which three organisational structures are known within PM? What are the advantages and
disadvantages?
◈ What’s the use of project roles? Who defines them?
◈ How do project objectives have to be expressed?
◈ What are project sponsors duties at project start?
◈ What is understood by project culture?
◈ Which methods do you know to promote project culture?
◈ What are the objectives of a work breakdown structure?
◈ What’s the use of resource planning?
◈ What das a GANTT chart stand for?
◈ Which steps does risk management include?

3
Project coordination

Project coordination – What‘s it about?
◈ Project coordination begins with the assignment of the project and ends with approval of
the project, and is a continuous process.
◈ Project coordination consists of:

◈ Continuous quality control on (interim) results of work packages
◈ Continuous communication
◈ Continuous management of relevant environment relationships
◈ Methods of Project coordination are:

◈ WP acceptance list
◈ Open point list (OPL)
◈ To-do list
◈ Decision list
◈ Minutes of meetings

Acceptance of work packages

REFLEXION
◈ Which methods do you know for project coordination?
◈ Is project coordination a cyclic process?
◈ What is the minimum content of a work package acceptance list?

4
Project controlling

Project controlling: What‘s it about?
◈ The objectives of project controlling are to analyse the project status, and agree on
and/or undertake control measures
◈ The project controlling process takes place on specific key dates several times
during a project. Project controlling begins with its initiation and ends when a
project progress report has been filed.
◈ Controlling has to be defined:

◈ Cycle
◈ Level of controlling
◈ Granularity

Procedure Project controlling
Social
project controlling
Creation of
status report
2
4
1 3
Collect
actuals
Controlling of scope,
schedule, resource and
costs, risks and project
environment

© VOON-Management GmbH
Slide 71
Recording of actuals
◈ Data acquisition cycle has to be defined

◈ Appointed date, duration
◈ Recommendation: monthly
◈ In order to assess project status actual figures have to be collected:

◈ Scope progress
◈ Actual schedule
◈ Actual resource
◈ Actual cost

Social
project controlling
Creation of
status report
2
4
1 3
Collect
actuals
environment

Slide 73
Social Project controlling
◈ Social controlling comprises of analysing and managing project organisation,

project culture as well as project environment relationships
◈ Thought should be given to the functionality of the project organisations structure,

and to reflect the applied project culture
◈ Methods: Flash light, mood barometer, one point or multi point voting, discussions
Project organisation
(internal environment)
Customer PS PTM
(external environment) PW
Customer Project
manager PTM
Media Medien Project

(external environment)
CEO
Supplier XY Department A
Supplier Company internal

(external environment) (external environment)

Social
project controlling
Creation of
status report
2
4
1 3
Collect
actuals
environment

Slide 75
Triple constraints
Scope
Resources/ costs Schedule

Scope
◈ Determine scope progress of each work package

in steps of 25%
◈ Visualisation via 0 – 50 – 100 method
◈ Setting traffic light for each work packaged
◈ Have there been work packages added/

removed?
◈ Possible deviations should be subject to

deviation analysis

Schedule
◈ Recording of actuals for each milestone/ work package
◈ Conduct a variance comparison between baseline (status of planning at the project

start) and actuals (current status at date of controlling, cut-off date)
◈ Possible deviations should be subject to deviation analysis in order to derive control

measures
◈ The assured deadline has to be met, intermediate deadlines can be postponed in

consultation with the project sponsor

Bar chart baseline/ actuals
WBS- phases/ work packages March April May June July

Code
1.
project
1.1
project management
1.1.1
project started
1.1.2
project start
1.1.3
project controlling
1.1.4
project coordination
1.1.5
project marketing
1.1.6
project closing
1.1.7
project closed
1.2
trial planing
1.2.1
define trial
1.2.2
choose sample
1.2.3
creat test series plan
1.2.4
research literature
1.2.5
plan closed
1.3
execution
1.3.1
prepare samples
1.3.2
nitride and coating
1.3.3
preparation of trial finished
1.3.4
execute test
1.3.5
tests finished
1.4
completion
1.4.1
create analysis
1.4.2
compare analysis to literature
1.4.3
present documentation/ reports
1.4.4
result reached

Resource and Costs
◈ Recording of actuals for each work package
◈ Checking remaining effort
◈ If necessary correct remaining effort
◈ Possible deviations should be subject to deviation analysis
DE- VIATION
REMAIN
FORE-
BASE CAST
ACTUAL

Risks
To do’s in risk controlling

◈ Analyse and evaluate newly identified risks
◈ Analyse existing risks and reconsider evaluation if necessary
◈ Check the effectiveness of planned measures for risk response

Social
project controlling
Creation of
status report
2
4
1 3
Collect
actuals
environment

Slide 82
Project progress report
◈ The project progress report is the formal result of the project controlling process
◈ Project progress reports describe the respective status of the project as well as the
planned controlling measures
◈ Controlling measures are to be planned and executed, at determined variances

between baseline and actuals
◈ Possible controlling measures can be:
◈ Orders given to work overtime
◈ Use of new personnel
◈ Use of new technologies
◈ Outsourcing/ subcontracting
◈ Change of project organisation
◈ Change in process structure and so on….

Project progress report

REFLEXION
◈ What are the tasks within project controlling?
◈ What’s to be understood by social project controlling?
◈ How is scope controlling done?
◈ Who is making strategic decisions on the basis of project progress reports?
◈ List possible controlling measures at a large schedule deviation?

5
Project closing

Project closing – What is it about?
◈ Creation of as-is documentation

◈ Plan remaining work
◈ Create project close down report
◈ Transfer gained know-how (lessons learned) to the permanent organisation
◈ Bring project environment relationships to an end
◈ Closure of project team and giving feedback
◈ Assessment and evaluation of project success
◈ Acceptance of project through project sponsor
SUCCESSES HAVE TO BE CELEBRATED!

Project close down report

REFLEXION
◈ What are the tasks within project closing process?
◈ Of which items does the project close down report consist of?

6
Literature

Literature
pm baseline 3.0 ICB IPMA Competence Baseline 3.0

(english) (english)
Individual Competence Baseline 4.0

(english)
DOWNLOAD

Stay in touch…
Increase your implementation skills!
-Management GmbH
VOLITION the process of building, maintaining and realising intentions Motivated
& with willpower to success

slides for work
Do not print!!

Work Breakdown Structure
-
PHASE 3
Start End
Project -
1
Project manager
0%
Start End
-
- MST 2
- - -
Project- PHASE I PHAS 2 PHASE 4
1
MANAGEMENT
1.2
E
1.
1.3
1
0
Start End
0%
0%
Start End Start End End Start End
Start
Project
controlling -- WP-Name - WP-Name - WP-Name - WP-Name -
Project started
1.1.3
1.1.1
WP-responsible WP-responsible
1.3.
WP-responsible WP-responsible
1.4.
1.5.
1.2
WP-responsible
1
0%
1
0%
0%
0%
0%
0%
Start
Start End
End Start End Start End Start End Start End
Projec close -
- MST 1
t Projectn WP-Name - WP-Name - WP -Name -
planning -
dow
1.5.2
1.
onsible
1.1.2
WP-responsible
1.2.
WP-responsible
1.4.
WP-res ponsible
0
WP-responsible Start End
2
2
WP-resp 0%
0%
0%
End Start End Start End Start End

Start
Start End
- -
-
1.1.51.1.4
MST 3MST 4
inished WP-Name - WP-Name - WP-Name -
1.4. 1.
1.
Project f
0
0
WP-responsible WP-responsible WP-responsible
1.2.
1.3.
Start End Start End
3
3
0%
0%
0%
End
Start End Start End Start End
WP-Name - WP-Name -
1.
WP-responsible
1.3.
WP-responsible
1.4.
0
4
0%
0%
0
Project Management BASICS Start End Start End

Meilensteinplan grafisch editierbar
2016
lestone JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV
oject startet
ST 1
ST 2
ST 3
oject finished

Balkenplan
2016
NAME STAR ENDE JA FEB MAR APR MA JUN JUL AUG SE OCT N
N Y P
T
HASE x 05.01.16 30.11.16
work package
05.01.16 01.03.16
1
work package 2
01.03.16 30.06.16
work package 3
30.06.16 29.09.16
work package
30.06.16 30.11.16
4
milestone 30.11.16

20220222-FH-project Management Basic Lecture - V4.0

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

20220222-FH-project Management Basic Lecture - V4.0

Uploaded by

Copyright:

Available Formats

PROJECT-

Project Management BASICS © VOON-Management GmbH Slide 1

◈ In this document the term project manager is equally to be understood as project

Project Management BASICS © VOON-Management GmbH Slide 2

◈ Copyright of all content, charts, and graphics belong to

◈ Authors of the publication:

Christoph Edenhauser Markus Feistritzer

Project Management BASICS © VOON-Management GmbH Slide 3

Project Management BASICS

Project Management BASICS © VOON-Management GmbH Slide 5

In 2013 the share of project activity in the total working time in G

Project Management BASICS © VOON-Management GmbH Slide 6

Project Management BASICS

Project Management BASICS © VOON-Management GmbH Slide 8

A project consists of a unique set of

r e a l is e a s e t o f defined deliverables (the scope to

risky demarcation against outside

Project Management BASICS © VOON-Management GmbH Slide 10

Criteria Degree of fulfilment

Strategic importance low Medium high

Duration > 2 months > 6 months > 12 months

Cost 100 k > 600 k > 1.000 k

Personal requirement 100 PD 250 PD 500 PD

Involved organisational units 2 4 >5

Risk low medium high

Small project Project Programme

Project Management BASICS © VOON-Management GmbH Slide 11

DIFFERENTIATION ACCORDING PROJECT TYPES

Criteria Project types

Projects in the product life cycle

Project Management BASICS © VOON-Management GmbH Slide 12

Project Management BASICS © VOON-Management GmbH Slide 13

Boundaries & Pre- and post- Relation to

Project Management BASICS © VOON-Management GmbH Slide 14

Project crisis/ opportunities

preliminary signed Project Project close

Project Sponsor Project Sponsor Project Sponsor Project Sponsor

Project Management BASICS © VOON-Management GmbH Slide 15

◈ What are the main topics of Project Management?

◈ Where is the difference between a Project and day to day operations?

◈ Of which processes does a project consist of?

◈ Which criteria's do you know, to differentiate types of projects?

◈ Why does a project form a social system?

Project Management BASICS © VOON-Management GmbH Slide 16

Project Management BASICS © VOON-Management GmbH Slide 17

◈ Basis for project planning and a preliminary project assignment

◈ Transfer of know-how from the pre-project phase into the project

◈ Design a suitable project organisation and the team building

◈ To create a common view for the whole project team

◈ The level of quality in project planning, is decisive for the further

Project Management BASICS © VOON-Management GmbH Slide 18

Project Management BASICS © VOON-Management GmbH Slide 19

◈ Central question: What is part of my project, and what not?

Project Management BASICS © VOON-Management GmbH Slide 22

◈ Central issue: Which environments can significantly influence project success?

◈ Collect and group relevant project environments

◈ Show and evaluate relations, expectations and influences (supporting, neutral,

◈ Derive necessary actions to shape project environment relations

Project Management BASICS © VOON-Management GmbH Slide 23

Project Management BASICS © VOON-Management GmbH Slide 24

Project Management BASICS © VOON-Management GmbH Slide 25

Items to take into account in designing project organisation:

◈ Definition of organisational model (influence-project organisation/ pure project