Project Management

Basics / Introduction
 Objectives

 Appropriate project management approach – same understanding of professional project

management

 Project definition, project criteria, PjM documents

 Project organization, roles within a project

 Overview PjM methods and PjM processes

 PjM – IT-tools, look and feel

 (Impact on the country)

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 Project management – Why necessary?
Complexity of construction projects is increasing due to

 Internationality

 Structure of customers

 Architectural requirements

 Time pressure

 Amount of engineering services

Þ existing, well established processes, are increasingly reaching the limits

Professional project management is an response and opportunity to ensure Doka‘s competitiveness and
strengthen the market position.

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Project management development

quality
projectmanagement professionalization is a multilevel process

strategic projectmanagement
target
4 „lived“
multi-projectmanagement

organizational anchorage
3 „integrated“
Project management-office, PjM-Experts

standards for individual projects

2 „defined“
Projectmanagement standards, „baseline und guideline“

individual-related
1 „in impulse“ Individual projectmanagement qualification, isolated applications, no uniform standard, no projectcontrolling, too little transperancy

T0 T1 T2 T3 time

current-situation

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2. Project definition, project
management criteria
Project definition
customer projects, current situation

Department and country comprehensive – special demands

 problems:
major- and special projects
approx. 150 projects
major- and special projects may endanger the result of
Turnover
per year in the DOKA group
the branches and country companies
> 1000 T€

medium projects

successfull completion by

sales-engineering-operations-

support-processes  business success

small projects

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 Project criteria customer projects

Project type Criteria

Main criteria Complexity criteria

Customer projects
Bidding projects
Order processing projects
 KC system in use
 Planned turnover > € 1.000.000,--  Fair face concrete
 Self-compacting concrete
 Equipment value > € 3.000.000,--
 Complex geometry
 Decision management board DG or  More than 3 different formwork systems
CEO-county  Complex customer structure
 Complex contract situation

Requirements for handling as a project:

 at least 1 out of the three main criteria applies or,
 at least 3 out of the seven complexity criteria apply

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Project lifecycle customer projects

building (project)

Handovermeeting: Handovermeeting:

Sales -> PjMan PjMan -> Sales

Handover report Handover report

Tendering Submission Bidding, Offering Monitoring Order processing After-Sales

Project agreement

Signature PjO / PjSC

Controlling Controlling

Start Close down Start Close down

PjMan: PjMan:

Sales / Engineer Engineer / Operations

Bidding project Order processing project

Bidding and order processing project

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5 Key elements of project management – magic triangle

Context

Strategy
1

Targets, Scope, Quality

4

Context
5
Context

organization
timewise
socialwise

(Stake-holder-analysis)
scopewise

roles, organization chart, rules, communication, culture 2

Budget Time

3
Resources

Context

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3. Project organization, PjM-roles
Project organization
Organization chart

 Projects are tasks in which a

clearly defined result has to be
achieved within a certain time
with certain resources in a
temporary organization.

 Not all tasks in the Doka Group

are projects. Only projects with a
certain minimum complexity
justify the use of project
management methods.

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Organizational Chart, Project Team >> Lotte Super Tower

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 Temporary roles, single project management
Project owner, PjO
Responsibility Tasks
 Project results  Selection of the project manager in consultation with the line organization

Project owner
 Budget  Project related observance of the company´s interests – strategic conformity

PjO
 Chairman of the project steering committee  Specification of the project strategy according to the offer / contract with our client

(priority setting, work intensity, products, …)

Decisions-making authority  Defines the general framework – provision of time, resources, financial means

Project steering commitee  Full authority within the project  Making strategic decisions within the project

PjSC  In case no agreement for decisions within the PjSC can be reached, PjO has  Implementation of a regular / continuous project controlling together with the

right for final decision. PjMan

 Proclamation of a project crisis  Supports the project and the PjMan in all cases of escalation and crises
 Contribution to the securing of knowledge transfer to the line organization – in
Project manager PjMan
Nominated by terms or the learning organization
 Country manager, region manager, project control board
 The PjO is a line responsible manager, who has a personal interest in the Approves

Project teammember implementation of the project (customer of project results) and is responsible  Project agreement and calculation in Demos VT
PjTM
for project budget  Supplements / Change requests
 Should not be the direct manager of the PjMan  Close down report, project results
 PjO and PjMan is not one and the same person  Considering the existing signature scheme

Project participant PjP

 PjO should not be PjTM or PjP

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 Temporary roles, single project management
Project manager, PjMan
Responsibility Tasks
 Implementation of project objectives
 Creating project agreement within PjT

 Delivery of agreed project results within the scope, time frame and budget
 Preparation of project calculation with Demos VT for customer projects
Project owner
  Selection of project team members in consultation with line managers
Application of project management methods and processes according to the
PjO
 Implementation of the project in accordance to the doka standard, project planning,
Doka project management standard
 Head of project team
controlling, close down (tasks, deadlines, resources, budget, risks,….)
 Work package distribution within the PjT
Project steering commitee  Maintenance of the interfaces with other projects, departments, organizations, authorities
PjSC Decision-making authority
 Project communication, information, marketing
 Full decision-making authority within the project in accordance with the project  Moderation of the PjT meetings
mandate given by the PjO  Execution of work packages
 Preparing status reports and controlling meetings
Project manager PjMan
Nominated by  Timely communication of relevant project data to the PjMO for the implementation of

 Project Owner or the project control group MPjM

 Keeping the project handbook (PjHB) and the calculation in Demos VT regularly updated
 Know-how transfer in the company
Project teammember Reports to
  Signature of all documents within the agreed signature rules between PjO and PjMan
PjTM Functional

 to PjO or PjSC
Active contract, risk and claim management

 to PjMO (on demand)

Approves
Project participant PjP 
Disciplinary Work package results of the PjTM

 to the line manager

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 Temporary roles, single project management
Project teammember, PjTM
Responsibility Tasks
 Delivery of agreed work package results within scope, time frame and budget  Setting the work package content and results, together with the PjP and PjMan
 Execution of the defined work packages
Project owner
Decision-making authority  Timely preparation of the relevant documents and information for the project
PjO
 Within the work packages and in accordance to the project rules controlling (working hours and cost of the PjTM and PjP concerning the work

package

Nominated by  Supports the project manager during the whole project

Project steering commitee
 PjMan in consultation with the PjO and the responsible line managers  Coordinates the PjPs for executing the work package
PjSC
 Participation on the agreed project controlling meetings

Reports to  Collaboration in knowledge transfer in the company and other projects

 Functional  Compliance with the project-specific rules
Project manager PjMan  to PjMan
Disciplinary
 to line manager of PjTM
Project teammember

PjTM

Project participant PjP

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 Temporary roles, single project management
Project participant, PjP
Responsibility Tasks
 Delivery of agreed task results within scope, time frame and budget  Support the work package responsible PjTM in the detailed planning, effort and

cost estimation according to the available expertise and experience

Project owner
Decision-making authority  Execution of workpackages and tasks within a workpackage
PjO
 Within the tasks of the work package and in accordance to the project rules  Attending project controlling meetings on demand
 Collaboration in knowledge transfer in the company and other projects

Nominated by  Continuously documentation of working hours and costs regarding the work
Project steering commitee

PjSC
 PjTM in consultation with the PjMan and the responsible line manger packages

Reports
 Functional
Project manager PjMan  to PjTM
 to PjMan (on demand)
Disciplinary
Project teammember
 to line manager of PjP
PjTM

Project participant PjP

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Project Manager selection and competences

How do you become a Project Manager?

(Project) Management Competence

Qualification and Experience

 Picking a person?
 Creating a new business card?
 Who is available just now?

Is the best technical expert the best project manager?

Social Competence
PjMan  Results very often in a dissatisfied expert and an
Field Competence (Leadership,

(Sales, Technics, Communication, Handling unprofessional and / or overburdened project manager

Operations, IT, etc.) conflicts, etc.)

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4. Project management processes
Project management processes

PRE project PHASE PROJECT MANAGEMENT PROCESS POST project PHASE

Approval
Approval of
of project
project proposal
proposal
Approval
Approval of
of project
project close
close down
down report
report

Signing
Signing of
of project
project agreement
agreement

PROJECT COORDINATION
PROJECT MANAGEMENT

PROJECT MARKETING
EVENTS (formal events)

Project Project Project Project Project Project

INITIATION START CONTROLLING CRISIS CLOSE-DOWN EVALUATION

(progress to completion)
TECHNICAL EVENTS

Offering
Offering and
and contracting
contracting Basic
Basic Engineering
Engineering Detailed
Detailed Engineering
Engineering Logistic
Logistic and
and Production
Production Site
Site Support
Support Redelivery
Redelivery

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 Project management effort
 Process quality is measurable and must be assessed throughout the performance of a process rather than just on its
completion
 The marks of a high-quality process include short throughput times, low costs and optimum resource utilisation
 The project management process needs to be consciously planned. The effort and time required to efficiently plan
this process varies and can include considerations regarding means of communication, project participants, project
documentation, standard project plans, technological aids, …

Time & effort required

Time & effort
to coordinate the project
Required for
in the absence of previous
PjM
planning
Time & effort required

to coordinate the project

in the absence of previous

planning

Project Project

start controlling

Project coordination

Time

PjM planning PjM controlling intervals Project completion

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Project start process
Implementation of project planning based on project-specific species PjM methods with the project team

Results:

Signed project agreement between PjO and PjMan

PHB and PjMO submitted.

Baseline saved

Project
Project start
start

Completing
Preparing the project kick- Holding the project kick-off Holding the follow-up
Creating the PjM plans Finalising the PjM plans Holding the follow-up work from PjO
off meeting meeting meeting
PjO meeting meeting

Preparation and follow-up activities Means of communication

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Project controlling process
Results:

Status reports

Signed change requests

Project
Project

controlling
controlling

Completing
Preparing the Holding the Updating the Holding the PjO
follow-up work from PjO
project controlling meeting project controlling meeting PjM plans meeting meeting

Preparation and follow-up activities

Means of communication

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Project controlling process procedure

Cyclic processes Key issues

Hard Facts
 1. Objectives,scope, quality
(New) Planing  2. Schedule, milestones
 3. Resources, budget, costs

Soft Facts
Steering Managing
Implementation  4. Context

timewise,

scopewise,

socialwise (Stakeholder)
Monitoring
 5. Project organization
Controlling
roles, organization chart

rules, culture

communication structure

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Project closing process
Results:

Close down report

Remaining actions list

Lessons learned

Project
Project

close-down
close-down

Completing
Preparing the project close-down Holding the project close-down
follow-up or preparatory work for Holding the final PjO meeting Finalising the PjM plans
meeting meeting meetings

Preparation and follow-up activities

Means of communication

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5. Project management methods
 PjM methods overview

Project boundary
Project scope Project schedule Project
and Project resources and project cost planning
planning planning organization
context analysis

Deliverable plan Gantt Chart Project organization

Project boundary
Project boundary and

and
context analysis ProjectResource plan
resources and project cost planning
Cost plan

context analysis

WBS AP
ABT. Plan IST Rest HR Abw.
- PHA
Responsibility Project rules Code SE
Ber. (PT) (PT) (PT) (PT) (PT)

PHAS
Work Breakdown Structure 1.2
E
EDV 15,0 - - - -

Assignment Eink. 5,0 - - - -

Matrix ReWe - - - - -

Sonst 11,0 - - - -

SU 31,00 - - - -

Stakeholder analysis Milestone plan Communication

structures
WBS- AP Ko. Plan IST Rest HR Abw.
Code PHASE Art. (EUR) (EUR) (EUR) (EUR) (EUR)

WP specifications 1.2 PHASE Mat. 10 - - - -

Pers. 50 - - - -

FL - - - - -

Sonst 21 - - - -

Project SU 81 - - - -

documentation

> Project agreement > > Schedule > Project organization > Resource plan
Deliverable plan

> Project scope > > Milestone Plan

chart
> Cost plan
WBS
>
statement
> > Gantt chart
Role definitions
> Risk analysis
To-Do list
> >
Pre- and post-project
> > Linked Gantt
Project
> Finance plan
WP specifications
phase communication
chart
> structures
Stakeholder analysis
> Network plan
>
> Relationship to other
Project rules

projects > People in charge of WP

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6. PjM training and qualification
concept
PjM training and qualification concept
Level

Description Target Group PjM-Role Duration

PjM Basics
all employees and managers PjP, (PjTM) 3h
Introduction

Mitarbeiter PjTM 8h

1 PjM Advanced
Führungskräfte PjO 8h

2 PjM Compact Mitarbeiter PjTM, PjMan 24 h

Customer Projects 60 h

3 PjM Course Mitarbeiter PjMan

Internal Projects 54 h

PjM Coach

4 PjM Experts PjMan PjM Trainer 24 h

PjM Auditor

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