Day 1 slide 1

Project management institute PMI

Release certificates as

PMP

PMI--- PMBOKBody of knowledge

CAPM

IPMA

Release certificates as

B
A Teorico/ Applicazione Teorico/ Applicazione Teorico/ Applicazione Solo teorico

B C D

Buon senso

e Esist un o mond torno a ga Dele re et

Parte mecc ani ca

SELECT ENGLISH BOOK AND ENGLISH VERSION OF EXAMINATION Book Better practices of project management based on IPMA competences second edition John Hermaij

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QUADRO

Project manager

PROJECT STRATEGY

Similar to Desin Measure Analyse Improve Control

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P-273

Sviluppo del gruppo

6 months minimum

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Livelli del cervello

Idea

Cost
FEEDBACK

Customer
Analisi della situazione

Project manager

Format visualizzare

Analisi dei problemi

Fish bone

Stakeholder

FMEA
Tabella degli stake holder Nome Reparto interesse potere influenza Stato d'animo Misure Responsabilita Quando

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Influenza stakeholder Relashionship within stakeholders

Analisi della situazione

Strumenti/rissorse a disposizione Infrstrutura Guidelines /manuali Normative Intervite/a cliente Domande..->>> cause Mappa stakeholders

Desrizione

causa

categoria Probabilita

Conseguenza

analisi result = PxC

Misure

Scala misura 0=negligeable 1=minor 2=moderate 3=major

Scala misura 0=negligeable 1=minor 2=moderate 3=major

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CHE COSA Characteristic Of objective

OBJECTIVE

FINAL STATUS

Dal vago

al

concreto

Specific Measurable Achievable Realistic Timed

P-103

HOW to define objectives

Controllo

Controllo

SELECT ENGLISH BOOK AND ENGLISH VERSION OF EXAMINATION Book: Better practices of project management based on IPMA competences second edition John Hermaij

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Define the solutions CREATIVITY PART

5 why
Key benefits Efficient parallel process Equal voice for all participants Insures active consideration of all positions Employs cognitive skills of composition, analysis, reflection, and evaluation Lends itself to analytical analysis Personality neutral Not subject to negative group dynamics

BRAINWRITING PROCESS

OBJE CTIVE QUESTIONS Write Here . . .. . . .. SUCCESS FACTORS Write Here . . .. . . ..

How it works Set the context and state the proposition Participants write positions Each participant reads and evaluates the "neighbor's" statements Each participant writes additional unique statements Pass papers to the left and repeat until all positions have been stated Cluster, classify, reformulate, discuss, and prioritize the statements

3.3 Creativity-enhancing techniques The 6-Hat think Objectivity and neutrality just facts count. Personal opinion is completely unimportant Personal sensation and subjective opinion.

names all relevant arguments doubts, concern and risks but no negative feelings Mentions objective, positive qualities like chances, advantages, hopes and aims creativity, alternatives and shall think beyond the previous

checks and organizes the complete process , keeps the survey and accomplishes the individual results

The 6-Hat thinking This method assumes that one can look at a problem from different sides and solve it therewith. It can be used alone as well as in groups. "Six hats" are available in which each of these hats . stands symbolically for a certain thinking direction The participating persons put on alternatively one of the hats to adopt its attitude and to take up different positions as well as demonstrating them. The statements and ideas resulting from this method are collected and brought together as a whole for . a problem solution

Define the solutions CREATIVITY PART

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Variant economica

Variante cara

Other report style : see google

SELECT the solutions (Analysis of utility and values) This step is used to develop and quantify solution based on the morphologic matrix defined in the previous step.

0= Do not reach the objective 5= reach absolutely the objective

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Functional management

Here, normally, the project manger take the control of the project, the customer will be only contacted for normal planned communications and extraordinary events

Each

The structure is created in order to facilitate project management in the Elephant (global project container) is a Work packet for assignement (definition of contents)

CASA as Project example (elephant)

CASA as Project example (elephant) Tetto

Fondazioni

Mura

Muratore scava mura allacia

Eletricista

falegname

Scavatura Muratura fond. Allaciam energy

. . Work packages

. .

Work packages can be named as here or in another way, e.g. professionals such as architecht, falegname, muratore

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3 4

WORKING PACKAGE FLOW (WP) Work package flow Tools and Perso ns

Worki ng seque nce

Resources planning (based on work packages)

Organization management (pianificazione organisazione) Compito Competenze Responsibilit

Cahier des charges

6 7

Cost managementt (pianificazione dei costi)

Schedule (time) planning (pianificazionedei termini) Start and End + Risk change management

And/OR the followings according to project complexity

Communication planning

XX

Summary

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Termin 24.12.2012

Tetto Mura Fondame nta

Customer

Project manager Resources

WP1

WP2

WP3

Working packages...

Competencies Capacity Responsibilty

R CC

R CC

WP-1 Resourse 1 x Euro Resourse 2 x Euro Resourse 3 .

During planning
CLEVER

R CC

Resource table

WP-2 x Euro x Euro

WP-3 x Euro x Euro

IF

Termin 24.12.2012

No panic or premature announcement

Re-analyses project plan

8/21/2011

3/24/2013

Re-evaluation-1
10.1.2011 8/21/2011 1.1.2012 4.1.2012 7.1.2012 10.1.2012 1.1.2013 2/24/2013

Re-evaluation-2
10/1/2011 8/21/2011 1/1/2012 4/1/2012 7/1/2012 10/1/2012 1/1/2013 1/24/2013
New plan

Re-evaluation-3
10/1/2011 8/21/2011 1/1/2012 4/1/2012 7/1/2012 10/1/2012 12/24/2012 1/1/2013

Not reacheable

10/1/2011

1/1/2012

4/1/2012

7/1/2012

10/1/2012

Then present new plan and related time line

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DAY -3

REFRESH PART Planification success Project success

Leadership OBJECTIVES PROCESS

Stakeholders RESULTS End Norms / Standard Product / sytem

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Personnel

Customer

Stakeholders

COLLABORATORS

STUDY ACCURATELY STRUCTURE WBS WORK BRAKEDOWN STRUCTURE

Start Fix check points milestones Ensure guidelines are applied

Norms, standards,rules Customer request/ indications

Work progress / customer wants 1 Changes must be managed Analyse record Define the measurement method collection System of intermediate results Results analysis Process viability for future

Question technique

1 Report at each Milestone

Review Audit Compliance with norms and stadards

2 Result measure in CHF, status, quality..

Control of Concept and comparison with objectives

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DAY -3

Plan

ACT od DO

Measure/ Contrpl

Check/ monitoring

Prototyping Stress test Simulation See page 4 X Whithe box Black box Black box Y White box Y See page 3 X

Consider only X and Y

Consider only box content

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Example of technical review: Review of a book

DAY -3

Select multitasks experts in order to have at least 2 opinions onto aselected field of question (application) In order to fix the expert attention onto the Object (book), the name of of the author is unknown by experts

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Controlling, example of the Earned Value Method

DAY -3

P-216 Is the cost calculated according to time status WP costs Is the planned value assigned to WP Can be taken from work packages in Work Breakdown Structure Is the actual executed staus of the work packages status WP costs

WP = work package, normally from 10-15 day each

EARNED VALUE PACKAGES ANALYSIS Earned value Low

% completed

T1

T2

Perfect situation

T3

Costs higher than planned

Earned value assignment rules (apply to Working packages In WBS) V1 V2 0 100 Earned value remains at 0 up to entire task is completed 50 50 At start of task assign V1 value, then V2 value at completed task 27 75 At start of task assign V1 value, then V2 value at completed task 75 25 At start of task assign V1 value, then V2 value at completed task PERFORMANCE INDEX Earned value E.g: SPI=0.8 --> +20% Time Planned value

Schedule Performance Index SPI = Cost Performance Index CPI =

SPI & CPI

When values are 1

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CRITICAL PATH METHOD CPM DAY -3 Scope: manage resources workflow and/or task prioritizing

Effect A

Effect B

V-3 - V2 = positive x V-3 - V2 = 0

Jolly resources

No jolly, good resources management Resources missing

Jolly resources

V-3 - V2 = Negativ x V-1=Task/ Work pakage V-1 V-2 V-3 V-2=Used for clockwise calculation

CLEVER

V-3=Used for counterclockwise calculation

From day 13 Resources for task 4 must work on task 4

Plan resourses reserves as page 6

Effect A Effect B

Late here Show thats time reserve for ttask 4 is 13 days

Late For project 11 days free for resources assignement

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DAY -3

RESOURCES RESERVE CALCULATION

DURATA

E.g.Cultura aziendale per presa decisione factor

Efficency

GANTT Chart example

Fine capitolo management funzionale

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Mind styles

DAY -3

Kairos time, on the other hand, flows gently -- allowing us to be in the moment.

In Greek mythology, Chronos (Ancient Greek: ) in preSocratic philosophical works is said to be the personification of time. Kronos represents time we live on in a measured basis

Kairos () is an ancient Greek word meaning the right or opportune moment (the supreme moment). In rhetoric kairos is "a passing instant when an opening appears which must be driven through with force if success is to be achieved."[2]Kairos was central to the Sophists, who stressed the rhetor's ability to adapt to and take advantage of changing, contingent circumstances. In Panathenaicus, Isocrates writes that educated people are those who manage well the circumstances which they encounter day by day, and who possess a judgment which is accurate in meeting occasions as they arise and rarely misses the expedient course of action".

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CULTURA (parenthesis in discussion)

Organisation types Flexible IO Donnt likes contacts Person types

CLAN

Creative

Order

Change

TU

Need contacts

Organised
Rigid

Scientific
Reference Book: FRITZ RIEMAN GrundFormen der Angst

PROJECT AND PORTFOGLIO MANAGEMENT

Pyramid organisation type

WHY ORGANISE ? TO ASSIGN CCR C Compiti C Competenze R Responsabilit

Capo

Matrice Forte a Carratere imprendito riale

+ + -

Rapporto diretto con direzione Risorse da diversi reparti Quadri: interessi propri Tempistica: Fattore organizzativo R = Resource Manager

+ Accesso diretto alle risorse - Conflito utilizzo risorces - Il dipedente e tra due capi

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Task force how to the project manager come a factory in the factory

Take control of 100% of the project resources

Summary organisation: Form Weak matrix (stato maggiore) Form Strong matrix Form Task force

Some project roles Project manager Resource manager Program manager Audit manager Segetary Product manager Sounding board Marketing manager Controller Project office functions: Administratie services. Controlling Coatching Mentoring Al livello aziendale Expert Board

Project office

Stirring commitee Sponsor Steering board

Project controller Project manager Quality manager Project controller

Sounding board

Project Office

Vice PM-1

Vice PM-2

Vice PM-1

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COMPETENZE CONTESTUALI Tattico) Strategico

(+ strategico e

Scelta giusta Di un progetto

OPERAZIONALE

TATTICO

Garantisce Che il progetto venga svolto in maniera corretta

Impara

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Ruoli

Activity

ROLE/Activityassignement table Role-1 activity 1 2 3 C C R C Role-1 C R

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Communicazione Il tu e offensivo come una spada

Anybody have an safety area (Higland) COMMUNICATI ON Is the respect of the safe area of the other.

Communicate

Do not Communicate

Non-violent communication (NVC process) Reference: Marshall B. Rosenberg indicates how to create a bridge (communication link) as follow: 1 2 3 4 Osservare (Look) Sensazione (Feelling) Bisogni (Needs) Richiesta (Requests

http://www.nonviolentcommunication.com/aboutnvc/4partprocess.htm

Meet Zone
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Bridge Establish a bridge by lessoning

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How You Can Use the NVC Process

Clearly expessing how IAM without blaming or criticizing Empatically receiving how YOU ARE without blaming or criticizing

OBSERVATIONS
What I observe (see, hear, remember, imagine, free from my evaluation) That does or not does not contribute to my wellbeing. vhen I (see, hear).. What you observe (see, hear, remember, imagine, free from my evaluation) That does or not does not contribute to your well being. vhen you (see, hear)..
(Sometimes unspoken when offering empathy)

FEELINGS
How I feel (emotion or sensation rather than thought) in relation to what I observe: I feel. How you feel (emotion or sensation rather than thought) in relation to what you observe : You feel.

NEEDS
What I need or value (rather than a preference, or a specific action) that cause my feelings: .because I need/Value What you need or value (rather than a preference, or a specific action) that cause my feelings .because YOU need/Value

Clearly requesting that which would enrich my life without demanding

Empathically receiving that which would enrich your life without hearing and demand.

REQUESTS
The concrete actions I would like taken would you be willing to..? The concrete actions you would like taken would you Like..?
(Sometimes unspoken when offering empathy)

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Each message have 4 parts Every person have 4 tongue, 4 hears Fact/ Content Dog style

ME /IO

Relation/ Emotion

Esempio, una coppia e in macchina, arriva a 200 metri di uno stop. La personna affianco fa commenti, quella al volante reagisce secondo il suo carrattere.
Sa che ha tempo

Lho gia visto!

frenna

Ma non ti fidi?111004

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Assiomi dela communicazione DA Paul Watzlawick

1 4 4

Perche non e possibile communicare? 20 % della com e verbale, 80% e Fisica Cose la parte Digitale? Faccio vedere col corpo. (movimenti, posture et..) Cose la parte Analogica? E la parte prettamente verbale.

5 Cosa e la communicazione simetrica? E quando mi metto allo stesso livello del mio interlocutore sia livello di posizione fisca che livello educativo. 5 Cosa e la communicazione Complementare? E quando NON mi metto allo stesso livello del mio interlocutore sia livello di posizione fisca che livello educativo. IN QUESTO CASO; NON VENGO ASCOLTATO Esprimo qualche perplessita riguardo alle asserzione fatte in <1. e 4.> Se qualcuno puo darmi una raggione del successo della letteratura, dove di fatti, lespressione corporea non ce, ed e totalmente lasciata a limaginazione del lettore.E pure I libri hanno un successo ed un impatto dimostrati. Nell uso della tecnolgia moderna anche e-mails,blogs, ed alti mezzi simili dove limagine non e per forza parte della communicazione, la communicazione avviene lo stesso. Una domanda simplice, che emozione procura di ricevere ancora oggi una lettera scritta a manno?

Che capello e adatto alla perplessita ?

QUIZ
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CONFLICTS Mediation

1 2 3

Win-Win Win-loose Loose-loose

Both parties winn One party became stonger Both parties goes to be destructed

Forming e il primo contatto dove ci si osserva Storming E la parte dove si litiga Noming ci siamo messi daccordo Performing, adesso posiamo communicare egregiamente
LEADERSHIP (Group conduction) 1 2 3 Senso Simlicit Raggiungibilita Dare un senso, aleazioni, Dare senso a quel che faccio Messaggi simplici Se un task e complicato, rendilo simplice Fare vedere che e fattibile

Reference book: Sir Ernest Shakelton Movimento CHANGE MANAGEMENT

You are quiet, In order to change you need first unfreezing, then indicates a reference (reestablish) and then freeze (return to Quiet)

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Perception for the changes and trends of reactions

UNFREEZING

MOVING

FREEZING

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