}Practical example 1 PV215 - 10 Otevřít: * ProjectExplorer * zapis z RVV * priklad procesniho rozcestniku * metodiku prijmuti noveho zamce * vyvoj poctu projektu v case altruism oppression egoism self-destruction Me=0 You=0 Cooperation Me>0, You>0 value co-creation Competition Me>0, You<0 value claiming Destruction Me<0, You<0 value destruction Yielding Me<0, You>0 value offering Passivity Me=0, You=0 PV215 - 13 2 Person (human resources bearer) Qualities (the way we are) Attitudes (what we want, what we believe in) Abilities (what we know and can do) req_pos_yy.png lab_res_yy.png }Nature of Processes in Startup Company ◦Processes classification ◦Sustainable Development }Paraprocesses }Metaprocesses }Organization Structure }Management Tools PV215 - 10 3 PV215 - 10 4 Nature of Processes in MM Project Program is the set of projects sharing goals and resources. The set of projects which share resources only is called Project Portfolio PV215 - 10 5 Ortoprocesses Paraprocesses Metaprocesses odběhnout do PEcka PV215 - 10 6 Performance Management Leadership strategic frame monitoring external resources external suppliers goals ways tasks evaluation internal resources internal products payments external products clients/customers market environment global environment company border border of company influence Nature of Processes in MM > PV215 - 10 7 Nature of Processes in MM Adapts to satisfy the needs Methodology Execution Generates new needs 8 PV215 - 10 Nature of Processes in MM The typical not only management process comprises two parts: The execution part … and the methodology one. During the time, the execution leads to new needs for optimization or improvement and then to respective requirements to change the methodology. Therefore, the methodology has to be flexibly adapted to satisfy these needs. If it is not, the management process and thus whole organization would suffer from loss of competitiveness. Now, where lies the sustainability? Management Process Execution Methodology Defines •Introspection •Evaluation •Revision Performs •Introspection •Evaluation •Revision M E of M E of 9 PV215 - 10 Nature of Processes in MM Simply put, we believe that in general any management process is sustainable, if the execution part and methodology adaptation is harmonized, whereas… Methodology defines introspective, evaluating and revising sub-processes and the execution part performs them systematically. The important thing here is that these sub-processes self-referentially focus both methodology and execution parts as a whole. Consequently, the methodology can be changed during the execution, which in turn is prescribed by the same methodology. To achieve this, there were three main challenges to set up our program management process as sustainable. Nature of Processes in MM 10 PV215 - 10 }Sequence of activities focused by certain categories in times represents flow } MET_5FF_flows_diagram_EN.pdf Nature of Processes in MM 11 PV215 - 10 Provide methodological and environmental support for tasks of respective kind Consequently, evaluate and improve the effectiveness of entire program 12 PV215 - 10 Nature of Processes in MM Different timing, specific issues. }Are executed in accordance with the methodology }Change the methodology in accordance with the needs and requirements emerging in the execution of all projects }Distributively and regularly perform introspection, evaluations and revision, i.e. feedbacks and feedforwards }Pay attention to flow of activities in systematic and proactive way! ◦the attention is universally measured by attention function 13 PV215 - 10 Nature of Processes in MM From the organization perspective, besides 7 flow projects, we have introduced 3 organization projects to the program. This program is managed by these projects. The goals of strategic project is to continuously (a) perform strategy analysis, (b) choose strategic direction, and (c) elaborate strategy achievement to the extent that it can be realised by other projects within programme. The goal of Executive Management in Large Extension is to continuously monitor and evaluate all projects within their mutual interconnections induced by dependencies and changes. The goals of Forming in Large Extension is to prepare, to inform, and to unify the whole programme team in what the next steps of further development will be. The most important thing about all these organization and flow projects, is to perform them on regular basis to be able to systematically pay attention to what is happening. We use metaphor of mills here. If, for instance, a flourmill is to be beneficial, it has to be in operation regularly or constantly, because its products are always necessary. Application of mills principle ensure the regularity and proactiveness of management process. }uniform way of valuation of all activities, events and situations is required in respect of attention which is demanded to accomplish or solve the valuated entities }attention ◦is mental energy, which single person is able to expend within certain time interval for certain purpose labor input on project activity ◦is measured as amount of attention, which is required to be expended to accomplish the given activity PV215 - 10 14 Nature of Processes in MM }attention is not strictly bound to the working hours and thus to the capacity of working days }character of many activities being undertaken is also hard to bound to the working hours }when the attention is measured, the mental effort is taken into account rather then only time which can be effectively wasted PV215 - 10 15 ATT.jpg Nature of Processes in MM }Valuation of an activity A by attention is structured by: ◦people, whose attention have been or will be expended to accomplish the activity A → work group ◦for every member of work group M is determined the following: –time that M spent or will spend by paying attention to activity A –role in which M participate on activity A }Roles and its credit valuation for an activity A: ◦author - 6 points/day spent on the activity A ◦coworker - 4 point/day spent on the activity A ◦onlooker - 0 points/day spent on the activity A ◦opponent – 1/4 of sum of all point valuation of author and all coworkers assigned to the activity A PV215 - 10 16 ATT.jpg Nature of Processes in MM }Motivating aspects }Aspect of team self-regulation }Project valuation PV215 - 10 17 ATT.jpg Nature of Processes in MM Flow Nature of Processes in MM 18 PV215 - 10 }Administrative processes ◦see examples in an extra mind map }Development, Grow & Educational paraprocesses are realized through flow projects }Special flow project HFLOW dealing with Human Resources Management PV215 - 10 19 Paraprocesses in MM ukázat procesní rozcestník a metodiku přijímání nového zamce }Coordinates other flow projects ◦alignment with the current strategy ◦reflection of forthcoming requirements ◦discussion }Performs short-term evaluations ◦discussion on written evaluations by managers ◦produces suggestion for promotion, extraordinary incentives, ... }Coordinates long-term evaluations ◦personal interviews }Collects all information related to acquisition PV215 - 10 20 }Principles ◦Two-level management principle utilization ◦Mills principle application }Metaprocesses ◦Steering Committee Project (SC) ◦Management In Large Extension (MILE) –Forming In Large Extension (FILE) PV215 - 10 21 Metaprocesses in MM PV215 - 10 22 Metaprocesses in MM PV215 - 10 23 Steering Committee & Management In Large Projects Technology Projects Application Projects Business Projects > Flow Projects Operative submissions of WHAT to do, priorities issues solving Strategic submissions of WHAT to do Factual submissions of WHAT to do Submissions of HOW the things are to be done Metaprocesses in MM ukázat vývoj projektů v čase PV215 - 10 24 §Project Mill §daily management §MILE Mill §interprojects influences §SC Mill §Strategic Frame for projects Metaprocesses in MM }Each project runs its own project mill }Deals with project management }progress of the project }quality of outputs }project risks }changes of all aforementioned }All to satisfy the triple-constraint of the project! } Metaprocesses in MM 25 PV215 - 10 Technological Projects Application Projects Business Projects PoC Projects Flow Projects }Focuses on interactions of projects. }Deals with management of ◦allocation and re-allocation of shared resources –human, material and financial ◦products –factual project relations ◦time/attention –attention distribution among projects in time }All to make project program execution as effective as possible! } Metaprocesses in MM Management In Large Extension Project (MILE) 26 PV215 - 10 ukázka agendy RVV }Defines strategic frame, i.e. frame for other projects. }Deals with management of: ◦alignment of project objectives with the current strategy ◦project priorities in respect of the current strategy }All to achieve strategic goals of organization! Metaprocesses in MM Steering Committee Project (SC) 27 PV215 - 10 }Iterations ~ Quarters }Phases ~ Two weeks }Forming seminars, weeks and days ◦forming in large extent (FILE) } PV215 - 10 28 Metaprocesses in MM }Human Resources are one of the most expensive ones ◦the appropriate care has to be taken }Strategic Level ◦development of ideas of future company business has to be complemented by development of ideas of future human resources that it will need to have at disposal }Operational Level ◦current ideas and wishes of current staff have to be perceived, reflected and influenced to shape that correspond to what company can both offer and expect PV215 - 11a 29 Human Resource Management }In 2007-2009 there was no special need to systemize HRM processes ◦there was almost no fluctuation ◦people were motivated by the shared vision and goals }In the beginning of 2010, the failure of one of the main project and the fundamental strategy change led to ◦demotivation of the project team that was not treated properly ◦gradual leaves of project team members ◦team coherence disruption }In spring 2010, the HRM, especially its recruitment part, became a main constraint to Mycroft Mind ◦there was serious lack of people able and willing to work with newly adopted Complex Event Processing technology }HRM process were designed, implemented, and systematically executed to address this issue ◦since then we learnt a lot and still we have a lot to learn PV215 - 11a 30 Human Resource Management PV215 - 11a 31 Human Resource Management PV215 - 11a 32 Human Resource Management Human Resource Management Long-Term Evaluation PV215 - 11a 33 HR Planning HR Monitoring Attitudes Influencing HR Acquisition Short-Term Evaluation Extraordinary Evaluation all managers HFLOW MILE HFLOW MILE HFLOW MILE all managers strategic operational sportsman.png telefonista_black.png sportsman_black.png manazeri musi rozumet SF, aby mohli delat attitudes influencing