PA179 PMSLC Selected chapts of PM
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Selected chapters of Project Management
According to SHINE Consulting
“PMF”
L3-4
OPVK_MU_EN_stred_2.jpg

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Groups of Project Processes
… and the Project Life Cycle

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Process groups
•Initiation
•Planning
•Execution
•Monitoring & Control
•Closing
•
STRATEGY
IMPROVEMENT

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Project processes groups

                             And their mutual relationship
Time

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INITIATION

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Change implementation – what to agree on?
Agree on a problem/challenge
Define the change
PROJECT BENEFITS and OBJECTIVES
RESOURCES/CONSTRAINTS, ENVIRONMENT
Describe
the state
Define the way
ACTIVITIES, RISKS

Didaktika: Zde je také vhodné místo, jak říci historku s Napoleonem, pokud nebyla řečena již dříve.
Nakreslit na flip tabulku se sloupci PROBLE/VYZVA;PRINOS;CIL a vést diskusi trak, že ve firmách
bohužel jsou projekty postavené často tak, že i když se dosáhne cíle, nezmizí problém.

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No wind is favorable for those with no goal.
                                                                  Seneca

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The project objective as the triple constraint
WHAT
(RESULT)
WHEN
(TIME)
FOR HOW MUCH
(COST)
?

Key message:
Principle: the axes pull against one another (a Mercedes for the price of a Trabant, wanted
immediately).
 You cannot fulfill everything. One of the axis must be decisive.
There are projects where a one-day delay means an actual collapse of the whole project. Give some
examples.
It is necessary to be aware of the fact that at least one axis – and very often two of them – will
change.
In spite of this, these projects are considered a success if the protected axis is important.
Examples from practice where only one axis was adhered to:
Sazka Arena (not quality: it was built only partially; not costs – but the ice hockey world
championship started on time as planned)
eBanka – what do you think it was the decisive axis? WHEN
(May 1st, 1997 – for the FIBEX International financial and investment trade fair) –
otherwise it would not be the 1st internet bank in the Czech Republic
Landing on the Moon: to get a man to the Moon sooner than the Russians (only then NASA added: „and
to get him back“)
An example of a project failure: one telecommunications company ordered a CRM system for CZK 30
million.
A week before the end of the project it was discovered that individual parts of the system would
not cooperate with one another – the system as a whole was unusable and no one would return their
money.
Analysis – SHC: Why it was a failure? Their demand numbered several dozen pages.
They defined exactly WHAT they wanted – they carried out an analysis in the company, found out from
some sources how much it would approximately cost and planned when they wanted it even with the
milestones…
However, what can be the answer of a bidder who does not want to be excluded already
in the first round of the selection procedure? Either a lie, or the bidder will be excluded.
Klíčové sdělení:
Princip: osy táhnou proti sobě (Mercedes za cenu trabanta, hned). Nesplníte všechno. Je třeba mít
některou osu určující. Jsou projekty, kde zpozdění o jeden den znamená, že projekt fakticky
zkrachuje. Řekněte příklady!
Je třeba počítat, že se změní minimálně  jedna osa, často i dvě osy projektu. Přesto se tyto
projekty považují za úspěšné, pokud je ta jedna ochráněná osa důležitá: Příklady, kde se dodržela
jedna osa:
Příklady z praxe:
Sazka Arena (ani kvalita:bylo rozestavěno,ani náklady, mistrovství světa v hokeji se ale stihlo)..
eBanka co myslíte, že bylo určující osou? KDY (k Fibexu 1997 – 1.5.). Jinak by to nebyla 1.
internetová banka v ČR!.
Přistání na měsíci: dostat člověka na měsíc dříve než rusové (až v Nasa připsali a dostat ho zpět)
Příklad se zkrachovalým projektem: nejmenovaná telekomunikační firma si objednala CRM systém za 30
milionů. Týden před koncem projektu zjistili, že jednotlivé části systému nebudou mezi sebou
fungovat – systém je tedy na nic a peníze jim nikdo nevrátí. Rozbor – SHC: proč krach? Jejich
poptávka měla několik desítek stránek. Bylo přesně stanoveno CO chtějí – udělali analýzu po
podniku, zjistili si z nějakých zdrojů, kolik by to tak mohlo stát a naplánovali přesně kdy to
chtějí i s milníky. ..Co ale může odpovědět nabízející, aby nebyl vyřazen hned v prvním kole
výběrového řízení? Lež, nebo bude vyřazen.

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the ČSN ISO 10006 norm
IPMA
PMI
5.2 Strategy
1.1 Project management success
4.1 Develop Project Charter
7.3.3. Subject specification and its revision
1.2 Interested parties


1.3 Project requirement and objectives

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Project stages and project activities
Not carried out!
Carried out
Not carried out!
Carried out
control
implementation

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Discussion
•What should be the content of a document entitled
“PRELIMINARY PROJECT CHARTER”
?
ZMATENY

Může být skrytý, dá se tím šetřit čas, protože se nekecá, ale rovnou se vysvětlí.
Kreslit na flip mapu podnětu a tu pak shrnout následujícím slajdem jak toto je minimum!!
opravit text v obrázku (předchozí dva řádky nepřekládám, zřejmě jde o didaktiku, i když
neoznačeno):
Preliminary project charter

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Preliminary Project Charter
WHAT
(RESULT)
WHEN
(TIME)
FOR HOW MUCH
(COST)

---------------
Didaktika: překreslit jako zadání na flip a vysvětlit kroky:
1/ brainstorming problémů/výzev okolo tématu
2/mezi nimi komunikací se zadavatelem identifikovat ten s největší prioritou
3/ Navrhnout cíl projektu a určující osu tak, aby byl vyřešen alespoň klíčový problém
4/ Navrhnout přínosy projektu (obvykle jsou to do pozitivna převedené ty problémy, které projekt
řeší a další přínosy, v prvotní analýze nepostihnuté

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An approved preliminary project charter:
•
–allows the organization to start project management of the given matter;
–is the first definition of the scope of a new project;
–is usually further elaborated into the so called “Project Charter” that defines formally the
initiation of a new project.

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STRATEGY

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It is as difficult to return from a place where you have never been as to reach a goal that you
have never defined. Zig Ziglar

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Project stages and project activities
Not carried out!
Carried out
Not carried out!
Carried out
control
implementation

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Discussion
•  What is a project strategy?
•  What questions should the project strategy answer?
lWhy to implement a given project?
lWhat is the particular benefit of the project?
lWhat is the objective of the project?
lWhat is the project implementation environment like?
lWhat are the implementation risks?

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Setting project boundaries
OBJECTIVE PRODUCT
control activities
implementation
 activities
unique process
WHO participates directly
in the change?
WHO controls WHOM?
WHAT is the solution content?
WHICH products imply
achieving the objective?
HOW can we recognize we have reached the objective?

Komentář: Červené texty vysvětlují, kde je hranice projektu:
Řídící činnosti: KDO je přímo účasten změny?
KDO řídí KOHO?
Realizační činnosti: CO je obsahem řešení?
KTERÉ produkty znamenají
dosažení cíle?
Jak poznáme dosažení cíle?
Commentary: Red texts explain where the project boundaries are:
Control activities: WHO participates directly in the change?
WHO controls WHOM?
Implementation activities: WHAT is the content of the solution?
WHICH products imply achieving the objective?
How can we recognize we have reached the objective?

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Strategy as a written document
•  represents an agreement between a project CLIENT and project PROVIDER, regarding:
–the project objective,
–main project deliverables,
–project boundaries,
–powers and responsibilities of the CLIENT and the PROVIDER.
Project is about VALUE CO-CREATION !!!

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the ČSN ISO 10006 norm
IPMA
PMI
6.2.2 Design of project organization structure
1.2 Interested parties
9.1 Human resource planning
6.2.3 Assignment of employees
1.6 Project organization
9.2 Acquire project team

1.7 Teamwork
9.3. Develop project team

Pozn. Pro Danku: Nepřekládej. Překopíruju si to sám z překladu v DOC.

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Creating internal conditions for the project
•You always have to decide:
–which bodies will exist;
–what are their competencies;
–to whom they are assigned.

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Discussion:
•Who belongs to the project team?

Didaktika: Na flipchart kreslit bublinu a do ní psát jejich nápady. Typicky vznikne diskuse, zda-li
steering comm  je součástí projektového týmu, nebo ne….

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Main bodies and their functions
Project
management team
Implementation team
Support team
- creates deliverables
- counseling
- reviewing
- support
- progress management
- scope/quality management
- administration
- main legislative body
- final decisions in all matters
Steering committee

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Project
 management team
Implementation
team
Support
 team
Steering committee
- employees of the Provider
- (employees of the Client)
- employees of the Client
- project author
- project administrator
CLIENT
- statutory body
- user of deliverables
- “payer”
PROVIDER
- statutory body
- project author
- project administrator
Assignment of individual bodies

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the ČSN ISO 10006 norm
IPMA
PMI
5.2 Strategic Process
1.1 PM Success
4.1 Develop Project Charter
2.11 Negotiation
5.1 Scope Planning

3.6 Business

Pozn. Pro Danku: Nepřekládej. Překopíruju si to sám z překladu v DOC.

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Logical Framework Matrix (LFM)
Entry
Benefits
Objectives
Deliverables
Activities
Expense

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Project scope - Logical Framework Matrix (LFM)
Entry
Benefits
Objectives
Deliverables
Activities
Expense

Key message:
-A translation problem, logic! Methodologies are used in a wrong way because they are usually
wrongly translated. A number of tools and techniques is used in a wrong way since they are
translated in a wrong way.
-In the Czech Republic, unfortunately, the LFM translation renders “Objectives” in the second line
as “účel”, i.e. a “purpose”.

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ASSUMPTION
(necessary state
 of the world)
REALITY
(real state
 of the world)
=
RISK
(discussed in the
 Risk analysis
 block)
An assumption is not a risk!

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PLANNING

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Not to have a plan means to plan a failure.

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A game: The labyrinth

Didaktika:
-Nejprve nechat jednotlivé dvojice říci, jakou strategii použili pro realizaci projektu.
-Pomůžu vám dosáhnout 100% výsledku tak, že vám neumožním „běhat v bludišti“. Pojďme problém
analyzovat: kolik je vstupů? Kolik je výstupů? Kudy dovnitř a proč? Na základě jaké úvahy jste
rozhodli o volbě vstupní cesty? Jsou ty vstupy stejné? Čím se liší. Analyzujte pořádně! (a pak
vyhlásíme případně soutěž pro toho, kdo na to přijde).

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A game: The labyrinth
•The objective of the project is to find such way through the labyrinth within 10 minutes that
meets the following requirements:
–You have to enter the labyrinth and come out of it
–(you cannot start in the middle of the labyrinth or leave the labyrinth during the game and enter
it again).
–In the labyrinth, follow always the direction of the arrows.
–You can enter each intersection only once (while there is a solution that goes through all
intersections !)
•You must mark the way with a marker.
•The quality criterion is the number of visited intersections.

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The labyrinth

Didaktika:
-Nejprve nechat jednotlivé dvojice říci, jakou strategii použili pro realizaci projektu.
-Pomůžu vám dosáhnout 100% výsledku tak, že vám neumožním „běhat v bludišti“. Pojďme problém
analyzovat: kolik je vstupů? Kolik je výstupů? Kudy dovnitř a proč? Na základě jaké úvahy jste
rozhodli o volbě vstupní cesty? Jsou ty vstupy stejné? Čím se liší. Analyzujte pořádně! (a pak
vyhlásíme případně soutěž pro toho, kdo na to přijde).

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The lesson learned from the Labyrinth game
•How often we start to explain and defend HOW to solve a problem before agreeing on WHAT actually
the problem is ?!

An example, a CLIMBER vs. a TOURIST:
Our objective is to carry a flag to the top of a hill. What will we do? We see a mountain and we
start to climb it. However, the route is steep, there are a number of overhanging rocks, we need
equipment, a fellow climber, we have to return several times. But if the objective is to take the
flag to the top, why not to look round the hill? There may be an easier route on the other side of
the hill – even with a refreshment stall. Mountain climbing is not our objective, the goal is to
bring the flag to the top.
An example, an IT MANAGER in ŠKODA TRAMS company:
A manager was hired for tram production, a former software engineer. First of all no one trusted
him. He won their trust by a new approach: He speeded up the tram production by using a different
process. Ever since they build trams sequentially:  chassis, beams, roofs, equipment. If the beams
were delayed, everything waited. The IT manager used wooden beams and put in equipment, and only
then he replaced the beams. He changed the process (HOW) in order to reach WHAT.

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An example, a CLIMBER vs. a TOURIST:
•Our objective is to carry a flag to the top of a hill.
•What will we do?
•We see a mountain and we start to climb it.
•However, the route is steep, there are a number of overhanging rocks, we need equipment, a fellow
climber, we have to return several times.
•But if the objective is to take the flag to the top, why not to look round the hill? There may be
an easier route on the other side of the hill – even with a refreshment stall.
•Mountain climbing is not our objective, the goal is to bring the flag to the top!!!
•

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An example, an IT MANAGER in ŠKODA TRAMS:
•A manager was hired for tram production, a former software engineer.
•First of all no one trusted him.
•He won their trust by a new approach: He speeded up the tram production by using a different
process.
•Ever since they build trams sequentially:  chassis→beams →roofs →equipment. If the beams were
delayed, everything waited.
•The IT manager used wooden beams and put in equipment, and only then he replaced the beams.
•He changed the process (HOW) in order to reach WHAT.

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Project stages and project activities
Not carried out!
Carried out
Not carried out!
Carried out
control
implementation

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Why Plans?
•Plans help to shape a common vision of the situation.
•
•They specify the project scope.
•
•They present a detailed basis for assessing effortfulness of a particular change.
•
•

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Discussion
•  What needs to be planned?
–enumerate the necessary plans
–describe shortly their content
•what they are about

Didaktika: Většinou se dojde k tomu, že v praxi je využíván pouze hrubý harmonogram, občas i matice
odpovědností.
Je potřebné sdělit, jak je důležité, aby existovalo všech těch 5 plánů (v libovolném SW formátu) a
aby vznikaly v tom pořadí, jak je uvedeno.

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Triple Constraint
Triple Constraint
Triple Constraint
Project plans
•WHAT (RESULT)
–specification of project products (supplies/deliveries)
•HOW (PROCESS)
–way of their creation
•WITH WHOM (RESOURCES)
–who will do it and how they will be controlled
•WHEN (TIME)
–when the products will be created
•FOR HOW MUCH (COSTS)
–how much it will cost

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Block: Project planning
The ČSN ISO 10006
IPMA
PMI
5.2. Strategy
1.9 Project structures
5.3 Create WBS
7.3.2. Concept Development
1.10 Scope and deliverables
8.1 Quality planning
7.3.3. Intention development and control

9.3 Develop project team

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The WHAT plan = WBS
•  What is WBS
   (Work Breakdown Structure)?

Key message:
Here the problem is again with translating the word “work” that has both the meaning of an
“activity” as well as a “piece of work” (i. e., a product). WBS is therefore often mistakenly
carried out as an activity tree, or even worse as a strange mix of a product tree and an activity
tree, which fact consequently brings about problems with plan maintenance. Another example when a
wrong translation and not understanding the key principle leads to a great mistake.
It is also possible to ask whether someone uses MS project. If there is such a person, then remind
them that this software cannot distinguish between these two plans at all. There is, however, a
solution to this problem that we will explain later.

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Work Breakdown Structure
•  In specialized literature the concept of “Work Breakdown Structure” is usually utilized for two
things:
1.for a hierarchical analysis of project deliverables (i.e. WHAT); but also for
2.an analysis of workflow (i.e. the HOW part of the plan).
•  If this is confused, the clear separation of the WHAT plan from the HOW plan disappears.
•  Our strict recommendation (according to PMI):
– WHAT = work breakdown structure (WBS)
– HOW = project chart

An exact application of the so called “Fundamental Hierarchy”
WBS


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1. Create the Work Breakdown Structure of deliverables (WHAT) – practical use
Visual and content part created
Presentation structure designed
Presentation contents created
Graphic layout approved
Technical solution completed
Technology approved
WWW pages published on the Internet
WWW pages programmed
WWW pages tested
WWW pages published
WWW presentation completed

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The ČSN ISO 10006
IPMA
PMI
7.3.4 Specification of Activities
1.9 Project structures
6.1 Activity definition
7.4.2. Activities relationships establishing

6.2 Activity Sequencing

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To plan a project means 2)
•To plan HOW individual deliverables from the WHAT plan will emerge.
–In other words, what activities and in what logical sequence will create project products.
•It is important not to include time perspective or resource availability into the process!
•It is acquired by elaborating WBS and by its ordering into the logic of a sequential execution of
activities.
–If there is no model: DO IT FROM THE END!

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The HOW plan – a network chart
Vytvořit a
odsouhlasit návrh
stánku.
Stánek zajistit
smluvně.
Vybrat a
nakontrahovat
ateliér pro návrh stánku.
Vybrat tiskárnu
Odsouhlasit
design
propagačních materiálů.
Smluvně domluvit
tiskárnu a
zakázku.
Předat vytištěné
materiálu na
veletrh.
Vytvořit výzdobu,
postavit stánek
Odsouhlasit
propagační akce
Připravit hostesky.
Zajistit materiál k
propagačním
akcím
Rozeslat
pozvánky.
Navrhnout
propagační akce.
Navrhnout
propagační
materiály.
Vybrat partnery
Navrhnout
pozvánky
Zajistit tiskárnu
pro tvorbu
pozvánek.
Vytisknout
pozvánky
Zajistit další
komunikaci s
pozvanými.
Provést prezentaci
na veletrhu
Zrušit a předat
výstavní místo,
materiál
Předat kontakty
pro další
zpracování
Vyhodnotit projekt
a předat zprávu.
Ukončit spolupráci
s dodavateli
Konec
Zahajovací WS

Pozn. Pro Danku: Nepřekládej.

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1. Create the work breakdown structure of products (WHAT)
Visual and content part created
Presentation structure designed
Presentation contents created
Graphic layout approved
Technical solution completed
Technology approved
WWW pages published on the Internet
WWW pages programmed
WWW pages tested
WWW pages published
WWW presentation completed
 Design the
structure
Agree on
designed
 structure
Draft presentation content
Create text
Create final text
Draft
graphic layout
Agree
on graphic layout
Choose
 technology
Agree
 on technology
Implement
 text to
the system
Implement
graphic layout
Complete
presentation
Test
presentation
Set up presentation
on server
Publish
presentation
2. Create the tasks list (HOW)
Practical use

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3. Record the task sequence
 Design the
structure
Agree on
designed
 structure
Draft presentation content
Create text
Create final
text
Draft
graphic layout
Agree
on graphic layout
Choose
 technology
Agree
 on technology
Implement
 text to
the system
Implement
graphic layout
Visual and content part created
Presentation structure designed
Presentation contents created
Graphic layout approved
Technical solution completed
Technology approved
WWW pages published on the Internet
WWW pages programmed
WWW pages tested
WWW pages published
WWW presentation completed

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Project management phases versus Project stages

53
Not carried out!
Carried out
Not carried out!
Carried out
control
implementation
Project Management Phases
Project Stages

Danko: Nepřekládej.

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Project management phases
•Initiation
•
•Strategy
•
•Planning
•
•Implementation
•
•Handing over
•
•Evaluation
• Conclusion
•Why a project? Which project?
•
•What are the project boundaries, benefits, …?
•
•WHAT, HOW, WHO, WHEN,
FOR HOW MUCH?
•
•Creation of deliverables (of a product).
•
•Handing the product over to the Client.
•
•What can be improved next time?
•
•Project archiving.

Klíčové sdělení:
Fáze pomáhají definovat jasný začátek a konec projektu.
Fáze „Formation“ většinou bývá před začátkem projektu: studie proveditelnosti, podněty na
projekty/vedení projektu jako obchodního případu: analýza, zda je pro nás projekt výhodný.
Konec projektu se často vyhlašuje po předání – konec realizačních činností.
Key message:
The phases help to define a clear beginning and an end of the project.
The “Formation” phase takes place usually before the beginning of the project itself: feasibility
study, preliminary project charter / managing the project as a business case: analysis of whether
the project is advantageous for us.
The end of the project is often declared after handing over – it is the end of implementation
activities.

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the ČSN ISO 10006 norm
IPMA
PMI
6.1.2 Resource planning
1.6 Project organization
6.3 Activity resource estimating
6.1.3 Resource management
1.7 Teamwork
9.2 Acquire project team
6.2.3 Assignment of employees
1.12 Resources
9.3 Develop project team

Pozn. Pro Danku: Nepřekládej. Překopíruju si to sám z překladu v DOC.

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To plan a project means 3)
•To plan WITH WHOM the partial objectives and the global objective will be met,
–i.e. what resources we will need;
–and how we will fill these resources with people.

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•the WHAT plan
•
WITH WHOM – guarantee of quality and process
the HOW plan
Presentation structure proposed
Jim Smith
Structure
proposal
Structure
 approval
team members

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the ČSN ISO 10006 norm
IPMA
PMI
6.1.2 Resources planning
1.11 Time and project phases
6.4 Activity duration estimating
7.4.3 Duration estimate

6.5 Schedule development
7.4.4 Schedule development


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To plan a project means 4)
•we know WHAT
•we know HOW
•we know WITH WHOM
•WHEN means to determine:
–activity starting date
–activity ending date

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WHEN – Gantt chart
Plan

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the ČSN ISO 10006 norm
IPMA
PMI
7.5.3 Drawing up a budget
1.13 Cost and finance
7.1 Cost estimating
7.8.2 Purchase planning and management
1.14 Procurement and contract
7.2 Cost budgeting


12. Project Procurement Management

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To plan a project means 5)
•Material
/Products
/Services
to  purchase?
Work load?
Cooperating companies?
Product B
Product B1
Product B2
Product B3
Product A
Product A2
Product A1
Product A11
Product A12
Product A13
OBJECTIVE











Project budget

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Implementation
Handing over
Evaluation
Conclusion

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Relation to international standards
the ČSN ISO 10006 norm
IPMA
PMI
7.2.3 Management of mutual influences
1.4 Risk and opportunity
4.6 Integrated change control
7.2.4 Change management
1.5 Quality
5.5 Scope control
7.3.3 Goal creation and control
1.8 Problem solution
6.6 Schedule control
7.3.4 Definition of activities
1.9 Project structures
8.3 Perform quality control
7.3.5 Monitoring of activities
1.10 Scope and deliverables
11.2 Risk identification
7.4.2 Planning of activity sequencing
1.11 Time and project phases
11.3 Qualitative risk analysis
7.4.3 Duration estimate
1.12 Resources
11.5 Risk response planning
7.4.4 Schedule development
1.15 Changes
11.6 Risk monitoring and control
7.4.5 Management according to schedule
1.16 Control and reports

7.7.2 Risk identification
1.19 Start-up

7.7.3 Risk assessment

7.7.4 Risk handling


7.7.5 Risk management

66
Project management phases
Not carried out!
Carried out
Not carried out!
Carried out
control
implementation
Stages

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What must be managed?
2. PROCESS
3. QUALITY
4. RISKS
5. CHANGES OF ALL THE ABOVE
Product B
Product B1
Product B2
Product B3
Product A
Product A2
Product A1
Product A11
Product A12
Product A13
OBJECTIVE
1. SCOPE / CONFIGURATION

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The principle of project management
work on the project
state evaluation
proposal of
a new plan
tasks assignment
WHAT
WHEN
FOR HOW MUCH
?
BENEFITS
project
 plans

Explanation:
We work on a project. After some time we evaluate the current degree of project completion. This
can be done by comparing the current state with the plan. According to given situation, we create a
new plan (we re-plan and provide the team with new tasks). They continue in the work, and the cycle
is repeated again and again...
DANGER: When creating the plan, we tend to forget about the triple constraint and project benefits
(why we started the project and what we want to solve by means of the project), and we only make an
effort to fulfill the plan created as the first. In other words, we focus on HOW and not on WHAT
and WHY. When evaluating the state and re-planning, we have to bear in mind what the triple
constraint is, as well as the decisive axis, benefits and the reason for project origin. We
sacrifice HOW, but not WHAT and WHY.
-Sharing of project management with the team: how the triple constraint changes.
-Attention! It is necessary to mention here that the project manager should constantly watch
whether there is also a chance that the project – in the way it develops – will lead to achieving
expected benefits.
-Mention – USE (this is the practical application of this principle).
“You have created a wonderful product – but for a different project!”
“Gold plating” – PMI “Buzzword” that says that there are products being created (or activities
being carried out) that are not important for reaching project objectives. They only take away
attention. Resulting quality of products is higher than necessary.
Výklad:
Pracuje se na projektu. Po jisté době zjistíme,jaký je stav rozpracovanosti projektu. To zjišťujeme
tak, že srovnáváme stav s plánem.  Pak dle situace vytvoříme nový plán (přeplánujeme a zadáme nové
úkoly týmu. Ti pak znova pracují. Takhle pořád dokola.
NEBEZPEČÍ!! Při tvorbě plánu zapomeneme na trojimperativ a přínosy projektu (proč projekt  vlastně
děláme, co jím chceme pořešit) a snažíme se jen naplnit první vytvořený plán. Jinými slovy - upneme
se na JAK nikoliv CO a PROČ.
Při zjišťování stavu a přeplánování pořád musíme mít na paměti, jaký je trojimperativ, určující
osa, přínosy a důvod vzniku projektu. Obětujme JAK, nikoliv CO a PROČ.
-Sdílení managementu projektu s týmem: jak se mění trojimperativ
- Pozor! Zde by se mělo říct, že projektový manažer by měl neustále sledovat to, zda-li je i naděje
na to, že projekt tak jak se vyvíjí umožní dosáhnout očekávaných přínosů.
- Mention – USE (je to aplikace tohoto principu do praxe).
„Vytvořili jste skvělý produkt, ovšem pro jiný projekt!“
„Gold plating“ – PMI „Buzzword“, který říká, že se vytvářejí produkty (vykonávají činnosti), které
pro dosažení
cíle projektu nejsou důležité. Jenom ubírají pozornost. Vytváří se větší kvalita produktů, než je
nutná.

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Discussion
•What are the first steps of project implementation?
–What to start with?

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Forming
•Self-forming / Forming of the Provider
•Forming of the project Client
•
–(Forming can (a little bit) substitute a non-existing strategy.)
introductory meeting of the Provider team
introductory meeting with the Client

Didaktika: Vizualizace toho, že do realizace obvykle jde něco jiného než bylo původně plánováno,
když jsme o projektu začali přemýšlet.
Příklad z praxe:
IT firma pracovala pro telekomunikačního operátora, byl problém s projektem, nová projektové
manažerka se před schůzkou nikdy se sešla se svým týmem. Než jdeme ke klientovi je potřeba mít
jasno v našem týmu: nedávno jednání, kde bylo vidět, že personální ředitelka nikdy neviděla tým, se
kterým má pracovat na tomto projektu.
An example from practice:
An IT company worked for a telecommunications company and there was a problem with a project: the
new project manager never met with her team before a meeting with the client. Before we go to the
client, it is necessary to have a clear idea within the team: recently a negotiation where it was
obvious that the human resources manager had never seen the team she was supposed to cooperate with
on the project.

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Introductory meetings
•Team of the Provider
–triple constraint and project benefits
–process and products, including metrics
–clarification of roles
–communication standards and project glossary
–project work standards
–project documentation models
–getting acquainted with project risks
•Team of the Client
–triple constraint and project benefits
–approximate process and key products
–communication standards and project glossary
–contact data of TeamP and TeamC members
–project documentation models
–getting acquainted with project risks

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The principle of project management
work on the project
state evaluation
proposal of
 a new plan
tasks assignment
WHAT
WHEN
FOR HOW MUCH
?
BENEFITS
project
 plans

Připomenutí.
Reminder.

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Project management cycle in practice
control meeting
(progress of work)
planning meeting
next day/separate time
1–2 weeks
j0233018
proposal of
 a new plan

Didaktika:
Odvozovat na flip nejprve hodnotící a plánovací a problém s mícháním těchto dvou schůzek a pak v
druhém kroku
vysvětlit princip noření a upozornit, že se může schůzka zvrhnout ještě v řešitelskou, nebo
operativní poradu liniového managementu. Může vznikat matice všech možných kombinací.
Tipy: pozitivně, ukazovat výsledky fyzicky!
Klíčová sdělení:
1/ Nemíchat typy porad
2/ Pravidelnost: Stejně, jako má fungovat cyklus, musíte se i organizovat. To znamená pravidelně se
scházet na dvou klíčových poradách. Kontrolní a plánovací.
Key messages:
1) It is important not to mix the two kinds of meetings.
2) Regularity: You have to be organized similarly to the functioning of the cycle, i. e. meet
regularly at the two key meetings: the control meeting and the planning meeting.

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Cyclical changes of the plan
plans: WITH WHOM, WHEN,
 FOR HOW MUCH
the WHAT plan
the HOW plan
How does the work proceed?

Aby cyklus řízení mohl běžet, musíte neustále udržovat aktuální plány, jsou klíčovým dokumentem, na
základě kterého můžete zjistit, jaké jsou odchylky skutečnosti od toho, co jste chtěli.
Stejně, jako se plánovalo nejdřív CO, potom JAK, a pak zbytek, musíte i přeplánovávat nejdříve CO,
pak JAK
a nakonec zbytek.
The condition for a management cycle to be running is to keep the plans up-to-date. They represent
a key document on the basis of which you can determine the differences between reality and what you
have wanted. In the same way as we have planned WHAT first, HOW second and only then the rest,
re-planning should follow the same procedure: it is necessary to re-plan WHAT first, then HOW and
only then the rest.

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Meeting goals
•Control meeting
–PROCESS:
•determining the progress of work
–SCOPE/QUALITY:
•determining the current degree of product completion
•discovering inter-product dependences
–RISKS:
•finding out about the current state of risks
•identification of new threats
•quantification of new risks
•Planning meeting
–SCOPE/QUALITY:
•agreement on a new extent and quality of products (the WHAT plan)
–PROCESS:
•agreement on a new version of the HOW, WITH WHOM and WHEN plans (re-allocation of sources to
activities)
–RISKS:
•agreement on a plan of activities eliminating risks

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Ó SHINE Consulting, s. r. o.
•Without a plan, high quality management is impossible.
•
•A PLAN IS THE COMPARATIVE BASIS FOR PROJECT MONITORING.
Conditions for high quality management
vision
reality
= ? =
HH00687_ HH00688_

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Useful recommendations
•1. Do not mix meetings
–evaluative vs. planning vs. problem-solving vs. operative
•2. Splitting up into small tasks helps to determine exactly the current state.
–(recommendation of agile techniques)
–Do not get stuck in details.

Use the “Steering Wheel” to steer PPP !



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Project 3
This and
NOW!
This and
NOW!
This and
NOW!!
NOW! It was too
 late yesterday!
Multitasking and priorities

Didaktika:
Psát na flip důvody, podle kterých se zaměstnanci rozhodují při vybrání úkolu k práci, je-li úkolů
mnoho a priorita není rozlišována / určena.
Na závěr podtrhnout ty, které jsou odvozeny od strategie organizace. (Což se stává málokdy, aby tam
vůbec nějaké takové byly.)
Diskusi shrnout konstatováním, že neurčování priorit / všechno má prioritu nejvyšší / vede
k neefektivitě. Soustavu projektů je nutné centrálně řídit!!

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DECIDE ON PRIORITIES
How do projects influence one another?
RESOURCES
PRODUCTS
MONEY
TIME
COORDINATE
What do projects share? What do they pass on to one another?

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ImpT
SupT
SupT
SupT
Project portfolio
 manager
Steering
 committee
Project
 manager
ImpT
SupT
Project
 manager
ImpT
SupT
Project
 manager
ImpT
SupT
Two-level management structure

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Amendments
•Program management according to GOWER Handbook of Program Management
•Some comments from PMI approach

86
Program management from the organization perspective
STRATEGY
CANDIDATES
PRIORITIZATION
Initiate Programs
Define Projects
Initiate Projects
Manage P+P
Close Projects
Close Programs
Derive Benefits

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The Program Management Cycle
- outer loop
1.Define the organization’s strategy
2.Collect and evaluate candidate programs
3.Select and prioritize candidate programs
•

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Define the organization’s strategy
•The objectives set by the senior management; whenever possible in numerical terms
•(5 percent increase turnover
10 percent decrease in wastage
7 percent less accidents , or
6 percent reduction in staff turnover)
•Non-financial objectives
•Balanced scorecard
•KPI

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Collect and evaluate candidate programs
•The organization is encouraged to come up with ideas for change
•Each idea joins the list of candidates
•Each candidate program will vie with others to prove itself worthy of investment.

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Select and prioritize candidate programs
•Each (serious) candidate program is evaluated in terms of
–Financial and resource investments required to deliver the change
–The financial and non-financial benefits expected from the change
–The risks
–The timescales
–Their alignment with the delivery of the organization’s stated objectives

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The Program Management Cycle
- inner loop
1.Indicate selected programs
2.Define projects to deliver programs
3.Initiate projects
4.Manage program and projects
5.Close projects
6.Close programs
7.Derive and monitor benefits

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The Value Path
•Projects
•Deliverables
•Programs
•Capability
•Benefits

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PMI approach to Program management
•More like cookbook again
•Guideline what to do in any particular situation
•Inputs-Process-Outputs
•Data-flow diagrams
•Special Blend of Knowledge, Skills & Competence of Program Manager
•

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Special Blend of Knowledge, Skills & Competence of Program Manager
•Leadership
•Political
•Technical Knowledge
•Strategic Vision
•Organizational
•Environmental Awareness
•Program Management
•Time Management
•Communications
•People skills

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Obligatory Assignment
•Read something about Program/Portfolio Management
•Read articles about SSME or SSMED
•Read something about Viable Systems
•Compare the readings with Program/Portfolio Management
•Absence of this task means canceling at the exam …