Reinventing Project Management

1
Reinventing Project Management

• Part 1 slides

2
The Increasing Share of Projects
Projects
Operations

Time
Industries, Companies, Society
1800s Agricultural society
1900s Industrial society
2000s Information society
3
The motivation

• The assumption
• Different projects are managed in different ways.
  
• The literature and the discipline assume
• a project is a project is a project.
• There is no accepted framework
• The need
• A framework to distinguish among projects
• Practical guidelines on how to manage projects in
  different ways

4
The Questions

• How to Distinguish Among Projects Dimensions?
• How to Classify Projects on Each Dimension?
• How to Manage Different Project Types?
• Is There More than One Way?

5
What Impacts Project Type?
 
Environment
Project
UCP
NTCP
Product
Task
Technology
Novelty
Complexity
Pace
6
(No Transcript)
7
Four Dimensions for Distinction Among Project
Types

• Novelty How new is the product to customers and
  users
• Derivative, Platform, Breakthrough
• Technology How much new technology is used
• Low-tech, Medium-tech, High-tech, Super High-tech
• Complexity How complex is the system and its
  subsystems
• Assembly, System, Array
• Pace How Critical is the Time frame
• Regular, Fast/Competitive, Time-Critical, Blitz

Each Type Has a Unique Impact on Project
Management
8
(No Transcript)
9
(No Transcript)
10
(No Transcript)
11
(No Transcript)
12
(No Transcript)
13
Technology
Super-High Tech High-Tech Medium-Tech Low-Tech
Novelty
Array System Assembly
Complexity
Derivative Platform Breakthrough
Regular Fast/ Competitive Time-Critical Blitz
Pace
The NTCP Framework
14
(No Transcript)
15
(No Transcript)
16
From traditional to adaptive project management
17
Entire Adaptive Iterative Approach
Freeze Requirements
Freeze Design
Requirements
Planning
Complete
Specs
Design, Build, Test
Revise Design
Revise Plans
Revise Requirements
Adaptive Approach
Traditional PM
18
(No Transcript)
19
Critical Success Factors
Product Development Projects
Generic Projects

• Project Mission
• Top Management Support
• Project Planning
• Project Control
• Client Consultation
• Skills
• Personnel Management
• Project Communication
• Client Acceptance
• Trouble Shooting

• Clear and Early Product Definition
• Defined Product Strategy
• Early Top Management Involvement
• High Quality Process
• Adequate Resources
• Integrated Planning
• Empowered and Communicating Team
• Voice of the Customer

20
(No Transcript)
21
(No Transcript)
22
Benefits and risks of high NTCP levels
23
(No Transcript)
24
Reinventing Project Management

• Part 2 slides

25
(No Transcript)
26
Definitions and examples of project novelty
27
(No Transcript)
28
Product novelty and project success Expectations
29
Impact of product novelty levels on project
management
30
(No Transcript)
31
(No Transcript)
32
Project types based on levels of technological
uncertainty
33
Project characteristics and technological
uncertainty levels
34
(No Transcript)
35
Low- and medium-tech versus high- and
super-high-tech projects
36
(No Transcript)
37
(No Transcript)
38
Space Shuttle
39
The Space Shuttle Program
1969 Initial proposal - to go to Mars in
1980s Encountered low priorities, Were asked
to look for low-cost alternatives 1972 (August)
Program approved Shuttle only Based on known
technologies -success oriented 1972 (November)
Design freeze- configuration and
technologies 1978 First flight scheduled 1981 Actu
al first flight - 60 budget overrun 1982 System
declared operational 1986 Challenger
accident 2003 Columbia accident
40
Space Shuttle ProgramInitial Uncertainties

• First two-medium space vehicle
• First reusable space vehicle
• Liquid fuel engines and an external tank
• Huge 75 Ton glider
• 5000 Miles glide from reentry to landing
• First orbital flight with a live crew
• No crew escape system

41
(No Transcript)
42
Space ShuttleProject Management Style
Actual Style Alternative Style Success
oriented Look for trouble Off-the-shelf
items Alternative technologies Early
configuration and Late freeze Build a
design freeze small-scale prototype Low
flexibility High flexibility Early
operational Extended development Limited
communication Intensive communication Type
C Type D High-Tech Super High-Tech
43
(No Transcript)
44
The three levels of project complexity
45
(No Transcript)
46
(No Transcript)
47
(No Transcript)
48
Four levels of pace
49
(No Transcript)
50
Reinventing Project Management

• Part 3 slides

51
(No Transcript)
52
(No Transcript)
53
(No Transcript)
54
(No Transcript)
55
(No Transcript)
56
Manage by Breakthrough Projects
Sustaining progress
Manage by Platform Projects
Product Performance
High-end demand
Disruptive progress
Low-end demand
Time
The Innovators Dilemma and Project Management
Adopted from Clayton M. Christensen, the
Innovators Dilemma, 1997 and modified by the
authors
57
Adopted from Geoffrey A. Moore, Crossing the
chasm, 1991 and modified by the authors
58
The Microwave Oven Patent Filed
Original Microwave Oven Patent by Doctor Percy L.
Spencer, US Patent No. 02495429, Filed Jan. 24,
1950
59
(No Transcript)
60
The first Microwave Oven
61
(No Transcript)
62
(No Transcript)
63
(No Transcript)
64
(No Transcript)
65
(No Transcript)
66
Characteristics of projects for various customers
67
(No Transcript)
68
(No Transcript)
69
(No Transcript)
70
(No Transcript)
71
(No Transcript)
72
(No Transcript)
73
Project Management - The Two One Processes
Product Definition Process
Managerial Process
Technical Process
When are you shooting?
74
(No Transcript)
75
(No Transcript)
76
A Framework for Adaptation
77
(No Transcript)
78
Entire Adaptive Iterative Approach
Freeze Requirements
Freeze Design
Requirements
Planning
Complete
Specs
Design, Build, Test
Revise Design
Revise Plans
Revise Requirements
Adaptive Approach
Traditional PM
79
Iterative Process of Requirements and Design
Freeze
Change Until Requirements Freeze
Specifications and Design Freeze
Product Requirements
Design, Build, Test
Product Prototype
Complete final product
Technical Specifications
of Design Cycles
of Requirements Change Cycles
Market Research and/or Market Testing
Initial Market Data
Time
Adaptive project management
Traditional project management
80
Typical project activities across project phases
81
Typical project activities across project phases
(cont.)
82
(No Transcript)
83
The Rolling Wave Planning Concept
84
(No Transcript)
85
(No Transcript)