INNHOLDSFORTEGNELSE

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INNHOLDSFORTEGNELSE

• 0-What is a Project?
• 1- organisational environment projects
• 2- project localization identification
• 3. organizational policy projects
• ______________II__________________
• 4- project management
• 5- project staff teams
• 6- empowerment team identity
• ______________III__________________
• 7- tasks activites
• 8- project evaluation
• 9- termination sustainability
• 10-key lessons to learn

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2- PROJECT LOCALIZATION IDENTIFICATION

• Define localization
• Define Internal External needs
• Make certain the Project Is Based on Clear Needs
• Specify What the Project Should Accomplish
• Specify project Requirements Problems
  Guidelines

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2 Localization Identification Defining Needs
(pitfalls)

• Fuzzy Needs (Dynamic gradually take shape and
  substance).
• Changing needs include changing players,
  budgets, technology or business environment.
• Misunderstood Needs Im not sure what I want,
  but Ill know it when I see it (case p. 120).
  Customers often do not have a precise idea of
  what they want
• Addressing the Needs of such Customers
• Sort Out the Needs of Multiple Customers
• Multiple Customers, Multiple Needs
• Establish Priorities The Needs Hierarchy Distort
  
• Father-knows-best-syndrome

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2 Localization Identification Is the Project
Based on a Clear Needs?

• The Needs Life Cycle (evolution of needs)
• Emergence phase (external/internal business
  reengineering)
• Recognition phase (forecasting/scenario
  building),
• Articulation phase (direct identification,
  multidimensional view, research, precise
  formulation, revise formulation),

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2 Localization Identification Specify What
the Project Should Accomplish

• The Nature of Requirements (function/technical)
• Functional requirements the characteristics of
  the deliverable,
• Technical requirements written for the technical
  staff

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2 Localization Identification Problems when
Specifying Requirements

• Incorrect Requirements Imprecise and Ambiguous
  Requirements Language, Imprecision for
  flexibility, Conflict preventing, Abstractions,
  Lack of Expertise, Oversights on the part of
  project planners
• Shifting Requirements
• Oversimplification of Requirements
• Insufficient information, Initiative discouraged,
  Requirements ignored, Costly rework efforts
• Excessive Flexibility
• Patchwork deliverables, Chaotic project planning,
  Time and cost overruns

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2 Localization Identification Guidelines for
Specifying Project Requirements

• Rule 1 State the requirement explicitly and have
  project staff and customers sign off on it
• Rule 2 Be realistic assume that if a
  requirement can be misinterpreted, it will be
  misinterpreted
• Rule 3 Be realistic recognize that there will
  be changes on your project and that things will
  not go precisely as anticipated
• Rule 4 To as great an extent as possible,
  include pictures, graphs, physical models, and
  other nonverbal exhibits in the formulation of
  requirements

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Guidelines cont

• Rule 5 Establish a system to monitor changes
  made to the requirements configuration
  management
• date of change, name of the person requesting
  change, description of change, statement of the
  changes impact on the project, listing of tasks
  and staff affected by the change, estimate of the
  cost of the change, signature of the individual
  making the change request, indicating that this
  individual is aware of the cost and performance
  impacts of the requested change
• Rule 6 Educate project staff and customers to
  the problem of specifying requirements
• Application prototyping

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3. ORGANIZATIONAL POLICY PROJECTS

• The divorce of responsibility authority
• Operating within organizational reality
• Politics is the art of influence. Six steps for
  good project politician (Block, 1983)
• 1. Assess the environment
• 2. Identify the goals of the principal actors
• 3. Assess your own capabilities (1-3 realistic
  view)
• 4. Define the problem
• 5. Develop solutions
• 6. Test and refine the solutions

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3. Policy The Divorce of Responsibility and
Authority

• The divorce of responsibility and authority
  (Jerrys first experiences)
• projects are temporary, unique and are systems
  (borrowed Resources. Project manger is not the
  boss)
• Nurturing/developing Authority
• formal authority (backing from above and
  operational), purse-string (the carrot and the
  stick),
• bureaucratic authority (rules, paperwork,
  procedures),
• technical authority (technical competence) and
• charismatic authority (leadership)