Transcript Reinventing Project Management

Reinventing Project
Management
Part 1 slides
The Increasing Share of Projects
Projects
Operations
Time
1800s
1900s
2000s
Agricultural
society
Industrial
society
Information
society
Industries,
Companies,
Society
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
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?
What Impacts Project Type?
Environment
Product
Project
UCP
Task
NTCP
Technology
Complexity
Novelty
Pace
Uncertainty Complexity
Risk
Uncertainty
at the moment of
project initiation
Complexitysize,
# of elements,
variety,
interconnectedness
Pace Pace
The UCP Model
available time frame
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
The Project Diamond - Assessing a Project’s Risk/Benefit and
Selecting the Right Management Approach
Technology
Super-High
Tech
High-Tech
Automatic Bag –
Handling System
Medium-Tech
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Airport
Construction
Project
Fast/
Competitive
Time-Critical
Blitz
Pace
Denver International Airport Project
Project Success
Efficiency
Impact on
Customer
Impact on
Team
• Meeting
schedule
• Meeting
budget
• Changes
• Yield
• Other
efficiencies
• Meeting
requirements
and
specifications
• Benefit to
customer
• Extent of use
• Customer
satisfaction &
loyalty
• Brand name
recognition
• Team
satisfaction
• Team morale
• Skill
development
• Team
member
growth
• Team
members’
retention
• No burnout
Specific Success Measures
Business &
Direct Success
•
•
•
•
•
•
•
•
Sales
Profits
Market share
ROI, ROE
Cash flow
Service quality
Cycle-time
Organizational
measures
• Regulations
approval
Preparing for
Future
• New
technology
• New market
• New product
line
• New core
competencies
• New
organizational
capabilities
Success Dimensions
Preparing
for Future
Project
Success
Business
& Direct
Success
Impact on
Team
Impact on
Customer
Efficiency
Timeframe
Short
Medium
Timeframes of Success Dimensions
Long
Importance
Preparing
for Future
Business &
Direct success
Impact on
Customer
& Team
Efficiency
Low
Medium
High
Uncertainty
Relative Importance of Success Dimensions is ProjectDependent
Technology
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Fast/
Competitive
Time-Critical
Blitz
Pace
The NTCP Framework
The NTCP Diamond
Definition
Planning
Execution
Termination
Revise Plans
Revise Definition
Classical Project Phases Modified to an Adaptive Iterative Approach
From traditional to adaptive project
management
Approach
Traditional project management
Adaptive project management
Project goal
Getting the job done on time, on budget, and within
requirements
Getting business results, meeting multiple criteria
Project plan
A collection of activities that are executed as planned
to meet the triple constraint
An organization and a process to achieve the
expected goals and business results
Planning
Plan once at project initiation
Plan at outset and re-plan when needed
Managerial approach
Rigid, focused on initial plan
Flexible, changing, adaptive
Project work
Predictable, certain, linear, simple
Unpredictable, uncertain, nonlinear, complex
Environment effect
Minimal, detached after the project is launched
Affects the project throughout its execution
Project control
Identify deviations from plan, and put things back on
track
Identify changes in the environment, and adjust the
plans accordingly
Distinction
All projects are the same
Projects differ
Management style
One size fits all
Adaptive approach; one size does not fit all
Entire Adaptive Iterative Approach
Freeze Requirements
Requirements
Planning
Freeze Design
Specs
Design, Build,
Test
Complete
Revise Design
Revise Plans
Revise Requirements
Adaptive Approach
Traditional PM
Importance
Preparing
for Future
Impact on
Customer &
Team
Business &
Direct success
Efficiency
Project
Completion
Time
Relative Importance of Success Dimensions - A Matter
of Time
Critical Success Factors
Generic Projects
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Project Mission
Top Management Support
Project Planning
Project Control
Client Consultation
Skills
Personnel Management
Project Communication
Client Acceptance
Trouble Shooting
Product Development Projects
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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
Technology
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Fast/
Competitive
Required style
Time-Critical
Dr = (Pl, HT, Sy, FC)
Da = (Pl, MT, As, FC)
Actual style
Blitz
Pace
The FCS Project
Technology
Later design freeze
More design cycles
Less market data
Later requirement freeze
Complexity
Novelty
Complex organization
Formality
Autonomy
Pace
The Impact of the NTCP Dimensions on Project Management
Benefits and risks of high NTCP levels
Dimension
Expected benefit
Potential risk
Novelty
Exploiting new market opportunities;
leapfrogging competition; gaining
first mover advantage
Having difficulty predicting exact market needs;
missing sales targets; attracting
competitors to copy your ideas
Technology
Improving performance and functionality
Experiencing technology failure; lacking needed
skills
Complexity
Bigger programs, bigger payoffs
Having difficulty in coordinating and integrating
Pace
Gaining early market introduction,
mounting quick response
Missing deadlines; making haphazard mistakes
Technology
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Fast/
Competitive
Time-Critical
D = (Pl, MT, Ar, FC)
Blitz
Pace
The World Trade Center Project
Reinventing Project
Management
Part 2 slides
Technology
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Fast/
Competitive
Time-Critical
D = (Pl, HT, Sy, -)
Blitz
Pace
The “Toy Story” Project
Definitions and examples of project novelty
Level of project
novelty
Definition
Examples
Derivative project
Extending or improving existing products or
services
Developing a new version of a personal computer; upgrading a
production line; streamlining organizational procedures
Platform project
Developing and producing new generations
of existing product lines or new types
of services to existing markets and
customers
Building a new automobile generation; developing a new aircraft;
creating a new generation of a cellular system
Breakthrough project
Introducing a new concept, a new idea, or a
new use of a product that customers
have never seen before
The first enterprise resource planning (ERP) package; the first
photostatic copying machine (Xerox); the first Walkman; the
Segway personal transportation system
Technology
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Fast/
Competitive
Required style
Time-Critical
Dr = (Br, HT, Sy, -)
Da = (Pl, HT, Sy, -)
Actual style
Blitz
Pace
The Segway Project
Product novelty and project success:
Expectations
Success dimensions and
possible failure
Level of project novelty
Derivative
Platform
Breakthrough
Efficiency
High efficiency is critical; no room
for overruns
Time to market is important for
competitive advantage
Efficiency is difficult to achieve
and may not be critical (unless
competitors work on the same
idea); overruns likely
Impact on customer
Gaining additional customers and
market segments
Having high strategic impact on
customers; retaining previous
generation customers
Outstanding improvements in
customer’s life and work
Impact on the team
Team members extend their
experience in quick product
modifications.
Team members gain technical
and managerial experience in
introducing new-generations.
Team members explore new
fields and gain extensive
experience in unknown markets
Extends life of existing products;
additional revenues and cash cow
current products
High strategic impact on the
business; expectation of years of
revenues and building of
additional derivatives
Long-term, significant business
success; may come later after
initial products have been tested
and refined
Almost none
Maintaining a strategic position
in the market
Creating new markets and
establishing substantial
leadership positions
Business and direct
success
Preparation for the future
Impact of product novelty levels on project
management
Managerial aspect
Level of product novelty
Derivative (De)
Platform (Pl)
Breakthrough (Br)
Market data
Accurate market data exists
from previous products
and market research
Extensive market research and
careful analysis of previous
generations, competitors,
and market trends
Unreliable market data; market needs
unclear; no experience with
similar products; customer base
not defined
Product definition
Clear understanding of required
cost, features,
functionality, etc.
Invest extensively in product
definition, involve potential
customers in process
Product definition based on intuition
and trial and error; fast
prototyping to obtain market
feedback
Requirements freeze
Early freeze of product
requirements, usually
before or immediately
after project launch
Freeze requirements later, usually
at mid–project
Very late freeze of requirements, often
after prototype feedback
Marketing
Emphasize product advantage
in comparison to previous
model; focus on existing
as well as new customers
Create product image. Emphasize
product advantages;
differentiate from
competitors
Create customer attention through new
and innovative marketing
techniques; educate customers
about potential of product;
hidden customer needs; create
industry standard
Technology
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Fast/
Competitive
Required style
Time-Critical
Dr = (Pl, HT, Sy, -)
Da = (De, MT, Sy, -)
Actual style
Blitz
Pace
Financial Middleware Software Project
Technology
Super-High
Tech
Automatic Bag –
Handling System
High-Tech
Medium-Tech
Airport
Construction
Project
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Fast/
Competitive
Time-Critical
Blitz
Pace
Denver International Airport Project
Project types based on levels of technological
uncertainty
Level of technological uncertainty
Low-Tech
Medium-Tech
High-Tech
Super-High-Tech
Definitions
Uses only existing, wellestablished, and
mature
technologies
Mostly existing
technologies; limited
new technology or a
new feature
Uses many new, recently
developed, existing
technologies
Key project technologies do
not exist at the time of
project initiation
Examples
Construction, road
building, utilities,
build-to-print
Derivatives or
improvements of
products; new
models in established
industries (e.g.,
appliances)
New systems in a fastmoving industry (e.g.,
computers, military
systems)
New, unproven concepts
beyond the
technological state of
the art (e.g., Apollo
moon landing program)
Project characteristics and technological
uncertainty levels
Variable
Level of technological uncertainty
Low-Tech
Medium-Tech
High-Tech
Super-High-Tech
Development, testing,
and prototypes
No development; no
testing
Limited development;
some testing
Considerable development
and testing; prototypes
usually used
Need to develop key
technologies during
project effort;
intermediate small-scale
prototype
Design cycles and
design freeze
Only one cycle; design
freeze before
start of project
execution
One to two cycles;
early design
freeze
At least two or three cycles;
design freeze usually
at midpoint during
second or third quarter
Typically three cycles after the
final technologies have
been selected; late
design freeze
Project reviews
Formal progress and
status reviews
Formal progress and
status reviews;
some technical
reviews
Technical reviews with
experts in addition to
formal progress
reviews
Extensive peer reviews by
technical expert teams
critical to success
Management style and
attitude
Firm style; sticking to
the initial plan
Less firm style;
readiness to
accept some
changes
More flexible style; many
changes are expected
Highly flexible style; living with
continuous change;
“looking for trouble”
Communication and
interaction
Mostly formal
communication;
scheduled
meetings
More frequent
communication;
some informal
interaction
Frequent communication
through multiple
channels; informal
interaction
Many communication
channels; informal
interaction
Project manager and
project team
Manager with good
administrative
skills
Manager with some
technical skills;
considerable
proportion of
academicians
Manager with good technical
skills; many
professionals on
project team
Project manager with
exceptional technical
skills; highly skilled
professionals
Contingent resources
5%
5-10%
10–25%
25–50%
Resources
Legend:
A- Low-Tech
B- Medium-Tech
C- High-Tech
D- Super High-Tech
D
C
D: n+3
Planned
Resources
B
B: 1-2 – Number of
design cycles
A
n – No. of cycles
required to choose
the final
technologies
C: 2-3
B: 1-2
A: 1
Time
Project
Initiation
Project Scheduled
Completion
Possible time
ranges for
design freeze
Risk area
Possible Time Ranges for Design Freeze, Number of Design Cycles,
and Risk Areas for Project Outcomes
Low- and medium-tech versus high- and superhigh-tech projects
Managerial issue
Project type
Low- and Medium-Tech
High- and Super-High-Tech
Managerial style
Rigid, no-nonsense, “get it done” approach
Flexible, ready to accept many changes and tolerate long
periods of uncertainty
Project reviews
Formal, top management approval of major
phase completion
Formal executive reviews plus technical peer reviews by
experts
Saving time by
overlapping phases
Phase overlaps possible
Phase overlaps not recommended
Best contract type
Fixed-price
Cost-plus; fixed-price is possible at a later stage of
development
Development approach
Linear development
Spiral development
Additional concerns
Lower cost, on time
Risk management, systems engineering, quality
management
Technology
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Fast/
Competitive
Time-Critical
D = (Pl, SHT, Sy, -)
Blitz
Pace
SR-71 Blackbird Project
Technology
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Fast/
Competitive
Time-Critical
D = (Br, SHT, Ar, FC)
Blitz
Pace
Apollo Program
Space Shuttle
The Space Shuttle Program
1969
1972
1972
1978
1981
1982
1986
2003
Initial proposal - to go to Mars in 1980s
Encountered low priorities,
Were asked to look for low-cost alternatives
(August) Program approved; Shuttle only
Based on known technologies -“success oriented”
(November) Design freezeconfiguration and technologies
First flight scheduled
Actual first flight - 60% budget overrun
System declared operational
Challenger accident
Columbia accident
Space Shuttle Program
Initial Uncertainties
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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
Technology
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Fast/
Competitive
Required style
Time-Critical
Dr = (Br, SHT, Sy, Re)
Da = (Pl, HT, Sy, FC)
Actual style
Blitz
Pace
The Space Shuttle Program
Space Shuttle
Project Management Style
Actual Style
Alternative Style
Success oriented
Off-the-shelf items
Early configuration and
design freeze
Low flexibility
Early operational
Limited communication
Look for trouble
Alternative technologies
Late freeze; Build a
small-scale prototype
High flexibility
Extended development
Intensive communication
Type C
High-Tech
Type D
Super High-Tech
Technology
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Fast/
Competitive
Time-Critical
D = (Pl, HT, Sy, -)
Blitz
Pace
The Ford 2000 Project
The three levels of project complexity
Project complexity
Product complexity
Examples of projects
Assembly project
Material, component, subsystem, assembly
Development of a PDA, Post-it notes, design of a
single service
System project
System, platform of systems
Missile development, new computer development,
new automobile model, a single building
construction, restructuring a production
plant
Array project
Array, system of systems
English Channel tunnel, national missile defense
system, new neighborhood construction,
nationwide cellular system
Technology
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Fast/
Competitive
Required style
Time-Critical
Dr = (Pl, MT, Ar, -)
Da = (Pl, MT, Sy, -)
Actual style
Blitz
Pace
The Chunnel Project
Technology
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Fast/
Competitive
Time-Critical
D = (Pl, HT, Sy, FC)
Blitz
Pace
The Harmony Project
Technology
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Fast/
Competitive
Required style
Time-Critical
Dr = (Br, HT, Sy, TC)
Da = (Pl, MT, As, TC)
Actual style
Blitz
Pace
Mars Climate Orbiter Project
Four levels of pace
Regular
Fast/Competitive
Time-Critical
Blitz
Definitions
Time not critical to
organizational
success
Project completion on time is
important for company’s
competitive advantage
and/or the organization’s
leadership position
Meeting time goal is critical
for project success; any
delay means project
failure
Crisis projects; utmost
urgency; project
should be completed
as soon as possible
Examples
Public works, some
government
initiatives,
some internal
projects
Business-related projects; new
product introduction, new
plant construction in
response to market
growth
Projects with a definite
deadline or a window of
opportunity; space
launch restricted by a
time window; Y2K
War; fast response to
natural disasters;
fast response to
business-related
surprises
Technology
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Fast/
Competitive
Required style
Time-Critical
Dr = (Pl, MT, Sy, TC)
Da = (Pl, MT, Sy, Bl)
Actual style
Blitz
Pace
The Y2K Case Project
Reinventing Project
Management
Part 3 slides
Benefit and Opportunity
High
Approve
Immediately
Low
Further
Consideration
Further
Consideration
Reject
Immediately
Risk or Difficulty
Low
High
Risk and Benefit Assessment Matrix
Technology
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Fast/
Competitive
Time-Critical
D = (Br, MT, Sy, FC)
Blitz
Pace
Market Watch Project
Technology
Radical
Technological
Innovation
Super-High
Tech
High-Tech
Incremental
Technological
Innovation
Medium-Tech
Incremental
Market
Innovation
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Architectural
Innovation
Modular
Innovation
Fast/
Competitive
Radical
Market
Innovation
Time-Critical
Blitz
Pace
Innovation Categories and Project Types
Product Performance
Manage by
Breakthrough
Projects
Manage by
Platform
Projects
Time
The Innovator’s Dilemma and Project Management
Adopted from Clayton M. Christensen, the Innovator’s Dilemma, 1997 and modified by the authors
Novelty
Breakthrough
Platform
Derivative
Platform
Derivative
Technology
Medium to
Super-high-tech
Mediumtech
Mediumtech
Medium to
Low-tech
Goal
Strategic
Strategic
Operational
Operational
The Evolution of Project Types along the Product Life-cycle
Adopted from Geoffrey A. Moore, Crossing the chasm, 1991 and modified by the authors
The Microwave Oven Patent Filed
Original Microwave Oven Patent by Doctor Percy L. Spencer, US Patent No. 02495429, Filed Jan. 24, 1950
The first Microwave Oven
Characteristics of projects for various
customers
Characteristic
Customer type
Consumer (B2C)
Industrial/Business (B2B)
Government/Public (B2G)
Examples of products
MP3 player, PC, cars
AS/400, B777, ERP systems
Hubble telescope, FCS, Army
communication
Value to customer
Impact on quality of life
Impact on business
Impact on public goals and needs
Producer’s objective
High volume, market share
Industry leadership, preferred
provider
Long-term relationship
Project focus
High focus on time, cost, and
quality
High focus on time and cost
High focus on performance
Product definition
Defined by marketing;
perceived customer
needs, market research
Continuous customer involvement
Defined by or with customer
Project scope: work,
goals, deliverables
Defined by producer
Defined by producer with customer
Defined by or with customer
Contractual obligations
No contract, internal
commitment
Either external contract or internal
commitment
Contracted project, obligations to
customer
Customer involvement
No direct involvement; focus
groups or market trials
Sometimes direct customer
involvement
Intense customer involvement; often
customer representative on
the team
Financing
Internally financed
Internally financed, or contracted by
customer
Financed by customer according to
contract
Marketing
Mass marketing,
advertisement; brand
management;
Industry image creation
Competition for bids; focused on
major decision makers
Reliability
High reliability required
Reliability may be traded off for timely
delivery
Reliability focused on safety
Product support
Service availability
Training, documentation, on-call
support
Training, documentation, on-call
support
Technology
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Array
System
Novelty
Assembly
Derivative Platform Breakthrough
Complexity
Regular
Fast/
Competitive
Required style
Time-Critical
Dr = (Br, HT, Sy, Bl)
Da = (Br, HT, As, Bl)
Actual style
Blitz
Pace
Wire and Cable Coating Project
Project Management The Two + One Processes
Product Definition Process
Managerial Process
Technical Process
When are you shooting?
Definition
Planning
Execution
Termination
Revise Plans
Revise Definition
Classical Project Phases Modified to an Adaptive Iterative Approach
Technology
Later design freeze
More design cycles
Less market data
Later requirement freeze
Complexity
Novelty
Complex organization
Formality
Autonomy
Pace
The Impact of the NTCP Dimensions on Project Management
A Framework for Adaptation
Category
Project Types
Strategic Goal
Strategic, Operational
Customer
External, Internal
Combined
Business Objective
NPD, Product Improvement,
Maintenance, Infrastructure,
Research
NCTP
Novelty
Derivative, Platform,
Breakthrough
Complexity
Assembly, System, Array
Technology
Low-tech, Medium-tech, Hightech, Super High-tech
Pace
Regular, Fast/Competitive, TimeCritical, Blitz
PM Impact
Uncertainty of
Technical Specs and Design
Project Start
Ideal World
Levels Determined by
Novelty, Technology,
And Other Uncertainties
Real World
Requirements
Freeze
Specifications and Design
Freeze
Uncertainty of Requirements
Reducing Requirements and Design Uncertainty
Entire Adaptive Iterative Approach
Freeze Requirements
Requirements
Planning
Freeze Design
Specs
Design, Build,
Test
Complete
Revise Design
Revise Plans
Revise Requirements
Adaptive Approach
Traditional PM
Iterative Process of Requirements and Design Freeze
Change Until Requirements Freeze
Product Requirements
Specifications and Design Freeze
Technical Specifications
Design, Build, Test
Product Prototype
Complete
final product
# of Design Cycles
# of Requirements Change Cycles
Initial Market Data
Market Research and/or Market Testing
Time
Adaptive
project management
Traditional
project management
Typical project activities across project
phases
Phase
Definition
Planning
Activity
Details
Market definition
Market/customer identification; Customer need
Business objective
Define the expected business objective
Product definition
Product description; Product requirements
Project definition
Statement of work (scope); duration; budget; PM and team
Identifying project type
Categorize a project based on strategic or operational, internal or external user,
novelty, technology, complexity, pace
Success and failure criteria
Define management’s expectation on relevant success dimensions
Impact of type on project
management
Decide how each project category will affect project organization, processes,
plans, activities, and team
WBS
Break scope into detailed work packages and activities
Organization
Project team structure
Project process plan
Major phases, gates, and milestones
Schedule
Detailed network and timing of activities
Budget
Detailed cost of project based on WBS items
Risk management
Risk identification and mitigation plan based on project type
Integration plan
Timing and duration of integration activities
Procurement
Subcontracting and vendor management plan
Communication
Reporting structure and meeting schedule
Human resources
Team development and training; Team motivation
Product creation plan
Initial technical specifications; product design and testing plan
Typical project activities across project
phases (cont.)
Phase
Execution
Termination
Activity
Details
Product requirements
Refine product requirements
Freeze product requirements
Product building
Product design
Prototype building and testing
Additional design cycles (redesign, rebuild, retest)
Freeze product design
Product building and testing
Project monitoring
Progress and status of budget, time, and activities performed
Project replanning
Update plans and make changes
Customer preparedness
Training materials and means
Commercialization
Product introduction plan
Project wrap-up
Project summary report
Next generation planning
Risk Assessment
Master plan – Entire project
Medium detail plans – 4 to 6 Months
Detailed work plans – Weeks
Time
The “Rolling Wave” Planning Concept
Outsourcing Work Packages
Possible Outsourcing Regions