Module - PM in Arts, Media, Entertainment

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INTRODUCTION TOPROJECT MANAGEMENT Module: Project Management in Media, Arts & Entertainment Lecturer: Thorsten KlieweDate:

PRESENTATION SUPPORTED BY


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This video will give you a better understanding of what Project Management is all about

Project management explained simply: a training video to help newcomers understand the core concepts of PM.

https://www.youtube.com/watch?v=9LSnINglkQA



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In this course you will be introduced to project management fundamentals

By the end of this session you should be able:• to have an awareness of what project is;• to understand what project management is

and how to apply it in delivering successful projects;

• to have an understanding of core characteristics of project management processes;

• to have an awareness of who project stakeholders are;

• to have an awareness of who project managers are.

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Table of contents

• What is PROJECT?1• What is PROJECT

MANAGEMENT?2• PROJECT triple constraint 3• PROJECT stakeholders4

• PROJECT MANAGEMENT skills 5

• PROJECT MANAGEMENT process and knowledge areas 6

• PROJECT MANAGEMENT examples7

• PROJECT MANAGEMENT books8

“Operations keeps the lights on, strategy provides a light at the end of the tunnel, but project management is the train engine that

moves the organization forward.”

Joy GumzProject Management Professional,

Senior Director at Project Auditors LLC

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The lectures in this Module follow the structure of “A Guide to the Project Management Body of Knowledge” or PMBOK Guide because it represents a tried and tested framework. Many of the generic

project management methodologies available refer to PMBOK Guide as a basic framework.

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A project is a collaborative enterprise, involving research or design, that is carefully planned to achieve a particular aim

The Project Management Institute (PMI) is the professional association for project manager. In the latest edition of the “A Guide to the Project Management Body of Knowledge” or PMBOK Guide (2013), the PMI defines a project as:

“… a temporary endeavor undertaken to produce unique product, service, or result.”

Core characteristics: • Temporary• Unique • Progressive elaboration

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• Temporary Temporary means that every project has a definite beginning and a definite end. The end is reached when the project´s objectives have been achieved, or when it becomes clear that the project objectives will not or cannot be met, or the need for the project no longer exists and the project is terminated. Temporary does not necessarily mean short in duration. However the duration of a project is finite; projects are not the ongoing efforts.• Unique Projects involve doing something that has not been done before and which is, therefore, unique. The presence of repetitive elements does not change the fundamental uniqueness of the project work. • Progressive elaboration Progressive elaboration is a characteristic of projects that integrates the concepts of temporary and unique. Because the product of each project is unique, the characteristics that distinguish the product or service must be progressively elaborated. Progressive means proceeding in steps, while elaborated means worked out with care and detail. These distinguishing characteristics will be broadly defined early in the project, and will be made explicit and detailed as the project team develops a better and more complete understanding of the product.

AnnexA project is a collaborative enterprise, involving research or design, that is carefully planned to achieve a particular aim

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Projects are distinguished from operations and from programs

• A project versus an operationThe operations of an organization are continuing and repetitive activities that are executed to achieve its mission and sustain the business, but without a definable end to their performance and without a unique output – that is, it is not produced or provided only once.• A project versus a programA project differs from a program in that a program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements or related work outside the scope of discrete projects in program.

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Project management is a methodical approach to planning and guiding project processes from start to finish

The PMI defines a project management as:

“… the application of knowledge, skills, tools and techniques to project activities to meet project requirements.”

Project management is an interrelated group of processes that enables the project team to achieve a successful project. These processes manage inputs and produce outputs from specific activities. The progression from input to output is the nucleus of project management and requires integration and iteration.

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Project management is often summarised in a triangle. The three most important factors are commonly called the triple constraint

The three most important factors are time, cost and scope. These form the vertices with quality as a central theme.

The triple constraint:• Projects must be within cost• Projects must be delivered on time• Projects must be within scope• Projects must meet customer quality

requirements

These constraints construct a triangle with geometric proportions illustrating the strong interdependent relation between these factors.

Cost

TimeScope

Quality

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A project team is a team whose members have different functions and are assigned to activities for the same project

The project team is the group responsible for planning and executing the project.

Their work involves:• Competing demands for:

• scope• time• cost• quality• risk

• Identified requirements.

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Project stakeholders are entities that have interest in a given project

Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion; they may also exert influence over the project and its results.

Key stakeholders on every project include:• Project manager • Customer• Performing organization• Project team members• Sponsor

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Project stakeholders are entities that have interest in a given project

Key stakeholders on every project include:• Project manager – the individual

responsible for managing the project.• Customer – the individual or organization

that will use the project-s product.• Performing organization – the enterprise

whose employees are most directly involved in doing the work of the project.

• Project team members – the group that is performing the work of the project.

• Sponsor - the individual or group within or external to the performing organization that provides the financial resources, in cash or in kind, for the project.

In addition to these, there are many different names and categories of project stakeholders:• internal and external, • owners and funders, • sellers and contractors, • team members and their families,• governmental agencies,• media outlets, • individual citizens, • temporary or permanent lobbying

organizations, • society, etc.

Annex

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The key responsibility of the project manager is to successfully accomplish the project objectives

• The project objectives can be accomplished by balancing the competing demands for quality, scope, time and cost.

• Derivative responsibilities include:• Identifying the project requirements;• Establishing clear and achievable

objectives;• Adapting the specifications, plans

and approach to the different concerns and expectations of stakeholders.

• The project manager must direct the project from its inputs, through its nucleus, to deliver of its outputs.

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General management skills provide much of the foundation for building project management skills

Among other topics general management includes:• Finance and accounting, sales and

marketing, research and development, manufacturing and distribution.

• Strategic, tactical, operational planning.• Organizational structures, organizational

behaviour, personnel administration, compensation, benefits, career paths.

• Managing work relationships through motivation, delegation, supervision, team building, conflict management, etc.

• Managing oneself through personal time management, stress management, etc.

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General management skills provide much of the foundation for building project management skills

They are often essential for project manager. On any given project, skill in any number of general management areas may be required.

These key general management skills are highly likely to affect most projects:• Leading• Communicating• Negotiating• Problem solving• Influencing the organization

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Leading, communicating, negotiating, problem solving, influencing the organization are highly likely to affect most projects

Leading involves:• Establishing directions – developing both a

vision of the future strategies for producing the changes needed to achieve that vision.

• Aligning people – communicating the vision by words and deeds to all those whose cooperation may be needed to achieve the vision.

• Motivating and inspiring – helping people energize themselves to overcome political, bureaucratic, and resource barriers to change.

Communicating involves the exchange of information:• Sender-receiver models• Choice of media• Writing style• Presentation techniques• Meeting management techniques.Project Communications Management is the application of these broad concepts to the specific need of the project.

Annex

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Leading, communicating, negotiating, problem solving, influencing the organization are highly likely to affect most projects

Negotiating involves conferring with others to terms with them or reach an agreement. Agreements may be negotiated directly or with assistance, mediation and arbitration ate two types of assisted negotiation.

Problem solving involves a combination of problem definition and decision-making. Problem definition requires distinguishing between causes and symptoms. Decision-making includes analysing the problem to identify viable solutions, and then making a choice from among them.

Influencing the organization involves the ability to “get things done”. It requires an understanding of both the formal an informal structures of all the organizations involved:• the performing organization• customer• partners• contractors, etc.

Annex

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The context on which projects are performed, conceptually illustrated by the following figure

Project Boundaries

ProjectInputs

ProjectInitiator/Sponsor

ProjectDeliverables

ProjectRecords

EndUsers

ProcessAssets

PlanningProcesses

ExecutingProcesses

InitiatingProcesses

ClosingProcesses

Monitoring & Controlling Processes

Project Management Institute. A Guide to the Project Management Body of Knowledge: PMBOK Guide, 5th Edition. Newtown Square, Pennsylvania. Project Management Institute, 2013, p. 37

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This figure illustrates the project context, its conceptual boundaries, or scope lines, as well as the process groups required to manage the inputs and deliver the outputs.

Project Boundaries

ProjectInputs


ProjectDeliverables

ProjectRecords

EndUsers

ProcessAssets

PlanningProcesses

ExecutingProcesses

InitiatingProcesses

ClosingProcesses


Annex


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The project management knowledge areas describe project management knowledge and practice in terms of their processes

These processes have been organized into nine knowledge areas:• Project integration management• Project scope management• Project time management • Project cost management • Project quality management• Project human resource management• Project communications management• Project risk management• Project procurement management

“A project is complete when it starts working for you, rather than you working for it.”

Scott AllenProject Management Professional,

Social Media Professional

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Project Management books

• Project Management Institute (2013): A Guide to the Project Management Body of Knowledge: PMBOK Guide, 5th Edition. Pennsylvania: New York: Project Mgmt Inst.

• Stephen Barker, Rob Cole (2012): Brilliant Project Management: What the Best Project Managers Know, Do, and Say, 3rd Edition. Edinburgh Gate: Pearson.

• Eric Verzuh (2012): The Fast Forward MBA in Project Management. New Jersey: John Wiley & Sons.

• Terry Schmidt (2009): Strategic Project Management Made Simple – Practical Tools for Leaders and Teams. New Jersey: John Wiley & Sons.

• Harold Kerzner (2013): Project Management: a Systems Approach to Planning, Scheduling, and Controlling, 11th Edition. New Jersey: John Wiley & Sons.

• Scott Berkun (2008): Making Things Happen: mastering Project Management. Sebastopol: O´Reilly Media Inc.

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Key Takeaways

• Project is a temporary endeavor undertaken to produce unique product, service, or result.• Project management is the application of knowledge, skills, tools and techniques to project activities

to meet project requirements.• Projects must be within cost.• Projects must be delivered on time.• Projects must be within scope.• Projects must meet customer quality requirements.• Project stakeholders are entities that have interest in a given project or may also exert influence

over the project and its results.• General management skills provide much of the foundation for building project management skills.

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THANK YOUFOR YOUR ATTENTION

PROJECT MANAGEMENT PROCESSESModule: Project Management in Media, Arts & Entertainment Lecturer: Thorsten KlieweDate:



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This example will give you a better understanding of project management life cycle

LARGE MULTINATIONAL PROJECT• US construction company won a contract to

design and build the first cooper mine in northern Argentina.

• There was no existing infrastructure for either the mining industry or large construction projects in this part of South America.

Adrienne Watt (2014): Project Management. BC Campus Open Textbook. URL: http://opentextbc.ca/projectmanagement/

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This example will give you a better understanding of project management life cycle

• INITIATION – defining and finding objectives and a project leadership team to manage a large complex project in a remote area of a globe three offices, procedures for getting work done, acquiring the appropriate permits, developing relationships.

• PLANNING – project team developed an integrated project schedule that coordinated the activities of design, procurement and construction teams detailed budget, design, equipment, materials, construction schedule, labour projections.

• EXECUTING – project team accomplished the work defined in the plan and made adjustments when the projects factors changed deliver of equipment and materials, labour was hired and trained, a construction site was built, all contraction activities were accomplished.

• CONTROLLING – project team measured and monitored progress to identify variances from the project management plan so that corrective action can be taken when necessary to meet project objectives.

• CLOSURE – turning over the newly constructed plant to the operations team of the client accounting books were closed, final reports written and distributed, the project was evaluated.

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In this course you will be introduced to project management life cycle

By the end of this session you should be able:• to have an understanding of the context on

which projects are performed;• to have an awareness of project

management processes;• to have an understanding how project

management process interact with each other;

• to have an awareness of which activities each process group include.

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Table of contents

• PROJECT MANAGEMENT context 1

• PROJECT MANAGEMENT processes2

• PROJECT MANAGEMENT processes interaction 3

• PROJECT initiation4• PROJECT planning5

• PROJECT execution6• PROJECT controlling7• PROJECT closing8• PROJECT MANAGEMENT

examples9• PROJECT MANAGEMENT

books10

“For a project plan to be effective it must equally address the parameters of ‘activity

time’ and ‘activity logic’. This logical relationship is required to model the effect

schedule variance will have down stream in the project.”

Ruby BurkeProject Management Professional,Author, Consultant, Lecturer in PM

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Project Boundaries

ProjectInputs


ProjectDeliverables

ProjectRecords

EndUsers

ProcessAssets

PlanningProcesses

ExecutingProcesses

InitiatingProcesses

ClosingProcesses



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This figure illustrates the project context, its conceptual boundaries, or scope lines, as well as the process groups required to manage the inputs and deliver the outputs.

Project Boundaries

ProjectInputs


ProjectDeliverables

ProjectRecords

EndUsers

ProcessAssets

PlanningProcesses

ExecutingProcesses

InitiatingProcesses

ClosingProcesses


Annex


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Projects are composed of processes

• A process is a series of actions bringing about a result.

• Project management processes can be organized into five groups of one or more processes each:

• Initiating processes• Planning processes• Executing processes• Controlling processes• Closing processes

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The project management process groups are initiating, planning, executing, monitoring and controlling, and closing

• Project Initiation: everything that is needed to set-up the project before work can start.

• Project Planning: detailed plan of how the work will be carried out including time, sot and resource estimates.

• Project Execution: doing the work to deliver the product, service or desired outcome.

• Project Control: ensuring that a project stays on track and taking corrective action to ensure it does.

• Project Closure: formal acceptance of the deliverables and disbanding of all the elements that were required to run the project.

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The project management process groups are initiating, planning, executing, monitoring and controlling, and closing

• Initiating defines and authorizes the project or a project phase.

• Planning defines and refines objectives and plans the course of action required to attain the objectives and scope that the project was undertaken to address.

• Executing integrates people and other resources to carry out the plan.

• Controlling regularly measures and monitors progress to identify variances from the project management plan so that corrective action can be taken when necessary to meet project objectives.

• Closing formalizes acceptance of the product, service, or result and brings the project or a project phase to an a orderly end.

There is one more phase at the beginning the project management process, which is not illustrated in the figure (slide 10): • Project Definition: defining the goals,

objectives and critical success factors for the project

Annex

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The process groups are linked by the results they produce

• The result or outcome of one process group often becomes an input to another.

• Among the central process groups the links are iterated.

• Planning provides executing with a documented project plan early on, and then provides documented updates to the plan as the project processes.

• These connections are illustrated by the following figure (arrows represent flow of information).

Initiating Processes

Planning Processes

Controlling Processes

Executing Processes

ClosingProcesses


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The project management process groups are not discrete, one time events

• The project management process groups are overlapping activities that occur at varying levels of intensity throughout each phase of the project.

• The following figure illustrates the relative depth, breadth, and interrelationship between these process groups.Le

vel o

f Pro

cess

In

tera

ctio

n

Start FinishTIME

Initiating Process Group

Planning Process Group

Executing Process Group

Controlling Process Group

Closing Process Group


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Several significant observations regarding the nature of project management can be made from this figure

The breadth or range of project management is comprehensive – that is, it begins with initiating and continues through closing; these processes are coincident with the start and end of the specific project itself, respectively. Controlling occur throughout the duration of the project and have a range relatively similar to that of executing. Indicating a project´s temporary nature and the importance of the timing of the deliverable, closing begins relatively shortly after initiating concludes. Planning and controlling have a collective depth similar to that of executing, illustrating that these activities require a level of effort and have a implication similar to that of constructing the product, providing the service, or producing the result.

Leve

l of P

roce

ss In

tera

ctio

n

Start FinishTIME

Initiating Process Group

Planning Process Group

Executing Process Group

Controlling Process Group

Closing Process Group


Annex

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Within each process group, the individual processes are linked by their inputs and outputs

• Inputs – documents or documentable items that will be acted upon.

• Tools and techniques – mechanisms applied to the inputs to create the outputs.

• Outputs – documents and or documentable items that are a result of the process.

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Project Initiation ensures a successful projects start-up and gives a solid head start to achieving the projects objectives

• Initiation – authorizing the project or phase.• Project initiation brings together:

• Key foundational documents to define the project;

• Business concurrence for the project;

• Project sponsorship;• On-going project governance.


Planning Processes


Executing Processes

ClosingProcesses

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Project Planning is an ongoing effort throughout the life of project

• Planning defines and refines objectives and plans the course of action required to attain the objectives and scope that the project was undertaken to address.

• There are more processes in this section.• However, the project management is not

primarily planning.• The amount of planning performed should be

commensurate with the scope of the project and the usefulness of the information developed.


Planning Processes


Executing Processes

ClosingProcesses

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Planning processes are divided into core processes and facilitating processes

Core processes:• Some planning processes have clear

dependencies that require them to be performed in essentially the same order on most projects (e.g. activities must be defined before they can be scheduled or costed)

• These core planning processes may be iterated several times during any one phase of a project.


Planning Processes


Executing Processes

ClosingProcesses

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Core processes:• Some planning processes have clear

dependencies that require them to be performed in essentially the same order on most projects (e.g. activities must be defined before they can be scheduled or costed)

• These core planning processes may be iterated several times during any one phase of a project.

They include for example:• Scope definition and planning• Activity definition, sequencing and duration

Estimating • Schedule development • Risk management planning • Resource planning• Cost estimating and budgeting• Project plan development

Annex

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Facilitating processes:• Interactions among the other planning

processes are more dependent on the nature of the project (e.g. there may be a little risk until after most of planning has been done - then team recognizes considerable risks).

• Facilitating processes are performed intermittently and as needed during project planning, they are not optional.


Planning Processes


Executing Processes

ClosingProcesses

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Facilitating processes:• Interactions among the other planning

processes are more dependent on the nature of the project (e.g. there may be a little risk until after most of planning has been done - then team recognizes considerable risks).

• Facilitating processes are performed intermittently and as needed during project planning, they are not optional.

They include for example:• Quality planning• Organizational planning• Staff acquisition • Communications planning • Qualitative and quantitative risk analysis • Risk response planning • Procurement planning

Annex

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Project Execution builds the physical project deliverables and presents them to customer for signoff

• This phase is usually the longest phase in project life cycle and typically consumes the most energy and the most resources.

• Executing integrates people and other resources to carry out the plan.

Includes for example:• Project plan execution• Quality assurance• Team development • Information distribution• Solicitation• Contract administration


Planning Processes


Executing Processes

ClosingProcesses

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Project Controlling oversees all the tasks necessary to ensure that the project proceeds with minimal risk

• Controlling regularly measures and monitors progress to identify variances from the project management plan so that corrective action can be taken when necessary to meet project objectives.

• Controlling also includes taking preventive action in anticipation of possible problems.

• These variances are fed into the control processes in the various knowledge areas.

Includes for example:• Change control• Scope verification and change control• Schedule control• Cost control• Quality control• Performance reporting • Risk control

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Project Closing represents the final stage of a project

• Closing formalizes acceptance of the product, service, or result and brings the project or a project phase to an a orderly end.

• Involves:• Handing deliverables to customer• Passing the documentation to the

business• Cancelling supplier contracts • Releasing staff and equipment• Informing stakeholders of the

closure of the project• Identifying the projects success and

the lessons learned


Planning Processes


Executing Processes

ClosingProcesses

“Planning without action is futile, action without planning as a fatal.”

Cornelius FitchnerProject Management Professional,

Chair of the Project Management Institute Orange County Chapter

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Key Takeaways

• Project management processes can be organized into five groups: initiating, planning, executing, controlling, closing processes.

• The process groups are linked by the results they produce. Within each process group, the individual processes are linked by their inputs and outputs.

• The project management process groups are not discrete, one time events. • Initiation – authorizing the project or phase.• Planning defines and refines objectives and plans the course of action required to attain the

objectives and scope that the project was undertaken to address. • Project Execution builds the physical project deliverables and presents them to customer for signoff.• Project Controlling oversees all the tasks necessary to ensure that the project proceeds with minimal

risk.• Closing formalizes acceptance of the product, service, or result and brings the project or a project

phase to an a orderly end.

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PROJECT INTEGRATIONMANAGEMENT Module: Project Management in Media, Arts & Entertainment Lecturer: Thorsten KlieweDate:



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In this course you will be introduced to project integration management

By the end of this session you should be able:• to have an understanding of what project

integration management is;• to have an awareness of which activities are

performed;• to understand which processes are required

for project integration management; • to understand what project management

plan is and how to create it.

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Table of contents

• PROJECT integration management 1

• PROJECT plan 2• PROJECT plan

development 3• PROJECT plan

execution 4

• Integrated PROJECT change control5

• PROJECT documents 6

• PROJECT examples7• PROJECT

MANAGEMENT books8

“Why do so many professionals say they are project managing, when what they are

actually doing is fire fighting?”

Colin BentleyProject Management Professional,

One of the Authors of PRINCE2

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Project Integration Management includes the processes required to ensure that the various elements of the project are coordinated

• It involves making trade-offs among competing objectives and alternatives to meet or exceed stakeholder needs and expectations.

• The processes involved in Integration Management are primarily integrative:

• Project Plan Development • Project Plan Execution• Integrated Change Control

• These processes interact with each other and with other processes in the other knowledge areas of the project management.

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A project management plan is a fundamental tool for the project manager to deliver the project successfully

• A project plan is a strategic and formalized roadmap to accomplish the project´s objectives by describing how the project is to be executed, monitored and controlled.

• A project plan will vary based on size, complexity, risk, and/or sensitivity of the project.

• Implementing the project plan requires competency in all of the project management knowledge areas and is critical to the success of the project.

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A project management plan is a fundamental tool for the project manager to deliver the project successfully

The project plan is used to:• Guide project execution• Document project planning assumptions• Document project planning decisions

regarding alternatives chosen• Facilitate communication among

stakeholders• Define key management reviews as to

content, extent and timing• Provide a baseline for progress

measurement and project control

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Project Plan Development – integrating and coordinating all project plans to create a consistent, coherent document

INPUTS

• Other planning outputs

• Historical information

• Organizational policies

• Constraints• Assumptions

TOOLS AND TECHNIQUES

• Project planning methodology

• Stakeholder skills and knowledge

• Project management information system (PMIS)

• Earned value management (EVM)

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Project Plan Development – Inputs

• Other planning outputs. All of the outputs of the planning processes in the other knowledge areas are inputs to developing the project plan.

• Historical information. The available historical information such as estimating databases, records of past project performance should have been consulted during the other project planning processes.

• Organizational policies. Any and all of the organizations involved in the project may have formal and informal policies whose effects must be considered.

• Constraint is an applicable restriction that will affect the performance of the project.

• Assumptions - are factors that, for planning purposes, are considered to be true, real, or certain. They affect all aspects of project planning, and are part of the progressive elaboration of the project.

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Project Plan Development – Tools and Techniques

• Project planning methodology is any structured approach used to guide the project team during development of the project plan (e.g. PRINCE2, see the lecture PRINCE2).

• Project management information system (PMIS) consists of the tools and techniques used to gather, integrate, and disseminate the outputs of project management. A PMIS is typically one or more software applications and a methodical process for collecting and using project information (e.g. SharePoint, in-STEP Blue, MS Project etc.)

• Stakeholder skills and knowledge. Every stakeholder has skills and knowledge that may be useful in developing the project plan. The project management team must create an environment in which the stakeholders can contribute appropriately.

• Earned value management (EVM) is a technique used to integrate the project´s schedule and budget and to measure and report project performance from initiation to closeout.

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Project Plan Development – Outputs

Project plan commonly includes:• Project charter• A description of the project management

approach or strategy • Scope statement with project objectives and

deliverables• Work breakdown structure• Cost estimates, schedule, responsibility

assignments • Major milestones and target dates• Key or required staff• Risk management plan • Open issues and pending decisions

Supporting detail for project plan includes:• Outputs from other planning processes that

are not included • Technical information• Documentation of relevant standards • Specifications from early project

developments planning

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Project Plan Execution – carrying out the project plan by performing the activities included therein

INPUTS

• Project plan• Supporting detail• Organizational

policies • Preventive action• Corrective action


• General management skills

• Product skills and knowledge

• Work authorization system

• Status review meetings

• Project management information system

• Organizational procedures

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Project Plan Execution – Inputs

• Project plan – the formal, approved document used to manage project execution.

• Supporting details – additional information for the project plan.

• Organizational policies. Any and all of the organizations involved in the project may have formal and informal policies whose effects must be considered.

• Preventive action is anything that reduces the probability of potential consequences.

• Corrective action is anything done to bring expected future project performance in line with the project plan.

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Project Plan Execution – Tools and Techniques

• General management skills such as leadership, communicating, and negotiating are essential to effective project plan execution.

• Product skills and knowledge. The project team must have access to an appropriate set of skills and knowledge about the project´s product.

• Work authorization system is a formal procedure for sanctioning project work to ensure that the work is done at the right time and in the proper sequence. The primary is typically written authorization to begin on a specific activity or work package.

• Status review meetings are regularly scheduled meetings held to exchange information about the project.

• Project management information system (PMIS) consists of the tools and techniques used to gather, integrate, and disseminate the outputs of project management.

• Organizational procedures. Any and all of the organizations involved in the project may have formal and informal procedures that are useful during project execution.

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Project Plan Execution – Outputs

• Work results are outcomes of the activities performed to accomplish the project. Information on work results is collected as part of project plan execution and fed into the performance reporting process.

• Change requests are often identified while the work of the project is being done (e.g. to modify cost, or schedule estimates, etc.).

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Integrated Change Control – coordinating changes across the entire project

INPUTS

• Project plan• Performance

reports • Change requests


• Change control system

• Configuration management

• Performance measurement

• Additional planning

• Project management information system

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Integrated Change Control – Inputs

• Project plan provides the baseline against which changes will be controlled.

• Performance reports provide information on project performance. They also alert the project team to issues that may cause problems in the future.

• Change requests occur in many forms – oral or written, direct or indirect, externally or internally initiated, legally mandated or optional, etc.

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Integrated Change Control – Tools and Techniques

• Change control system is a collection of formal, documented procedures that defines how project performance will be monitored, evaluated, and changed. Change control systems can include people responsible for approving or rejecting proposed changes.

• Configuration management is subset of the change management control system and is used to ensure that the description of the project´s product is correct and complete.

• Performance measurement help to assess whether variances from the plan require corrective actions.

• Additional planning. Projects seldom run exactly according to plan. Some changes may require additional planning.

• Project management information system (PMIS) consists of the tools and techniques used to gather, integrate, and disseminate the outputs of project management.

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Project Plan Execution – Outputs

• Project plan updates are any modification to the content of the project plan or the supporting detail.

• Corrective action is anything done to bring expected future project performance in line with the project plan.

• Lessons learned should be documented so that they become part of the historical database.

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Project documentation is used to define the way we manage projects and the governance surrounding them

Examples:• Activity attributes• Activity cost estimates• Activity list• Assumption log • Basis of estimates • Charter• Contracts • Duration estimates • Forecasts • Milestone list• Performance report• Project funding requirements

• Proposals• Procurement documents • Project organization structure• Quality control measurements • Quality checklists • Quality metrics • Resource breakdown structure• Resource requirements• Risk register• Roles and responsibilities• Stakeholder management strategy• Teaming agreements• Team performance assessment etc.

“Project management can be defined as a way of developing structure in a complex

project, where the independent variables of time, cost, resources and human behaviour

come together.”


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Key Takeaways

• Project Integration Management includes the processes required to ensure that the various elements of the project are coordinated.

• The processes involved in Integration Management are: Project Plan Development, Project Plan Execution, Integrated Change Control.

• A project plan is a strategic and formalized roadmap to accomplish the project´s objectives by describing how the project is to be executed, monitored and controlled.

• Project Plan Development – integrating and coordinating all project plans to create a consistent, coherent document.

• Project Plan Execution – carrying out the project plan by performing the activities included therein.• Integrated Change Control – coordinating changes across the entire project. • Project documentation is used to define the way we manage projects and the governance

surrounding them.

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PROJECT TIMEMANAGEMENT Module: Project Management in Media, Arts & Entertainment Lecturer: Thorsten KlieweDate:



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In this course you will be introduced to project time management


time management is;• to have an awareness of which activities are


for project time management;• to have an awareness of which tools can be

used for project time management.

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Table of Contents

• PROJECT time management 1

• ACTIVITY definition2

• ACTIVITY sequencing 3• ACTIVITY duration

estimating 4

• SCHEDULE development5

• SCHEDULE control6• PROJECT examples7• PROJECT MANAGEMENT

books8

“A plan is what, a schedule is when. It takes both a plan and a schedule to get things

done.”

Peter Turla Time-management Expert,

President of the National Management Institute

84


Project Time Management includes the processes required to ensure timely completion of the project

• It involves determining the delivery dates and milestones whilst taking all of the known constraints into account.

• The processes involved in Time Management are:

• Define activities• Sequence activities • Estimate activity durations• Develop schedule• Control schedule

• These processes interact with each other and with processes in the other knowledge areas.

85


Project Time Management includes the processes required to ensure timely completion of the project

Process Project Group Key Deliverables

Define activities

Planning

Activity listActivity attributes

Sequence activities Project schedule network diagrams

Estimate activity duration Activity duration estimates

Develop schedule Schedule baseline project schedule

Control schedule Monitoring and controlling Work performance informationSchedule forecasts

Annex

86


Time management planning should be carried out with the input of the project team that is going to actually do the work

• Time management planning should be carried out with the input of the project team that is going to actually do the work.

• This ensure that sequencing and activity duration estimates are realistic.

Project Time Management

Determine Delivery Dates

Define Milestones

87


Activity Definition – identifying the specific tasks needed to be done in order to produce the project́ s deliverables


Determine Delivery dates

INPUTS

• Work breakdown structure

• Scope statement • Historical

information• Constraints • Assumptions • Expert

judgements


• Decompositions • Templates

88


Activity Definition – Inputs

• Work breakdown structure defines each deliverable and the decomposition of the deliverable into work packages.

• Scope statement includes the products scope description of the project deliverables and defines the product user acceptance criteria.

• Historical information – activities which were required on previous, similar projects.

• Constraints – factors that will limit the project managements team´s options.

• Assumptions – are factors that, for planning purposes, are considered to be true, real, or certain.

• Expert judgement is required to assess the inputs to this process. Such expertise may be provided by any group or individual with specialized knowledge or training.

89


Activity Definition – Tools and Techniques

• Decomposition – in order to produce activity list it is necessary to divide work packages into smaller. Decomposition produce more manageable components to provide better management control.

• Work package is the lowest level of the work breakdown structure and is defined as the effort required to produce a deliverable within a project.

• Templates. An activity list from pervious project is often usable as a template for a new project.

Work Packages – deliverable

product based on Scope

Activities – work that needs to be done to complete a work package

90


Activity Definition – Outputs

• Activity list includes all activities that will be performed on the project. It should be organized as an extension to the Work Breakdown Structure to help ensure that it is complete.

• Supporting detail for the activity list should be documented and organized as needed to facilitate its use by other project management processes.

• Work breakdown structure updates. Any such updates must be reflected in work breakdown structure.

91


Activity Sequencing – sequencing activities according their dependencies, identifying and documenting logical relationships



INPUTS

• Activity list• Product

description • Mandatory

dependencies• Discretionary

dependencies • External

dependencies • Milestones


• Precedence diagramming method

• Arrow diagramming method

• Network templates

92


Activity Sequencing – Inputs

• Activity list includes all activities that will be performed on the project. It should be organized as an extension to the Work Breakdown Structure to help ensure that it is complete.

• Product description. Product characteristics often affect activity sequencing.

• Milestones are significant points or events in the project.

• Dependencies (mandatory, discretionary, external) …

93


Mandatory, discretionary, external are dependencies used to define the sequence among the activities

Category Dependency Explanation Example

Mandatory vs. Discretionary

Mandatory (hard logic) Involves physical limitations; contractual or legal obligations

When constructing a new building, building the walls is dependent on laying the foundations

Discretionary (soft logic) Based on knowledge best practices or preference

A – furnish room 1; B – furnish room 2 (A can be before B, B can be before A, A and B can be independently performed)

External vs. Internal

External Outside of project team's control. Based on relationship of project activities outside project

Testing activity in a software project can be dependent on the delivery of hardware from an external source

Internal Within project team´s control. Based on relationship between project activities

A – Questionnaire (draft); B - Questionnaire (translation)

Annex

94


Activity Sequencing – Tools and Techniques

• Precedence diagramming method (PDM) is a method of constructing a project network diagram that uses boxes or rectangles to represent the activities and connects them with arrows that show the dependencies.

• Arrow diagramming method uses arrows to represent the activities and connects them at nodes to show their dependencies.

• Network templates can be used to expedite the preparation of project network diagrams. They can include an entire project or only a portion of it.

Start

A

ED

Finish

CB

F

Start Finish

AB

C

FE

D

95


Activity Sequencing – Outputs

• Project networks diagrams are schematic displays of the project´s activities and the logical relationships (dependencies) among them (see slide 16).

• Activity list updates. Project network diagrams may reveal instances where an activity must be divided or otherwise redefined to diagram to correct logical relationships.

96


Activity Duration Estimating – taking information on project scope and resources and developing durations for input to schedule



INPUTS

• Activity list• Constraints• Assumptions • Resource

requirements• Resource

capabilities• Historical

information• Identified risks


• Expert judgement

• Analogues estimating

• Quantitatively based durations

• Reserve time

97


Activity Duration Estimates – Inputs

• Activity list is a documented tabulation which includes all activities that will be performed on the project.

• Constraints – factors that will limit the project managements team´s options (imposed dates or key events and milestones).

• Assumptions – are factors that, for planning purposes, are considered to be true, real, or certain.

• Resource capabilities. The duration of most activities will be influenced by the capabilities of the people and material resources assigned to them.

• Resource requirements. The duration of most activities will be influenced by the resources assigned to them.

• Historical information. Activities that were required on previous, similar projects may have information on durations of them.

• Identified risks. The project team considers information on identified risks when producing estimates of activity durations, since risks can have an influence on duration.

98


Activity Duration Estimates – Tools and Techniques

• Expert judgement. Durations are often difficult to estimate because of the number of factors that influence them. Expert judgement is required to assess the inputs to this process.

• Analogous estimating means using the actual duration of a previous, similar activity as the basis for estimating the duration of a future one.

• Reserve time. Projects teams may choose to incorporate an additional time frame (contingency reserve, time buffer, etc.) that should be added to the activity duration as recognition of schedule risk.

• Quantitatively based durations. The quantities to be performed for each specific work category (e.g. number of drawings) defined by the engineering/design effort, when multiplied by the productivity unit rate (e.g. hours per drawing) can be used to estimate activity durations.

99


Activity Duration Estimates – Outputs

• Activity duration estimates are quantitative assessments of the likely number of work periods that will be required to complete an activity.

• Basis of estimates. Assumptions made in developing the estimates must be documented.

• Activity list updates include activity attributes and assumptions made in developing the activity duration estimates.

100


Schedule Development – determining start and finish dates for project activities



INPUTS

• Project network diagrams

• Activity duration estimates

• Resource requirements

• Calendars • Constraints • Assumptions • Risk

management plan


• Schedule network analysis

• Critical path analysis

• Schedule compression

101


Schedule Development – Inputs

• Project networks diagrams are schematic displays of the project´s activities and the logical relationships (dependencies) among them (see slide 16).

• Activity duration estimates are quantitative assessments of the likely number of work periods that will be required to complete an activity.

• Resource requirements. The duration of most activities will be influenced by the resources assigned to them.

• Calendars. Project and resource calendars identify when work is allowed. A five-day workweek is an example of calendar usage.

• Constraints – factors that will limit the project managements team´s options (imposed dates or key events and milestones).

• Assumptions are factors that, for planning purposes, are considered to be true, real, or certain.

• Risk management plan describes how risk identification, qualitative and quantitative analysis, response planning, monitoring, and control will be structured and performed during the project life cycle.

102


Schedule Development – Tools and Techniques

• Schedule network analysis – graphic representation of the project´s activities, the time it takes to complete them, and the sequence in which they must be done. Project management software is typically used to create Gannt and PERT charts.

• Critical Path Analysis – process of looking at all of the activities that must be completed, and calculating the “best line” – or critical path – to take so that you´ll complete the project in the minimum amount of time.

• Schedule compression helps shorten the total duration of a project by decreasing the time allotted for certain activities. It's done so that you can meet time constraints, and still keep the original scope of the project. Two methods:

• Crashing – this is where you assign more resources to an activity, thus decreasing the time it takes to complete it.

• Fast-tracking – this involves rearranging activities to allow more parallel work.

103


A Gantt chart is one of the most popular and useful ways of showing activities (tasks or events) displayed against time

Gantt charts: • assess how long a project should take, • determine the resources needed,• plan the order in which tasks should be

completed • manage the dependencies between tasks.

Annex

URL: https://www.mindtools.com/pages/article/newPPM_03.htm

104


A PERT chart is a project management tool used to schedule, organize, and coordinate tasks within a project

A PERT (Program Evaluation Review Technique) chart presents a graphic illustration of a project as a network diagram consisting of numbered nodes (either circles or rectangles) representing events, or milestones in the project linked by labelled vectors (directional lines) representing tasks in the project. The direction of the arrows on the lines indicates the sequence of tasks.

Annex

URL: http://searchsoftwarequality.techtarget.com/definition/PERT-chart

105


The critical path is defined as the series of activities that have zero float

The essential technique is to construct a model of the project that includes the following:• A list of all activities required to complete the

project.• The time that each activity will take to

completion.• The dependencies between the activitiesUsing this information, critical path analysis calculates:• The longest path of planned activities to the

end of the project.• The earliest and latest that each activity can

start and finish without making the project longer.

Annex

106


Schedule Development – Outputs

• Project schedule includes at least planned start and expected finish dates for each activity. May be represented in summary form or in detail, usually graphically using one of the following formats:

• Project network diagrams• Bar charts • Milestone charts

• Supporting detail for the project schedule includes documentation of all identified assumptions and constraints.

• Schedule management plan defines how changes to the schedule will be managed.

• Resource requirements updates may have a significant effect on preliminary estimates of resource requirements.

107


Schedule Control – monitoring the status of and managing changes to the schedule baseline



INPUTS

• Project schedule • Performance

reports • Change requests• Schedule

management plan


• Schedule change control system

• Performance measurement

• Additional planning

• Project management software

• Variance analysis

108


Schedule Control – Inputs

• Project schedule, called schedule baseline, provides the basis for measuring and reporting schedule performance.

• Performance reports provide information on schedule performance, such as which planned dates have been met and which have not.

• Change requests may require extending the schedule or may allow accelerating it.

• Schedule management plan defines how changes to the schedule will be managed.

109


Schedule Control – Tools and Techniques

• Schedule change control system defines the procedures by which the project schedule may be changed.

• Performance measurement helps to assess the magnitude of any variations that do occur. Optimal performance is sustainably achieving multiple, often conflicting, objectives under changing conditions.

• Additional planning. Prospective changes may require new or revised activity duration estimates, modified activity sequences.

• Project management software is widely assist with schedule development (SAP, in-STEP Blue, etc.).

• Variance analysis. Comparing target dates with the actual/forecast start and finish dates provides useful information for the detection of deviations and for implementing of corrective solutions in case of delays.

110


Schedule Control – Outputs

• Schedule updates – any modifications to the schedule information that is used to manage the project. Revisions are changes to the schedule start and finish dates in the approved project schedule.

• Corrective actions is anything done to bring expected future schedule performance in line with the project plan.

• Lessons learned. The causes of variances, the reasoning behind the corrective action chosen should be documented, so that they become part of historical database.

“Time management is an oxymoron. Time is beyond our control, and the clock keeps

ticking regardless of how we lead our lives. Priority management is the answer to

maximizing the time we have.”

John C. MaxwellLeadership Expert, Speaker, Author

112









113


Key Takeaways

• Project Time Management includes the processes required to ensure timely completion of the project.

• Time management planning should be carried out with the input of the project team that is going to actually do the work.

• The processes involved in Time Management are define activities, sequence activities, estimate activity durations, develop schedule, control schedule.

• Activity Definition – identifying the specific tasks needed to be done in order to produce the project´s deliverables.

• Activity Sequencing – sequencing activities according their dependencies, identifying and documenting logical relationships.

• Activity Duration Estimating – taking information on project scope and resources and developing durations for input to schedule.

• Schedule Development – determining start and finish dates for project activities. • Schedule Control – monitoring the status of and managing changes to the schedule baseline.

114



PROJECT QUALITYMANAGEMENT Module: Project Management in Media, Arts & Entertainment Lecturer: Thorsten KlieweDate:



116


In this course you will be introduced to project quality management

By the end of this session you should be able:• to have an understanding of what quality is;• to understand what project quality

management is;• to have an awareness of processes

involved;• to understand how to use tools and

techniques required for each of processes.

117


Table of Contents

• What is QUALITY?1• What is project QUALITY

management?2

• QUALITY planning3

• QUALITY assurance4

• QUALITY control5

• PROJECT examples6• PROJECT MANAGEMENT

books7

“Quality in a service or product is not what you put into it. It is what the client or

customer gets out of it.”

Peter DruckerAmerican management consultant,

Professor, and Author

119


Quality means the totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs

• According to the International Organization for Standardization (ISO), quality is “the degree to which a set of inherent characteristics fulfill requirements.”

• The requirements of a product or process can be categorized or given a grade that will provide a basis for comparison.

• The quality is determined by how well something meets the requirements of its grade.

120


Project quality management is all of the processes and activities needed to determine and achieve project quality

• Project Quality includes the processes required to ensure that the project will satisfy the needs for which it was undertaken.

• The processes involved are:• Quality Planning • Quality Assurance • Quality Control


121


Quality Planning – identifying which quality standards are relevant to the project and determining how to satisfy them



INPUTS

• Quality policy• Scope statement • Product

description • Standards and

regulations • Other process

outputs


• Benefit/cost analysis

• Benchmarking • Flow-charting • Design of

experiments • Cost of quality

122


Quality Planning – Inputs

• Quality policy is the overall intentions and direction of an organization with regard to quality, as formally expressed by top management. The quality policy of the performing organization can be adopted “as it” for use by the project.

• Scope statement is key input to quality planning since it documents major projects deliverables, as well as the project objectives that serve to define important stakeholder requirements.

• Product description will often obtain details of technical issues and other concerns that may affect quality planning.

• Standards and regulations. The project management team must consider any application area-specific standards or regulations that may affect the project.

• Other process outputs. In addition to the scope statement and product description, processes in other knowledge areas may produce outputs that should be considered as part of quality planning.

123


Quality Planning – Tools and Techniques

• Benefit/cost analysis. The primary benefit of meeting quality requirements is less rework, which means higher productivity, lower costs, and increased stakeholder satisfaction.

• Benchmarking involves comparing actual or planned project practices to those of other projects to generate ideas for improvement and to provide a standard by which to measure a performance.

• Flow chart is any diagram that shows how various elements of a system relate. Flowcharting techniques commonly used in quality management include:

• Cause-effect diagrams• System or process flow charts

• Design of experiments is a structured, planned method, which is used to find the relationship between different factors that affect a project and the different outcomes of the project.

• Cost of quality refers to the total cost of all efforts to achieve product or service quality, and includes all work to ensure conformance to requirements, as well as all work resulting from non-conformance to requirements:

• Prevention costs• Appraisal costs• Failure costs

124


Cost-benefit analyses are performed when there is a change that is pending to ensure the benefits from changes outweigh the costs

• A cost-benefit analysis is a study to determine the relationships between the benefits and the costs of changes to processes, policies and procedures.

• The costs should be stated in financial units.

How to use?Step 1: determine all costs associated with the processes affected by a proposed change.Step 2: have these costs validated by accounting staff or by the appropriate financial group.Step 3: identify the changes to the processes and calculate the costs to execute the new process going forward.

Step 4: determine the costs of implementing the changes to the process. Step 5: calculate the benefits projected from making these changes.Step 6: determine the cost-benefit ratio: divide the total of the projected benefits by the total costs. A higher the ratio of benefits to costs indicates a positive change.Step 7: communicate to management to obtain approval and implement the changes.Step 8: periodically assess and calculate whether the benefits and costs forecasted were realized and recalculate the cost-benefit analysis.

Annex

125


System or process flow charts show how various elements of a system interrelate

• The main reason of using process flowchart is to show the sequential order of the separate steps of the process.

• Procedures may be an acceptable way to document processes provided they describe inputs and outputs, appropriate responsibilities, controls and resources needed to satisfy project requirements.


Sample Process Flowchart

Annex

126


Cause-and-effect Diagram identifies many possible causes for an effect or problem and sorts ideas into useful categories

1. Agree on a problem statement.2. Brainstorm major categories of causes of

the problem.3. Brainstorm all the possible (primary) causes

of the problem (they can relate to major categories).

4. Brainstorm secondary causes branching off the causes.

5. Focus on areas where ideas are few.

Equipment Process People

Effect

Materials Environment Management

Primary Cause

Secondary Cause

Annex

127


Design of experiments allows for multiple input to ne manipulated determining their effect on a desired output (response)

Use design of experiment when more than one input factor is suspected of influencing an output.

How to use?• Acquire a full understanding of the inputs and

outputs being investigated. A process flow diagram or process map can be helpful.

• Determine the appropriate measure for the output. A variable measure is preferable.

• An experimental plan is produced which tells the experimenter where to set each test parameter for each run of the test

• The response is then measured for each run.

• The method of analysis is to look for differences between response (output) readings for different groups of the input changes.

• These differences are then attributed to the input variables acting alone (called a single effect) or in combination with another input variable (called an interaction).

Design of experiment PDCA:• PLAN – form a hypothesis and create an experimental

design.• DO – test the hypothesis.• CHECK – verify the replicability of the experiment.• ACT – make this proven hypothesis a part of standard.

Annex

128


Quality Planning – Outputs

• Quality management plan should describe how the project management team will implement its quality policy. It provides input to the overall project plan, and must address quality control, quality assurance, and quality improvement for the project.

• Operational definitions describe, what something is and how it is measured by the quality control process (e.g. it is enough to say that meeting the planned schedule dates is a measure of management quality; it is also must be indicated whether every activity must start and finish on time, whether individual activities will be measured, or only certain ones, etc.).

• Checklist is a structured tool, usually item specific, used to verify that a set of required steps has been performed. Many organizations have standardized checklists available to ensure consistency in frequently performed tasks.

• Inputs to other processes. The quality planning process may identify a need for further activity in another area.

129


Quality Assurance – evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards



INPUTS

• Quality management plan

• Results of quality control measurements

• Operational definitions


• Quality planning tools and techniques

• Quality audits

130


Quality Assurance – Inputs


• Results of quality measurements are records of quality control testing and measurement in a format for comparison and analysis .

• Operational definitions describe, what something is and how it is measured by the quality control process.

131


Quality Assurance – Tools and Techniques

• Quality planning tools and techniques can be used for quality assurance as well:

• Benefit/cost analysis• Benchmarking • Flow-charting • Design of experiments • Cost of quality

• Quality audit is a structured review of other quality management activities. The objective is to identify lessons learned that can improve performance of this project or of other projects within the performing organization.

132


Quality Assurance – Outputs

• Quality improvement includes taking action to increase the effectiveness and efficiency of the project to provide added benefits to the project stakeholders. In most cases, implementing quality improvements will require preparation to change requests or taking of corrective action.

133


Quality Control – monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory results



INPUTS

• Work results • Quality

management plan

• Operational definitions

• Checklists


• Inspection • Control charts • Pareto diagrams • Statistical

sampling • Flow-charting • Trend analysis

134


Quality Control – Inputs

• Work results are the outcomes of the activities performed to accomplish project and include both process and product results . Information about the planned or expected results (from the project plan) should be available along with information about the actual results.


• Operational definitions describe, what something is and how it is measured by the quality control.

• Checklist is a structured tool, usually item specific, used to verify that a set of required steps has been performed. Many organizations have standardized checklists available to ensure consistency in frequently performed tasks.

135


Quality Control – Tools and Techniques

• Inspection includes activities such as measuring, examining, and testing undertaken to determine whether results conform to requirements. Inspection may be conducted at any level.

• Control charts are graphic display of the results, over time, of a process. They are used to determine if the process is “in control”.

• Pareto diagram is a histogram, ordered by frequency of occurrence, that shows how many results were generated by type or category of identified cause.

• Statistical sampling involves choosing part of population of interest of inspection (e.g. selecting 10 engineering drawings at random from a list of 80).

• Flow chart shows how various elements of a system relate (cause-effect diagrams, system or process flow charts) and is used in quality control to help analyze how problems occur.

• Trend analysis involves using mathematical techniques to forecast future outcomes based on historical events.

136


Pareto chart is used to graphically summarize and display the relative importance of the differences between groups of data

• Decide what categories you will use to group items;

• Decide what measurement is appropriate. Common measurements are frequency, quantity, cost and time.

• Decide what period of time the chart will cover.

• Collect the data, recording the category each time.

• Subtotal the measurements for each category.

• Determine the appropriate scale for the measurements you have collected.

• Construct and label bars for each category.

Example shows how many customer complaints were received in each of five categories.

Nancy R. Tague’s (2005): The Quality Toolbox, Second Edition. ASQ Quality Press, p. 376.

Annex

137


Quality Control – Outputs

• Quality improvement includes taking action to increase the effectiveness and efficiency of the project to provide added benefits to the project stakeholders.

• Acceptance decisions. The items inspected will be either accepted or rejected (may require rework).

• Rework is action taken to bring a defective or nonconforming item into compliance with requirements or specifications .

• Completed checklists. If checklists are used, the should become part of the project´s records.

• Process adjustments involve immediate corrective or preventive action as a result of quality control measurements.

“Productivity and efficiency can be achieved only step by step with sustained hard work, relentless attention to details and insistence

on the highest standards of quality and performance”

Jehangir Ratanji Dadabhoy TataFrench-born Indian Aviator,

Business Tycoon

139









140


Key Takeaways

• Quality means the totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs.

• Project quality management is all of the processes and activities needed to determine and achieve project quality.

• Project Quality includes the processes required to ensure that the project will satisfy the needs for which it was undertaken: Quality Planning, Quality Assurance, Quality Control.

• Quality Planning – identifying which quality standards are relevant to the project and determining how to satisfy them.

• Quality Assurance – evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.

• Quality Control – monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory results.

141



PROJECT HUMAN RESOURCEMANAGEMENT Module: Project Management in Media, Arts & Entertainment Lecturer: Thorsten KlieweDate:



143


In this course you will be introduced to project human resource management


human resource management is;• to understand which activities are


for project human resource management;• to have an awareness of which tools can be

used for project human resource management and how to use them.

144


Table of Contents

• PROJECT human resource management 1

• Organizational PLANNING2

• STAKEHOLDER analysis 3

• STAFF acquisition 4

• TEAM development 5• TUCKMAN´s model of group

development6• PROJECT examples7• PROJECT MANAGEMENT

books8

“Coming together is a beginning. Keeping together is progress. Working together is success.”

Henry FordAmerican Industrialist,

Founder of The Ford Motor Company

146


Project Human Resource Management includes the processes to make the most effective use of the people involved

• The purpose of Project Human Resource Management is to ensure that the project has sufficient human resources, with the correct skill set and experience, for the project to be successfully completed.

• The processes involved are:• Organizational Planning • Staff Acquisition • Team Development


147


Project Time Management includes the processes to make the most effective use of the people involved with the project

Process Project Group Key Deliverables

Organizational Planning Planning Human Resource (HR) Plan

Staff Acquisition Execution

Project Staff Assignments

Team Development Team Performance Assessments

Annex

• Projects require specialized resources with the skills, competencies and experience to fill a variety of critical roles.

• Some of the many topic include:• Leading, communicating, negotiating, and others;• Delegating, motivating, coaching, mentoring, and the other subjects related to dealing with individuals;• Team building, dealing with conflict, and other subjects related to dealing with groups;• Performance appraisal, recruitment, retention, labor relations, health and safety regulations, and other subjects related to

administrating the human resource function.

• krdjghöarjgn

148


Organizational Planning – identifying, documenting, assigning project roles, responsibilities, reporting relationships



INPUTS

• Project interfaces• Staffing

requirements• Constraints


• Templates• Human resource

practices• Organizational

theory • Stakeholder

analysis

149


Organizational Planning – Inputs

• Project interfaces include:• Organizational interfaces – formal

and informal reporting relationships among different organizational units;

• Technical interfaces – formal and informal reporting relationships among different technical disciplines;

• Interpersonal interfaces – formal and informal reporting relationships among different individuals working on the project.

• Staffing requirements define what kinds of competencies are required from what kind of individuals or groups and in what time frames. Staffing requirements are a subset of overall resource requirements.

• Constraints are factors that limit the project team´s options. Common factors that may constrain how the team is organized include:

• Organizational structure of the performing organization;

• Collective bargaining agreements;• Preferences of the project

management team;• Expected staff assignments.

150


Organizational Planning – Tools and Techniques

• Templates. Using the role and responsibility definitions or reporting relationships of a similar project can help expedite the process of planning.

• Human resource practices. Many organizations have a variety of policies, guidelines, and the procedures that can help with planning.

• Organizational theory, which describes how organizations can be structured, could be used for organizational planning.

• Stakeholder analysis. The identification of stakeholders and the needs of the various stakeholders should be analysed to ensure that their needs will be met.

151


Stakeholder analysis is the technique used to identify the key people who have to be won over

The benefits of using stakeholder-based approach are that:• You can use the opinions of the most powerful

stakeholders to shape your projects at an early stage;

• Gaining support from powerful stakeholders can help you to win more resources;

• By communicating with stakeholders early and frequently, you can ensure that they fully understand what you are doing and understand the benefits of your project.

• You can anticipate what people´s reaction to your project may be, and build into your own plan the actions that will win people´s support.

Identify Prioritize Understand

152


Step 1 – identify your stakeholders; Step 2 – prioritize your stakeholders; Step 3 – understand your key stakeholders

Step 1 – to brainstorm who your stakeholders are – to think of all people:• Who are affected by your work, • Who have influence or power over it,• Who have an interest in its successful or

unsuccessful conclusion.

Step 2 – to map stakeholders and classify them by their power and by their interest.

Step 3 – to know more about stakeholders (a good way to do it is to talk to them directly).

Keep satisfied

Keep informed

Monitor(minimum

effort)

Manage closely

Interest

Pow

er

Low

Low

High

High

153


Step 3 – understand your key stakeholders

Key questions that can help you to understand your stakeholders: • What financial or emotional interest do they have in the outcome of your work? • What motivates them most of all?• What information do they want from you?• What is the best way of communicating your message to them?• What is their current opinion of your work? • Who influences their opinions generally, and who influences their opinion of you? • If they are not likely to be positive, what will win them around to support your project?• If you don't think you will be able to win them around, how will you manage their opposition?• Who else might be influenced by their opinions?

Annex

154


Organizational Planning – Outputs

• Role and responsibilities assignments. Project roles and responsibilities must be assigned to the appropriate project stakeholders. Project roles and responsibilities should be closely linked to the project scope definition.

• Staffing management plan describes when and how human resources will be brought onto and taken off the project team.

• Organization chart is any graphic display of project reporting relationships.

• Supporting detail usually includes:• Job descriptions;• Training needs, etc.

Project Manager

Hardware Leader

Software Leader

Production Leader

Engineer 1

Engineer 2

Engineer 3

Programmer 1

Programmer 2

Line Leader 1

Line Leader 1

Line Leader 1

Project Organization Chart

155


A responsibility assignment matrix (RAM) is often used to link roles and responsibilities to the project scope definition

Output – Role and responsibilities assignments

• High level RAM can define which particular team is responsible for each component of the work breakdown structure

• Lower level RAM is used within the group to assign roles and responsibilities for specific activities to particular individuals

R – responsible for doing the workA – accountable for the work being doneC – must be consulted for inputI – must be kept informed of progress and results

Funktion Project Sponsor Project Manager Developer Analyst

Project initiation R

Establish project plan R

Collate user requirement R

Define tech. requirements R

Develop software tools R

Test software R

Install Software R

Annex

Funktion Project Sponsor Project Manager Developer Analyst

Project initiation C A R

Establish project plan I A R C C

Collate user requirement I A I R

Define tech. requirements I A I R

Develop software tools I A R C

Test software I A C R

Install Software C A C R

156


Staff Acquisition – getting the human resources needed assigned to and working on the project



INPUTS

• Staffing management plan

• Staffing pool description

• Recruitment practices


• Negotiations • Preassignment • Procurement

157


Staff Acquisition – Inputs


• Staffing pool description. When the project management team is able to influence or direct staff assignments, it must consider the characteristics of the potentially available staff. This includes for example:

• Previous experience;• Availability;• Competences and proficiency.

• Recruitment practices. Organizations involved in the project may have policies, guidelines or procedures governing staff assignments.

158


Staff Acquisition – Tools and Techniques

• Negotiations. Staff assignments must be negotiated on most projects (e.g. with responsible functional managements, other project managements teams).

• Preassignment. In some cases staff can be preassigned to the project (e.g. when the project is a result of competitive proposal, or project is an internal project of the organization).

• Procurement management can be used to obtain the services of specific individuals and groups to perform project activities.

159


Staff Acquisition – Outputs

• Project staff assigned. The project is staffed when appropriate people have been assigned (full time, part time).

• Project team directory lists all the project team members and other stakeholders. May be formal or informal, based on needs of the project.

160


Team Development – developing individual and group competencies to enhance project performance



INPUTS

• Project staff• Project plan• Staffing

management plan

• Performance reports

• External feedback


• Team-building activities

• General management skills

• Reward and recognition

• Collocation• Training

161


Team Development – Inputs

• Project staff. The project is staffed when appropriate people have been assigned.

• Project plan describes the technical context within which team operates


• Performance reports provide feedback to the project team about performance against the project plan.

• External feedback. The project team must periodically measure itself against the expectations of those outside the project.

162


Team Development – Tools and Techniques

• Team-building activities include actions taken specifically and primarily to improve team performance and interpersonal relationships among key stakeholders.

• General management skills provide much of the foundation for building project management skills (e.g. leading, communicating, negotiating, problem solving, influencing the organisation).

• Reward and recognition systems are formal management actions that promote or reinforce desired behaviour. To be effective such systems must make the link between project performance and reward clear, explicit and achievable.

• Collocation involves placing all (or almost) of the most active project team members in the same place to enhance their ability to perform as a team (it makes communication easier, engenders a sense of team identity).

• Training includes all activities designed to enhance the competencies of the project team. If the project team members lack necessary management of technical skills, such skills must be developed as part of the project, or steps must be taken to restaff the project appropriately.

163


Tuckman´s model describes the process of team development, which consists of four stages

One of the most influential studies in team-building area is Tuckman´s group model. This model states that the group development should occur in four stages, which are necessary and inevitable in order for the team to grow, to face up the changes, to work, and to deliver results.

FOR

MIN

G

• Make contact and bonding• Develop trust

• Establish base level expectations

• Identify similarities • Agree on common goals

STO

RM

ING

• Identify power and control issues

• Gain skills in communication • Identify resources

• Express differences od ideas and opinions

• React to leadership

NO

RM

ING • Members agree about roles

and processes

• Decisions are made through negotiation and consensus building

PE

RFO

RM

ING

• Achieve effective and satisfying results

• Members find solutions to problems using appropriate controls

• Members work collaboratively• Members care about each

other• The group establishes a

unique identityTASKS

BEHAVIORS

• Each step builds on the previous one.• Each step prepares for the performing stage.• Skipping any step effect performing negatively.• With every new challenge, the process repeats. !

164


Tuckman´s model of group development consists of forming, storming, norming, performing

• Forming. This stage involves the bringing together of a group of individuals to forma team. The members are usually have positive expectations about the venture. Each individual´s behaviour is driven by a desire to be accepted by the other team member.

• Storming. People start to push against the boundaries established in the 1st stage, because they feel more able to express and question opinions. It may cause internal conflicts.

• Norming. People start to resolve their differences, appreciate colleagues' strengths, and respect authority of the leader. Team members know more about how to work with each other and develop problem-solving process, set of team values, measurement indicators.

• Performing. Team members are now competent, autonomous, able to handle the decision-making process without supervision, are confident about the outcome, enjoy open communication. Team has reached the final step of its development and now can bring real benefits to you and the organization.

Annex

165


Team Development – Outputs

• Performance improvements can affect many areas of project performance and include:

• Improvements in individual skills,• Improvements in team behaviours.

• Input to performance appraisals. Project staff should generally provide input to the appraisals of any staff members with whom they interact in significant way.

“Teamwork makes the dream work, but a vision becomes a nightmare when the leader

has a big dream and a bad team.”

John C. MaxwellLeadership Expert, Speaker, Author

167









168


Key Takeaways

• Project Time Management includes the processes to make the most effective use of the people involved with the project.

• The purpose of Project Human Resource Management is to ensure that the project has sufficient human resources, with the correct skill set and experience, for the project to be successfully completed.

• The processes involved are Organizational Planning, Staff Acquisition, Team Development. • Organizational Planning – identifying, documenting, assigning project roles, responsibilities,

reporting relationships.• Staff Acquisition – getting the human resources needed assigned to and working on the project.• Team Development – developing individual and group competencies to enhance project

performance.• Tuckman´s group model states that the group development should occur in four stages, which are

necessary and inevitable in order for the team to grow, to face up the changes, to work, and to deliver results.

169



PROJECT COMMUNICATIONSMANAGEMENT Module: Project Management in Media, Arts & Entertainment Lecturer: Thorsten KlieweDate:



171


In this course you will be introduced to project communications management


communications management is;• to have an awareness of which activities are


for project communications management;• to have an awareness of which tools can be

used for project communications management.

172


Table of Contents

• What is COMMUNICATION? 1• What is project

COMMUNICATIONS management? 2

• COMMUNICATIONS planning 3

• INFORMATION distribution 4

• PERFORMACE reporting 5

• Administrative CLOSURE 6• PROJECT examples7• PROJECT MANAGEMENT

books8

“You need to internalize good communication strategies as part of the

project culture.”

James BrownChair of the Project Management Center of Excellence DuPont

Pioneer, Project Management Professional

174


Communication is simply the act of transferring information from one place to another

• In general, communication is a means of connecting people or places.

• In business, it is a key function of management – an organization or project cannot operate without communication between levels, departments, employees or team members.

“A good communication process keeps stakeholders engaged and project teams motivated.”

Graham ColborneMember of the PMI Global Executive Council,

Project Management Professional

175


Project Communications Management is about keeping everybody in the loop

• Project Management includes the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of a project information.

• The processes involved are:• Communications Planning • Information Distribution • Performance Reporting • Administrative Closure


176


Communications Planning – determining the information and communications needs of the stakeholders



INPUTS

• Communications requirements

• Communications technology

• Constraints• Assumptions


• Stakeholder analysis

177


Communications Planning – determining the information and communications needs of the stakeholders

• The majority of communications planning is usually done as part of the earliest project phases.

• The results of this process should be reviewed regularly throughout the project and revised as needed to ensure continued applicability.

• Communications planning answers the following questions:

• who needs what information;• when they will need it;• how it will be given to them;• by whom.

178


Communications Planning – Inputs

• Communications requirements are the sum of the information requirements of the project stakeholders.

• Communications technologies or methods that are used to transfer information back and forth among project stakeholders.

• Constraints are factors that will limit the project management team´s options (e.g. if substantial project resources will be procured, more consideration will need to be given to handling contract information).

• Assumptions are factors that, for planning purposes, are considered to be true, real or certain.

179


Communications Planning – Inputs

Information typically required to determine project communications requirements includes:• Project organization and stakeholder

responsibility relationships;• Disciplines, departments, and specialties

involved in the project;• Logistics of how many individuals will be

involved with project and at which locations;• External information needs (e.g.

communicating with the media).

Communications technology factors that may affect the project include:• The immediacy of the need for information;• The availability of technology;• The expected project staffing (are the

systems compatible with experience and expertise of the project participants?);

• The length of the project (is the available technology likely to change before the project is over?).

Annex

180


Communications Planning – Tools and Techniques

• Stakeholder analysis. The identification of stakeholders and the needs of the various stakeholders should be analysed to ensure that their needs will be met (see Project Human Resources Management)

Stakeholder analysis is the technique used to identify the key people who have to be won over.

Step 1 – identify your stakeholders Step 2 – prioritize your stakeholders Step 3 – understand your key stakeholders

181


Communications Planning – Outputs

Communications management plan is document that provides:• A structure that details what methods will be

used to gather and store information;• A distribution structure that details to whom

information will flow, and what methods will be used;

• A description of the information to be distributed;

• Production schedules showing when each type of communication will be produced;

• Methods for accessing information between scheduled communications;

• A method fro updating and refining the plan.

182


Information Distribution – making needed information available to project stakeholders in a timely manner



INPUTS

• Work results • Communications

management plan

• Project plan


• Communications skills

• Information retrieval systems

• Information distribution methods

183


Information Distribution – Inputs

• Work results are outcomes of the activities to accomplish the project (e.g. which deliverables have been completed and which have not).

• Communications management plan is document that provides a structure that details what methods will be used for communication, what information will be transferred etc.

• Project plan is a formal, approved document used to manage project execution.

184


Information Distribution – Tools and Techniques

• Communication skills are used to exchange information. The sender is responsible fro making the information clear and complete. The receiver is responsible for making sure that the information is received and understood correctly.

• Information retrieval systems. Information can be shared by team members and stakeholders through a variety of methods and tools.

• Information distribution methods are used to distribute the information between project team members and stakeholders.

185



• Communication skills. Communication has many dimensions:

• Written and oral;• Internal (within the project) and

external (to the customer, media, public etc.);

• Formal (reports, briefings etc.) and informal;

• Vertical (up and down the organization) and horizontal (with peers).

Annex

SENDER RECEIVER

MESSAGE

FEEDBACK

186



• Information retrieval systems: • Manual filing systems;• Electronic databases;• Project management software etc.

• Information distribution methods:• Project meetings;• Hard-copy document distribution;• Shared access to networked

electronic databases; • Fax;• Email;• Voice mail;• Videoconferencing etc.

Annex

187


Information Distribution – Outputs

• Project records may include correspondence, memos, and documents describing the project.

• Project reports on project status and/or issues.

• Project presentations. The project team provides information formally, or informally, to any or all of the project stakeholders.

188


Performance Reporting – collecting and disseminating performance information



INPUTS

• Project plan• Work results• Other project

records


• Performance reviews

• Variance analysis• Trend analysis• Earned value

analysis• Information

distribution tools and techniques

189


Performance Reporting – collecting and disseminating performance information

This process includes:• Status reporting – describing where the

project now stands (e.g. status related to schedule and budget metrics);

• Progress reporting – describing what the project team has accomplished (e.g. percent complete to schedule, or what is completed versus what is in progress);

• Forecasting – predicting future project status and progress.

Performance reporting should generally provide information on scope, schedule, cost, and quality.

190


Performance Reporting – Inputs

• Project plan contains the various baselines to assess project performance.

• Work results should be reported within the framework provided by communications management plan.

• Other project records, in addition to the project plan and work results, often contain information pertaining to the project context that should be considered when assessing project performance.

191


Performance Reporting – Tools and Techniques

• Performance reviews are meetings held to assess project status and/or progress. They are typically used in conjunction with one or more following techniques.

• Variance analysis involves comparing actual project results to planned or expected results. It is usually the quantitative investigation of the difference between actual and planned behaviour.

• Trend analysis involves examining project results over time to determine if performance is improving or deteriorating.

• Earned Value Analysis is a method of performance measurement that uses “work in progress” to indicate what will happen to work in the future.

• Information distribution tools and techniques. Communications skills, information retrieval systems, information distribution methods (see Slide 15).

192


Earned Value Analysis is a method of performance measurement that indicates what will happen to work in the future

Earned Value (EA) involves calculating three key values for each activity:• The Planned Value (PV) is the portion of the

approved cost estimate planned to be spent on activity during a given period;

• The Actual Cost (AC) is the total of costs incurred in accomplishing work on the activity during a given period;

• The Earned Value (EV) is the value of the work actually completed.

These three values are used in combination to provide measures of whether or not work is being accomplished as planned.

Cost Variance (CV) CV = EV – ACSchedule Variance (SV) SV = EV – PV

These values can be converted to efficiency indicators to reflect cost and schedule performance of any project.

Cost Performance Index (CPI) CPI = EV/ACCPI is commonly used cost-efficiency indicator.

Schedule Performance Index (SPI) SPI = EV/PVSPI is used in conjunction with CPI to forecast the project completion estimates.

Annex

193


Performance Reporting – Outputs

• Performance reports organize and summarize the information gathered and present the results of any analysis. Common formats include:

• S-curves • Bar chats (Gantt charts)

• Histograms • Tables

• Change requests. Analysis of project performance often generates a requests for a change to some aspect of the project.

Cumulative Values

TimeData Date

Actual Costs

Planned Value

Earned Value


194


Administrative Closure – generating, gathering, and disseminating information to formalize a phase or project completion



INPUTS

• Performance measurement documentation

• Product documentation

• Other project records


• Performance reporting tools and techniques

• Project reports• Project

presentations

195


Administrative Closure – generating, gathering, and disseminating information to formalize a phase or project completion

• The project or phase, after either achieving its objectives or being terminated for other reasons, requires closure.

• It includes:• Collecting project records;• Ensuring that they reflect final

specifications;• Analysing project success,

effectiveness, and lessons learned;• Archiving such information for

future use.

196


Administrative Closure – Inputs

• Performance measurement documentation produced to record and analyse project performance including planning documents must be available for review during administrative closure.

• Product documentation. Documents produced to describe the product of the project must be available for review during administrative closure.

• Other project records in addition to the project plan and work results, often contain information pertaining to the project context that should be considered during administrative closure.

197


Administrative Closure – Tools and Techniques

• Performance reporting tools and techniques. Performance reviews, variance analysis, trend analysis, earned value analysis, information distribution tools and techniques (see Slide 22).

• Project reports on project status and/or issues (see Slide 18).

• Project presentations. The project team provides information formally, or informally, to any or all of the project stakeholders (see Slide 18).

“The single biggest problem in communication is the illusion that it has

taken place.”

George Bernard ShawIrish Playwright, Socialist,

Co-founder of the School of Economics

199









200


Key Takeaways

• Communication is simply the act of transferring information from one place to another.• Project Management includes the processes required to ensure timely and appropriate generation,

collection, dissemination, storage, and ultimate disposition of a project information. • The processes involved are Communications Planning, Information Distribution, Performance

Reporting, Administrative Closure.• Communications Planning – determining the information and communications needs of the

stakeholders.• Information Distribution – making needed information available to project stakeholders in a timely

manner.• Performance Reporting – collecting and disseminating performance information. • Administrative Closure – generating, gathering, and disseminating information to formalize a phase

or project completion.

201



PROJECT RISKMANAGEMENT Module: Project Management in Media, Arts & Entertainment Lecturer: Thorsten KlieweDate:



203


In this course you will be introduced to project risk management


risk is;• to have an awareness which activities risk

management includes;• to have an awareness of which tools can be

used for project risk management;• to understand, how project risks can be

identified and mitigated.

204


Table of Contents

• What is a RISK?1• What is a Project RISK

Management?2

• RISK Identification 3• Tools and Techniques for

RISK Identification 4

• RISK Evaluation 5

• RISK mitigation 6• PROJECT examples7• PROJECT MANAGEMENT

books8

“Risk is like fire: if controlled it will help you; if uncontrolled it will rise up

and destroy you.”

Theodore RooseveltAuthor, Statesman,

26th President of the United States

206


Risk is any uncertain event or condition that, if it occurs, has a positive or a negative effect on a project objective

• A project risk can be internal, can involve external events or can stem from any other circumstances that may hamper the project's overall success.

• There are four basic ways to handle risk:• Avoid• Mitigate• Transfer• Accept.

To be successful, the organization must be committed to addressing risk management throughout the project.

207


Project Risk Management is a systematic process of identifying, analysing, and responding to project risk

Managing risks on projects is a process that includes risk assessment and a mitigation strategy for those risks.• Risk assessment includes both the

identification of the potential risk and the evaluation of the potential impact of the risk.

• Risk mitigation plan is designed to eliminate or minimize the impact of the risk events – occurrences that have a negative impact on the project.

IDENTIFICATION EVALUATION MITIGATION

208


Risk identification involves determining which risks might affect the project and documenting their characteristics

• Risk identification requires an understanding of the project´s mission, scope, and objectives of the owner, sponsor, or stakeholders.

• Risks that may affect the project for better or worse can be identified and organized into risk categories. Some examples of categories for potential risks include:

• Technical • Cost• Schedule • Client • Weather

• Financial• Political• Environmental• People • Contractual

209


Tools and techniques for risk identification

• Documentation reviews• Information-gathering techniques:

• Brainstorming• Delphi technique• SWOT analysis • Interviewing

• Checklists • Assumptions analysis • Diagramming techniques:

• Cause-and-effect diagrams (Ishikawa)

• System or process flow charts• Influence diagrams

210



• Documentation reviews. Performing a structured review of project plans and assumptions, prior project files, and other information is generally the initial step taken by project teams for risk identification.

• Checklists can be developed based on historical information and knowledge that has been accumulated from previous similar projects and from other. They should itemize all types of possible risks to the project (e.g. Risk Breakdown Structure).

• Assumptions analysis is a technique that explores the assumptions' validity and identifies risks to the project from inaccuracy or incompleteness of assumptions.

• Information-gathering techniques:• Brainstorming – goal is to obtain a

comprehensive list of risks• Delphi technique is a way to reach

a consensus of experts, who participate anonymously) on a subject (e.g. project risk).

• SWOT analysis is a structured planning method used to evaluate the strengths, weaknesses, opportunities and threats involved in a project.

• Interviewing can identify risks by interviews of experienced

Annex

211



• Diagramming techniques:• Cause-and-effect diagrams

(Ishikawa) illustrate how various factors might be linked to potential problems or effects.

• System or process flow charts show how various elements of a system interrelate.

• Influence diagrams – a graphical representation of a problem showing casual influences , time ordering of events, and other relationships among variables and outcomes.

Annex


Sample Process Flowchart

212


Risk Breakdown Structure is a tool that helps identify, analyse and communicate the risks for a project

• Risk Breakdown Structure is a checklist that a project manager or project team can go over to ensure they reviewed sources of risks and identified the risks arising out of those.

• RBS is organizes the risks that have been identified into categories using a table with increasing levels of detail to the right.

• RBS has the same structure as WBS (a structure to the work needs to be done). In RBS a structure to the risks impacting the project is created.

Level 0 Level 1 Level 2 Level 3

PROJECT RISK

Client

Client team

Client representative fails to perform duties

No single point of contact

Client team responsibilities ill-defined

Targets

Project objectives ill-defined

Project objectives changed mid-design

Conflict between primary & secondary aims

FundingInadequate project funding

Late requirement for cost savings

Project

Team

Poor team communication

Changes in core team

Inadequate number of staff

Task Site

Design

Adapted from Dorofee et al. (1996): Continuous Risk Management Guidebook. Carnegie Mellon University Software Engineering Institute Construction Design

213


Risk Breakdown Structure is a tool that helps identify, analyse and communicate the risks for a project

Some uses of RBS are:• Risk Identification. After creating the

RBS, the team can identify risks by using risk identification techniques , such as by conducting brainstorming or SWOT analysis.

• Risk Analysis. RBS provides you with the type of risk exposure to the project and the type of dependencies between risks.

• Project Comparisons. With RBS you can compare two projects, would enable you to understand the entire risks associated with each project.

Level 0 Level 1 Level 2 Level 3

PROJECT RISK

Client

Client team

Client representative fails to perform duties

No single point of contact

Client team responsibilities ill-defined

Targets

Project objectives ill-defined

Project objectives changed mid-design

Conflict between primary & secondary aims

FundingInadequate project funding

Late requirement for cost savings

Project

Team

Poor team communication

Changes in core team

Inadequate number of staff

Task Site

Design

Adapted from Dorofee et al. (1996): Continuous Risk Management Guidebook. Carnegie Mellon University Software Engineering Institute Construction Design

Annex

214


SWOT Analysis is a powerful tool to identify risks and to evaluate strengths, weaknesses, opportunities and threats

There are two variables: • “internal” vs. “external” to an organization;• “positive” vs. “negative” with respect to their

impact on the project´s constraints.

Strengths: characteristics of the project that give it an advantage over others. Weaknesses: characteristics that place the project at a disadvantage relative to others. Opportunities: elements that the project could exploit to its advantage.Threats: elements in the environment that could cause trouble for the project.

HELPFUL HARMFUL

INE

RN

AL

EX

TER

NA

L

Strengths Weaknesses

Opportunities Threats

S W

O T

215


Cause-and-effect Diagram identifies many possible causes for an effect or problem and sorts ideas into useful categories

1. Agree on a problem statement.2. Brainstorm major categories of causes of

the problem.3. Brainstorm all the possible (primary) causes

of the problem (they can relate to major categories).

4. Brainstorm secondary causes branching off the causes.

5. Focus on areas where ideas are few.

Equipment Process People

Effect

Materials Environment Management

Primary Cause

Secondary Cause

216


After the potential risks have been identified, the project team then evaluates the risk

• Risk evaluation is about developing an understanding of which potential risks have the greatest possibility of occurring and can have the greatest negative impact on the project.

• Having a criteria to determine high-impact can help narrow the focus on a few critical risks that require mitigation (e.g. high-impact risks are those that could increase the project costs by 5% of the conceptual budget)

• The risk are evaluated based on:• probability that the risk vent will occur; • the potential loss associated with the

event.

HIGHimpact

LIKELY to occur

LOW impact

LIKELY to occur

HIGHimpact

UNLIKELY to occur

LOWimpact

UNLIKELY to occur

Low

High

High

Low

IMPACT

LIKE

LIHO

OD

217



• There is a positive correlation – both increase or decrease together – between project risk and project complexity.

• Risk evaluation often occurs in a workshop setting.

• Building on the identification of the risks, each risk event is analysed to determine the likelihood of occurrence and the potential cost.

• A risk mitigation plan addresses the items that have high ratings on both factors – likelihood and impact.

HIGHimpact

LIKELY to occur

LOW impact

LIKELY to occur

HIGHimpact

UNLIKELY to occur

LOWimpact

UNLIKELY to occur

Low

High

High

Low

IMPACT

LIKE

LIHO

OD

Annex

218



LikelihoodConsequence/Impact

Minor Moderate Major

More than likely MEDIUM HIGH HIGH

Less than likely LOW MEDIUM HIGH

Unlikely LOW LOW MEDIUM

A simple matrix can be used to evaluate risk and its consequences according to its likelihood.

This approach uses the table to measure the risk criteria as minor, moderate and major consequences. The likelihood is also divided in three parts.

Annex

219



A simple matrix can be used to evaluate risk and its consequences according to its likelihood.

Another approach divided the likelihood in five categories: very low, low, medium, high, and critical. Also the consequences are of five types which are insignificant minor, moderate, major and catastrophic in respect to 1, 2, 3, 4 and 5.

Annex

Consequence

5 MEDIUM HIGH CRITICAL CRITICAL CRITICAL

4 LOW MEDIUM HIGH CRITICAL CRITICAL

3 LOW LOW MEDIUM HIGH CRITICAL

2 VERY LOW LOW LOW MEDIUM HIGH

1 VERY LOW

VERY LOW LOW LOW MEDIUM

1 2 3 4 5

Likelihood

220


After the risk has been identified and evaluated, the project team develops a risk mitigation plan

• Risk mitigation plan captures the risk mitigation approach for each identified risk event and the actions the project management team will take to reduce or eliminate the impact of an unexpected event.

• There are following ways to mitigate the risks:

• Risk avoidance• Risk sharing• Risk reduction• Risk transfer

221



Risk avoidance • Risk may be avoided by not accepting or

entering into event which has hazards. But it is not always possible.

• Risk avoidance usually involves developing an alternative strategy, which has a higher probability of success, but usually at a higher cost associated with accomplishing a project task.

Risk sharing• Risk sharing involves partnering with others

to share responsibility for the risky activities.• Partnering is advantageous when the other

company or organization has expertise and experience the project does not have.

• But the partner will also derive some of the profit or benefit gained by a successful project.

222



Risk reduction • Risk reduction is an investment of funds to

reduce the risk on a project. • A project manager may hire an expert to

review the technical plans or the cost estimate on a project to increase the confidence in that plan and reduce the project risk.

• Assigning highly skilled project personnel to manage the high-risk activities is another risk-reduction method.

Risk transfer• Risk transfer is method that shifts the risk

from the project to another party.• Risks can be transferred though • The purchase of insurance on certain items

is also a risk transfer and should be the last option for risk mitigation.

• The purchase of insurance is usually in areas outside the control of the project team.

“Risk comes from not knowing what you are doing.”

Warren BuffettAmerican business magnate, Investor and Philanthropist

224









225


Key Takeaways

• Risk is any uncertain event or condition that, if it occurs, has a positive or a negative effect on a project objective.

• To be successful, the organization must be committed to addressing risk management throughout the project.

• Project Risk Management is a systematic process of identifying, analysing, and responding to project risk.

• Risk identification involves determining which risks might affect the project and documenting their characteristics.

• After the potential risks have been identified, the project team then evaluates the risk.• Risk evaluation is about developing an understanding of which potential risks have the greatest

possibility of occurring and can have the greatest negative impact on the project. • After the risk has been identified and evaluated, the project team develops a risk mitigation plan.• Risk mitigation plan captures the risk mitigation approach for each identified risk event and the

actions the project management team will take to reduce or eliminate the risks.

226



PM METHODOLOGY PRINCE2Module: Project Management in Media, Arts & Entertainment Lecturer: Thorsten KlieweDate:



228


In this course you will be introduced to PRINCE2

By the end of this session you should be able:• to have an understanding of what PRINCE2

is and what key features this methodology has;

• to understand the structure of PRINCE2 project management team;

• to have an awareness of what tolerances in PRINCE2 are;

• to understand which stages PRINCE2 methodology has;

• to understand what product-based planning approach is.

229


Table of Contents

• What is PRINCE2?1• PRINCE2 project

management team structure2

• PRINCE2 tolerances3

• PRINCE2 stages 4

• PRINCE2 planning stages5

• Product-based planning 6• PROJECT examples7• PROJECT MANAGEMENT

books8

“Project management can be defined as a way of developing structure in a complex

project, where the independent variables of time, cost, resources and human behavior

come together.”


231


PRINCE2 is a process-based method for effective project management

• PRINCE2 – Projects in Controlled Environments.

• Used extensively by the UK Government, PRINCE2 in also widely recognized and used in the private sector, both in the UK and internationally.

• The PRINCE2 method is in public domain, and offers non-proprietorial best practice guidance on project management.

PRINCE was originally based on PROMT, a project management method created by Simpact Systems Ltd in 1975, and adopted by the Central Computer and Telecommunications Agency in 1979 as the standard to be used for all Government information system projects. PRINCE2 was published in 1996, having been conducted to by consortium of some 150 European organizations.

232


PRINCE2 is a process-based method for effective project management

The PRINCE2 methodology says that a project should have:• An organised and controlled start i.e.

organise and plan things properly before leaping in.

• An organised and controlled middle i.e. when the project has started, make sure it continues to be organised and controlled.

• An organised and controlled end, i.e. when you´ve got what you want and the project has finished, tidy up the loose ends.

PRINCE2 is a generic method for Project Management and can be used for any project.

PRINCE2 separates the management layer from the work to create the required products that the project has to produce.

Key features of PRINCE2:• Focus on business justification • Defined organization structure for project

management team• Product-based planning approach • Emphasis in dividing the project into

manageable and controllable stages• Flexibility that can be applied at a level

appropriate to the project.

233


Whenever we decide we want to do something, we need to know the answer to some questions

• What are we trying to do?• When will we start?• What do we need?• Can we do it alone, or do we need help?• How long will it take?• How much will it cost?

These are the usual questions asked at the start of any project, and the answers are the building blocks of project management – defining what we want to do and working out the best way we can do it.

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PRINCE2 project management team structure is divided into roles, not jobs and so can be allocated individually or combined

• Corporate or Programme Management, these are outside of the project management team, and are responsible for the Project Mandate.

• Project Board is appointed by the corporate/ programme management to take overall direction of the project.

• Executive has ultimate responsibility for the success of the project, closely monitors progress and changes to the project plan.

• Senior User specifies the needs of those who will use the product and monitors to ensure the solution will meet those needs.

• Senior Supplier advises on the technicalities of the project, including method, design and strategy. URL: https://www.siliconbeachtraining.co.uk/blog/prince2-project-management-team-structure

235



• Corporate or Programme Management, these are outside of the project management team, and are responsible for the Project Mandate, naming the Executive, and defining the project-level tolerances. The corporate or programme management site at the top but pass the decision making down to the Project Board.

• The Project Board is responsible for providing the overall direction and are accountable for the success of the project. The project board should be made up of managers with the authority to commit resources to the project within the limits set by the corporate or programme management.

• Executive has ultimate responsibility for the success of the project, closely monitors progress and changes to the project plan, will appoint people to the roles of Senior User, Senior Supplier and Product Manager, will chair meetings and conduct briefings throughout.

• Senior User specifies the needs of those who will use the product and monitors to ensure the solution will meet those needs. His place on the board is to represent the interests and requirements of the users as a whole.

• Senior Supplier advises on the technicalities of the project, including method, design and strategy. He is the product specialists – he approves the product descriptions and represents those who are designing the product, developing it, operating and maintaining it.

URL: https://www.siliconbeachtraining.co.uk/blog/prince2-project-management-team-structure

Annex

236



• Project Manager works on behalf of the Project Board to manage the ongoing project to agreed specifications and tolerances.

• Team Manager role is often taken by the Project Manager, but some projects may demand a specific role for a TM who has specialist knowledge of the product or who works in a more appropriate location than the PM.

• Project Board members are not a part of the project full time and so place a lot of reliance on the Project Manager. They may assign Project Assurance functions to ensure that the project is meeting its aims.

• Project Support is driven by the needs of the project and the Project Manager.


237



• Project Manager makes sure the final product is as agreed, to the required standard and within time and cost budgets. He is also responsible for ensuring the product will lead to the benefits outlined in the business case.

• Team Manager reports to the Project Manager but has responsibility to ensure the product is delivered in the time and budget specified. He will directly manage the project team and is responsible for motivating and monitoring the ongoing work.

• Team members are responsible for delivering the project products within quality, time and cost.

• Project Assurance is in place to give the board members confidence that they are being given accurate reports on the progress of the project and the expected quality of the output. The task of project assurance is given to individuals from the project board, but not the project manager or any of the core project team.

• Project Support is driven by the needs of the project and the Project Manager. It can take the form of advice on project management tools, admin services including paperwork or data collection.


Annex

238


Tolerances are a key part of being able to work autonomously as a project manager

“Tolerances is the permissible deviation above and below a plan’s target for time and cost without escalating the deviation to the next level of management. There may also be tolerance levels for quality, scope, benefits and risk.”

Fran Turley (2010): The PRINCE2 Training Manual. MGMT Plaza

Tolerances of PRINCE2:• Time• Cost• Scope• Risk• Quality • Benefits

239


Tolerances are a key part of being able to work autonomously as a project manager

• Time tolerance is the amount to which you can be over or under against your project completion dates.

• Cost tolerances are applied as either a percentage or a cash amount against the planned budget.

• Scope tolerance is a lot harder to quantify a % variation to scope. Scope tolerance is measured as an agreed variation from the product description, and any potential variation should be documented in the product breakdown structure.

• Risk tolerance needs to be well documented list of potential upsets the project could encounter. With each risk there needs to be a set tolerance level.

• Quality tolerances are targets that define acceptable performance for a product, and are documented in the product descriptions.

• BenefitsIt’s hard to think of a scenario where you would want to cap the project benefits, so normally benefit tolerances are set to the lowest levels.

240


PRINCE2 methodology breaks project into stages and each stage is managed separately

Directing a

project

Starting up a project

Initiating a

project

Controlling a stage

Managing stage

boundaries

Managing

product delivery

Closing a

project

Directing a project runs from the start-up of the project until its closure. This process is aimed at the Project Board. The Project Board manages and monitors via reports and controls through a number of decision points.

The key processes for the Project Board break into four main areas:• Initiation – starting the project off on the right foot;• Stage boundaries – commitment of more resources after

checking results so far;• Ad hoc direction – monitoring progress, providing advice and

guidance, reacting to exception situations;• Project closure – confirming the project outcome and controlled

close.

Program management

Planning

241



Directing a

project


Initiating a

project

Controlling a stage

Managing stage

boundaries

Managing

product delivery

Closing a

project

Starting up a project is the first process in PRINCE2. It is a pre-project process, designed to ensure that the pre-requisites for initiating the project are in place.The process expects the existence of a Project Mandate which defines in high level terms the reason for the project and what outcome is sought. Starting up a Project should be very short.

The work of the process is built around the production of three elements:• Ensuring that the information required for the project team is

available;• Designing and appointing the Project Management Team;• Creating the Initiation Stage Plan.

Program management

Planning

242



Directing a

project


Initiating a

project

Controlling a stage

Managing stage

boundaries

Managing

product delivery

Closing a

project

The objectives of Initiating a project are to:• Agree whether or not there is sufficient justification to proceed

with the project;• Establish a stable management basis on which to proceed;• Document and confirm that an acceptable Business Case exists

for the project;• Ensure a firm and accepted Foundation to the project prior to

commencement of the work;• Agree to the commitment of resources for the first stage of the

project;• Enable and encourage the Project Board to take ownership of

the project;• Provide the baseline for the decision-making processes

required during the project's life.

Program management

Planning

243



Directing a

project


Initiating a

project

Controlling a stage

Managing stage

boundaries

Managing

product delivery

Closing a

project

Controlling a stage process describes the monitoring and control activities of the Project Manager involved in ensuring that a stage stays on course and reacts to unexpected events. The process forms the core of the Project Manager's effort on the project, being the process which handles day-to-day management of the project.

Throughout a stage there will be a cycle consisting of:• Authorizing work to be done;• Gathering progress information about that work;• Watching for changes;• Reviewing the situation;• Reporting;• Taking any necessary corrective action;

Program management

Planning

244



Directing a

project


Initiating a

project

Controlling a stage

Managing stage

boundaries

Managing

product delivery

Closing a

project

Managing stage boundaries process provides the Project Board with key decision points on whether to continue with the project or not.

The objectives of the process are to:• Assure the Project Board that all deliverables planned in the

current Stage Plan have been completed as defined;• Provide the information needed for the Project Board to assess

the continuing viability of the project;• Provide the Project Board with information needed to approve the

current stage's completion and authorize the start of the next stage, together with its delegated tolerance level;

• Record any measurements or lessons which can help later stages of this project and/or other projects.

Program management

Planning

245



Directing a

project


Initiating a

project

Controlling a stage

Managing stage

boundaries

Managing

product delivery

Closing a

project

The objective of managing product delivery process is to ensure that planned products are created and delivered by:• Making certain that work on products allocated to the team is

effectively authorized and agreed accepting and checking Work Packages;

• Ensuring that work conforms to the requirements of interfaces identified in the Work Package;

• Ensuring that the work is done;• Assessing work progress and forecasts regularly;• Ensuring that completed products meet quality criteria;• Obtaining approval for the completed products.

Program management

Planning

246



Directing a

project


Initiating a

project

Controlling a stage

Managing stage

boundaries

Managing

product delivery

Closing a

project

The purpose of closing a project process is to execute a controlled close to the project. Most of the work is to prepare input to the Project Board to obtain its confirmation that the project may close.

The objectives of Closing a Project are therefore to:• Check the extent to which the objectives or aims set out in the

Project Initiation Document have been met;• Obtain formal acceptance of the deliverables;• Ensure to what extent all expected products have been handed

over and accepted by the Customer;• Make any recommendations for follow-on actions;• Capture lessons resulting from the project and complete the

Lessons Learned Report;• Prepare an End Project Report.

Program management

Planning

247



Directing a

project


Initiating a

project

Controlling a stage

Managing stage

boundaries

Managing

product delivery

Closing a

project

Planning is a repeatable process and its activities are included within the seven main PRINCE2 processes, as appropriate.

The activities of planning are:• Design the plan;• Define and analyze the products;• Identify the activities and dependencies;• Prepare estimates;• Prepare the schedule;• Analyze the risks;• Document the plan.

Program management – see slide 9

Program management

Planning

248


There are three levels o plan possible within PRINCE2 project

Planning levels:• Throughout the project, project plan is used

as a baseline against which to measure progress. As such, the project plan must contain the overall schedule and cost of the project, as well as tolerances.

• Stage plan is used as baseline for everyday project management activities. Each management stage on a project will have its own stage plan.

• Team plan – depending on the size and individual characteristics of a project, Team Managers may be employed.

249


Product-Based Planning approach looks at all the deliverables of a project and the component parts as products

PRINCE2 has developed the Product-Based Planning technique, an iterative planning process that focuses attention on the products that a project must deliver.

Product-based planning includes four steps:• Write the project product description;• Create the product breakdown structure;• Write the product descriptions;• Create the product flow diagram.

250


Product-Based Planning approach looks at all the deliverables of a project and the component parts as products

• Write the project product descriptionIn order the gain acceptance, a project must deliver its project product to the required quality standard. The PRINCE2 management product designed to provide baseline information about the project product, including its scope, requirements, quality expectations, and acceptance criteria, is the Project Product Description.

• Create the product breakdown structureIt is important to identify the individual outputs on the project, and to describe their relationship to the project product. A product breakdown structure is a tree diagram that analyses the project product into its major products, and then these products into their own major products, etc., until the appropriate level of detail is obtained.

• Write the product descriptionsThe purpose of a product description is to provide the necessary details about the composition, purpose, derivation, and quality criteria of the product. Each product requires its own product description.

• Create the product flow diagramThe product flow diagram is intended to depict the order and interdependencies of product development within the plan.

Annex

“Plans are only good intentions unless they immediately degenerate into hard work.”



252




• Fran Turley (2010): The PRINCE2 Training Manual. MGMT Plaza

• David Hinde (2012): PRINCE2 Study Guide. John Wiley & Sons Inc.

• Office of Government Commerce (2009): Managing Successful Projects with PRINCE2. The Stationery Office Ltd.

• Colin Bentley (2009): PRINCE2: a Practical Handbook. Taylor & Francis.

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Key Takeaways

• PRINCE2 – Projects in Controlled Environments – is a process-based method for effective project management.

• PRINCE2 methodology says that a project should have an organised and controlled start, an organised and controlled middle, an organised and controlled end.

• PRINCE2 project management team structure is divided into roles, not jobs and so can be allocated individually or combined.

• Tolerances of PRINCE2: time, cost, scope, risk, quality, benefits.• PRINCE2 methodology breaks project into stages and each stage is managed separately. • There are three levels o plan possible within PRINCE2 project: project, stage, team.• Product-Based Planning approach looks at all the deliverables of a project and the component parts

as products.

254



CONFLICTMANAGEMENT Module: Project Management in Media, Arts & Entertainment Lecturer: Thorsten KlieweDate:



256


In this course you will be introduced to conflict management

By the end of this session you should be able:• to have an understanding of what conflict is;• to have an awareness of what conflict

management is;• to understand which managing styles can be

followed by managers;• to have an awareness of which skills can be

used for conflict management;• to manage conflicts among team members.

257


Table of Contents

• What is CONFLICT? 1• DRAMA triangle 2• What is CONFLICT

management? 3• AVOIDING mode4• ACCOMMODATING mode5

• COLLABORATING mode6• COMPETING mode7• COMPRISING mode8• PROJECT examples9• CONFLICT MANAGEMENT

books10

“Start out with an ideal and end up with a deal.”

Karl AlbrechtGerman Entrepreneur,

the Co-Founder of Global Discount Supermarket Chain Aldi

259


Wherever there are people, there always will be conflict, that́ s why managers have to deal with conflict every day

• Conflict in project management is inevitable.• The potential of conflict in projects is usually

high because it involves individuals from different backgrounds and orientations working together.

“Conflict is a form of relating or interacting where we find ourselves (either as individuals or groups) under some sort of perceived threat to our personal or collective goals. These perceived threats may be either real or imagined.”

(Peter Condliffe (1991): Conflict Management – a Practical Guide. Collingwood: RMIT, p.3)

260



Conflict is a situation of competition in which parties are aware of the incompatibility of potential future positions and in which each party wishes to occupy a position which is incompatible with the wishes of the other.

The cause of conflict in projects can be related to differences in:• Values• Attitudes• Needs• Interests

• Expectations• Perceptions• Resources• Personalities etc.

261



• Conflict can be beneficially resolved and lead to quality final products – constructive;

• Conflict might escalate and lead to nonproductive results – deconstructive.

Destructive conflict has a predictable pattern known as Karpman Drama Triangle:• The basic concept is the connection between

responsibility, power, and vulnerability. • By learning how to identify the roles and how

to handle them, managers can prevent some conflicts from occurring and resolve that do.

PERSECUTORPower

RESCUERResponsibility

VICTIMVulnerability

262


The Drama Triangle is a psychological and social model of human interaction during conflict

1. Persecutor refers to a person who uses behaviour against another person, attacking the intended victim. The persecutor insists, “It´s all your fault”. The power used is negative and destructive.

2. Victim refers to a person who uses non-assertive behaviour so others view them as “Poor me”. Victim is always someone who feels overwhelmed by their own sense of vulnerability or powerlessness. This behaviour encourages others to either rescue or persecute the victim.

3. Rescuer refers to person who uses non-assertive or aggressive behaviour to “rescue” whom they see as vulnerable. Individuals become rescuers because they assume the responsibility of solving victim´s problems.

PERSECUTORPower

RESCUERResponsibility

VICTIMVulnerability

Annex

263


Conflict Management is the practice of being able to identify and handle conflicts sensibly, fairly, and efficiently

• Because of the significant impact that conflict can have on project success, managing it well is one of the most important skills a project manager must possess.

• The aim is to enhance learning and group outcomes, including effectiveness or performance in organizational setting.

• Conflict management involves skills related to:

• Conflict resolution;• Communication skills; • Establishing a structure for

management of conflict etc.

264


Typically we respond to conflict by following one of the conflict styles

• You should use different styles for managing conflicts depending on the problem – and get there by using an ability to read situation.

• They are:• Avoiding • Compromise • Competition• Accommodation• Collaboration

• Each of these modes can be characterized by two scales:

• Assertiveness• Cooperation

265


The Avoiding mode works well when the issue is trivial or when the manager has no chance of winning

• The avoiding mode is low assertiveness and low cooperation.

• Times Sometimes people will avoid conflicts out of fear of engaging in a conflict or because they don´t have confidence in their conflict management skills.

• Avoiding skills:• Ability to withdraw• Ability to leave things unresolved • Ability to sidestep issues • Sense of timing

URL: http://www.foundationcoalition.org/publications/brochures/conflict.pdf

CO

OP

ER

ATIO

N

ASSERTIVENESS

Accommodating Collaborating

Comprising

Avoiding Competing

266


The Avoiding mode works well when the issue is trivial or when the manager has no chance of winning

Characteristics:• Ignoring conflicts and hoping they´ll go away;• Putting problems under consideration or on

hold; • Use of secrecy to avoid confrontation;• Appeal to bureaucratic rules. When to use:• Trivial, small, unimportant issue;• No perceived chance of resolution;• To allow a cool down period;• To allow others to resolve the situation.


CO

OP

ER

ATIO

N

ASSERTIVENESS


Comprising

Avoiding Competing

Annex

267


The Accommodating mode is effective when the other person is the expert or has a better solution

• The accommodating mode is low assertiveness and high cooperation.

• Accommodating manager is one who cooperates to a high degree.

• Times when this mode is appropriate are to show reasonableness, develop performance, create good will, or keep peace.

• Accommodating skills:• Forgetting your desires• Ability to yield• Selflessness • Obeying orders


CO

OP

ER

ATIO

N

ASSERTIVENESS


Comprising

Avoiding Competing

268


The Accommodating mode is effective when the other person is the expert or has a better solution

Characteristics:• Giving away;• Submission and fulfilment.

When to use:• Find you are wrong;• Issues more important to others than

yourself;• Maintain cooperation;• Build social credits for later on;• Minimize loss;• Harmony and stability are important.


CO

OP

ER

ATIO

N

ASSERTIVENESS


Comprising

Avoiding Competing

Annex

269


The Collaborating mode can be effective for complex scenarios where managers need to find a novel solution

• The collaborating mode is high assertiveness and high cooperation.

• The best solution is defined as a creative solution to the conflict that would not have been generated by a single individual.

• This mode should be used when the conflict warrants time and energy.

• Collaborating skills:• Active listening• Identifying concerns • Nonthreatening confrontation• Analysing input


CO

OP

ER

ATIO

N

ASSERTIVENESS


Comprising

Avoiding Competing

270


The Collaborating mode can be effective for complex scenarios where managers need to find a novel solution

Characteristics: • Problem-solving carriage;• Tackle differences;• Sharing ideas and information;• Seeing problems and conflicts as challenges.

When to use:• Find an integrative solution when both sets of

concerns are important;• Objective is to learn.


CO

OP

ER

ATIO

N

ASSERTIVENESS


Comprising

Avoiding Competing

Annex

271


The Competing mode is the win-lose approach

• The competing mode is high assertiveness and low cooperation.

• The manager is acting in a assertive way to achieve his or her own goals without seeking to cooperate with other team members.

• This approach may be appropriate for emergencies when time is of the essence.

• Competing skills:• Arguing or debating • Standing your ground• Using rank or influence • Starting your position • Asserting your opinions and

feelings URL: http://www.foundationcoalition.org/publications/brochures/conflict.pdf

CO

OP

ER

ATIO

N

ASSERTIVENESS


Comprising

Avoiding Competing

272


The Competing mode is the win-lose approach

Characteristics: • Create win-lose situations;• Use of power plays;• Forcing submission.

When to use:• Quick, decisive action is vital, very important;• Unpopular actions;• Issues are vital to company welfare;• Against people who take advantage of non-

competitive behaviour.


CO

OP

ER

ATIO

N

ASSERTIVENESS


Comprising

Avoiding Competing

Annex

273


Compromising can be used when you need a temporary solution or when both sides have equally important goals

• The compromising mode is moderate assertiveness and moderate cooperation.

• Some people define compromise as “giving up more than you want”, while others see compromise as both parties winning.

• Is appropriate when you have equal power status, or when you have a strong commitment for resolution.

• Compromising skills:• Negotiating• Assessing value• Finding a middle ground• Making concessions URL: http://www.foundationcoalition.org/publications/brochures/conflict.pdf

CO

OP

ER

ATIO

N

ASSERTIVENESS


Comprising

Avoiding Competing

274


Compromising can be used when you need a temporary solution or when both sides have equally important goals

Characteristics: • Negotiation;• Looking for deals and trade-offs;• Finding satisfactory or acceptable solutions.

When to use:• Goals are important, but not worth effort;• Opponents with equal power are committed

to mutually exclusive goals;• Achieve temporary settlements to issues;• Arrive at solutions under time pressure;• Back-up to collaboration or competition.


CO

OP

ER

ATIO

N

ASSERTIVENESS


Comprising

Avoiding Competing

Annex

275


Conflict resolution requires specific leadership skills, problem solving abilities and decision making skills

• Listen, Then Speak Out You should simply listen to all parties involved to completely understand the nature of conflict, and then start troubleshooting solutions.• Gather the Group As a leader, you’ll need to arrange a meeting with all involved parties to discuss the issue. This is a good opportunity to hear all sides and gain a full understanding of the conflict. • Be Impartial Don’t take sides! In a leadership position, you shouldn’t display any sort of opinion that favors one person over another.

• Do Not Postpone Conflict Resolution Address the conflict immediately. Otherwise, the situation could escalate and could affect employee performance. • Promote TeamworkEncouragement and motivation are powerful. Remind your staff of successful projects that required teamwork to complete. • Broadcast PraiseThe power of encouragement and motivation can be multiplied when it is spread to recognize those who are modeling the teamwork and cooperation that is desired within any conflict.

“The better able team members are to engage, speak, listen, hear, interpret, and

respond constructively, the more likely their teams are to leverage conflict rather than be leveled by it.”

Craig Runde and Tim FlanaganConflict Managers, Authors

277


Conflict Management books


• Susan S. Shearouse (2011): Conflict 101: a Manager’s Guide to Resolving Problems so Everyone Can Get to Work. New York: AMA.

• Craig Runde, Tim Flanagan (2007): Becoming a Conflict Competent Leader: How You and Your Organization Can Manage Conflict Effectively. San Francisco, CA: Jossey-Bass.

• Jennifer E. Beer, Caroline C. Packard and Eileen Stief (2012): The mediator’s handbook. New Society Publishers.

• Wolfgang Spiess, Finn Felding (2008): Conflict Prevention in Project Management. Springer.

• Peter T. Coleman, Robert Ferguson (2014): Making Conflict Work: Harnessing the Power of Disagreement. New York: First Mariner Books Edition.

278


Key Takeaways

• Conflict is a form of relating or interacting where we find ourselves under some sort of perceived threat to our personal or collective goals. Conflict in project management is inevitable.

• Conflict Management is the practice of being able to identify and handle conflicts sensibly, fairly, and efficiently.

• The Avoiding mode works well when the issue is trivial or when the manager has no chance of winning.

• The Accommodating mode is effective when the other person is the expert or has a better solution.• The Competing mode is the win-lose approach.• Compromising can be used when you need a temporary solution or when both sides have equally

important goals. • The Collaborating mode can be effective for complex scenarios where managers need to find a

novel solution. • Conflict resolution requires specific leadership skills, problem solving abilities and decision making

skills.

279



CROSS-CULTURAL PROJECTMANAGEMENT Module: Project Management in Media, Arts & Entertainment Lecturer: Thorsten KlieweDate:



281


In this course you will be introduced to cross-cultural project management

By the end of this session you should be able:• to have an understanding of what culture is;• to have an awareness of which dimensions

culture has;• to be aware of possible barriers caused by

cultural differences;• to understand how to manage cross-cultural

projects.

282


Table of Contents

• What is CULTURE?1

• Levels of CULTURE?2

• Dimensions of CULTURE 3

• Cultural BARRIERS 4

• Cross-cultural MANAGEMENT 5

• PROJECT examples6• CROSS-CULTURAL

MANAGEMENT books7

“No culture can live if it attempts to be exclusive.”

Mahatma GandhiNon-violent Political Leader

of Indian Independence

284


Project managers in today’s multicultural global business community frequently encounter cultural differences

• These differences can enhance or interfere with the successful completion of the projects.

• Appreciation of such differences and of how people make sense of their worlds enables participants to appreciate the views of others and so, mitigate potential problems.

• Effective use of cross-cultural project teams can provide a source of experience and innovative thinking to improve the likelihood of project success.

285


Culture is the collective programming of the mind distinguishing the members of one group or category of people from another

What is culture?• Arts and crafts• Habits• Values• Beliefs

“Culture is defined as a collective phenomenon, because it is at least partly shared with people who live or lived within the same social environment, where it was learned.”

Geert Hofstede (1991): Culture’s Consequences: International Differences in Work Related Values. Sage, Newbury Park. p. 4.

URL: https://mfajourney.wordpress.com/author/gladyschow/page/30/

• Customs• Moral• Language• …

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There are some aspects of the culture which are visible and can be seen, and aspects which are hidden

When we see an iceberg, the portion which is visible above water is, in reality, only a small piece of a much larger whole. In 1976 Edward T. Hall developed the iceberg analogy of culture.

• People often think of culture as the numerous observable characteristics of a group that we can see with our eyes, be it their food, dances, music, arts, or greeting rituals.

• Deep below the "water line" are a culture's core values, which are invisible. These are primarily learned ideas of what is good, right, desirable, and acceptable, as well as what is bad, wrong, undesirable, and unacceptable.

URL: http://www.languageandculture.com/cultural-iceberg

287


Culture is the collective programming of the mind distinguishing the members of one group or category of people from another

There are 3 layers of mental programming:• Individual level (personality) is focused on

the mental programming exclusive to each person. This level is at least partly inherited.

• Collective level (culture) is focused on the mental programming that is learned from others, that is specific to a group of people.

• Universal level (human culture) is focused on all humans, and is also likely inherited: instincts for survival etc.

Geert Hofstede (1991): Culture’s Consequences: International Differences in Work Related Values. Sage, Newbury Park. p. 4.

Individual

Collective

Universal

288


What distinguishes people from one culture compared with another is where these preferences fall in one of the 7 dimensions

The 7 Dimensions of Culture were identified by management consultants Fons Trompenaars and Charles Hampden-Turner, and the model was published in their 1997 book, "Riding the Waves of Culture.“

They found that:• people from different cultures aren't just

randomly different from one another; • they differ in very specific, even predictable,

ways.• each culture has its own way of thinking, its

own values and beliefs, and different preferences etc.

Universalism Particularism

Individualism Communitarianism

Specificity Diffusion

Neutral Affective

Achievement Ascription

Sequential Synchronic

Internal External

289


Universalism vs. Particularism: “What is more important – rules or relationships?”

Dimension Characteristics Strategies

Universalism People place a high importance of laws, rules, values, and obligations. They try to deal fairly with people based on these rules, but rules come before relationships.

• Help people understand how their work ties into their values and beliefs.• Provide clear instructions, processes, and procedures.• Keep promises and be consistent.• Give people time to make decisions.• Use an objective process to make decisions yourself, and explain your decisions

if others are involved.

Particularism People believe that each circumstance, and each relationship, dictates the rules that they live by. Their response to a situation may change, based on what's happening in the moment, and who's involved.

• Give people autonomy to make their own decisions.• Respect others' needs when you make decisions.• Be flexible in how you make decisions.• Take time to build relationships and get to know people so that you can better

understand their needs.• Highlight important rules and policies that need to be followed.


1. Rules and Relationship

CONSISTENCY FLEXIBILITY

290


Universalism vs. Particularism: “What is more important – rules or relationships?”

This dimension concerns the standards by which relationships are measured.

Universalistic cultures: USA, Canada, UK, Germany, Netherlands, Scandinavia etc.

Particularistic cultures: Russia, Latin America, China etc.

• Universalist societies tend to feel that general rules and obligations are a strong source of moral reference. They assume that their standards are the right standards, and they attempt to change the attitudes of others to match theirs.

• Particularistic societies are those in which particular circumstances are more important than rules. Bonds of particular relationship are stronger than any abstract rules. Response to the situation may change according to the circumstances and the people involved.


1. Rules and Relationship

CONSISTENCY FLEXIBILITY

Annex

291


Individualism vs. Communitarianism: Do we function in a group or as an individual?”


Individualism People believe in personal freedom and achievement. They believe that you make your own decisions, and that you must take care of yourself.

• Praise and reward individual performance.• Give people autonomy to make their own decisions and to use their initiative.• Link people's needs with those of the group or organization.• Allow people to be creative and to learn from their mistakes.

Communi-tarianism

People believe that the group is more important than the individual. The group provides help and safety, in exchange for loyalty. The group always comes before the individual.

• Praise and reward group performance.• Don't praise individuals publically.• Allow people to involve others in decision making.• Avoid showing favoritism.


2. Global Teamwork

INDIVIDUAL/CREATIVITY GLOBAL TEAMWORK

292


Individualism vs. Communitarianism: Do we function in a group or as an individual?”

The dimension is about the conflict between an individual´s desire and the interests of the group he belongs to.

Individualist cultures: USA, Canada, UK, Scandinavia, Switzerland etc.

Communitarian cultures: Latin-America, Africa, Japan.

• In a individualistic culture people are expected to make their own decisions and to only take care of themselves and their immediate family. Such societies assume that quality of life results from personal freedom and individual development.

• In a communitarian society are firmly integrated into groups which provide help and protection in exchange for a strong sense of loyalty. In such cases, people believe that an individual´s quality of life improves when he takes care of his or her fellow man.


2. Global Teamwork

INDIVIDUAL/CREATIVITY GLOBAL TEAMWORK

Annex

293


Specificity vs. Diffusion: “How far do we get involved?”


Specific People keep work and personal lives separate. As a result, they believe that relationships don't have much of an impact on work objectives, and, although good relationships are important, they believe that people can work together without having a good relationship.

• Be direct and to the point.• Focus on people's objectives before you focus on strengthening

relationships.• Provide clear instructions, processes, and procedures.• Allow people to keep their work and home lives separate.

Diffuse People see an overlap between their work and personal life. They believe that good relationships are vital to meeting business objectives, and that their relationships with others will be the same, whether they are at work or meeting socially. People spend time outside work hours with colleagues and clients.

• Focus on building a good relationship before you focus on business objectives.

• Find out as much as you can about the people that you work with and the organizations that you do business with.

• Be prepared to discuss business on social occasions, and to have personal discussions at work.

• Try to avoid turning down invitations to social functions.

Specific Diffuse

3. Involvement commitment & context

SPECIFIC/ANALYTICAL LOW CONTEXT

DIFFUSE/SYNTHESIS HIGH CONTEXT

294


Specificity vs. Diffusion: “How far do we get involved?”

The dimension is about the involvement in relationships.

Specific cultures: USA, Canada, UK, Scandinavia, Switzerland etc.

Diffuse cultures: Argentina, Spain, Russia, India, China etc.

• People from specifically oriented cultures analyse elements of the situation separately, the put them back together – viewing the whole is the sum, of its parts. They concentrate on hard facts. They engage others in specific areas if life, affecting single levels of personality.

• People from diffusely oriented cultures see each element in the perspective of the complete picture. They engage others diffusely in multiple areas of life, affecting several levels of personality at the same time.

Specific Diffuse

3. Involvement commitment & context

SPECIFIC/ANALYTICAL LOW CONTEXT

DIFFUSE/SYNTHESIS HIGH CONTEXT

Annex

295


Neutral vs. Affective: “Do we display our emotions?”


Neutral People make a great effort to control their emotions. Reason influences their actions far more than their feelings. People don't reveal what they're thinking or how they're feeling.

• Manage your emotions effectively.• Watch that your body language doesn't convey negative emotions.• "Stick to the point" in meetings and interactions.• Watch people's reactions carefully, as they may be reluctant to show

their true emotions.

Affective People want to find ways to express their emotions, even spontaneously, at work. In these cultures, it's welcome and accepted to show emotion.

• Open up to people to build trust and rapport .• Use emotion to communicate your objectives.• Learn to manage conflict effectively, before it becomes personal.• Use positive body language.• Have a positive attitude.

Neutral Affective

4. Emotions

CONTROL PASSION

296


Neutral vs. Affective: “Do we display our emotions?”

The degree focuses on the degree to which people express emotion, and the interplay between reason and the emotion in human relationships.

Neutral cultures: Sweden, UK, Netherlands, Finland, Germany etc.

Affective cultures: Italy, France, Spain, Latin America etc.

• In cultures high on affectivity, people freely express their emotions: they attempt to find immediate outlets for their feelings. It is accepted to show feelings spontaneously.

• In emotionally neutral courtiers, one carefully controls emotions and is reluctant to show feelings. They are taught that it is incorrect to show feelings.

Neutral Affective

4. Emotions

CONTROL PASSION

Annex

297


Achievement vs. Ascription: “Do we have to prove ourselves to receive status or is it given to us?”


Achievement People believe that you are what you do, and they base your worth accordingly. These cultures value performance, no matter who you are.

• Reward and recognize good performance appropriately.• Use titles only when relevant.• Be a good role model.

Ascription People believe that you should be valued for who you are. Power, title, and position matter in these cultures, and these roles define behavior.

• Use titles, especially when these clarify people's status in an organization.

• Show respect to people in authority, especially when challenging decisions.

• Don't "show up" people in authority.• Don't let your authority prevent you from performing well in your role.


5. Status

EGALITARIAN/ DOING

HIERARCHY/ BEING

298


Achievement vs. Ascription: “Do we have to prove ourselves to receive status or is it given to us?”

The dimension focuses on how personal status is assigned.

Achievement cultures: USA, Canada, Australia, Scandinavia etc.

Affective cultures: Italy, France, Spain, Latin America etc.

• Achievement oriented societies accord status to people based on the their action, being, what they do, and who they are.

• Ascription oriented societies accord status to people on the basis of their virtue of age, class, gender, education etc.


5. Status

EGALITARIAN/ DOING

HIERARCHY/ BEING

Annex

299


Sequential time vs. Synchronous time: “Do we do things one at time or several things at once?”


Sequential time

People like events to happen in order. They place a high value on punctuality, planning (and sticking to your plans), and staying on schedule. In this culture, "time is money," and people don't appreciate it when their schedule is thrown off.

• Focus on one activity or project at a time.• Be punctual.• Keep to deadlines.• Set clear deadlines.

Synchronous time

People see the past, present, and future as interwoven periods. They often work on several projects at once, and view plans and commitments as flexible.

• Be flexible in how you approach work.• Allow people to be flexible on tasks and projects, where possible.• Highlight the importance of punctuality and deadlines if these are key

to meeting objectives.

Sequential Synchronous

6. Time

PAST FUTUREPRESENT

300


Sequential time vs. Synchronous time: “Do we do things one at time or several things at once?”

The time orientation dimension has two aspects: the relative importance cultures give to the past, present and future, and their approach to structuring time.

Sequential-time cultures: USA, Canada, Germany, Scandinavia etc.

Synchronous-time cultures: Japan, Spain, Latin America etc.

• People who structure time sequentially view time as a series of passing events. They tend to do planning at a time, and prefer planning and keeping to plans once they have been made.

• People structuring time synchronically view past, present and future as being interrelated. They usually do several things at once. Time commitments are desirable but are not absolute and plans are easily changed.

Sequential Synchronous

6. Time

PAST FUTUREPRESENT

Annex

301


Internal vs. External: “Do we control our environment or work with it?”


Internal Direction(having an internal locus of control)

People believe that they can control nature or their environment to achieve goals. This includes how they work with teams and within organizations.

• Allow people to develop their skills and take control of their learning.• Set clear objectives that people agree with.• Be open about conflict and disagreement, and allow people to engage in

constructive conflict.

Outer Direction(having an external locus of control)

People believe that nature, or their environment, controls them; they must work with their environment to achieve goals. At work or in relationships, they focus their actions on others, and they avoid conflict where possible. People often need reassurance that they're doing a good job.

• Provide people with the right resources to do their jobs effectively.• Give people direction and regular.

feedback, so that they know how their actions are affecting their environment.• Reassure people that they're doing a good job.• Manage conflict quickly and quietly.• Do whatever you can to boost people's confidence.• Balance negative and positive feedback.• Encourage people to take responsibility for their work.

Internal External

7. Strategy & Planning

PUSH PULL

302


Internal vs. External: “Do we control our environment or work with it?”

This dimension concerns the meaning people assign to their environment.

Internal-direction cultures: USA, Australia, New Zealand, UK etc.

External- direction cultures: China, Russia, Saudi Arabia etc.

• People who have internally controlled mechanistic view of nature – a belief that one can dominate the nature – usually view themselves as the point of departure fro determining the right action.

• Cultures with an externally controlled view of nature – which assumes that man is controlled by nature – orient their actions toward others.

Internal External

7. Strategy & Planning

PUSH PULL

Annex

303


In multicultural projects it is common to face barriers or challenges to effective cross-cultural communication

Cross-cultural communication is a distinctive variation of cross-cultural organizational communication, specifically addressing the process, impact, and outcomes of verbal and non-verbal interactions among diverse ethnic cultures in a multinational project organization.

The most critical barriers to cross-cultural project communication could be identified as follows: • Distrust between ethnic groups• Culturally intensive leadership• Culture shock and ethnocentrism• Socio-cultural isolation• Multiple languages etc.

304


Framework for managing multi-cultural projects is based on degree of project́ s multi-culturalism and its complexity

It describes the focus on four factors, namely: • Plan: High degree of multi-culturalism and

Low project complexity. • Costs: Low degree of multi-culturalism and

Low project complexity. • Cultures: High degree of multi-culturalism

and High project complexity. • Output performance: Low degree of multi-

culturalism and High project complexity.

Deg

ree

of M

ulti-

Cul

tura

lism

Project Complexity LOW

LOW

HIGH

HIGH

MANAGING OF THE PLAN

MANAGING OF CULTURES

MANAGING OF COSTS

MANAGING OF THE OUTPUT

PERFOMANCE

Rondey Turner, Stephen Simister (2000): Gower Handbook of Project Management. Gower Publishing Limited. p. 23.

305


Framework for managing multi-cultural projects is based on degree of project́ s multi-culturalism and its complexity

It describes the focus on four factors, namely: • Plan: The manager should focus on managing the project plan in

order to make the project more effective, when the project has a High degree of multi-culturalism and Low project complexity.

• Costs: The manager should focus on the costs involved in the process of producing a service or a product to make production more profit efficient, when the project has a Low degree of multi-culturalism and Low project complexity.

• Cultures: The manager should focus on the group culture in order to obtain a better functioning team (teambuilding), when the project has a High degree of multi-culturalism and High project complexity.

• Output performance: The manager should focus on the amount of products or services produced, when the project has a Low degree of multi-culturalism and High project complexity.

Deg

ree

of M

ulti-

Cul

tura

lism

Project Complexity LOW

LOW

HIGH

HIGH

MANAGING OF THE PLAN

MANAGING OF

CULTURES

MANAGING OF COSTS

MANAGING OF THE OUTPUT

PERFOMANCE

Annex

Rondey Turner, Stephen Simister (2000): Gower Handbook of Project Management. Gower Publishing Limited. p. 23.

306


Another practical approach to manage cross-cultural project teams emphasises the need to make communications explicit

• To make communications explicit to recognize the impact of different cultures on communication.

• The trust and transparency must be established between the project manager and the team members, particularly those of different culture groups.

• The team-building skills of the project manager are of particular importance on a multi-cultural project in order to enrich cross-cultural socialization.

• The project manager should understand the limits of language and importance of non-verbal communication.

• The project manager should ensure culturally sensitive leadership through behaving consistently and motivating everyone to work toward common project goals.

• To minimize ambiguities and misunderstandings the effective sharing of knowledge among the members should be ensured.

“Three criteria to inspire as well as cultivate intercultural trust — sincerity, competence

and reliability.”

Sherwood FlemingIntercultural Communication Professional,

Author

308


Cross-Cultural Management books


• Geert Hofstede (1991): Culture’s Consequences: International Differences in Work Related Values. Sage, Newbury Park.

• Gerard Bannon, John Mattock (2003): Cross-Cultural Communication: The Essential Guide to International Business. Stylus Publishing.

• Edward T. Hall (1989): Beyond Culture. New York: Anchor Books.

• Larry A. Samovar (2006): Communication between Cultures. Wadsworth Publishing Company.

• Geert Hofstede (1984): Cultures Consequences: International Differences in Work-Related Values (Cross Cultural Research and Methodology). Sage, Newbury Park.

309



MANAGING KNOWLEDGEIN PROJECTSModule: Project Management in Media, Arts & Entertainment Lecturer: Thorsten KlieweDate:



311


In this course you will be introduced to knowledge management in projects

By the end of this session you should be able:• to have an understanding of what

knowledge and knowledge management are;

• to understand the difference between data, information and knowledge;

• to understand what activities knowledge management involves in projects;

• to be aware of reasons, which negatively affect the use of knowledge management methods in projects;

• to have an understanding of success factors of knowledge management.

312


Table of Contents

• What is KNOWLEDGE?1• The difference between

DATA, INFORMATION and KNOWLEDGE2

• Explicit and tacit KNOWLEDGE3

• What is KNOWLEDGE MANAGEMENT? 4

• KNOWLEDGE MANAGEMENT activities 5

• KNOWLEDGE MANAGEMNT success and negative factors6

• PROJECT examples7• KNOWLEDGE

MANAGEMENT books8

“We need to make knowledge accidents happen on purpose, regularly and, most

importantly, with intent.”

Al ZollarIBM´s Lotus Development Corp. CEO

and President

314


Knowledge is a strategic asset and a critical source of competitive advantage

Knowledge has been touted as the only asset that can offer organizations a competitive advantage as there is a strong linkage between core competence and knowledge.

• Knowledge management is an emerging discipline and practice in organizations and project-based organizations.

• In order to improve project success in project environment knowledge management and project management should be combined.

315


Within everyday language, within specific fields the word "knowledge" often takes on a variety of meanings.

Author Definition

William James Knowledge is understanding based on experience.

Charles Peirce The most essential definition of knowledge is that it is composed of andgrounded solely in potential acts and in those signs that refer to them.

Alex Bennet Knowledge, while made up of data and information can be thought of as much greater understanding of a situation, relationships, causal phenomena and the theories and rules (both explicit and implicit) that underlie a given domain or problem.

Tom Wilson Knowledge' is defined as what we know: knowledge involves the mental processes of comprehension, understanding and learning that go on in the mind and only in the mind, however much they involve interaction with the world outside the mind, and interaction with others.

Thomas Davenport & Laurence Prusak

Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information. It originates and is applied in the minds of knowers. In organizations it often becomes embedded not only in documents or repositories but also in organizational routines, processes, practices and norms.

316


Data and information are often regarded as lower denominations of knowledge

• This linkage of data, information, and knowledge can be described as a hierarchy wherein data create information, which in turn creates knowledge. Value and meaning are increased when moving from data to information to knowledge.

• Another common model shows the relationship as a linear progression, treating data, information, and knowledge as a continually moving process rather than a hierarchy of diminishing amounts.

Knowledge

Information

Data

High High

Low Low

VALUE MEANING

Chaffey, Wood (2005): Business Information Management: Improving Performance Using Information Systems. Harlow, Prentice Hall, Pearson Education Limited, p. 21

Data Information

Knowledge

317


Data and information are often regarded as lower denominations of knowledge

• Data is the lowest point, an unstructured collection of facts and figures about objects, persons and events;

• Information is the next level, and it is regarded as structured data – the analysis, processing, or classifying data;

• Knowledge is defined as "information about information” – the distillation of information to incorporate experience, values, insights and intuition.

Chaffey, Wood (2005): Business Information Management: Improving Performance Using Information Systems. Harlow, Prentice Hall, Pearson Education Limited, p. 22

Data Information

Knowledge

DATA

INFORMATION

KNOWLEDGE

Processed and Analysed

Internalized

Externalized

Captured and Stored

318


Knowledge is most commonly categorized as either explicit or tacit

EXPLICIT knowledge • It refers to codified knowledge, such as that

found in documents – know-what.• It is easy to identify, store, and retrieve.• From a managerial perspective explicit

knowledge is similar to information:• People have access to what they

need;• Important knowledge can be stored;• Knowledge can be reviewed,

updated, or discarded.

TACIT knowledge• It refers to non codified, intuitive and

experience-based knowledge – know-how. • It is often context dependent and personal in

nature.• It is hard to communicate, to define and

deeply rooted in action, commitment, and involvement.

• It includes:• Cultural beliefs• Values • Attitudes • Mental models

• Skills• Capabilities• Expertise• Experience

319


Knowledge management is the process of capturing, distributing, and effectively using knowledge

KNOWLEDGE MANAGEMENT is therefore a conscious strategy of getting the right knowledge to the right people at the right time and helping people share and put information into action in ways that strive to improve organizational performance.

(O'Dell, Grayson (1998). If only we knew what we know: the transfer of internal knowledge and best practice. New York: Free Press)

KNOWLEDGE MANAGEMENT draws from existing resources that your organization may already have in place – good information systems management, organizational change management, and human resources management practices.

(Davenport, Prusak (1998): Working knowledge: how organizations manage what they know. Boston, Mass: Harvard Business School Press)

320


Knowledge management is the process of capturing, distributing, and effectively using knowledge

Knowledge management in the context of a project is the application of principles and processes designed to make relevant knowledge available to the project team.

(Reich (2007). Managing knowledge and learning in IT projects: A conceptual framework and guidelines for practice. PM Journal, 38 (2), 5-17)

• Knowledge management is a practice that make sense for improving project management.

• If the knowledge – both tacit and explicit forms – could be captured and shared within the project environment, project teams could benefit a lot.

321


There are four types of project knowledge: cultural, institutional, domain and process

Four types of project knowledge:• Behavioral – why, who:

• Cultural knowledge • Institutional knowledge

• Technical – how, when, what: • Domain knowledge • Process knowledge

• Cultural knowledge is about organizational culture as well as cultural backgrounds of the project team members.

• Domain knowledge is about industry, technology, stakeholders, current project situation, products (e.g. the software development cycle).

• Institutional knowledge refers to knowledge that project team has about the organization itself (e.g. structure, reporting rules).

• Process knowledge is about the project processes: work packages, structures, timelines, plans etc.

Annex

322


This model suggests that there are significant relationships between effective project knowledge sharing and project success

This theoretical framework indicates that: • providing appropriate motivators and • removing relevant inhibitors to sharing

knowledge and experience would result in more efficient and effective sharing of knowledge in projects which, in turn, would lead to an increased probability of project success.

This model focuses on the socialization of tacit and explicit knowledge, which is gap in most project environments.

Individual Motivational

Factors

Intention to Share

Knowledge

Organizational Motivational

Factors

Knowledge Sharing Behaviour

• Tacit Knowledge• Explicit Knowledge

Project Success

To achieve the project objectives and goals:

• On scope• On time• On budget• Accepted quality • Satisfaction of

Stakeholder

PROJECT KNOWLEDGE SHARING CONTRIBUTION TO PROJECT

Ismail, Nor, Marjani (2009): The Role of Knowledge Sharing Practice in Enhancing Project Success. Institute of Interdisciplinary Business Research, p. 52

323


Knowledge management can be described to involve following activities: knowledge creation, transfer and storage

These activities – creation, transfer and storage – form a complete entity, which can be utilized for the purpose of bringing more value into a project.

1. Knowledge creation – the process of creating new knowledge requires that team members and stakeholders acknowledge the existence of useful data and information, and then transform it through some form of process, into insights that can be applied in project.

2. Knowledge transfer – it is important to transfer knowledge between team members and stakeholders so that this knowledge can be fully exploited. Knowledge can be transferred formally or informally.

3. Knowledge storage – once knowledge has been created, to be long-term value to the organisation it must be stored for subsequent use by people in different parts of project. It is more than imply codifying knowledge and storing it, it is the embodiment of tacit knowledge into processes, practices, materials.

324


Creation – model of Nonaka states that knowledge can be created through a conversation between tacit and explicit knowledge

• Ideas start in the mind of individuals, but the interaction with other individuals plays an important roll in developing these ideas.

• This interaction is called knowledge conversation.

• Nonaka proposes four different models of conversation:

• Socialization – from tacit to tacit • Externalization – from tacit to

explicit • Internalization – from explicit to tacit• Combination – from explicit to

explicit.

TACIT EXLICIT

TAC

ITE

XP

LIC

IT

Socialization

Internalization

Externalization

Combination

to

from

Nonaka (1994): A Dynamic Theory of Organizational Knowledge Creation. Organizational Science, 5 (1), p. 19

325


• Socialization can be portrayed as one individual observing and imitating another and then practicing what has been observed. Thus, the observer does not only see how something is done but can also study the emotions of the object.

• Externalization enables the receiver of the knowledge to interpret and formalize what has been observed, also bears the idea that tacit and explicit knowledge often cannot be easily separated.

• Internalization can be described best in the teacher-to-student-transfer of knowledge, also closely related to learning by doing. The same idea of the connection between tacit and explicit knowledge is valid for turning explicit knowledge into tacit.

• Combination, the model of creating knowledge from explicit knowledge to explicit knowledge, is the use of a social practice to exchange knowledge.

TACIT EXLICIT

TAC

ITE

XP

LIC

IT

Socialization

Internalization

Externalization

Combination

to

from

Nonaka (1994): A Dynamic Theory of Organizational Knowledge Creation. Organizational Science, 5 (1), p. 19

AnnexCreation – modell of Nonaka states that knowledge can be created through a conversation between tacit and explicit knowledge

326


Knowledge transfer is an important activity within a project, to exploit knowledge created in its full potential

Process-based methods – focus on the relevant measures and their sequence for capturing knowledge:

• Project Review or Project Audit• Post Project Appraisal • After Action Review• Peer-Assist Meeting• Networking and Communities of Practice

Documentation-based methods – focus primarily on the content and the storage of the experience:

• Micro Articles• Learning Histories• RECALL• Knowledge audit• Knowledge mapping

Internalization

327


Process-based methods focus on the relevant measures and their sequence for capturing knowledge

• Project Review is a walkthrough during a project phase which aims to give a status clarification, and early recognition of risk situations. It is also performed after the project is realized, to summarize it, and what has been learned.

• Post Project Appraisal - Approximately two years after the project has been finished a complete project analysis is conducted, to help transfer knowledge of mistakes, success to third parties.

• After Action Review is a short meeting after a certain event in a project, to enhance the quick learning from both failure and success.

• Peer-Assist Meeting are meetings between a more experienced individual or group and a less experienced individual or group. This could be seen as mentoring, where the less experienced follows the more experienced, or that the more experienced follows the less experienced and assist in making decisions.

• Networking or meeting individuals with common interests, knowledge or who are in the same kind of situation, encourages sharing of experience and knowledge between individuals. Through these meetings a tacit understanding, or in some cases actual tools and standards can be created.

Annex

328


Documentation-based methods focus primarily on the content and the storage of the experience

• Micro Articles are short articles discussing the project, after the project has been finished. The scope of the micro articles covers about half a page to a page, and it should be written in an informal way.

• Learning History is a longer history, written in a non-strict form, of the most important events of a project. The use of many quotations is encouraged, to try to capture more tacit knowledge than through a usual documentation.

• RECALL (Reusable Experience with Case-based reasoning for Automating Lessons Learned) is an approach which uses a database to collect lessons learned.

• Knowledge audit is performed to identify and document which kind of knowledge is processed in project, where there is a lack of relevant knowledge, as well as where “the wheel is reinvented” repeatedly.

• Knowledge mapping is a visualization of who in project possess certain kind of knowledge, and how this knowledge connects with other knowledge resources within the project.

Annex

329


Knowledge storage – knowledge must be stored for subsequent use by people in different parts of project

• It does not only refer to how knowledge is made explicit (codified) and stored within a database or in documents.

• It also emphasizes how the created and transferred knowledge is reflected in project routines, processes and culture.

• The knowledge should be collected in such a way that it is easy accessible for the individuals needing this special knowledge.

• Even though knowledge management methods are used, there are often shortcomings in the actual storage of experience.

330


Knowledge storage – knowledge must be stored for subsequent use by people in different parts of project

• It does not only refer to how knowledge is made explicit (codified) and stored within a database or in documents.

• It also emphasizes how the created and transferred knowledge is reflected in project routines, processes and culture.

• The knowledge should be collected in such a way that it is easy accessible for the individuals needing this special knowledge.

Even though knowledge management methods are used, there are often shortcomings in the actual storage of experience

The following risks may occur:• The result is not well documented and

archived.• The result is described in a too general

manner, preventing reuse due to lack of context.

• The result is archived in a way which makes it difficult to retrieve.

• The result is not accepted, even though it is well documented and easy to locate.

Annex

331


Reasons, which negatively affect the use of knowledge management methods in projects, are related to the project factors

• Time – enlarged time pressure towards the end of projects results in a culture where the project result has a priority before capturing knowledge.

• Motivation – insufficient willingness to learn among the projects members. It can be that the project team members and project managers do not want to bring up mistakes made during the project.

• Discipline – lacking the discipline of conducting debriefings, which could result from the routines in the project.

• Skills – lack of knowledge in debriefing methods and why they are important to conduct.

Internalization

332


Success factors of knowledge management focus more on the functions of the organization, but can be applied to projects

1. Knowledge oriented culture 2. Technical and organisational structure3. Management support4. Connections to economical values5. A clear language about what knowledge

management is and the reason for knowledge management

6. Not looking at knowledge management as a process

7. To stimulate motivation and commitment 8. Creating a clear knowledge structure 9. Creating multiple channels for knowledge

transfer

Internalization

333



1. Knowledge oriented culture – refers to the creation of a positive atmosphere for knowledge sharing. To create a culture of knowledge orientation, it is important to have individuals within the project whoa re willing to share and learn.

2. Technical and organisational structure – knowledge management tools so not create knowledge, but help managing it. Infrastructure and meeting places encourage the sharing of knowledge between individuals.

3. Management support – knowledge management activities have to be supported from the project leaders. Management has the responsibility to make decisions about knowledge management, and also make clear hat kind of knowledge is vital for the organisation to share and store.

4. Connections to economical values – knowledge management activities are connected to costs, therefore the benefits have to be measured and valued, to legitimate for both managers and users.

5. A clear language about what knowledge management is and the reason for knowledge management – if an organisation can define the expression used (knowledge, learning etc.) these expressions do not continue to be as abstract for individuals in the organisation.

Annex

334



6. Not looking at knowledge management as a process – rather seeing the activities as different projects, containing activities which lead to new ways of managing knowledge. With the project perspective of knowledge management, the activities do not stagnate or become out-of-date.

7. To stimulate motivation and commitment – stimulation programs that are connected to the organisation values and reward structure the long term use of knowledge management methods.

8. Creating a clear knowledge structure – a clear knowledge structure means that knowledge, to some extent, needs to be categorized so that it can easily be used, stored, searched for, etc.

9. Creating multiple channels for knowledge transfer – with multiple channels for knowledge transfer is meant that one form of knowledge management methods is not enough to capture all knowledge. There have to be more methods used to capture a wider spectrum of knowledge.

Annex

“Knowledge has become the key economic resource and the dominant–and perhaps

even the only–source of competitive advantage.”



336


Knowledge Management books


• Davenport, Probst, von Prierer (2002): Knowledge Management Case Book: Siemens Best Practices. Publicis Corporate Publishing and John Wiley & Sons.

• Ismail, Nor, Marjani (2009): The Role of Knowledge Sharing Practice in Enhancing Project Success. Institute of Interdisciplinary Business Research.

• Davenport, Prusak (2000): Working Knowledge: How Organisations Manage What They Know. Harvard Business School Press.

• Nick Milton (2005): Knowledge Management: for Teams and Projects. Oxford: Chandos Publishing Limited.

• Nonaka, Takeuchi (1995): The Knowledge-Creating Company. Oxford University Press.

• Holsapple (editor): Handbook on Knowledge Management. Springer, 2003.

337


Key Takeaways

• Knowledge is a strategic asset and a critical source of competitive advantage.• Data and information are often regarded as lower denominations of knowledge.• Knowledge is most commonly categorized as either explicit or tacit. • Knowledge management is the process of capturing, distributing, and effectively using knowledge.• There are significant relationships between effective project knowledge sharing and project success.• Knowledge management can be described to involve such activities as knowledge creation, transfer

and storage.• Knowledge can be created through a conversation between tacit and explicit knowledge.• Knowledge transfer is an important activity within a project, to exploit knowledge created in its full

potential.• Knowledge must be stored for subsequent use by people in different parts of project.• Reasons, which negatively affect the use of knowledge management methods in projects, are

related to the project factors.

338



EVENTMANAGEMENT Module: Project Management in Media, Arts & Entertainment Lecturer: Thorsten KlieweDate:



340


In this course you will be introduced to event management

By the end of this session you should be able:• to have an understanding of what event is;• to have an awareness of what event

management is;• to have an awareness of a variety of types

of events;• to plan, design and coordinate an event.

341


Table of Contents

• What is EVENT management?1

• Corporate EVENT management 2

• Product launch EVENT3• Special EVENT

management 4

• EVENT management team5• Planning & execution:

7 STEPS6• PROJECT examples7• EVENT MANAGEMENT

books8

“Productivity is never an accident. It is always the result of a commitment to

excellence, intelligent planning, and focused effort.”

Paul J. MeyerFounder of Success Motivation Institute,

Author

343


Event management is the application of project management to the creation and development of events

In cultural and social life, an event refers to a social gathering or activity. Event takes place at a particular place and time.

There are mainly 3 types of event management:• Corporate Event Management• Product Launch Management • Special Event Management

Event Planning consists of coordinating every detail of meetings and conventions, from the speakers and meeting location to arranging for printed materials and audio-visual equipment.

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Corporate management is about planning and organization of common business and corporate events

Corporate management is a sub-category of event management.

They are for example:• Conferences • Seminars• Meetings• Team building events • Trade shows• Business dinners• Press conferences • Networking events

• Opening ceremonies • Incentive travel• Theme parties • VIP events• Trade fairs • Stakeholder meetings• Board meetings etc.

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Product launch event gives the public and media a chance to hear about product before any reviews are given

Product launch management is a sub-category of event management.

Product launch events have several purposes:• To introduce the product to investors and

other partners;• To introduce the product to the old and new

customers;• To introduce the product to the media.

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A special event can be defined as any event where a large number of people are brought together to watch or participate

Special event management is a sub-category of event management.

Special events management plans and controls public assemblies gathered for the reasons of celebration, entertainment, and education (among other purposes).

Examples:• Summer festivals• Concerts• Demolition derbies • National celebrations

• Sporting competitions• Exhibitions• Tractor pulls• Races etc.

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The following figure represents the relative position and size of event organizers, suppliers and clients

Event organizer • At the heart of any event is an event organizer

tasked with managing the event on behalf of their client and liaising with various suppliers.

Suppliers• The biggest circle represents the event

suppliers who provide the goods and services needed to make event happen.

Clients• The event organizer is likely to be setting up a

number of events and dealing with multiple clients, and so the circle representing the clients is larger.

Clients Event organizer Suppliers

Ruth Dowson, David Bassett (2015): Event Planning and Management: a Practical handbook for PR and Events. Kogan Page Limited, p. 11.

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Events depend on every team member doing his job to a high standard, as well as flexibility and a commitment to communication

• The number of people involved in organizing an event depends upon the size and scale of the event.

• An event management team can have following event professionals:

• Event manager• Event coordinator • Information manager • Logistic manager • Security manager • Infrastructure manager etc.

URL: https://mfajourney.wordpress.com/author/gladyschow/page/30/

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The Event Manager is the person who plans and executes the event

• Event managers may be involved in more than just the planning and execution of the event, but also brand building, marketing, communication strategy.

• The event manager is an expert at the creative, technical and logistical elements that help an event succeed.

• The event manager is a multidimensional profession.

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Events depend on every team member doing his job to a high standard, as well as flexibility and a commitment to communication

Event CoordinatorHe is responsible for coordinating with all event professionals and ensures that business operations are efficient and effective.Information ManagerHe manages the information acquired through different sources, is responsible for the documentation of all business operations carried out pre-event, at-event and post-event.Logistic ManagerHe is responsible for custom clearances and other clearances. He is expected to move goods and merchandise from one destination to the other in the most efficient manner.

Security ManagerHe is responsible for formulating, preparing and implementing the security plan and strategies (how to protect delegates, guests, organizers, sponsors, partners, clients, target audience etc.)Infrastructure ManagerHe is responsible for setting up and dismantling the infrastructure for the whole event like construction of:• Boundary walls, entrance and exit gates,

walkways and parking lots;• Seating arrangement, stage design and

stage set up.• Staff rooms, storage rooms etc.

Annex

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There are many things to consider and contemplate, so follow 7 basic steps to plan and execute a successful event

Goals &

Objectives

Target Marke

t

Time & Venue

Master

Plan

Promotion

Evaluation

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Step 1: Identify Your Objective or Goal

• The first and most important step in planning a successful event is to think carefully about your goal:

• Why are you organizing this event? • What do you hope to achieve?

• Because events require such a big investment of time, money, and energy, make sure that running the event is the best way to achieve your objectives, before you proceed.

Goals & Objectives

Target Marke

t

Time & Venue

Master

Plan

Promotion

Evaluation

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Step 2: Identify Your Target Market

• Once you've identified your goals, think carefully about your guest list.

• Typically, you'll invite your target customers, but you can also use events to reach out to for example:

• potential employees, • existing suppliers, • potential business partners, • or other groups that are important

to your project.

Goals & Objectives

Target Marke

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Plan

Promotion

Evaluation

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Step 3: Choose a Time and Venue

• When you choose a venue, look at the options from your guests' perspective.

• Make sure that the location is safe and well-lit, with plenty of parking and good accessibility.

• The venue also needs to align with your brand, target market, and event goals.

• Remember, you want to make it as easy as possible for people to attend your event.

• Make sure that you have several potential dates and times for your event, so that you have an alternative if your first choice is unavailable.

Goals & Objectives

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Plan

Promotion

Evaluation

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Step 5: Create a Master Plan

This plan should encompass all aspects of the event, including:• Venue, logistics & catering management

(contracts, permits, insurance);• Speakers or presenters (identifying,

confirming, logistics & management);• Activities and entertainment;• Publicity and promotion (events calendars,

printed programs, media relations, social media);

• Registration (online sign-up, payment and tracking, on-site sign-in);

• Sponsor and partner management;• Volunteer management.

Goals & Objectives

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Promotion

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Step 6: Promote

• You can advertise your event on your organization's website or blog, in trade magazines, or through targeted emails or newsletters.

• Use sites like LinkedIn, Twitter, Facebook, and YouTube to promote it.

• As you organize your guest list and send out invitations, do realize that only a small proportion of people will be able to attend.

• There are a number of online event-planning checklists that you can use, alongside this article, to plan and promote your event.

Goals & Objectives

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Promotion

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Step 7: Determine Evaluation Process

• How will you determine if your event is a success?

• Do you measure success by the number of registrants or attendees or is it dependent on you breaking even or raising a target amount in donations?

• When you set your initial event goals and objectives, you should also consider how you will evaluate the event to determine your success.

Goals & Objectives

Target Market

Time & Venue

Master

Plan

Promotion

Evaluation

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During the event – remember, your goal is to make people feel comfortable

• As a host, arrive at the venue with plenty of time available to supervise the setup, deal with any problems, and ensure that everything is properly organized.

• As guests arrive, greet them, thank for attending, and answer any questions that guests have. • If you have handouts, gifts, or other promotional materials, set up a table near the exit with these

materials, or pass them out later in the event.• Create effective presentation visuals so that guests can engage.• After the event, get feedback from attendees. You could send out a questionnaire, comment card,

email, letter, or survey. Their feedback will help you measure the success of your efforts, and improve future events.

Planning events come with its own drawbacks – so be prepared for things that might go wrong. Have a contingency plan in case there are any major issues during your event.

Annex

“You can plan events, but if they go according to your plan they are not events.”

John BergerEnglish Art Critic, Novelist, Painter and Poet

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• Mike van der Vijver, Eric de Groot (2013): Into the Heart of Meetings: Basic Principles of Meeting Design. CreateSpace Independent Publishing Platform.

• Paul James Kitchin, Nicole Ferdinand (2012): Events Management: an International Approach. Sage Publications Ltd.

• George G. Fenich (2014): Planning and Management of Meetings, Expositions, Events and Conventions. Pearson Education.

• John Beech, Sebastian Kaiser, Robert Kaspar (2014): The Business of Event Management. Prantice Hall International.

• Meegan Jones (2010): Sustainable Event Management: a Practical Guide. Earthscan.

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Key Takeaways

• Event management is the application of project management to the creation and development of events.

• There are mainly 3 types of event management: Corporate Event Management, Product Launch Management, Special Event Management.

• Events depend on every team member doing his job to a high standard, as well as flexibility and a commitment to communication.

• The first step in planning a successful event is to think carefully about your goal.• Once you've identified your goals, think carefully about your guest list.• Choose time and venue.• Create a master plan, which should encompass all aspects of the event. • You can advertise your event using a variety of possibilities.• When you set your initial event goals and objectives, you should also consider how you will evaluate

the event to determine your success. • Be prepared for things that might go wrong. Have a contingency plan.

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