Creativity Project Management Stockholm 2001jaro-berce.info/PDF/Creativity Project Management...
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CREATIVITY PROJECT MANAGEMENT TECHNIQUES - USE WITH STATE INSTITUTIONS Iztok M. Sirnik Government Center for Informatics, Jaro Berce, Government Office for European Affairs, Slovenia
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Project Management Creativity
CREATIVITY PROJECT MANAGEMENT TECHNIQUES
USE WITH STATE INSTITUTIONS
Iztok M. Sirnik, M.ScGovernment Center for Informatics, Ljubljana, Slovenia
Jaro Berce, M.Sc.Government Office for European Affairs, Ljubljana, Slovenia
REPUBLIC SLOVENIA Government
CREATIVITY PROJECT MANAGEMENT TECHNIQUES - USE WITH STATE INSTITUTIONS Iztok M. Sirnik Government Center for Informatics, Jaro Berce, Government Office for European Affairs, Slovenia
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Project Management Creativity
CONTENT
• Basic frame• Overview & Concepts of IDC program• Organization of program• Management of program• Project tools• Risk and experiences• Conclusion
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Project Management Creativity
BASIC FRAME FOR PM (1/2)
• Defining and implementing end-user demands (start-up document)
• Breaking complex content on independent projects
• Binding projects within system• Split on technology and content part• Multi - institutional coordination
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Project Management Creativity
BASIC FRAME FOR PM (2/2)
• Project management knowledge and state administration environment
• Defining common rules• Intermediate and final product(s) quality
control (close-up document)
• Formal close-up for individual project• Start-up document for implementation
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Project Management Creativity
COMPLEXITY
• Transparency of program management• Well defined decomposition of modules• Establishing program inter-relations• Program flow control through project
management methodology• Collaboration and standardization process
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Project Management Creativity
PREREQUISITES
• Acknowledged inter-institutional processes• Multi-disciplinary knowledge of:
– state administration participants– end-users– staff of contracted companies
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Project Management Creativity
FRAME
• Environment (state institutions, public, private sector etc.)
• Importance of solution• Program history• Program importance• Conflict solving• Statistical metrics• Financial aspects
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Project Management Creativity
IDC OVERVIEW
• System that is primarily useful to Slovenia• The whole information support for the
negotiation and harmonization process• One window concept (portal)• Usage of existent infrastructure
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GLOBAL MODEL
ministries, government, parliament
IDC - system• coordination
(e-data and information)• DB
• micro fish
4 X
GofEUA
...
Intranet
Internet
home-page, e-mail, ...
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PublicEDC
• paper documents• electron. documents(index, addresser, …)
SERVERs• networking
• common resources:scanner, CD-tower
archeiving …
GCI
GofA
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USER FRIENDLINESS
• Networking of applications (local, global)• Easy accessibility to data (structured RDB)• Protection and security for data and
communication path
CREATIVITY PROJECT MANAGEMENT TECHNIQUES - USE WITH STATE INSTITUTIONS Iztok M. Sirnik Government Center for Informatics, Jaro Berce, Government Office for European Affairs, Slovenia
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Project Management Creativity
STRUCTURE
Common technological tasks CTTQuality control, communications, security and
protection, maintenance, training etc.
cont
ent
ICT
supp
ort
Project 1
Project 2
Project n
Program Management
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CONTENT PART
Program ofprojects IDC
Project 1:Harmonization
Project 2:Terminology and translation
Project 6:Document resources
Project 3:Legislation proceedings of RS
Project 4:Legislation resources
Project 5:Human resources
Project 7:Negotiations
Project 8:Mission Bruselle
Project 9:Public
Project 10:NPAA
Project 11:Funds
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PARTICIPANTS
GofEUA GCI
9+2 Projects13 CTT
MinistriesParlament
Gov. officesExternals
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PROGRAM DEFFINITIONS
• Content / user(s) definitions• Organization of program & project(s)• Product(s)
– management– quality– software
• Resources (people, finance, …)
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Project Management Creativity
PROGRAM ORGANIZATION
• Users• Program committee:
– technical– quality control
• Management – content, technology:– program of projects– projects– Common technological tasks (CTT)
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MANAGEMENT CONCEPTS (1/2)
• Strategically and technological part:– users desirous – goals– existing standards and recommendations– development tools– partners (external customers, …)
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MANAGEMENT CONCEPTS (2/2)
• Operational / tactical part:– budgeting– information infrastructure– human resources– critical deeds
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Project Management Creativity
REGULATIONS FOR THE CONDUCT OF …
• Life cycle of the program and projects• Adaptation according to the degree of
development• Acceptance of products• Projects for implementation
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ASSURING EFFICIENCY AND SUCCESS
• Quality assurance• Project initiation document (start up)• Approved changes
– Content– Financial– Time (schedule)– Organizational
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MANAGEMET TOOLS
• SW program tool - “office”:– documentation– support for the operational work– supervision – document(s) archiving and distribution
• Net-planning• Support for groupware work and workflow
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Project Management Creativity
MANAGEMENT THROUGH e-COLLABORATION
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QUALITY MANAGEMENT
• Start-up documentation (uniformity, user acceptance, …)
• Type and procedure (acceptance, partial, final, minutes, questionnaire ...)
• Content (management tracking, reconciliation of methodology and content, integration, adjustment with standards and security ...)
• Correction measures (adequacy, reference installation...)
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CRITICAL PROJECT SUPPORT ACTIVITIES (1/2)
• Feasibility analysis• Program & project initiation• Reporting• Quality assurance• Resource management and co-ordination• Information support tools• Products delivery• Outsourcing
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Project Management Creativity
e-WORK ORDER
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CRITICAL PROJECT SUPPORT ACTIVITIES (2/2)
• Financing and supervision• End user involvement• Responsibilities on all levels• Efficient communications• Motivations• Risk management• Document management
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CRITICAL SUCCESS FACTORS (1/2)
• Project organization versus actual hierarchical organization
• Taking responsibilities• Priorities• Formal appointment of team members by
the highest authority• Definition of requirements and aims• Planning and actual limitations
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CRITICAL SUCCESS FACTORS (2/2)
• Appropriate checkpoint activities• Actual end-user participation (w/o criticism and
pessimism)
• Motivation• Inter and intra institutional coordination
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GAINED EXPERIENCE
• Some gained experiences (weight):– Project activity within administrative structure (5) -– Role of program committee (5) ++– The decisions of Government RS (5) +– Communications w co-workers (5) +– Role of workshops (5) +– Partitioning on projects and CTT(4) +– Partitioning on content and technology (4) +– Quality control (4) +
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FINAL THOUGHTS
• For the first time used some modern concepts of project management
• In three years acquired knowledge• Many solutions outside of program (uniform
foreign naming, standardized indexing of acts, …)
• Without ICT support there would not be successful reporting to EU
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CONCLUSION
• Project management does not have enough support within administration !
• Lengthy acquisition of consensus !• Taking responsibility and obligations !• To overcome hierarchical organization !• Transfer to new ministry for IS.
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QUESTIONS
• e-mail:– [email protected]– [email protected]
• http://www.sigov.si/svez/ (in Slovene)
– Presentation of the IDC– IDC conduct through program and projects– Products (working programs) - intranet– Table of contents of documents