Project Value The System Dynamics of Project Management Based on work done by W.J. Ledet Jr., as...
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Project Value The System Dynamics of Project Management Based on work done by W.J. Ledet Jr., as published on www.practicefields.com
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Transcript of Project Value The System Dynamics of Project Management Based on work done by W.J. Ledet Jr., as...
Project ValueThe System Dynamics of Project
ManagementBased on work done by W.J. Ledet Jr., as published
on www.practicefields.com
All rights reserved. Colm Toolan, Business Architect. 2002 2
Projekt Management Fakten• 35% aller Projekten werden gar nicht
fertiggestellt Oracle Inc
• 84% alle Projekte werden nicht innerhalb der vorgegebenen Zeit- und Budgetrahmen fertiggestellt Standish Group
• Obwohl• 1 502 Projektmanagement Kurse angeboten werden
www.seminarmarkt.de (22/11/02)
• 520 Traininganbieter sich mit der Thema beschäftigen www.seminarmarkt.de (22/11/02)
• 2 000 000 Kopien von MS Project installiert sind Microsoft (Stand: Project 98)
All rights reserved. Colm Toolan, Business Architect. 2002 3
Cobb’s Paradox
“We know why projects fail, we know how to prevent their failure – so why do they still fail?”
Martin CobbTreasury Board of Canada Secretariat
All rights reserved. Colm Toolan, Business Architect. 2002 4
These• Das Projektmanagement Prozess ist ein
System• Dieses System ist komplex• Dieses System ist dynamisch
• Projektmanagement unterliegt die Regeln des System Dynamics
All rights reserved. Colm Toolan, Business Architect. 2002 5
System Dynamics• Wissenschaftliches Disziplin• Entwickelt Ende der 50er von Prof Jay
Forrester, an der MIT (SEHA wg. Artikel: Mass Institute of Tech)
• Analyse, Modellierung und Simulation von komplexen Systeme und deren dynamischen Zusammenhänge
• Überall verwendbar• Intellektuell anspruchsvoll• (Nur) Bedingt nachvollziehbar für Laie
All rights reserved. Colm Toolan, Business Architect. 2002 6
System Dynamics Example
Legend
Cause or Effect
Decision Point
Delay
A and B move in same directionAn Increase in A leads toIncrease in B
A and B move in opposite directionsAn Increase in A leads to Decrease in B and vice versa
Balancing Loop
Reinforcing Loop(Snowball effect)
Legend
Cause or Effect
Decision Point
Delay
A and B move in same directionAn Increase in A leads toIncrease in B
A and B move in opposite directionsAn Increase in A leads to Decrease in B and vice versa
Balancing Loop
Reinforcing Loop(Snowball effect)
Title
Decision
Delay
A B
A B
SymptomaticSolution
Problem Symptom
"Quick Fix"
FundamentalSolution
"Long Term Fix"Delay
Side Effect
"Side Effect"
Decision
All rights reserved. Colm Toolan, Business Architect. 2002 7
Quality, Errors and Re-Work
ErrorGeneration
CumulativeErrors
Error Ratefrom PoorPre-Work
ErrorReductionActivities
ScheduleAdherence
Quality Standard
Time spent onAlignment
"Testing & Re-Work"
Total Error Rate
"Building on a faultyFoundation"
Decision
"No Time for Error Work"
DecisionErrorsfrom poorAlingment
WorkingError Rate
NormalError Rate
RequiredCommunication
Team Size
Decision
"No Timeto Align"
All rights reserved. Colm Toolan, Business Architect. 2002 8
Overview of Project Dynamics
Project Parameters
End Product Attributes of the end product - what scope was delivered?
Error Density - how many bugs are there?
Delivery Date - did we hit the window of opportunity?
Project Cost
Project Parameters
End Product Attributes of the end product - what scope was delivered?
Error Density - how many bugs are there?
Delivery Date - did we hit the window of opportunity?
Project Cost
Other Project& Priorities
User andSponsorNeeds
Sponsor / UserCommunication
Scope Evaluation
Planning& Control
Work tobe Done
WorkCompletion
Scope Evolves
Sponsor SupportFluctuates
Decision
UnanticipatedRe-Work
Errors /Re-Work
Risk Managementand Consequences
Work PoliciesDependicies & ParallelismStaffing / Training & OvertimeRisk Assessment & Management
Value of Product toUsers / Sponsors
Project Cost
Ongoing Cost of Product Usage
Overall Project Value
Overall Project Value
All rights reserved. Colm Toolan, Business Architect. 2002 9
Getting Work Done
Scope
Work to be Done
Activities assigned to Resources
Decision
Activity Completion
“Getting Work Done”
ResourceLevel
Decision
ProjectSchedule &
BudgetDecision
Constraints
“Staffing”
All rights reserved. Colm Toolan, Business Architect. 2002 10
Scope Evolution
Potential forTeam, User, SponsorCommunication
Clarity ofNeeds, DependenciesConstraints
Changes inScope
"Cost of Scope Change"
Work Completed"ImprovingUnderstanding"
Scope andRe-Work
Work tobe Done
Schedule andBudget Adherance
"No Change Pressure"
"Deaf Ear"
Decision
All rights reserved. Colm Toolan, Business Architect. 2002 11
Poor Risk Management
Risk Sources
Risk Identification
Efforts
Risk Mitigatio
n Efforts
"Risk Management"
Reaction to Risk
Time for Risk
Management
"Quick Fixes" "Dependence on Quick Fix"
All rights reserved. Colm Toolan, Business Architect. 2002 12
Balancing Projects and Other Organizational Needs
Work to be Done
Resourcingto Project Decision
Activity Completion
"Getting Work Done"
ProjectSchedule & Budget
Decision
RelativeValue ofProject
OpportunityCost ofProject
Performanceof otherPriorities
Resources Remaining forOther Needs
"Opportunity Cost Pressure"
