Project:Project: What & HowWhat & How

➢ Free Lunch and Talk➢ What Project is➢ Running A Project➢

Ron LiuNov, 2008

ProjectProjectStakeholder, Shareholder

Sponsor, Customers

SubcontractorProject Manager

GovernmentLaw, Regulation

VendorsSupply Chain

October 20, 1997 Development and operation rights agreement signed with Taipei City government.

January 13, 1998 Ground-breaking ceremony.August 10, 1998 Construction license awarded for 101 stories.April 13, 1999 Design change to 509.2 m height approved by

Taipei City government.June 7, 2000 First tower column erected.June 13, 2001 Taipei 101 Mall topped out.March 31, 2002 5 workers killed caused by a 6.8 earthquake.

Construction was halted.May 13, 2003 Taipei 101 Mall obtains occupancy permit.July 1, 2003 Taipei 101 Tower roof completed.October 17, 2003 Pinnacle placed.November 14, 2003 Taipei 101 Mall opens.April 15, 2004 Council on Tall Buildings and

Urban Habitat (CTBUH) certifies Taipei 101 as world's tallest building.

November 12, 2004 Tower obtains occupancy permit.

December 31, 2004 Tower opens to the public.January 1, 2005 First fireworks show begins at midnight for New Year's Eve activity.

Companies:- Architect: C.Y. Lee & Partners- Contractor: KTRT Joint Venture- Management: Urban Retail Properties Company

Looking into Other IndustryLooking into Other Industry

● Family trip● Company outing●

● Microsoft Software● Linux, open source society●

● Auto maker● HSR● Taiwan Lottery● Highway ETS● IDF

Mindsets: Running A Project Mindsets: Running A Project

● Object Oriented● Ownership● Alternatives● Opportunity● Constraints● Uncertainty● Risk 無常● Plan for future● Convergent● Finding the path

● Do thing right in effective way● Problem Solver● Raise your hand ASAP● Team player● Leader and Follower● Local optimization vs System

thinking

● Positive Open mind● Human being, Lesson Learn

Resources, ConstraintsResources, Constraints

Estimate, ScheduleEstimate, Schedule

Calculate, simulation Guess

cost, time, and riskson the right track

Murphy's law

Why Schedule, only a tool1. Outside: Commitment UPS or FedEx2. Inside: Dependence, change3. WBS, track

Estimate: Confidence level, probabilityAnxiety, like or dislike, deffensive

how good a estimate isbased on what info, spec, requirement Flexibility

Surgical teamSurgical team● A perfect team● Dynamically up ● Trust: If your

brain surgeon told you the op-eration you need takes five hours, would you pressure him to do it in three?

Communication/CultureCommunication/CultureWhat we behave, view of WesternerWhat we behave, view of Westerner

task relationship

monochronic polychronic

low context

Inductive歸納

deductive 演繹

risk avoiding risk taking

top-down

bottom up

Say what you doDo what you saySay NO

high context

Team CommunicationTeam Communication

Hot, Flat, Crowd WorldHot, Flat, Crowd WorldWhere we areWhere we are