special eden doctoral seminar the nine school of project management lille, august 18-22, 2008 props...
TRANSCRIPT
SPECIAL EDEN DOCTORAL SEMINAR THE NINE SCHOOL OF PROJECT
MANAGEMENT
LILLE, AUGUST 18-22, 2008
PROPS – Ericsson's approach on project management
Nicoleta Lungu
Academy of Economics Studies,
Bucharest, Romania
Academy of Economics Studies,
Bucharest, Romania
AGENDA IntroductionScenarioPROPS-C OverviewPROPS-C Structure and principlesProject categoriesPROPS Framework Business Perspective Human Perspective PROPS Project Life Cycle Model PROPS Project Organization Model
Knowledge areas
Nicoleta Lungu - Ericsson & Academy of Economics Studies, Bucharest, Romania2
Introduction
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Why a Project Management model?
“Companies that have a consistent approach to managing projects, can perform their projects at a cost 75% less than companies that leave project management practices up to individual project managers“ The Fast Forward MBA in Project Management, by Eric Verzuh
Ericsson as a project oriented company
80% of the employees are working in projects
≈ 3500 project managers and 150 PM Office managers
PROPS – Basics
PROPS – PROject for Project Steering – the name of the project that developed the first version of PROPS in late 80s
Ericsson’s general model available for all types of project within the organization
Three PROPS applications in Ericsson:
PROPS-C: Customer Project Management – time to customer iPROPS: R&D Project Management – time to market ePROPS: Internal Project Management – supporting projects
In line with the PMI standards
Also adapted in other companies like Volvo, Saab, Teliasonera, etc.
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Let’s imagine…
First day as a Project Manager in Ericsson
No relevant experience with PROPS and the first assignment will start soon
Panic? Of course, not!
PROPS is as simple as that!
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Project Life Cycle Model
Project Organization Model
Business Perspective
Human Perspective
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PROPS – Structure and Principles
Features Color-coding PROPS key elements Templates, tools and techniques PROPS applications Web sites
Colour coding Red – long-term business direction Blue – project management Yellow – operative work and
responsibilities Green – project outcome
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PROPS – Structure
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Project steering process
Project work model
Project management process
Project categories
Project categorization based on: Complexity Risk Size Environment
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ESPM(Senior)
EPPM(Principal)
Small and non-complex Large and complex
Project Manager competence requirements based on the Ericsson PM Career Guide
EPM(Experienced)
ESPM(Senior)
PM(Assessed)
ESPM(Senior)
EPPM(Principal)
EPM(Experienced)
ESPM(Senior)
Type A Type B
PM(Assessed)
EPM(Experienced)
Type DType C
ESPM(Senior)
EPPM(Principal)
EPM(Experienced)
ESPM(Senior)
ESPM(Senior)
EPPM(Principal)
PM(Assessed)
EPM(Experienced)
EPM(Experienced)
ESPM(Senior)
ESPM(Senior)
EPPM(Principal)
PM(Assessed)
PM(Assessed)
EPM(Experienced)
EPM(Experienced)
ESPM(Senior)
ESPM(Senior)
EPPM(Principal)
Project Life Cycle Model
Project Organization Model
Business Perspective
Human Perspective
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PROPS – The Framework
Business perspective – focus on customer needs
Multiple projects -> same business direction -> customer satisfaction -> efficient resource allocation
Key elements:Project managementProject portfolio managementThe customer
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Human perspective
Individual employee – one of the most important organization assetsCommon project cultureTeamwork and leadershipHigh level of competence and capacity
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PROPS Project organization model
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WHO is responsible for doing WHAT is the project
Project Steering Function Project Sponsor Project Steering Group Project Portfolio Owner
Project Management Function Project Manager
Project Execution Function Subproject Manager Resource Work Package Teams Receiver
PROPS Project life-cycle modelWHAT to do and WHEN to do Project Steering Process Project Management Process Project Work Model
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Project work model
Project management process
Project work model
Project steering process
Project work model
Project Steering ProcessTollgates A tollgate is a pre-defined business decisions during a
project. TG1 - Decision to start the project planning work. TG2 - Decision to start project execution. TG3 - Decision to continue execution according to original or revised plan. TG4 - Decision to start hand-over of the first part of project outcome to the
receivers and the customer. TG5 - Decision to start the project conclusion after acceptance of project
outcome.
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Project Management Process
1. Project Analysis PhaseCustomer project assessmentCore 3 Team
Customer Account Responsible Solution Responsible Project Manager
2. Project Planning PhaseProject is outlined
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Project Management Process
3. Project Execution PhaseEstablishmentRealisationHand-over
4. Project Conclusion PhaseLessons LearnedProject closure
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Project Work Model
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Milestones A milestone is an intermediate objective that defines an important and
measurable event or deliverable in the project and represents a result that
must be achieved at a given point in the project flow. MS1 - Ready for project planning MS2 - Ready for project execution MS3 - Ready for continued project execution MS4 - Ready for hand-over of first part of project outcome MS5 - Ready for start of project conclusion MS6 - Ready for project closure
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That was it!
Simple, isn’t it?
Thank you !
Academy of Economics Studies,
Bucharest, Romania