Fra best practice til next practice: Projektledelse 2.0 PIN Meeting Christian Thuesen DTU Management Engineering Engineering Systems Group 1 DTU Management Engineering, Sachabada.com: Mamika
Project Characteristics tdub303 2 DTU Management Engineering, Inspired by Pich et al (2001 )
3 DTU Management Engineering, Shell
Uncertainty 4 DTU Management Engineering, Shell
Ambiguity Katsushika Hokusai (1760-1849) 5 DTU Management Engineering,
Development of project organizing Vilkårene på markedet og i samfundet Efterspørgslen oversteg produktionskapaciteten. Begyndende vækst. Efterspørgslen oversteg produktionskapaciteten. Markederne i vækst. Produktionskapacitet og efterspørgsel i balance, Flere udbydere Stagnation, priskonkurrence og inflation. Fokus på rationalisering. Internationalisering. Krav om kort reaktionstid Offentlig effektivisering Projekter bliver arbejdsform Projekter bliver organisationsform Projekter bliver ledelsesform Generation X født 1960 1970 Værdier: Pragmatisme, klare sig selv, uformelle relationer Zappergenerationen født 1972 1980 Værdier: Mig selv, engagement, forskellighed, trykke den af Porteføljeledelse Politisk udredning 68 er-generationen født 1941 1955 Værdier: Fællesskab, solidaritet, arrangement, eksperimenterende Organisatorisk forandring IT og systemudvikling Produktudvikling Forsknings- og teknologiudviklingsprojekter Bygge- og leveranceprojekter 1900 1950 1960 1970 1980 1990 2000 6
The Project Society Flip Discipline Projects 7 DTU Management Engineering, Inspired by Jensen (2012)
Why so much fuzz about Projects? Increasing demand for renewal Projects drives change in organizations and society Even more services and products are produced in projects. 8 DTU Management Engineering,
You are the drivers of change
Project management: How to handle tdub303 10 DTU Management Engineering, Inspired by Pich et al (2001 )
11 DTU Management Engineering, Marvel
12 DTU Management Engineering, Warner Bros
Cost Overruns in Projects 13 DTU Management Engineering, Packard (1986)
14 DTU Management Engineering,
PMI Top Ten Reasons Projects Fail 1. Inadequately trained and/or inexperienced project managers 2. Failure to set and manage expectations 3. Poor leadership at any and all levels 4. Failure to adequately identify, document and track requirements 5. Poor plans and planning processes 6. Poor effort estimation 7. Cultural and ethical misalignment 8. Misalignment between the project team and the business or other organization it serves 9. Inadequate or misused methods 10. Inadequate communication, including progress tracking and reporting 15 DTU Management Engineering,
Understanding project management practices Global Flip Discipline Local 16 DTU Management Engineering, Inspired by Christensen & Kreiner (1991) and Jensen (2012)
Best and emerging practices of PM 17 DTU Management Engineering,
Our perspective on Project organizing Strategies Designing Managing Guiding Complexity Characteristics Regulation Uncertainty Fuzzy front end Future perfects Prejects Classical project and programme management Business strategies Project Based Organizations Project governance Human Behaviour (Ambiguity) 18 DTU Management Engineering,
References Christensen, S. & Kreiner, K., (1991) Projects in loosely coupled systems / Projekter i løst koblede systemer. 1 red. s.l.:jurist og Økonomi forbundets forlag Pich, M.T., Loch C.H. & De Meyer, A. 2002. On Uncertainty, Ambiguity, & Complexity in Project Management. Management Science, 48:1008-1023. Jensen, A.F, (2012), The Project Society, Århus universitet 20 DTU Management Engineering,