PM 2 Vorlesung 4 Teil 2

1. Initial

2. Guided

3. Defined

4. Quantitatively managed

5. Process optimization

Ad-hoc methods

→ Success depends on competencies in the organization

→ Costs, quality and deadlines hardly predictable

Structured project management → process varies from project to project

Processes are well characterized and understood Processes are described in standards, procedures, tools & methods

Cost, deadline, quality and project forecasts secured by statistically evaluated data

Systematic management of reference solutions

Systematic process optimization based on statistical process management (reduction of variance of process results)

Systematic improvement of process performance

1. Analysis of actual situation / Selection of PM standards

2. Development of own PM methodology

3. Implementation of the methodology

4. Anchoring of processes / methods

▪ PM assessment

▪ Derivation of target state

▪ Selection PM standard

▪ Definition of roles, processes, methods

▪ Documentation

▪ Training sessions

▪ Coaching

▪ Change Management

▪ Reviews / Audits

▪ Fine adjustment

▪ Introduction of IT system

Certified Associate in Project Management (CAPM®)

Project Management Professional (PMP®)

Program Management Professional (PgMP®)

PMI Agile Certified Practitioner (PMI-ACP®)

PMI Risk Management Professional (PMI-RMP®)

PMI Scheduling Professional (PMI-SP®)

PMI Professional in Business Analysis (PMI-PBA®)

PMI Project Management Ready^TM

The central work of the PMI is the PMBOK-Guide, a formalized summary of project management best practices.

▪ PM standard work of the Project Management Institute (PMI) since 1987

▪ Congruence with other PMI standards for program and portfolio management

▪ Basis for Project Management Professional (PMP) certification

1. The standard for project management

2. A guide to the project management body of knowledge

Definition of twelve PM principles that guide the behaviours and actions of project professionals. Also, basic terms and concepts of PM are defined.

Description of the structure and systematics of the PMBOK® Guide. Eight project performance domains are identified and described. Tailoring as the deliberate adaptation of PM approaches and processes to a given environment is introduced and commonly used models, methods and artifacts in PM are presented.

Be a diligent, respectful, and caring steward

Create a collaborative team environment

Effectively engage with stakeholders

Focus on value

Recognize, evaluate, and respond to system interactions

Demonstrate leadership behaviour

Tailor based on context

Build quality into processes and deliverables

Navigate complexity

Optimize risk responses

Embrace adaptability and resiliency

Enable change to achieve the envisioned future state

Stakeholders

Team

Development Approach and Lify Cycle

Planning

Project Work

Delivery

Measurement

Uncertainty

PRINCE2 is a process-oriented and scalable PM method that delivers processes, methods, templates and role descriptions.

▪ Business Case enquires after each phase if the project is still justified

▪ Management orientation: detailed role descriptions

▪ Management by Exception, Manual „Directing successful projects”

▪ Result and product orientation: Product Breakdown Structure results in project phases

▪ Configuration management: explicit management of content and changes

▪ Observes the project environment

While PMBOK focuses on PM principles and project performance domains, PRINCE2 uses a systematization of the PM processes.

▪ 12 principles of PM

▪ 8 project performance domains

▪ Focus is on the value delivery of projects and project outcomes

▪ Dedicated section on tailoring the project management approach to all types of project environments

▪ 7 processes with 40 activities

▪ 7 topics → limited coverage of procurement and human resources management

▪ Consideration and adaption of all processes/activities with regard to a concrete project

▪ High number of different tools/methods to support each process

▪ Implicit invitation to use certain methods

▪ Limited number of different tools/methods

▪ Explicit request to use certain methods

▪ Ongoing alignment with customer requirements

▪ Low product focus

▪ Concentration on project management

▪ Continuous alignment with the business case (review after each phase)

▪ Distinct product focus

▪ Concentration on the interface between project management and product creation

Project manager bears greater responsibility for the successful execution of the project (together with the client)

▪ Project manager is responsible for operational project steering during the individual project phases

▪ Client bears responsibility for project success and strategic project management