Mercadotecnia

Reinventing Project Management
Part 1 slides

The Increasing Share of Projects

Projects Operations

Time
1800s Agricultural society 1900s Industrial society 2000s Information society

Industries, Companies, Society

The motivation
• • • • The assumption:
– Different projects are managed in different ways.

The literature and the discipline assume:
– “a project is a project isa project.”

There is no accepted framework The need:
– A framework to distinguish among projects – Practical guidelines on how to manage projects in different ways

The Questions
• How to Distinguish Among Projects – Dimensions? • How to Classify Projects on Each Dimension? • How to Manage Different Project Types? • Is There More than One Way?

What Impacts Project Type?
EnvironmentProduct Task

Project

UCP

NTCP
Technology

Complexity

Novelty

Pace

Uncertainty Complexity Risk at the moment of project initiation

Complexity size, # of elements, variety, interconnectedness

Uncertainty

Pace Pace available time frame

The UCP Model

Four Dimensions for Distinction Among Project Types
• • • • Novelty – How new is the product to customers and users– Derivative, Platform, Breakthrough

Technology – How much new technology is used
– Low-tech, Medium-tech, High-tech, Super High-tech

Complexity – How complex is the system and its subsystems
– Assembly, System, Array

Pace – How Critical is the Time frame
– Regular, Fast/Competitive, Time-Critical, Blitz

The Project Diamond - Assessing a Project’s Risk/Benefit and Selecting theRight Management Approach

Technology
Super-High Tech

Automatic Bag – Handling System

High-Tech

Medium-Tech

Low-Tech Array System Assembly

Novelty
Derivative Platform Breakthrough

Complexity
Regular

Fast/ Competitive

Airport Construction Project

Time-Critical

Blitz

Pace

Denver International Airport Project

Project Success

Efficiency

Impact onCustomer • Meeting requirements and specifications • Benefit to customer • Extent of use • Customer satisfaction & loyalty • Brand name recognition

Impact on Team • Team satisfaction • Team morale • Skill development • Team member growth • Team members’ retention • No burnout

Business & Direct Success • • • • • • • • Sales Profits Market share ROI, ROE Cash flow Service quality Cycle-timeOrganizational measures • Regulations approval

Preparing for Future • New technology • New market • New product line • New core competencies • New organizational capabilities

• Meeting schedule • Meeting budget • Changes • Yield • Other efficiencies

Specific Success Measures

Success Dimensions
Preparing for Future

Business & Direct Success

Project Success

Impact on Team

Impacton Customer

Efficiency

Timeframe
Short Medium Long

Timeframes of Success Dimensions

Importance

Preparing for Future Business & Direct success Impact on Customer & Team Efficiency

Low

Medium

High

Uncertainty

Relative Importance of Success Dimensions is ProjectDependent

Technology
Super-High Tech

High-Tech

Medium-Tech

Low-Tech Array System AssemblyNovelty
Derivative Platform Breakthrough

Complexity
Regular

Fast/ Competitive

Time-Critical

Blitz

Pace

The NTCP Framework

The NTCP Diamond

Definition

Planning

Execution

Termination

Revise Plans

Revise Definition

Classical Project Phases Modified to an Adaptive Iterative Approach

From traditional to adaptive project management
Approach
Project goalProject plan

Traditional project management
Getting the job done on time, on budget, and within requirements A collection of activities that are executed as planned to meet the triple constraint

Adaptive project management
Getting business results, meeting multiple criteria An organization and a process to achieve the expected goals and business results

Planning Managerial approach...