Mercadotecnia
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...
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