Η Σηµαντικότητα της ιοίκησης

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1 Η Σηµαντικότητα της ιοίκησης Έργων Kyriakos Leonidou Project Manager PMP, Prince2 Practitioner IBM, Global Business Services

2 Αποτυχηµένα Έργα Κόστος Αποτυχηµένων Έργων Πληροφορικής Παγκοσµίως: $6.2 Trillion ZDNet, 22/12/ % των έργων Πληροφορικής αποτυγχάνουν ZDNet, 11/12/2008 To 82% των έργων Πληροφορικής είναι αποτυχηµένα ή αµφισβητούνται Chaos Reports, 2004, The Standish Group

3 Ολυµπιακοί Αγώνες, Αθήνα 2004 Έργο Προϋπολογισµός Τελικό Κόστος ιαφορά Ολυµπιακό Κλειστό Γυµναστήριο 2,800, Παναθηναϊκό Στάδιο 300, Ολυµπιακό Κέντρο Υγρού Στίβου 3,500, Ολυµπιακό Πανθεσσαλικό Στάδιο 25,100, Στάδιο Ειρήνης και Φιλίας (Βελτιώσεις) 3,000, Ολυµπιακό Κέντρο Κανόε 8,500, Ολυµπιακό Κέντρο Τένις 12,300, Ολυµπιακό Γυµναστήριο Νίκαιας 12,000, Ολυµπιακό Στάδιο Πάτρας 1,100, Ολυµπιακό Γυµναστήριο Γαλατσίου 13,700, Ολυµπιακό Κέντρο Σκοποβολής Μαρκόπουλου 12,000, Ολυµπιακό Κέντρο Κωπηλασίας Σχινιά 25,400, Εθνικό Στάδιο Παγκρήτιο 38,100, Ολυµπιακό Καυταζόγλειο Στάδιο Θεσαλλονίκης 1,100, Σπίτι των Βαρέων Αθληµάτων Άνω Λιοσίων 32,300, Ολυµπιακό Κέντρο Ιππασίας 22,600, Ολυµπιακό Κέντρο Ιστιοπλοοϊας 16,500, Ολυµπιακό Κέντρο Μπεϊζµπωλ 18,700, Ολυµπιακό Στάδιο 3,100, Σύνολο 252,100,000.00

4 Ολυµπιακοί Αγώνες, Αθήνα 2004 Έργο Προϋπολογισµός Τελικό Κόστος ιαφορά Ολυµπιακό Κλειστό Γυµναστήριο 2,800, ,000, % Παναθηναϊκό Στάδιο 300, ,500, % Ολυµπιακό Κέντρο Υγρού Στίβου 3,500, ,500, % Ολυµπιακό Πανθεσσαλικό Στάδιο 25,100, ,400, % Στάδιο Ειρήνης και Φιλίας (Βελτιώσεις) 3,000, ,700, % Ολυµπιακό Κέντρο Κανόε 8,500, ,100, % Ολυµπιακό Κέντρο Τένις 12,300, ,500, % Ολυµπιακό Γυµναστήριο Νίκαιας 12,000, ,000, % Ολυµπιακό Στάδιο Πάτρας 1,100, ,200, % Ολυµπιακό Γυµναστήριο Γαλατσίου 13,700, ,500, % Ολυµπιακό Κέντρο Σκοποβολής Μαρκόπουλου 12,000, ,600, % Ολυµπιακό Κέντρο Κωπηλασίας Σχινιά 25,400, ,300, % Εθνικό Στάδιο Παγκρήτιο 38,100, ,700, % Ολυµπιακό Καυταζόγλειο Στάδιο Θεσαλλονίκης 1,100, ,900, % Σπίτι των Βαρέων Αθληµάτων Άνω Λιοσίων 32,300, ,800, % Ολυµπιακό Κέντρο Ιππασίας 22,600, ,400, % Ολυµπιακό Κέντρο Ιστιοπλοοϊας 16,500, ,500, % Ολυµπιακό Κέντρο Μπεϊζµπωλ 18,700, ,400, % Ολυµπιακό Στάδιο 3,100, ,000, % Σύνολο 252,100, ,540,000, %

5 What is a Project? A project is a temporary endeavor with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables), undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value.

6 What is a Project management? Project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It s a strategic competency for organizations, enabling them to tie project results to business goals and thus, better compete in their markets.

7 Επιτυχηµένα Vs Αποτυχηµένα Έργα Quality Scope (Specifications)

8 ιαδικασίες PMI Processes Initiation Planning and Design Executing Monitoring and Controlling Closing

9 Initiating a Project Do we have a worthwhile and viable project? Project Initiation Document - PID Project Scope Project Plan Project Deliverables Project Organization Structure Communication Plan Change Management Quality Assurance Risk Management

10 Initiating a Project Project Scope Product Breakdown Structure PBS

11 Initiating a Project Project Scope Work Breakdown Structure WBS

12 Initiating a Project Project Plan Work Breakdown Structure WBS ProjectPlan_Broker_ pdf

13 Initiating a Project - Project Organization Structure

14 Initiating a Project Communication Plan Manage Stakeholder and End-User Expectations Ensure Stakeholder Commitment Communication planning Team Meetings Meeting minutes Checkpoint meetings Checkpoint Reports Project Board meetings Highlight Reports Ad-hoc meetings Issue Reports

15 Initiating a Project Change Management Project Issues Requests for Change Implementing Variations and Changes Quality Assurance Informal Reviews Acceptance of Deliverables Risk Management Develop Initial Risk Log

16 Planning and Design Develop Project Management Plan Finalize Scope: Detailed and accurate WBS Time: Resource, Duration and Schedule accurate estimation Cost: Budgeting Risk: Management Planning Procurement: RFI, RFP, RFP Evaluation, Contracting

17 Initiating a Project Risk Management 1. Risk identification: Search for and identify the risks. 2. Risk analysis: Evaluate the probability and impact of each risk to determine the severity. Then, prioritize the risks to determine the most significant risks. 3. Risk response planning: Decide what, if anything, should be done about the risk. To help you to decide what to do, consider the responses to the following questions: Who should own the risk? What actions and plans should be implemented to address the risk? Does the impact of the risk far outweigh the cost of the mitigation actions? 4. Risk tracking and control: Continually collect and analyze data about the identified risks to determine if action must be taken. 5. Risk reaction: Implement the identified action plan in response to actual risk occurrence. Close the risk, if appropriate.

18 Executing Acquire and Develop Project Team Perform Quality Assurance Manage Project Execution Procurement Processes Request Seller Responses Select Sellers

19 Monitoring and Controlling Monitor Control and Project Work Scope Verification Scope Control Schedule Control Cost Control Perform Quality Control Manage Project Team Manage Stakeholders Risk Monitoring and Control Contract Administration

20 Closing Close Project Hand over the Project Products / Deliverables End Project Report Lessons Learned Release Project Team Manage Contract Closure Obtain Final Acceptance of the Project Deliverables Formal Project Closure (Legal, Financial and Administrative)

21 Prince2 Principles 1. Business justification A PRINCE2 project must at any time have continued business justification 2. Learn from experience Within a PRINCE2 project, time and moments need to be created for the acquisition, recording and transmission of experiences (lessons are sought, recorded and acted upon throughout the life of the project) 3. Roles and Responsibilities A PRINCE2 project has defined and agreed roles and responsibilities with an organization structure that engages the business, user and supplier stakeholder interests. 4. Manage by Stages A PRINCE2 project must be, for each stage, planned, monitored and controlled. 5. Manage by exception A PRINCE2 project has defined tolerances for each project objective as also established ground rules on delegated authority. 6. Focus on products A PRINCE2 project must address proper definition and delivery of products and in particular its quality. 7. Tailor to suit the environment The PRINCE2 methodology should be tailored to suit the project s size, environment, complexity, importance, capability and risks.

22 Πρότυπα και Πιστοποιήσεις ιοίκησης Έργων Οργανισµός Έγγραφο Τι είναι; Πρότυπο Από Πιστοποίηση Μέλη (2010) 2007 PgMP PMP 412,503 PMBOK Framework ANSI 2003 CAPM 13,272 PMP Certification Requirements: To apply for the PMP, you need to have either: A four-year degree (bachelor s or the global equivalent) and at least three years of project management experience, with 4,500 hours leading and directing projects and 35 hours of project management education. OR A secondary diploma (high school or the global equivalent) with at least five years of project management experience, with 7,500 hours leading and directing projects and 35 hours of project management education. Level A 340 Level B 7,100 Level C 32,300 ICB Framework No 1988 Level D 90,750 Practitioner 184,000 PRINCE2 Methodology No 1989 Prince2 certification requirements: 1. Complete a combined Prince2 Foundation and Practitioner course 2. Pass Prince2 Foundation Exam 3. Pass Prince2 Practitioner Exam Foundation 446,000

23 Project IBM WWPMM WorldWide Project Management Method PM Domains provide detailed guidance on how specific types of project management activities are carried out. PM Work Patterns are a series of steps designed to meet particular project management goals or in response to particular project management situations. PM Work Products are the verifiable outcomes that are used to manage projects.

24 Project IBM

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