working in projects Jetse C. Reijenga

1. working in projects Jetse C. Reijenga

2. working methods: • Routine • Improvise • Project

3. routine work • Repetitive tasks • Fixed procedures • Cheapest way to get a job done

4. improvise • Many unknown factors • Use of individual inspiration • Best for innovations

5. project work • Some new aspects • Complicated product • Cooperation of different disciplines • One-off operation • Limited resources (time, money)

6. exercise 1. professions and prevailing working method (indicate R, I or P) • Counter-clerk • Painter (art) • Conductor • Composer • General practitioner • Architect • Building contractor • Taxi driver • Fireman • DJ • Christo (the artist) • Homeless drug addict • Dentist • Butler • Airline pilot • Politician • Fighter pilot • Research scientist • University professor • Student

7. exercise 2. extreme holiday examples • hiking Australia • with the kids to the beach (again) • the Nova Zembla expedition describe one of your own in either of the catagories

8. efforts vs. time • Routine: • Maximum effort • Often fixed time span • Result largely predictable

9. efforts vs. time • Improvise: • Unpredictable effort • Unpredictable time span • Unpredictable result

10. efforts vs. time • project work, phasing: • thinking • doing • implementing

11. project phasing in detail • initiative • definition • design • preparation • realization • implementation project plan = quotation!

12. project means control: • of time • of money • of quality • of information • of organisation • when • how much • how good, specs • based on what • for/by whom

13. total control means: • planning activities (project plan) • monitoring progress • making readjustments

14. proper planning means: • description of project aim • end product specifications • detailed time table • with Project phases, • deadlines and decision points • task assignments • financial allocations

15. control of time • detailed time table • phases, • Deadlines • Decision points

16. control of money • Detail financial allocations • Don't forget overhead • And contingencies • Estimate rather than omit • Monitor the money situation

17. control of quality • Document specs • Incorporate specs in decision points • Monitor quality

18. control of information • Document systematically • Progress reports • Exchange results • Communicate !

19. control of organisation • Document task assignments • Formalise major decisions • Make and check action lists

20. requirements, or else: • clear time span, limited resources • significant, urgent result for motivated stakeholders • enforced resources, commitment to cooperate and to central control • hobbyism, no progress, waste of resources • vague results or castles in the air • tribe wars, slow and frustrating negotiations

21. limit the number of sub-projects and avoid too many inerrelations

22. exercise 3. Your team is a catering firm. Make a detailed quotation for a meal for 200 sportsmen who run ½ marathon next sunday afternoon. (instructions for a meal for 4 persons are provided)

23. submit max 4 sheets: • Quantify all ingredients/activities • Costs of ingredients/activities, others, total • Time table with task allocations, project phases • and deadlines, who does what when…. you have 60 minutes

24. difference between MDP and hard reality • The project plan (quotation) can be turned down • ………..in favour of competitor!! • Project leader is not self-assigned • Project leader chooses team members • Team members contribute in different phases • Team members contribute to different extent • It's all about real money, not Monopoly® money • There's your careers at stake, not credit points • The project team is its own coach • You are liable for the end product • Restrictions in consulting external expertise • Part of results always confidential • A real product instead of a "paper" product • …………..