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ME2018 Leading temporary organizations and projects

ME2018 Leading temporary organizations and projects. Course introduction. Who am I?. Johann Packendorff Associate professor of project management and operations management at KTH since 2001 Member of the Swedish Project Academy Research on project management, entrepreneurship and leadership.

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ME2018 Leading temporary organizations and projects

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  1. ME2018 Leading temporary organizations and projects Course introduction

  2. Who am I? • Johann Packendorff • Associate professor of project management and operations management at KTH since 2001 • Member of the Swedish Project Academy • Research on project management, entrepreneurship and leadership

  3. Operations Management – Basic Principles Operations management is concerned with producing and delivering products and services Materials Products and services Information Customers All types of enterprise have an operations function, even if it isn’t called ‘operations. Most operations produce both products and services.

  4. That is: Operations are – if organized in the right fashion – a source of competitiveness and survival for the firm!

  5. Redefine the industry’s expectations Give an Operations Advantage Externally supportive Be clearly the best in the industry Link Strategy With Operations Increasing contribution of operations Internally supportive Be as good as competitors Adopt best Practice Externally neutral Stop holding the organization back Correct the Worst Problems Internally neutral STAGE 1 STAGE 2 STAGE 3 STAGE 4 The ability to Drive strategy The ability to Implement The ability to support Strategy The strategic role of operations can be defined by its aspirations (Hayes and Wheelwright)

  6. Doing things RIGHT a QUALITY advantage Gives Doing things FAST a SPEED advantage Gives Doing things ONTIME a DEPENDABILITY advantage Gives CHANGING what you do a FLEXIBILITY advantage Gives Doing things CHEAPLY a COST advantage Gives An operation contributes to business strategy by achieving five "Performance Objectives"

  7. Manufacturing process types Service process types High High Project Professional service Jobbing Service shop Batch Variety Variety Mass Mass service Contin- -uous Low Low High Low Volume High Low Volume

  8. Development trends Management Management Management Line-based operations Line-based operations Line-based operations Industrialized Project operations Project-based operations Projects Projects 1980 2000 ?

  9. Towards project portfolio management Scientific management Lean manufacturing Mass manufacturing Toyota system MTM TQM PM as core competence Stage-gate models PM offices OPM3 Lean eng. Project portfolio management Matrix organizations Gantt schedules Network planning Critical chain Risk management Certifications PMBOK MBO Project management 1900 1920 1940 1960 1980 2000

  10. Project dependence in Swedish industry • Project-based exports (Svensson, 1996) • The total of project-based operations amounted to 193 billion SEK, about 50% of total Swedish exports • R&D intensity(SCB, 2002) • Amounts to 5% of GNP, but in some firms about 20-30% of total sales (development projects) • The character of fast-growing industry segments (SCB, 2002) • IT, drugs, consultancy • Big-firm depencence (ISA, 1999) • A large share of our most important multinationals are project-based firms (e.g. Ericsson, ABB and Skanska)

  11. Types of projects • Delivery projects • Development projects • Change projects Jonas Söderlund

  12. Project management as a core competence • ABB • Project Support, World Class Training • Ericsson • Project Office, EPMI, PROPS • AstraZeneca • PMSO, Global Project Directors/Managers • Tetra Pak • Core Values • Volvo PV • Project Director, Project Management ”The ability to successfully carry out projects.”

  13. Project-level improvement:THE “STAGE-GATE” PROCESS IN R&D What is the “Stage-Gate” Process? Launch The basic idea is that each “stage” has a set of deliverables. If these are not produced (or if the findings are not favorable), the project gets killed at the following “gate”. Testing “Go/Kill”? Increasing Demands on Resources Development “Go/Kill”? Build a Business Case “Go/Kill”? Increasing Level of Scrutiny Legend: Preliminary Analysis Gate “Go/Kill”? Stage “Ideation”

  14. Company-level improvement: OPM3

  15. Remaining problem • Focus on certification- Individual (PMP, IPMA levels)- Organizational (OPM3) • Focus on procedures developed from traditional project management thinking • Neglecting inspiration from the dominating Operations Management movement: Lean Manufacturing! • Neglecting inspiration from current organizational research • Calls for a philosophical re-orientation, not only more rules, procedures and standardisation

  16. …therefore, a course…

  17. Course goals The aim of the course is to develop advanced in-depth knowledge on leading different forms of temporary organizations, departing from several contemporary perspectives in operations management and project management research.

  18. Learning outcomes The student shall be able to: • Describe the connections, similarities and differences between project management and general operations management. • Describe, analyse and solve managerial problems in different forms of dispersed and/or network-based projects • Use bibliographical databases for continuous learning and development within the fields of project management and operations management. • Apply contemporary research perspectives for the practical solving of managerial problems in project-based operations.

  19. ME2018 • Lectures • Individual task (IJPM) • Group (2-5 pers) tasks – fivethematical reports • Seminar series – plenarydiscussionseminars • Tentamen

  20. Reviewing a project management research article– individual term paper task • Term paper 1: • Eachstudent shallindiviuallyselect an article from a leadingproject management journal and write a paper of maximum 10 pages. • The first half of the report is a summary of the article, whereafter the second half is spentanalysing and criticizingitsassumptions, contents and conclusions. The analysis and critiqueshould make use of the courseliterature and ownexperiences. IJPM is electronicallyavailable as an E-journal through the KTH library, www.lib.kth.se. Preferably, issues from 1995 onwardsshould be used. The report is submitted in paper format – including a printout of the article – no later thanApril 15th, 2011.

  21. Fivethemes • Leanproject management • Project management acrossborders • Leadershipin projects • Innovative and entrepreneurialprojects • Criticalproject studies

  22. For each theme • Introductory lecture, ended by a set of discussion questions • Set of articles published at the course homepage or handed out in paper format • Hand-in of group report, containing (1) literature review, (2) group’s opinions/answers to discussion questions • Plenary discussion seminar, all groups expected to be able to make short presentations and participate actively

  23. Course literature • ”Virtual” list of readingsupdatedregularly at coursehomepage • Ownliteraturesearches

  24. Exams ME2018: Tentamen (50%), group reports (25%), articlereview(25%)

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