From Project to Multi-Project Management Round Table Meeting, Istituto Piero Pirelli, Milan, 1 st April 2005
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1 46 rue Lauriston Paris Tel: +33 (0) Fax: +33 (0) From Project to Multi-Project Management Round Table Meeting, Istituto Piero Pirelli, Milan, 1 st April 2005 Summary: EIRMA/05.12, February 2005 R&D project managers have traditionally led one project and been involved in others. As R&D becomes more distributed, these managers increasingly become integrators. Mastering the skills of multi-project management often involving different geographical areas and resources that are not under local control becomes more important, particularly as projects also become more complex. The Round Table will look at experience with the management of such complex projects. Who Should Attend? This Round Table concerns the provision of the right structures, training, and competences for the management of complex projects. Target audience includes portfolio and project managers, line supervisors and coordinators and the HR function. Chairman Marco Spinetto, Standards, Legislations and Project Planning, Pirelli Pneumatici SpA To Register Return the registration form (enclosed; also available at by mail or fax by 15th March Innovation Management Business strategy Key themes Research Asset Management People and Knowledge Public frameworks
2 Overview Project managers traditionally lead one project and are sometimes involved in others. With distributed R&D, managers are becoming integrators and need to master the art of multiproject management, often involving different geographical areas and resources they do not control. This is particularly true for complex projects. The Round Table shall look at experience with the management of such complex projects. Project managers are versed in the art of coordinating different aspects of the R&D project: activities, resources, and timing, etc. They need organisational and human relations talents in addition to a good understanding of the technological issues. As projects become more complex and the various parts that must be integrated coherently become more diverse, the project management role changes. The manager no longer manages one project but a collection of projects that need to be integrated in one whole. The manager must ensure seamless communication between mother project and the connected projects and in specific cases also between the connected sub-projects. (S)he needs to be seen much more as an integrator than as a project manager, more as a communicator and mediator than an expert. How much authority and status are needed? How shall this person lean the required skills and competences? The reality is often that the manager must master these arts in the manner of a human resource manager who does not own the resources. There will be competition with other project managers for the same human resources. In a sense, the manager runs a business within a business. Political skills are important, so that the manager can convince others to lend him the resources he needs. At the same time, Human Resource Managers must acquire the ability to work in a multiproject, multi-activity and multi-cultural organisation. Other organisational aspects must be considered also: when for example the bulk of the R&D is no longer done in-house, differing cultures have to be dealt with, the organisation will need to specialise in competences that are less technical and more general. Logistical support must be adapted to different needs. What will be the core competence of R&D when it concentrates on integrating new technologies and components into a single system instead of developing the system? Last not least, how do we define a project that is really a collection of connected sub-projects which need to be coordinated at all times in order to fit into a final system? Which are the support structures? How do we get to the decision to do the project? Which are the multiple risks involved? How to manage these? The issues are endless. This meeting will examine the organisational and leadership aspects of multi-project management. Case studies will illustrate practical experience with handling this growing domain of managing complex programmes. Further issues will be discussed in Parallel Discussion Groups.
3 Programme Thursday 31 March :00 19:30 Registration 19:30 onwards Dinner Friday 1 April :30 onwards Registration 09:00-09:30 Welcome & Introduction Dr Wolf Gehrisch Deputy Secretary General, EIRMA Introduction: The critical issues in multi-project management (success factors and typical pitfalls) Marco Spinetto Standards, Legislations and Project Planning, Pirelli Pneumatici SpA Case studies on successful distributed multi-project management and integration 09:30 10:15 Fiat-GM Engineering Synergies Fiat Auto (Speaker to be confirmed) Break Multi-project management on customer joint development Silvano Coccetti, Project Manager & Planning Director, ST Microelectronics Example from software engineering Pierre-Yves Saintoyant, Director, European Microsoft Innovation Centre Lunch 13:30 14:15 Mission leadership and simulations: the role of human factors in managing complex programmes David Slavin, Global Head, Risk Technologies Global R&D, Pfizer 14:15 16:00 Panel Discussion, Panellists: Hugues de Champs, Strategy, prospective and innovation, France Télécom, José Enrique Roman, Director of Engineering & Programmes, Research & Technology Europe, Boeing. The Panel will share experiences in multi-project management and discuss critical issues, in particular the organisational, communication, and technical skills demanded from overall project leaders and leaders of sub-projects as well as the value of platforms such as CAD (e.g. CATIA) for product component design at different locations by different teams. The Panel Discussion will start with short introductions by the panellists and illustrations of challenges and situations experienced by the participants. Specific points for discussion may include:
4 What differentiates Project Management from Multi-project Management from Project Portfolio Management? Where does Multi-project Leader gets his (human) resources from and what skills does he need to negotiate these resources? What are the critical qualities of a Multi-project Leader? Is the Multi-project Manager still required to be a technically trained and skilled person? Which are the skills required for integrating the various subprojects into one complex multi-faceted project? How does the environment for Multi-project Management look like (business within a business)? Where do we learn to integrate such diverse cultures as existing in businesses, universities and institutes? Are we prepared for the vastly different cultures in Asia or even Eastern Europe? Where do we learn how to communicate effectively between these cultures? Can IT help us in translating cultures? What experience is available from working with IT platforms and what can we learn from that? What is the role of sponsorship and champions in this multifaceted environment? What is the role of HR? Wrapping up and conclusions/recommendations
5 Practical Arrangements Venue Istituto Piero Pirelli (Room N 35) Viale Fulvio Testi, Milano Italy Registration Tel: +39 (0) Fax: +39 (0) istituto.pieropirelli@pirelli.com We have reserved rooms in an hotel located in the same street as the Institute: Hotel Tourist Viale Fulvio Testi, Milano Tel: +39 (0) Fax: +39 (0) tourist.mi@starhotels.it Please return the enclosed registration form to the EIRMA secretariat as soon as possible but certainly before 15th March The meeting registration fee of 300 covers the cost of participation, refreshments and meals. The EIRMA Secretariat will book accommodation as required on behalf of participants. The rate for a single room is 102 breakfast and taxes included, to be paid directly to the hotel. Payments We prefer payment by credit card (Visa, MasterCard or American Express) but can also accept bank transfers and cheques provided this is at no cost to the Association. All delegates will receive confirmation letters, including an invoice or receipt as appropriate. Cancellations Please give as much notice as possible if you are obliged to cancel. We will refund the registration fee for cancellations received before the meeting. Unfortunately we have no control over the hotel s cancellation policy and you may be required to make full payment for cancelled rooms that remain unused. Names may be substituted at any time without charge.
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7 46 ru 46 e rue Lauriston Paris Tel: +33 (0)1 Tel: (0) Fax: (0)1 47 Fax: (0) Registration Form/Invoice M0505 From Project to Multi-Project Management Istituto Piero Pirelli, Milan, 1 st April 2005 Please return to EIRMA 46 rue Lauriston F Paris Fax + 33 (0) NAME: (Prof. Dr. Mr. Mrs.)* : COMPANY: Function: OR BUSINESS CARD Address: Tel: Fax: I will / will * not require hotel accommodation for the night of 31st March I will / will * not be present at dinner on 31st March I do / do not* wish to receive routine announcements from EIRMA. (We normally include all member company participants in our electronic mailing lists, so that we can let you know about forthcoming EIRMA activities, R&D-related initiatives, etc. Your personal details will never be disclosed to third parties without your permission and you will always have the opportunity to have your details removed from our lists or modified.) Preferred mode of payment: * Please delete as necessary Bank card: Eurocard/Master Visa Amex Amount : 300. Card number Expiry date Payment by: Bank cheque Bank transfer Account N Crédit Industriel et Commercial 34, avenue Marceau - F Paris Code Banque Code guichet Clé 46 - Domiciliation Paris Marceau IBAN (International Bank Account Number) FR BIC (Bank Identification Code) CMCIFRPPXXX EIRMA, as an Association, is not subject to VAT. Signature: For any further information please contact Michèle Le Guével at the EIRMA Secretariat Tel (0) mleguevel@eirma.asso.fr
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