INTERNATIONAL PROJECT MANAGEMENT. Grant Agreement No EASITRAIN. European Advanced Superconductor Innovation & Training DELIVERABLE D6.

Transcription

1 INTERNATIONAL PROJECT MANAGEMENT EASITrain-WP6-D6.2- EDMS Date: 07/11/2017 Grant Agreement N EASITRAIN Eurpean Advanced Supercnductr Innvatin & Training DELIVERABLE D6.2 INTERNATIONAL PROJECT MANAGEMENT Dcument identifier: EASITrain-WP6-D6.2- EDMS Due date: May, 1 st, 2018 Reprt release date: April, 26 th, 2018 Wrk package: Lead beneficiary: Dcument status: Dmain: Keywrds: WP6 Training CNR SPIN, WUW RELEASED (V1.0) Training Acceleratrs Abstract: This dcument presents the curse n prject management cmmunicating the essential methds and tls t effectively supprt the persnnel research prjects f the ESRs in this prject. It was given during the ESR Training netwrk intrductin wrkshp. Indic event: Grant Agreement PUBLIC 1 / 7

2 INTERNATIONAL PROJECT MANAGEMENT EASITrain-WP6-D6.2- EDMS Date: 07/11/2017 Cpyright ntice: Infrmatin prvided with this dcument is subject t the H2020 EASITrain Eurpean Advanced Supercnductivity Innvatin and Training grant agreement. This Marie Skłdwska-Curie Actin (MSCA) Innvative Training Netwrk (ITN) receives funding frm the Eurpean Unin s H2020 Framewrk Prgramme under grant agreement n Cpyright Delivery Slip Name Partner Date Authred by Emilie David CERN 12 April 2018 Edited by Emilie David CERN 14 April 2018 Reviewed by Jhannes Gutleber CERN 16 April 2018 Apprved by Marina Putti, Peter Keinz CNR SPIN, WUW 27 April 2018 Grant Agreement PUBLIC 2 / 7

3 INTERNATIONAL PROJECT MANAGEMENT EASITrain-WP6-D6.2- EDMS Date: 07/11/ PROJECT MANAGEMENT COURSE 1.1. GOALS The Prject Management Caching gives a general verview t industry best practices fr the management f technical prject. The caching apprach permits specific tailring t the needs f the participants, in this case Early Stage Researchers frm different STEM disciplines. The curse is split in tw parts. The first part gives a general verview n prject management appraches, standards and best practices. In the curse f this part, the individual ESR prjects will be lked at s that the ESRs can train the techniques ver a time perid f five mnths in a practical manner. The secnd curse will then use the learning experience t further strengthen the cmpetencies in prject management in the frm f a tw-day mixed (thery and wrkshp) training APPROACH AND CONTENTS The caching prvides a basic understanding f prject management, its prcess and basic methds and will allw the participants t apply prject management in their wn cntexts. The curse uses a hlistic apprach t prjects and prgrams based n a cmprehensive theretical grunding in systems thery and cnstructivism. It cntains: Prject Management: Appraches, definitins, relevance fr research and develpment prjects Stakehlder rientatin as success factr Design f prject rganizatin, the rle f the prject manager Hw t apply planning methds such as prject bjective plan, wrk-break dwn structure, scheduling methds, cst planning, etc. Hw t cntextualize the applicatin f methds t a particular prject Presentatin f case studies Assignment fr the seminars in Vienna 1.3. ACADEMIC VALUE This curse is perfrmed in cperatin with the Wirtschaftsuniversität Wien (WU-WIEN). The university issues an accredited certificate fr successful cmpletin f the curse fr a ttal f 3 t 4 ECTS pints, depending n the wrk carried ut by the ESRs between the tw sessins in March and September Grant Agreement PUBLIC 3 / 7

4 INTERNATIONAL PROJECT MANAGEMENT EASITrain-WP6-D6.2- EDMS Date: 07/11/ COURSE LAYOUT The prject Management curse is split in three parts: 1. The first tw parts were prvided during the Training Prgramme frm March 19 th until March 22 nd (4 days). Cntents Part 1 (19-20 March) Trainer: Ms Dagmar Zuchi, enable2change - Prject, Prject Management: Definitins Different appraches in Prject Management - Prject Initiatin: Definitin f prject bundaries& cntext Prject stakehlder analysis: Stakehlder rientatin as success factr - Prject Start: List f Deliverables // Objects f cnsideratin plan Prject bjectives plan Wrk breakdwn structure Cntents Part 2 (21-22 March) Trainer: Ms Martina Huemann, WU (Vienna University f Ecnmics and Business) - Prject scheduling methds - Resurce and cst planning: verview - Design f prject rganizatin The rle f the prject manager, prject wner, prject team members Specific challenges and ptentials f research prjects Prject leadership in research prjects - Examples f research prjects - Summary and assignment fr Vienna mdule The detailed prgram f the first tw parts (March 2018) is available in Annex. The minutes f the curses are available n the INDICO Site: The Early Stage Researchers (ESRs) had been asked t prepare a brief prject descriptin f a current prject they were wrking n befre starting the curse. They had t fill in a template. The template is available n the INDICO Site After the curse f March, the ERSs have been assigned t perfrm and additinal wrk: Prject manual frms available in Annex) t be prepared fr the third and last part f the Prject Management curse that will take place during the EASISchl in Vienna, n September 10 th and 11 th (2 days). Grant Agreement PUBLIC 4 / 7

5 INTERNATIONAL PROJECT MANAGEMENT EASITrain-WP6-D6.2- EDMS Date: 07/11/ EARLY STAGE RESEARCHERS ATTENDANCE ESRs Full name attendance Reasns fr absence ESR1 Drthea Fnnesu yes ESR2 Jhannes Gnilsen yes ESR3 Andrea Vitran yes ESR4 Jakub Tkaczuk yes ESR5 Linn Kretzschmar yes ESR6 Aisha Saba n ESR7 Mattia Dnat n ESR8 Dmitry Tikhnv yes ESR9 Jean-Françis Crteau yes ESR10 Vanessa Garcia Diaz yes ESR11 Sfiya Savelyeva yes ESR12 Alice Mrs yes ESR13 Ortin Mattia yes ESR14 Stewart Leith yes ESR15 Maxime Pdeur yes The Schengen VISA fr the Pakistani citizen was nt ready. The curse material remains available fr self-study and a declaratin f hnur will be requested by the prject ffice after the self-study. The wrk cntract has nt started yet. The curse material remains available fr self-study and a declaratin f hnur will be requested by the prject ffice after the self-study. Grant Agreement PUBLIC 5 / 7

6 INTERNATIONAL PROJECT MANAGEMENT EASITrain-WP6-D6.2- EDMS Date: 07/11/ ABOUT THE MAIN TRAINER WU (Vienna University f Ecnmics and Business) Department Strategy and Innvatin Head f Prject Management Grup Building D5, 6th flr Welthandelsplatz 1, 1020 Vienna Martina.huemann@wu.ac.at Phne: Cnsultatin n Appintment Martina Huemann is Prfessr at the WU Vienna University f Ecnmics and Business where she heads the Prject Management Grup in the Department Strategy and Innvatin and is the Academic Directr f the Prfessinal MBA Prgram: Prject Management. She has published widely in the fields f Human Resurce Management and Prject Management. Fr her Research n Human Resurce management in Prject-riented rganizatin, she received the IPMA Research Award Martina Huemann has 20 years f experience in research, teaching and cnsulting. In research as well as in cnsulting and teaching she believes in a c-creatin prcess with practitiners and ther stakehlders. Martina Huemann has strng links in the research and practice cmmunities, and a brad internatinal netwrk. Between 2006 and 2013 she has served n the Research Management Bard f the Internatinal Prject Management Assciatin and is currently a member f the Academic Member Advisry Grup at Prject Management Institute. As an academic advisr f NETLIPSE, she cntributes her knwledge t an internatinal netwrk n managing large infrastructure prjects in Eurpe. In Austria she is bard member f Prject Management Austria. Martina serves as Assciate Editr f the Internatinal Jurnal f Prject Management, the prime academic jurnal in the Prject Management field. She is funder and facilitatr f enable2change a netwrk f independent experts t translate strategy int actin. Grant Agreement PUBLIC 6 / 7

7 INTERNATIONAL PROJECT MANAGEMENT EASITrain-WP6-D6.2- EDMS Date: 07/11/ ANNEX Curse material. Grant Agreement PUBLIC 7 / 7

8 EASITRAIN Training Prject Management Part 1 March Dr. Dagmar Zuchi enable2change

9 Cntents Part 1 Prject, Prject Management: Definitins Different appraches in Prject Management Prject Initiatin: Definitin f prject bundaries & cntext Prject stakehlder analysis: Stakehlder rientatin as success factr Prject Start: List f Deliverables // Objects f cnsideratin plan Prject bjectives plan Wrk breakdwn structure Flie 2

10 Cntents Part 2 by Martina Huemann (Outlk) Prject scheduling methds Resurce and cst planning: verview Design f prject rganisatins The rle f the prject manager, prject wner, prject team members Specific challenges and ptentials f research prjects Prject leadership in research prjects Examples f research prjects Summary and assignment fr Vienna mdule Flie 3

11 Wrking Apprach Inputs, case studies Grup wrks Feedback, reflectins, discussins Training n the Prject Wrking situatins as in real prjects Benefit fr wn practice Cyclic learning apprach Theretical inputs Applicatin n real cases Cmmn reflectin Further inputs Dcumentatin: additinal slides, flip charts Flie 4

12 Rules f Cperatin Acting in a respectful manner during c-peratin between students, between students and lecturer (including being in time, etc.) Accepting different Englishes Applying active listening rules Accepting feedback as learning chance Addressing each ther with family name (students and lecturer) NOT using electrnic devices (students will have dedicated time t dcument the results f the grup wrks, respectively will d this as part f the hmewrk) accepting c-respnsibility fr the learning success Flie 5

13 Cntext Prject

14 Prject A prject is a temprary endeavr undertaken t create a unique prduct, service, r result (PMBOK Guide, 2017:13) A temprary rganizatin that is created fr the purpse f delivering ne r mre business prducts accrding t an agreed Business Case. (PRINCE2, 2017:8) A prject cnsists f a unique set f prcesses cnsisting f crdinated and cntrlled activities, with start and end dates, perfrmed t achieve prject bjectives. (ISO 21500) Flie 7

15 Prject definitin depending n the cntext: example criteria small prject prject prgramme strategic relevance lw average-high high duratin at least 2 mnths 4-18 mnths at least 12 mnths rganizatins (- units) at least 2 at least 4 at least 7 internal ressurces at least 100 persn days at least 200 persn days at least 500 persn days csts at least at least at least Flie 8

16 Pssibilties t cluster prjects and prgrammes A prject chain is a set f sequential prjects A prgramme is a temprary rganisatin fr the executin f a unique, medium t lng term prcess f large scpe that invlves many rganisatinal units A prject prtfli is a set f all prjects and prgrammes in a prject-riented rganisatin at a given pint in time A prject netwrk is a subset f clsely linked prjects and prgrammes f the prject prtfli (pm baseline, 2009:7-10) Flie 9

17 Prject, Prgram & Prtfli Prject A prject is a temprary endeavr undertaken t create a unique prduct, service, r result Prgram A prgram is a grup f related prjects, subsidiary prgrams, and prgram activities that are managed in a crdinated manner t btain benefits nt available frm managing them individually. Prtfli A prtfli is a cllectin f prjects, prgrams, subsidiary prtflis, and peratins managed as a grup t achieve strategic bjectives. Definitins taken frm Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017: Page 13 Flie 10

18 Prject, Prgram & Prtfli Prgram and prject management fcus n ding prgrams and prjects the right way; and prtfli management fcuses n ding the right prgrams and prjects. Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017: Figure 1-3, Page 12 Flie 11

19 Prduct Life Cycle and Prject Life Cycle Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge, (PMBOK Guide) Furth Editin, Prject Management Institute, Inc., 2008, Figure 2-6, Page 24 Flie 12

20 Prject Management prject crdinatin prject assigned prject start prject cntrlling Prject clse dwn prject apprved crisis r chance management prject marketing (cp. pm baseline, 2009:13) Flie 13

21 Prcess Grups in a Prject Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge, (PMBOK Guide) Fifth Editin, Prject Management Institute, Inc., 2013, Figure 3-1, Page 50 Flie 14

22 Prject Management: Objects f Cnsideratin Schedule Scpe Budget Prject structures Objectives, scpe, schedule Resurces, budget Risks Organizatin, culture Persnell Infrastructure Prject Cntext Pre- and pst prject phase Stakehlder Other prjects Cmpany strategies Investment, Business Case Flie 15

23 Prject Management Prcess Grups Knwledge Areas Initiating Prcess Grup Planning Prcess Grup Executing Prcess Grup Mnitring & Cntrlling Prcess Grup Clsing Prcess Grup Prject Integratin Management Develp Prject Charter Develp Prject Management Plan Direct and Manage Prject Wrk Manage Prject Knwledge Mnitr and Cntrl Prject Wrk Perfrm Integrated Change Cntrl Clse Prject r Phase Prject Scpe Management Plan Scpe Management Cllect Requirements Define Scpe Create WBS Validate Scpe Cntrl Scpe Prject Schedule Management Plan Schedule Management Define Activities Sequence Activities Estimate Activity Duratins Develp Schedule Cntrl Schedule Prject Cst Management Plan Cst Management Estimate Csts Determine Budget Cntrl Csts Prject Quality Management Plan Quality Management Manage Quality Cntrl Quality Prject Resurces Management Plan Resurce Management Estimate Activity Resurces Acquire Resurces Develp Team Manage Team Cntrl Resurces Prject Cmmunicatins Management Plan Cmmunicatins Management Manage Cmmunicatins Mnitr Cmmunicatins Prject Risk Management Plan Risk Management Identify Risks Perfrm Qualitative Risk Analysis Perfrm Quantitative Risk Analysis Plan Risk Respnses Implement Risk Respnses Mnitr Risks Prject Prcurement Management Plan Prcurement Management Cnduct Prcurements Cntrl Prcurements Prject Stakehlder Management Identify Stakehlders Plan Stakehlder Management Manage Stakehlder Engagement Mnitr Stakehlder Engagement Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017: Page 25 Flie 16

24 Prject Initiatin

25 PMI: Prject Bundaries Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017: Part 2 - The Standard fr Prject Management Figure 2-1, Page Flie 18

26 Prject initiatin Required decisins Investment: yes/n (fex via a business case analysis) In case f yes : adequate rganizatin type (permanent rganizatin, wrking grup, small prject, prject, prject netwrk, prgramme) In case f a small prject/prject Nminatin f a prject spnsr, prject manager Descriptin via a definitin f the prject bundaries and cntext (prject prpsal) Frmal assignment via signature (prject assignment) Flie 19

27 Prject Assignment Analysis f the prject bundaries and the prject cntext fr the cmmn develpment f the big prject picture Time related Bundaries: prject start date, prject end date Cntext: pre- and pst-prject phase Scpe related Bundaries: prject bjectives, nn bjectives, deliverables, prject budget Cntext: relatins t cmpany strategies, relatin t ther prjects, business case bjectives Scial related Bundaries: prject rles Cntext: prject stakehlders Prject prpsals and assignments are adapted t cmpany standards Flie 20

28 Prject Assignment: Example PROJECT ASSIGNMENT cncept and first implementatins in a transfrmatin Prject start date Prject end date Objectives f the prject Ptentials fr a re-structuring f the rganisatin (respectively rganisatinal units) analysed An implementable cncept fr the re-structuring f the rganisatin develped and decided, in alternatives and with the fllwing fci: Strategies Clients and marks Services, prducts and technlgies Organisatinal structure (rganisatin chart, prcesses) Persnell structure Infrastructure (facilities, IT, telecmmunicatin) Finances, budget Crdinatin f the cncept with managers and relevant stakehlders perfrmed, decisins cncerning the cncept induced Acceptance by relevant stakehlders via apprpriate cmmunicatin and stakehlder engagement measures supprted First implementatin measures fr the new rganisatin perfrmed The next steps fr the transfrmatin f the rganisatin planned and agreed n. (example taken frm Zuchi, 2014:51-52) Flie 21

29 Nn-bjectives f the prject Recruitment and lay-ffs in the cncept cnsidered New legal frm designed Detailed prcess descriptin f the new r adapted prcesses made. Relatinship t the cmpany strategies speed, grwth Expected deliverables Analysis dcument abut the ptimizatin ptentials within the rganisatin Cncept fr the new designed rganisatin Decisin fr the next steps Initial implementatin successes Cmmunicatin events Prject spnsr Prject manager CEO Head f the department rganisatinal develpment Prject team Prject team member prductin Prject team member sales Prject team member marketing Prject team member finance/cntrlling Prject team member HR Prject team member emplyees representant (example taken frm Zuchi, 2014:51-52) Flie 22

30 Prject Initiatin: Sustainable Develpment Cnsideratin f sustainable develpment aspects in the frmulatin f the investment prpsal and the prject prpsal Sustainable develpment a develpment that meets the needs f the present withut cmprmising the ability f future generatins t meet their wn needs.. (Our Cmmn Future, 1987) Sustainable develpment principles values-based ecnmic, eclgic, and scial rientatins shrt-, mid-, and lng-term rientatins lcal, reginal, and glbal rientatins (Gareis/Huemann/Martinuzzi, 2013:39) Flie 23

31 Prject Initiatin: Best Practice Clear differentiatin between investment and prject Accrding t the cmplexity and level f knwledge: cnsidering an wn prject fr the initiatin f a prject (see the cncept f prject chains) Integratin f relevant stakehlders in the prject initiatin Signature f the prject assignment as symblic act Flie 24

32 Prject Stakehlder Analysis

33 why shall we cnsider stakehlders in prjects?

34 why shall we cnsider stakehlders in prjects? Success means different things t different peple (Freeman and Beale)

35 Small Influence Big influence Full Refusal Flie 28

36 Prject Stakehlders N prject is an island, the interir prcesses f a prject are influenced by its histrical and rganizatinal cntext (Engwall, 2003:789) Persn, grup r rganizatin that has interests in, r can affect, be affected by, r perceive itself t be affected by, any aspect f the prject (Guidance n prject management, ISO 21500:2012, First Editin , page 2 & 7) Main Attitude (Freeman) Management OF Stakehlder versus Management FOR Stakehlder Stakehlder Management versus Stakehlder Engagement Flie 29

37 Prject Stakehlder: Management (Guidance n prject management, ISO 21500:2012, First Editin , page 10). Flie 30

38 Prject Stakehlder Analysis: Prcess 1. Identificatin and understanding f all relevant stakehlders 2. Evaluatin f the attitude r relatinship f particular stakehlders 3. Develpment f measures t design the relatinships (prject cmmunicatin / prject marketing, rganisatinal invlvement) Basis fr strategic prject management and scial prject cntrlling Related terms: relevant envirnment, interested parties Flie 31

39 Shrt Vides: Stakehlder Management Flie 32

40 Identificatin: Example (Depictin: Grid, Bubbles, Segments ) prject rgansiatin: prject spnsr prject manager prject team suppliers: the prject-perfrming cmpany: prject prtfli grup managers emplyees wrkers cuncil PM ffice cncept and first implementatins in a transfrmatin sharehlders // partners f the cmpany clients Austria Internatinal cperatin partner // netwrk partner (example taken frm Zuchi, 2014:54) Cmmunities f interests media Flie 33

41 The stakehlder analysis with a systemic bard This (the prject) is smething BIG Flie 34

42 THE BRIDGE If I am successful in building the bridge t the emplyees, I als will be able t build the bridge t the clients. Then, the prject will be successful. Flie 35

43 Caching Disc The Prject Team and its Cntext red heart => the prject spnsr, the strategic rientatin f the cmpany Flie 36

44 Develpment f Measures: Example stakehlder emplyees expectatin twards the prject develpment f a cmmn language and a cmmn understanding abut SCM (inter-divisinal) alleviatin f the future wrk, and at the same time uncertainness that in the future mre r less wrk has t be taken ver (Huemann/Zuchi, 2014:409) expectatin twards the stakehlder penness and interest (n cnstraints t ask questins r t cntribute in the prject wrk) penness twards changes (emplyees AND line managers) strategies pen cmmunicatin and sufficient infrmatin spreading in the general prject cmmunicatin, this target grup has t be especially respected and the cmmunicatin has t be altered accrding t the phase in the change negative cnsequences and implicatins fr the individual wrkplace (especially by thse emplyees that are nt actively psitive attitude twards the invlved in the prject wrk) prject (=> the prject stands fr expected change in/fr the cmpany).... measures as pening interventin: sending ut an t all emplyees f the cmpany, and in parallel (fr thse nt havening access t the internet/ s) a publicatin n the bill-bards f the cmpany, by the CEO/prject spnsr and the prject manager creatin f a specific mnthly prjectnewsletter (electrnically in German and English, and as print ut fr the bill-bards and the canteen) Flie 37

45 Cmmunicatin Plan: Example Medium Cntents Participants Respnsibility Schedule december 2012 christmas party f the cmpany january 2013 prject specific infrmatin event: kick ff flyer shrt infrmatin abut the prject, briefing abut the planned kick ff in january all emplyees infrmatin abut the tpic and the prject (prject chain, all emplyees (at least 2 prject team, duratin, events, cnsidering shifts) apprach) infrmatin abut the prject (apprach, schedule, the prject team with shrt all emplyees statements abut "what des the prject mean fr yu?", benefit arguments CEO/prject spnsr, prject manager prject manager marketing manager, prject manager december 2012 start f the year, the xxx" year shall be ready fr the kick ff meeting in january february (Huemann/Zuchi, 2014:413) Flie 38

46 Prjektstakehlderanalyse: Best Practice Cnsideratin f all relevant (prject) internal and (prject) external stakehlders Develpment f apprpriate measures fr the engagement f stakehlders and building f relatinships Integratin f the defined measures in all relevant prject plans Wrk breakdwn structure, respnsibility matrix Prject ressurce, and cst plan Prject rganisatin chart, prject cmmunicatin plan Prject risk analysis Applicatin f alternativ wrking frmats fr the identificatin and decisin fr apprpriate engagement measures Systemic bard Systemic cnstellatin Reflecting Psitins Flie 39

47 SustRGC happy prjects 10 events happy prjects 11 events RGC RIMAS Several EU Several Prjects EU Several Prjects (f.ex. EU ESDN) Prjects Case Study Prjects Case Study Prjects Case Study Prjects Research Prject: SustPM Research by PMUni Partners PMUni Research PMUni PMG PHD thesis: Changes & SD PHD thesis: Sustainable Initiatin PHD thesis: Prcesses & SD Master Theses Relatinship twards ther Prjects: Example (Gareis/Huemann/Martinuzzi, 2013:180) Flie 40

48 Prject Objects f Cnsideratin & Objectives

49 Prject Objects f Cnsideratin is a methd that structures the material and immaterial bjects f cnsideratin (e.g. results, interim results) t be cnsidered and created in a prject int their cmpnents (pm baseline, 2009:29) Shws all deliverables (final and intermediate) Is the basis fr the specificatin f prject bjectives, the develpment f wrk packages, the definitin f needed expertises in the prject team Depictin: As mind map r as list (pm baseline, 2009:29) Flie 42

50 Prject Objective Plan Prject Objectives describe the desired status at the end f the prject Differentiatin int Main bjectives: help fr measuring the success f a prject Additinal bjectives: additinal nice t have, as they are made visible they gain mre attentin Nn-bjectives: help t clarify expectatins Differentiatin in prject bjectives and investment / business case bjectives SMART frmulatin Helps t define the evaluatin f success and create a cmmn understanding Specific, Measurable, Achievable, Realistic, Time-bunded Flie 43

51 Prject bjects f Cnsideratin and Objectives: Best Practice The terms used in the bjects f cnsideratin plan can be cnsistently used in all ther prject plans and supprts thus the creatin f a cmmn language within the prject team A cmmn develpment f the bjects f cnsideratin plan and prject bjectives in the team supprts a cnsistent understanding abut the prject SMART frmulated prject bjectives supprts the develpment and steering f expectatins Supprts a cmprehensive lk n the prject Technical bjects, HR aspects, rganisatinal aspects, Marketing... As Checklist, the identity mdell f rganisatins can be used Flie 44

52 Wrk Breakdwn Structure

53 Prject Wrk Breakdwn Structure One f the mst imprtant cmmunicatin instruments Depicts all activities that have t be perfrmed in a prject PM related activities, cntent related activities Activities by the investr, activities by the supplier Is the basis fr adequate target agreements in the prject start and the evaluatin f status qu in the prject cntrlling Basis fr the estimatin f schedule, resurce, csts, and the agreement n respnsibilities Pssibly further detailing f wrk packages by breaking dwn int a next level f wrk packages r by develping wrk package specificatins Depictin Tree structure (pssibly in a list) Structuring accrding t phases r deliverables Flie 46

54 (example taken frm Zuchi, 2014:56) Flie 47

55 (example taken frm Zuchi, 2014:56) Flie 48

56 Prject Wrk Breakdwn Structure: Best Practice Lgical flw by phases Cmpleteness - regarding the prject bundaries and cntext definitin Visualisatin as main cmmunicatin instrument Understandability in the frmulatin f the wrk packages Unambiguusness by numbering / cding Flie 49

57 literature Axels, Managing Successful Prjects with PRINCE2, 2017 Gareis R. & Gareis L., Prjekt Prgramm Change, Manz Verlag, 2017 Gareis, R. & Huemann M. & Martinuzzi A., Prject Management and Sustainable Develpment Principles, Prject Management Institute, 2013 Gareis, R. & Stummer, M., Przesse & Prjekte, Manz Verlag, 2006 Huemann, M., Human Resurce Management in the prject-riented Organizatin, Gwer, 2015 Huemann, M. & Zuchi, D., Tward A Cmprehensive Prject Stakehlder Management Apprach fr HR Prjects, in Advancing Human Resurce Prject Management, Jssey- Bass, 2014 IPMA Cmpetence Baseline, Versin 4.0 PROJEKT MANAGEMENT AUSTRIA, pm baseline, Versin 3.0, August 2008 Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017 The Reprt f the Wrld Cmmissin n Envirnment and Develpment, Our Cmmn Future, 1987 Zuchi, Przessmdell ISO in Basiswissen Prjektmanagement Przesse und Vrgehensmdelle, Sympsin Publishing, Flie 50

58 ! enable change Dr. Dagmar Zuchi

59 Annex 1: PMI Prject Management Bdy f Knwledge

60 What is a Prject? Prject A prject is a temprary endeavr undertaken t create a unique prduct, service, r result Prgram A prgram is a grup f related prjects, subsidiary prgrams, and prgram activities that are managed in a crdinated manner t btain benefits nt available frm managing them individually. Prtfli A prtfli is a cllectin f prjects, prgrams, subsidiary prtflis, and peratins managed as a grup t achieve strategic bjectives. Definitins taken frm Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017: Page 13 Flie 53

61 Prject: Fundatinal Elements (Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017: Page 4-7) Unique Prduct, Service, r Result althugh repetitive elements may be present in sme prject deliverables) A service r a capability t perfrm a service, such as business functins supprting prductin r distributin A result such as utcmes r dcuments (e.g. research prject develps knwledge) A unique cmbinatin f ne r mre prducts, services, r results (e.g. a sftware applicatin, its assciated dcumentatin, and help desk services) Temprary endeavr Definite beginning and definite end (... des nt necessarily mean shrt in duratin) Prjects drive change Flie 54

62 Prjects drive change Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017: Figure 1-1, Page 6 Flie 55

63 Prject: Fundatinal Elements (Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017: Page 4-7) Unique Prduct, Service, r Result althugh repetitive elements may be present in sme prject deliverables) A service r a capability t perfrm a service, such as business functins supprting prductin r distributin A result such as utcmes r dcuments (e.g. research prject develps knwledge) A unique cmbinatin f ne r mre prducts, services, r results (e.g. a sftware applicatin, its assciated dcumentatin, and help desk services) Temprary endeavr Definite beginning and definite end (... des nt necessarily mean shrt in duratin) Prjects drive change Prjects enable business value creatin Flie 56

64 Organizatinal Prject Management (OPM) Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017: Figure 1-4, Page 17 Flie 57

65 Prject: Fundatinal Elements (Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017: Page 4-7) Unique Prduct, Service, r Result althugh repetitive elements may be present in sme prject deliverables) A service r a capability t perfrm a service, such as business functins supprting prductin r distributin A result such as utcmes r dcuments (e.g. research prject develps knwledge) A unique cmbinatin f ne r mre prducts, services, r results (e.g. a sftware applicatin, its assciated dcumentatin, and help desk services) Temprary endeavr Definite beginning and definite end (... des nt necessarily mean shrt in duratin) Prjects drive change Prjects enable business value creatin Prject Initiatin Cntext Flie 58

66 Prject Initiatin Cntext Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017: Figure 1-2, Page 8 Flie 59

67 Prject, Prgram & Prtfli Prgram and prject management fcus n ding prgrams and prjects the right way; and prtfli management fcuses n ding the right prgrams and prjects. Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017: Figure 1-3, Page 12 Flie 60

68 Prject Management Prcesses Prject Management is the applicatin f knwledge, skills, tls, and techniques t prject activities t meet prject requirements. Prject Management is accmplished thrugh the apprpriate applicatin and integratin f lgically gruped prject management prcesses (in ttal: 49). The PMBOK Guide grups the prcesses int the fllwing five categries (=Prcess Grups): Initiating, Planning, Executing, Mnitring & Cntrlling and Clsing. In additin t the Prcess Grups, prcesses are als categrized by Knwledge Areas, such as Scpe Management, Schedule Management. Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017: Glssary/Definitins & Page 22 Flie 61

69 Prject, Prgram & Prtfli Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017: Figure 1-5, Page 18 Flie 62

70 Prject Life Cycle Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017: Figure 1-5, Page 30 Flie 63

71 PMI: Prject Bundaries Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017: Part 2 - The Standard fr Prject Management Figure 2-1, Page Flie 64

72 Prduct Life Cycle and Prject Life Cycle Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge, (PMBOK Guide) Furth Editin, Prject Management Institute, Inc., 2008, Figure 2-6, Page 24 Flie 65

73 Prcess Grups in a Prject Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge, (PMBOK Guide) Fifth Editin, Prject Management Institute, Inc., 2013, Figure 3-1, Page 50 Flie 66

74 Prject Management Prcess Grups Knwledge Areas Initiating Prcess Grup Planning Prcess Grup Executing Prcess Grup Mnitring & Cntrlling Prcess Grup Clsing Prcess Grup Prject Integratin Management Develp Prject Charter Develp Prject Management Plan Direct and Manage Prject Wrk Manage Prject Knwledge Mnitr and Cntrl Prject Wrk Perfrm Integrated Change Cntrl Clse Prject r Phase Prject Scpe Management Plan Scpe Management Cllect Requirements Define Scpe Create WBS Validate Scpe Cntrl Scpe Prject Schedule Management Plan Schedule Management Define Activities Sequence Activities Estimate Activity Duratins Develp Schedule Cntrl Schedule Prject Cst Management Plan Cst Management Estimate Csts Determine Budget Cntrl Csts Prject Quality Management Plan Quality Management Manage Quality Cntrl Quality Prject Resurces Management Plan Resurce Management Estimate Activity Resurces Acquire Resurces Develp Team Manage Team Cntrl Resurces Prject Cmmunicatins Management Plan Cmmunicatins Management Manage Cmmunicatins Mnitr Cmmunicatins Prject Risk Management Plan Risk Management Identify Risks Perfrm Qualitative Risk Analysis Perfrm Quantitative Risk Analysis Plan Risk Respnses Implement Risk Respnses Mnitr Risks Prject Prcurement Management Plan Prcurement Management Cnduct Prcurements Cntrl Prcurements Prject Stakehlder Management Identify Stakehlders Plan Stakehlder Management Manage Stakehlder Engagement Mnitr Stakehlder Engagement Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide), Sixth Editin, Inc., 2017: Page 25 Flie 67

75 Annex 2: ISO Guidance n prject management

76 Pint f Departure fr ISO A lt f existing natinal and internatinal standards, such as (nt limited t) DIN (Prjektmanagement; Prjektmanagementsysteme) BS 6079 (Prject Management) GA X (Management des Prjets) ISO (Quality in Prject Management) ANSI/PMI PMBK. But n glbally accepted harmnisatin f prject management Spring 2007: Initiative frm UK and US Fall 2007: 1st plenary meeting f ISO PC236 Spring 2008 January 2012: 2nd 6th plenary meetings Flie 69

77 Status ISO is published as guiding standard in Fall 2012 (and nt nrmative standard, as cnsequence nt basis fr certificatin) ISO was develped by mre than 100 experts, frm mre than 30 cuntries ISO is published as Austrian ÖNORM (as a 1:1 translatin int German) Paris Flie 70

78 Status (2) 2011 establishment f the Technical Cmmittee TC 258 Prject, prgramme and prtfli management Pretria Objective: t further develp standards cnnected with prject management Published: Prject Prtfli Management, Gvernance n prjects, prgrammes and prject prtflis & Prgramme Management In develpment: Cmpetencies, WBS, EVM. Update f ISO Flie 71

79 ISO Cntents Clause 1 Scpe Clause 2 Terms and definitins Clause 3 Prject management cncepts Clause 4 Prject management prcesses Annex A (infrmative) Prcess grup prcesses mapped t subject grups Flie 72

80 ISO Prject Definitin Guidance n prject management (ISO 21500:2012 (E), first editin ), page 3 Flie 73

81 ISO Prject management cncepts Figure: Guidance n prject management (ISO 21500:2012 (E), first editin ), page 3 Flie 74

82 ISO Prject stakehlders Figure: Guidance n prject management (ISO 21500:2012 (E), first editin ), page 7 Flie 75

83 ISO Prject Organisatin Guidance n prject management (ISO 21500:2012 (E), first editin ), page Flie 76

84 ISO Cmpetencies f prject persnnel Prject management cmpetencies can be categrized int, but are nt limited t, the fllwing: technical cmpetencies, fr delivering prjects in a structured way, including the prject management terminlgy, cncepts and prcesses defined in this Internatinal standard. behaviural cmpetencies, assciated with persnal relatinships inside the defined bundaries f the prject. cntextual cmpetencies, related t the management f the prject inside the rganizatinal and external envirnment. Guidance n prject management (ISO 21500:2012 (E), first editin ), page Flie 77

85 ISO Prject Management Guidance n prject management (ISO 21500:2012 (E), first editin ), page 4 Flie 78

86 Prject management prcesses Figure: Guidance n prject management (ISO 21500:2012 (E), first editin ), page 10 Flie 79

87 ISO Prject management prcesses Figure: Guidance n prject management (ISO 21500:2012 (E), first editin ), page 12 Flie 80

88 Annex 3: Managing Successful Prjects with PRINCE2

89 What is a Prject? A temprary rganizatin that is created fr the purpse f delivering ne r mre business prducts accrding t an agreed Business Case. (PRINCE2, Axels 2017, p. 8) Prject management is the planning, delegating, mnitring and cntrl f all aspects f the prject, and the mtivatin f thse invlved, t achieve the prject bjectives within the expected perfrmance targets fr time, cst, quality, scpe, benefits and risk. (PRINCE2, Axels 2017, p. 9) Flie 82

90 Prject Characteristics Change ( Prjects are the means by which we intrduce change ) Temprary Crss-functinal Unique Uncertainty Flie 83

91 The structure f PRINCE2 (PRINCE2, Axels 2017, p. 3) Flie 84

92 PRINCE2: Prject Organisatin (PRINCE2, Axels 2017, p. 63) Flie 85

93 PRINCE2: Prcesses (PRINCE2, Axels 2017, p. 158) Flie 86

94 PRINCE2: Prcesses (PRINCE2, Axels 2017, p. 161) Flie 87

95 PRINCE2: Overview f Clsing a Prject (PRINCE2, Axels 2017, p. 261) Flie 88

96 Annex 4: IPMA Cmpetence Baseline

97 What is a Prject? Surce: ICB 4.0, page 27 Flie 90

98 The Eye f Cmpetence ICB 4.0 Surce: ICB 4.0, page 25 Flie 91

99 The 3 Cmpetence Areas Surce: ICB 4.0, page 26 Flie 92

100 ICB 4.0 Cmpetence Elements Flie 93

101 Surce: ICB 4.0, page 28

102 Surce: ICB 4.0, page 28

103 Surce: ICB 4.0, page 29

104 Surce: ICB 4.0, page 29

105 Surce: ICB 4.0, page 30

106 PM-Career Path and Certificatin Level Surce: Flie 99

107 EASITRAIN Training: Prject Management Part March 2018 Martina Huemann enable2change

108 Cntents Prject scheduling methds Resurce and cst planning: verview Design f prject rganisatins The rle f the prject manager, prject wner, prject team members Specific challenges and ptentials f research prjects Prject leadership in research prjects Examples f research prjects Summary and assignment fr Vienna mdule Flie 2

109 Wrking Apprach Inputs, case studies Grup wrks Feedback, reflectins, discussins Training n the Prject Wrking situatins as in a real prject Benefit fr wn practice Basis fr standard plans Cyclic learning apprach Theretical inputs Applicatin n yur cases Cmmn reflectin Further inputs Dcumentatin: additinal slides, flip charts Flie 3

110 Trainer Prfessr, Head f Prject Management Grup in the Department Strategy & Innvatin, Academic Directr Prfessinal MBA: Prject Management C-funder and manager f the enable2change netwrk, sme 20 years experience as trainer and cnsultant Bard member f prject management austria Flie 4

111 Prject Scheduling

112 Prject Scheduling Depth and detail f scheduling depends n the cmplexity, dynamic and cntext f the prject Milestne plan Netwrked Bar Chart CPM Schedule Milestne plan Mst imprtant events in the prgress f the prject 2 standard milestnes: prject assigned prject apprved Netwrked barchart Shws the duratins f the single wrk packages /phases Additinal detailing can be prvided with dependencies and leads/lags Flie 6

113 Prject Milestne Plan: Example WBS- Cde Milestne Planned date Adapted date per prject assigned Is date presentatin t prject spnsr perfrmed "prcess landscape new" develped discrete cncepts finalized (cmplete) cncept with essential stakehlders crdinated next steps decided first implementatin measures perfrmed prject apprved Flie 7

114 Netwrked Bar Chart: Example Flie 8

115 Prject Scheduling: Best Practice Milestne plan Milestnes shuld be scheduled in regular intervals Event-riented frmulatin (n duratin) Clear relatin t wrk packages: start r at end f a wrk package Netwrked bar chart Dependencies when meaningful Adequat detailing relatin t prject cntrlling N black bxes Visualisatin Apprpriate level f scheduling accrding t the target grup Flie 9

116 Prject Resurces, Prject Csts

117 Prject Resurces Objective T determine and display the required prject resurces ver time and T determine the ver- and under-allcatin f prject resurces with the prject resurces available Specific cnsideratin f scarce resurces Typical resurces are Persnnel with different qualificatins Equipment Finance Materials Based n wrk breakdwn structure (pm baseline, 2009:34) Flie 11

118 Prject Csts Prject resurce plan is the basis fr the prject cst plan Objective: T plan and dcument prject csts and t prvide a clear verview n prject csts and their develpment Typical cst types Persnnel csts Material csts Equipment csts Administrative and sales csts Other csts Etc. Based n wrk breakdwn structure (pm baseline, 2009:35) Flie 12

119 Prject Resurce and Cst Plan: Best Practice Cmplete depictin f all needed prject resurces and csts In rder t have An apprpriate basis fr prject decisins A basis fr evaluating prject success If structured accrding t the WBS, there exists mre transparency in prject cntrlling Flie 13

120 Prject Organisatin

121 Elements f Prject Organisatin Prject rganisatin chart Prject rles Prject cmmunicatin structures Prject respnsibility matrix Flie 15

122 Frmal authrities in prjects Prject Manager Line Manager Prject Team Member Flie 16

123 Distributin f authrities What? Prject Manager Line Manager Hw well? Wh? Hw? Hw much? When? Pure-line Prject Organizatin Matrix-Prject- Organizatin Influence Prject- Organizatin Flie 17

124 Prjects are embedded in an rganisatinal cntext CEO = prject spnsr prject manager cntrlling sales prductin R & D marketing prject team member (Gareis, 2005:71) Influence Prject Organisatin Flie 18

125 CEO = prject spnsr cntrlling sales prductin R & D marketing permanent rganisatin prject rganisatin prject manager (Gareis, 2005:72) Pure Prject Organisatin Flie 19

126 CEO cntrlling sales prductin R & D marketing prject spnsr A prject manager A prject spnsr B prject manager B prject spnsr C prject manager C (Gareis, 2005:73) Matrix Prject Organisatin Flie 20

127 prject cntributr department 1 subteam specialist department prject cntributr prfessinal categry. subteam HR prject team member HR prject team member specialist department prject cntributr department 1 prject cntributr netwrk prject team prject team member emplyees representatin prject team member HW... Subteam OE prject team member rganisatinal develpment prject manager prject team member SW... subteam HW prject spnsr prject cntributr.. subteam SW pssibly: prject steering cmmittee (cp. Zuchi, 2014:60)

128 Empwerment What? When? Hw Much? prject team prject manager line manager Wh? prject team member Hw? Ww well? Flie 22

129 Prject Cmmunicatin Structures meeting cntents participants frequency prject start wrkshp infrmatin n the prject status, big prject picture, prject planning, decisins prject spnsr (partly), prject manager, prject team member nce, 1-1,5 days prject spnsr meeting prject status and prject preview, issues and risks, necessary decisins prject spnsr, prject manager, selected prject team member (if apprpriate) accrding t prject length and cmplexity: every 4th- 5th week prject team meeting (cntrlling-wrkshp) prject status and prject preview, issues and risks, agreements and decisins prject manager, all prject team member, pssibly selected external stakehlders accrding t prject length and cmplexity: every 4th- 5th week, and when needed subteam meetings subteam related cntents (status, prblem slving) subteam members, (if apprpriate) PM and/r selected external stakehlders when needed prject clse dwn wrkshp reflectin, feedback, agreements n pen t ds in the prject and fr the pst prject phase prject manager, all prject team member nce, 0,5-1 days (Gareis, 2006:294) Flie 23

130 Prject spnsr Prject manager Prject team member A Prject team member B Prject team member C Prjekt Respnsibility Matrix WBS cde phase / wrk package 1.1 prject management prject start D R M M M prject crdinatin R M M M Pssible functins: R.. respnsibility, C.. c-peratin, D.. decisin, I.. infrmatin RACI Matrix (respnsible, accuntable, cnsult, infrm) Flie 24

131 Prject Organisatin: Best Practice Clearly defined functinal rles (representatives f business units/cmpanies versus needed expertise) Empwerment (as the cmpany culture allws it) Decisins regarding persnnel (wh?) => line manager Decisins regarding PM (what? hw much? when?) => PM tgether with the prject team members Decisins regarding the cntent (hw? hw well?) => experts Integratin f all rles (and persns) Prject view versus invester/supplier view Clear rientatin fr planned cmmunicatins (event driven leadership) Distinct allcatins f functins (as basis fr detailed resurce estimatins) (Adequat) cultural elements fr develping a cmmn identity Flie 25

132 Prject Culture

133 Elements f Prject Culture The prject culture can be defined as the prject values, nrms and rules Methds fr develping prject culture prject missin statement prject name, prject lg, prject clur prject slgan Prject glssary prject-specific "scial" events prject-specific rules (minutes, being late in meetings, substitutins in meetings) (pm baseline, 2009:25) Flie 27

134 Prject Management as Prcess

135 Prject Start: Challenges N prject assignment Different understandings by the prject wner/spnsr(s) and the prject manager Different level f infrmatin f the participants Time pressure, high demand fr starting the wrk N acceptance fr lng planning Scial insecurity, peple d nt knw each ther (in their new rles) Demand fr rientatin fr everybdy, even if nt transparent 29 Flie 29

136 Prject Start: Objectives Cmmunicatin f the big prject picture t all members f the prject rganisatin Infrmatin transfer frm the pre-prject phase int the prject Develpment f adequate prject plans Design f the prject rganisatin, team building Develpment f a prject culture Initial prject marketing Definitin f the structures fr prject cntrlling and prject clse-dwn surce: Happy Prjects!, 2005, page Flie 30

137 Prject Start: Prcess (Examples) First Infrmatin t Executives Establishing Rles, Rle Owners Interviews Trainings Kick ff fr Executives Wrkshp Detailled Planning f the Prject Prject Start Rerganizatin Preparatin (Interviews, StakehlderId ent.) Presentatin fr the Executives Status Qu Analysis Start Wrkshp Prject Team Meeting with Prject Owner Prject Start Intrductin QM

138 Prject Start: Cmmunicatin Frms Prject management quality high Prject Wrkshp medium Prject Meeting lw One-n-ne Meeting lw medium high Demand fr resurces surce: Happy Prjects!, 2005, page

139 Prject Start: Pssible Cmmunicatins One-n-ne meetings (fex fr interviews) Prject start wrkshp(s) Prject start meeting(s) (with relevant stakehlders) Prject wner/spnsr meeting Presentatin(s), marketing activities Special wrkshps (e.g. Risk wrkshp(s) Written cmmunicatin activities 33 Flie 33

140 Prject Start: Teambuilding Flie 34

141 Prject Start: Teambuilding Flie 35

142 Prject Start: Methds surce: Happy Prjects!, 2005, page

143 Example: Prject Start Wrkshp Flie 37

144 Example: Prject Start Wrkshp Flie 38

145 Example: Prject Start Wrkshp Flie 39

146 ! enable change Martina Huemann

147 easitrain Prject Management Assignment

148 Assignment Objectives T link up t the Vienna training, please dcument the Prject Management plans develped in the curse and prepare fr a Prject Vernissage. The Prject Vernissage is the pster presentatin f yur prjects. It takes place during the PM training in Vienna. Select Prject Management plans f yur prject and arrange it n a pster. Prepare and experience a Prject Marketing situatin. Receive feedback frm ther students and lecturers. Submissin Submit the Prject Manual t Martina.Huemann@wu.ac.at by 6.September 2018 Bring the pster t the Prject Management curs Wrking frm Grup wrk Use the Prject Manual frms prvided

149 Research prject: Bundaryless careers Prject start: 01/2017; Prject end: 09/2018 Prject duratin: 20 mnths Prject team: Martina Huemann, Anne Keegan, Claudia Ringhfer Overview prject timeplan: Prject Phase Prject Management Planning Literature review Perfrm interviews phase 1 Transcribe and analyze interview data phase 1 Perfrm interviews and analyze interview data phase 2 Validate cncept / mdel Publishing and disseminatin Page 1 f 5

150 Prject milestnes: Milestne Planned Finish Prject started Planning finished Literature review finished Interview phase 1 perfrmed Interview data phase 1 analysed First fcus grup wrkshp perfrmed Interview phase 2 perfrmed Interview data phase 2 analysed Final reprt submitted Prject apprved Page 2 f 5

151 Overview wrkpackages WBS Wrk package cde 1 Beynd bundaryless careers 1.1 Prject Management M: Prject started Prject start Prject crdinatin Prject marketing Prject cntrlling Prject clse-dwn M: Prject apprved 1.2 Planning Perfrm research wrkshp Plan systematic literature review (SLR) Plan interviews Plan transcriptin & translatin Plan and prepare cding templates Plan analysis Plan publicatins and presentatins M: Planning finished 1.3 Literature review Perfrm SLR Analyse and validate data, dwnlad papers Dcumentatin SLR Prepare first set questins Develp first start cdes Perfrm skype meeting M: Literature review finished 1.4 Perfrm interviews phase Plan and prepare interviews phase Akquisitin f interview partner Perfrm pilt interviews (with whle team) Evaluate and adapt interview structure Perfrm further interviews phase Dcumentatin interview results Perfrm research wrkshp M: Interview phase 1 perfrmed 1.5 Transcribe and analyze interview data phase Plan transcriptin Transcribe interview data phase Analyze interview data phase Perfrm research wrkshp Prepare and perfrm fcus grup wrkshp Further develp prpsitins/mdels and dcumentatin Page 3 f 5

152 1.5.7 M: First fcus grup wrkshp perfrmed 1.6 Perfrm interviews and analyze interview data phase Plan and prepare interviews phase Perfrm interviews phase Transcribe interview data phase Analyze interview data phase Perfrm research wrkshp Further develp prpsitins/mdels and dcumentatin M: Interview phase 2 perfrmed 1.7 Validate cncepts/mdel Plan and prepare fcus grup wrkshps Perfrm fcus grup wrkshp Perfrm research wrkshp Further develp prpsitins/mdels and dcumentatin Perfrm fcus grup wrkshp Dcumentatin f fcus grup wrkshp results Perfrm research wrkshp M: Interview data phase 2 analyzed 1.8 Publishing and disseminatin Cnference paper/presentatin Cnference paper/presentatin Cnference paper/presentatin Paper HRM Jurnal Paper PMJ Plan, prepare Webinar Prepare final reprt M: Final reprt submitted Page 4 f 5

153 Wrk breakdwn structure Page 5 f 5

154 PMI Spnsred Research Grant PERIODIC STATUS REPORT Prject Name: Beynd bundaryless careers Principle Investigatr: Martina Huemann, WU Vienna Prject Duratin: 20 mnths Prepared By: Martina Huemann Reprt Number: 4 Prject Liaisn: Jnas Söderlund Reprt Date: 5. January ACCOMPLISHMENTS DURING PAST REPORTING PERIOD - If this is yur first reprt, use yur riginal prpsal - appended t the Research Agreement - as the baseline fr assessing and reprting n prject scpe and schedule. Thereafter, list yur accmplishments since the last Peridic Status Reprt, and always refer back t the baseline. Be specific in yur descriptin (e.g. literature review cmpleted, first draft f questinnaire cmpleted, pilt tested questinnaire, cnducted three fcus grups, # f first rund interviews cmpleted, etc.). 1 Beynd bundaryless careers 1.1 Prject Management M: Prject started Dne Prject start Dne Prject crdinatin Onging Prject marketing Onging Prject cntrlling Onging Prject clse-dwn M: Prject apprved 1.2 Planning Perfrm research wrkshp 1 Dne Plan systematic literature review (SLR) Dne Plan interviews Dne Plan transcriptin & translatin Dne Plan and prepare cding templates Dne Plan analysis Dne Plan publicatins and presentatins Dne M: Planning finished Dne 1.3 Literature review Perfrm SLR Dne Analyze and validate data, dwnlad papers Dne added Additinal search and analysis Onging Dcumentatin SLR Onging Prepare first set questins Dne Develp first start cdes Dne Perfrm Research Wrkshp 2 (skype meeting) Dne M: Literature review finished PMI Academic Resurces 1 Peridic Status Reprt App. A Octber 2015

155 1.4 Perfrm interviews phase Plan and prepare interviews phase 1 Dne Acquisitin f interview partner Onging Perfrm pilt interviews (with whle team) Dne Evaluate and adapt interview structure Dne Perfrm further interviews phase 1 Onging Dcumentatin interview results Onging Perfrm research wrkshp 3 (skype meeting) Dne M: Interview phase 1 perfrmed 1.5 Transcribe and analyze interview data phase Plan transcriptin Dne Transcribe interview data phase 1 Onging Analyse interview data phase 1 Onging Perfrm research wrkshp 4 Open Prepare and perfrm fcus grup wrkshp 1 Dne Further develp prpsitins/mdels and dcumentatin Onging M: First fcus grup wrkshp perfrmed Dne 1.6 Perfrm interviews and analyze interview data phase Plan and prepare interviews phase 2 Dne Perfrm interviews phase 2 Onging Transcribe interview data phase 2 Onging Analyse interview data phase Perfrm research wrkshp Further develp prpsitins/mdels and dcumentatin M: Interview phase 2 perfrmed 1.7 Validate cncepts/mdel Plan and prepare fcus grup wrkshps Perfrm fcus grup wrkshp Perfrm research wrkshp Further develp prpsitins/mdels and dcumentatin Perfrm fcus grup wrkshp Dcumentatin f fcus grup wrkshp results Perfrm research wrkshp M: cncepts/mdels validated 1.8 Publishing and disseminatin Cnference paper/presentatin 1 (IRNOP 2017) Dne Cnference paper/presentatin 2 (HRM netwrk cnference) Dne Cnference paper/presentatin Paper HRM Jurnal Paper PMJ Plan, prepare Webinar Prepare final reprt M: Final reprt submitted PMI Academic Resurces 2 Peridic Status Reprt App. A Octber 2015

156 1.1. Prject management The prject start was perfrmed in the research wrkshp n 25 January 2017 in Vienna. In this wrkshp, we perfrmed the planning. We decided t create a flder as prject marketing activity t be better able t attract prject managers fr the interviews. During this wrkshp, we further develped the initial prject management plans. Fr cmmunicating with ur interview partners and ther persns interested we prepared a ne pager flyer and had a lg designed fr the research prject. Belw ur new lg 1.2 Planning On 25. January 2017 the first research wrkshp tk place, with the bjective t plan the verall prject. We planned the systematic literature research (SLR) and defined the key wrds, timeframe as well as jurnals fr the research. Further we discussed imprtant publicatins that are imprtant fr the search. Further we discussed hw the utcme f the SLR is structured and hw we define wrking prpsitin as ne utcme. We planned the interview prcess and the way hw we will dcument the interview results. We decided that whenever pssible, t d all interviews in pairs in rder t secure a high quality. The interviews will be recrded as well as ne researcher will take ntes. All interviews will be transcribed. We will use cards fr the cnstellatin during the interview. We planned cnference presentatins as well as publicatins were discussed. 1.3 Literature review A first literature review was perfrmed. In the key wrd search we identified 103 papers as relevant. The abstracts were screened and a first cding template develped. We perfrmed a skype meeting (6. April 2017), in rder t discuss the results f the literature search. Within this meeting it became clear that we need t be mre hlistic within the literature search. We decided t adapt the key wrd search and perfrm an additinal search in rder t increase the quality f the literature search. Due t this reasn, the finish f the literature research is nw planned fr end f August In summer 2017 we finished the literature review. Based n result f the first key wrd search we perfrmed a secnd rund f the literature review using mre specific key wrd cmbinatins. In detail, we used the fllwing key wrds: Liminality & temprary PMI Academic Resurces 3 Peridic Status Reprt App. A Octber 2015

157 rganis(z)atin; Bundaryless & temprary rganis(z)atin; Prtean & temprary rganis(z)atin; Career & temprary rganis(z)atin. We identified additinal 90 publicatins within the jurnals that we cnsidered in ur definitin phase, which were nt identified within the first search. After the secnd rund, we perfrmed anther skype meeting t discuss the results. Fr quality reasns, we decided t d anther crss-check results. Fr this we excluded the jurnals frm the database search and used the whle database (EBSCO, PrQuest) fr anther key wrd search. After the key wrd search we perfrmed the crss-check. We analyzed the jurnals that came ut in the crss-check and ask us the questin if we missed relevant publicatins and if yes we included it in ur general literature search. We included the Jurnal f Business Ethics as ne result f the crss-check. This third search rund increased the quality f the whle literature search. Overall, we identified 192 relevant papers (102 frm the first and secnd search and 90 frm the third search). The figure belw shws the whle literature search prcess. We perfrmed an abstract analysis and clustered the papers in yes / maybe / n. This was dne by ne researcher. In the first rund we identified 25 imprtant papers (yes), 34 maybe and excluded 133 papers (n). The clustering was re-checked in a secnd rund by tw researchers PMI Academic Resurces 4 Peridic Status Reprt App. A Octber 2015