WIKTOR ASKANAS EXERCISE IN GIVEN AMOUNT OF TIME MAKE AS MANY DICES AS POSSIBLE WIKTOR ASKANAS KIEV 2012 WHAT IS A PROJECT UNIQUE UNDERTAKING WHICH REQUIRED SPECIAL ORGANIZATION IN ORDER TO ACHIEVE OBJECTIVES WHICH ARE DEFINE BY ID: 549971
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MISTAKES TO AVOID IN PROJECT EXECUTION
WIKTOR ASKANASSlide2
EXERCISE
IN GIVEN AMOUNT OF TIME MAKE AS MANY
DICES AS POSSIBLE Slide3
WIKTOR ASKANAS KIEV 2012
WHAT IS A PROJECT ?
UNIQUE UNDERTAKING
WHICH
REQUIRED
SPECIAL ORGANIZATION
IN ORDER TO ACHIEVE OBJECTIVES WHICH ARE DEFINE BY
SCOPE
TIME
COST
QUALITYSlide4
WIKTOR ASKANAS KIEV 2012
PROJECT LIVE CYCLE
TRIGGER EVENT
SET OF ALTERNATIVES
SCOPE TO BE FINANCED
DETAILED DESIGN
IMPLEMENTATION
EXPLOITATIONSlide5
WIKTOR ASKANAS KIEV 2012
PROJECT LIFE CYCLE (2)
CONCEPT
PRELIMINARY
DESIGN
DETAILED
DESIGN
IMPLEMEN-
TATION
START UP
MAJOR
DECISION
POINTS
CHARACTER OF THE PROJECT CHANGES BY PHASESlide6
WIKTOR ASKANAS KIEV 2012
PROJECT SELECTION MODELS
THE SACRED COW
THE OPERATING NECESSITY
THE COMPETITIVE NECESSITY
PROFITABILITYSlide7
WIKTOR ASKANAS KIEV 2012
PROJECT MANAGER RESPONSIBILITY
PLANNING
ACQUIRING RESOURCES
ORGANIZING
COMMUNICATION
LEADING
MONITORING
CONFLICT RESOLUTION
TEAM BUILDING
MOTIVATING
BRINGING RESULTS
FROM THE
BEGINNING
TO THE ENDSlide8
WIKTOR ASKANAS KIEV 2012
PROJECT MANAGEMENT RESPONSIBILITIES (2)
COMPLETE RESPONSIBILITIES FOR MANAGING ALL ASPECTS OF THE PROJECT FROM BEGINNING TO END:
DESIGN
IMPLEMENT
PROCURE
INTERFACE WITH USERSSlide9
WIKTOR ASKANAS WARSZAWA 2012
9
PROJECT
BOTTLENECKS
KNOWLEDGE
RESOURCES
ENVIRONMENTSlide10
WIKTOR ASKANAS KIEV 2012
PLANNING
PLAN HAS TO BE:
LOGICAL
EASY TO MONITOR
ANTICIPATE PROBLEMS
ELASTIC AND EASY TO REVISE
PRECISE
EASY TO USESlide11
WIKTOR ASKANAS KIEV 2012
RESOURCES
PROJECT BUDGET MUST BE:
REALISTIC
ASSIGNED
RIGID
TIMELY
CONTROLLABLESlide12
WIKTOR ASKANAS KIEV 2012
MONITORING
IDENTIFY PROBLEMS EARLIER
CLARIFY PERFORMANCE COST AND TIME RELATIONSHIP
KEEP TRACK
IDENTIFY MISTAKES AND DO NOT HIDE THEM
TAKE RESPONSIBILITYSlide13
WIKTOR ASKANAS WARSZAWA 2012
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Major managerial mistakes
1. Management by lack of goal consciousnessSlide14
WIKTOR ASKANAS WARSZAWA 2012
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Major managerial mistakes
1. Management by lack of goal consciousness
2. Management by lack recognition for resultsSlide15
WIKTOR ASKANAS WARSZAWA 2012
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Major managerial mistakes
1. Management by lack of goal consciousness
2. Management by lack recognition for results
3. Management by formal prestige and informal authoritySlide16
WIKTOR ASKANAS WARSZAWA 2012
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Major managerial mistakes
1. Management by lack of goal consciousness
2. Management by lack recognition for results
3. Management by formal prestige and informal authority
4. Management by over formalizationSlide17
WIKTOR ASKANAS WARSZAWA 2012
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Major managerial mistakes
5. Management by idealization of realitySlide18
WIKTOR ASKANAS WARSZAWA 2012
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Major managerial mistakes
5. Management by idealization of reality
6. Management by traditionalism Slide19
WIKTOR ASKANAS WARSZAWA 2012
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Major managerial mistakes
5. Management by idealization of reality
6. Management by traditionalism
7. Management by distrust Slide20
WIKTOR ASKANAS WARSZAWA 2012
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Major managerial mistakes
5. Management by idealization of reality
6. Management by traditionalism
7. Management by distrust
8. Management by formal controlSlide21
WIKTOR ASKANAS WARSZAWA 2012
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Major managerial mistakes
5. Management by idealization of reality
6. Management by traditionalism
7. Management by distrust
8. Management by formal control
9. Management by negative competitionSlide22
WIKTOR ASKANAS WARSZAWA 2012
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PROJECT
Bye
Bye
! ! !Slide23
CONCLUSION
OBJECTIVE
TOOLS
COSTS
TIMECOOPERATIONQUALITY CONTROLSlide24
WIKTOR ASKANAS WARSZAWA 2012
24
QUESTIONS ??