Bogdan Lent

12:00 Problem Management: PBM

The unique nature of projects creates always organizational or technical problems. These shall be systematically solved along the proposed method.

10:00 Earned Value Management: EVM

The three separate ISO/DIS 21500:2011 processes of work control, schedule control and cost control are bound together into efficient earned value management. Setting work bench with phase dedicated accounts and tracing the financial expenditures will help to identify the real actual costs. Technique of Earned Value Analysis (EVA) delivers the comprehensive and powerful indicator as Critical Factor, being the multiplication of the Cost Performance Index (CPI) times Schedule Performance Index (SPI). Cost Impact Factor (CIF) supports efficiently the cost driven project management. Testing and assessment techniques are useful in results evaluation. Milestone Trend Analysis (MTA) allows the prediction of further project progress along the time scale. Simulation tools support the decision making along the useful practices: minimum loss-maximum profit rule, optimization rule, pessimism- optimism rule, expected value rule.

17:00 Documentation Management: DM

The process of Documentation Management is aimed to secure the financially efficient service and operation of the project products and to ensure the fullest users acceptance of the recipient conforming documentation. Documents elaboration begins in the very first project stage and through all the project processes. Three types of documentation are created: for the users, for the operators and for the service & maintenance team. This recipient circle distinguishes the documentation management from the project team oriented knowledge management. The similar technical provisions such as Document Management System (DMS), data repository and retrieval tools might be applied as in the knowledge management process.

04:00 Self Management (Work & Life Balance): SM

The personality entities interrelation chain bases on Ryckman personality definition, Heckhausen & Kuhl Goal Action and Bandura Agentic theories deriving the actions from personal values, goals, motivation, immaterial, then material resources deployment, down to the activity and a backwards feedback. Rokeach Value Survey (RVS) results are discussed in context of Hofstede and Scheler values. The role of integral humanism is underlined. EU and PMI ethics charts are briefed. Subsequent personal goals shall be SMART and beyond triple A: ambitious, adaptable and awarding. The role of balanced goals and personal performance as projected on numerous sources. Coherence, congruence and proximity of goals with impact on valence, potency and attainability is demonstrated. The intrinsic motivation leads to the cognitive capabilities. The decision process and mental models of RTO are projected on Bandura’s decision making capabilities. Further the role of neurolinguistic programming (NLP) and Berne’s Attitudes reflected in Ernst OK Corral are presented.

06:00 Leadership: L

The leadership process is presented along the proposed LEAD-approach: Launch, Engage, Act, Deliver. Several leadership models are evaluated: unidirectional, Fiedler situational/contingency, Hersey & Blanchard situational, role emergence, dynamic interrelationship, implicit leadership, Bass transformational and transactional, Hackman & Walton functional, White & Lippet stylistic, Blake & Mouton social style, X,Y and Z McGregor, French & Raven power, House path-goal, and closest to the cybernetic approach presented in this book of holistic theory of Best.

15:00 Integration Management: IM

The integration is the real test of the usability of the products, elaborated in a project. Three Ps define the integration: Product integration – most casual, Process integration – only recently considered as mandatory in project course and People integration – where the personality and motivation of prospective users might decide about the fate of the project. Two separate phases of integration are to be carefully planned: implementation of the project product and the migration from the current situation. Structured tests, fall-back scenarios and operations and maintenance plan increase the probability of successful implementation.

22:00 Team Management: TM

Team management process comprises team building activities, verification and team performance improvement procedures and team culture adjustments. The social networks, group and team are mapped onto the Theme Centred Interaction Model. The Tuckman group dynamics process forms a base for team building procedures. An impact of team building process and team cohesion on performance is further considered. Hofstede and Cu-Factor cultural dimensions impact the “acculturation” of team members.

13:00 Risk Management: RM

Risk, defined as occurrences with negative impact on a project, shall be analysed and with first countermeasures treated already in the first approach to structure the project in Planning & Scheduling. Subsequently the risk detection system shall be conceived. Composite Risk Index (CRI) is as a multiplication of the probability of the occurrence P and potential damages D. The risk handling strategies: avoidance, reduction, sharing and retention, called also ACAT (US defense industrial procurements) are presented.

11:00 Quality Management: QM

Project quality reflects the degree of requirements’ accomplishment. In most cases it is aligned with the company quality standards like CMMI, Six Sigma, ITIL (ISO 20000), BOOTSRTAP, SPICE and international ISO and national (e.g. DIN) standards. Internal quality management is effectively supported by the external quality control. The Demings’ 14 areas of quality aspects bound in Total Quality Control lead to purposeful Project Quality Management System.

08:00 Organization Management: OM

Project organization management process shall identify the objectives and stakeholders first, derive the project organization from the processes needed to implement the project, adapt to cultural impacts, provide for team extensions and resources assignment.