Evaluation of project planning - Revision history

Christian Lund: /* Application for program & portofolio management */

2022-03-20T15:34:11Z

Application for program & portofolio management

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	== Application for program & portofolio management ==		== Application for program & portofolio management ==
	[[File:ClearMessage1.jpg\|300px\|right\|thumb\|Expectation of how to translate strategic goals into tangible project goals.]] [[File:ClearMessage2.jpg\|300px\|right\|thumb\|Reality of what often happens when executing projects.]]		[[File:ClearMessage1.jpg\|300px\|right\|thumb\|Expectation of how to translate strategic goals into tangible project goals.]] [[File:ClearMessage2.jpg\|300px\|right\|thumb\|Reality of what often happens when executing projects.]]
	While project evaluation intuitively should benefit project management, it is actually a better tool for program or portofolio management. The reason is that evaluation is not undertaken until after a project has been executed. The benefit is not directed towards projects as they are only very temporary constructs, and cease to exist after the set deliverables are produced as the projects output. Naturally some evaluation will take place post project, however these consideration cannot benefit the project anyway, but only contribute towards new upcoming projects. It does however benefit program and portofolio management. This is the case since it is both in the interest of program and portofolio managements, to consider whether the strategic objectives are aligned with the program or portofolio strategic management. Lynda Bourne <ref name=Zone> Bourne, Lynda & Walker, Derek. (2005). [https://mosaicprojects.com.au/PDF_Papers/P038_Paradox_of_Project.pdf "The paradox of project control"]. Team Performance Management. 11. 157-178. 10.1108/13527590510617747. </ref> suggest in her work [https://mosaicprojects.com.au/PDF_Papers/P038_Paradox_of_Project.pdf The paradox of project control] that the strategic objective formulated at the highest level of management often is lost through the middle management. The objective or the '''Why''' formulated at high levels is often lost in the translation to the '''How'''. Many of the issues related to project management is because the translation tools that are available, such as KPI's or the stakeholder analysis, do not align themselves hundred percent with the strategic objective and can lead to suboptimization or other negative effects. Evaluation as a tool comes into play to consider ~~where these tools~~		While project evaluation intuitively should benefit project management, it is actually a better tool for program or portofolio management. The reason is that evaluation is not undertaken until after a project has been executed. The benefit is not directed towards projects as they are only very temporary constructs, and cease to exist after the set deliverables are produced as the projects output. Naturally some evaluation will take place post project, however these consideration cannot benefit the project anyway, but only contribute towards new upcoming projects. It does however benefit program and portofolio management. This is the case since it is both in the interest of program and portofolio managements, to consider whether the strategic objectives are aligned with the program or portofolio strategic management. Lynda Bourne <ref name=Zone> Bourne, Lynda & Walker, Derek. (2005). [https://mosaicprojects.com.au/PDF_Papers/P038_Paradox_of_Project.pdf "The paradox of project control"]. Team Performance Management. 11. 157-178. 10.1108/13527590510617747. </ref> suggest in her work [https://mosaicprojects.com.au/PDF_Papers/P038_Paradox_of_Project.pdf The paradox of project control] that the strategic objective formulated at the highest level of management often is lost through the middle management. The objective or the '''Why''' formulated at high levels is often lost in the translation to the '''How'''. Many of the issues related to project management is because the translation tools that are available, such as KPI's or the stakeholder analysis, do not align themselves hundred percent with the strategic objective and can lead to suboptimization or other negative effects. Evaluation as a tool comes into play to consider what should be done in order to get better alignment. Evaluation is in other words a tool used to smooth out the translation of strategic goals to strategic action. This is also why in large portofolios mutiple projects will be run with the same aim, so they can provide feedback to each other to generate better solutions.

	== Annotated biblography ==		== Annotated biblography ==

Christian Lund: /* Application for program & portofolio management */

2022-03-20T14:39:59Z

Application for program & portofolio management

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	== Application for program & portofolio management ==		== Application for program & portofolio management ==
	While project evaluation intuitively should benefit project management, it should actually be perceived as a tool for programme or portofolio management. Given that projects are only very temporary constructs and cease to exist after delivering the set deliverables defined as the project output. Naturally some evaluation will take place post project, however since the goal is achieved these consideration can not benefit the project anyway, but only contribute towards new upcoming projects.

	Bourne, Lynda & Walker, Derek. (2005). [https://mosaicprojects.com.au/PDF_Papers/P038_Paradox_of_Project.pdf "The paradox of project control"]. Team Performance Management. 11. 157-178. 10.1108/13527590510617747.

	[[File:ClearMessage1.jpg\|300px\|right\|thumb\|Expectation of how to translate strategic goals into tangible project goals.]] [[File:ClearMessage2.jpg\|300px\|right\|thumb\|Reality of what often happens when executing projects.]]		[[File:ClearMessage1.jpg\|300px\|right\|thumb\|Expectation of how to translate strategic goals into tangible project goals.]] [[File:ClearMessage2.jpg\|300px\|right\|thumb\|Reality of what often happens when executing projects.]]
			While project evaluation intuitively should benefit project management, it is actually a better tool for program or portofolio management. The reason is that evaluation is not undertaken until after a project has been executed. The benefit is not directed towards projects as they are only very temporary constructs, and cease to exist after the set deliverables are produced as the projects output. Naturally some evaluation will take place post project, however these consideration cannot benefit the project anyway, but only contribute towards new upcoming projects. It does however benefit program and portofolio management. This is the case since it is both in the interest of program and portofolio managements, to consider whether the strategic objectives are aligned with the program or portofolio strategic management. Lynda Bourne <ref name=Zone> Bourne, Lynda & Walker, Derek. (2005). [https://mosaicprojects.com.au/PDF_Papers/P038_Paradox_of_Project.pdf "The paradox of project control"]. Team Performance Management. 11. 157-178. 10.1108/13527590510617747. </ref> suggest in her work [https://mosaicprojects.com.au/PDF_Papers/P038_Paradox_of_Project.pdf The paradox of project control] that the strategic objective formulated at the highest level of management often is lost through the middle management. The objective or the '''Why''' formulated at high levels is often lost in the translation to the '''How'''. Many of the issues related to project management is because the translation tools that are available, such as KPI's or the stakeholder analysis, do not align themselves hundred percent with the strategic objective and can lead to suboptimization or other negative effects. Evaluation as a tool comes into play to consider where these tools

	== Annotated biblography ==		== Annotated biblography ==

Christian Lund: /* References */

2022-03-20T14:01:51Z

References

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	== References ==		== References ==
	<references />		<references />




	~~https://findit.dtu.dk/en/catalog/6225fca37a44b754dc7747a5~~

Christian Lund: /* Application for program management */

2022-03-20T14:00:12Z

Application for program management

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	The time aspect is still very important and the single most major take away from this section, and can be stated as follows. '''Project success and failures are time relative'''. This is likely the single most difficult thing about evaluation of projects. It is understandable that it should create some unease. The fact that evaluation of projects should be done regularly and is not necessarily going to give the same outcome if done at two different times is interesting to say the least. It is however important to maintain that whatever knowledge is derived from reflection is '''not''' less valuable in either case. The main take away should be that there is always more to learn, and what is not an issue today can be an issue tomorrow. Even though projects are short lived and results created by them are often only considered by the project participants it should be evaluated nonetheless.		The time aspect is still very important and the single most major take away from this section, and can be stated as follows. '''Project success and failures are time relative'''. This is likely the single most difficult thing about evaluation of projects. It is understandable that it should create some unease. The fact that evaluation of projects should be done regularly and is not necessarily going to give the same outcome if done at two different times is interesting to say the least. It is however important to maintain that whatever knowledge is derived from reflection is '''not''' less valuable in either case. The main take away should be that there is always more to learn, and what is not an issue today can be an issue tomorrow. Even though projects are short lived and results created by them are often only considered by the project participants it should be evaluated nonetheless.

	== Application for program management ==		== Application for program & portofolio management ==
			While project evaluation intuitively should benefit project management, it should actually be perceived as a tool for programme or portofolio management. Given that projects are only very temporary constructs and cease to exist after delivering the set deliverables defined as the project output. Naturally some evaluation will take place post project, however since the goal is achieved these consideration can not benefit the project anyway, but only contribute towards new upcoming projects.

	Bourne, Lynda & Walker, Derek. (2005). [https://mosaicprojects.com.au/PDF_Papers/P038_Paradox_of_Project.pdf "The paradox of project control"]. Team Performance Management. 11. 157-178. 10.1108/13527590510617747.		Bourne, Lynda & Walker, Derek. (2005). [https://mosaicprojects.com.au/PDF_Papers/P038_Paradox_of_Project.pdf "The paradox of project control"]. Team Performance Management. 11. 157-178. 10.1108/13527590510617747.

	[[File:ClearMessage1.jpg\|300px\|right\|thumb\|Expectation of how to translate strategic goals into tangible project goals.]]		[[File:ClearMessage1.jpg\|300px\|right\|thumb\|Expectation of how to translate strategic goals into tangible project goals.]] [[File:ClearMessage2.jpg\|300px\|right\|thumb\|Reality of what often happens when executing projects.]]

	[[File:ClearMessage2.jpg\|300px\|right\|thumb\|Reality of what often happens when executing projects.]]

	== Annotated biblography ==		== Annotated biblography ==

Christian Lund: /* Measuring project success */

2022-03-20T13:46:20Z

Measuring project success

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	One of the traditional ways to self asses is by the [http://wiki.doing-projects.org/index.php/Iron_Triangle Iron Triangle]. The Iron triangle consist of three ground pillars and is used to set KPI's. Companies use this tool to self asses whether a project is living up to the estimated expectations.		One of the traditional ways to self asses is by the [http://wiki.doing-projects.org/index.php/Iron_Triangle Iron Triangle]. The Iron triangle consist of three ground pillars and is used to set KPI's. Companies use this tool to self asses whether a project is living up to the estimated expectations.
	# '''Time''' <br /> All projects are limited by time, and deliveries must fall with in the expected time frame in order to be considered a success.		# '''Time''' <br /> All projects are limited by time, and deliveries must fall with in the expected time frame in order to be considered a success.
	# '''Cost''' <br /> Projects are often projected to have a certain cost and hence receive a budget based on this estimation of cost. Often competing projects bid for the same budget funding. This causes the ~~bidders~~ to lower their budget expectations, which in turn leads to lowering the quality of the project.		# '''Cost''' <br /> Projects are often projected to have a certain cost and hence receive a budget based on this estimation of cost. Often competing projects bid for the same budget funding. This causes the estimators to lower their budget expectations, which in turn leads to lowering the quality of the project.
	# '''Quality''' <br /> The previous two legs focus on how the project is executed, while quality focuses on the output of the project. The higher the quality the higher the value generation of the project.		# '''Quality''' <br /> The previous two legs focus on how the project is executed, while quality focuses on the output of the project. The higher the quality the higher the value generation of the project.

Christian Lund: /* Introduction */

2022-03-20T13:37:49Z

Introduction

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	== Project success & failure ==		== Project success & failure ==
	=== Introduction ===		=== Introduction ===
	To evaluate a project and the level of success or failure is not as straight forward as one would expect. Success and failure can be perceived substantially differently, depending on whether you are a project participant or a [ http://wiki.doing-projects.org/index.php/Stakeholder_Analysis stakeholder] in the project. For an internal actor of the project the success criteria is being able to meet deliverables on time and living up to certain [http://wiki.doing-projects.org/index.php/Key_Performance_Indicators_(KPI) '''Key Performance Indicators (KPI's)'''] set by senior management. For external stakeholders success is very different. Here the value generated by the project is often more important. It is important to involve these stakeholders so their expectations are met. Even if a project is a success internally, it can be a failure if users of the output of the project do not feel the project aligns with their interests. The goal of this section is to highlight what are common ways of measuring success internally and externally. A later section will look at the drivers for failure.		To evaluate a project and the level of success or failure is not as straight forward as one would expect. Success and failure can be perceived substantially differently, depending on whether you are a project participant or a [http://wiki.doing-projects.org/index.php/Stakeholder_Analysis stakeholder] in the project. For an internal actor of the project the success criteria is being able to meet deliverables on time and living up to certain [http://wiki.doing-projects.org/index.php/Key_Performance_Indicators_(KPI) '''Key Performance Indicators (KPI's)'''] set by senior management. For external stakeholders success is very different. Here the value generated by the project is often more important. It is important to involve these stakeholders so their expectations are met. Even if a project is a success internally, it can be a failure if users of the output of the project do not feel the project aligns with their interests. The goal of this section is to highlight what are common ways of measuring success internally and externally. A later section will look at the drivers for failure.

	[[File:IronTriangleCLU.png\|400px\|right\|thumb\|Dimensions defined to evaluate project management success.]]		[[File:IronTriangleCLU.png\|400px\|right\|thumb\|Dimensions defined to evaluate project management success.]]

Christian Lund: /* Project success & failure */

2022-03-20T13:37:28Z

Project success & failure

← Older revision		Revision as of 13:37, 20 March 2022
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	== Project success & failure ==		== Project success & failure ==
	=== Introduction ===		=== Introduction ===
	To evaluate a project and the level of success or failure is not as straight forward as one would expect. Success and failure can be perceived substantially differently, depending on whether you are a project participant or a stakeholder in the project. For an internal actor of the project the success criteria is being able to meet deliverables on time and living up to certain [http://wiki.doing-projects.org/index.php/Key_Performance_Indicators_(KPI) '''Key Performance Indicators (KPI's)'''] set by senior management. For external stakeholders success is very different. Here the value generated by the project is often more important. It is important to involve these stakeholders so their expectations are met. Even if a project is a success internally, it can be a failure if users of the output of the project do not feel the project aligns with their interests. The goal of this section is to highlight what are common ways of measuring success internally and externally. A later section will look at the drivers for failure.		To evaluate a project and the level of success or failure is not as straight forward as one would expect. Success and failure can be perceived substantially differently, depending on whether you are a project participant or a [ http://wiki.doing-projects.org/index.php/Stakeholder_Analysis stakeholder] in the project. For an internal actor of the project the success criteria is being able to meet deliverables on time and living up to certain [http://wiki.doing-projects.org/index.php/Key_Performance_Indicators_(KPI) '''Key Performance Indicators (KPI's)'''] set by senior management. For external stakeholders success is very different. Here the value generated by the project is often more important. It is important to involve these stakeholders so their expectations are met. Even if a project is a success internally, it can be a failure if users of the output of the project do not feel the project aligns with their interests. The goal of this section is to highlight what are common ways of measuring success internally and externally. A later section will look at the drivers for failure.

	[[File:IronTriangleCLU.png\|400px\|right\|thumb\|Dimensions defined to evaluate project management success.]]		[[File:IronTriangleCLU.png\|400px\|right\|thumb\|Dimensions defined to evaluate project management success.]]

Christian Lund at 13:36, 20 March 2022

2022-03-20T13:36:28Z

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	'''Project Evaluation''' is the focus on ~~looking at~~ projects in order to evaluate what traits associated with the project. The main objective is twofold, where the first objective is evaluate the successful attributes of a project. ~~Second~~ objective can be expressed by '''Cobb's Paradox - "We know why projects fail; we know how to prevent their failure – so why do they still fail?"'''. This is evaluation of traits that are undesired or byproducts of poor project management. This duality of project management is often described as dealing with a '''chaordic system''' <ref> Eijnatten, Frans M.. (2004). Chaordic Systems Thinking: Some Suggestions for a Complexity Framework to Inform a Learning Organization. Learning Organization, The. 11. 430-449. 10.1108/09696470410548791. </ref>, which implies there is both order and chaos in projects. The goal of the project manager is to attempt to use both these two warring forces to create a successful project.		'''Project Evaluation''' is the focus on studying projects in order to evaluate what traits associated with the project. The main objective is twofold, where the first objective is evaluate the successful attributes of a project. The second objective can be expressed by '''Cobb's Paradox - "We know why projects fail; we know how to prevent their failure – so why do they still fail?"'''. This is evaluation of traits that are undesired or byproducts of poor project management. This duality of project management is often described as dealing with a '''chaordic system''' <ref> Eijnatten, Frans M.. (2004). Chaordic Systems Thinking: Some Suggestions for a Complexity Framework to Inform a Learning Organization. Learning Organization, The. 11. 430-449. 10.1108/09696470410548791. </ref>, which implies there is both order and chaos in projects. The goal of the project manager is to attempt to use both these two warring forces to create a successful project.

	~~This~~ can not be done without a baseline of knowledge to base the evaluation off. The first objective is therefore to define how to evaluate both successful and failing traits of a project. This is done in a very general way, but will provide links to more in depth descriptions of most tools in this article.		The evaluation can not be done without a baseline of knowledge to base the evaluation off. The first objective is therefore to define how to evaluate both successful and failing traits of a project. This is done in a very general way, but will provide links to more in depth descriptions of most tools in this article. It is also important to point out that this is not just relevant to project management but also contributes toward certain important task in portfolio management that will be explored later.

	== Project success & failure ==		== Project success & failure ==

Christian Lund at 13:31, 20 March 2022

2022-03-20T13:31:24Z

← Older revision		Revision as of 13:31, 20 March 2022
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	''''Project Evaluation'''' is the focus on looking at projects in order to evaluate what traits associated with the project. The main objective is twofold, where the first objective is evaluate the successful attributes of a project. Second objective can be expressed by '''Cobb's Paradox - "We know why projects fail; we know how to prevent their failure – so why do they still fail?"'''. This is evaluation of traits that are undesired or byproducts of poor project management. This duality of project management is often described as dealing with a '''chaordic system''' <ref> Eijnatten, Frans M.. (2004). Chaordic Systems Thinking: Some Suggestions for a Complexity Framework to Inform a Learning Organization. Learning Organization, The. 11. 430-449. 10.1108/09696470410548791. </ref>, which implies there is both order and chaos in projects. The goal of the project manager is to attempt to use both these two warring forces to create a successful project.		'''Project Evaluation''' is the focus on looking at projects in order to evaluate what traits associated with the project. The main objective is twofold, where the first objective is evaluate the successful attributes of a project. Second objective can be expressed by '''Cobb's Paradox - "We know why projects fail; we know how to prevent their failure – so why do they still fail?"'''. This is evaluation of traits that are undesired or byproducts of poor project management. This duality of project management is often described as dealing with a '''chaordic system''' <ref> Eijnatten, Frans M.. (2004). Chaordic Systems Thinking: Some Suggestions for a Complexity Framework to Inform a Learning Organization. Learning Organization, The. 11. 430-449. 10.1108/09696470410548791. </ref>, which implies there is both order and chaos in projects. The goal of the project manager is to attempt to use both these two warring forces to create a successful project.

	This can not be done without a baseline of knowledge to base the evaluation off. The first objective is therefore to define how to evaluate both successful and failing traits of a project. This is done in a very general way, but will provide links to more in depth descriptions of most tools in this article.		This can not be done without a baseline of knowledge to base the evaluation off. The first objective is therefore to define how to evaluate both successful and failing traits of a project. This is done in a very general way, but will provide links to more in depth descriptions of most tools in this article.

Christian Lund at 13:31, 20 March 2022

2022-03-20T13:31:06Z

← Older revision		Revision as of 13:31, 20 March 2022
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	Project ~~management~~ is a focus on ~~creating succesful~~ projects. The main objective is ~~to use~~ a ~~set of skills in to produce successful traits in your~~ project. It can ~~however~~ be ~~illusive~~ to ~~define what those~~ traits are. ~~Often~~ to ~~describe traits~~ a ~~tool~~ is to ~~define the opposite traits~~ to ~~gain a better understanding of why some traits are beneficial and some are detrimental~~ to ~~the success of~~ a project.o		''''Project Evaluation'''' is the focus on looking at projects in order to evaluate what traits associated with the project. The main objective is twofold, where the first objective is evaluate the successful attributes of a project. Second objective can be expressed by '''Cobb's Paradox - "We know why projects fail; we know how to prevent their failure – so why do they still fail?"'''. This is evaluation of traits that are undesired or byproducts of poor project management. This duality of project management is often described as dealing with a '''chaordic system''' <ref> Eijnatten, Frans M.. (2004). Chaordic Systems Thinking: Some Suggestions for a Complexity Framework to Inform a Learning Organization. Learning Organization, The. 11. 430-449. 10.1108/09696470410548791. </ref>, which implies there is both order and chaos in projects. The goal of the project manager is to attempt to use both these two warring forces to create a successful project.

	~~Grasping project management is often described as dealing with~~ a ~~'''chaordic system''' <ref> Eijnatten, Frans M.. (2004). Chaordic Systems Thinking: Some Suggestions for a Complexity Framework~~ to ~~Inform a Learning Organization. Learning Organization, The. 11. 430-449. 10.1108/09696470410548791. </ref>, which implies there is both order and chaos in projects~~. The ~~goal of the project manager~~ is to ~~attempt~~ to ~~use~~ both ~~these two warring forces to create a~~ successful ~~project.~~		This can not be done without a baseline of knowledge to base the evaluation off. The first objective is therefore to define how to evaluate both successful and failing traits of a project. This is done in a very general way, but will provide links to more in depth descriptions of most tools in this article.

	'''Cobb's Paradox - "We know why projects fail; we know how to prevent their failure – so why do they still fail?"''' is a statement made by Martin Cobb's in 1995 while working for the Secretariat of the Treasury Board of Canada <ref> https://en.wikipedia.org/wiki/Treasury_Board_of_Canada </ref>. This statement was made in relation to attending The Standish Group's<ref> https://en.wikipedia.org/wiki/Standish_Group </ref> CHAOS University, where a number of ~~IT projects were analyzed and found to be failures. The paradox highlights that even though project management is applied to~~ a project ~~that it does not guarantee success~~. ~~The factors that impact any project are countless and it~~ is ~~up to the project manager to find~~ a ~~path through this "jungle" of choices. In some projects control is need to focus people on the task at hand~~, ~~and in other projects freedom is need~~ to ~~generate new ideas.~~
	~~== readers note ==~~

	* Rewrite the intro so it is less focused on the paradox and more ~~about the evaluation~~
	* Write an application of ~~theory section where I point out the obvious effects of using~~ this ~~as a program manager that has to run multiple projects, and gain the ability to verify if improvements needs to be made or not~~
	* annotated biblography

	== Project success & failure ==		== Project success & failure ==