PIMS Novo Nordisk 2020 - Revision history

S160087: /* Uncertainty */

2020-03-08T10:46:10Z

Uncertainty

← Older revision		Revision as of 10:46, 8 March 2020
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	===Uncertainty===		===Uncertainty===
	====Risk management====		====Risk management====
	All projects involve risks. Successful managing and identification of risks therefore plays a big role in any project. To map and categorize prior identified risk, a popular method is the risk matrix. <ref>''~~Project charter~~'', Retreived from https://www.~~projectmanagementdocs~~.com/~~template~~/~~project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80~~</ref>~~(1)~~		All projects involve risks. Successful managing and identification of risks therefore plays a big role in any project. To map and categorize prior identified risk, a popular method is the risk matrix. <ref>''Risk matrix'', Retreived from https://www.cgerisk.com/knowledgebase/Risk_matrices</ref>
	A typical risk matrix consist of two dimensions. How severe the consequences are if the risk occurs and how likely they are to occur. Using a matrix shows the project manager or controllers what risk’s to focus on. Thus makes it possible to decide if the risk is acceptable or it has to somehow be reduced to “as low as reasonably practicable” (ALARP)<ref>''~~Project charter~~'', Retreived from https://www.~~projectmanagementdocs~~.~~com~~/~~template~~/~~project-initiation/project-charter-multi-page-version~~/#~~axzz4XoPzbU80~~</ref>~~(2)~~		A typical risk matrix consist of two dimensions. How severe the consequences are if the risk occurs and how likely they are to occur. Using a matrix shows the project manager or controllers what risk’s to focus on. Thus makes it possible to decide if the risk is acceptable or it has to somehow be reduced to “as low as reasonably practicable” (ALARP)<ref>''ALARP'', Retreived from https://www.hse.gov.uk/risk/theory/alarpglance.htm#</ref>
	As the project goes on, the landscape of risk may change. New risk’s may occur and probabilities can in- or decrease. It is therefore necessary to review the risk matrix and update it to show the current risk situation.		As the project goes on, the landscape of risk may change. New risk’s may occur and probabilities can in- or decrease. It is therefore necessary to review the risk matrix and update it to show the current risk situation.

	~~(1) https://www.cgerisk.com/knowledgebase/Risk_matrices~~

	~~(2) https://www.hse.gov.uk/risk/theory/alarpglance.htm#~~

	====Change agent theory====		====Change agent theory====
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	[[File:913agent.png \|500px\|thumb\|center\|Recommended skills <ref>''Project ~~charter~~'', Retreived from ~~https~~://~~www~~.~~projectmanagementdocs~~.~~com~~/~~template~~/~~project~~-~~initiation/project-charter-multi-page-version/#axzz4XoPzbU80~~</ref>~~(1)~~]]		[[File:913agent.png \|500px\|thumb\|center\|Recommended skills <ref>''Wiki doing-projects: “Coaching - Project Manager as Change Agent” '', Retreived from http://wiki.doing-projects.org/index.php/Coaching_-_Project_Manager_as_Change_Agent</ref>]]


	In the process of developing the team, it is often helpful for the manager to see him or herself as a Change Agent whose role it is to move a persons mindset and attitude from the actual, undesired, stage to a improved strage in the future.		In the process of developing the team, it is often helpful for the manager to see him or herself as a Change Agent whose role it is to move a persons mindset and attitude from the actual, undesired, stage to a improved strage in the future.


	~~(1) Wiki doing-projects: “Coaching - Project Manager as Change Agent”~~
	~~http://wiki.doing-projects.org/index.php/Coaching_-_Project_Manager_as_Change_Agent~~

	====Risk identification====		====Risk identification====
	To manage risks, it is important to have identified and planned for as many risks as possible. If an unidentified risk occurs, the consequences may be much severe, as no actions are planned.		To manage risks, it is important to have identified and planned for as many risks as possible. If an unidentified risk occurs, the consequences may be much severe, as no actions are planned.
	To identify risks, a starting point can be to conduct a SWOT analysis or draw analogies and do research of other similar projects.<ref>''~~Project charter~~'', Retreived from https://www.~~projectmanagementdocs~~.~~com~~/~~template~~/~~project~~-~~initiation/project~~-~~charter~~-~~multi~~-~~page~~-~~version/#axzz4XoPzbU80~~</ref>~~(5)~~ Later on, a more detailed identification can take place, for example assumptions analysis or interviews. To analyze root causes, a fishbone diagram or similar may be used.		To identify risks, a starting point can be to conduct a SWOT analysis or draw analogies and do research of other similar projects.<ref>''Risk identification tools'', Retreived from https://www.pmi.org/learning/library/risk-identification-life-cycle-tools-7784</ref> Later on, a more detailed identification can take place, for example assumptions analysis or interviews. To analyze root causes, a fishbone diagram or similar may be used.
	It is very difficult to ensure that all risks are taken into account. As projects usually include things that are unknown, some risks are also impossible to identify from the start. It is therefore very important to update and review the list of risks and their impact/frequency during the duration of the project.		It is very difficult to ensure that all risks are taken into account. As projects usually include things that are unknown, some risks are also impossible to identify from the start. It is therefore very important to update and review the list of risks and their impact/frequency during the duration of the project.


	~~(1) https://www.pmi.org/learning/library/risk-identification-life-cycle-tools-7784~~

	==References==		==References==

S160087: /* Complexity */

2020-03-08T10:43:58Z

Complexity

← Older revision		Revision as of 10:43, 8 March 2020
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	====Project control====		====Project control====

	Project control is one of the 5 phases of a project displayed in figure below. Compared to the remaining 4 phases, control is the longest running task of the project. In the controlling phase all the aspects of the project are monitored and compared to the plan or KPIs. Usually the main concerns will be the control of the cost and time. However the controlling also involves the monitoring of risk and changes. <ref>~~''Project charter'', Retreived from https~~:~~//www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80~~</ref> ~~(1)~~		Project control is one of the 5 phases of a project displayed in figure below. Compared to the remaining 4 phases, control is the longest running task of the project. In the controlling phase all the aspects of the project are monitored and compared to the plan or KPIs. Usually the main concerns will be the control of the cost and time. However the controlling also involves the monitoring of risk and changes. <ref>DS/ISO 21500:2013 Danish Standards </ref>

	~~(1) DS/ISO 21500:2013 Danish Standards~~

	[[File:911control.png \|500px\|thumb\|center\|Level of activity in the different project phases <ref>''Project charter'', Retreived from https://www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80</ref>(2)]]

	~~(2)~~ https://activecollab.com/blog/project-management/what-is-project-management		[[File:911control.png \|500px\|thumb\|center\|Level of activity in the different project phases <ref>''Activity in different project phases'', Retreived from https://activecollab.com/blog/project-management/what-is-project-management</ref>]]

	====Earned value analysis====		====Earned value analysis====
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	'''Earned Value (EV) = Total Budget x Work Progress'''		'''Earned Value (EV) = Total Budget x Work Progress'''

	Along with the PV and the AC, it allows the project manager to get an overview of the financial status of the project. This is possible as the deviation between EV and PV expresses the deviation from the schedule and the difference between AC and EV is the cost variance. <ref>''~~Project charter~~'', Retreived from https://www.~~projectmanagementdocs~~.~~com~~/~~template~~/~~project~~-~~initiation/project~~-~~charter~~-~~multi~~-~~page~~-~~version/#axzz4XoPzbU80~~</ref>~~(3)~~		Along with the PV and the AC, it allows the project manager to get an overview of the financial status of the project. This is possible as the deviation between EV and PV expresses the deviation from the schedule and the difference between AC and EV is the cost variance. <ref>''Earned value'', Retreived from https://www.pmi.org/learning/library/earned-value-management-systems-analysis-8026</ref>

	~~(3) https://www.pmi.org/learning/library/earned-value-management-systems-analysis-8026~~		[[File:9115ev.png \|500px\|thumb\|center\|Earned value along with cost and schedule variance<ref>''Earned value figure'', Retreived from https://www.researchgate.net/figure/Fig-1Standard-Earned-Value-Analysis-Graph_fig1_265285339</ref>]]

	[[File:9115ev.png \|500px\|thumb\|center\|Earned value along with cost and schedule variance<ref>''~~Project charter~~'', Retreived from ~~https://www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80</ref>(4)]]~~

	~~(4)~~https://www.researchgate.net/figure/Fig-1Standard-Earned-Value-Analysis-Graph_fig1_265285339

	===Uncertainty===		===Uncertainty===

S160087: /* Challenges in cross-cultural project management */

2020-03-08T10:41:10Z

Challenges in cross-cultural project management

← Older revision		Revision as of 10:41, 8 March 2020
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	The following model shows the 6 cultural dimensions along which national differences can be clustered.		The following model shows the 6 cultural dimensions along which national differences can be clustered.
	[[File:910cultural.png \|500px\|thumb\|center\|Cultural dimensions<ref>''Wiki doing-projects: “Challenges in cross- cultural project management” '', Retreived from http://wiki.doing-projects.org/index.php/Challenges_in_cross-cultural_project_management</ref>]]		[[File:910cultural.png \|500px\|thumb\|center\|Cultural dimensions<ref>''Wiki doing-projects: “Challenges in cross- cultural project management” '', Retreived from http://wiki.doing-projects.org/index.php/Challenges_in_cross-cultural_project_management</ref>]]

	~~(2) Wiki doing-projects: “Challenges in cross- cultural project management”~~
	~~http://wiki.doing-projects.org/index.php/Challenges_in_cross-cultural_project_management~~

	===Complexity===		===Complexity===

S160087: /* People */

2020-03-08T10:40:42Z

People

← Older revision		Revision as of 10:40, 8 March 2020
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	The responsibility of a project sponsor is to define the project and effectively communicate its overall benefit to the corporates strategy. Doing this, he or she has to balance all stakeholders' interests while letting the project manager manage the project without the sponsor getting involved into details and micromanagement.		The responsibility of a project sponsor is to define the project and effectively communicate its overall benefit to the corporates strategy. Doing this, he or she has to balance all stakeholders' interests while letting the project manager manage the project without the sponsor getting involved into details and micromanagement.

	[[File:8sponsor.PNG \|500px\|thumb\|center\|Sponsor map <ref>''~~Project charter'', Retreived from https://www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80</ref>(1)]]~~		[[File:8sponsor.PNG \|500px\|thumb\|center\|Sponsor map <ref>''Project Management Institute, Inc.. “Executive Engagement: The Role of the Sponsor”'', Retreived from https://www.pmi.org/-/media/pmi/documents/public/pdf/white-papers/executive-engagement.pdf?v=a5f338b0-39be-40e6-bb0e-2bba2f8dbfdb</ref>]]

	~~(1)~~ Project Management Institute, Inc.. “Executive Engagement: The Role of the Sponsor” https://www.pmi.org/-/media/pmi/documents/public/pdf/white-papers/executive-engagement.pdf?v=a5f338b0-39be-40e6-bb0e-2bba2f8dbfdb

	====Stakeholder map====		====Stakeholder map====
	After identifying the relevant stakeholders, they can be mapped in various ways. For example in a power vs interest matrix<ref>''~~Project charter~~'', Retreived from https://www.~~projectmanagementdocs~~.com/~~template~~/~~project~~-~~initiation/project~~-~~charter~~-~~multi~~-~~page~~-~~version~~/~~#axzz4XoPzbU80~~</ref>~~(1)~~ or mapping stakeholder benefits<ref>''~~Project charter~~'', Retreived from https://~~www.projectmanagementdocs~~.com/~~template/project-initiation/project~~-~~charter~~-~~multi-page~~-~~version~~/~~#axzz4XoPzbU80~~</ref>~~(2)~~.		After identifying the relevant stakeholders, they can be mapped in various ways. For example in a power vs interest matrix<ref>''Power vs interest'', Retreived from https://www.brighthubpm.com/resource-management/80523-what-is-the-powerinterest-grid/</ref> or mapping stakeholder benefits<ref>''Stakeholder benefits'', Retreived from https://project-management.com/what-is-stakeholder-analysis/</ref>.
	Using the tools as above or similar, gives a very good idea of what stakeholders interest are and how they can achieve them. In addition also how the stakeholders interests differentiate from each other.		Using the tools as above or similar, gives a very good idea of what stakeholders interest are and how they can achieve them. In addition also how the stakeholders interests differentiate from each other.
	Different positions in the power vs interest matrix corresponds to different managerial behaviour towards the specific stakeholder. Using this, paired with a stakeholder benefits analysis, gives a solid picture of the current stakeholder state.		Different positions in the power vs interest matrix corresponds to different managerial behaviour towards the specific stakeholder. Using this, paired with a stakeholder benefits analysis, gives a solid picture of the current stakeholder state.

	~~1 https://www.brighthubpm.com/resource-management/80523-what-is-the-powerinterest-grid/~~

	~~2 https://project-management.com/what-is-stakeholder-analysis/~~

	====Challenges in cross-cultural project management====		====Challenges in cross-cultural project management====
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	The following model shows the 6 cultural dimensions along which national differences can be clustered.		The following model shows the 6 cultural dimensions along which national differences can be clustered.
	[[File:910cultural.png \|500px\|thumb\|center\|Cultural dimensions<ref>''~~Project charter~~'', Retreived from ~~https~~://~~www~~.~~projectmanagementdocs~~.~~com~~/~~template/project-initiation~~/~~project~~-~~charter-multi-page-version/#axzz4XoPzbU80~~</ref>~~(2)~~]]		[[File:910cultural.png \|500px\|thumb\|center\|Cultural dimensions<ref>''Wiki doing-projects: “Challenges in cross- cultural project management” '', Retreived from http://wiki.doing-projects.org/index.php/Challenges_in_cross-cultural_project_management</ref>]]

	(2) Wiki doing-projects: “Challenges in cross- cultural project management”		(2) Wiki doing-projects: “Challenges in cross- cultural project management”

S160087: /* Expectations management */

2020-03-08T10:36:47Z

Expectations management

← Older revision		Revision as of 10:36, 8 March 2020
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	'''Iron triangle'''		'''Iron triangle'''

	The iron triangle (also called the project management triangle) has been used since the 1950’s. It is a metaphor showing interrelated constraints that the project manager has to trade-off while aiming for the best quality of the project’s product<ref>''Iron triangle'', Retreived from http://apppm.man.dtu.dk/index.php/Expectations_Management#Iron_Triangle</ref>. The constraints visualized in in each edge of the triangle are: Scope, time and cost <ref>''~~Project charter~~'', Retreived from https://www.~~projectmanagementdocs~~.~~com~~/~~template~~/~~project~~-~~initiation/project~~-~~charter~~-~~multi~~-~~page~~-~~version/#axzz4XoPzbU80~~</ref>~~(5)~~. In the middle is the quality of the project. The project manager should balance the constraints in order to get quality and success. It differs from project to project which constraints are most important.<ref>''~~Project charter~~'', Retreived from ~~https://www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80</ref>(6)~~		The iron triangle (also called the project management triangle) has been used since the 1950’s. It is a metaphor showing interrelated constraints that the project manager has to trade-off while aiming for the best quality of the project’s product<ref>''Iron triangle'', Retreived from http://apppm.man.dtu.dk/index.php/Expectations_Management#Iron_Triangle</ref>. The constraints visualized in in each edge of the triangle are: Scope, time and cost <ref>''Constraints, iron triangle'', Retreived from https://www.pmi.org/learning/library/beyond-iron-triangle-year-zero-6381</ref>. In the middle is the quality of the project. The project manager should balance the constraints in order to get quality and success. It differs from project to project which constraints are most important.<ref>''Succes using the iron triangle'', Retreived from https://www.villanovau.com/resources/project-management/iron-triangle-project-management/</ref>

	~~(5) https://www.pmi.org/learning/library/beyond-iron-triangle-year-zero-6381~~
	~~(6)~~ https://www.villanovau.com/resources/project-management/iron-triangle-project-management/

	[[File:72iron.png \|500px\|thumb\|center\|Iron triangle]]		[[File:72iron.png \|500px\|thumb\|center\|Iron triangle]]
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	[[File:73valuecomplex.png\|500px\|thumb\|center\|Complexity matrix]]		[[File:73valuecomplex.png\|500px\|thumb\|center\|Complexity matrix]]

	The complexity matrix has a vertical axis representing complexity and a horizontal axis representing business value. You rate the business value and complexity of the initiative and visually mark the initiative in the quadrant <ref>''~~Project charter~~'', Retreived from ~~https~~://~~www~~.~~projectmanagementdocs~~.~~com~~/~~template/project-initiation/project-charter-multi-page-version~~/#~~axzz4XoPzbU80~~</ref>~~(7)~~. Complexity could be cost, effort, technical challenge etc. Business value could be more visibility, satisfied customers, savings etc <ref>''~~Project charter~~'', Retreived from https://~~www.projectmanagementdocs~~.com/~~template~~/~~project~~-~~initiation/project~~-~~charter~~-~~multi~~-~~page~~-~~version/#axzz4XoPzbU80~~</ref>(8). The greater the business value is and the lower complexity is the more prioritized is the initiative. This also works the other way around avoiding initiatives with a low business value that is complex to implement.		The complexity matrix has a vertical axis representing complexity and a horizontal axis representing business value. You rate the business value and complexity of the initiative and visually mark the initiative in the quadrant <ref>''Iron triangle'', Retreived from http://apppm.man.dtu.dk/index.php/Expectations_Management#Iron_Triangle</ref>. Complexity could be cost, effort, technical challenge etc. Business value could be more visibility, satisfied customers, savings etc <ref>''Value vs complexity'', Retreived from https://medium.com/@ank.mahajan/value-vs-complexity-a-prioritisation-tool-4a2a1ba08eda</ref>(8). The greater the business value is and the lower complexity is the more prioritized is the initiative. This also works the other way around avoiding initiatives with a low business value that is complex to implement.

	~~(7) http://apppm.man.dtu.dk/index.php/Expectations_Management#Iron_Triangle~~
	~~(8) https://medium.com/@ank.mahajan/value-vs-complexity-a-prioritisation-tool-4a2a1ba08eda~~

	====Project sponsor====		====Project sponsor====

S160087: /* Goal Breakdown structure */

2020-03-08T10:33:00Z

Goal Breakdown structure

← Older revision		Revision as of 10:33, 8 March 2020
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	Goal Breakdown Structure		Goal Breakdown Structure
	The purpose states why a project exists. However, the purpose needs to be translated in a strategy in order to achieve its benefits.		The purpose states why a project exists. However, the purpose needs to be translated in a strategy in order to achieve its benefits.
	Therefore, the Goal Breakdown Structure (GBS) intends to divide projects, programs and portfolios overall purposes into manageable goals, sub-goals, and deliverables while maintaining the link to the overall objective. Whereas the Work Break Down Structure <ref>''~~Project charter~~'', Retreived from http://wiki.doing-projects.org/index.php/Work_Breakdown_Structure</ref> strives to translate purpose by the completion of tasks, the GBS is taking a different approach and is structuring the company by goals and objectives that may have measurable elements such as cost, time, etc. <ref>''~~Project charter~~'', Retreived from https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=5180851#</ref> This goal hierarchy ensures the permanent alignment with the overall intention of the company. <ref>''~~Project charter~~'', Retreived from http://apppm.man.dtu.dk/index.php/Goal_hierarchy_or_Goal_Breakdown_Structure</ref>		Therefore, the Goal Breakdown Structure (GBS) intends to divide projects, programs and portfolios overall purposes into manageable goals, sub-goals, and deliverables while maintaining the link to the overall objective. Whereas the Work Break Down Structure <ref>''WBS'', Retreived from http://wiki.doing-projects.org/index.php/Work_Breakdown_Structure</ref> strives to translate purpose by the completion of tasks, the GBS is taking a different approach and is structuring the company by goals and objectives that may have measurable elements such as cost, time, etc. <ref>''GBS'', Retreived from https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=5180851#</ref> This goal hierarchy ensures the permanent alignment with the overall intention of the company. <ref>''Goal hierarchy'', Retreived from http://apppm.man.dtu.dk/index.php/Goal_hierarchy_or_Goal_Breakdown_Structure</ref>

	[[File:3gbs.png \|500px\|thumb\|center\|Goal breakdown structure]]		[[File:3gbs.png \|500px\|thumb\|center\|Goal breakdown structure]]

S160087: /* People */

2020-03-07T18:53:20Z

People

← Older revision		Revision as of 18:53, 7 March 2020
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	====Meetings management and strategy====		====Meetings management and strategy====

	The purpose of these tools is to provide project managers a guide to consider and implement in projects but also to give them an understanding of the challenges that might occur and how to avoid them. One important benefit is that they will bring helps to identify how to communicate most effectively and efficiently, both internal in the project team and with stakeholders, saving project time and costs and on the same time keep project team members motivated. <ref>~~''Project charter''~~, ~~Retreived from https://www~~.~~projectmanagementdocs~~.~~com/template/~~project~~-initiation/project-charter-multi-page-version/#axzz4XoPzbU80~~</ref>~~(1)~~		The purpose of these tools is to provide project managers a guide to consider and implement in projects but also to give them an understanding of the challenges that might occur and how to avoid them. One important benefit is that they will bring helps to identify how to communicate most effectively and efficiently, both internal in the project team and with stakeholders, saving project time and costs and on the same time keep project team members motivated. <ref>Rajkumar, S. (2010). Art of communication in project management. Paper presented at PMI® Research</ref>

	~~(1) Rajkumar, S. (2010). Art of communication in project management. Paper presented at PMI® Research~~

	'''Project life cycle phases'''		'''Project life cycle phases'''

	Splitting up a project into phases allows project management to plan and control progress throughout a project's life cycle and also prepare meetings identifying current challenges in one phase in relation to achieving the overall project goal. <ref>''Project ~~charter''~~, ~~Retreived from https~~:~~//www~~.~~projectmanagementdocs~~.~~com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80~~</ref>~~(2)~~		Splitting up a project into phases allows project management to plan and control progress throughout a project's life cycle and also prepare meetings identifying current challenges in one phase in relation to achieving the overall project goal. <ref>Project Management Institute. (2013). A guide to the Project Management Body of Knowledge (PMBOK® Guide)- Fifth Edition, Pennsylvania: Project Management Institute, Inc., p.589</ref>

	~~(2) Project Management Institute. (2013). A guide to the Project Management Body of Knowledge (PMBOK® Guide)- Fifth Edition, Pennsylvania: Project Management Institute, Inc., p.589~~

			[[File:51lifecycle.png \|500px\|thumb\|center\|Generic cycle based on the PMI’s Project Management Body of Knowledge (PMBoK)<ref>Project Management in Practice. McGraw-Hill 2013</ref>]]
	[[File:51lifecycle.png \|500px\|thumb\|center\|Generic cycle based on the PMI’s Project Management Body of Knowledge (PMBoK)<ref>''Project ~~charter'', Retreived from https://www~~.~~projectmanagementdocs.com/template/project~~-~~initiation/project-charter-multi-page-version/#axzz4XoPzbU80~~</ref>~~(3)~~]]

	~~(3) Project Management in Practice. McGraw-Hill 2013~~

	Meetings in general al different and are used for example to share information on a specific subject, make decisions, provide updates, or brainstorm, among others. Each phase in the project has its own appropriate type of meeting.		Meetings in general al different and are used for example to share information on a specific subject, make decisions, provide updates, or brainstorm, among others. Each phase in the project has its own appropriate type of meeting.

	[[File:52phases.png \|500px\|thumb\|center\|Relation between project life cycle and types of meetings<ref>~~''Project charter'', Retreived from https://www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80</ref>(4)]]~~		[[File:52phases.png \|500px\|thumb\|center\|Relation between project life cycle and types of meetings<ref>Developed by Alice Allouche inspired in Duncan W. R., “A Guide to Project Management Body of Knowledge (PMBOK)”, PMI Standards Committee, (2013)</ref>]]

	~~(4)~~ Developed by Alice Allouche inspired in Duncan W. R., “A Guide to Project Management Body of Knowledge (PMBOK)”, PMI Standards Committee, (2013).

	====Project execution model (PEM)====		====Project execution model (PEM)====
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	#Idea – brief description of project objectives, stakeholders, resources (time, cost, personnel etc.), and risks to generate a basic understanding of the project		#Idea – brief description of project objectives, stakeholders, resources (time, cost, personnel etc.), and risks to generate a basic understanding of the project
	#Initiate – establishment of steering group to evaluate and give direction regarding project objective plus scope and further detailization of stage one topics.		#Initiate – establishment of steering group to evaluate and give direction regarding project objective plus scope and further detailization of stage one topics.
	#Analyze – placement of key project team based on selected scope in stage two. Furthermore, creation of Work Breakdown Structure <ref>''~~Project charter~~'', Retreived from ~~https~~://~~www~~.~~projectmanagementdocs~~.~~com~~/~~template/project-initiation/project-charter-multi-page-version~~/~~#axzz4XoPzbU80~~</ref>~~(1)~~, refinement of risk management, and finalization of cost budget.		#Analyze – placement of key project team based on selected scope in stage two. Furthermore, creation of Work Breakdown Structure <ref>''WBS'', Retreived from http://wiki.doing-projects.org/index.php/Work_Breakdown_Structure</ref>, refinement of risk management, and finalization of cost budget.
	#Execute –main project work carried out including preparations for transition from project phase to daily operation.		#Execute –main project work carried out including preparations for transition from project phase to daily operation.
	#Realise – realization of benefits. <ref>''~~Project charter~~'', Retreived from ~~https~~://~~www~~.~~projectmanagementdocs~~.~~com~~/~~template~~/~~project-initiation/project-charter-multi-page~~-~~version/#axzz4XoPzbU80~~</ref> ~~(2)~~		#Realise – realization of benefits. <ref>''PEM'', Retreived from http://wiki.doing-projects.org/index.php/Project_Execution_Model_(PEM)#PEM_-_a_five_gate_model</ref>

	[[File:6pem.png \|500px\|thumb\|center\|Project Execution Model at Novo Nordisk <ref>''~~Project charter~~'', Retreived from ~~https~~://~~www~~.~~projectmanagementdocs~~.~~com~~/~~template~~/~~project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80~~</ref>~~(3)~~]]		[[File:6pem.png \|500px\|thumb\|center\|Project Execution Model at Novo Nordisk <ref>''PEM'', Retreived from http://wiki.doing-projects.org/index.php/File:Image001.png</ref>]]

	{\| class="wikitable"		{\| class="wikitable"
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	\|}		\|}

	~~(1) http://wiki.doing-projects.org/index.php/Work_Breakdown_Structure~~
	~~(2) http://wiki.doing-projects.org/index.php/Project_Execution_Model_(PEM)#PEM_-_a_five_gate_model~~
	~~(3) http://wiki.doing-projects.org/index.php/File:Image001.png~~
	~~(4) http://wiki.doing-projects.org/index.php/Project_Execution_Model_(PEM)#Roles_and_responsibilities~~

	====Expectations management====		====Expectations management====
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	'''Theory of motivation'''		'''Theory of motivation'''

	The Expectation Theory of Motivation was developed in 1964 by Victor H. Vroom.<ref>''~~Project charter~~'', Retreived from ~~https~~://~~www~~.~~projectmanagementdocs~~.~~com~~/~~template~~/~~project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80~~</ref>(1)		The Expectation Theory of Motivation was developed in 1964 by Victor H. Vroom.<ref>''Expectations management'', Retreived from http://wiki.doing-projects.org/index.php/Expectations_Management</ref>(1)
	According to the theory, motivation happens when three variables are present: Expectancy, Instrumentality and valence. <ref>''~~Project charter~~'', Retreived from https://~~www.projectmanagementdocs~~.com/~~template~~/~~project-initiation~~/~~project~~-~~charter-multi-page-version~~/~~#axzz4XoPzbU80~~</ref>~~(2)~~		According to the theory, motivation happens when three variables are present: Expectancy, Instrumentality and valence. <ref>''Expectancy theory'', Retreived from https://expertprogrammanagement.com/2018/10/expectancy-theory/</ref>

	~~(1) http://wiki.doing-projects.org/index.php/Expectations_Management~~
	~~(2) https://expertprogrammanagement.com/2018/10/expectancy-theory/~~

	[[File:71expectation.png \|500px\|thumb\|center\|3 variables]]		[[File:71expectation.png \|500px\|thumb\|center\|3 variables]]

	The individual makes choices based on motivation, expecting that an effort leads to performance that then gives an outcome with a valence. In motivation theory, valence is “the expected gratification of reaching a specific objective or result”<ref>''~~Project charter~~'', Retreived from https://~~www~~.~~projectmanagementdocs.com/template/project-initiation~~/~~project-charter-multi-page-version~~/~~#axzz4XoPzbU80~~</ref>~~(3)~~ . In other words, valence is making sure that the reward is desired by the individual. According to theory, managers should create systems where added effort improves performance which results in a reward.		The individual makes choices based on motivation, expecting that an effort leads to performance that then gives an outcome with a valence. In motivation theory, valence is “the expected gratification of reaching a specific objective or result”<ref>''Motivation'', Retreived from https://psychologydictionary.org/valence/</ref> . In other words, valence is making sure that the reward is desired by the individual. According to theory, managers should create systems where added effort improves performance which results in a reward.

	~~(3) https://psychologydictionary.org/valence/~~

	'''Iron triangle'''		'''Iron triangle'''

	The iron triangle (also called the project management triangle) has been used since the 1950’s. It is a metaphor showing interrelated constraints that the project manager has to trade-off while aiming for the best quality of the project’s product<ref>''~~Project charter~~'', Retreived from ~~https~~://~~www~~.~~projectmanagementdocs~~.~~com~~/~~template/project-initiation/project-charter-multi-page-version~~/#~~axzz4XoPzbU80~~</ref>~~(4)~~. The constraints visualized in in each edge of the triangle are: Scope, time and cost <ref>''Project charter'', Retreived from https://www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80</ref>(5). In the middle is the quality of the project. The project manager should balance the constraints in order to get quality and success. It differs from project to project which constraints are most important.<ref>''Project charter'', Retreived from https://www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80</ref>(6)		The iron triangle (also called the project management triangle) has been used since the 1950’s. It is a metaphor showing interrelated constraints that the project manager has to trade-off while aiming for the best quality of the project’s product<ref>''Iron triangle'', Retreived from http://apppm.man.dtu.dk/index.php/Expectations_Management#Iron_Triangle</ref>. The constraints visualized in in each edge of the triangle are: Scope, time and cost <ref>''Project charter'', Retreived from https://www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80</ref>(5). In the middle is the quality of the project. The project manager should balance the constraints in order to get quality and success. It differs from project to project which constraints are most important.<ref>''Project charter'', Retreived from https://www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80</ref>(6)

	~~(4) http://apppm.man.dtu.dk/index.php/Expectations_Management#Iron_Triangle~~
	(5) https://www.pmi.org/learning/library/beyond-iron-triangle-year-zero-6381		(5) https://www.pmi.org/learning/library/beyond-iron-triangle-year-zero-6381
	(6) https://www.villanovau.com/resources/project-management/iron-triangle-project-management/		(6) https://www.villanovau.com/resources/project-management/iron-triangle-project-management/

S160087: /* Purpose */

2020-03-07T18:43:26Z

Purpose

← Older revision		Revision as of 18:43, 7 March 2020
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	*Pain Relivers – how the project solves specific customer pains		*Pain Relivers – how the project solves specific customer pains
	*Gain Creators – how the project creates the intended gains for the customer		*Gain Creators – how the project creates the intended gains for the customer
	*Product and Services – the services and products the project provides for the customer.<ref>''~~Project charter~~'', Retreived from http://www.orange.ngo/wp-content/uploads/2017/04/value-proposition-design.pdf</ref>		*Product and Services – the services and products the project provides for the customer.<ref>''Value proposition design'', Retreived from http://www.orange.ngo/wp-content/uploads/2017/04/value-proposition-design.pdf</ref>

	[[File:2canvas.png \|500px\|thumb\|center\|Value proposition canvas<ref>''~~Project charter~~'', Retreived from https://www.strategyzer.com/canvas/value-proposition-canvas</ref>]]		[[File:2canvas.png \|500px\|thumb\|center\|Value proposition canvas<ref>''Value proposition canvas'', Retreived from https://www.strategyzer.com/canvas/value-proposition-canvas</ref>]]

	====Goal Breakdown structure====		====Goal Breakdown structure====

S160087: /* Uncertainty */

2020-03-07T18:41:50Z

Uncertainty

← Older revision		Revision as of 18:41, 7 March 2020
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	===Uncertainty===		===Uncertainty===
	====Risk management====		====Risk management====
	All projects involve risks. Successful managing and identification of risks therefore plays a big role in any project. To map and categorize prior identified risk, a popular method is the risk matrix. (1)		All projects involve risks. Successful managing and identification of risks therefore plays a big role in any project. To map and categorize prior identified risk, a popular method is the risk matrix. <ref>''Project charter'', Retreived from https://www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80</ref>(1)
	A typical risk matrix consist of two dimensions. How severe the consequences are if the risk occurs and how likely they are to occur. Using a matrix shows the project manager or controllers what risk’s to focus on. Thus makes it possible to decide if the risk is acceptable or it has to somehow be reduced to “as low as reasonably practicable” (ALARP)(2)		A typical risk matrix consist of two dimensions. How severe the consequences are if the risk occurs and how likely they are to occur. Using a matrix shows the project manager or controllers what risk’s to focus on. Thus makes it possible to decide if the risk is acceptable or it has to somehow be reduced to “as low as reasonably practicable” (ALARP)<ref>''Project charter'', Retreived from https://www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80</ref>(2)
	As the project goes on, the landscape of risk may change. New risk’s may occur and probabilities can in- or decrease. It is therefore necessary to review the risk matrix and update it to show the current risk situation.		As the project goes on, the landscape of risk may change. New risk’s may occur and probabilities can in- or decrease. It is therefore necessary to review the risk matrix and update it to show the current risk situation.

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	[[File:913agent.png \|500px\|thumb\|center\|Recommended skills (1)]]		[[File:913agent.png \|500px\|thumb\|center\|Recommended skills <ref>''Project charter'', Retreived from https://www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80</ref>(1)]]


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	====Risk identification====		====Risk identification====
	To manage risks, it is important to have identified and planned for as many risks as possible. If an unidentified risk occurs, the consequences may be much severe, as no actions are planned.		To manage risks, it is important to have identified and planned for as many risks as possible. If an unidentified risk occurs, the consequences may be much severe, as no actions are planned.
	To identify risks, a starting point can be to conduct a SWOT analysis or draw analogies and do research of other similar projects.(5) Later on, a more detailed identification can take place, for example assumptions analysis or interviews. To analyze root causes, a fishbone diagram or similar may be used.		To identify risks, a starting point can be to conduct a SWOT analysis or draw analogies and do research of other similar projects.<ref>''Project charter'', Retreived from https://www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80</ref>(5) Later on, a more detailed identification can take place, for example assumptions analysis or interviews. To analyze root causes, a fishbone diagram or similar may be used.
	It is very difficult to ensure that all risks are taken into account. As projects usually include things that are unknown, some risks are also impossible to identify from the start. It is therefore very important to update and review the list of risks and their impact/frequency during the duration of the project.		It is very difficult to ensure that all risks are taken into account. As projects usually include things that are unknown, some risks are also impossible to identify from the start. It is therefore very important to update and review the list of risks and their impact/frequency during the duration of the project.

S160087: /* Complexity */

2020-03-07T18:41:10Z

Complexity

← Older revision		Revision as of 18:41, 7 March 2020
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	====Project control====		====Project control====

	Project control is one of the 5 phases of a project displayed in figure below. Compared to the remaining 4 phases, control is the longest running task of the project. In the controlling phase all the aspects of the project are monitored and compared to the plan or KPIs. Usually the main concerns will be the control of the cost and time. However the controlling also involves the monitoring of risk and changes. (1)		Project control is one of the 5 phases of a project displayed in figure below. Compared to the remaining 4 phases, control is the longest running task of the project. In the controlling phase all the aspects of the project are monitored and compared to the plan or KPIs. Usually the main concerns will be the control of the cost and time. However the controlling also involves the monitoring of risk and changes. <ref>''Project charter'', Retreived from https://www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80</ref> (1)

	(1) DS/ISO 21500:2013 Danish Standards		(1) DS/ISO 21500:2013 Danish Standards

	[[File:911control.png \|500px\|thumb\|center\|Level of activity in the different project phases (2)]]		[[File:911control.png \|500px\|thumb\|center\|Level of activity in the different project phases <ref>''Project charter'', Retreived from https://www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80</ref>(2)]]

	(2) https://activecollab.com/blog/project-management/what-is-project-management		(2) https://activecollab.com/blog/project-management/what-is-project-management
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	'''Earned Value (EV) = Total Budget x Work Progress'''		'''Earned Value (EV) = Total Budget x Work Progress'''

	Along with the PV and the AC, it allows the project manager to get an overview of the financial status of the project. This is possible as the deviation between EV and PV expresses the deviation from the schedule and the difference between AC and EV is the cost variance. (3)		Along with the PV and the AC, it allows the project manager to get an overview of the financial status of the project. This is possible as the deviation between EV and PV expresses the deviation from the schedule and the difference between AC and EV is the cost variance. <ref>''Project charter'', Retreived from https://www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80</ref>(3)

	(3) https://www.pmi.org/learning/library/earned-value-management-systems-analysis-8026		(3) https://www.pmi.org/learning/library/earned-value-management-systems-analysis-8026

	[[File:9115ev.png \|500px\|thumb\|center\|Earned value along with cost and schedule variance(4)]]		[[File:9115ev.png \|500px\|thumb\|center\|Earned value along with cost and schedule variance<ref>''Project charter'', Retreived from https://www.projectmanagementdocs.com/template/project-initiation/project-charter-multi-page-version/#axzz4XoPzbU80</ref>(4)]]

	https://www.researchgate.net/figure/Fig-1Standard-Earned-Value-Analysis-Graph_fig1_265285339		(4)https://www.researchgate.net/figure/Fig-1Standard-Earned-Value-Analysis-Graph_fig1_265285339

	===Uncertainty===		===Uncertainty===