the project manager is responsible for drawing-up and distributing the final report • everybody contributes to the content of the final report • the steering group approves the final report, DP8 • the base organisation (via the project office if there is one) is responsible for ensuring that the final report will remain available

1. Public
Public
PPS
Practical Project Steering
Anna Burack
Tieto PPS
15th of September 2017

2. © Tieto PPS UMxx,e Edition 2016-09-01
Tieto is the largest company in
the Nordics that provides full
lifecycle services in IT, as well as
product development, for private
and public organisations.
Building on our Nordic heritage
and values, we have global
capabilities and a strong
presence where our customers
need it – in the Nordics or via
global delivery centres across
the globe.
In telecom R&D in
Europe
#1
In IT services in
Sweden
#2
In IT services in
Finland
#1
In telecom R&D in
Europe
#1
In IT services in
Sweden
#2
In IT services in
Finland
#1
Tieto

3. Page 3
PPS overview
Tieto PPS
Apply PPS means:
• within policy/guidelines
adapt to situations to
ensure customer benefit
and profitability for the
project
PPS contributes to:
• result-orientated and
more effective work
• satisfied and confident
customers
• satisfied and confident
project staff
PPS:
• is practical and well
proven
• is preventative and
correcting
• takes care of
relationships
What is PPS?

4. Page 4
PPS overview
Tieto PPS
Portfolio – entirety, strategy, long-term, continuity
Programme – manage and coordinate towards expected benefit
Operations
Process – Roles - Skills – Document templates
Process – Roles - Skills – Document templates
PPS supports management on different levels
Change – steer towards expected benefit
Project – steer towards project objective
Process – Roles -Skills– Document templates

5. Model for project management
Tieto PPS AH080e, 5.0.1, 2011-10-31
Model for project management
Conclude
Prepare Execute
DP1 DP2 DP4
DP3 DP5 DP6 DP7 DP8
Describe and agree on the
result that the project will
deliver and how the work
will be executed
Manage the work towards the
project’s objective, with active
feedback and organised
change management
Hand back resources
and summarise
experiences
Project
directive
Project
plan
Final
report
Delivery
Trans-
ferral
Page 5

6. Decision points
Tieto PPS AH076e, 3.0.2, 2014-02-01
DP1 Decision to initiate a project
DP2 Decision to continue, change
or interrupt preparation work
DP4p Decision to start part of the
execution work before DP3
DP3 Decision to approve the
project plan
DP4 Decision to start execution
DP5 Decision to continue, change
or interrupt the project
DP6 Decision to approve the result
of a delivery
DP7 Decision to transfer
responsibility for a delivery
DP8 Decision to close the project
DP1 DP2 DP4
DP3 DP6
DP5 DP7 DP8
Eight types of decisions
Page 6

7. Overview PPS
Tieto PPS AH002e, 10.1.1, 2015-01-01
CHANGE LIST
RISK LIST
FINAL REPORT
• Conclusion and
recommendations
• The stakeholders’
experiences
• Project execution and
fulfilment of objectives
• Measurement and
calculation
DP1 DP2 DP4
DP3 DP6
DP5 DP7 DP8
PROJECT DIRECTIVE
• Background
• Expected benefit
• Basis
• Contact persons
• Requirements and wishes
• Timeframe and resources
for the preparation phase
• Financing
PROJECT PLAN
• Background and
relationships
• Objective
• Schedule and resource
needs
• Organisation
• Project schedule and
resource need
• Working methods
• Risks
• Project cost estimate
STATUS REPORT
• Summary
• What has happened
since the previous report,
result
• What happens next,
result
• Schedule, resources,
estimates
• Problems and
opportunities
• Other
Example of management documents
Page 7

8. Projects
Tieto PPS AH024e, 2.0.0, 2011-10-31
Achieve a focus for:
• gathering and directing forces
towards an objective, a
specific assignment
• fencing off, protecting work
and resources from
interference
• strong requirements
regarding time, costs or a
result
Work cross-functionally
• different skills in different
organisations should
cooperate
Strive for new ways of thinking
• new tasks; “unknown territory”
• stimulate creativity
Why do projects exist?
Page 8

9. Page 9
PPS overview
Tieto PPS
Operations
What, when?
Business level
Management level
Production level
Project management
Orderer,
Project owner
Project member
Levels and roles
A project
How, who?
Why?

10. Overview PPS
Tieto PPS AH002e, 10.1.0, 2014-02-01
Project: models and decisions
DP1
Project directive
Evaluate
Prepare
DP2 DP3
Project plan
Execute
DP4 DP6
DP5
Transfer of
result
Delivery of
result
Manage
Produce result
DP7 DP8
Conclude
Realise
Final report
Operations
Prepare Execute Conclude
Portfolio managemant
Orderer and project owner
Steering group
Project management
Project member
Business case
Page 10

11. Role of the project manager
Tieto PPS AH083e, 3.0.0, 2011-10-31
Role of the project manager
Team-building
• staffing the project with the right
competence and suitability
• building a team that can achieve
the common objective
Conflict management
• resolving problems before
they grow into conflicts
• managing conflicts in an
optimal way for the project
Communication
• creating an open climate with
well-functioning feedback
• presenting clear messages
but also asking for opinions
and listening
Change
• understanding the group’s
development and adapting
leadership to its needs
• creating a climate ready to
accept changes, through
secure individuals
Page 11

12. PPS Project management
Tieto PPS UM38e, 3.1.2 2014-03-17
Prepare, DP1-DP3
DP1 DP2 DP3
Decision points
Project planning
Project organisation
Start-up seminar
Idea and objective formulation
Stakeholder analysis
Requirement dialogue Risk management
Project plan:
the commitment
Information distribution
Meetings
Document management
Model and basic skills
Initiate project
Decision to
initiate a project
Decision to continue,
change or interrupt
preparation work
Decision to approve
the project plan
DP2
Formulate
the objective
Plan,
estimate
Organise,
staff
Manage
risks
Describe work
methods
Compile
project plan

13. Project directive and expected benefit
Tieto PPS AH059e, 1.2.0, 2011-10-31
Expected benefit
Expected benefit: a determined
effect/benefit that will be achieved within
the operations. E.g.
• a halving of administrative costs
• an increase in profitability of x%
• become market leader within a specific
productline
The need upon which the project is based
R E M E M B E R
• The orderer is responsible for the
expected benefit, its clarity,
measurability and realisation
• The expected benefit should be
close to the project in order to
provide clear guidance and motivate
the work
• The expected benefit is achieved
after the project has been
concluded
Operations
Strategic objective
Customer
Personnel
Processes Finance
Product
Expected
benefit
Project
Project
Business
case
Page 13

14. Project directive and expected benefit
Tieto PPS AH059e, 1.2.0, 2011-10-31
Decision to start a project
Orderer – customer role
• defines and is responsible for
expected benefit
• initiates and finances the
production of results that
contribute to expected benefit
• values and manages
consequences for the
organisation that is making
use of the result
DP1
Project
directive
Analyse benefit/effect, agree
R E M E M B E R
• Orderer and project owner can be the same person
The judgement of the orderer and the project owner
Project owner – supplier role
• starts and secures the financing
of a project that delivers results
• issues the project directive
• ensures that the project’s results
meet the orderer’s expectations
• assesses and manages the
consequences in the supplier’s
organisation
Business
case
Business
case
Page 14

15. Initiate project
Tieto PPS AH130e, 3.2.0, 2015-01-01
Draw up a project directive
PROJECT DIRECTIVE
1. Background
2. Expected benefit
3. Basis
4. Contact persons
5. Requirements and
wishes
6. Timeframe and
resources for the
preparation phase
7. Financing
The basis for starting the project, provides a framework for the preparation
Project directive
• compiled by the project owner
• provides the project owner with clarity
about what is being initiated
• proposed project manager can take
part, to increase participation
• assign the project class, if known
• indicates the project manager’s
framework for preparation (up to DP3)
• gives the project manager an early
picture of the expected delivery
• approved by the steering group at
DP1
Project
directive
Page 15
R E M E M B E R
• Expected benefit should always be clear
• Any requirement specification and/or
other essential information is appended

16. Idea and objective formulation
Tieto PPS AH027e, 3.10.0, 2012-12-01
Project objective
The project objective is always defined in three dimensions
Result
Time
Cost
Page 16
R E M E M B E R
• Summarise the objective in a
describing sentence
• Describe the result in the form of
deliverable results, deliverables
• The project directive serves as a
guide for prioritising the dimensions
Example
xx-xx-xx is a new finance system
implemented and key personnel
trained
• a financial system that meets the
requirements of the requirement
description, approved and installed
• a user manual, approved
• ten people trained in the use of the
new system
Cost: € xxx
Priority
• point in time 0,2, result 0,5, cost 0,3

17. Idea and objective formulation
Tieto PPS AH027e, 3.9.0, 2011-11-15
Limitations
Example
• Upgrading the network is not included
• Installation at subsidiaries is not
included, done by the XYZ project
The result may need further clarification
Limitations describes
• what is not included in the project’s result
• what others are responsible for
• what will not be done at all
R E M E M B E R
• Make a list of what stakeholders
may want to include, but is outside
the project’s commitment
Page 17

18. Tieto PPS AH096e,, 2.4.0, 2011-10-31 Stakeholder analysis
Stakeholder analysis: what is it?
A process for
• mapping out the project’s stakeholders, i.e. people or
organisations who can influence or be involved in or can
be effected by the project
• attaining a general requirement profile of the project by
assessing the stakeholders’ primary needs
• understanding the stakeholders’ relationships with the
project
• choosing a strategy for how the stakeholders are treated
• drawing up an action plan for managing stakeholders
R E M E M B E R
• Stakeholder analysis constitutes a basis
for continued planning of the project
Page 18

19. Requirement dialogue
Tieto PPS AH028e, 4.1.0, 2014-02-01
Requirement dialogue, purpose
Ensure
• that the project group is aware of the customer’s
current needs
• a complete and well-balanced requirement profile
• a requirement description that the project can realise
• that the users are able to use the result
• that the maintenance organisation is able to take
over responsibility for the result
That those who specify requirements are
satisfied with the results produced by the project
Page 19

20. Project planning
Tieto PPS AH010e, 1.15.0, 2014-02-01
Project planning, when and with what result
Requirement
and solution
description
Page 20
Project planning
DP1 DP2
Project-
plan
DP3
Project schedule
Resource plan
Project estimate
Produce result
Requirement management

21. Project organisation
Tieto PPS AH003, 6.6.0, 2011-10-31
Project organisation: characteristics
Roles
• temporary responsibility for a
result instead of permanent
positions
• prestige-free and non-territorial
Tailored for its purpose
• result-orientated so that the job
content is visible
• staffing changes according to need
R E M E M B E R
• Keep the terms roles, staffing and meetings separate
Page 21

22. Project organisation
Tieto PPS AH003, 6.6.0, 2011-10-31
Levels and roles
Decision
Management
Support
Production
Users
Administration
/ maintenance
Steering
group
Project
management
Analysis
group
Reference
group
Reference
group.
Sub-projects / Working
groups / Project members
Project
owner
Orderer
Resource
owners
Page 22

23. Informations distribution
Tieto PPS AH029e, 3.0.0, 205-01-01
The project’s primary information tool
The status report
R E M E M B E R
• Brief and focused,
often and regular
Possible appendices
• project schedule
• current costs and forecast
• document status
• error reports statistics
• risk list
Status report
Page 23
Status report,
presentation
Forecast of
final objective
Time …………………….
Cost …………………….
Result …………………….
Resources …………………….
Risk reserve ………………………
2. What has happened, result
3. What happens next, result
STATUS REPORT
1. Forecast and current situation
Pre-
vious
Current Comment and
measures
Current status

24. Risk management
Tieto PPS AH006e, 8.6.0, 2011-10-31
Risk management: purpose
Together create
• good long-term planning
• “a controlled threat profile”
• greater opportunities to succeed
with the project
• a common view of the project’s
possibilities of reaching its objective
• security
R E M E M B E R
• We know that the future will bring changes
• We can influence the future
• We have a feeling about more than we are aware of
Page 24

25. Risk management
Tieto PPS AH006e, 9.1.0, 2014-02-01
Risk analysis: when
2 - Before DP3
• identify the “whole”
threat profile
• orientated towards
execution
• a common viewpoint
• controlled threat profile
1 - Initial risk analysis
• investigate whether the
prerequisites for the
project are in place
• orientated towards
realism and general
assumptions
3 - Updates
• keep the threat profile
up-to-date
• “measure” changes in
the risk profile
• an overall view
• measures
DP1 DP2 DP4
DP3 DP6
DP5 DP7 DP8
1 2 3 3 3
Different purposes in different phases of a project
DP5 DP5
Prepare Execute Conclude
Page 25

26. Risk management
Tieto PPS AH006e, 8.6.0, 2011-10-31
Risk analysis: procedure
R E M E M B E R
• If a risk is expressed as a
concern about “something”,
clarify events and the
underlying reason/event
• The objective’s priority
(time/cost/result) when the
impact is evaluated
• Make use of new
opportunities
Work from the idea and objective
1. List each possible event that presents
a threat or an obstacle to the project
2. Compile a common risk list
3. Clarify the underlying cause of a risk,
events that can be resolved
4. Check against a general risk checklist,
if one exists
5. Group the risks, e.g. by type or against
deliveries
6. Prioritise risks by evaluating probability
and impact
7. Propose measures, starting from the
recommended type of measure(s)
8. Decide on who will be responsible and
dates for measures to be completed
9. Compile/update the risk list and write
the minutes
Page 26

27. Project plan, the commitment
Tieto PPS AH005e, 12.0.1, 2015-01-01 Page 27
Project plan, what
• A “contract” between project
management and the project
owner/steering group
• Describes the project’s
commitment and authorities
• Compiled by the project
management
• Approved by the steering group
at DP3
R E M E M B E R
• There might be additional plans on
production level
• Keep the headings of the template,
write ”not applicable” if needed Project plan
PROJECT PLAN
1. Background and
connections
2. Objective
3. Schedule and
resource needs
4. Organisation
5. Working methods
6. Risks
7. Project cost
estimate

28. Project plan, the commitment
Tieto PPS AH005e, 12.0.1, 2015-01-01
Project plan, content
1. Background and
connections
1.1 Background
1.2 Connections with other
organisations or projects
1.3 Success factors
2. Objective
2.1 Project idea
2.2 Project objective
2.3 Priority of the objective
2.4 Limitations
2.5 Recipients and
approval criteria
3. Schedule and
resource need
3.1 Prerequisites and
outer dependencies
3.2 Project schedule
3.3 Milestones,
decision points
3.4 Resource need
3.5 Purchases
4. Organisation
4.1 Project organisation
4.2 Authority and
responsibility
6. Working methods
6.1 Requirement dialogue
6.2 Delivery and transferral
5.3 Production models
5.4 Monitoring and learning
5.5 Change management
5.6 Risk management
5.7 Information distribution
5.8 Document management
5.9 Quality assurance
5.10 Confidentiality, and security
5.11 Environment
5.12 Administrative routines
6. Risks
7. Project cost estimate
R E M E M B E R
• Use additional templates as appendices when needed Project plan
Page 28

29. PPS Project management
Tieto PPS UM38e, 3.1.2 2014-03-17
Prepare, DP1-DP3
DP1 DP2 DP3
Decision points
Project planning
Project organisation
Start-up seminar
Idea and objective formulation
Stakeholder analysis
Requirement dialogue Risk management
Project plan:
the commitment
Information distribution
Meetings
Document management
Model and basic skills
Initiate project
Decision to
initiate a project
Decision to continue,
change or interrupt
preparation work
Decision to approve
the project plan
DP2
Formulate
the objective
Plan,
estimate
Organise,
staff
Manage
risks
Describe work
methods
Compile
project plan

30. PPS Project management
Tieto PPS UM39e 3.1.13 2014-03-31
Apply the
work methods
Manage the
unpredictable
DP4 DP5
Feedback
commitment
Establish
commitment
DP7
DP6
Deliver,
transfer
Execute, DP4-DP7
Model and basic skills
Requirement dialogue
Monitoring
Document management
Detailed planning
Manage
work
Risk management
Change management
Information distribution
Meetings
Document management
Delivery and
transferral
DP5 DP5
Decision to continue,
change or interrupt
the project
Decision to start
execution
DP6
Decision to approve
the result of a
delivery
Decision to transfer
responsibility for a
delivery

31. Detailed planning
Tieto PPS AH007e, 8.9.1, 2014-02-01
Prototype
ready
Work areas in
a project schedule 600h
Activities in a detailed
work schedule
Calculation
Forecast
540h
30h
30h
60h
20h
50h
40h
20h
30h
20h
20h
50h
Person
resp.
AAn
AAn
BCn
AAn
AAn
HHn
HHn
AAn
BCn
JJn
AAn
R E M E M B E R
• Project planning provides the framework
• Use milestones as measurement points
Prototype
ready
Detailed work schedule: example
Action/
task list
Detailed
schedule
Page 31
Schedule
Activity …………
Activity …………
Activity …………
Activity …………
Activity …………
Activity …………
Activity …………
Activity………
Activity …………
Activity …………
Activity …………

32. Monitoring
Tieto PPS AH017e, 9.0.0, 2014-02-01 Page 32
Monitoring, what
Monitoring includes the three dimensions of the objective
Provide answers to
• how far we have come?
- activities completed, milestones reached
- resources used
• forecast for
- completion date for ongoing activities
- milestones and deliveries
- remaining resource needs
• our experiences
- are we following the agreed working method?
- are there improvement proposals, new lessons learnt?
• any need for action regarding
- staffing?
- the division of labour?
Result
Time
Cost

33. Grunder för PPS
Tieto PPS AH015e, 7.8.0, 2011-10-31 Change management
Change management: purpose
Controlled management of deviations and changes
R E M E M B E R
• Change is a natural and necessary part of project work
• Gather enough opinions before making a decision
It is part of the commitment to
• manage any requests and opinions that
affect the project
• ensure that the project addresses the
customer’s current needs
• create bases for decisions
Routines and management provide
• protection for ongoing work from disturbances
• established and agreed decisions
• quality; nothing is forgotten
Page 33

34. Delivery and transferral
Tieto PPS AH020e, 7.0.0, 2014-02-01
Page 34
Delivery and transferral, purpose
Approved delivery
• the result fulfils the agreed
requirements
• approval criteria are fulfilled
• the recipients can utilise the result
Approved transferral
• the result fulfils the agreed
requirements
• approval criteria are fulfilled
• the recipients can take over full
responsibility

35. PPS Project management
Tieto PPS UM40e 3.1.2 2014-03-17
Conclude, -DP8
Model and basic skills
DP8
Summarise
experiences
Closing seminar
and final report
Decision to
close the
project
Close
project

36. Closing seminar and final report
Tieto PPS AH021e, 1.9.0, 2011-10-31
Closing seminar: purpose
After the closing seminar
• everybody knows that the project is
finished and how successful it was
• the basis exists for a final report
containing the most important
experiences from the project
• everybody knows where the final
report will be stored
• everybody looks forward to working in
another project, one equally good
Page 36

37. Closing seminar and final report
Tieto PPS AH021e, 1.9.1, 2014-02-01
Final report
C O N T E N T
1. Conclusion and
recommendations
2. The stakeholders’
experiences
3. Project execution and
fulfilment of objectives
4. Measurement and
calculation
5. References
R E M E M B E R
• Improvement requires experience
• The final report helps us to not “re-invent the wheel,”
and to avoid repeating the same mistakes
Who does what
• the project manager is responsible for
drawing-up and distributing the final
report
• everybody contributes to the content
of the final report
• the steering group approves the final
report, DP8
• the base organisation (via the project
office if there is one) is responsible for
ensuring that the final report will
remain available
Final report
Page 37

38. Model for project management
Tieto PPS AH080e, 5.0.1, 2011-10-31
Model for project management
Conclude
Prepare Execute
DP1 DP2 DP4
DP3 DP5 DP6 DP7 DP8
Describe and agree on the
result that the project will
deliver and how the work
will be executed
Manage the work towards the
project’s objective, with active
feedback and organised
change management
Hand back resources
and summarise
experiences
Project
directive
Project
plan
Final
report
Delivery
Trans-
ferral
Page 38

39. Public
Are you looking for a career in a company that
both challenges and cares? Welcome to Tieto.
We are committed to develop enterprises and
society through information technology.
We believe in openness, independent thinking
and freedom to be your exceptional self.

40. © Tieto Corporation
Public
Students at Tieto
Trainee program
We annually recruit a number of newly graduates to our Nordic Trainee Program.
Typical profiles are within Project Management, Business Development, Sales,
Management Consultancy and other areas of technical expertise.
Thesis work (ex-jobb)
Within areas such as Internet Of Things, Business Development, Finance
Services, Enterprise Cloud solutions, digitalization of the Retail Industry, Energy
and Telecom.
40

41. © Tieto Corporation
Public
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www.tieto.se/karriar
http://perspectives.tieto.com
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42. Public
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