This document discusses project management and the future of the field. It covers several key topics: - The basic concepts of project management including scope, time, cost, quality, and human resources. - The increasing complexity of projects and how project management needs to adapt from a focus on tasks to social processes and value creation. - Definitions of key terms like "project" and "project management" and the relationship between projects, programs and operations. - Different models for classifying projects based on their novelty, complexity, pace, and technological nature. - The importance of considering stakeholders in projects and different types of stakeholder influence.

1. Projects
Prof. Mikko Koria
24.2.2016

2. Project Management
Scope
TimeCost
The Approach
Quality

3. Future of project management
• From the lifecycle model to theories of complexity
• From instrumental processes to social processes
• From product creation to value creation
• From narrow to broad conceptualizations
• From trained technicians to reflective practitioners
3Dr. Mikko Koria 24.11.2010 Extreme Projects

4. Definitions
• Project
– Temporary organisation set up to create a unique
product, service or result
• Project Management
– Managing the project!

5. Basic Concepts
• Operations, programmes, projects
• Benefits, outcomes, outputs
• Project phases
• PM processes
• PM areas

6. Project Management areas I
Three key elements
• Scope: what are we doing?
• Time: how much time needed?
• Cost: money and human resource ?

7. Project Management areas II
Additional elements
• Quality mgmt: appropriate?
• HR: how much and what kind?
• Communication: stakeholders?
• Risk management: know proactively?
• Procurement management

8. Complexity: tasks & environment
Increasing complexity of the environment (s)
Increasingcomplexityofthe(setof)tasks
Task
orientation
Role orientation
Project
comfort zone
Programme
comfort zone
Organisational
orientation

9. Programmes & projects
Strategic
Level
Operation/
Program
Management
(Benefits,
approach)
Operational
Level
Project
Management
(outputs,
efficiency)
Identifying
a program
Governing
a program
Closing
a program
Initiating ClosingPlanning
Executing
Controlling
Managing
the
Portfolio
Delivering
Benefits
Defining
a program
Program manager
Project manager

10. Shenhar & Dvir (2007) NTCP Diamond adapted to recovery
Novelty
Derivative
Adapted Koria 2008
Very fast apartment block
relocation project for squatters
Complexity
Pace
Technology
Platform Breakthrough
Array System Assembly
Regular
Fast
Time-critical
High-tech
Medium-tech
Low-tech
Self-help housing project
on own land
Large and complex shelter
programme

11. Latent Stakeholders
1. Dormant stakeholder; only power
2. Discretionary stakeholder; only legitimacy
3. Demanding stakeholder; only urgency
Expectant stakeholder
4. Dominant stakeholder; power and legitimacy
5. Dangerous stakeholder; power and urgency
6. Dependent stakeholder; legitimacy and urgency
Highly salient stakeholder
7. Definitive stakeholder; all attributes
Non- stakeholder
8. Non- stakeholder; none of the attributes
Power
LegitimacyUrgency
1
3 2
45
6
7
8
Source: Mitchell, R., Agle, B., Wood, D. 1997
Stakeholder influence in ecosystems
11