Project_Management英文

1、Speech and discussion onProject Management Roland Berger Strategy Consultants Rotterdam, March 20031Technically the Project Manager has five tasks to fulfill in any projectClient responsibilityBudget responsibilityProject responsibilityResponsibility for employeesAcquisition responsibilityThe Projec

2、t Managers tasksTeam- ManagementClient-ManagementProject preparationProject executionProject closure135242A successful project leads to high client satisfaction and a business profit for Roland Berger Strategy ConsultantsInnovationMotivation of rb teamQualityAdherence to budget and scheduleProfessio

3、nal conductSuccessful follow-up acquisitionManagement of expectationsClient retentionBusiness successClient satisfactionSuccess criteria of project managementExternal success criteriaInternal success criteria3Team- ManagementClient-ManagementProject preparationProject executionProject closureFor the

4、 efficient preparation of a project a number of issues concerning the team and the client have to be covered systematicallyChecklist: Checklist: Common understanding of consultingMotivation for projectInformation about projectStaffing the projectStructuring of projectTechnical preparationRe-briefing

5、 with (Associate) PartnerTravel and lodgingsTime scheduleConfirmation of project structuringInformation/ requestsInfrastructure for teamIntroductionof teamTime scheduleConfirmationof proposalTime scheduleThe process of project management4Preparation of the project: Structuring of project.5.6.

6、0.11.12.Project strategy and visionP&L/balance sheetCore processesProductsLocationsPotentialsRevenuesPersonal costOther costPerformance componentsContractCommunicationFurther implementationStop-or-go decisionFinal presentation31.08.03ModuleLevelPresentationsEXAMPLEProject planningJan 03Fe

7、b 03Mar 03Apr 03May 03Jun 03Jul 03Aug 03ff.IIIIIIIVV5Internal kick-offProject preparation: Checklist for internal and external project kick-offProject staffing with central staffingq Partner, Associate Partnerq PM, Consultantsq Editingq Info-Center1Project registrationq Fill-out project registration

8、 formq Obtain P number2Prestructuring of projectq Define objectives and hypothesisq Define project modules and interrelationshipsq Assign responsibilities to modulesq Define project timetable (incl. milestones)3Internal kick-offq Communicate acquisition process and introduce company key playersq Com

9、municate project objective and expectations of clientq Discuss hypothesis, project organization, responsibilities and timetableq Communicate rules of gameq Define information request listq Fill-out capacity planning tool and discuss seminars, vacation, q Define Info-Managerq Communicate key project

10、information (e.g. board members) to secretaries4Organization of technical infrastructureq Team rooms, cupboards, PC, printer, telephone and fax lines, E-Mailq Office supplies, flipchart, overhead, metaplan, pinboard, brown paper5Controlling of incidentalsq Define travelling proceduresq Coordinate tr

11、avel bookingsq Select accommodation6External kick-offPreparation of external kick-offq Match project organization and time frame with boards expectationsq Introduce rb team and the individual responsibilitiesq Discuss agenda for external kick-off1External kick-offq Short introduction of project moti

12、vation and rb team by boardq Introduction of rb teamq Presentation of objectives, project organization and timetableq Define project responsibilities and capacities at clients sideq Collect individual expectations of project resultsq Define milestone meetings (e.g. steering committee)q Check on-site

13、 technical infrastructure2Before getting to workq Write list of rb and client team members(incl. phone, fax etc.)q Define clear filing systemq Communicate address, phones and faxes to rb secretaries3Checklist for project kick-offs6Team- ManagementClient-ManagementProject preparationProject execution

14、Project closureChecklist: Checklist: For the efficient execution of a project a number of issues concer-ning the team and the client have to be covered systematicallyStoryboardingInternal informationflowConflict managementInterface staffKnow-how managementMotivationRB-CIBudget controllingConflict ma

15、nagementCommuni-cation flowMotivationPreparation for presentationBillingInterview/ workshop standardsThe process of project management7Execution of a project: Budget controllingCost driving factorsSecretarial and Visual Aids costs Reduce number of charts (one document handling) Hand in final version

16、Fee costs Efficient allocation of team membersTeam members often work for long periods without being monitored Good project preparation start Regular team meetingsReinventing the wheel Utilize internal know-howUnnecessary analyses Structured approachNon-standardized chart design Adherence to graphic

17、s standardsTravel expenses/one-day trips Combine several meetings in one trip Work at the clients sitePhotocopies Reduce scope and number of reportsGung-ho activities Early planning Be in a position to deliver at all times Cost driving factors8Team managementDevelop storyline/storyboardqDefine hypot

18、hesisqDevelop logical tree or logical groupqDevelop draft of storyboardqDefine rough structure for presentationqBook graphicsCollecting of informationqCoordination by information manager (RB) and Head of EDPqSummarize information requests of all modulesqDefine timetable for collecting dataqAssign bu

19、dget for information resourcesAnalysis/project workqDefine Roland Berger team Monday morning meeting (information exchange, next steps)Checklist for project execution123Client managementDevelop storyline/storyboardqDiscuss storyboard with clients PMqCommunicate storyboard to project teamsqInstall fe

20、edback cycleCollecting of informationqDiscuss and prioritize information request with clientqDiscuss timetable for collecting of dataAnalysis/project workqDefine jours fixe for joint protect team (project coordination)qDefine workshops, interviews, progress checkpointsqDefine all To Dos in a thoroug

21、h action plan (e.g. MaMa tool)qWeekly control of progress in every team1239Project documentationKnow-how development/transferAdministrative project closureFeedback & assessmentContinuedclient contactTechnical check-outFollow-up-acquisition/ client retentionFeedback byPro CLIENTFarewell1,000 mile

22、 inspectionTeam- ManagementClient-ManagementChecklist: Checklist: For the efficient project closure a number of issues concerning the team and the client have to be covered systematicallyThe process of project managementProject preparationProject executionProject closure10Project documentationqFill

23、out BRAIN inventory sheetqClear project files of useless baggageqCentral storing of all project files by one consultantqIdentify interesting information for Info-CenterqSummarize key ratios and define important information to be multiplied within CCProject assessmentqBottom-up assessmentqTop-down as

24、sessmentqJoint feedback within team qServices feedback (Graphics, Editing, Info-Center)qAnalysis of used budget (fees, incidentals)qFun event if budget target is metFinancial closingqCheck/send find invoicesqClose project number and travel expensesqClarity bonus agreement/success feesChecklist for p

25、roject closure123Client satisfactionqAsk client to fill-out Pro CLIENT formqInformal feedback interview with clients PM and/or boardqIdentify/discuss potential areas for future Roland Berger Strategy Consultants projects (e.g. 1,000 mile inspection)Farewell of client teamqOrganize farewell eventqWri

26、te thank-you letter to key playersqInformal feedback interview with key playersHanding over of project responsibilityqDefine project timetable and implementation schedule/responsibilityqThorough handing-over of documents, data + filesqReturn all borrowed items!123Cultivation of client relationshipqDefi