1. Take control of your project
PV 9 October 25th 2012
Medialogy
Lars Peter Jensen,
Billede:
© SLP-gruppen, Aalborg Universitet

2. © SLP-gruppen, Aalborg Universitet
Content
Conflict management, presentation from groups
Tools for resource management: Traditional timetables, resource plans, milestone schedules
Project Management
Group work
© SLP-gruppen, Aalborg Universitet

3. © SLP-gruppen, Aalborg Universitet
Learning goals
To get some ideas about how to handle conflicts
In the short term to be able to test a number of tools for project management
In the longer term to account for the methods used in the group and reflect on the potentials in relation to your future projects
© SLP-gruppen, Aalborg Universitet

4. © SLP-gruppen, Aalborg Universitet
Manage your ressources
© SLP-gruppen, Aalborg Universitet

5. Project management Project goal and environment Management of time
Management of people

6. Project What ? A unique task Have a lot of complex activities
Needs several people with different skills
Have a final goal/objective
Limited resources (time, money, people)
Have to deliver a result at a given time:
As a minimum a written report

7. Agree on the goal, otherwise you won’t reach it!
The goal statement should be action-oriented, short, simple, straightforward, understandable, and clear to all.

8. Be aware of your differences
YOU ARE
STUPID !
WE DON’T KNOW
SYSTEM 2004

9. Time tables
Deadline is deadline !

10. Good advices concerning Time management
Make a timetable from the start of the project - at least with milestones. It makes it way easier to organize the project process.
Always share all contact information at the start of the project and agree upon a place to set-up meetings etc.
Make a plan for assignments, set specific deadlines, and talk about how long it will take to do the assignments.
The group should schedule ahead, and make a time line for the process.
Implement group meetings, at least once a week 

14. Planning at different levels
Overview (long term) level:
Big tasks, few milestones
Activity level:
Where you are right now
Detailed activity plan with many smaller tasks
Deadlines
Daily level:
What are we going to do today

15. © SLP-gruppen, Aalborg Universitet
Activity Plans
Determine the necessary activities (activity list = 'to do' list)
Type all activities at Post IT notes
Then sort the notes in sufficient order (activity diagram = 'to do' list in graphical form, often a flow chart)
© SLP-gruppen, Aalborg Universitet

16. Example of activity plan

17. © SLP-gruppen, Aalborg Universitet
Ressource Planning
Allocate resources – who does what when?
Estimate realistic time consumption for each activity - let the involved persons themselves help to make it!
Make a time-and resource plan, incl. milestones and work products - take into account holidays, absenteeism, illness, etc.
© SLP-gruppen, Aalborg Universitet

18. © SLP-gruppen, Aalborg Universitet
Gantt chart
X-axis is the time axis -One unit per project mini module
Y-axis is the activity list
A column for start-stop time
A column for time resources
A column of labor resources
A column for comments
Deadlines / Milestones are clearly identifiable
Different signatures for planned and actual time consumption
© SLP-gruppen, Aalborg Universitet

19. Reference: Mikkelsen & Riis (1998:379)
© SLP-gruppen, Aalborg Universitet

20. Example of time schedule
Tegnet af Helle Algreen Ussing
© SLP-gruppen, Aalborg Universitet

21. Kilde:P2 procesanalyse B212, juni 2004

23. BREAK 15 minuts

24. Time Schedules
A concrete example

25. Control strategy design
Analysing controllers
Modelling the motor
Matlab simulation of motor
Matlab simulation of
Control system and motor
Choose
strategy
OK? No
Yes 2X 3X 2X X 2X
TOTAL: 10X

26. How to find X ? What is X then ? We need 10 X
There is 6 members of the group
There are 15 half project day until finish of activity
What is X then ?
X = 15/10 [½project day] = 1½ [½project day]?

27. How to find X ? What is X then ? We need 10 X
There is 6 members of the group
There are 15 half project day until finish of activity
What is X then ?
X = 15/10 [½project day] = 1½ [½project day]?
X = (15/10)x6 [½man day] = 9 [½man day]

28. Analysing controllers 2X Modelling the motor 3X
Tasks
Week 43
Week 44
Week 45
Week 46 19
20/10 21
27/10 28
3/11 4 9
10/11 11 12
Analysing controllers 2X
Modelling the motor X
Matlab simulation of motor X
Choose control strategy X
Matlab simulation of control strategy and motor X

29. Analysing controllers 2X Modelling the motor 3X
Tasks
Week 43
Week 44
Week 45
Week 46 19
20/10 21
27/10 28
3/11 4 9
10/11 11 12
Analysing controllers 2X
Modelling the motor X
Matlab simulation of motor X
Choose control strategy X
Matlab simulation of control strategy and motor X

30. Analysing controllers 2X Modelling the motor 3X
Tasks
Week 43
Week 44
Week 45
Week 46 19
20/10 21
27/10 28
3/11 4 9
10/11 11 12
Analysing controllers 2X
Modelling the motor X
Matlab simulation of motor X
Choose control strategy X
Matlab simulation of control strategy and motor X

31. Analysing controllers 2X Modelling the motor 3X
Tasks
Week 43
Week 44
Week 45
Week 46 19
20/10 21
27/10 28
3/11 4 9
10/11 11 12
Analysing controllers 2X
Modelling the motor X
Matlab simulation of motor X
Choose control strategy X
Matlab simulation of control strategy and motor X

32. Analysing controllers 2X Modelling the motor 3X
Tasks
Week 43
Week 44
Week 45
Week 46 19
20/10 21
27/10 28
3/11 4 9
10/11 11 12
Analysing controllers 2X
Modelling the motor X
Matlab simulation of motor X
Choose control strategy X
Matlab simulation of control strategy and motor X

33. Analysing controllers 2X Modelling the motor 3X
Tasks
Week 43
Week 44
Week 45
Week 46 19
20/10 21
27/10 28
3/11 4 9
10/11 11 12
Analysing controllers 2X
Modelling the motor X
Matlab simulation of motor X
Choose control strategy X
Matlab simulation of control strategy and motor X

34. Project Monitering Why has some activities taken to long time?
Can we compensate for the delay by working harder?
Is it possible to reorganize the work schedule
If we are to cut out some activities, which one?
What are the consequences of each of these choices?

35. Management of people Project management, why and what?
Management Tasks
Management forms
Leadership Roles

36. Projektledelse - citater
We do not want any project manager to determine what to do - we want a democratic leadership no bugbear!
Quote from a project group
on Tek.-Nat. basis

37. Good advices concerning Project management
Leadership:
It is always good to specify a leader in times of arguing/work assignments and other group conflicts.
There can be more leaders assigned to special part of the project.
The leader should be objective in all conflicts/debates.

38. Project Management - quotes
"It's like being a jumper (lice) between 2 nails. Management wants me to be a leader in the traditional sense. Project participants wants me to be a practical pig. And I myself most want to be a regular team member! "
Quote: Project management - in multidisciplinary teams of Michael Karø p. 195

39. Project Management Distinguish between 2 concepts:
Project management - functions
The project manager - a person

40. What is management/leadership?
Blake og Moutons 1985
"Leadership means to obtain results - measured according to the organization's goal - through or by means of the staff. "

41. Leadership qualities Appropriate intelligence
Healthy judgments and thinking
Confidence and belief in oneself and others
Sense of responsibility
Social interest in other people
Be able to motivate
Professional skills
Communication skills
Withstands stress

42. Leader tasks Agne Lundquist
Instrumental
Emotional
The management of the professional side of the work including planning and control
Is concerned about the relationship with and between employees and their relationship to work tasks

43. Leader tasks Agne Lundquist
Representative
Representing the company, department or workgroup

44. Leadership roles Adizes´leadership roles Producer Role (P)
Hear him explain his ideas.
Producer Role (P)
Administrator Role (A)
Entrepreneur Role (E)
Integrator Role (I)
If one of these roles is not undertaken it leads to "mismanagement".

45. Producer role The leader must create results
Must possess knowledge and power to act and have a strong desire to perform
Thorough knowledge of the industry, company and market and the technology needed to create results

46. Administrator role
The leader must establish guidelines for the work, prepare detailed plans and coordinate and control the activities
Must possess flair for systematics, order and detail

47. Entrepreneur role
The leader must think long term, set goals and formulate strategies
This requires creativity, risk taking and a watchful eye for new opportunities and threats

48. Integrator role
Establish cooperation, consensus and effective teams to solve new tasks
The leader must have the interest and attention to interpersonal relationships, empathy, and desire and ability to get others to cooperate

49. Assignments
Make Time schedules on the overview level for your project work
Start e.g. by identifying the big activities and plot them in a flow chart
How will you handle the project management tasks/issues in your project group:
What managerial tasks do you have and who is responsible for them
Take e.g. Adize’s leader style test and discuss if any of the leader styles are missing in your group and what to do if that is the case
You can get inspiration from the following links – unfortunately only in Danish:
Adize’s lederstiltest
Ledelsesstiltest på papirform