Project Management Toolbox

PROJECT MANAGEMENT
PREMIUM - TOOLBOX

POWERPOINT TEMPLATE

PROJECT ORGANIZATION

PROJECT MANAGEMENT − TRIANGLE

Project management can only be successful if the desired
objective can be achieved in all three target dimensions.

 This is a placeholder text. This text Time Costs
can be replaced with your own text.
Quality
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PROJECT MANAGEMENT − TRIANGLE

Project management can only be successful if the desired
objective can be achieved in all three target dimensions.

 This is a placeholder text. This text TIME
can be replaced with your own text.
QUALITY COSTS
 The text demonstrates how your own
text will look when you replace the
placeholder with your own text.

 If you don’t want to use the style and
size of the fonts as used in this place-
holder it’s possible to replace it by
selecting different options.

PROJECT MANAGEMENT − TRIANGLE

Project management can only be successful if the desired
objective can be achieved in all three target dimensions.

 This is a placeholder text. This text TIME COSTS
can be replaced with your own text.
QUALITY
 The text demonstrates how your own
text will look when you replace the
placeholder with your own text.

 If you don’t want to use the style and
size of the fonts as used in this place-
holder it’s possible to replace it by
selecting different options.

PROJECT MANAGEMENT − TRIANGLE

Project management can only be successful if the desired
objective can be achieved in all three target dimensions.

COSTS

TIME

QUALITY

PROJECT ORGANIZATION − ROLE ALLOCATION

Role of Client

 Initiator and client of project STEERING
COMMITTEE
 Assigning of project manager and
deciding of the project organization. CLIENT PROJECT EXPERT
Competence regulation of project manager. MANAGER
PROJECT
 Approval of project and EMPLOYEE
project results / Mile stones

 Involvement of affected
departments for the project

SPONSOR

PROJECT ORGANIZATION − PROJECT MANAGER

Role of Project Manager

 Moderation of objective and STEERING
goal process with client COMMITTEE

 Responsible for the achieving of CLIENT PROJECT EXPERT
agreements of project results and goals MANAGER
PROJECT
 Responsible of operative planning and EMPLOYEE
controlling of project terms of structure,
process, schedule, capacity and cost. SPONSOR

 Make substantive decisions

 Give instructions or job orders to
staff members within the project.

PROJECT ORGANIZATION − PROJECT EMPLOYEE

Role of Project Employee

 Responsible for the implementation of the STEERING
assigned work packages and tasks. COMMITTEE

 Technical and administrative tasks. CLIENT PROJECT EXPERT
MANAGER
 Finish assigned work units correctly, PROJECT
in a timely manner and on budget. EMPLOYEE

 Coordination within the team SPONSOR
and with project manager.

 Reporting of work progress of the project.

 Inform project manager on time about
risks and target-information-deviations.

PROJECT ORGANIZATION − STEERING COMMITTEE

Role of Steering Committee

 Steering Committee as the supreme decision- STEERING
making body of the project organization. COMMITTEE

 The project supporters Support the CLIENT PROJECT EXPERT
project management and staff in MANAGER
planning and managing the project. PROJECT
EMPLOYEE
 Making decisions that are outside
the competence of project manager.

 Monitoring of project results and progress.

 Identification of plan deviations

SPONSOR

PROJECT ORGANIZATION − EXPERT STEERING
COMMITTEE
Role of Expert
PROJECT EXPERT
 Technical supervisors who provide MANAGER
their know-how and resources to PROJECT
achieve the project objectives. EMPLOYEE

CLIENT

SPONSOR

PROJECT ORGANIZATION − SPONSOR

Role of Sponsor

 Internal support of the project STEERING
manager and project teams COMMITTEE

 Minimization of acceptance CLIENT PROJECT EXPERT
problems and resistors. MANAGER
PROJECT
 Representation and defense of EMPLOYEE
the project steering committee
meetings, committees and events.

 Representation of the project in
public project activities and publications.

SPONSOR

PROJECT ORGANIZATION − ROLE ALLOCATION

Role of Client

 Initiator and client of project CLIENT STEERING
COMMITTEE
 Assigning of project manager and
deciding of the project organization. EXPERT
Competence regulation of project manager. SPONSOR

 Approval of project and
project results / Mile stones

 Involvement of affected
departments for the project

PROJECT MANAGER /
PROJECT EMPLOYEE

PROJECT ORGANIZATION − PROJECT MANAGER

Role of Project Manager

 Moderation of objective and CLIENT STEERING
goal process with client COMMITTEE
PROJECT MANAGER /
 Responsible for the achieving of PROJECT EMPLOYEE EXPERT
agreements of project results and goals SPONSOR

 Responsible of operative planning and
controlling of project terms of structure,
process, schedule, capacity and cost.

 Make substantive decisions

 Give instructions or job orders to
staff members within the project.

PROJECT ORGANIZATION − PROJECT EMPLOYEE

Role of Project Employee

 Responsible for the implementation of the CLIENT STEERING
assigned work packages and tasks. COMMITTEE
PROJECT MANAGER /
 Technical and administrative tasks. PROJECT EMPLOYEE EXPERT
SPONSOR
 Finish assigned work units correctly,
in a timely manner and on budget.

 Coordination within the team
and with project manager.

 Reporting of work progress of the project.

 Inform project manager on time about
risks and target-information-deviations.

PROJECT ORGANIZATION − STEERING COMMITTEE

Role of Steering Committee

 Steering Committee as the supreme decision- CLIENT STEERING
making body of the project organization. COMMITTEE
PROJECT MANAGER /
 The project supporters Support the PROJECT EMPLOYEE EXPERT
project management and staff in SPONSOR
planning and managing the project.

 Making decisions that are outside
the competence of project manager.

 Monitoring of project results and progress.

 Identification of plan deviations

PROJECT ORGANIZATION − EXPERT STEERING
COMMITTEE
Role of Expert
EXPERT
 Technical supervisors who provide SPONSOR
their know-how and resources to
achieve the project objectives.

CLIENT

PROJECT MANAGER /
PROJECT EMPLOYEE

PROJECT ORGANIZATION − SPONSOR

Role of Sponsor

 Internal support of the project CLIENT STEERING
manager and project teams COMMITTEE
PROJECT MANAGER /
 Minimization of acceptance PROJECT EMPLOYEE EXPERT
problems and resistors. SPONSOR

 Representation and defense of
the project steering committee
meetings, committees and events.

 Representation of the project in
public project activities and publications.

PROJECT MANAGEMENT − PHASE MODEL

General overview of all activities during project execution

PHASE 1 PHASE 2 PHASE 3 PHASE 4

Project definition Project planning Project management Project management

Actual analysis / output analysis General planning Exchange of information / meetings / Project Acceptance / ACTIVITIES
Goal setting / goal definition Action Plan / List of activities / procurement Conclusion Meeting
Domains of action / task clarification milestones Control / Project Controlling Touchdown / Rollout
Feasibility Analysis / Risks Project organization / team / Documentation / Reporting Variance analysis
Timing and resource requirements Responsibilities Identification of plan deviations Experience backup / reporting
Project Marketing / Reporting Procedure planning / scheduling Staff Management / Resolution of the Project Organization
Project assignment / Kickoff Team Development Costing / Reviews / Development
Profitability analysis / risk analysis Employee motivation / control Final documentation
Conflict Management
Detailed Planning

Project structure plan

PROJECT MANAGEMENT − SIMPLE PHASE MODEL

General overview of all activities during the project implementation

PROJECT APPROVAL RELEASE PLANNING IMPLEMENTATION

Initiation Project Planning Realization Introduction Acceptance
setup

PROJECT KICK OFF COMPLETION RELEASE DISCHARGE OF
PROJECT CONSTRUCT IMPLEMENTATION RESULTS PROJECT TEAMS

PROJECT MANAGEMENT − PARALLEL PHASE MODEL

General overview of all activities during the project implementation

Initiation PROJECT APPROVAL

Project RELEASE PLANNING RELEASE
setup IMPLEMENTATIONS

PROJECT KICK OFF Planning IMPLEMENTATION

Realization DISCHARGE OF
PROJCET TEAMS

COMPLETION Introduction Acceptance
PROJECT CONSTRUCT

PROJECT MANAGEMENT − ITERATIVE PHASE MODEL

General overview of all activities during the project implementation

IMPLEMENTATION

Initiation Project Planning Realization Introduction Acceptance
setup

PROJECT KICK OFF RELEASE DISCHRAGE OF
IMPLEMENTATION RESULTS PROJECT TEAMS

PROJECT MANAGEMENT − V-MODEL

General overview of all activities during the project implementation

TIME

SYSTEM ACCEPTANCE
REQUIREMENT AND USE

ANALYSIS SYSTEM
SYSTEM INTEGRATION
INTEGRATION
ARCHITECTURE TESTS

DETAILING SYSTEM
DESIGN

SOFTWARE UNIT
ARCHITECTURE TESTS

SOFTWARE
DESIGN

PROJECT ORGANIZATION − FORMS

You differentiate between several forms of project organization.
They all may vary and can be blend into each other.

LINE-AND-STAFF PURE MATRIX-
PROJECT ORGANIZATION PROJECT ORGANIZATION PROJECT ORGANIZATION

(also influence project organization) (Task Force)

OTHER FORMS LINE- PROJECT COMPANY
PROJECT ORGANIZATION
(organizational and legal independence)
(no independent project
organization but a task)

PROJECT DEFINITION

PROJECT ORGANIZATION − STAFF PROJECT ORGANIZATION

Line organization of the company, project management as staff coordinates tasks with no decision-making or
managerial authority.

CORPORATE MANAGEMENT 1,2,3 = Project Employee

PROJECT MANAGER STAFF

DEPARTMENT A DEPARTMENT B DEPARTMENT C

1 2 3

PROJECT ORGANIZATION − PURE PROJECT ORGANIZATION

Project staff work under the guidance of the Project Management only (full time) for the project

Task-Force-Group or CORPORATE MANAGEMENT 1,2,3 = Project Employee
autonomous project organization STAFF

PROJECT MANAGER DEPARTMENT A DEPARTMENT B DEPARTMENT C

1 2 31 2 3

MATRIX - PROJECT ORGANIZATION

Mixed form with separation of responsibilities between project management and organizational lines. Project
management is fully responsible for the project and delegates responsibilities to the departments.

CORPORATE MANAGEMENT 1,2,3 = Project Employee
STAFF

DEPARTMENT A DEPARTMENT B DEPARTMENT C
PROJECT MANAGER 1
2 3

PROJECT ORGANIZATION − FORMS

Field of application, advantages and disadvantages

WHEN? 1 LINE-AND-STAFF 2 PURE 3 MATRIX-
PROJECT ORGANIZATION PROJECT ORGANIZATION PROJECT ORGANIZATION
DISAD- AD-  Small project  Major projects  Combination of 1 and 2
VANTAGES VANTAGES  Few staff members  Many employees  If coordination is too
 Low project scope / low  Long project duration and outmost  High for line-and-staff project
risk / low level of innovation project scope / time pressure / high organization
degree of innovation
 Less organizational effort  Uniform management by project  Project manager fully responsible
 Obvious group membership  Advancement of expertise of employees
 Flexible allocation of staff resources

 No one really responsible  Problem of reintegration after project  Conflicts regarding prerogatives if not
 Neglect of short-term project task completion through the transfer of clearly defined
project participants

PROJECT ORGANIZATION − INTERNAL STRUCTURE

Larger projects with subproject management

PROJECT INSTANCES PROJECT TASKS
STEERING COMMITTEE
Control
of project

OVERALL PROJECT MANAGEMENT

Management
of project

SUBPROJECT SUBPROJECT SUBPROJECT
MANAGEMENT 1 MANAGEMENT 2 MANAGEMENT 3

SUBPROJECT SUBPROJECT SUBPROJECT Implementation
MANAGEMENT 1 MANAGEMENT 2 MANAGEMENT 3 of project

GOAL CRITERIA − SMART

The 5 criteria that define a goal so that it can be used in project management

SMA R T

SPECIFIC MEASURABLE ATTAINABLE REALISTIC TIME-BOUND

Objectives have A goal It should be The object needs The goal has to
to be specific and achievement attractive for the to be achievable in have a time frame.
positively described. project team to
should be reach the goal. a realistic way.
measurable.

TARGET DEFINITION AND BENEFITS

Summary of all relevant information and clear statement on the
agreement of the process during implementation.

Top field with project information

PROJECT NAME / NO. Insert name of the Project ACCOUNT / ORDER 110
(PM 11/2011) Lisa Doe (Position)

CLIENT Max Doe (Position) PROJECT MANAGER

DATE 01.01.2015

Question and answer form (part 1)

PROBLEM / Description of the context and problem description. Strategic purpose and reason for the project.
ACTUAL CONDITION

TARGET DESCRIPTION / Result of the project? Detailed description of the target state /
EXPECTED RESULTS Concrete expectations (not approach, but the final state)

TASK What needs to be done?

TARGET DEFINITION AND BENEFITS

Project Name

Questions and answers form (part 2) Quantitative target indicators, measurements of the target properties,
in which the project’s success can be measured
INDICATORS FOR
ACHIEVEMENT

EXPECTED BENEFITS Concrete benefits (quantitative, qualitative, strategic, target group)

INVOLVED DEPARTMENTS List of agencies that need to be integrated

RESOURCES Available tools and resources

NON-GOALS Results, beyond the scope of the project. / shouldn’t be reached. (out of scope)

CONSEQUENCES Problems and risks if the project is not carried out
CONDITIONS AND Criteria to evaluate the success of the project afterward. What needs to be considered? What limits
CRITICAL SUCCESS FACTORS should not be exceeded?

TARGET DEFINITION AND BENEFITS

Project Name

Question and answer form (part2)

ROLE ORGANIZATION AND RESPONSIBILITIES

CLIENT <Name>, <function>, profile, responsibilities and competences

COMMITTEE Definition of steering committee of project

PROJECT MANAGER <Name>, <function>, profile, responsibilities and competences

PROJECT TEAM <Name>, <function>, profile, responsibilities and competences

REPORTING Who will report in which form. To which milestones will reports be expected?
RISK MANAGEMENT
INDICATORS FOR Perceived risks, prevention and solutions.
ACHIEVEMENT Later more detailed risk analysis

Quantitative target indicators, measurements of the target properties

PROJECT ASSIGNMENT − CRITERIA FOR GOAL ACHIEVEMENT

Project Name

CRITERION / MEASURE DEADLINE CRITERION / MEASURE DEADLINE

Description of 1th criterion Description of 4th criterion

Description of 2nd criterion Description of 5th criterion

Description of 3rd criterion Description of 6th criterion

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PROJECT ASSIGNMENT − DEADLINE / MILESTONES

Project Name

PROJECT NAME 01.01.2015 PROJECT END 25.06.2015 PROJECT DURATION 6 Months
PROJECT START

Milestones: Milestone 1  01.11.2015 Milestone 1
 01.01.2015 Milestone 1  01.11.2015 Milestone 1
 01.01.2015 Milestone 1  01.11.2015 Milestone 1
 01.01.2015 Milestone 1
 01.01.2015

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HISTORY / VERSIONING

Project Name

VERSION DEADLINE AUTHOR ALTERNATION / REASON

1.1 01.01.2015 <Your Name> <Your Text>
1.2 01.05.2015 <Your Name> <Your Text>
1.3 01.14.2015 <Your Name> <Your Text>
1.4 01.18.2015 <Your Name> <Your Text>

MILESTONE PLAN

Project Name

MILESTONE NOTE DEADLINE

Project Start
Project Decision
Preparation Phase
<Step>
<Step>

Implementation Phase
<Step>
<Step>

Introduction
<Step>
<Step>

Project Conclusion

MILESTONE PLAN INITIAL PLANNING CURRENT PLANNING DEADLINE
(TARGET) (TARGET)
Project Name 01.01.2015
From: Till: From: Till: 01.01.2015
DESCRIPTION / PHASE 01.01.2015 01.01.2015 01.01.2015 01.01.2015 01.01.2015
01.01.2015
Project Start 01.01.2015
Project Decision 01.01.2015
Preparation Phase 01.01.2015
<Step> 01.01.2015
<Step> 01.01.2015
Implementation Phase 01.01.2015
<Step> 01.01.2015
<Step> 01.01.2015
Introduction
<Step>
<Step>
Project Conclusion

PROJECT ASSIGNMENT − EFFORT / COST ESTIMATION

Project Name

TYPE OF COST DESCRIPTION EFFORT COSTS

Staff Costs Project team with x Employees xx Days 00.000 €
in Man-days: xx Days 00.000 €
Material Expenses xx Days 00.000 €
Investment Name 1 (Project Manager) xx Days 00.000 €
Travel Expenses Name 2 (Function / Department) xx Days 00.000 €
Name 3 (Function / Department) 00.000 €
Name 4 (Function / Department) TOTAL
Name 5 (Function / Department) 00.000 €
00.000 €
Subtotal 00.000 €

External services / external consulting costs 000.000 €

Material costs, material and equipment

PROJECT MANAGER / PROJECT TEAM

Project Name

Proposal Project Manager: NAME PHONE E-MAIL LEAVE OF ABSENCE
FUNCTION
<Your Name> <phone number> <e-mail address> -
Project Manager
TIME PORTION (%)
Proposal Project Team: NAME PHONE E-MAIL
FUNCTION 100%
<Your Name> <phone number> <e-mail address> 100%
<Your Function> <Your Name> <phone number> <e-mail address> 75%
<Your Name> <phone number> <e-mail address> 25%
<Your Function> <Your Name> <phone number> <e-mail address>

<Your Function>

<Your Function>
Alternative: Department

PROJECT MANAGER / PROJECT TEAM

Project Name

Proposal Project Manager: NAME PHONE E-MAIL LEAVE OF ABSENCE
FUNCTION
<Your Name> <phone number> <e-mail address> -
Project Manager
LEAVE OF ABSENCE
Proposal Project Team: NAME PHONE E-MAIL
FUNCTION 01.01.-08.01.2015
<Your Name> <phone number> <e-mail address>
<Your Function> <Your Name> <phone number> <e-mail address> 05.07.-05.19.2015
<Your Name> <phone number> <e-mail address> -
<Your Function> <Your Name> <phone number> <e-mail address>

<Your Function>

<Your Function>
Alternative: Department

PROJECT MANAGER / PROJECT TEAM

Project Name

FUNCTION NAME FIELD OF ACTIVITY TIME PORTION

Project Client <Name> <Text> 100%
Project Manager <Name> <Text> 100%
<Name> <Text> 50%
Project Employee <Name> <Text> 50%
… … …

Project Coach … … ..
… … … ..

PROJECT ORGANIZATION − STEERING COMMITTEE

Project Name

FUNCTION NAME PHONE E-MAIL NOTES

Chairman <Name> 040/55123456 <e-mail address>
<Function> <Name> <phone number> <e-mail address>
<Function> <Name> <phone number> <e-mail address>
<Function> <Name> <phone number> <e-mail address>

PROJECT ORGANIZATION − HOLIDAY AND DAILY ABSENCE

Coordination of project planning vacations and absences

NO. EMPLOYEE ABSENT DAYS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
1 <Name>
2 <Name> AA AA AAAAA
3 <Name>
4 <Name> A
5 <Name>
6 <Name>
7 <Name>
8 <Name>
9 <Name>
10 <Name>

A Absences Vacations

PROJECT ORGANIZATION − HOLIDAY AND DAILY ABSENCE

Coordination of project planning vacations and absences

NO. EMPLOYEE ABSENT DAYS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
1 <Name>
2 <Name> AA AA AAAAA
3 <Name>
4 <Name> A
5 <Name>
6 <Name> Vacations
7 <Name>
8 <Name>
9 <Name>
10 <Name>
11 <Name>
12 <Name>
13 <Name>
14 <Name>
15 <Name>
16 <Name>
17 <Name>

A Absences

TASK MATRIX

Definition of tasks, competencies and responsibilities

FUNCTION / ROLE MAIN TASKS COMPETENCIES RESPONSIBILITIES

Client Contribution to company Project assignment Company’s interest (overall
Project Manager development Signature authority up to xxx responsibility)
Project Employee Point of project review Dollar (predefined max. amount) Compatibility of the project with
Project Committee Project planning and organization Task related competence company strategy
of the project resources, Recommendations, decisions, Schedule goals, cost targets and
coordination of tasks guidelines quality objectives
Deadlines work package content Evaluation of results
Support of planning Professionalism
Expertise Conflict- and Problem solving
Support of planning Professionalism
Interface management

RACI MATRIX / AUTHORITY MATRIX

Definition of the functions of all people involved in the project

PERSON CLIENT PROJECT EMPLOYEE EMPLOYEE EMPLOYEE … PROJECT
MANAGER A B C COMMITTEE
FUNCTION R I I I
R
Project assignment C

Assign Project manager

Overall project management R

Reporting

Assign project team

Specification book

Design project plan

Prepare decisions

Requirement Specifications AR C

Issuing sub-assignments

Budget responsibility

Clarification of conflicts

R = Responsible A = Accountable, Approved C = Consulted I = Getting Informed

PROJECT ASSIGNMENT − RELEASE / PROJECT DECISION

Project Name

The project (<Project name>) has been sufficiently discussed with all stakeholders. This presentation /
document contains the current version (<version number>) of all scheduled milestones, conditions and
available resources in order to award the project required precision. The project will be outlined here as
released and implemented.

01.01.15 Signature Client Signature Project Manager

Date

TEAM BUILDING PROCESSES

Team building is a development process where the course is divided into 4 phases plus a resolution phase.

PERFORMANCE 1 ORIENTATION PHASE 4 GROWTH PHASE
(forming) (performing)
High
2 CONFRONTATION PHASE 5 RESOLUTION PHASE
(storming) (adjourning)

3 COOPERATION PHASE
(norming)

Low

COURSE OF TIME