MISTAKES TO AVOID IN PROJECT EXECUTION WIKTOR ASKANAS

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MISTAKES TO AVOID IN PROJECT EXECUTION WIKTOR ASKANAS

MISTAKES TO AVOID IN PROJECT EXECUTION WIKTOR ASKANAS

EXERCISE IN GIVEN AMOUNT OF TIME MAKE AS MANY DICES AS POSSIBLE

EXERCISE IN GIVEN AMOUNT OF TIME MAKE AS MANY DICES AS POSSIBLE

WHAT IS A PROJECT ? • UNIQUE UNDERTAKING WHICH • REQUIRED SPECIAL ORGANIZATION IN

WHAT IS A PROJECT ? • UNIQUE UNDERTAKING WHICH • REQUIRED SPECIAL ORGANIZATION IN ORDER TO ACHIEVE OBJECTIVES WHICH ARE DEFINE BY • SCOPE • TIME • COST • QUALITY WIKTOR ASKANAS KIEV 2012

PROJECT LIVE CYCLE • • • TRIGGER EVENT SET OF ALTERNATIVES SCOPE TO BE

PROJECT LIVE CYCLE • • • TRIGGER EVENT SET OF ALTERNATIVES SCOPE TO BE FINANCED DETAILED DESIGN IMPLEMENTATION EXPLOITATION WIKTOR ASKANAS KIEV 2012

PROJECT LIFE CYCLE (2) CONCEPT PRELIMINARY DESIGN DETAILED DESIGN IMPLEMENTATION MAJOR DECISION POINTS START

PROJECT LIFE CYCLE (2) CONCEPT PRELIMINARY DESIGN DETAILED DESIGN IMPLEMENTATION MAJOR DECISION POINTS START UP CHARACTER OF THE PROJECT CHANGES BY PHASE WIKTOR ASKANAS KIEV 2012

PROJECT SELECTION MODELS • • THE SACRED COW THE OPERATING NECESSITY THE COMPETITIVE NECESSITY

PROJECT SELECTION MODELS • • THE SACRED COW THE OPERATING NECESSITY THE COMPETITIVE NECESSITY PROFITABILITY WIKTOR ASKANAS KIEV 2012

PROJECT MANAGER RESPONSIBILITY • • • PLANNING ACQUIRING RESOURCES ORGANIZING COMMUNICATION LEADING MONITORING CONFLICT

PROJECT MANAGER RESPONSIBILITY • • • PLANNING ACQUIRING RESOURCES ORGANIZING COMMUNICATION LEADING MONITORING CONFLICT RESOLUTION TEAM BUILDING MOTIVATING BRINGING RESULTS WIKTOR ASKANAS KIEV 2012 FROM THE BEGINNING TO THE END

PROJECT MANAGEMENT RESPONSIBILITIES (2) • COMPLETE RESPONSIBILITIES FOR MANAGING ALL ASPECTS OF THE PROJECT

PROJECT MANAGEMENT RESPONSIBILITIES (2) • COMPLETE RESPONSIBILITIES FOR MANAGING ALL ASPECTS OF THE PROJECT FROM BEGINNING TO END: – DESIGN – IMPLEMENT – PROCURE – INTERFACE WITH USERS WIKTOR ASKANAS KIEV 2012

PROJECT BOTTLENECKS • KNOWLEDGE • RESOURCES • ENVIRONMENT WIKTOR ASKANAS WARSZAWA 2012 9

PROJECT BOTTLENECKS • KNOWLEDGE • RESOURCES • ENVIRONMENT WIKTOR ASKANAS WARSZAWA 2012 9

PLANNING • PLAN HAS TO BE: • • • LOGICAL EASY TO MONITOR ANTICIPATE

PLANNING • PLAN HAS TO BE: • • • LOGICAL EASY TO MONITOR ANTICIPATE PROBLEMS ELASTIC AND EASY TO REVISE PRECISE EASY TO USE WIKTOR ASKANAS KIEV 2012

RESOURCES • PROJECT BUDGET MUST BE: – REALISTIC – ASSIGNED – RIGID – TIMELY

RESOURCES • PROJECT BUDGET MUST BE: – REALISTIC – ASSIGNED – RIGID – TIMELY – CONTROLLABLE WIKTOR ASKANAS KIEV 2012

MONITORING • IDENTIFY PROBLEMS EARLIER • CLARIFY PERFORMANCE COST AND TIME RELATIONSHIP • KEEP

MONITORING • IDENTIFY PROBLEMS EARLIER • CLARIFY PERFORMANCE COST AND TIME RELATIONSHIP • KEEP TRACK • IDENTIFY MISTAKES AND DO NOT HIDE THEM • TAKE RESPONSIBILITY WIKTOR ASKANAS KIEV 2012

Major managerial mistakes • 1. Management by lack of goal consciousness WIKTOR ASKANAS WARSZAWA

Major managerial mistakes • 1. Management by lack of goal consciousness WIKTOR ASKANAS WARSZAWA 2012 13

Major managerial mistakes • 1. Management by lack of goal consciousness • 2. Management

Major managerial mistakes • 1. Management by lack of goal consciousness • 2. Management by lack recognition for results WIKTOR ASKANAS WARSZAWA 2012 14

Major managerial mistakes • 1. Management by lack of goal consciousness • 2. Management

Major managerial mistakes • 1. Management by lack of goal consciousness • 2. Management by lack recognition for results • 3. Management by formal prestige and informal authority WIKTOR ASKANAS WARSZAWA 2012 15

Major managerial mistakes • 1. Management by lack of goal consciousness • 2. Management

Major managerial mistakes • 1. Management by lack of goal consciousness • 2. Management by lack recognition for results • 3. Management by formal prestige and informal authority • 4. Management by over formalization WIKTOR ASKANAS WARSZAWA 2012 16

Major managerial mistakes • 5. Management by idealization of reality WIKTOR ASKANAS WARSZAWA 2012

Major managerial mistakes • 5. Management by idealization of reality WIKTOR ASKANAS WARSZAWA 2012 17

Major managerial mistakes • 5. Management by idealization of reality • 6. Management by

Major managerial mistakes • 5. Management by idealization of reality • 6. Management by traditionalism WIKTOR ASKANAS WARSZAWA 2012 18

Major managerial mistakes • 5. Management by idealization of reality • 6. Management by

Major managerial mistakes • 5. Management by idealization of reality • 6. Management by traditionalism • 7. Management by distrust WIKTOR ASKANAS WARSZAWA 2012 19

Major managerial mistakes • • 5. Management by idealization of reality 6. Management by

Major managerial mistakes • • 5. Management by idealization of reality 6. Management by traditionalism 7. Management by distrust 8. Management by formal control WIKTOR ASKANAS WARSZAWA 2012 20

Major managerial mistakes • • • 5. Management by idealization of reality 6. Management

Major managerial mistakes • • • 5. Management by idealization of reality 6. Management by traditionalism 7. Management by distrust 8. Management by formal control 9. Management by negative competition WIKTOR ASKANAS WARSZAWA 2012 21

PROJECT Bye ! ! ! WIKTOR ASKANAS WARSZAWA 2012 22

PROJECT Bye ! ! ! WIKTOR ASKANAS WARSZAWA 2012 22

CONCLUSION 1. 2. 3. 4. 5. 6. OBJECTIVE TOOLS COSTS TIME COOPERATION QUALITY CONTROL

CONCLUSION 1. 2. 3. 4. 5. 6. OBJECTIVE TOOLS COSTS TIME COOPERATION QUALITY CONTROL

QUESTIONS ? ? WIKTOR ASKANAS WARSZAWA 2012 24

QUESTIONS ? ? WIKTOR ASKANAS WARSZAWA 2012 24

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