Project Initiation Management in construction - Revision history

Martineberholstcarlsen: /* Limitations */

2019-03-04T21:03:58Z

Limitations

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	==Limitations==		==Limitations==

	When dealing with Project Initiation Management it should be noted that even when doing a proper and thorough investigation there are certain limitations. Even though a lot of planning is done beforehand, something unforeseen could happen, which could have critical implications on a project. This includes both the selection of a project as well as the management of it. Furthermore the actual managing of a project and securing alignment can be planned out and defined extensively, but if management can manage drive a project forward, and get stakeholders to work towards the same goal this work could be for nothing.		When dealing with Project Initiation Management it should be noted that even when doing a proper and thorough investigation there are certain limitations. Even though a lot of planning is done beforehand, something unforeseen could happen, which could have critical implications on a project. This includes both the selection of a project as well as the management of it. Furthermore the actual managing of a project and securing alignment can be planned out and defined extensively, but if management can manage to drive a project forward, and get stakeholders to work towards the same goal this work could be for nothing.

	==Annotated Bibliography==		==Annotated Bibliography==

Martineberholstcarlsen: /* Limitations */

2019-03-04T21:03:32Z

Limitations

← Older revision		Revision as of 21:03, 4 March 2019
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	==Limitations==		==Limitations==

			When dealing with Project Initiation Management it should be noted that even when doing a proper and thorough investigation there are certain limitations. Even though a lot of planning is done beforehand, something unforeseen could happen, which could have critical implications on a project. This includes both the selection of a project as well as the management of it. Furthermore the actual managing of a project and securing alignment can be planned out and defined extensively, but if management can manage drive a project forward, and get stakeholders to work towards the same goal this work could be for nothing.

	==Annotated Bibliography==		==Annotated Bibliography==

Martineberholstcarlsen: /* Alignment Thermometer */

2019-03-04T20:47:50Z

Alignment Thermometer

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	</ol>		</ol>

	By doing this the project score will reveal the degree of alignment in the project ranging from, comfortable road to success to stressful road to failure.		By doing this the project score will reveal the degree of alignment in the project ranging from, comfortable road to success to stressful road to failure. If a project is scored in the lowest third of the thermometer, significant measures should be taken to make sure that the project is coming back on track, alternatively a different project should be chosen.

	[[File:Fig4Wiki.png\|thumb\|left\|200px\|Figure 4: Alignment thermometer. Inspired by "Alignment During Preproject Planning"<ref name="thermometer"/>. ]]		[[File:Fig4Wiki.png\|thumb\|left\|200px\|Figure 4: Alignment thermometer. Inspired by "Alignment During Preproject Planning"<ref name="thermometer"/>. ]]

Martineberholstcarlsen: /* Alignment */

2019-03-04T20:38:22Z

Alignment

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	[[File:Fig3Wiki.png\|thumb\|right\|300px\|Figure 3: Graphical Representation of alignment. Inspired by "Alignment During Preproject Planning"<ref name="alignment"/>. ]]		[[File:Fig3Wiki.png\|thumb\|right\|300px\|Figure 3: Graphical Representation of alignment. Inspired by "Alignment During Preproject Planning"<ref name="alignment"/>. ]]

	When working together on large construction or infrastructure projects often this includes many stakeholders. If the project needs to be a success the alignment of these stakeholders is vital. The Construction Industry Institute defines Alignment as: "''The condition where appropriate project participants are working with acceptable tolerances to develop & meet a uniformly defined & understood set of project objectives''". This is illustrated in Figure 3, where the different stakeholders are represented as arrows. These stakeholders initially have many different ways of viewing the project objectives and it is in the interest of the PMO to align these views as they otherwise increase complexity. As shown in the Figure 1 there is a need for a uniform set of boundaries, to align a team. The alignment will keep teams in the same direction which in the end would lead to a higher productivity. This direction needs to be well defined, so that every team member knows the end goal. If the different processes listed in the previous section are followed this would lead to well-defined objectives, which would make alignment much easier.		When working together on large construction or infrastructure projects often this includes many stakeholders. If the project needs to be a success the alignment of these stakeholders is vital. The Construction Industry Institute defines Alignment as: "''The condition where appropriate project participants are working with acceptable tolerances to develop & meet a uniformly defined & understood set of project objectives''". This is illustrated in Figure 3, where the different stakeholders are represented as arrows. These stakeholders initially have many different ways of viewing the project objectives and it is in the interest of the PMO to align these views as they otherwise increase complexity. As shown in the Figure 3 there is a need for a uniform set of boundaries, to align a team. The alignment will keep teams in the same direction which in the end would lead to a higher productivity. This direction needs to be well defined, so that every team member knows the end goal. If the different processes listed in the previous section are followed this would lead to well-defined objectives, which would make alignment much easier.

	In "Alignment During Preproject Planning"<ref name="alignment"/> 10 critical issues of alignment were observed. These are listed below and a short explanation is given.		In "Alignment During Preproject Planning"<ref name="alignment"/> 10 critical issues of alignment were observed. These are listed below and a short explanation is given.

Martineberholstcarlsen: /* Alignment */

2019-03-04T20:37:23Z

Alignment

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	[[File:Fig3Wiki.png\|thumb\|right\|300px\|Figure 3: Graphical Representation of alignment. Inspired by "Alignment During Preproject Planning"<ref name="alignment"/>. ]]		[[File:Fig3Wiki.png\|thumb\|right\|300px\|Figure 3: Graphical Representation of alignment. Inspired by "Alignment During Preproject Planning"<ref name="alignment"/>. ]]

	When working together on large construction or infrastructure projects often this includes many stakeholders. If the project needs to be a success the alignment of these stakeholders is vital. ~~As the~~ Construction Industry Institute defines it: "''The condition where appropriate project participants are working with acceptable tolerances to develop & meet a uniformly defined & understood set of project objectives''". This is illustrated in Figure 3, where the different stakeholders are represented as arrows. These stakeholders initially have many different ways of viewing the project objectives and it is in the interest of the PMO to align these views as they otherwise increase complexity. As shown in the Figure 1 there is a need for a uniform set of boundaries, to align a team. The alignment will keep teams in the same direction which in the end would lead to a higher productivity. This direction needs to be well defined, so that every team member knows the end goal. If the different processes listed in the previous section are followed this would lead to well-defined objectives, which would make alignment much easier.		When working together on large construction or infrastructure projects often this includes many stakeholders. If the project needs to be a success the alignment of these stakeholders is vital. The Construction Industry Institute defines Alignment as: "''The condition where appropriate project participants are working with acceptable tolerances to develop & meet a uniformly defined & understood set of project objectives''". This is illustrated in Figure 3, where the different stakeholders are represented as arrows. These stakeholders initially have many different ways of viewing the project objectives and it is in the interest of the PMO to align these views as they otherwise increase complexity. As shown in the Figure 1 there is a need for a uniform set of boundaries, to align a team. The alignment will keep teams in the same direction which in the end would lead to a higher productivity. This direction needs to be well defined, so that every team member knows the end goal. If the different processes listed in the previous section are followed this would lead to well-defined objectives, which would make alignment much easier.

	In "Alignment During Preproject Planning"<ref name="alignment"/> 10 critical issues of alignment were observed. These are listed below and a short explanation is given.		In "Alignment During Preproject Planning"<ref name="alignment"/> 10 critical issues of alignment were observed. These are listed below and a short explanation is given.

Martineberholstcarlsen at 20:36, 4 March 2019

2019-03-04T20:36:42Z

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	*'''AMA handbook of project management''':"''The important point is that work is done (sometimes a substantial amount) on developing the project definition before and in the process of leading up to the submission of the project proposal, that is, the formal request to sanction full implementation of the project ... focuses on the project in its context, particularly on early definition of the conditions for stakeholder success. Within this framework, project, program, and even aspects of portfolio management are encompassed.''" <ref name="Frontend"/>		*'''AMA handbook of project management''':"''The important point is that work is done (sometimes a substantial amount) on developing the project definition before and in the process of leading up to the submission of the project proposal, that is, the formal request to sanction full implementation of the project ... focuses on the project in its context, particularly on early definition of the conditions for stakeholder success. Within this framework, project, program, and even aspects of portfolio management are encompassed.''" <ref name="Frontend"/>

	From these definitions the following important aspects of project initiation management is listed below		From these definitions the following important aspects of project initiation management are listed below

	*'''Define the project phase''': This will cover a lot of the managerial processes from Project Management such as Risk Management, budgeting and scheduling. Furthermore a project charter is made to formally authorize the project, identify the project manager responsibilities and to document business needs such as expected deliverables and economic aspects of the project <ref name="ISO"/>.		*'''Define the project phase''': This will cover a lot of the managerial processes from Project Management such as Risk Management, budgeting and scheduling. Furthermore a project charter is made to formally authorize the project, identify the project manager responsibilities and to document business needs such as expected deliverables and economic aspects of the project <ref name="ISO"/>.
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	*'''Authorizing the full implementation''': This step is the last step of project initiation management, and should lead to either continuation or termination of the given project. It is important for this decision to be based on a solid foundation of knowledge, which would require that the previous points are well-described, otherwise not starting the project might have been better, than continuation of an ill-defined project.		*'''Authorizing the full implementation''': This step is the last step of project initiation management, and should lead to either continuation or termination of the given project. It is important for this decision to be based on a solid foundation of knowledge, which would require that the previous points are well-described, otherwise not starting the project might have been better, than continuation of an ill-defined project.

	From the above points it is seen that project initiation management, involve a lot of different aspects of project, programme and portfolio management <ref name="Frontend"/>. Only some of these features will be described in this article. The purpose of doing good project initiation management is as mentioned above the need to make the best possible decision based on the given information at that stage. This will eventually lead to the Project Management Office choosing the right project fit for their organisational objectives and managing this project as best as possible. From Figure 1 it can be seen that the early stages of a project has a big influence on the final outcome. The curve named ''Influence'' reflect the organisation's ability to affect the project outcome. From the diagram it is seen that it much easier to influence the project outcome during the pre-project planning as the expenditure is relatively small. This accentuates the need for good project initiation management, as it will probably save a lot of money in the long run. Often the project initiation management process is cut short because of resistance from both business and technical staff as the perception is that a lot of money is spend on project that potentially will not get approved or that the extensive planning takes too much time. The learnings do indicate that this is not the case, as both probability of project failure is decreased, there is improved cost predictability and the business and operational goals are more easily achieved <ref name="beginning"/>		From the above points it is seen that project initiation management, involve a lot of different aspects of project, programme and portfolio management <ref name="Frontend"/>. Only some of these features will be described in this article. The purpose of doing good project initiation management is as mentioned above the need to make the best possible decision based on the given information at that stage. This will eventually lead to the Project Management Office choosing the right project fit for their organisational objectives and managing this project as best as possible. From Figure 1 it can be seen that the early stages of a project has a big influence on the final outcome. The curve named ''Influence'' reflect the organisation's ability to affect the project outcome. From the diagram it is seen that it is much easier to influence the project outcome during the pre-project planning as the expenditure is relatively small. This accentuates the need for good project initiation management, as it will probably save a lot of money in the long run. Often the project initiation management process is cut short because of resistance from both business and technical staff as the perception is that a lot of money is spend on project that potentially will not get approved or that the extensive planning takes too much time. The learnings do indicate that this is not the case, as both probability of project failure is decreased, there is improved cost predictability and the business and operational goals are more easily achieved <ref name="beginning"/>

	===Project Initiation Management in construction===		===Project Initiation Management in construction===
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	*'''Decide whether to proceed with project'''		*'''Decide whether to proceed with project'''
	**''Make decision:'' In this final step, the documentation compiled in the previous step is assessed to determine if this aligns with organisational objectives and needs. This process aims to test the validity of the business, technological and operational goals. Furthermore, an assessment of the probability of achieving these objectives is made. This decision will end in either execution of the project or termination or shelving.		**''Make decision:'' In this final step, the documentation compiled in the previous step is assessed to determine if this aligns with organisational objectives and needs. This process aims to test the validity of the business, technological and operational goals. Furthermore, an assessment of the probability of achieving these objectives is made. This decision will end in either execution of the project or termination or shelving.

			By following the above mentioned steps, extensive work is done before choosing a project, which would ensure that the right project is initiated in the best possible way.

	==Alignment==		==Alignment==

Martineberholstcarlsen: /* Abstract */

2019-03-04T20:22:45Z

Abstract

← Older revision		Revision as of 20:22, 4 March 2019
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	==Abstract==		==Abstract==

	This article will give an introduction to Project Initiation Management or Front-End management mainly in the construction industry. This includes a general introduction of how project initiation management is defined in literature and the purpose of doing good project initiation management will be presented. Project Initiation Management is all about starting projects in the right manner, defining the project phase and objectives and lastly authorising the project manager to proceed with the project <ref name="ISO"/>. This consists of making sure that stakeholders expectations are managed and aligned with the project objectives <ref name="Frontend"/>, but also taking time to define the project description to a big extent. Some of the practices to ensure that a project is being initiated in the best possible way will also be presented and discussed in the subsequent sections. Lastly the importance of alignment in the initiation of projects is presented to give an idea how this can make it or break in the early phases of a project, and additionally a tool to determine the alignment is presented. Many times projects are being initiated even though they are not described and defined sufficiently, which can, and often does, lead to very poor project management of projects. This can be avoided by following some of the recommendations in this article, which seek to define a project to a big degree which will help in the decision-making on whether to continue with a project, and if continued the project management.		This article will give an introduction to Project Initiation Management or Front-End management mainly in the construction industry. This includes a general introduction of how project initiation management is defined in literature and the purpose of doing good project initiation management will be presented. Project Initiation Management is all about starting projects in the right manner, defining the project phase and objectives and lastly authorising the project manager to proceed with the project <ref name="ISO"/>. This consists of making sure that stakeholders expectations are managed and aligned with the project objectives <ref name="Frontend"/>, but also taking time to define the project description to a big extent. Some of the practices to ensure that a project is being initiated in the best possible way will also be presented and discussed in the subsequent sections. Lastly the importance of alignment in the initiation of projects is presented to give an idea how this can make it or break in the early phases of a project, and additionally a tool to determine the alignment is presented. Many times projects are being initiated even though they are not described and defined sufficiently, which can, and often does, lead to very poor project management of projects. This can be avoided by following some of the recommendations in this article, which seek to define a project to a big degree which will help in the decision-making on whether to continue with a project, and if continued, the project management.

	==Project Initiation Management==		==Project Initiation Management==

Martineberholstcarlsen at 19:40, 4 March 2019

2019-03-04T19:40:26Z

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			==Limitations==


	==Annotated Bibliography==		==Annotated Bibliography==

Martineberholstcarlsen at 19:38, 4 March 2019

2019-03-04T19:38:02Z

← Older revision		Revision as of 19:38, 4 March 2019
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	*'''Authorizing the full implementation''': This step is the last step of project initiation management, and should lead to either continuation or termination of the given project. It is important for this decision to be based on a solid foundation of knowledge, which would require that the previous points are well-described, otherwise not starting the project might have been better, than continuation of an ill-defined project.		*'''Authorizing the full implementation''': This step is the last step of project initiation management, and should lead to either continuation or termination of the given project. It is important for this decision to be based on a solid foundation of knowledge, which would require that the previous points are well-described, otherwise not starting the project might have been better, than continuation of an ill-defined project.

	From the above points it is seen that project initiation management, involve a lot of different aspects of project, programme and portfolio management <ref name="Frontend"/>. Only some of these features will be described in this article. The purpose of doing good project initiation management is as mentioned above the need to make the best possible decision based on the given information at that stage. This will eventually lead to the Project Management Office choosing the right project fit for their organisational objectives and managing this project as best as possible. From Figure 1 it can be seen that the early stages of a project has a big influence on the final outcome. The curve named ''Influence'' reflect the organisation's ability to affect the project outcome. From the diagram it is seen that it much easier to influence the project outcome during the pre-project planning as the expenditure is relatively small. This accentuates the need for good project initiation management, as it will probably save a lot of money. Often the project initiation management process is cut short because of resistance from both business and technical staff as the perception is that a lot of money is spend on project that potentially will not get approved or that the extensive planning takes too much time. The learnings do indicate that this is not the case, as both probability of project failure is decreased, there is improved cost predictability and the business and operational goals are more easily achieved <ref name="beginning"/>		From the above points it is seen that project initiation management, involve a lot of different aspects of project, programme and portfolio management <ref name="Frontend"/>. Only some of these features will be described in this article. The purpose of doing good project initiation management is as mentioned above the need to make the best possible decision based on the given information at that stage. This will eventually lead to the Project Management Office choosing the right project fit for their organisational objectives and managing this project as best as possible. From Figure 1 it can be seen that the early stages of a project has a big influence on the final outcome. The curve named ''Influence'' reflect the organisation's ability to affect the project outcome. From the diagram it is seen that it much easier to influence the project outcome during the pre-project planning as the expenditure is relatively small. This accentuates the need for good project initiation management, as it will probably save a lot of money in the long run. Often the project initiation management process is cut short because of resistance from both business and technical staff as the perception is that a lot of money is spend on project that potentially will not get approved or that the extensive planning takes too much time. The learnings do indicate that this is not the case, as both probability of project failure is decreased, there is improved cost predictability and the business and operational goals are more easily achieved <ref name="beginning"/>

	===Project Initiation Management in construction===		===Project Initiation Management in construction===

Martineberholstcarlsen: /* Abstract */

2019-03-04T19:34:36Z

Abstract

← Older revision		Revision as of 19:34, 4 March 2019
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	==Abstract==		==Abstract==

	This article will give an introduction to Project Initiation Management or Front-End management mainly in the construction industry. This includes a general introduction of how project initiation management is defined in literature and the purpose of doing good project initiation management will be presented. Project Initiation Management is all about starting projects in the right manner, defining the project phase and objectives and lastly authorising the project manager to proceed with the project <ref name="ISO"/>. This consists of making sure that stakeholders expectations are managed and aligned with the project objectives <ref name="Frontend"/>, but also taking time to define the project ~~objectives~~ to a big extent. Some of the practices to ensure that a project is being initiated in the best possible way will also be presented and discussed in the subsequent sections. Lastly the importance of alignment in the initiation of projects is presented to give an idea how this can make it or break in the early phases of a project, and additionally a tool to determine the alignment is presented. Many times projects are being initiated even though they are not described and defined sufficiently, which can, and often does, lead to very poor project management of projects. This can be avoided by following some of the recommendations in this article, which seek to define a project to a big degree which will help in the decision-making on whether to continue with a project, and if continued the project management.		This article will give an introduction to Project Initiation Management or Front-End management mainly in the construction industry. This includes a general introduction of how project initiation management is defined in literature and the purpose of doing good project initiation management will be presented. Project Initiation Management is all about starting projects in the right manner, defining the project phase and objectives and lastly authorising the project manager to proceed with the project <ref name="ISO"/>. This consists of making sure that stakeholders expectations are managed and aligned with the project objectives <ref name="Frontend"/>, but also taking time to define the project description to a big extent. Some of the practices to ensure that a project is being initiated in the best possible way will also be presented and discussed in the subsequent sections. Lastly the importance of alignment in the initiation of projects is presented to give an idea how this can make it or break in the early phases of a project, and additionally a tool to determine the alignment is presented. Many times projects are being initiated even though they are not described and defined sufficiently, which can, and often does, lead to very poor project management of projects. This can be avoided by following some of the recommendations in this article, which seek to define a project to a big degree which will help in the decision-making on whether to continue with a project, and if continued the project management.

	==Project Initiation Management==		==Project Initiation Management==