PIMS Novo Nordisk 2020
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Work Breakdown Structure | Work Breakdown Structure | ||
==Abstract== | ==Abstract== | ||
Revision as of 13:49, 2 March 2020
Contents |
TWO PEOPLE CANNOT EDIT AT THE SAME TIME
Tools
Part of PIMS Work Breakdown Structure
Abstract
Quick introduction to tools collected
Tools
Purpose
Value Proposition Canvas
The Value Proposition Canvas, a part of Osterwalder and Pigneur’s Business Modell Canvas (1), can be used to clarify the project objectives and fully understand the customer needs. The right side of the model, the customer segment is sub dividable in
- Pains – unwanted things the customer could experience while getting the job done, e.g. extra cost, risks, and negative feelings towards the project
- Gains – positive outcomes the customer wishes to achieve
- Customer Jobs – all tasks the customer tries to perform and the problems they intend to solve
and used to exploit the project owners’ indentations, whereas the left side, the value proposition with its three subcategories, strives to describe the customer requirements.
- Pain Relivers – how the project solves specific customer pains
- Gain Creators – how the project creates the intended gains for the customer
- Product and Services – the services and products the project provides for the customer (2)
1( http://wiki.doing-projects.org/index.php/Use_of_Business_Model_Canvas_to_Kickstart_the_project_management
2( http://www.orange.ngo/wp-content/uploads/2017/04/value-proposition-design.pdf, http://wiki.doing-projects.org/index.php/Value_proposition_canvas
3( https://www.strategyzer.com/canvas/value-proposition-canvas
Goal Breakdown structure
Goal Breakdown Structure The purpose states why a project exists. However, the purpose needs to be translated in a strategy in order to achieve its benefits. Therefore, the Goal Breakdown Structure (GBS) intends to divide projects, programs and portfolios overall purposes into manageable goals, sub-goals, and deliverables while maintaining the link to the overall objective. Whereas the Work Break Down Structure (1) strives to translate purpose by the completion of tasks, the GBS is taking a different approach and is structuring the company by goals and objectives that may have measurable elements such as cost, time, etc. (2) This goal hierarchy ensures the permanent alignment with the overall intention of the company. (3)
1( http://wiki.doing-projects.org/index.php/Work_Breakdown_Structure 2( https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=5180851# 3( http://apppm.man.dtu.dk/index.php/Goal_hierarchy_or_Goal_Breakdown_Structure
People
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Project execution model (PEM)
The Project Execution Model is a five staged model used to guide the project manager in the activity. Each stage is followed by a gate where stakeholder such as project owners, project managers, steering groups and project sponsors review the completion of the previous stage in order to continue with the next phase or demand rework. The stages are:
- Idea – brief description of project objectives, stakeholders, resources (time, cost, personnel etc.), and risks to generate a basic understanding of the project
- Initiate – establishment of steering group to evaluate and give direction regarding project objective plus scope and further detailization of stage one topics.
- Analyze – placement of key project team based on selected scope in stage two. Furthermore, creation of Work Breakdown Structure (1), refinement of risk management, and finalization of cost budget.
- Execute –main project work carried out including preparations for transition from project phase to daily operation.
- Realise – realization of benefits. (2)
| Stakeholders | Responsibilities |
|---|---|
| Project Owner | Owns benefits and deliverables and appoints project manager |
| Project Manager | Day-to-day management of project execution |
| Steering Group (StG.) | Support during scoping and stage approval plus smoothening of project environment |
| Project Sponsor | Head of steering group, final approver of gate completion and overall investment cost |
| Project Team | Execution of project according to personal expertise |
| Line of Business | Internal corporate business unit to negotiate how to meet targets and resources with project manger |
(1) http://wiki.doing-projects.org/index.php/Work_Breakdown_Structure (2) http://wiki.doing-projects.org/index.php/Project_Execution_Model_(PEM)#PEM_-_a_five_gate_model (3) http://wiki.doing-projects.org/index.php/File:Image001.png (4) http://wiki.doing-projects.org/index.php/Project_Execution_Model_(PEM)#Roles_and_responsibilities
Complexity
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Uncertainty
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Guide
subheading
subsubheading
Tricks
bold text is done by 3 apostrophes on each side. Check code
Every time you press enter to go to next line, press it twice.
Headings are done by equal signs. Check code
Test picture
Click "upload file" to the left, under "toolbox". Upload your favorite picture and remember the exact name.
The code for the figure below is(Enter filename and desired figurename);
File:Novosixtest.jpeg |500px|thumb|center|Figure 1 Test picture
How to do a reference
References
- ↑ (1) http://wiki.doing-projects.org/index.php/Use_of_Business_Model_Canvas_to_Kickstart_the_project_management
- ↑ (1) http://wiki.doing-projects.org/index.php/Use_of_Business_Model_Canvas_to_Kickstart_the_project_management
- ↑ Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). (pp. 513). Project Management Institute, Inc. (PMI). Retrieved from https://app-knovel-com.proxy.findit.dtu.dk/web/view/khtml/show.v/rcid:kpGPMBKP02/cid:kt011DXO32/viewerType:khtml//root_slug:13-project-stakeholder-management/url_slug:project-stakeholder-management?kpromoter=federation&b-toc-cid=kpGPMBKP02&b-toc-root-slug=&b-toc-url-slug=project-stakeholder-management&b-toc-title=Guide%20to%20the%20Project%20Management%20Body%20of%20Knowledge%20(PMBOK%C2%AE%20Guide)%20(6th%20Edition)&page=11&view=collapsed&zoom=1
