Project Management Handbook: Agile – Traditional – Hybrid

Preface to the Second Edition
Structure of This Book
Contents
About the Authors
1: Introduction
1.1 Project Management, What for?
1.1.1 The Taylor Tub
1.1.2 BANI Is the New VUCA
1.2 What are Projects?
Definition
1.2.1 Project Characteristics
1.2.2 Project Types
1.2.3 Emergence of Projects
1.3 What Is Project Management?
1.3.1 Hierarchies in Project Management
1.3.2 Dimensions in Project Management
1.3.2.1 Competence Area Perspective
1.3.2.2 Competence Area People
1.3.2.3 Competence Area Practices
1.3.3 Principles of Procedure
1.3.3.1 From a Rough Sketch to a More Detailed Depiction
1.3.3.2 Variant Formation
1.4 Process Models in Projects
1.4.1 Agile Approach
1.4.1.1 Scrum
1.4.1.2 Kanban
1.4.1.3 Scaled Agility
1.4.2 Traditional Approach: Phase Concept
1.4.2.1 The Project Commissioning Phase
1.4.2.2 The Initialisation Phase
1.4.2.3 The Concept Phase
1.4.2.4 The Realisation Phase
1.4.2.5 The Introduction Phase
1.4.2.6 The Utilisation Phase
1.4.3 Hybrid Project Management
1.4.4 Procedure in Change Projects
1.4.5 Further Process Models
1.4.5.1 V-Model
1.4.5.2 Simultaneous Engineering
1.4.5.3 Version Concept
1.4.6 Choice of a Process Model: Traditional, Agile or Hybrid?
1.5 Projects are Based on Teamwork
1.5.1 Content: Working in the System
1.5.2 Organisation and Relationship: Working on the System
1.5.3 Interactions
1.6 Projects are Social Systems
1.6.1 Taylorism in our Heads
1.6.2 Mechanistic and Systemic World View
1.6.3 People and Teams Are Non-Trivial Systems
1.6.4 Systemic Approach to Project Management
1.7 Versatility and Creativity
1.7.1 Versatility
1.7.2 Creativity as a Surplus of Attention
1.7.3 Interplay Between Human, Field and Domain
Example
1.7.4 Framework Conditions for Creativity
1.8 Standards and Certification Models in Project Management
1.8.1 IPMA: International Project Management Association
1.8.2 PMI: Project Management Institute
1.8.3 PRINCE2
1.8.4 Hermes
1.8.5 Scrum Alliance
1.8.6 DIN 69901 and ISO 21500
1.9 Project Portfolio, Multi-Project and Programme Management
References
Further Readings
2: Methodology
2.1 Introduction
2.1.1 Traditional, Agile and Hybrid
2.1.2 Accuracy of Estimates
2.1.3 Practical Examples
2.2 Project Commissioning Phase
2.2.1 What Is Important in the Commissioning Phase?
2.2.2 Project Factsheet
2.2.3 Business Case
2.2.4 Project Request
2.2.5 Checklist Completion Project Commissioning
2.3 Initialisation Phase
2.3.1 What is Important in the Initialisation Phase?
2.3.2 Setting Objectives
2.3.2.1 Setting Objectives Along the Project Phases
2.3.2.2 Global Objective and Detailed Objectives
Example: Practical Example BLS Project Sales Back-End
Example: Practical Example Metrohm OMNIS Titration System Project
2.3.2.3 System Objectives and Process Objectives
2.3.2.4 Criteria for Appropriate Project Objectives
2.3.2.5 Mandatory and Optimisation Objectives
2.3.3 Requirements, Requirements Engineering
2.3.3.1 Requirement Engineering Activities
2.3.3.2 Types of Requirements
2.3.3.3 Criteria for the Quality of Requirements and Requirements Documents
2.3.3.4 Prioritisation of Requirements
2.3.3.5 Feasibility Check
2.3.4 The Magic Triangle
2.3.5 Stakeholder Management
2.3.6 Project Marketing
2.3.7 Risk Management
2.3.7.1 The Concrete Steps in the Risk Process
2.3.7.2 Failure Mode and Effects Analysis (FMEA)
2.3.8 Project Organisation, Roles, Committees
2.3.8.1 Line and Project: Two Different Worlds
2.3.8.2 Roles and Bodies
2.3.8.3 Competences and Management Tasks in the Project Organisation
2.3.8.4 Project Organisation in the Agile Approach
2.3.8.5 Project Organisation in the Traditional Approach
2.3.8.6 Project Organisation in the Hybrid Approach
2.3.8.7 Project Organisation in Customer Projects
2.3.8.8 Linking the Project Organisation to the Line Organisation
2.3.8.9 The Competence Regulation
2.3.8.10 Formation of the Project Organisation
2.3.9 Information Gathering and Situation Analysis
2.3.9.1 Context Analysis
2.3.9.2 SWOT Analysis
2.3.9.3 Cause-Effect Analysis
2.3.9.4 Analysis of the Legal Basis and Compliance Requirements
2.3.9.5 Information Security and Protection Needs Analysis
2.3.9.6 Planning Horizon
2.3.9.7 Scenario Technique
2.3.10 Project Structuring
2.3.10.1 Procedure for Project Structuring
2.3.10.2 Setting Milestones in the Project: The Phase Plan
2.3.10.3 Projects, Sub-projects, Work Packages, Deliverables, and Activities
2.3.10.4 The Work Breakdown Structure WBS
2.3.11 Project Order
2.3.12 Project Manual, Project Management Plan
2.3.13 Kick-Off
2.3.14 Problem-Solving Process
2.3.15 Checklist Completion Initialisation Phase
2.4 Concept Phase
2.4.1 What Is Important in the Concept Phase?
2.4.2 Product Goal (Product Concept)
2.4.3 Product Backlog
2.4.4 Release Plan
2.4.5 Requirements Specification: Solution Concept
2.4.6 Effort Estimation
2.4.6.1 Importance of Effort Estimation in the Traditional Approach
2.4.6.2 Planning Poker, Story Points
2.4.6.3 T-Shirt Sizing
2.4.6.4 Multiplier Method
2.4.6.5 Percentage Method
2.4.6.6 Analogy Method
2.4.6.7 Expert Estimation (Delphi Method)
2.4.6.8 PERT (Programme Evaluation and Review Technique)
2.4.6.9 Reserves
2.4.6.10 Typical Errors in Effort Estimation
2.4.7 Schedule and Timetable
2.4.7.1 Create Procedure and Schedule
2.4.7.2 Termination, Critical Path, and Slack
2.4.7.3 Accuracy in the Process and Scheduling
2.4.7.4 Procedures for Planning
2.4.7.5 Adherence to Deadlines and Capacity Planning
2.4.7.6 How Detailed Should a Plan Be?
2.4.7.7 Further Planning Variants: Target Costing, Design-to-Cost
2.4.8 Resource Deployment Plan and Resource Coordination
2.4.8.1 Resource Planning in the Project: Line and Project Manager as Partners
2.4.8.2 Resource Coordination in Multi-project Management
2.4.9 Cost Plan
2.4.10 Information, Communication, and Documentation
2.4.10.1 Principles of Information and Communication
2.4.10.2 Scope of an Information and Communication System
2.4.11 Quality Management
2.4.12 Checklist Completion Concept Phase
2.5 Realisation Phase
2.5.1 What Is Important in the Realisation Phase?
2.5.2 Sprint Planning, Sprint Backlog
2.5.3 Sprint Implementation, Daily Scrum
2.5.4 Sprint Review
2.5.5 Retrospective
2.5.6 Project Controlling
2.5.6.1 Project Control
2.5.6.2 Reporting
2.5.6.3 Project Steering
2.5.6.4 Project Assessment
2.5.6.5 The 90% Syndrome
2.5.6.6 The 0/100 Method
2.5.7 Deadline, Cost and Resource Control
2.5.7.1 Deadline and Cost Control
2.5.7.2 Resource Control
2.5.7.3 Cost Transparency and Realistic Assessment of Economic Efficiency
2.5.8 Project Changes, Change Request Management, Claim Management
2.5.8.1 Project Changes
2.5.8.2 Change Request Management
2.5.8.3 Claim Management
2.5.9 Checklist Completion Realisation Phase
2.6 Introduction Phase
2.6.1 What Is Important in the Introduction Phase?
2.6.2 Types of Introduction
2.6.3 Acceptance and Commissioning
2.6.3.1 Acceptance
2.6.3.2 Commissioning
2.6.3.3 Going Live in the Agile Approach
2.6.3.4 Pilot Test, Pilot Series
2.6.3.5 From Pilot Series to Serial Production
2.6.4 User Training and Education
2.6.4.1 User Training Concept
2.6.4.2 Types of User Training
2.6.5 Transfer to the Operational Organisation
2.6.5.1 Preparing Operation
2.6.5.2 Business Organisation
2.6.5.3 Business Handover
2.6.6 Project Completion
2.6.7 Checklist Conclusion Introductory Phase
2.7 Project Portfolio and Programme Management
2.7.1 Project Portfolio and Multi-project Management
2.7.1.1 Multi-project Management: Problem Areas, Tasks and Elements
2.7.1.2 Multi-project Management Process
2.7.1.3 Configuration of the Portfolio
2.7.1.4 Prioritised Project List
2.7.1.5 Content Dependencies
2.7.1.6 Resource Availability and Dependencies
2.7.1.7 The Project Portfolio
2.7.1.8 Reporting
2.7.1.9 Steps Towards an Excellent Portfolio Management
2.7.2 Lean Portfolio Management
2.7.3 Programme Management
2.7.3.1 What Characterises a Programme?
2.7.3.2 Added Value of the Programme Organisation
2.7.3.3 Distinction Between Project and Programme Management
2.7.4 Project Management Office: PMO
2.7.5 Project Management Handbook
2.8 Creativity and Innovation
2.8.1 What is the Difference?
2.8.2 Finding Creative Solutions
2.8.2.1 The Creativity Process
2.8.2.2 Brainstorming
2.8.2.3 Mind Mapping
2.8.2.4 Brainwriting
2.8.2.5 Scamper
2.8.2.6 Design Thinking
2.8.2.7 Morphological Box
2.8.2.8 Analogy Method
2.8.2.9 Appreciative Inquiry
2.8.3 Evaluate and Decide on Solution Ideas
2.8.3.1 Analyse and Optimise Solutions
2.8.3.2 Decide
2.8.3.3 Utility Analysis and Sensitivity Analysis
2.8.4 Innovation Management
2.8.4.1 Innovation Strategy
2.8.4.2 Innovation Process
2.8.4.3 Innovation Traps
2.9 Procurement
2.9.1 Procurement Procedure in the Agile Approach
2.9.1.1 Clarify Procurement Needs
2.9.1.2 Select Suitable Providers
2.9.1.3 Implementation of a Pilot Project
2.9.1.4 Negotiate Contract and Finalise Procurement
2.9.2 Procurement Procedure in the Traditional Approach
2.9.2.1 Clarify Procurement Needs
2.9.2.2 Create Procurement Plan
2.9.2.3 Create Tender Documents
2.9.2.4 Carry Out Tendering and Evaluation
2.9.2.5 Negotiate Contract and Finalise Procurement
References
Further Readings
3: Human
3.1 Competence Model
3.2 Conditions for Good Performance
Example
3.3 Human Phenomenon
3.3.1 The Brain Is a Miracle
Example
Example
3.3.2 Basic Needs Determine Our Lives
3.3.3 Human Perception
3.3.4 Awareness and Self-Reflection
Example
3.3.5 Trust
3.3.6 Humour
3.4 Culture and Values
3.4.1 What Is Culture?
3.4.2 Organisational Culture
3.4.3 Project Culture
Example
3.4.4 Generations Y, Z, and Alpha in the World of Work
3.4.5 Becoming Aware of One´s Own Cultural Imprint
3.5 Stress and Change
3.5.1 Fight or Flight
3.5.2 Psychological Stress
3.5.3 Stress Traffic Light
3.5.4 Stress Competence
3.5.5 Life Means Change
3.5.6 Personal Coping Strategies and Dilemmas
Examples
3.5.7 Burnout
3.6 Flow
Example
3.7 Motivation and Meaning
3.7.1 Goal Orientation of the Human Being
3.7.2 What Is Motivation?
3.7.2.1 Gallup: Commitment and Motivation at Work
3.7.2.2 Intrinsic and Extrinsic Motivation
3.7.2.3 Motivation Through Working on the Demotivating Factors
3.7.3 Meaning as an Intrinsic Motivator
3.7.3.1 What Is Meaning?
3.7.3.2 Meaning in Life Meaning of Life
3.7.3.3 Our Way of Life Systematically Destroys Meaning
Example
3.7.3.4 Meaningful Fulfilment at Work
3.8 Self-Management
3.8.1 Human Self-Efficacy
3.8.2 Personal Competence Circle: Strengths and Weaknesses
3.8.3 Time Management and Work Technique
3.8.4 Resilience
3.8.4.1 What Is Resilience?
3.8.4.2 Resilience Factors
Optimism
Acceptance
Self-Efficacy
Personal Responsibility
Network Orientation
Solution Orientation
Future Orientation
3.8.5 Dealing with Failure
3.8.5.1 Failure at Roche and Dyson
Example
3.8.5.2 Personal Assets: Attitude
3.8.5.3 Organisational Aspects
3.8.5.4 Fail Fast
3.9 Personal Communication
3.9.1 What Is Communication?
3.9.2 Axiom Theory
3.9.3 Communication Square
Example
3.9.4 Communication Cycle
Example
3.9.5 Meta-Communication
Example
3.9.6 I and You Message
3.9.7 Feedback
3.9.7.1 Structure of the Feedback
3.9.7.2 Feedback as a Team Development Tool
Examples
Example
3.9.7.3 Feedback Rules
3.9.8 Questioning Techniques
3.9.8.1 Open and Closed Questions
Example
Example
3.9.8.2 Active Listening
Technique and Method
Example
Active Listening as a Basic Attitude and Development Support
Stage 1: Establish Relationship
Stage 2: Formulate Core Statement
Stage 3: Verbalise Emotions
3.9.8.3 Other Question Types
3.10 Personal Development
3.10.1 The Three Living Worlds
3.10.2 Self-Knowledge
3.10.2.1 Personality Typologies
3.10.2.2 Psychometric Methods
3.10.2.3 Belbin
3.10.2.4 Belbin Basics
3.10.2.5 What Is a Team Role?
3.10.2.6 Each Team Role Has Positive and Negative Characteristics
3.10.2.7 Belbin Team Roles to Increase Self-Knowledge
Example
3.10.2.8 MBTI
3.10.2.9 VIA Character Strengths
3.10.3 Coaching
3.10.4 Intervision
3.10.5 Upside or Downside Strategy?
Example
References
Further Readings
4: Leadership
4.1 Leadership and Cooperation
4.2 Leadership: What Is It?
4.3 Different Forms of Leadership
4.4 Leadership Styles and Models
4.4.1 Directive Versus Delegative Leadership Style
4.4.2 Situational Leadership Model
4.4.3 Leadership Without Authority to Issue Directives
4.4.3.1 Organisational Framework
4.4.3.2 Personal Framework
Example
4.4.3.3 Team Frame
4.4.3.4 Friction Points in Leadership Without Authority to Issue Directives
Example
4.4.4 Positive Leadership in Projects
4.4.5 Tips for Remote Leadership
4.5 Self-organisation, Specific Characteristics in the Agile Project
4.5.1 Principles and Requirements for Self-organisation
4.5.2 What Does Self-organised and Agile Working Mean?
4.5.3 How Does Self-direction and Leadership Work in Self-organisation?
Example
4.5.4 Decide on Procedures and Solutions in Their Own Competence
4.5.5 Important Factors for Self-organisation to Succeed and Be Effective
Example
4.6 Leading with Goals
4.6.1 Management by Objectives MbO
4.6.2 Leading by Objectives and Key Results (Management by OKR)
Example
4.7 Delegation
4.7.1 Decision-Making Process in the Delegation
4.7.2 Delegation as a Recurring Process in Project Management
Example
4.8 Task, Competence, Responsibility (TCR)
4.9 Power and Authority
4.9.1 Empowerment and Seizure: Power Is Based on Relationship
4.9.2 Traditional Sources of Power
4.9.3 Other Sources of Power in Project Management
4.9.4 Projects Always Need Borrowed Power
4.9.5 Sources of Power: Between Person and Institution
4.9.6 Authority
Example
4.10 Negotiation
4.10.1 Negotiations in Project Management
4.10.2 What is a Negotiation?
4.10.3 Negotiation Cycle
4.10.3.1 Preparation
Example
4.10.3.2 Optimal Negotiation Strategy and Tactics: Situational
4.10.3.3 Negotiation
4.10.3.4 Evaluation and Controlling
4.10.4 Conducting a Negotiation According to the Harvard Concept
4.10.4.1 Separation Between Person and Topic
4.10.4.2 Interests Instead of Positions
4.10.4.3 Possibilities
4.10.4.4 Fair Criteria
4.10.4.5 Selection According to the BATNA Principle
4.11 Moderation
4.11.1 Iceberg Model
4.11.2 Phases of Moderation
4.11.3 Responsibility and Competences of the Moderator
4.11.4 Checklist for the Preparation of a Moderated Session
4.12 Communicate Effectively with Virtual Teams
References
Further Readings
5: Teams
5.1 Aspects of Teams and Groups
5.1.1 What Distinguishes Teams from Working Groups?
5.1.2 Composition of the Project Team
5.2 Dynamics in Teams
5.2.1 Forming: Orientation
5.2.2 Storming: Discussion
5.2.3 Norming: Familiarity
5.2.4 Performing: Working in the System
5.2.5 Adjourning: Farewell and Separation
5.2.6 Dynamics and Interaction
5.3 Roles in the Project Organisation
5.3.1 ``Line-up´´ in Teams: Position and Role
Example
5.3.2 Role Carrier and Role Sender
5.3.3 The Role as a Link Between Organisation and Person
Example
Example
Example
Example
5.4 Influencing Factors for Successful Cooperation
5.4.1 Psychological Safety
5.4.2 Positive Psychology and What Distinguishes High Performance Teams from Others
5.4.3 Belbin Team Roles
5.4.4 Radical Collaboration
5.4.5 Multicultural Cooperation
Example
Example
Example
5.4.6 Organisational Constellations
5.5 Change and Resistance
5.5.1 Change and Transformation
5.5.1.1 Change: Solving Problems
Example
5.5.1.2 Transformation: Finding Solutions
Example
5.5.2 Mind Change
5.5.3 The Human Being and Change
5.5.4 ``Formula´´ of Change
Example
5.5.5 Readiness for Change in Organisations
5.5.6 Psychology and Factual Logic in Projects
5.5.7 Willingness to Shape and Cooperate
5.5.8 Change Process Model
5.5.8.1 Phases of Change
5.5.8.2 Non-simultaneity of Change
5.5.9 Dealing with Resistance
5.5.9.1 Positive and Negative Connotation
5.5.9.2 Is Resistance a Synonym for Conflict?
5.5.9.3 Forms of Resistance
5.5.9.4 Dealing with Resistance
5.5.9.5 Interventions in Case of Resistance
5.5.10 Procedure in Change Projects
5.6 Conflict Management and Crises
5.6.1 What Is Conflict?
5.6.2 Origin and Symptom: The Systemic Phenomenon
Example
Example
Example
5.6.3 Conflict Syndrome
5.6.4 Conflict Symptoms
5.6.5 Potential of Conflicts
5.6.6 Types of Conflict in Project Management
5.6.6.1 Goal Conflict and Conflict of Interest
5.6.6.2 Distribution Conflicts and Resource Conflicts
5.6.6.3 Structural and Organisational Conflict
5.6.6.4 Evaluation Conflict and Procedure Conflict
5.6.6.5 Role Conflict
5.6.6.6 Personal Conflict
5.6.6.7 Relationship Conflict (Social Conflict)
5.6.6.8 Conflict of Values
5.6.7 Conflict Diagnosis
5.6.7.1 Forming Hypotheses Instead of Wanting to Know
5.6.7.2 Forms of Expressions of Conflicts
5.6.7.3 Conflict Styles
5.6.8 Models for Conflict Diagnosis
5.6.8.1 Conflict Escalation Levels
5.6.8.2 Layer Model
5.6.8.3 Questions for Conflict Diagnosis
5.6.9 Conflict Resolution
5.6.9.1 The Aim of Conflict Management
5.6.9.2 Restoring Self-control
5.6.9.3 Conflict Resolution Process
Example
5.6.9.4 Harvard Concept in Conflict Management
Example
5.6.10 Conflict Resolution Depending on the Type of Conflict
5.6.10.1 Goal Conflicts and Conflicts of Interest
5.6.10.2 Distribution Conflicts and Resource Conflicts
5.6.10.3 Structural Conflicts and Organisational Conflicts
5.6.10.4 Evaluation Conflicts and Procedure Conflicts
5.6.10.5 Role Conflict
5.6.10.6 Personal Conflict
5.6.10.7 Relationship Conflict (Social Conflict)
5.6.10.8 Conflict of Values
Example
5.6.10.9 Summary of Conflict Resolution
5.6.11 Conflict Prevention
5.6.11.1 Project Management Methodology
5.6.11.2 Disruptions Have Priority
5.6.11.3 Conflict Skills and Frustration Tolerance
5.6.12 Dealing with Crises
5.6.12.1 Internal Causes of Crisis
5.6.12.2 External Causes of Crisis
5.6.12.3 Leadership and Communication
5.7 Finally
References
Further Readings
6: Reference List for the Individual Competence Baseline (ICB) from IPMA (International Project Management Association)
Index