Il Project Management nell ICT

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1 Il Project Management nell ICT Pier Luigi Guida Dipartimento di Informatica

2 Pier Luigi Guida, PRINCE2 Practitioner, PMP, PgMP Project e Manager, con esperienza anche internazionale di oltre 25 anni Coodinatore GdL UNI Project Management Project Manager Certificato, PMP, PgMP, Prince 2 Practitioner Consulente, formatore training cooperativo Dirigente d azienda (Rete Ferroviaria Italiana, sino a 2014) Ingegnere, spcializzato in informatica Autore di testi e numerosi articoli nel campo della ricerca operativa, trasporti e project management (anche pubblicati su riviste scientifiche refereed) Autore del volume Il Project Management secondo la noma UNI ISO (Franco Angeli, 2015)

3 Indice del seminario Elementi metodologici del program(me) management Un esperienza applicativa Lessons Learned

4 Riferimenti metodologici The Standard for management (PMI) Managing Successful s (OGC, Axelos) Norma ISO (in corso di elaborazione) Riferimento 1^ parte del Seminario Agile me Management (DSDM) Altri Riferimento «Ruoli e Responsabilità»

5 Dimensions Dimensions (*) help: get insights into program characteristics Strategy Alignment study the program methodology Performance Domains Governance Life Cycle Management Benefits Management Supporting processes (mapped onto Life Cycle) Stakeholder Engagement Integration Definition Delivery Closure Scope Schedule (*) Dimension is not formally defined in the Reference by Project Management Institute, introduced here for study purposes. Finance Quality Risk Procurement Resourcea Communcations

6 Management Performance domains Complementary groupings of related areas of activity, concern, or function Strategy Alignment that uniquely characterize and differentiate the activities found in one performance domain from the others within the full scope of program management work. Governance Life Cycle Management Benefits Management Stakeholder Engagement

7 Management Performance Domains 1. Strategy Alignment: Identifying opportunities and benefits to achieve the organization s strategic objectives through program implementation. 2. Benefits Management: Defining, creating, maximizing, delivering, and sustaining the benefits provided by the program. 3. Stakeholder Engagement: - Capturing and understanding stakeholder needs, desires, and expectations, - analyzing the impact of the program on stakeholders, - gaining and maintaining stakeholder support, - managing stakeholder communications, and - mitigating/channeling stakeholder resistance. 4. Governance: managing all of the program activities related to program definition, program benefits delivery, program closure.

8 framework The Vision and Mission determine high level «why» and «how» of a program The Life Cycle domain puts into time perspective the program plan, benefits and deliverables (outcomes, goals) Vision Mission Organizational Strategy Strategic Alternatives Portfolio Strategy Benefits Life Cycle Stakeholder Governance Definition Delivery Closure Subprograms Projects Other Work

9 Life Cycle Management Definition: the result of an organization s plan to fulfill strategic objectives or achieve a desired state within an organization s portfolio. The primary purpose is to: - progressively elaborate the strategic objectives of the program - define the expected program outcomes - seek approval for the program. Benefits Delivery: Throughout this iterative phase, program components are planned, integrated, and managed to facilitate the delivery of the intended program benefits. Closure: the purpose is to execute a controlled closure of the program. phases: Definition Benefits Delivery Closure

10 Life Cycle major phases and activities Definition Benefits Delivery Closure Component Planning and Authorization Formulation Preparation Component Oversight and Integration Transition Closeout Component Transition and Closure s can be organized into: Sub-programs Components Projects Other works

11 is different than Project Pograms can be «emergent» can be open end (closing not yet settled at initiation) management can have attitude to change schedule and scope in order to take opportunities and respond to environmental risks and ambiguities (*) managers can take responsibility to manage (i.e. change & control) program schedule etc. over project «priorities» (*) Uncertainty: lack of information, difficulty of predicting cause-effect relationship. Typically unknown. Ambiguity: number of possible solutions and stakeholders without clear path. Objectives likely to change over time. (Ref. Thiry M., Management, Gower, 2010)

12 management deliverables (definitions) Business Case: includes major program milestones as top decision elements plan: includes vision, mission, benefits, goals, objectives, program structure, specific plans, roadmap roadmap: chronological representation of program intended direction, key depedencies and milestones, linkage with business strategy, success criteria, risks management plan: the full set of documents required to (how to) manage a program master schedule: top level definition of component schedules and dependencies, including external ones Others: process specific

13 management deliverables Business Case Plan Roadmap Management Plan Master Schedule Business Case Plan Roadmap Management Plan Master Schedule Environmental Assessments

14 Roadmap Project P4 G P3 C E P2 B D Components C1 A F

15 Benefits Subprograms, Projects and Other Work Discrete Benefits Component Benefit Benefit Subprogram Benefit Benefit Component Benefit Component Benefit Benefit Benefit Consolidated Benefits Sustained Benefits Component Benefit Benefit Component Benefit Benefit Component Benefit Definition Benefits Delivery Closure

16 Overview Strategic Objective Business Strategy Realized Value s can be adaptive to pursue business strategy Formulation Definition Adaptive Change Delivered Value Preparation Benefits Delivery Component Planning and Authorization Component Oversight and Integration Adaptive Change Component Transition and Closure mangers can be more adaptive and risky than project managers (in addition to other competencies in the performance domains) Closure Transition Closeout

17 processes Supporting Processes Life Cycle Phase Definition Benefits Delivery Closure 8.1 Communications Management 8.2 Financial Management 8.3 Integration Management 8.4 Procurement Management 8.5 Quality Management 8.6 Resource Management Communication Planning Information Distribution Performance Reporting Cost Estimated Financial Framework Establishment Financial Management Plan Development Initiation Management Plan Development Infrastructure Development Component Cost Estimation Cost Budgeting Financial Monitoring and Control Execution Management Performance Monitoring and Control Procurement Planning Procurement Procurement Administration Quality Planning Quality Assurance Quality Control Resource Planning Resource Prioritization Resource Interdependency Management 8.7 Risk Management Risk Management Planning Risk Identification Risk Analysis Risk Response Planning Risk Monitoring and Control 8.8 Schedule Management Schedule Planning Schedule Control 8.9 Scope Management Scope Planning Scope Control Financial Closure Transition and Benefits Sustainment Closure Procurement Closure

18 me Roles and Responsibilities Business program owner Business Change owners manager Change/Technical architects Support office (PMO) Stakeholder engagement coordinators Project managers Project teams Specialists Change agents Source: AgilePgM (DSDM Consortium)

19 Caso applicativo mazione dei Servizi di Trasporto Ferrovario Esperienza applicativa di nascita e sviluppo del programma Lessons Learned

20 Caso applicativo Processi «commerciali» tradizionali e manuali Informazioni al pubblco Altri processi di programmazione tramite scambio dati e applicazioni manuali Impresa verticalmente integrata Processi Circolazione (prime sale operative «manuali») Processi «Orario» Data Base Progettazione Orario Modello Rete Manutenzione dell Infrastruttura 1986 mazione Servizi di Trasporto Ferroviario

21 Caso applicativo Processi commerciali Informazioni al pubblco Impresa ferroviaria(if) Scambio Dati Studi e prototipi di Ricerca Operativa Processi normativi e organizzativi Turnazione Veicoli Equipaggi Gestore Infrastruttura (GI) Processi Circolazione Gestione e Controllo Processi programmazione GI Scheda Treno Processi «Orario» Data Base Progettazione Orario Prescrizioni di Movimento 1986 Modello Rete Processi di manutenzione dell Infrastruttura mazione Servizi di Trasporto Ferroviario 2016

22 Caso applicativo Processi commerciali Informazioni al pubblco Impresa ferroviaria(if) Scambio Dati Studi e prototipi di Ricerca Operativa Processi normativi e organizzativi Turnazione Veicoli Equipaggi Gestore Infrastruttura (GI) Processi Circolazione Gestione e Controllo Processi programmazione GI Scheda Treno Processi «Orario» Data Base Progettazione Orario Prescrizioni di Movimento 1986 Modello Rete Processi di manutenzione dell Infrastruttura mazione Servizi di Trasporto Ferroviario 2016

23 Caso applicativo Processi commerciali Informazioni al pubblco Vendita Servizi Impresa/e ferroviaria/e (IF) Scambio Dati Turnazione Veicoli Equipaggi Gestione operativa Processi normativi e organizzativi Applicazioni Tablet Gestore Infrastruttura (GI) Processi Circolazione Gestione Controllo Performance Regime Processi programmazione GI Scheda Treno Prescrizioni Movimento FERTAB Processi «Orario» Data Base Progettazione Orario Accesso all infrastruttura Prospetto Integrato Rete Registro Infrastruttura 1986 Processi di manutenzione e investimenti dell Infrastruttura Modello Rete consolidato mazione Servizi di Trasporto Ferroviario Asset and Facility management BIM

27 Lessons Learned T O U

28 Lessons Learned Uomo Tecnnologia Sistema delle Competenze Organizzazione

29 Lezioni apprese nel program management ICT Sponsorship Elevato grado di simbosi gestionale fra l organizzazione committente e quella di sviluppo Massimo valore delle «comunicazioni aperte» e sviluppo di altri valori Utilizzo di «metodi agili» (maturazione tecnologica, governance della qualità, produrre valori incrementali, time boxing, empowerment del team)

30 Lezioni apprese nel program management ICT Crescere nelle competenze di business «Stare sul campo» Saper accettare i rischi Sviluppare le aree di Comunicazione e «Sponsor Management»

31 Buon program management Grazie! ing. Pier Luigi Guida PRINCE2 Practitioner, PMP, PgMP