Project Management workshop (Italian)
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Roma, 26 Febbraio 2011
UNA TESTIMONIANZA DI PROJECT MANAGEMENT
PAOLO MARCHIORO, DEVOTEAM
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Agenda
• Presentazioni
• Storia di un progetto
• Lesson Learned
• Tavola Rotonda
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
PRESENTAZIONI
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
EMEA System Integration &
Consultancy
Devoteam Group founded in 1995
More than 4500 employees
Offices in 23 countries in EMEA
Long-term annual growth (>30%)
460M sales & 6,2% Operating Margin in 2009
Il Gruppo Devoteam
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Paolo Marchioro
• Toscano• 36 anni• Ingegnere TLC• Da 10 anni in Devoteam• Professionista dell’ICT• Curioso di molto altro
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Cosa voglio raccontarvi
TRA I PIU’ INNOVATIVIE COMPLETI PROGETTI DI UNIFIED COMMUNICATIONATTUALMENTE IN ESSERE IN ITALIA
ICT powered by
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Come voglio raccontarvelo
• Focus su prospettiva dell’esperienza
• Focus su prospettiva del management
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
STORIA DI UN PROGETTO
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Genesi di un progetto in Devoteam
OpportunitàCommerciale
Pre-vendita Tecnica & Commerciale
OffertaTecnica/Economica
Valutazione/NegoziazioneOrdine
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Step 1: Project Manager e Technical Director
OrganizzarePianificare
DirigereValutare
Controllare
DefinireValidareValutare
Supportare
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Step 2: Ambito di progetto e WBS
ESPRESSIONE DI “COSA” DEVE ESSERE REALIZZATO
Offerta/Ordine Meeting internoDefinizione Ambito
Meeting clienteCondivisione Ambito
Solution Description (SoDe)WBS
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Step 3: l’organizzazione di progetto 1/2
DISEGNO ORGANIZZAZIONE SULLA BASE DELLA WBS
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Step 3: organizzazione di progetto 2/2
ESPRESSIONE DI “COME” IL “COSA” DEVE ESSERE REALIZZATO
• Documentazione
• Comunicazione
• Processi
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Step 4: Pianificazione
ESPRESSIONE DI “QUANDO” IL “COSA” DEVE ESSERE REALIZZATO
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Step 5: lo staffing di progetto
ESPRESSIONE DI “CHI” REALIZZERA’ “COSA”
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Step 6: kick-off di progetto
KICK OFF INTERNO ED ESTERNOCONDIVISIONE PROCESSI, INTERFACCE, SCADENZE, PROTOCOLLI
PRIMO MOMENTO DI AGGREGAZIONE DEL TEAM.
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Ciclo di vita di un progetto
TECNICAMENTE UN PROGETTO E’ UN INSIEME DI PROCESSI INTEGRATI
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
LESSON LEARNED
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
La coperta “corta” di progetto
COSTI
AMBITO TEMPI
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Innovazione e Rischio
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
La trappola del GANNT
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
MANTENERE ALTO IL FOCUS DEL TEAM
• Kick off meeting• Incontri periodici SAL • Project Team work place• Condivisione dei risultati intermedi• “Non mi interessano le scuse, io guardo il
comportamento”
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Controllo e Delega
CONTROLLODELEGA
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
A proposito di comunicazione
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
TAVOLA ROTONDA