SPECIAL EDEN DOCTORAL SEMINAR THE NINE SCHOOL OF PROJECT MANAGEMENT LILLE, AUGUST 18-22, 2008

SPECIAL EDEN DOCTORAL SEMINAR THE NINE SCHOOL OF PROJECT

MANAGEMENT

LILLE, AUGUST 18-22, 2008

PROPS – Ericsson's approach on project management

Nicoleta Lungu

Academy of Economics Studies,

Bucharest, Romania


Bucharest, Romania

AGENDA IntroductionScenarioPROPS-C OverviewPROPS-C Structure and principlesProject categoriesPROPS Framework Business Perspective Human Perspective PROPS Project Life Cycle Model PROPS Project Organization Model

Knowledge areas

Nicoleta Lungu - Ericsson & Academy of Economics Studies, Bucharest, Romania2

Introduction

3Nicoleta Lungu - Ericsson & Academy of Economics Studies, Bucharest, Romania

Why a Project Management model?

“Companies that have a consistent approach to managing projects, can perform their projects at a cost 75% less than companies that leave project management practices up to individual project managers“ The Fast Forward MBA in Project Management, by Eric Verzuh

Ericsson as a project oriented company

80% of the employees are working in projects

≈ 3500 project managers and 150 PM Office managers

PROPS – Basics

PROPS – PROject for Project Steering – the name of the project that developed the first version of PROPS in late 80s

Ericsson’s general model available for all types of project within the organization

Three PROPS applications in Ericsson:

PROPS-C: Customer Project Management – time to customer iPROPS: R&D Project Management – time to market ePROPS: Internal Project Management – supporting projects

In line with the PMI standards

Also adapted in other companies like Volvo, Saab, Teliasonera, etc.


Let’s imagine…

First day as a Project Manager in Ericsson

No relevant experience with PROPS and the first assignment will start soon

Panic? Of course, not!

PROPS is as simple as that!


Project Life Cycle Model

Project Organization Model

Business Perspective

Human Perspective


PROPS – Structure and Principles

Features Color-coding PROPS key elements Templates, tools and techniques PROPS applications Web sites

Colour coding Red – long-term business direction Blue – project management Yellow – operative work and

responsibilities Green – project outcome


PROPS – Structure


Project steering process

Project work model

Project management process

Project categories

Project categorization based on: Complexity Risk Size Environment

9 Nicoleta Lungu - Ericsson & Academy of Economics Studies, Bucharest, Romania

ESPM(Senior)

EPPM(Principal)

Small and non-complex Large and complex

Project Manager competence requirements based on the Ericsson PM Career Guide

EPM(Experienced)

ESPM(Senior)

PM(Assessed)

ESPM(Senior)

EPPM(Principal)

EPM(Experienced)

ESPM(Senior)

Type A Type B

PM(Assessed)

EPM(Experienced)

Type DType C

ESPM(Senior)

EPPM(Principal)

EPM(Experienced)

ESPM(Senior)

ESPM(Senior)

EPPM(Principal)

PM(Assessed)

EPM(Experienced)

EPM(Experienced)

ESPM(Senior)

ESPM(Senior)

EPPM(Principal)

PM(Assessed)

PM(Assessed)

EPM(Experienced)

EPM(Experienced)

ESPM(Senior)

ESPM(Senior)

EPPM(Principal)

Project Life Cycle Model

Project Organization Model

Business Perspective

Human Perspective


PROPS – The Framework

Business perspective – focus on customer needs

Multiple projects -> same business direction -> customer satisfaction -> efficient resource allocation

Key elements:Project managementProject portfolio managementThe customer


Human perspective

Individual employee – one of the most important organization assetsCommon project cultureTeamwork and leadershipHigh level of competence and capacity

12 Nicoleta Lungu - Ericsson & Academy of Economics Studies, Bucharest, Romania

PROPS Project organization model


WHO is responsible for doing WHAT is the project

Project Steering Function Project Sponsor Project Steering Group Project Portfolio Owner

Project Management Function Project Manager

Project Execution Function Subproject Manager Resource Work Package Teams Receiver

PROPS Project life-cycle modelWHAT to do and WHEN to do Project Steering Process Project Management Process Project Work Model


Project work model

Project management process

Project work model

Project steering process

Project work model

Project Steering ProcessTollgates A tollgate is a pre-defined business decisions during a

project. TG1 - Decision to start the project planning work. TG2 - Decision to start project execution. TG3 - Decision to continue execution according to original or revised plan. TG4 - Decision to start hand-over of the first part of project outcome to the

receivers and the customer. TG5 - Decision to start the project conclusion after acceptance of project

outcome.


Project Management Process

1. Project Analysis PhaseCustomer project assessmentCore 3 Team

Customer Account Responsible Solution Responsible Project Manager

2. Project Planning PhaseProject is outlined


Project Management Process

3. Project Execution PhaseEstablishmentRealisationHand-over

4. Project Conclusion PhaseLessons LearnedProject closure


Project Work Model


Milestones A milestone is an intermediate objective that defines an important and

measurable event or deliverable in the project and represents a result that

must be achieved at a given point in the project flow. MS1 - Ready for project planning MS2 - Ready for project execution MS3 - Ready for continued project execution MS4 - Ready for hand-over of first part of project outcome MS5 - Ready for start of project conclusion MS6 - Ready for project closure

10 Knowledge areas


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That was it!

Simple, isn’t it?

Thank you !

[email protected]


Bucharest, Romania

SPECIAL EDEN DOCTORAL SEMINAR THE NINE SCHOOL OF PROJECT MANAGEMENT LILLE, AUGUST 18-22, 2008

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