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Risk Management
INTRODUCTION TO PM
Presented by Dawid
Świątkiewicz
MAIN POINTS
Risk
SUBJECT
Risk matrix
OVERVIEW
Responses
RISK MANAGEMENT
Why ?
A project manager's work should
not focus on dealing with problems.
It should focus on preventing them
An uncertain event or
condition that, if it
occurs, has o possitive
or negative effect on
one or more project
objectives.
RISK
MATRIX
HOW TO
RESPOND?
• Resolved: The risk is determined to not be a threat at this time.
No further action is required.
• Owned: The risk cannot be resolved within the meeting, so a
member of the team is selected to ‘own’ the handling of that risk.
This person is responsible for making sure that this risk is
appropriately managed.
• Accepted: The risk cannot be resolved, so it must be accepted as-
is and dealt with as necessary.
• Mitigated: A plan needs to be formulated to eliminate the threat
of the risk.
CASE STUDY
1. Brainstorm- all potential risks
2. Risk Evaluation
3. Mitigation plan
Project nature and risk
management
INTRODUCTION TO PM
Presented by Dawid
Świątkiewicz
HOW TO DEFINE A PROJECT
HOW TO DEFINE PROJECT
PROJECT IS TEMPORARY ENDEAVOR

UNDERTAKEN TO CREATE A UNIQUE
PRODUCT, SERVICE OR RESULT.
PROJECT
PROJECTS ARE UNDERTAKEN TO

FULFILL OBJECTIVES BY
PRODUCING DELIVERABLES.
As an outcome toward
AN which work is to be
directed
OBJECTIVE IS A strategic position to
be attained
·A purpose to be
achieved
·A result to be obtained
A product to be
produced, or a service to
be performed.
DELIVERABL E
Any unique and verifiable
product, result or capability to
perform a service that is required
to be produced to complete a
process, phase or project.
Deliverables may be tangible or

intangible.
Deliverable=Business value
Tangible Intangible
Monetary assets, Goodwill,
Stockholder equity, Brand,
Utility, Public benefit,
Fixtures, Trademarks,
Tools, Strategic alignment,
Market share Reputation.
PROJECT'S TRIANGLE
SCOPE
TIME COST
PROJECT
CONSTRAINTS
• Scope,
• Cost,
• Time,
• Resource,
• Risk,
• Quality,
• Customer satisfaction.
The project’s objectives have been achieved.
The objectives will not or cannot be met.

WHEN THE
Funding is exhausted or no longer available
PROJECT IS
for allocation to the project
ENDED?
The need to the project no longer exists.
The human or physical resources are no

longer available.
The project is terminated for legal cause or
convenience.
From a business perspective, a project is aimed at moving an
organization from one state to another state in order to
achieve a specific objective.
PROJECTS DRIVE CHANGE

We need to know the
current state.
The desired result if

the change driven by
the project is
described by the
future state.
Why we do projects?
Meet Satisfy Create, Implement or

regulatory, Stakeholders improve or fix change
legal, or social reguests or products, business or
requierements needs processes or technological
services strategies
RISK
MANAGEMENT
A project manager's work should not
focus on dealing with problems.
It should focus on preventing them

An uncertain event or
condition that, if it occurs,
has possitive or negative
effect on one or more
project objectives.
Uncertainty is a lack of
Risk ver.
knowledge about an
event that reduces
Uncertainty
confidence in
conclusions drawn from
the data.
Tolerance
Threshold
Appetite
Known risks – Risks that have been identified; if
known risks cannot be managed, they can be
mitigated with the contingency reserve.
Unknown risks – Risks that have not been

identified; if unknown risks occur on the project,
they can be handled with the management
reserve.
DATA GATHERING
Brainstorming
Delphi technique
Interviewing
Root cause analysis

RISK
MATRIX
HOW TO
RESPOND?
• Exploit- Add work or change the project
to make sure the opportunity occurs.
• Enhance- Increase the likelihood

(probability) and/or positive impacts of
the risk event.
• Share- Allocate ownership of the

opportunity to a third party (forming a
partnership, team, or joint venture) that is
best able to achieve the opportunity.
• Avoid- Eliminate the threat by eliminating
the root cause g. reduce scope or remove
the work package
• Mitigate- Reduce probability or the impact

of a threat. Options for reducing the
probability are looked for separately from
options for reducing the impact
• Transfer (deflect – allocate)- Make another

party responsible for the risk by purchasing
insurance, performance bonds, warranties,
guarantees, or outsourcing work
• Escalate- If it's outside the scope of
project or beyond project manager's
authority.
• Accept- Active acceptance may involve

the creation of contingency plans to be
implemented if the risk occurs and the
allocation of time and cost reserves to the
project.
Passive acceptance leaves actions to be

determined as needed, if (after) the risk
occurs
WORDS TO REFLECT ON
Management is, above all, a practice

where art, science, and craft meet
HENRY MINTZ BE RG
Project stakeholders
Innovation management
Presented by Dawid
Świątkiewicz
STAKEHOLDERS
Stakeholders
THOSE WHO HAVE A STAKE OR AN

INTEREST IN A PROJECT OR STRATEGY
UNDERTAKEN BY A COMPANY OR AN
ORGANISATION, THEY WILL BE AFFECTED
IN SOME WAY BE THE PROJECT AND SO
HAVE AN INTEREST IN INFLUENCING IT.
1 5 K M VER . 3 6 K M
390 MILLION VER .
6 5 9 M ILLION
6 YEARS LONGER
Strategic reasons for consulting with stakeholders
HOW TO DEVELOP Who needs to be consulted?

THE PLAN?
The most effective methods of communicating with
stakeholders
Who within the company is responsible for what activities
Opportunities to collaborate to ensure key project

messages are consistent
How will the results be captured, tracked, reported and

disseminated
KEEP MANAGE
SATISFIED CLOSELY
POWER
MONITOR KEEP
INFORMED
INTEREST
MANAGE CLOSELY
High power, highly interested people: you

must fully engage these people, and make the
greatest efforts to satisfy them.
KEEP MANAGE
SATISFIED CLOSELY
POWER
MONITOR KEEP
INFORMED
INTEREST
KEEP SATISFIED
High power, less interested people : put

enough work in with these people to keep
them satisfied, but not so much that they
become bored with your message.
KEEP MANAGE
SATISFIED CLOSELY
POWER
MONITOR KEEP
INFORMED
INTEREST
KEEP INFORMED
Low power, highly interested people :

adequately inform these people, and talk to
them to ensure that no major issues are
arising. People in this category can often be
very helpful with the detail of your project.
KEEP MANAGE
SATISFIED CLOSELY
POWER
MONITOR KEEP
INFORMED
INTEREST
MONITOR
Low power, less interested people : again,

monitor these people, but don’t bore them
with excessive communication.
How to engage people?
Unaware
Resistant
Neutral
Supportive
Leading
What does the acronym RACI mean?
Responsible
Accountable
Consulted
Informed
The RACI maps tasks and deliverables against roles on

your project, and decision making and responsibilities
are allocated to each role using the above terms.
Why Should I Care?
Streamlining Communication
Avoiding People Overload
Avoiding Work Overload And Silos
Setting Clear Expectations
INNOVATION
A NE W IDEA , M E TH OD, OR DE VICE ?

An appetite for change
How to be more
INNOVATIVE? Create long-term

strategies
Assign flexible projects
Don’t set unnecessary

deadlines
Inspire people to be
their authentic selves
Incremental innovation- improvements to existing mechanisms.
WHAT IS
INNOVATION? Disruptive innovation: a bold move that rocks the boat.
Architectural innovation: using proven technology in a new

way.
Radical innovation: the mind-blowing stuff that breaks ground.

TYPES OF
INNOVATION
INCREMENTAL INNOVATION
DISRUPTIVE
INNOVATION
Disruptive
innovation
ARCHITECTURAL
INNOVATION
RADICAL INNOVATION
• Resolving recurring problems in the business with
creative solutions.
• Increasing workplace productivity with new

processes and procedures.
• Showcasing business values and highlighting your

qualities.
• Standing out as an innovative business ahead of

the competition.
• Boosting employee morale and improving

business performance as a consequence
• It’s something different and usefulI
• Innovation management is the process of
managing innovative ideas
• Innovation can improve productivity, create
new revenue streams, increase employee loyalty,
save costs
• Successful innovation management will
transform big ideas into reality
• The full lifecycle of innovation management
includes collaboration, ideation, implementation
and value creation
WORDS TO REFLECT ON
There is only one boss. The customer. And

he can fire everybody in the company
from the chairman on down, simply by
spending his money somewhere else.
Sam Walton
Agile Project
Management
Presented by Monika Plichta-Zawada
• Quiz
• Agile Manifesto
Agenda
• Key Agile Methodologies
• Scrum
• DSDM: Principles, Success Factors, Process,
Roles & Responsibilities, Products & Practices
• MoSCoW Prioritization
• Timeboxing
Manifesto for Agile Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Agile
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Manifesto
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Kent Beck James Grenning Robert C. Martin

Mike Beedle Jim Highsmith Steve Mellor
Arie van Bennekum Andrew Hunt Ken Schwaber
Alistair Cockburn Ron Jeffries Jeff Sutherland
Ward Cunningham Jon Kern Dave Thomas
Martin Fowler Brian Marick
© 2001, the above authors

this declaration may be freely copied in any form,
but only in its entirety through this notice.
3
Agile Methodologies
Agile is not a methodology itself - is an umbrella

term that describes several methodologies. Agile
methodologies are evolved from the base of agile
manifesto and principles.
Key agile methodologies and frameworks:
• Scrum Framework
• Extreme Programming which is abbreviated as XP
• Lean
• Kanban
• Rational Unified Process which is abbreviated as
RUP
• Crystal
• Dynamic Systems Development Method -
DSDM
• Feature Driven Development - FDD
4
Scrum
Scrum - a way to implement agile,

intentionally lightweight and simple, but
can be difficult to master. It is intended to
provide a framework for cross-functional
teams to solve complex problems. Is most
often used to manage complex software
and product development, using iterative
and incremental practices.
Scrum roles: ScrumMaster, Product
Owner, Development Team. These roles
work closely on a daily basis, to ensure
smooth flow of information and quick
resolution of issues.
5
Scrum Process
6
4 Scrum ceremonies
Ceremonies provide the framework for teams to get work done in a structured
manner:
Daily Scrum (Daily Sprint
Sprint Planning Sprint Review
Standup) Retrospective
• Purpose: Create • Purpose: Discuss • Purpose: • Purpose: Allow the

the Sprint Backlog progress, Showcase the team to plan
and identify the announce daily work completed improvements in
Sprint Goal commitments and over the course of the next sprint
• Attended by the clarify difficulties the sprint and • Attended by
entire Scrum team • Attended by collect feedback Scrum Master and
Scrum Master and from stakeholders Development
Development • Attended by entire team (product
team (optionally Scrum team + Owner is also
by Product Owner stakeholders, recommended)
and other managers,
stakeholders) customers,
• Max. 15 minutes developers
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What is DSDM?
DSDM (Dynamic System Development

Method) is an Agile method that focuses on
the full project lifecycle and was created in
1994, as a reply to RAD (Rapid Application
Development). DSDM provides more
governance and discipline to this new
iterative way of working.
DSDM’s philosophy says “best business

value emerges when projects are
aligned to clear business goals, deliver
frequently and involve the collaboration
of motivated and empowered people.”
8
Focus on the business need
All decisions made on the project should align with the overall project goals. MoSCoW prioritisation and
timeboxing will help to focus on delivering what the business needs and when it needs it.
Deliver on time
Delivering products on time is important for all projects and is quite often the most important success
factors. Features can vary depending on business priorities but the delivery date must remain the same.
Cooperate and collaborate
Project team should work collaboratively and feel able to make decisions on behalf of those they
represent. Appoint subject matter experts in your team to ensure knowledge is shared. Stakeholders can
share their knowledge with the project team through workshops.
Never compromise quality

In DSDM, the level of quality to be delivered should be agreed at the start. All work should aim to achieve
no more and no less than this agreed upon level. Build in quality by testing deliverables early and
continuously and reviewing constantly.
Build incrementally
DSDM advocates that before committing to serious development, teams must first understand the scope
of the business problem to be solved and the proposed solution. However, not in such detail that the
project becomes paralyzed by overly detailed analysis of requirements.
Develop iteratively
The concept of iterative delivery is at the heart of the DSDM approach. It is rare that anything is created
perfectly the first time, with finer details emerging later rather than sooner. If you embrace change within
your project, you’ll enable your time to work more accurately.
Communicate continuously
Don’t let poor communication affect your project success. Encourage team interaction through daily
stand-ups and workshops. To avoid crossed wires, present your work early and often using models and
prototypes. Always encourage informal, face-to-face communication within the team.
Demonstrate control
It is essential that you can prove you are in control of your project. One way of achieving this is by making 9
plans and progress visible to everyone. Formal tracking and reporting should also be carried out.
Effective Solution Development Team - one of the Success Factors
Solution Development Team is the heart of successful DSDM

projects.
Building an effective team focuses on four elements:

• Appropriate empowerment - each role within the Solution Why these elements are crucial?
Development Team should be empowered to make For example:
decisions based on their expertise, and the team as a
whole - empowered to make decisions within the • If a Business Ambassador does not have the authority to
boundaries agreed during foundations. make simple day-to-day decisions within a timebox (such
as agreeing a Could Have can be dropped), this will cause
• Stability – the Team brings business and technical unnecessary delays while people outside the team have to
knowledge and focuses rather on communication than be contacted and briefed in order to “approve” detailed
documents, so frequent changes may put the project at decisions. This will impact the commitment to deliver on
risk. time.
• Skills – people should be skilled in terms of business
knowledge and technical expertise + they need good
communication skills and the willingness to work with • A DSDM project had a Solution Development Team of 30.
others. Each daily stand-up took over 1 hour (2 minutes per
person), so each day this stand-up equated to 30 hours of
• Size - DSDM teams rely on informal communication. Thus, project time used. And the value of communication in such
the optimum size is seven +/- two people. a large group was extremely limited.
10
DSDM Process
• Pre-Project Phase - ensures that only the right projects are

started, based on a clearly defined objective.
• Feasibility Phase – establishes whether the proposed
project is likely to be feasible from a technical perspective
and whether it appears cost-effective from a business
perspective.
• Foundation Phase - the aim is to understand the scope of
work, how it will be carried out, by whom, when and where.
• Evolutionary Development Phase – the purpouse is to
evolve the solution (practices used: Iterative Development,
timeboxing, and MoSCoW prioritisation, Modelling and
Facilitated Workshops).
• Deployment – means putting what has been assembled
(one or more Solution Increments) into an operational use.
• Post-Project Phase - checks how well the expected
business benefits have been met.
11
Roles and Responsibilities
The color scheme:
Orange - business interests, roles representing the
business view.
Green - solution/technical interests, roles representing
the solution/technical view.
Blue - management interests, roles representing the
management/leadership view.
Grey - process interests, roles representing the process
view.
Important:
Project Manager leaves the detailed planning of the
actual delivery to the Solution Development Team. He
presents a facilitative style rather than a “command and
control” style.
Team Leader ideally acts as the servant-leader for the
Solution Development Team and ensures that it
functions as a whole and meets its objectives. This is a
leadership role rather than a management role and the
person holding it will ideally be elected by peers as the
best person to lead them through a particular stage of
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the project.
DSDM Products & Practices
Products:
Practices:
Timeboxing: DSDM breaks down the project into smaller
items that each have a budget, timeframe and prioritized
requirements
MoSCoW: The prioritizations groups used to rank items from
highest level of importance to the lowest - Must Have, Should
Have, Could Have, and Won’t Have.
Modelling and Iterative Development: Modelling helps to
visualize different aspects of the project. This helps to
present each item in development and allow for iterative
development by providing regular feedback and
implementing improvement.
Prototyping: It is a way to map out the basic functions,
discover weaknesses and allow users to test run the
software.
Workshops: Users and stakeholders are brought together to
discuss requirements, issues, results, and testing. Testing is
hugely important for DSDM, as it ensures high quality results.
13
MoSCoW Prioritization
MoSCoW is a prioritization technique for helping to
understand and manage priorities:
• Must Have - provide the Minimum Usable SubseT
(MUST) of requirements which the project For example:
guarantees to deliver. Without them the project
cannot deliver a viable solution. Even if a Must Have requirement for an IT solution is
• Should Have - important but not vital, without them the facility to archive data, it is very likely that the
the solution is still viable but may need some kind of solution could be used effectively for a few months
workaround. without this facility being in place. In this case, it is
sensible to make the archive facility a Should Have or a
• Could Have - wanted but less important. When e.g.
the deadline is at risk, one or more of the Could Could Have for the first Project Increment even though
haves would be dropped from the timeframe. delivery of this facility is a Must Have before the end of
the project. Similarly, a Must Have requirement for a
• Won’t Have this time Project Increment may be included as a Should Have or
Requirements may have three levels of priority: a Could Have (or a Won't Have) for an early Timebox.
• MoSCoW for the project
• MoSCoW for the Project Increment
• MoSCoW for this Timebox
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Timeboxing as Key Practice
Timebox is a fixed period of time, at the end of one or more deliverables are delivered. At the end of a
Timebox, progress and success is measured by completion of products (requirements or other
deliverables) rather than completing a series of tasks.
Structured timebox A free format timebox
Application of the timeboxing practice (described above) in conjunction with the practice of MoSCoW
prioritisation ensures each Timebox delivers a fit-for-purpose product in the agreed timeframe.
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THANK YOU
16
CHANGE
MANAGEMENT &
LEADERSHIP
• Change Management – Rules & Concepts
• Prosci Benchmarking Data
Agenda
• 3 Levels of Change
• ADKAR® Model
• Project Success Formula
• Change Management vs Project Management
• Leadership
Change management is the
application of processes and tools
to manage the people side of
change from a current state to a
new future so that:
THE DESIRED RESULTS FROM

THE CHANGE ARE ACHIEVED
3
1. We change for a reason – e.g. revenue growth,
improved customer satisfaction, reduced costs, better
product or service quality.
2. Organizational change requires individual change
and it depends on ultimate utilization of the change,
speed of adoption and proficiency.
3. Organizational outcomes are the collective results
of individual change – without engagement of each
employee that must do his/ her job differently we lack
benefits from change.
4. Change management is an enabling framework for
managing the people side of change – it helps to
adopt new values, skills and behaviors so that business
results are achieved.
5. We apply change management to realize benefits
and desired outcomes of change – to increase the
probability that the future state is realized.
4
 Change agents must be conscious of both a sender’s
meaning and a receiver’s interpretation.
 Employee resistance is the norm. Expect some
employees to never support the change.
 Visible and active sponsorship is necessary for
success.
 Value systems and the culture of the organization
have a direct impact on how employees react to
change.
 The size and type of the change determines how
much and what kind of change management is needed
(small change = change management is unnecessary).
 Good solution or right answer is not enough to
implement change and does little to mitigate resistance.
 Employees go through the change process in stages
and go through these stages as individuals.
5
WHAT
RESEARCHES
SAY?
6
More effective CM = higher probability of achieving results
7
More effective CM = higher probability of keeping the budget
Percent of Projects Realized in Planned Budget
8
More effective CM = higher probability of keeping the time
Percent of Projects Realized in Planned Time
9
Individual Organizational Change
Change Change Competency
Management Management is the business
is the proces of is the manager’s culture that expects
helping individuals view of change – change and reacts
understand, cope the process, with the
with and thrive in activities and tools understanding,
a changing used within perspectives, tools
environment. organization to and techniques to
make a change make it successful.
successful. It treats change as
„business as usual”.
10
Individual Change Management is valuable to: Individual
Change
Management
 Manage personal transitions and use

as a coaching tool for managers to use
with their employees.
 Focus conversations, especially when
dealing with resistant employees.
 Diagnose gaps in the change
management program for each group
or department.
 Identify corrective actions based on
specific desired results.
11
Individual
It is used for individual change management Change
Management
https://blog.prosci.com/use-adkar-to-reinforce-handwashing-behaviors 12
Effective Change Management Process Organizational
Change
Management
• Define your change management strategy

• Prepare your change management team
Preparing • Develop your sponsorship model
for change
• Develop change management plans (communication, coaching

and training plans, sponsor roadmaps, resistance management plans)
Managing • Take action and improvement plans
change
• Collect and analyze feedback

• Diagnose gap and manage resistance
Reinforcing • Implement corrective actions and celebrate successes
change
13
Change Management Scalling Organizational
Change
Management
Change
resistant
organization
High risk – more change
Medium – high risk
management needed
Low risk – less change

Medium- low risk
management needed
Change-able
organization
Small, Large,
incremental change disruptive change
14
Change Management Plans Organizational
Change
Management
Each of the plan is built to enable each

employee impacted by the change to
transition successfully to the desired
future state:
• Communication plans
• Coaching plans
• Training plans
• Sponsor roadmaps
• Resistance management plans
15
Why You Should Plan Communication? Organizational
Change
Management
• 80% appear problems due to lack

of communication
• Number of channels = n(n-1)/2
16
Communication Plans Organizational
Change
Management
Always plan the right messages to the right people and at the right time
About the change ->

About the impact ->
About the business while employees Project schedule (when
together with details on
today ->early stages understand business available)
change
reasons for the change
• The current situation • The vision after the • Change is not a choice • Timeframe, major
and the rationale for change takes place • The impact on day-to- milestones and
the change • Objectives and scope day activities deliverables
• Trends of the change • WIIFM –What’s in in for • When new information
• The risk of not making • How big is the change, me? (employee will be available and
the change who is impacted and perspective) how it will be
the basics of what is • Expected behaviors communicated
changing and activities • Key decision points
17
Communication Management Plan Sample Organizational
Change
Management
Type Objectives Medium Frequency Audience Owner Deliverables
Kickoff Introduce the project team and • Face to Face Once • Project Sponsor Project • Agenda
Meeting the project. Review project • Project Team Manager • Meeting
objectives and management • Stakeholders Minutes
approach.
Project Review the status of the project • Face to Face As needed • Project Team Project • Agenda
Team with the team. • Conference Manager • Meeting
Meetings Call Minutes
Monthly Report on the status of the • Face to Face Monthly • PMO Project • Agenda
Project project to management presentation Manager • Meeting
Status • Conference Minutes
Meetings Call
Project Report on the status of the • Face to Face Weekly • Customer Project • Project
Status project including activities, presentation • Project Sponsor Manager Status
Reports progres, costs and issues. • Email • Project Team Report
• Stakeholders
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HOW TO ACHIEVE
SUCCESS?
19
Project Success Formula
Design
Technical Side Develop
Deliver
Results
Reason for Current State
Transition Future Outcomes
Change State State
Success
Engage
People Side Adopt
Use
20
Comparing Change Management and Project Management
Process: Tools:
 Initiation  Statement of work
 Planning  Project charter
 Executing  Business case
 Monitoring/  WBS
Controlling  Budget estimation
Technical Side  Closing  Resource estimation
 Schedule
 Tracking
Transition Future
Current State
State State
Process: Tools:
Organizational  Individual change model
 Preparing for  Readiness assessment
People Side change  Communication plans
 Managing  Sponsor roadmaps
change  Coaching plans
 Reinforcing  Training plans
change  Resistance management
Individual  Reinforcement
 ADKAR® 21
Comparing Change Management and Project Management
Change Management
Project Management
• Is focused on the achievement of the
desired results of the project by managing
• Is focused on the realization of a technical people through their own transitions.
solution.
• Is architected by change management
• Is executed by trained project manager. professionals but executed by many
players in the organization, from top-level
executives to front-line supervisors.
Change management enables employees to adopt a change so that business

objectives are realized
22
LEADERSHIP
23
Manager Leader
Managers
and
Leaders
• Administers • Innovates
• Is a copy • Is an original
• Maintains • Develops
• Focuses on systems and structure • Focuses on people
• Relies on control • Inspires trust
• Has a short-range view • Has a long-range perspective
• Asks how and when • Asks why
• Has his eye on the bottom line • Has his eye on the horizon
• Imitates • Originates
• Accepts the status quo • Challenges the status quo
• Classic good soldier • His own person
• Does things right • Does the right thing
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Source: Bennis (1994)

Leadership as a Set of Skills You Can Learn
„Leadership is the ability to inspire a team to

achieve a certain goal.
It’s usually discussed in the context of business,
but leadership is also how you, as an individual,
choose to lead your life.
The true leadership definition is to influence,
inspire and help others become their best
selves, building their skills and achieving
goals along the way. You don’t have to be a
CEO, manager or even a team lead to be a
leader. Leadership is a set of skills – and a
certain psychology – that anyone can master.”
Anthony Robbins
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Transformational Leadership
• Alan Seal „Transformational Presence”

• A shift from traditional leadership environments to
more creative, discovery-based, transformational
approaches
• Response for VUCA (Volatility, Uncertainty,
Complexity, Ambiguity) environment
• The goal of powerful conscious leadership is
to create such environment where people can
develop using their potential (psychologically
safe environment).
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Modern Leader
Looks beyond the obvious to perceive emerging Is skilled at walking into the unknown,
patterns, connections, and potential that most reading the “signals” and making new
people do not notice. discoveries – feels comfortable without having
ready answers.
Collaborates with ideas and people to create Builds bridges of understanding and
new structures and forms that are relevant to awareness. Is also aware of own emotions
today’s emerging opportunities and challenges. and accept them.
Origin: https://transformationalpresence.org/
27
LEADING PEOPLE
THROUGH THE
CHANGE
28
29
References
30
THANK YOU!
Project management
and innovation
Tutorials
Goals, stages, measures
Angelika Karbowa
• Participaning in the classes - Tutorials are obligatory. Only two unjustified absences
are allowed.
• Justifiyng absences - Absences can justified based on sick leave or other certificate
which can confirm unexpected urgent private matter.
• Execution of absence - Unjustified absence on tutorials can be executed on the Rules
rules agreed with the lecturer.
• Rules of passing the faculty:
• Lectures – test with 30 closed questions
• Tutorials – group project
• Number of attempts of passing the faculty:
• Lectures – two attempts to test
• Tutorials – presentation of the project on the last classes. Possible one
correction of project
• Requirements for passing the subject and the rules for determining partial grades
from the component forms of classes
• Lectures – 60% of correct answers will pass the test
• Tutorials – 70% correctly prepared project according to rules agreed on
clasess
• Final grade for the subject
• Lectures – 40% of total grade
• Tutorials – 60% of total grade
• If you have a question, you can always raise a hand

Rules
• There are no stupid questions ☺
• Contact: angelika.karbowa@pmi.org.pl or angelika.karbowa@p.lodz.pl
• Golden traingle
• Time
• Budget
• Scope
• Strategic goal (at least scope must be defined)

Project
• Increased income (in PLN, USD, EUR, etc)
• Profits (in PLN, USD, EUR, etc)
Goals
• Number of clients (numer of contracts, sales volume)
• Market position (percentage of the market share)
e.g.: Task: participation in international contest of flying airplanes models for

students organisations
Strategic goal: professional development of members of students organisations.
Goal Time/ Budget/ Target Current value Target value
deadline Cost measurement of indicator of indicator
indicator Main
participation in 1.08.202 10 000 PLN Active 0 1
international 1- participation in Goal
contest of flying 7.08.202 international
airplanes models 1 contest of flying
for students airplanes models
organisations for students
organisations
Goal Time Budget Responsibl Target Current Target Source of Priority
e person measuremen value of value of indicator
t indicator indicator indicator
Model 1.10.2020- 4 000 PLN Maciej Built model 0 1 - Invoices

building 31.05.2021 - Technical
document
ation
- Built
model
Product
Team
transport
1.04-
8.08.2021
3 000 PLN Anna Successful
transport of
0 1 Airplaine
tickets
Goals
the team
Finding 1.10.2020- 1 000 PLN John Contracted 0 2 Contract with
fundators 31.08.2021 fundator fundator
Participatio 1- 2 000 PLN Joanna Confirmed 0 0 Certificate

n 7.08.2020 participation
in the
contest
SUM =
10 000 PLN
Next year High School from Pretty City will be celebrating 50th anniversy of
establishment. Management of the school with gradutes want to organise event with
ceremonial academy and graduation prom. Management also would like to publish
commemorative book. It should be organised mostly by internal resources.
Graduation prom will be organised in rent place. The following services should be
outsourced: catering, security, cleaning services, design and printing of invitation and
Exercise 1
commemorative book. Promotion will be executed with internal resources by school
Website. Commemorative book should be founded from external sources.
Define strategic goal, main goal and product goals with indicators.
Phase
model
Phase Timeline Cost Responsible Product Milestone
Initiation phase 1.05-31.05.2020 1000 Project Manager Project card Go/No-go decision
- Stakeholder - Go – we are
analysis proceeding with
- Goals next point
- Organisation of - No-go – we are
the project reasigning from
(strategy and execution of the
team) next phases or we
- Phase model are re-executing
previous/currents
phase
Phase
Planning phase
- WBS
1.06-30.06.2020 1000 Project Manager Plan of the project Go/no-go decision model
- Schedule
- Budget
- Resources
- Risk analysis
- Communication
plan
Execution phase 1.07-30.09.2020 7000 Member of the team Built model, contracts, Go/no-go decision
- All actions which documentation,
need to be executed newspaper, website
- Can be splited
Completion phase 1.10-30.10.2020 1000 Project Manager Final report Go.no-go decision
- final financial and
content settlement
- Best practices
- Lesson learn
- Dissolving the team
and releasing
resources
- Event summing up
the project
Exercise 2
Create phase model.

A structured definition of the work:
• The things we have to do to produce the product of the project.
• The things we have to do to manage the project.
• All the work, and only the work.
Work
Breakdown
structure
(WBS)
Work
Breakdown
structure
(WBS)
Exercise 3
Create WBS
A project milestone is a checkpoint used to mark project progress. This can be a
specific date, time, task, or event chosen to represent a turning point in the initiative.
Project milestones can also be points in the project lifecycle when a team is expected
to make a key decision or hand over deliverables preceding the final product
Milestone
Trend
Analysis
Exercise 4
Execute Milestone Trend Analysis

THANK YOU!
PROJECT
RESOURCE
MANAGEMENT
• Project Resource Management according to PMI
standards Agenda
• Virtual teams
• Feedback/ SBI model
• Conflict Management
• Tuckman ladder model
Project Resource Management - process
Plan Resource Management • Managing project resources (team and

physical) is the key activity of project
manager.
Estimate Activity Resources
• In addition to project management
activities (initiating, planning, executing,
Acquire Resources monitoring & controlling and closing) he is
responsible for effective team formation.
Develop Team • As a leader, the project manager is
responsible for team development,
Manage Team satisfaction & motivation improvement.
• Project team is one of the most important
Control Resources components of project success.
3
Plan Resource Management
The process of identifying the type and quantity of

physical and team resources that are required. It
involves defining how to estimate, acquire,
manage and utilize project resources.
Useful tools & techniques:
• Expert judgment
• Data representation (chart and other formats to
communicate roles & responsibilities)
• Hierarchical charts
• Responsibility assignment matrix
• Text-oriented formats
• Organizational theory
• Meetings
4
Roles & Responsibility Definition Formats
Role Description (text)
Responsibility Assignment Matrix

Organization Chart
5
Hierarchical charts
OBS RBS WBS

Organizational Breakdown Structure Resource Breakdown Structure Work Breakdown Structure
Team, unit, department oriented Skills, competency oriented Deliverables oriented
Project e.g. Commercial

CEO Project
Bridge
Ops Exec R&D Exec CFO Personnel Material Equipment Initiation Planning Execution
Manufacturing Business Scope

Accounts Role 1 Material 1 Equipment 1 Evaluation Interior work
Manger Development statement
Marketing Charter Project team Exterior work

Analysts Purchase Role 2 Material 2 Equipment 2
Manger
6
Defining resources & requirements
Define resources and requirements for each work package.
2.0
WBS Skills/ Ecquipment Materials Special Cost
Wedding Code Knowledge resources
venue 2.1 Reservation
2.1 Groom 2 000
PLN
2.2.1 Bride Cooks, 17 000
2.2 Catering
waiters PLN
2.2.1 Food
2.2.2 Alcohol 2.2.2 Groom Car Best man 1 500
PLN
7
Estimate Activity Resources
The process of estimating the type and quantities

of materials, equipment and supplies necessary to
complete project work.
• Expert judgment
• Bottom-up estimating
• Analogous estimating
• Parametric estimating
• Data analysis
• Alternatives analysis
• Project management information system

• Meetings
8
Acquire Resources
The process of obtaining team members, facilities,

equipment, materials, supplies and other
resources needed to complete the project.
• Decision making
• Multi-criteria decision analysis
• Interpersonal and team skills
• Negotiation
• Pre-assignment
• Virtual teams
9
Virtual Teams
Widespread
Different time
Remote work geographical Travel limits
zones
areas
Communication technology
Teleconferences, Web-based
Data bases Virtual networking
videoconferences meetings
10
Effective calls - is it really possible?
• Depending on the purpose, make sure that

you don’t invite too many people.
• Start punctually and control the time.
• Assign slot to each participant and let them
go through the following scenario:
• 1 minute of a personal update
• What I have achieved?
• What still stays on my way?
• Who can help me with that?
11
Develop Team
The process of improving competencies, team member
interaction and the overall team performance.
• Colocation
• Virtual teams
• Communication technology
• Conflict management
• Influencing
• Motivation
• Negotiation
• Team building (ongoing activity that should be

planned even before the team is built)
• Recognition and rewards
• Training
• Individual and team assessments
12
• Meetings
Feedback
When somebody
When somebody
When somebody doesn’t realize what
doesn’t realize that he
doesn’t realize that he is are consequences of
is doing something
doing something wrong his behavior
wrong
FEEDBACK
FEEDBACK
Types
Corrective
Re-inforcing
13
Receivers
Thimble Camera
Microfon
Cup
Rule
Bucket
FEEDBACK
Procedure Situation
Where? When? With whom?
Agree time Behavior

What has been done?
Impact
Explain your Results of the behavior
intention
Pause = silence
14
SBI model in action
Don’t make negative assumptions!... Instead use:
• Situation: Describe the context in which the behavior occurred. Don’t
use generalities, such as “Last time,” as that can lead to confusion.
Example: “Yesterday at the 10 a.m. team meeting…”
• Behavior: Describe the actual, observable behavior. Use facts and avoid
opinions or judgments.
Example: “You interrupted me while I was telling the team about the
upcoming structural changes,” instead of “You were awful.”
• Impact: Describe the results of the behavior. Explain your feelings
instead passing judgment.
Example: “I felt frustrated when you interrupted me because I was
going to announce the critical change in the team.”
+ you may also add
• Intent: Ask about the person’s original intentions.
Example: “What was going on for you?”
15
Manage Team
The process of tracking team member performance,

providing feedback, resolving issues and managing
team changes.
• Conflict management
• Decision making
• Emotional intelligence
• Influencing
• Leadership
16
Conflict management
• Conflict is natural and necessary to the work

of achieving results – it is a way to develop
organization, team, persons
• It is possible to address and resolve conflicts
• Openness helps to resolve conflict
• Focus on issues not personalities
• Focus on present, not the past
• When you face the conflict, ask yourself:
• What are the causes behind the conflict?
• What I can learn from this situation?
• How this situation can be used to develop
organization, team, myself?
17
Tuckman ladder model
2. Storming
1. Forming
5. Adjourning
4. Performing 3. Norming
18
Conflict phases and types
Moore’s Circle of Conflict

Conflict
Culmination
Conflict Calm down

Development Phase
Underlying Conflict
Conflict Resolution
https://www.researchgate.net/figure/Moores-Sphere-of-Conflict_fig1_324706599
19
Steps to resolve conflict
1. Agree the rules (e.g. who starts? how we will ask questions?)
2. Identify and name interests (what is important for each side?)
3. Find and name common interests (what is important for both sides?)
4. Name competing interests
5. Based on above define the problem
6. Together try to find the solution to resolve conflict
20
Control Resources
The process of ensuring that resources are

available, monitoring utilization of resources and
taking corrective actions as necessary.
• Data analysis
• Alternatives analysis
• Cost-benefit analysis
• Performance reviews
• Trend analysis
• Problem solving
• Negotiation
• Influencing

21
THANK YOU!
Project management
and innovation
Tutorials
Costs and resources
management
Angelika Karbowa
normal sequence
Action A Action B
a sequence of beginnings
Action A Action B
Action A Action B sequence of endings
jump sequence Action A Action B
3 NOVEMBER 2021 2
Earliest start
(ES)
Total Buffer
(TB)
Earliest Finish
(EF)
Scheduling
and
ID of the task/action Duration
(D) planning
Latest Start Free Buffer Latest Finish
(LS) (FB) (LF)
• Duration (D) – the duration of the task
• Earliest Start (ES) – the earliest possible time to start task
• Latest Start (LS) – the latest possible time to start the task (LS = LF – D)
• Earliest Finish – the earliest possible time to finish the task (EF = ES + D)
• Latest Finish – the latest possible time to finish the task Scheduling
• Total Buffer (TB) – shows how much this task can be postponed (TB = LS – ES
= LF – EF) and
• Free Buffer (FB) – shows how much this task can be postponed relative to its
the earliest position planning
• Relation FS – FBA = ESA – EFA
• Relation SS – FBA = ESB – ESA
• Relation FF - FBA = EFB – EFA
• Relation SF - FBA = EFB – ESA
Costs and
resources
It is level of cost for specific unit of time, e.g. on the third of
the project costs are 30 000 PLN
70000
Total cost
Costs and
60000
resources
50000
40000
30000
Total cost
graph
20000
10000
0
1 2 3 4 5 6 7 8 9 10 11 12
Project costs incurred up to a specific moment of project
implementation
300000
Cumulative cost graph
Costs and
250000
resources
200000
150000 Cumulative
100000 cost graph
50000
0
1 2 3 4 5 6 7 8 9 10 11 12
Project costs incurred up to a specific moment of project
implementation
300000
Cumulative cost graph Costs and
250000
resources
200000
150000
Cumulative
100000
cost graph
50000
0
1 2 3 4 5 6 7 8 9 10 11 12
Schedule of the project you can find below. Duaration of every task is in table below.
Relations are described in the below table.
Duartion of the project is measured in weeks since the start of the first task.
The earliest dates (ES, EF) and the latest dates (LS, LF) are in the below table.
Assignments for team members are described in hours.
Exercise 1
Assume that every employee is available for 40 hours per week. For your disposal you
have 3 employees with the samne skills.
Verify possibility of realisation the schedule of the project according to the earliest
dates.
Balance resources without affecting the duration of the project.
I Durati Predece Labor ES EF LS LF W1 W2 W3 W4 W5 W6 W7 W8
D on
1 0
ssor
0h 0 0 0 0
Exercise
2 1 1 80h 0 1 0 1 1
3 3 2 240h 1 4 1 4
4 3 3 120h 4 7 4 7
5 1 2 FS+1 80h 2 3 5 6
6 1 5 40h 3 4 6 7
7 1 4;6 80h 7 8 7 8
8 0 7 0h 8 8 8 8
Present schedule of the project.
How many employees do you need every day if within the day masters and assistant
can work 8 hours per day.
Draw resources chart.
Assuming that for your disposal you have 3 asistants in what days will you face issues
with resources? Exercise 2
ID Task Earliest start Duration Labor
Masters Assistants
1 Start 0 0
2 A 0 2 32 48
3 B 3 4 32
Exercise
4 C 1 2 64 64 2
5 D 5 3 24 48
6 E 6 4 32
7 F 4 2 128 64
8 G 6 3 48 96
9 H 8 4 32
10 I 9 3 48 96
11 J 5 2 64 128
12 End 12 0
You were asked to lead the project "Building a house". Additional information: weekly
cost of hiring an employee - PLN 600 / week
Commands to be executed:
• network diagram
• calculate ES, EF, LS, LF, FB, TB
• Set a critical path Exercise 3
• Draw a Gantt chart
• State the total duration of the project
• Draw a resource usage graph
• Estimate the total cost of the project
ID Task Predecessor Duration in weeks Human resources Material and
equipment costs
1 finding and purchasing
a plot of land with a
spatial development
- 6 2 40 000
Exercise
2
plan
selection and purchase 1 2 2 2 000
3
of a house project
3 finding a 2 4 1 0
subcontractor and
signing a contract to
build a house
4 garden design 2; 3SS+2 2 2 5 000
5 building a house 3 20 1 350 000
6 garden arrangement 4,5 4 2 15 000
7 Moving home 5,6 2 2 4 000
8 Housewarming party 7 1 2 1 000

You have received DELTA project management. As instructed by the management, you
must prepare a plan for this project as soon as possible. To this end, you have
committed to developing a project schedule according to the ASAP method. The data
for the project are as follows:
Exercise 4
ID Duration (weeks) Predecessors Labor (h)
1 0 0
2 1 1 80
3 3 2 240
4 3 3 120
5 1 2 FS+1 80
6 1 5 40
7 1 4, 6 80
8 0 7 0
During the next meeting, your boss suggested to you that he would also like to see the
cost chart prepared for the project. The data necessary for this are as follows:
ID Labor (h) Materials Equipment Services

1 0 0 0 0
2 80 1200 1000 0
Exercise 4
3 240 1200 3600 6000
4 120 2600 1000 0
5 80 2400 1300 0
6 40 180 800 0
7 80 160 1100 0
8 0 0 0 0
Each hour of work costs you PLN 10. You also know that the project is charged with
indirect costs of PLN 8,000, distributed evenly throughout its duration. The costs of
materials and equipment are also spread evenly over time. Payment for external
services in task 3 is planned in the first week of this task.
Commands to be executed:
• network diagram
• calculate ES, EF, LS, LF, FB, TB
• Set a critical path
• Draw a Gantt chart
• State the total duration of the project Exercise 4
• Estimate the total cost of the project
• Draw total cost graph
• Draw cumulative cost graph
THANK YOU!
Project management
and innovation
Lectures
Phases of project management
Angelika Karbowa
• Participaning in the classes - Tutorials are obligatory. Only two unjustified absences
are allowed.
• Justifiyng absences - Absences can justified based on sick leave or other certificate
which can confirm unexpected urgent private matter.
• Execution of absence - Unjustified absence on tutorials can be executed on the Rules
rules agreed with the lecturer.
• Rules of passing the faculty:
• Lectures – test with 30 closed questions
• Tutorials – group project
• Number of attempts of passing the faculty:
• Lectures – two attempts to test
• Tutorials – presentation of the project on the last classes. Possible one
correction of project
• Requirements for passing the subject and the rules for determining partial grades
from the component forms of classes
• Lectures – 60% of correct answers will pass the test
• Tutorials – 70% correctly prepared project according to rules agreed on
clasess
• Final grade for the subject
• Lectures – 40% of total grade
• Tutorials – 60% of total grade
• If you have a question, you can always raise a hand

Rules
• There are no stupid questions ☺
• Contact: angelika.karbowa@p.lodz.pl
• Project initiation phase
• Project planning phase
• Project execution phase
• Project monitoring and control phase
• Project closure phase 5 Phases of
Project
Management
(PMP)
According to IPMA standard there are only four phases of Project Management.
Monitoring and control phase is not a phase. It is set of tool which are used
during execution phase.
A project is formally started, named, and defined at a broad level during this phase.
Project sponsors and other important stakeholders due diligently decide whether or
not to commit to a project. Depending on the nature of the project, feasibility
studies are conducted.
The project initiation phase is the first stage of turning an abstract idea into a
Project
meaningful goal. In this stage, you need to develop a business case and define the
project on a broad level. In order to do that, you have to determine the need for the
Initiation
project and create a project charter/card project.
Phase
The project charter/card project is an important document consisting of details like
the project constraints, goals, appointment of the project manager, budget, expected
timeline, etc.
Once you have the project goals and project scope, identify key project stakeholders–
the people who are to be involved in the project. Create a stakeholder register with
the roles, designation, communication requirements, and influence.
• Stakeholder analysis
• Goals
• Organisation of the project (strategy and team)

Project
• Phase model
Initiation
Phase
A project management plan is developed comprehensively of individual plans for –
cost, scope, duration, quality, communication, risk and resources.
Some of the important activities that mark this phase are making WBS, development
of schedule, milestone charts, GANTT charts, estimating and reserving resources,
planning dates, and modes of communication with stakeholders based on milestones,
Project
deadlines, and important deliveries.
Planing
A plan for managing identified and unidentified risks is determined as this may affect
aspects of a project later on. Risk management planning includes: risk identification
Phase
and analysis, risk mitigation approaches, and risk response planning.
• WBS
• Schedule
• Budget
• Resources
•
•
Risk analysis
Communication plan
Project
Planing
Phase
The project execution stage is where your team does the actual work. As a project
manager, your job is to establish efficient workflows and carefully monitor the
progress of your team.
Another responsibility of the project manager during this phase is to consistently

maintain effective collaboration between project stakeholders. This ensures that
Project
everyone stays on the same page and the project runs smoothly without any issues.
Execution
You can take help from collaboration software available in the market. They’ll not
only make your life easier but also improves efficiency and increase the productivity
Phase
of your team.
Steps for the project execution phase may include the following:
• Creating tasks and organizing workflows: Assign granular aspects of the projects to
the appropriate team members, making sure team members are not overworked
• Briefing team members on tasks: Explain tasks to team members, providing Project
necessary guidance on how they should be completed, and organizing process-
related training if necessary Execution
• Communicating with team members, clients, and upper management: Provide
updates to project stakeholders at all levels
Phase
• Monitoring quality of work: Ensure that team members are meeting their time
and quality goals for tasks
• Managing budget: Monitor spending and keeping the project on track in terms of
assets and resources
Occurring at the same time as the execution phase, this one mostly deals with
Project
measuring the project performance and progression in accordance to the project
plan. Scope verification and control occur to check and monitor for scope creep, and
Monitoring
change of control to track and manage changes to project requirement. Calculating
key performance indicators for cost and time are done to measure the degree of
and
variation, if any, and in which case corrective measures are determined and
suggested to keep a project on track. To prevent project failure, consider why
Control
projects are likely to fail and the ways to prevent failure. Phase
A project is formally closed. It includes a series of important tasks such as delivering
the product, relieving resources, rewarding team members, and formal termination
Project
of contractors in case they were employed on the project. Closure
• Final financial and content settlement
Phase
• Best practices
• Lesson learn
• Dissolving the team and releasing resources
• Event summing up the project
• Golden traingle
• Time
• Budget
• Scope
• Strategic goal (at least scope must be defined)

Project
• Increased income (in PLN, USD, EUR, etc)
• Profits (in PLN, USD, EUR, etc)
Goals
• Number of clients (numer of contracts, sales volume)
• Market position (percentage of the market share)
e.g.: Task: participation in international contest of flying airplanes models for

students organisations
Strategic goal: professional development of members of students organisations.
Goal Time/ Budget/ Target Current value Target value
deadline Cost measurement of indicator of indicator
indicator Main
participation in 1.08.202 10 000 PLN Active 0 1
international 1- participation in Goal
contest of flying 7.08.202 international
airplanes models 1 contest of flying
for students airplanes models
organisations for students
organisations
Goal Time Budget Responsibl Target Current Target Source of Priority
e person measuremen value of value of indicator
t indicator indicator indicator
Model 1.10.2020- 4 000 PLN Maciej Built model 0 1 - Invoices

building 31.05.2021 - Technical
document
ation
- Built
model
Product
Team
transport
1.04-
8.08.2021
3 000 PLN Anna Successful
transport of
0 1 Airplaine
tickets
Goals
the team
Finding 1.10.2020- 1 000 PLN John Contracted 0 2 Contract with
fundators 31.08.2021 fundator fundator
Participatio 1- 2 000 PLN Joanna Confirmed 0 0 Certificate

n 7.08.2020 participation
in the
contest
SUM =
10 000 PLN
- Goals next point
- Organisation of - No-go – we are
the project reasigning from
team) next phases or we
previous/currents
phase
Phase
Planning phase
- WBS
- Schedule
- Budget
- Resources
- Risk analysis
- Communication
plan
Execution phase 1.07-30.09.2020 7000 Member of the team Built model, contracts, Go/no-go decision
- All actions which documentation,
need to be executed newspaper, website
- Can be splited
Completion phase 1.10-30.10.2020 1000 Project Manager Final report Go.no-go decision
content settlement
- Best practices
- Lesson learn
and releasing
resources
- Event summing up
the project
-
-
Goals
Organisation of
Sum of the cost next point
- No-go – we are
the project needs to be the reasigning from
team) same as in the goals next phases or we
previous/currents
phase
Phase
Planning phase
- WBS
- Schedule
Initiation and planning phase
- Budget
cannot be on the same time
- Resources
- Risk analysis
- Communication
plan
Execution phase 1.07-30.09.2020 There7000
can be more than one Member of the team Built model, contracts, Go/no-go decision
- All actions which phase in the execution phase, documentation,
need to be executed i.e. Design phase, production newspaper, website
- Can be splited phase, testing phase Execution phase can be in
parallel to Initiation phase and
Completion phase 1.10-30.10.2020 1000 Project Manager
Plnaning phase Final report Go.no-go decision
content settlement
- Best practices
- Lesson learn
Completion phase need to be
started after all execution
and releasing
phases are completed
resources
- Event summing up
the project
Work
Breakdown
Structure
Work
Breakdown
Structure
Work
Breakdown
Structure
Work
Breakdown
Structure
Work
Breakdown
Structure
Number
Name
1.2.1
Purchase of the materials
Top of
Duration
Cost
1 week
1000 $
WBS
Previous Task 1.1.6 Validation of the design
Next Task 1.2.2 Building the test model; 1.3.1 Facturation
of the fee
A project milestone is a checkpoint used to mark project progress. This can be a
specific date, time, task, or event chosen to represent a turning point in the
initiative. Project milestones can also be points in the project lifecycle when a
team is expected to make a key decision or hand over deliverables preceding the
final product
Milestone
Trend
Analysis
THANK YOU!
STAKEHOLDERS
AND RACI
• Stakeholders – definition & types
• Project Stakeholder Management Process according
Agenda
to PMI
• Responsibility Assignment Matrix and RACI
Stakeholders
People, groups or organizations External • Sellers/ Business Partners

that could impact or be • Customers/ Users
impacted by a decision, activity

Environment • …
or outcome of the project. • Project Management Office

• Program Manager
Organization •
•
Portfolio Manager
Operations Management
• Employees
They can be impacted or can • Other Stakeholders
impact the project in a positive or

negative way. Project •
•
Sponsor
Project Manager
Team •
•
Project Management Team
Other Project Team Members
3
Project Stakeholder Management Process
Identify Stakeholders (ongoing activity)

Stakeholder register
Plan Stakeholders Management

Stakeholder Management Plan
Manage Stakeholders Engagement

Issue log Change requests
Control Stakeholders Engagement

Change requests
4
Stakeholders analysis
Identify people/
organizations:
Assess how key - Role
stakeholders are - Interest and
likely to react in influence
various situations - Knowledge
- Expectations
Analyze impact or support:

- Power vs interest
- Power vs influence
- Influence vs impact
5
Power/ Inluence Example
6
Exercise: Identify stakeholders of the Three European capitals project
After an exhausting year of study, a group of five students

(including you) decided to go on a two-week tour through
three European capitals. You want to relax, get to know the
local culture and enjoy the atmosphere of each city. You
decided to get the University authorities interested in the idea.
The Rector agreed to co-finance your trip (1,000 PLN for each
participant) but you need to meet the following criteria:
• You travel and come back together;
• It won't be Paris, Berlin, or London;
• You will be running a travel blog during the tour and the
blog will be promoted on the University site;
• After returning, each of you will prepare a presentation,
the topic of which will combine elements of the journey
with one of the subjects in your field of study. Before
presenting, you need to agree the content and the
format with the lecturer.
7
Stakeholder register
• Name
• Position
Identification • Location
• Role in project
• Contact
• Requirements
• Expectations
Assessment • Influence in the project
• Area of interest
• Internal – external
Classification • Supportive – neutral –
resistant…
8
Stakeholders Engagement Assessment Matrix
Unaware Of project and potential impacts

Resistant Aware of project and potential impacts and resistant to change
Engagement level
Neutral Aware of project and neither supportive nor resistant

Supportive Aware of project and potential impacts and supportive to
change
Leading Aware of project and potential impacts and actively engaged to
ensure project success
Unaware Resistant Neutral Supportive Leading

MP CD
AK C D
AM C D
C – current; D - desired
9
Stakeholder Management Plan
Additional Information:
 Impact on
stakeholders
 Interrelations
between stakeholders
 Communication
requirements
 Methods for updating
the Plan
10
Manage & Control Stakeholders Engagement
To manage: To control:
 Engage stakeholders at appropriate project  Monitor relations with and between
stages stakeholders
 Manage stakeholders expectations using  Adjust plans for engaging stakeholders
negotiation, communication and by achieving  Maintain or increase efficiency of stakeholders
goals
engagement
 Address potential concerns before they
become issues
 Clarify and resolve identified issues (ongoing
maintenance of Issue log)
11
RESPONSIBILITY
ASSIGNMENT
MATRIX (RAM)
12
RAM
Responsibility assignment matrix is a grid that shows the project resources assigned to each work
package.
Criteria:
 Contains a list of work packages
 Contains a list of individuals,
department or resource groups
 Has each work package broken
down into tasks with descriptions
 Has people assigned to each
task
 Has primary responsibility (P)
assigned for each work package
13
The Project: Install an Industrial Robot
In the sample project, a manufacturing facility has

reached the limits of its production capacity, thanks to
two large, long-term orders. The operating committee
met to identify ways to speed production. A number of
improvements to the production process were
proposed. Line A was identified as the best immediate
prospect for improvement.
As part of the upgrade project, an industrial robot is to

be installed on production Line A of the manufacturing
facility. A robot will perform a high-volume, repetitive
function that is proven to be the bottleneck in the
production process. It must be installed and ready for
Project Statement: Install industrial robot
operation by April 1st. The operating committee has
selected the production manager, who is familiar with by March 31st for $9,500.
the production requirements and the industrial robot’s
operation, to manage the project.
14
Production Manager Line A Maintenance Maintenance Eingineering Engineer Electician Receiving Clerk
WBS Code Operators Manager Technician Manager
2. Project managed Manage project (P) Provide input and Provide input and
feedback feedback
3. Robot received and Receive and unpack

unpacked robot
Notify Production
Manager
Dispose of packing
materials (P)
4. Operator training Schedule training Attend Attend training to
conducted Select attendees (P) training be able to
Pass toubleshoot during
certification install and
exam debugging
5. Robot installed and
certified
5.1 Robot sites Select engineer to Observe other

visited observe other robot installations:
robot installations note problems,
Schedule visit (P) opportunities,
verify timing,
resources
5.2 Robot Schedule work and Complete install Provide technical Complete Release robot from
moved and resources per vendor assistance as electrician secure area
installed Supervise work (P) instruction manual needed inspection per Move to production
vendor line A
instruction
manual
5.3 Robot Provide assistance as Schedule work and Complete debug Provide technical
operation needed resources per vendor assistance as
debugged Supervise work (P) instruction manual needed
5.4 Robot Inspectors notified Provide 15
certified Certifications filled (P) assistance as
needed
RACI
A common type of responsibility assignment matrix that uses responsible, accountable, consult
and inform statuses to define the involvement of stakeholders in project activities.
• R Activity John Anna Tom Max

• Responsible
• Do the work Create charter I R A C
• A
Collect R C A C
• Accountable requirements
• Deliver the work Submit change I C R A
• C request
• Consult Develop test R A C C
• Support plan
• I Conduct testing A R I I
• Inform
16
Exercise
Prepare RACI matrix for the

project: Install an Industrial
Robot.
17
THANK YOU
18
Project management
and innovation
Tutorials
Time management
Angelika Karbowa
WBS is hierarchical decomposition of the total scope of work to be carried out by the
project team to accomplish the project objectives and create the required
deliverables.
It is a key tool to structure and communication. WBS

WBS is a hierarchical and incremental decomposition of the project into phases,
deliverables and work packages.
The work breakdown structure provides a common framework for the natural
development of the overall planning and control of a contract and is the basis for
dividing work into definable increments from which the statement of work can be
developed and technical, schedule, cost, and labor hour reporting can be established
Design principles:
• 100% rule - WBS includes 100% of the work defined by the project scope and
captures all deliverables – internal, external, interim – in terms of the work to be
completed, including project management
• Mutually exclusive elements - it is important that there is no overlap in scope
definition between different elements of a work breakdown structure. This
WBS
ambiguity could result in duplicated work or miscommunications about
responsibility and authority.
• Plan outcomes, not actions - If the work breakdown structure designer attempts to
capture any action-oriented details in the WBS, the designer will likely include
either too many actions or too few actions. Too many actions will exceed 100% of
the parent's scope and too few will fall short of 100% of the parent's scope. The
best way to adhere to the 100% rule is to define WBS elements in terms of
outcomes or results, not actions
• Level of detail (80 hour rule, the lowest level should not be lopnger than single
reporting period, „if it makes sense” rule)
• Coding scheme – hierarchial structure
WBS
Work
Breakdown
Structure
Number
Name
1.2.1
Purchase of the materials
Top of
Duration
Cost
1 week
1000 $
WBS
Previous Task 1.1.6 Validation of the design
Next Task 1.2.2 Building the test model; 1.3.1 Facturation
of the fee
Create WBS for simple project which you define (it can be study project, some
improvement on your University, etc)
Define work packages, structure them into areas/objects and draw the Exercise 1
structure and assign codes to every work package.
normal sequence
Action A Action B
a sequence of beginnings
Action A Action B
Action A Action B sequence of endings
jump sequence Action A Action B
24 OCTOBER 2021 8
Earliest start
(ES)
Total Buffer
(TB)
Earliest Finish
(EF)
Scheduling
and
ID of the task/action Duration
(D) planning
Latest Start Free Buffer Latest Finish
(LS) (FB) (LF)
• Duration (D) – the duration of the task
• Earliest Start (ES) – the earliest possible time to start task
• Latest Start (LS) – the latest possible time to start the task (LS = LF – D)
• Earliest Finish – the earliest possible time to finish the task (EF = ES + D)
• Latest Finish – the latest possible time to finish the task Scheduling
• Total Buffer (TB) – shows how much this task can be postponed (TB = LS – ES
= LF – EF) and
• Free Buffer (FB) – shows how much this task can be postponed relative to its
the earliest position planning
• Relation FS – FBA = ESA – EFA
• Relation SS – FBA = ESB – ESA
• Relation FF - FBA = EFB – EFA
• Relation SF - FBA = EFB – ESA
Scheduling
and
planning
Exercise 2
Exercise 2
Gantt Chart - A Gantt chart, or harmonogram, is a type of bar chart that
illustrates a project schedule. This chart lists the tasks to be performed on the
vertical axis, and time intervals on the horizontal axis. The width of the
horizontal bars in the graph shows the duration of each activity. Gantt charts
illustrate the start and finish dates of the terminal elements and summary Scheduling
elements of a project.
and
planning
Scheduling
and
planning
Task 1 – begins with decisioon about beginning the project („GO”)
Task 2 – it can start after finish of task 1
Task 3 – it can start after finish of task 1 ID Duration
Task 4 - it can start after finish of task 1 and with the delay of 2 (weeks)
weeks 1 1
Task 5 - It be finsihed after finish of task 4
Task 6 – it can start after finish of tasks 3 and 4
2 2 Exercise 3
Task 7 – it can start 3 weeks after start of task 3 and after finish of 3 3
task 2 4 3
Task 8 – it can start after finish of tasks 5, 6 and 7
5 2
Use Critical Path Method to schedule the project. Draw Gantt Chart 6 2
(include ASAP and ALAP plan) 7 3
Relations: 8 2
FS – finish – start
SS – start – start
FF – finish – finish
No marking about relations means relations FS – finish – start
+ is lag
- is lead
Use Critical Path Method to schedule the
project. Draw Gantt Chart (include ASAP
and ALAP plan) ID Duration (days) consequent
1 0 2
Relations:
SS – start – start
2
3
5
5
4; 3; 7
5
Exercise 4
4 10 5
No marking about relations means
relations FS – finish – start 5 10 6
+ is lag 6 5 8
- is lead
7 20 8 FS + 10d
8 5 9; 10
9 10 11
10 5 11
11 5 12
12 0
Use Critical Path Method to schedule the
project. Draw Gantt Chart (include ASAP
ID Duration (days) Predecessor
and ALAP plan)
A 1
Relations:
B 4 A
SS – start – start C 5 B
Exercise 5
D 8 C
No marking about relations means
relations FS – finish – start E 9 B
+ is lag F 12 E, G
- is lead
G 5 B
H 3 D
I 2 F
J 1 H, K
K 1 I
THANK YOU!

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Risk Management

No further action is required.

• Owned: The risk cannot be resolved within the meeting, so a

member of the team is selected to ‘own’ the handling of that risk.

This person is responsible for making sure that this risk is

• Accepted: The risk cannot be resolved, so it must be accepted as-

is and dealt with as necessary.

• Mitigated: A plan needs to be formulated to eliminate the threat

PROJECT IS TEMPORARY ENDEAVOR

PROJECTS ARE UNDERTAKEN TO

Deliverables may be tangible or

The objectives will not or cannot be met.

The human or physical resources are no

PROJECTS DRIVE CHANGE

The desired result if

Meet Satisfy Create, Implement or

It should focus on preventing them

Unknown risks – Risks that have not been

Root cause analysis

• Enhance- Increase the likelihood

• Share- Allocate ownership of the

• Mitigate- Reduce probability or the impact

• Transfer (deflect – allocate)- Make another

• Accept- Active acceptance may involve

Passive acceptance leaves actions to be

Management is, above all, a practice

THOSE WHO HAVE A STAKE OR AN

HOW TO DEVELOP Who needs to be consulted?

Who within the company is responsible for what activities

Opportunities to collaborate to ensure key project

How will the results be captured, tracked, reported and

High power, highly interested people: you

High power, less interested people : put

Low power, highly interested people :

Low power, less interested people : again,

The RACI maps tasks and deliverables against roles on

A NE W IDEA , M E TH OD, OR DE VICE ?

INNOVATIVE? Create long-term

Assign flexible projects

Don’t set unnecessary

Architectural innovation: using proven technology in a new

Radical innovation: the mind-blowing stuff that breaks ground.

• Increasing workplace productivity with new

• Showcasing business values and highlighting your

• Standing out as an innovative business ahead of

• Boosting employee morale and improving

There is only one boss. The customer. And

Kent Beck James Grenning Robert C. Martin

© 2001, the above authors

Agile is not a methodology itself - is an umbrella

Scrum - a way to implement agile,

• Purpose: Create • Purpose: Discuss • Purpose: • Purpose: Allow the

DSDM (Dynamic System Development

DSDM’s philosophy says “best business

Never compromise quality

Solution Development Team is the heart of successful DSDM

Building an effective team focuses on four elements:

• Pre-Project Phase - ensures that only the right projects are

THE DESIRED RESULTS FROM

 Manage personal transitions and use

• Define your change management strategy

• Develop change management plans (communication, coaching

• Collect and analyze feedback