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PPS
Practical Project Steering

Anna Burack
Tieto PPS
15th of September 2017
 Tieto
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© Tieto PPS UMxx,e Edition 2016-09-01

 What is PPS?

PPS: PPS contributes to: Apply PPS means:

• is practical and well • result-orientated and • within policy/guidelines
proven more effective work adapt to situations to
ensure customer benefit
• is preventative and • satisfied and confident
and profitability for the
correcting customers
project
• takes care of • satisfied and confident
relationships project staff

Tieto PPS PPS overview Page 3

 PPS supports management on different levels

Operations

Portfolio – entirety, strategy, long-term, continuity

Process – Roles - Skills – Document templates

Programme – manage and coordinate towards expected benefit

Process – Roles - Skills – Document templates

Change – steer towards expected benefit

Project – steer towards project objective
Process – Roles -Skills– Document templates

Tieto PPS PPS overview Page 4

 Model for project management

Project Project Trans- Final

directive plan Delivery ferral report

DP1 DP2 DP3 DP4 DP5 DP6 DP7 DP8

Prepare Execute Conclude

Describe and agree on the Manage the work towards the Hand back resources
result that the project will project’s objective, with active and summarise
deliver and how the work feedback and organised experiences
will be executed change management

Tieto PPS AH080e, 5.0.1, 2011-10-31 Model for project management Page 5
 Eight types of decisions

DP1 DP2 DP3 DP4 DP5 DP6 DP7 DP8

DP1 Decision to initiate a project DP4 Decision to start execution

DP2 Decision to continue, change DP5 Decision to continue, change

or interrupt preparation work or interrupt the project

DP4p Decision to start part of the DP6 Decision to approve the result
execution work before DP3 of a delivery

DP3 Decision to approve the DP7 Decision to transfer

project plan responsibility for a delivery

DP8 Decision to close the project

Tieto PPS AH076e, 3.0.2, 2014-02-01 Decision points Page 6

 Example of management documents
DP1 DP2 DP3 DP4 DP5 DP6 DP7 DP8

PROJECT DIRECTIVE CHANGE LIST FINAL REPORT

• Background RISK LIST • Conclusion and
• Expected benefit recommendations
• Basis STATUS REPORT
• Contact persons
• The stakeholders’
PROJECT PLAN • Summary
experiences
• Requirements and wishes
• Background and • What has happened
• Timeframe and resources
relationships since the previous report,
• Project execution and
for the preparation phase fulfilment of objectives
• Objective result
• Financing
• Schedule and resource • What happens next, • Measurement and
needs result calculation
• Organisation • Schedule, resources,
• Project schedule and estimates
resource need • Problems and
• Working methods opportunities
• Risks • Other
• Project cost estimate

Tieto PPS AH002e, 10.1.1, 2015-01-01 Overview PPS Page 7

 Why do projects exist?
Achieve a focus for:
• gathering and directing forces
towards an objective, a
specific assignment
• fencing off, protecting work
and resources from
interference
• strong requirements
regarding time, costs or a
result
Tieto PPS AH024e, 2.0.0, 2011-10-31 Projects
Work cross-functionally
• different skills in different
organisations should
cooperate
Strive for new ways of thinking
• new tasks; “unknown territory”
• stimulate creativity
Page 8
 A project
Levels and roles

Operations

Orderer,
Why? Business level Project owner

What, when? Management level Project management

How, who? Production level Project member

Tieto PPS PPS overview Page 9

 Project: models and decisions
Portfolio managemant
Operations

Orderer and project owner

Evaluate Manage Realise

Business case Delivery of Transfer of

result result
Steering group

Prepare Execute Conclude

DP1 DP2 DP3 DP4 DP5 DP6 DP7 DP8

Project directive Project plan Final report

Project management

Prepare Execute Conclude

Project member

Produce result

Tieto PPS AH002e, 10.1.0, 2014-02-01 Overview PPS Page 10

 Role of the project manager

Team-building Conflict management

• staffing the project with the right • resolving problems before
competence and suitability they grow into conflicts
• building a team that can achieve • managing conflicts in an
the common objective optimal way for the project

Communication Change
• creating an open climate with • understanding the group’s
well-functioning feedback development and adapting
• presenting clear messages leadership to its needs
but also asking for opinions • creating a climate ready to
and listening accept changes, through
secure individuals

Tieto PPS AH083e, 3.0.0, 2011-10-31 Role of the project manager Page 11
 Prepare, DP1-DP3
Model and basic skills
Initiate project
Decision to continue,
Decision to change or interrupt Decision to approve
initiate a project preparation work the project plan

DP1 DP2 DP2 DP3

Formulate Plan, Organise, Describe work Manage Compile

the objective estimate staff methods risks project plan

Start-up seminar Project plan:

Idea and objective formulation the commitment
Stakeholder analysis Project organisation
Requirement dialogue Risk management

Decision points Information distribution

Project planning Meetings
Document management

Tieto PPS UM38e, 3.1.2 2014-03-17 PPS Project management

 Expected benefit
The need upon which the project is based
Strategic objective
Operations
Personnel
Business Customer
case
Processes Finance
Expected Product
benefit

Project
REMEMBER
Project • The orderer is responsible for the
expected benefit, its clarity,
measurability and realisation
Expected benefit: a determined • The expected benefit should be
effect/benefit that will be achieved within close to the project in order to
the operations. E.g. provide clear guidance and motivate
• a halving of administrative costs the work
• an increase in profitability of x% • The expected benefit is achieved
• become market leader within a specific after the project has been
productline concluded

Tieto PPS AH059e, 1.2.0, 2011-10-31 Project directive and expected benefit Page 13
 Decision to start a project
The judgement of the orderer and the project owner
Business
case
Analyse benefit/effect, agree

Project
Orderer – customer role directive Project owner – supplier role
• defines and is responsible for • starts and secures the financing
expected benefit of a project that delivers results
• initiates and finances the DP1 • issues the project directive
production of results that • ensures that the project’s results
contribute to expected benefit meet the orderer’s expectations
• values and manages • assesses and manages the
consequences for the consequences in the supplier’s
organisation that is making organisation
use of the result

REMEMBER
• Orderer and project owner can be the same person Business
case

Tieto PPS AH059e, 1.2.0, 2011-10-31 Project directive and expected benefit Page 14
 Draw up a project directive
The basis for starting the project, provides a framework for the preparation

Project directive
• compiled by the project owner
PROJECT DIRECTIVE • provides the project owner with clarity
1. Background about what is being initiated
2. Expected benefit • proposed project manager can take
3. Basis part, to increase participation
4. Contact persons • assign the project class, if known
5. Requirements and • indicates the project manager’s
wishes framework for preparation (up to DP3)
6. Timeframe and
resources for the • gives the project manager an early
preparation phase picture of the expected delivery
7. Financing • approved by the steering group at
DP1

REMEMBER
• Expected benefit should always be clear
• Any requirement specification and/or
other essential information is appended Project
directive

Tieto PPS AH130e, 3.2.0, 2015-01-01 Initiate project Page 15

 Project objective
The project objective is always defined in three dimensions

Time

Result

Example
xx-xx-xx is a new finance system
implemented and key personnel
trained
• a financial system that meets the
requirements of the requirement
description, approved and installed
• a user manual, approved
• ten people trained in the use of the
new system
Cost: € xxx
Priority
• point in time 0,2, result 0,5, cost 0,3
Tieto PPS AH027e, 3.10.0, 2012-12-01
Cost
REMEMBER
• Summarise the objective in a
describing sentence
• Describe the result in the form of
deliverable results, deliverables
• The project directive serves as a
guide for prioritising the dimensions
Idea and objective formulation Page 16
 Limitations
The result may need further clarification

Limitations describes
• what is not included in the project’s result
• what others are responsible for
• what will not be done at all

Example REMEMBER
• Upgrading the network is not included • Make a list of what stakeholders
• Installation at subsidiaries is not may want to include, but is outside
included, done by the XYZ project the project’s commitment

Tieto PPS AH027e, 3.9.0, 2011-11-15 Idea and objective formulation Page 17
 Stakeholder analysis: what is it?

A process for
• mapping out the project’s stakeholders, i.e. people or
organisations who can influence or be involved in or can
be effected by the project
• attaining a general requirement profile of the project by
assessing the stakeholders’ primary needs
• understanding the stakeholders’ relationships with the
project
• choosing a strategy for how the stakeholders are treated
• drawing up an action plan for managing stakeholders

REMEMBER
• Stakeholder analysis constitutes a basis
for continued planning of the project

Tieto PPS AH096e,, 2.4.0, 2011-10-31 Stakeholder analysis Page 18

 Requirement dialogue, purpose
That those who specify requirements are
satisfied with the results produced by the project

Ensure
• that the project group is aware of the customer’s
current needs
• a complete and well-balanced requirement profile
• a requirement description that the project can realise
• that the users are able to use the result
• that the maintenance organisation is able to take
over responsibility for the result

Tieto PPS AH028e, 4.1.0, 2014-02-01 Requirement dialogue Page 19

 Project planning, when and with what result

Project-
DP1 DP2 DP3
plan

Project schedule
Project planning
Resource plan
Project estimate
Requirement management

Requirement
Produce result and solution
description

Tieto PPS AH010e, 1.15.0, 2014-02-01 Project planning Page 20

 Project organisation: characteristics

Roles Tailored for its purpose

• temporary responsibility for a • result-orientated so that the job
result instead of permanent content is visible
positions
• prestige-free and non-territorial • staffing changes according to need

REMEMBER
• Keep the terms roles, staffing and meetings separate

Tieto PPS AH003, 6.6.0, 2011-10-31 Project organisation Page 21

 Levels and roles
Project Resource
Orderer owner owners

Steering
Decision group
Analysis
group

Project
Management management

Support Reference Reference Administration

Users
group group. / maintenance

Sub-projects / Working
groups / Project members
Production

Tieto PPS AH003, 6.6.0, 2011-10-31 Project organisation Page 22

 The status report
The project’s primary information tool

STATUS REPORT
1. Forecast and current situation
Pre- Current Comment and
vious measures

Forecast of Time …………………….

final objective Cost …………………….

Result …………………….

Current status Resources …………………….

Risk reserve ……………………… Possible appendices
• project schedule
2. What has happened, result • current costs and forecast
• document status
• error reports statistics
3. What happens next, result • risk list
REMEMBER
• Brief and focused,
often and regular Status report, Status report
presentation

Tieto PPS AH029e, 3.0.0, 205-01-01 Informations distribution Page 23

 Risk management: purpose

Together create
• good long-term planning
• “a controlled threat profile”
• greater opportunities to succeed
with the project
• a common view of the project’s
possibilities of reaching its objective
• security

REMEMBER
• We know that the future will bring changes
• We can influence the future
• We have a feeling about more than we are aware of

Tieto PPS AH006e, 8.6.0, 2011-10-31 Risk management Page 24

 Risk analysis: when
Different purposes in different phases of a project

Prepare Execute Conclude

DP1 DP2 DP3 DP4 DP5 DP5 DP5 DP6 DP7 DP8

1 2 3 3 3

1 - Initial risk analysis 2 - Before DP3 3 - Updates

• investigate whether the • identify the “whole” • keep the threat profile
prerequisites for the threat profile up-to-date
project are in place • orientated towards • “measure” changes in
• orientated towards execution the risk profile
realism and general • a common viewpoint • an overall view
assumptions • controlled threat profile • measures

Tieto PPS AH006e, 9.1.0, 2014-02-01 Risk management Page 25

 Risk analysis: procedure
Work from the idea and objective
1. List each possible event that presents
a threat or an obstacle to the project
2. Compile a common risk list
3. Clarify the underlying cause of a risk,
events that can be resolved
4. Check against a general risk checklist,
if one exists
5. Group the risks, e.g. by type or against REMEMBER
deliveries • If a risk is expressed as a
6. Prioritise risks by evaluating probability concern about “something”,
and impact clarify events and the
7. Propose measures, starting from the underlying reason/event
recommended type of measure(s) • The objective’s priority
8. Decide on who will be responsible and (time/cost/result) when the
dates for measures to be completed impact is evaluated
9. Compile/update the risk list and write • Make use of new
the minutes opportunities

Tieto PPS AH006e, 8.6.0, 2011-10-31 Risk management Page 26

 Project plan, what

PROJECT PLAN • A “contract” between project

1. Background and management and the project
connections owner/steering group
2. Objective
• Describes the project’s
commitment and authorities
3. Schedule and • Compiled by the project
resource needs management
4. Organisation • Approved by the steering group
5. Working methods at DP3
6. Risks
7. Project cost
estimate
REMEMBER
• There might be additional plans on
production level
• Keep the headings of the template,
write ”not applicable” if needed Project plan

Tieto PPS AH005e, 12.0.1, 2015-01-01 Project plan, the commitment Page 27
 Project plan, content
1. Background and 3. Schedule and 6. Working methods
connections resource need 6.1 Requirement dialogue
1.1 Background 3.1 Prerequisites and 6.2 Delivery and transferral
1.2 Connections with other outer dependencies 5.3 Production models
organisations or projects 3.2 Project schedule 5.4 Monitoring and learning
1.3 Success factors 3.3 Milestones, 5.5 Change management
decision points 5.6 Risk management
2. Objective 3.4 Resource need 5.7 Information distribution
2.1 Project idea 3.5 Purchases 5.8 Document management
2.2 Project objective
5.9 Quality assurance
2.3 Priority of the objective 4. Organisation
5.10 Confidentiality, and security
2.4 Limitations 4.1 Project organisation
5.11 Environment
2.5 Recipients and 4.2 Authority and
5.12 Administrative routines
approval criteria responsibility

6. Risks

7. Project cost estimate

REMEMBER
• Use additional templates as appendices when needed Project plan

Tieto PPS AH005e, 12.0.1, 2015-01-01 Project plan, the commitment Page 28
 Prepare, DP1-DP3
Model and basic skills
Initiate project
Decision to continue,
Decision to change or interrupt Decision to approve
initiate a project preparation work the project plan

DP1 DP2 DP2 DP3

Formulate Plan, Organise, Describe work Manage Compile

the objective estimate staff methods risks project plan

Start-up seminar Project plan:

Idea and objective formulation the commitment
Stakeholder analysis Project organisation
Requirement dialogue Risk management

Decision points Information distribution

Project planning Meetings
Document management

Tieto PPS UM38e, 3.1.2 2014-03-17 PPS Project management

 Execute, DP4-DP7
Model and basic skills

Decision to continue, Decision to approve Decision to transfer

Decision to start change or interrupt the result of a responsibility for a
execution the project delivery delivery

DP4 DP5 DP5 DP6 DP5 DP6 DP7

Manage
work
Manage the Apply the Deliver,
unpredictable work methods transfer
Feedback Establish
commitment commitment

Requirement dialogue Detailed planning Information distribution Delivery and

Monitoring Meetings transferral
Document management Document management
Risk management
Change management

Tieto PPS UM39e 3.1.13 2014-03-31 PPS Project management

 Detailed work schedule: example
Work areas in Calculation
a project schedule 600h
Prototype
Activities in a detailed ready
work schedule Person Forecast
resp. 540h
Activity ………… AAn 30h
Activity ………… AAn 30h
Activity ………… BCn 60h
Activity ………… AAn 20h
Activity ………… AAn 50h
Activity ………… HHn 40h
Activity ………… HHn 20h
Activity……… AAn 30h
Activity ………… BCn 20h
Prototype
ready
Activity ………… JJn 20h
Activity ………… AAn 50h

REMEMBER
• Project planning provides the framework
• Use milestones as measurement points Schedule Action/ Detailed
task list schedule

Tieto PPS AH007e, 8.9.1, 2014-02-01 Detailed planning Page 31

 Monitoring, what
Monitoring includes the three dimensions of the objective

Provide answers to
• how far we have come?
- activities completed, milestones reached
- resources used
Time • forecast for
Result
- completion date for ongoing activities
- milestones and deliveries
Cost - remaining resource needs
• our experiences
- are we following the agreed working method?
- are there improvement proposals, new lessons learnt?
• any need for action regarding
- staffing?
- the division of labour?

Tieto PPS AH017e, 9.0.0, 2014-02-01 Monitoring Page 32

 Change management: purpose
Controlled management of deviations and changes

It is part of the commitment to

• manage any requests and opinions that
affect the project
• ensure that the project addresses the
customer’s current needs
• create bases for decisions
Routines and management provide
• protection for ongoing work from disturbances
• established and agreed decisions
• quality; nothing is forgotten

REMEMBER
• Change is a natural and necessary part of project work
• Gather enough opinions before making a decision

Tieto PPS AH015e, 7.8.0, 2011-10-31 G

Change
runder management
för PPS Page 33
 Delivery and transferral, purpose

Approved delivery Approved transferral

• the result fulfils the agreed
requirements
• approval criteria are fulfilled
• the recipients can utilise the result
• the result fulfils the agreed
requirements
• approval criteria are fulfilled
• the recipients can take over full
responsibility

Page 34
Tieto PPS AH020e, 7.0.0, 2014-02-01 Delivery and transferral
 Conclude, -DP8
Model and basic skills

Decision to
close the
project

DP8

Summarise Close
experiences project

Closing seminar
and final report

Tieto PPS UM40e 3.1.2 2014-03-17 PPS Project management

 Closing seminar: purpose

After the closing seminar

• everybody knows that the project is
finished and how successful it was
• the basis exists for a final report
containing the most important
experiences from the project
• everybody knows where the final
report will be stored
• everybody looks forward to working in
another project, one equally good

Tieto PPS AH021e, 1.9.0, 2011-10-31 Closing seminar and final report Page 36
 Final report
Who does what
CONTENT
1. Conclusion and
• the project manager is responsible for
drawing-up and distributing the final
recommendations
report
2. The stakeholders’
experiences • everybody contributes to the content
3. Project execution and
of the final report
fulfilment of objectives • the steering group approves the final
4. Measurement and report, DP8
calculation • the base organisation (via the project
5. References office if there is one) is responsible for
ensuring that the final report will
remain available

REMEMBER
• Improvement requires experience
• The final report helps us to not “re-invent the wheel,”
and to avoid repeating the same mistakes Final report

Tieto PPS AH021e, 1.9.1, 2014-02-01 Closing seminar and final report Page 37
 Model for project management

Project Project Trans- Final

directive plan Delivery ferral report

DP1 DP2 DP3 DP4 DP5 DP6 DP7 DP8

Prepare Execute Conclude

Describe and agree on the Manage the work towards the Hand back resources
result that the project will project’s objective, with active and summarise
deliver and how the work feedback and organised experiences
will be executed change management

Tieto PPS AH080e, 5.0.1, 2011-10-31 Model for project management Page 38
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