Project Management Handbook: Agile – Traditional – Hybrid

491 Pages·2023·12.778 MB·English

by  Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, Patrick Schneider

Management for Professionals
Jürg Kuster · Christian Bachmann ·
Mike Hubmann · Robert Lippmann ·
Patrick Schneider
Project
Management
Handbook
Agile – Traditional – Hybrid
Second Edition
Management for Professionals
The Springer series Management for Professionals comprises high-level business
and management books for executives. The authors are experienced business
professionals and renowned professors who combine scientific background, best
practice,andentrepreneurialvisiontoprovidepowerfulinsightsintohowtoachieve
businessexcellence.
(cid:129) (cid:129)
Jürg Kuster Christian Bachmann
(cid:129) (cid:129)
Mike Hubmann Robert Lippmann
Patrick Schneider
Project Management
Handbook
– –
Agile Traditional Hybrid
Second Edition
JürgKuster ChristianBachmann
Zürich,Switzerland Rapperswil-Jona,Switzerland
MikeHubmann RobertLippmann
Liebefeld,Switzerland Männedorf,Switzerland
PatrickSchneider
NussbaumenTG,Switzerland
ISSN2192-8096 ISSN2192-810X (electronic)
ManagementforProfessionals
ISBN978-3-662-66210-6 ISBN978-3-662-66211-3 (eBook)
https://doi.org/10.1007/978-3-662-66211-3
#Springer-VerlagGmbHGermany,partofSpringerNature2015,2023
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Preface to the Second Edition
This second, entirely revised edition of the “Project Management Handbook” is
based on the fundamentals of the previous standard work and is aligned with the
German 5th edition. It now covers a large number of new or updated topics. The
handbook contains insights and recommendations from our everyday practice as
project managers and project coaches as well as from our teaching activities in
projectmanagement.Weareparticularlypleasedthatthisworkisnotjustthesumof
contributions penned by different authors, but that we thoroughly exchanged ideas
asateamandstructuredanddevelopedcontentstogether.
We have conducted both public and company-specific training on project man-
agementforover10,000participantsinmorethan200companiesandorganisations
inSwitzerland,Germany,andAustria,andcarriedoutdevelopmentworktopromote
projectmanagementcompetenceintheseorganisations.Itisthereforefairtosaythat
thisworkreflectsboththecurrentandfuturepracticeofprojectmanagement.
One of the major trends in recent years is that not only proven leadership
structureswiththeirconceptsandprocessesareindemand,butthatalsotemporary
structures are increasingly being used in order to be able to act more quickly and
flexibly. Hierarchical leadership relationships are being replaced by holacratic
systems with flexible role models and forms of cooperation with a high degree of
self-organisation.Projectmanagementisstronglyaffectedbythisdevelopment.We
haveimplementedthisnewrealitywithaclearlyrecognisablereaderguidance.This
not only distinguishes between agile and traditional project management, but also
delvesintotheircombination,namelyhybridprojectmanagement.Weasauthorsare
convincedthatthefutureliesinthegoldenmean.Itisnotaboutatraditionaloragile
approach,butaboutasituationallyskilfulcombinationofbothagileandtraditional
elements.
Anothernoveltyarerealprojectdocuments,whichwehaveincludedinthisbook
aspracticalexamples.ForthiswewouldliketothankthetransportcompanyBLS,
namelyDanielHofer, Irina Schneider, Daniel Leuenberger, and Marc Zesiger, and
MetrohmAG,theSwissmanufacturerofprecisioninstrumentsforchemicalanaly-
sis,namelyPatrickHunziker,ChristianFeuerlein,andMichaelEdelmann.
Our great thanks are due to the authors Eugen Huber, Emil Schneider, and Urs
Witschi, who have gone into well-deserved retirement, and to the late Alphons
SchmidandRogerWüst,whoovermanyyearshaveplayedanotableroleinshaping
v
vi PrefacetotheSecondEdition
the contents of this book and also the Beratungs- und Weiterbildungsinstitut BWI
AGinthefieldofprojectmanagement.
Structure of This Book
Variousstructuralelementssimplifytheapplicationofthiscomprehensiveworkin
practice.TheProjectManagementCompassservesasadetailedorientationguide
for project management and presents two different process models for agile and
traditionallymanagedprojects.
Thesuccessofcomplex,interdisciplinaryprojectsrequiresanincreasinglywide
rangeofcompetences,especiallyfromtheprojectmanager.Thatiswhywelinkthe
methodological foundations to the people who implement the project with a team.
Thedomains“methodology”,“people”,“leadership,”and“team”interactwitheach
other.Thatiswhythecontentofthisbookisdividedintothefollowingchapters:
1. Introduction:Projectmanagementataglanceandinaleadershipcontext
2. Methodology:Modelsandworkingmethodologyforhandlingagile,traditional,
andhybridprojects
3. Human:Essentialcharacteristicsofpeopleasdesignersofprojects
4. Leadership:Modelsandmethodsofleadingprojects
5. Teams:Aspectsofsuccessfulteamdevelopmentandcooperation
ThisworkhasalsobeenupdatedwithaviewtoIPMAcertificationandoffersa
comprehensivereferencetableforallcompetenceelementsoftheIndividualCom-
petenceBaselineofIPMA®(ICB4)inChap.6.
Wewishyoumanynewinsightsthroughreadingthisbookandthesuccessyou
desireforyourfutureprojects.
Zürich,Switzerland JürgKuster
Rapperswil-Jona,Switzerland ChristianBachmann
Liebefeld,Switzerland MikeHubmann
Männedorf,Switzerland RobertLippmann
NussbaumenTG,Switzerland PatrickSchneider
February2023
Contents
1 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.1 ProjectManagement,Whatfor?. . . . . . . . . . . . . . . . . . . . . . . . . 1
1.1.1 TheTaylorTub. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.1.2 BANIIstheNewVUCA. . . . . . . . . . . . . . . . . . . . . . . 2
1.2 WhatareProjects?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.2.1 ProjectCharacteristics. . . . . . . . . . . . . . . . . . . . . . . . . 5
1.2.2 ProjectTypes. . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . 7
1.2.3 EmergenceofProjects. . . . . . . . . . . . . . . . . . . . . . . . . 7
1.3 WhatIsProjectManagement?. . . . . . . . . . . . . . . . . . . . . . . . . . 8
1.3.1 HierarchiesinProjectManagement. . . . . . . . . . . . . . . . 9
1.3.2 DimensionsinProjectManagement.. . . . . . . . . . . . . .. 10
1.3.3 PrinciplesofProcedure. . . . . . . . . . . . . . . . . . . . . . . . . 12
1.4 ProcessModelsinProjects. . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
1.4.1 AgileApproach. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
1.4.2 TraditionalApproach:PhaseConcept. . . . . . . . . . . . . . 18
1.4.3 HybridProjectManagement. . . . . . . . . . . . . . . . . . . . . 23
1.4.4 ProcedureinChangeProjects. . . . . . . . . . . . . . . . . . . . 24
1.4.5 FurtherProcessModels. . . . . . . . . . . . . . . . . . . . . . . . 24
1.4.6 ChoiceofaProcessModel:Traditional,Agile
orHybrid?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
1.5 ProjectsareBasedonTeamwork. . . . . . . . . . . . . . . . . . . . . . . . 29
1.5.1 Content:WorkingintheSystem. . . . . . . . . . . . . . . . . . 29
1.5.2 OrganisationandRelationship:Workingonthe
System. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
1.5.3 Interactions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
1.6 ProjectsareSocialSystems. . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
1.6.1 TaylorisminourHeads. . . . . . . . . . . . . . . . . . . . . . . . 32
1.6.2 MechanisticandSystemicWorldView. . . . . . . . . . . . . 32
1.6.3 PeopleandTeamsAreNon-TrivialSystems. . . . . . . .. 34
1.6.4 SystemicApproachtoProjectManagement. . . . . . . . . . 35
1.7 VersatilityandCreativity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
1.7.1 Versatility. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
1.7.2 CreativityasaSurplusofAttention. . . . . . . . . . . . . . . . 37
vviiii
viii Contents
1.7.3 InterplayBetweenHuman,FieldandDomain. . . . . . .. 38
1.7.4 FrameworkConditionsforCreativity. . . . . . . . . . . . . . . 40
1.8 StandardsandCertificationModelsinProjectManagement. . . . . 41
1.8.1 IPMA:InternationalProjectManagement
Association. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
1.8.2 PMI:ProjectManagementInstitute. . . . . . . . . . . . . . . . 43
1.8.3 PRINCE2. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
1.8.4 Hermes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
1.8.5 ScrumAlliance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
1.8.6 DIN69901andISO21500. . . . . . . . . . . . . . . . . . . . . . 46
1.9 ProjectPortfolio,Multi-ProjectandProgramme
Management. . . . . . .. . . . . .. . . . . .. . . . . .. . . . . . .. . . . . .. 47
References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
FurtherReadings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
2 Methodology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
2.1 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
2.1.1 Traditional,AgileandHybrid. . . . . . . . . . . . . . . . . . . . 49
2.1.2 AccuracyofEstimates. . . . . . . . . . . . . . . . . . . . . . . . . 53
2.1.3 PracticalExamples. . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
2.2 ProjectCommissioningPhase. . . . . . . . . . . . . . . . . . . . . . . . . . 56
2.2.1 WhatIsImportantintheCommissioningPhase?. . . . .. 57
2.2.2 ProjectFactsheet. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
2.2.3 BusinessCase. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
2.2.4 ProjectRequest. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
2.2.5 ChecklistCompletionProjectCommissioning. . . . . . .. 61
2.3 InitialisationPhase. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
2.3.1 WhatisImportantintheInitialisationPhase?. . . . . . . . . 62
2.3.2 SettingObjectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
2.3.3 Requirements,RequirementsEngineering. . . . . . . . . . . 72
2.3.4 TheMagicTriangle. . . . . . . . . . . . . . . . . . . . . . . . . . . 77
2.3.5 StakeholderManagement. . . . . . . . . . . . . . . . . . . . . . . 79
2.3.6 ProjectMarketing. . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
2.3.7 RiskManagement. . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
2.3.8 ProjectOrganisation,Roles,Committees. . . . . . . . . . . . 91
2.3.9 InformationGatheringandSituationAnalysis. . . . . . .. 111
2.3.10 ProjectStructuring. . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
2.3.11 ProjectOrder. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
2.3.12 ProjectManual,ProjectManagementPlan. . . . . . . . . . . 128
2.3.13 Kick-Off. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129
2.3.14 Problem-SolvingProcess. . . . . . . . . . . . . . . . . . . . . . . 130
2.3.15 ChecklistCompletionInitialisationPhase. . . . . . . . . .. 134
2.4 ConceptPhase. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
2.4.1 WhatIsImportantintheConceptPhase?. . . . . . . . . . . . 136
2.4.2 ProductGoal(ProductConcept). . . . . . . . . . . . . . . . . . 139
2.4.3 ProductBacklog......................... .... 140
Contents ix
2.4.4 ReleasePlan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142
2.4.5 RequirementsSpecification:SolutionConcept. . . . . . . . 143
2.4.6 EffortEstimation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144
2.4.7 ScheduleandTimetable. . . . . . . . . . . . . . . . . . . . . . . . 149
2.4.8 ResourceDeploymentPlanandResource
Coordination. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157
2.4.9 CostPlan. . . .. . . . . . . . . .. . . . . . . . . .. . . . . . . . . .. 160
2.4.10 Information,Communication,andDocumentation. . . .. 162
2.4.11 QualityManagement. . . . . . . . . . . . . . . . . . . . . . . . . . 164
2.4.12 ChecklistCompletionConceptPhase. . . . . . . . . . . . . . 166
2.5 RealisationPhase. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167
2.5.1 WhatIsImportantintheRealisationPhase?. . . . . . . . . . 167
2.5.2 SprintPlanning,SprintBacklog. . . . . . . . . . . . . . . . . . 169
2.5.3 SprintImplementation,DailyScrum. . . . . . . . . . . . . . . 172
2.5.4 SprintReview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
2.5.5 Retrospective. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174
2.5.6 ProjectControlling. . . . . . . . . . . . . . . . . . . . . . . . . . . . 175
2.5.7 Deadline,CostandResourceControl. . . . . . . . . . . . . . 184
2.5.8 ProjectChanges,ChangeRequestManagement,Claim
Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188
2.5.9 ChecklistCompletionRealisationPhase. . . . . . . . . . . . 193
2.6 IntroductionPhase. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 194
2.6.1 WhatIsImportantintheIntroductionPhase?. . . . . . . . . 194
2.6.2 TypesofIntroduction. . . . . . . . . . . . . . . . . . . . . . . . . . 196
2.6.3 AcceptanceandCommissioning. . . . . . . . . . . . . . . . . . 197
2.6.4 UserTrainingandEducation. . . . . . . . .. . . . . . . . . .. . 198
2.6.5 TransfertotheOperationalOrganisation. . . . . . . . . . . . 199
2.6.6 ProjectCompletion. . . . . . . . . . . . . . . . . . . . . . . . . . . 200
2.6.7 ChecklistConclusionIntroductoryPhase. . . . . . . . . . . . 202
2.7 ProjectPortfolioandProgrammeManagement. . . . . . . . . . . . . . 203
2.7.1 ProjectPortfolioandMulti-projectManagement. . . . . . 203
2.7.2 LeanPortfolioManagement. . . . . . . . . . . . . . . . . . . . . 214
2.7.3 ProgrammeManagement. . . . . . . . . . . . . . . . . . . . . . . 215
2.7.4 ProjectManagementOffice:PMO. . . . . . . . . . . . . . . . . 216
2.7.5 ProjectManagementHandbook. .. . . .. . . .. . . .. . . .. 218
2.8 CreativityandInnovation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219
2.8.1 WhatistheDifference?. . . . . . . . . . . . . . . . . . . . . . . . 219
2.8.2 FindingCreativeSolutions. . . . . . . . . . . . . . . . . . . . . . 219
2.8.3 EvaluateandDecideonSolutionIdeas. . . . . . . . . . . . . 228
2.8.4 InnovationManagement. . . . . . . . . . . . . . . . . . . . . . . . 232
2.9 Procurement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 234
2.9.1 ProcurementProcedureintheAgileApproach. . . . . . . . 234
2.9.2 ProcurementProcedureintheTraditionalApproach. . . . 235
References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 240
FurtherReadings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 240