2024. 11. 28.

PROJECT MANAGEMENT IN THE EU

Dr. Miklós LUKOVICS PhD

Associate professor
University of Szeged, Faculty of Economics and Business Administration

Project features:
• A complex, nonroutine, one-time effort limited by
time, budget, resources, and performance
specifications designed to meet customer needs.
Major Characteristics of a Project
• Has an established objective.
• Has a defined life span with a beginning and an
end.
• Typically requires across-the-organizational
participation.
• Involves doing something never been done before.
• Has specific time, cost, and performance
requirements.

What is a project? What is NOT a project?

• Temporary endeavor
– It has a definite beginning Project vs. technical operation
– It has a definite end

• It creates something that did not exist before • Has it a

beginning? Has
– To achieve a goal
– Unique product, service, ability, result
Discuss in groups:
– (Unique customer, unique partners, unique place, etc.)  Give examples of projects
from your daily it an end?
• Drivers of change - Tool of change management professional life and

– They create changes within an organization

everyday life!
– Continuous
• It enables creating business value work
– The benefit that is brought by the results of the project to the stakeholders
• Does it create
something that did not
exist before?
– Recurring
activity

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Criteria for a "good" project Routine, Repetitive Work Projects

Taking class notes Writing a term paper
Daily entering sales receipts Setting up a sales kiosk for a
• relevant into the accounting ledger professional accounting
– Based on real needs
– Target orientated meeting
• feasible
– well thought out, consistent Responding to a supply-chain Developing a supply-chain
– results can be measured request information system
– realistic budget
– clear division of labor Practicing scales on the piano Writing a new piano piece
– previously assessed risks
• sustainable Routine manufacture of an Designing an iPod that is
– the benefits for the target group can be provided after the
development Apple iPod approximately 2 X 4 inches,
interfaces with PC, and stores
10,000 songs
??? ???
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Idea-project-tender: borders and relationships

Coming up with the IDEA!
RESEARCHERS, SUPPORTER,

?
INNOVATORS CONTRIBUTORY

• Discussions with colleagues, advisors, policy makers, stakeholders and the

TENDER/ community, then ask yourself a series of questions : Is this idea and
IDEA PROJECT GRANT/ problems stimulating and important to me so that I would want to spend
PROPOSAL considerable time thinking, reading and doing?
-Creative -Deadline -Sponsor’s needs
-Plastic -Budget -Own -Budget
• What is the focus of my organization, my department, institution, and
-Several variations -Aim -Bank loan -Schedule profession and how do their goals fit with my topic of interest?
-Diversified notion -Responsible -Friends -Indicator
-Heuristic -Resource -Venture captal -Aim
-Scheduling -Business angel -Scoring table • Could my study fill a gap or lead to a greater understanding?

• Has this or a similar study been done before?

• MOST IMPORTANTLY, WILL MY STUDY HAVE A SIGNIFICANT IMPACT?

Project versus proposal

What is a great idea? One that FITS

P Call for
2 proposals
• Fills a gap in knowledge
• Important…will make a difference
• Tests a hypothesis or concept
• Short-term investment will lead to a long-term gain PROJECT
IDEA
PROJECT

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From idea to project

So how will be a project from an idea?

• The idea (plastic) can be converted into a project in several ways

• Its borders are limited, „wildings” are cut off
• Its size is limited
• It is placed in a logical concept
IDEA • It has been complied as a series of logically related activities
• One (!) is selected from the feasible versions
• Our Customers are often „overgrown” in opportunities
• Be feasible from perspective of both project and tender
• + STRATEGIC APPROACH!!!
PROJECT

Project triangle / iron triangle What is project leading?

• Balancing Discuss in groups:
 Give an example of a
A trade-off decision refers to the – Deadline project in which
 Deadline is fixed
process of decision-making where one
has to choose between two or more
– Cost  Cost is fixed
 Scope is fixed

alternatives, balancing the advantages – Scope (all the planned parameters)

Time Budget
and disadvantages of one option
against those of another.  Trade-off matrix
Thus, a trade-off decision involves  We lock one parameter
making a compromise or balance
 We optimize it for an
Result, quality between alternatives, where one Locked/
Chosen We accept its change
other (or lock) Fixed
aspect is prioritized over another.
 We accept the change Deadline 
Balance in planning! – Trade-off decisions of the third Cost 
Scope 

Cost: 200.000 €
Deadline: 14 months
Quality: 1st class

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Cost: 200.000 € VER1a Cost: 200.000 €

Deadline: 14 months Deadline: accept the change
Quality: 1st class Quality: 1st class

VER1b VER2a
Cost: 200.000 € Cost: accept the change
Deadline: 14 months Deadline: 14 months
Quality: accept the change Quality: 1st class

VER2b VER3a
Cost: 200.000 € Cost: 200.000 €
Deadline: 14 months Deadline: accept the change
Quality: accept the change Quality: 1st class

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Stakeholder management

VER3b
Cost: accept the change
Deadline: 14 months
Quality: 1st class

We analyse our stakeholder groups based on these two

areas
1. Power: The ability to influence an organisation strategy
Stakeholders are important to identify and manage in order for or project resources
our businesses and/or projects to have a high chance of 2. Interest: How interested they are in the organisation or
success. The project or idea can be affected by those project succeeding
stakeholders involved, and also how the project can in turn Remember, all stakeholders may seem to have lots of
impact them. A project’s success will be determined by how
power or we hope they would have lots of interest, but
effectively we work with our stakeholders and this is where
relatively speaking, some stakeholders will hold more
Mendelow’s Matrix can help us to achieve this goal.
power than others, and some stakeholders will have more
Who are your stakeholders? interest. For example, a director is likely to have high
Map your stakeholders early on! power and high interest in the organisation, whereas the
Government would have high power to impact strategy via
regulation, but potentially less interest – the same with a
large competitor.

Creating a grid of stakeholders

The grid is based on Power and Interest and allows us
to identify which stakeholders are important. Those The position that you allocate to a stakeholder on the grid shows
you the actions you need to take with them:
with high Power and high Interest would need to
High power, highly interested individuals (Manage Closely): aim to
manage closely, investing more time and fully engage these individuals, making the greatest efforts to satisfy
resources. For example, the CEO is likely to have them.
Power to influence an organisation project and also High power, less interested individuals (Keep Satisfied): put
high interest in it being successful. Keeping these enough work in with these individuals to keep them satisfied, but
stakeholders on side and keeping them informed will not so much that they become bored with your message.
be a priority. Low power, highly interested individuals (Keep Informed):
However, those stakeholders with low power and low adequately inform these individuals, and talk to them to ensure that
no major issues are arising. These audiences can also help point
interest (e.g. the local community or media) should be out any areas that could be improved or have been overlooked.
monitored and minimum effort expended in terms of Low power, less interested individuals (Monitor): don’t bore these
time and money. The other two quadrants highlight stakeholder groups with excessive communication, keep an eye to
stakeholders that need to be kept satisfied (high check if their levels of interest or power change.
Power, low Interest) and those that need to be kept
informed (high Interest, low Power).

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Moving between quadrants

Stakeholder mapping
It is important to remember that things might happen

High
that cause stakeholders to suddenly move between template Meet their
needs and consult on areas of interest
Engage
Try to increase these people’s interest
Key player - manage closely
Focus efforts on this group
Involve in governance
quadrants. So it’s always worth double-checking your through these consultations Engage/consult/co-design

grid maps in the event of a change in the

environment or a project issue that arises.

Influen
ce
Monitor Keep informed
Keep informed via general Keep informed and consult on areas of
communications interest

Low
Low High
Intere
st

• Informing: At the informing level, stakeholders are placed at

Levels of stakeholder participation the periphery of the decision-making process. They receive
updates and information about the project’s progress,
objectives, and outcomes. This one-way communication
channel, flowing from the project team to the stakeholders,
serves to keep stakeholders aware but does not actively
involve them. While stakeholders gain awareness of the
project, their input is limited, and they play a passive role in
shaping project directions.
• Consulting: Moving a step higher in the engagement ladder,
the consulting level offers stakeholders the opportunity to
voice their opinions. Project managers actively seek
stakeholder feedback through methods like survey,
interviews, or focus groups. Stakeholders’ perspectives are
gathered, providing valuable insights that influence certain
project decisions. However, the final decisions still rest with
the project team, and stakeholder’s influence is confined to
the areas where their feedback is sought.

Distinguishing the levels of stakeholder involvement is crucial for

• Involving: Involvement signifies a deeper level of engagement. several reasons:
Stakeholders actively participate in discussions, workshops, or • alignment of expectations: Clearly defined levels of involvement
collaborative sessions. Their ideas and suggestions are not only set expectations for both the organization and stakeholders.
heard but are also incorporated into the decision-making process. Stakeholders understand their roles and the extent of their
While the project team retains a degree of control, stakeholders’ influence, preventing misunderstandings.
input significantly shapes specific aspects of the project. This level • allocation of resources: Organizations can allocate resources, such
of involvement fosters a sense of ownership and investment as time, budget, and personnel, more effectively based on the
among stakeholders, as they actively contribute to shaping the level of involvement. Intensive collaboration and empowerment
project’s direction. require significant resources compared to informative or
• Empowering: At the peak of participation levels, empowering consultative involvement.
signifies true collaboration. Stakeholders are not just participants, • decision-making process: Different levels of involvement affect the
they are partners. They are completely involved in every stage of decision-making process. Informative involvement may have a
the project, from conceptualization to implementation. Their swift decision-making process, while collaborative or empowering
insights and decisions hold substantial weight, often dictating the involvement might require more time for consensus-building and
project’s strategies and activities. Empowered stakeholders share joint decision-making.
both responsibility and authority with the project team, creating a
symbiotic relationship where ideas and decisions are co-created, • building trust: Recognizing stakeholders' contributions and
leading to innovative and inclusive project outcomes. involving them appropriately builds trust. Clear and consistent
involvement levels demonstrate respect for stakeholders' opinions
and foster trustful relationships.

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OPERA
• OPERA is an efficient method for working in groups to foster
idea-creation during a decision-making process. It provides a
systematic way of working, combined with a creative process
of solving problems. The method engages those affected by
the initial question and funnels the participants’ knowledge
Stakeholder engagement and experiences to collectively answer the lead question. The
participatory approach is important for people to commit
themselves to the result of the process. The method helps to
tools generate creativity, ideas, energy, and commitment, all based
on the belief that participation liberates the innovative forces
in any group.
• While during normal workshops only a few people talk and
the rest are silent, the OPERA method ensures that all
participants are active all the time. Therefore, the method
leads to collective, structured views on the matter under
processing. The method can be used in team, national and
transnational meetings, during brainstorming sessions or
workshops.

OPERA OPERA
• Own thoughts: Participants should spend 3-5 minutes alone pondering the main • The tool has quite few strengths:
question and writing down their thoughts or proposals on a piece of
paper/post-it. No discussion is allowed at this stage. • - Active participation: The method ensures active
• Pair suggestions: Participants form pairs to spend another 5-10 minutes on participation from all attendees throughout the workshop,
discussing and explaining their written thoughts. Following the discussion the preventing passive involvement and encouraging a
pairs come up with a consensus-based joint proposal, recording it on a new set
of papers (each proposal on a different piece). These papers/post-its are posted diversity of perspectives.
to the OPERA board for everyone to see. (In smaller groups, participants can • - Structured process: The six-step procedure provides a
stay as individuals, with more participants they can form small groups (4-5
people).) clear and structured framework for idea generation,
• Explanation: Each pair briefly explains in 1-2 minutes to the rest of the audience discussion, and decision-making. This helps in managing
the proposals they attach to the OPERA board. No comments are needed at this the flow of the workshop efficiently.
stage from the other participants.
• Ranking: Each pair ranks the proposals by selecting the most important ones, • - Creativity enhancement: OPERA is designed to enhance
using agreed selection criteria (e.g.: sticker dots). The choices are marked on creativity and idea generation, providing a systematic yet
the OPERA board. creative approach to problem-solving. It allows for a variety
• Alignment/arranging: The facilitator(s) arrange the suggestions on the OPERA of opinions and proposals.
board linking and merging similar topics, based on the instructions of the
participants. Once the topics are sorted out, the proposals of the pairs are • - Adaptability: The method can be applied in various
sorted out under the relevant subtopics, following the results of the settings, making it adaptable to different contexts. While
voting/selection. The ones with higher ranking on the top, the ones with lower
ratings further down. the procedure stays the same, the main question (and
topic) can change every time.

OPERA
• Weaknesses of the tool include:
• - Time-consuming: The method, with its multiple
steps and discussions, may be time-consuming. This
can be a limitation in situations where time is a
critical factor.
• - Resource intensive: Conducting the workshop may
require resources such as facilitators, materials, and
adequate space, which could be a limitation,
especially in resource-constrained environments.
• - Potential for groupthink: In the pair suggestion and
ranking phases, there is a risk of groupthink, where
individuals may conform to the opinions of the
group, limiting the diversity of ideas.

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Newspaper of tomorrow Newspaper of tomorrow

• The Newspaper of Tomorrow tool provides a platform for • 1. Give time to participants to answer on sticky-notes to
envisioning the future and establishing a collective vision on a pre-written questions that will help defining the chosen topic
specific subject. When diverse stakeholders collaborate, they and finding content for the article.
bring unique perspectives, adding significant value to • 2. Open the floor for a shared conversation during which all
participatory and collaborative efforts. The tool's specific participants read their answers and react to other
application varies depending on the workshop's objectives. participants' ones. The conversation must help you
However, overall, it serves as an excellent method to foster a identifying some potential headlines.
shared objective and a mutual understanding of the project's • 3. Now that you gathered the answers try to find ONE
purpose. effective headline. Something that makes news, talking about
• The aim of the tool is to turn the topic of the given project or your topic. You can explain it with a few lines beneath and
meeting to fictive newspaper headlines from 2 to 5 years bring some quotes from the previous steps. If you manage,
from now. The fictive newspaper headlines can then be used try finding a suitable image.
in a workshop with local stakeholders involved in developing • 4. Allow the groups to present their results quickly to each
the future vision, turning negative scenarios around and other.
imagining what the city/region would look like when those
challenges have been overcome (if the case). The tool can • The outcome of the tool is the creation of a shared vision
also be used during online meetings. among stakeholders of the main topic of the project.

Decision theatre
Decision theatre
• A Decision Theatre is a facility that has immersive equipment to illustrate
plans and visualise data for planners, stakeholders, researchers, and citizens.
• With the help of advance digital technology, participants can understand
professional planning knowledge and express themselves easier.
• Using data analytics and high-performance computing to drive software-
integrated models, DT works with transdisciplinary partners to streamline big
data and transform it into novel, interactive data visualizations.
• A Decision Theatre is also a place for people to have discussion and to make
decision.

Pecha Kucha Six thinking hats

• A Pecha Kucha presentation is a format that

uses 20 slides or images that are displayed for • It enables individuals in groups to look at
20 seconds each. a decision and its (potential) effects from
different perspectives.
• The slides will move automatically as the
presenter is speaking. • Looking at a decision from different
points of view, forces participants to
• This format ensures that the speaker is
think outside a habitual thinking style
concise, keeps the presentation moving, and
and helps to achieve a more rounded
gets through all of their content.
view of a situation.

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Six thinking hats

• Putting on and taking off the hats
(metaphorically) enables a thinker to be able to
switch roles.
• The hats are not meant to put people into
categories. It is totally wrong to say, “She’s a
green hat thinker” or “He only uses the red hat.”
• The purpose and value of the six hats method is
to get people to use all six modes of thinking.
• Hat thinking can detach your ego from the
thinking. De Bono suggests that “our egos get
attached to an idea or an argument. We cannot
stand back in order to be objective”.

Walkshop Walkshop
• Walkshops, a dynamic fusion of workshops and site-visits, capitalize on • 1. Identify individuals from crucial stakeholder groups who are
the kinetic nature of exploration. involves a structured exploration of a willing to participate in a joint walk and exchange their
designated path within the community or project area, undertaken observations.
collaboratively with local residents. This method, typically carried out at
the outset of fieldwork, incorporates representatives from various • 2. Engage in a discussion with the participants to clarify the
stakeholder groups. Participants embark on walking tours of the project walk's purpose and collectively determine the route that best
area, engaging in discussions, observations, and interactions while on the encompasses diverse local conditions.
move. This mobile format infuses energy into the dialogue, breaking • 3. Collaborate with the participants to establish the parameters
down formal barriers and fostering spontaneous exchanges. Walk-shops
for recording observations.
harness the power of movement, enhancing communication, building
relationships, and promoting a sense of shared discovery among • 4. Emphasize that the most valuable aspect of the walk is both
stakeholders. In the case of autonomous vehicles, the walk-shop the physical journey and the ensuing discussions. Decide on
experiences provide valuable insights, enabling stakeholders to visualize specific points along the path where everyone halts to discuss
the practical implications of autonomous vehicles on urban and document the predetermined parameters.
infrastructures, traffic patterns and pedestrian safety.
• 5. The information gathered is then utilized to create a diagram
or map, serving as a basis for further discussions among
stakeholders.

Project development

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The steps of project development The steps of project development

The project is implemented within a set timeframe, in order to properly The project is implemented within a set timeframe, in order to properly
plan it, the following are required: plan it, the following are required:
Clear, unequivocal project logic Clear, unequivocal project logic
 A clear, exising problem for which we are seeking a solution  A clear, exising problem for which we are seeking a solution
 A well-defined overall goal, in keeping with specific objectives  A well-defined overall goal, in keeping with specific objectives
 What do we want to do?  What do we want to do?
 What results do we expect?  What results do we expect?
 All this is "sold" with a good title and acronym  All this is "sold" with a good title and acronym
 Determining activities  Determining activities
 Dependency arrangement of activities  Dependency arrangement of activities
 Estimating the lead time of the activities  Estimating the lead time of the activities
 Creating work packages  Creating work packages
 Estimating of activity resources  Estimating of activity resources
 Determining the costs of resources  Determining the costs of resources

The Results Framework

Intervention logic
PROGRAMME MONITORING &
EVALUATION
Specific
Where are Where do we objectives

we? want to go? Intended

results
Result
indicators
(Situation) (Change) SITUATION CHANGE

Output
Actions indicators
How do we want to get
there?

Situation/Problem analysis The result of the diagnosis

Project planning assumes that we have already had a

• A structured, hierarchical, transparent system of
development concept for the area, which includes detailed
situation analysis and a comprehensive vision for the future problems
 In order to determine the intervention implemented with • We explore the causal relationship between the
the project, we have to highlight the problem that we want
problems - we can bring back fundamental
to solve to get closer to the project. Highlights are of course
defined by the priorities set out in the completed problems - PROBLEMATREE
development program or in the call for proposals. • The problems require answers and solutions
 We get a problem tree from exploring causal relationships
• The logical architecture of answers and solutions
is the same as the problems - TARGETTREE

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Problem tree - example

Problem Tree Analysis
• hierarchical structure Sales difficulties effect
• the problem (effect) on the upper level is the
result of the underlying problems (causes) Specific goal

• depends on the nature of the main problem, Untimely

Poor marketing
how many levels will be product

Obsolete
Unskilled Lack of Specialist
means of
labor information shortage
production
cause
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Project objectives
• The first issue to deal with is naming the objectives. Several Project goal (or overall objective or general objective)

other English terms may be used including “project goal/aim,” • Project goal is a general aim that should explain what the core problem is and why
“project purpose,” etc. Often one major “goal” is declared and the project is important, i.e. what the long-term benefits to the target group are.
Project overall objective describes the strategic and long-term change that the
then broken down into various objectives. project seeks to achieve for the benefit of the target groups.

• Once this issue has been dealt with, the hierarchy between Project objectives (or specific objectives)
objectives needs to be established, as well as how many levels • While project objectives should address the core problem in terms of the benefits
the hierarchy should present. In reality, an organization should to be received by the project beneficiaries or target group as a direct result of the
project. Project objectives provide a more detailed breakdown of the project goal.
have already resolved this issue in the project planning phase. A project will likely have multiple objectives. Describes the specific and immediate
effects of the project and it can be realistically achieved within the implementation
period.

Target analyzes
Target tree
 Goals to define: • A hierarchical, structured system of goals
Comprehensive global goals

• It is looking for solutions to problems raised in
 Specific (concrete) goals
the problem tree
 Operational goals

 Each window of the set problem tree is reworded as a • A good target tree is not an automatic
target "translation" (symptomatic treatment) of a
 Related task: Define target groups problem tree
• Strengths - opportunities are built here
(innovative steps -> indirect solutions)

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Target tree - example

General objective “Improve the
attractiveness of
• Expression of the change an the city”
Result intervention aims to achieve in
Overall goal Favorable market share
an existing socio-economic
situation
Specific goals • Based on a problem or
development need
Modern product Effective • Describes an ambition
manufacturing marketing activity • To formulate a meaningful
Operational general objective …:
goals • start from identified development needs
• ensure the objective is in line with the
Modern Well-functioning Applying and program’s general objective
Well-trained
means of information training • use a description (verb) that expresses
workforce change
production channel speacialist to improve…, to reduce…, to increase…
Operational Condition
goals 67 28/11/2024 68

“Number of crimes
Specific objective and “Improve safety in
committed in
intended result public spaces in
public spaces in
deprived
• Expression of the change an Result indicators deprived
neighbourhoods”
intervention aims to achieve in an neighbourhoods”
existing socio-economic situation • A measure that captures the
• Part of the general objective PROGRAMME change in the situation addressed PROGRAMME
• Based on a problem or by the specific objective
development need Specific • (However…. the link between your Specific
• Describes an ambition objectives intervention and the result is often objectives
• To formulate a meaningful specific a contribution, not direct cause-
Intended Result and-effect) Intended Result
objective …:
results indicators results indicators
• start from the general objective • For each specific objective, identify
• ensure the objective is singular and really a small number of result indicators
specific
Output • A good ”reality check” of your Output
• use a description (verb) that expresses Actions Actions
change indicators specific objective indicators
to improve…, to reduce…, to increase…

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“Improved, better “m2 of remodelled

quality public public spaces in
spaces in deprived deprived
Outputs neighbourhoods” Output indicators neighbourhoods”

• contribute to the specific PROGRAMME PROGRAMME

• a variable to describe
objective / result
Specific the output that your Specific
• are the direct products of objectives objectives
the delivery of your
action will produce
Intended Result Intended Result
actions… results indicators • baseline: 0 (not results indicators

• ... and therefore, closely Output

always!) Output
linked to the actions Actions
indicators
Actions
indicators
• target: expected total
• (are ‘what money buys’)
from your action
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Specific PROGRAMME

Specific
objectives
Time- Measur-
bound able Intended Result

SMART Qualities of results indicators

indicators Output
Actions
and indicators

Relevant
Achiev-
objectives Types of
able
indicators
28/11/2024 73 28/11/2024 74

Target
value

Precise • THANK YOU FOR YOUR ATTENTION!

definition

Minimum
Baseline
Source
requirements
value
of information of indicators Miklós Lukovics
miki@[Link]

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