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Libor Měsíček, Ph.D.
University of J. E. Purkyně in Ústí nad Labem, the Czech
Republic
 Introduction
 Research interests
 Results
2
Agenda
 IT Project Portfolio Management
 IT Project Management (Mainly team performance)
 Knowledge and Process Management
 Context analysis
 Social Network Analysis (Project Management, CRM)
3
Main topics
 Main Issues:
 What combination of projects must/should be executed?
 How they are connected and how they effect each
other?
 Are there risks/benefits and how big they are?
 Can we express/quantify/compare them?
4
IT Project Portfolio Management in
general
 Problem of high unpredictability/uncertainty of
project team performance (soft factors)
 One of solutions:
 Get additional information about social environment
 Form teams not only on qualification requirements and
available work time but also on team roles to help them
to overcome difficulties, etc.
5
 Social network analysis describes the relations among
nodes (representing individuals, teams, organizations, and
resources) using varies tools (e.g. sociograms and metrics)
 SW products
 Node XL
 Pajek
 Gephi
 Circlecount.com
 Socialbakers.com
 …
6
Social Network Analysis
 Another part is the monitoring of information flows,
the movement of information and knowledge, goods,
resources and services within the network
7
Information Flow
8
Example
 Is the person well connected to the rest of the
network?
 Is it easy for him/her to find necessary information?
 How good (distance, frequency, etc.) is his
connection to important persons in the network?
9
 System of metrics (structural analysis, graph theory …)
 Sources of information about network structure and function:
 Digital
 E-mail
 IM
 Portal
 Calls
 …
 Observation
 Questioners
 Reasoning
 Others networks have this element, why this doesn't? Or we just know
about this element?
10
Metrics and sources of
data/information
 The Model contains the following phases
 Forming
 Storming
 Norming
 Performing
 Adjourning
11
Tuckman’s model of group dynamics
 Analysis of past, current or future situation to be able
to predict, understand and predict
 Why?
 To prevent losses or casualties (e.g. smart cars, homes,
office)
 To predict and optimize use of resources
 Learning systems and algorithms to help people with
disability
 …
12
Context Analysis
 Main results:
 Set of processes to improve team performance and
knowledge sharing
 Set of recommendations for companies to help them
with customer communication
13
Results
 Why I can’t sleep at night?
 How assemble most suitable project team under given
conditions?
 How to predict/affect performance of a project before
the project starts?
 How present/promote a company at social networks
and „force“ customers to spend money?
 How to help employees share knowledge.
14
Summary

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2016-04-27 research seminar

  • 1. Libor Měsíček, Ph.D. University of J. E. Purkyně in Ústí nad Labem, the Czech Republic
  • 2.  Introduction  Research interests  Results 2 Agenda
  • 3.  IT Project Portfolio Management  IT Project Management (Mainly team performance)  Knowledge and Process Management  Context analysis  Social Network Analysis (Project Management, CRM) 3 Main topics
  • 4.  Main Issues:  What combination of projects must/should be executed?  How they are connected and how they effect each other?  Are there risks/benefits and how big they are?  Can we express/quantify/compare them? 4 IT Project Portfolio Management in general
  • 5.  Problem of high unpredictability/uncertainty of project team performance (soft factors)  One of solutions:  Get additional information about social environment  Form teams not only on qualification requirements and available work time but also on team roles to help them to overcome difficulties, etc. 5
  • 6.  Social network analysis describes the relations among nodes (representing individuals, teams, organizations, and resources) using varies tools (e.g. sociograms and metrics)  SW products  Node XL  Pajek  Gephi  Circlecount.com  Socialbakers.com  … 6 Social Network Analysis
  • 7.  Another part is the monitoring of information flows, the movement of information and knowledge, goods, resources and services within the network 7 Information Flow
  • 9.  Is the person well connected to the rest of the network?  Is it easy for him/her to find necessary information?  How good (distance, frequency, etc.) is his connection to important persons in the network? 9
  • 10.  System of metrics (structural analysis, graph theory …)  Sources of information about network structure and function:  Digital  E-mail  IM  Portal  Calls  …  Observation  Questioners  Reasoning  Others networks have this element, why this doesn't? Or we just know about this element? 10 Metrics and sources of data/information
  • 11.  The Model contains the following phases  Forming  Storming  Norming  Performing  Adjourning 11 Tuckman’s model of group dynamics
  • 12.  Analysis of past, current or future situation to be able to predict, understand and predict  Why?  To prevent losses or casualties (e.g. smart cars, homes, office)  To predict and optimize use of resources  Learning systems and algorithms to help people with disability  … 12 Context Analysis
  • 13.  Main results:  Set of processes to improve team performance and knowledge sharing  Set of recommendations for companies to help them with customer communication 13 Results
  • 14.  Why I can’t sleep at night?  How assemble most suitable project team under given conditions?  How to predict/affect performance of a project before the project starts?  How present/promote a company at social networks and „force“ customers to spend money?  How to help employees share knowledge. 14 Summary

Notes de l'éditeur

  1. Forming - the team members meet for the first time looking for relationships and accountability, Storming – relationship among team members is created, tasks are assigned and the team members are starting to build mutual status, Norming - all team members take the responsibility, team creates the rules of internal behaviour, which allows to achieve the objectives, the mutual trust is developed, Performing – roles and rules are established, the team works as a well-organized high-performing unit, Adjourning - completion of the tasks and strengthening of mutual relationships and performance as a team that should last even when the project is finished. These relationships can accelerate the development of the team (the initial few phases) in case of future cooperation.