Project Management

Consider project as an unique service rather than as an unique product

The definition of what a project is often refers to “unique” products. However, the interpretation of that definition can be misleading. We cannot exclude the serial production. The actual product is the fulfilment of a need, order, idea. Since every request, need, order, contract, idea is kind of unique, we could consider every product as actually unique. A product can be an item, a service or a combination of both – but if we look at the whole market chain (from the demand to the supply) we can see, that is always a combination of both. Always!

project workflowA product or service may be unique even if the category to which it belongs is large. For example, although several residential complexes have been built in the past, creation of a new house will be a project because each facility can have elements such as a unique – location, customized or adapted design, regionally available resources, and/or discrete owners.

*** As defined by PMI®

 

Project Management Information System – PMIS

The so called Project Management Tools

Most of the existing Project Management IT tools promise the “management”. However, they actually deliver only the “planning” with just a hint of task and cost management (again related to planning). In an average IT project we mostly manage only the deadlines, working hours and human resources. For a project like that this could be enough. At the end the “IT guys” are the ones that actually develop such tools. Considering that, it’s understandable why do they call them “Project Management Tools”. On the other hand, a real PMIS is something else

The purpose of a project management tool

The projects that we usually manage are far more complex. They can reach such a level of complexity, that we can’t consider those tools as “management tools”. After all they support at most the (rough) planning stage and only basic control functions (mostly schedule and cost control).

An average project manager is used to improvise the problem solving. On the other hand, a “Project Management Office Manager” needs to document such improvisation attempts  in the project knowledge base. The “Knowledge” data can help us with the future projects – the target is to reach a minimal (if not zero) improvisation level and a system approach to the project management processes.

Our solution

In our software solution we tried to define and follow all the steps during the entire project lifetime cycle. 

… a real PMIS

We want a resource management system (ERP) integrated in a Project Management Information System (PMIS) with the common management workflow while still following the main three project management standards (PMBOK, IPMA, ISO 21500) and to build the foundations for a full spectrum management system.

If we’re able to manage the changes, we can definitely manage the results of those changes. Therefore, the change management is the base for a successful project management. It’s simply much more than just managing tasks.

Basic Project Management Workflow in a PMIS
Basic Project Management Workflow in a PMIS

Knowledge

Work Breakdown Structure – project classes and sub-projects

When we talk about what is the difference between sub-projects and work packages, we’re talking about two different views of the same thing. Basically, a sub-project is any project, that is a child of (subordinate to) another project – we’re talking about the position in the project hierarchy. Work packages on the other hand refers …

About

LUXIM

LUXIM is a Project Management consultancy company, Cloud Provider and Software development company from Slovenia.

Luxim logo

Vision: Evolution… by one project at time!

In 2010 Devid Miklus founded LUXIM to supply solar energy solutions. In 2016 Matjaž Mozetič (founder of Matmoz d.o.o.) joined the company as a partner and consequently we changed our main field of operations. Since both partners have a Project Management background and personal history from diverse areas (energy infrastructure construction – gas networks, power lines, solar plants, sanitation and general infrastructure construction – railways, highways, airports, ports and marinas),  they agreed that there’s a real need in the market for serious project management IT tools.

Mission: To provide smooth project management software for any kind of company.

As a result, we started to work on the development of a “real” PMIS (project management information system) with the focus on complex projects and usual contractor/tenderer operations.