geographically distributed projects, share a common understanding of project work processes, operational procedures, objectives and plans. The ideal situation is a completely unified project work process. Project alignment in a Collaborative Project is even more important. Alignment is not just a matter of agreement of certain project working habits, norms and styles: it often requires participation in a learning process. To build and increase the project alignment level, the working and experience level of project partners have to be analysed and measured. PM software is a term commonly used to cover software targeted at aiding the project managers in managing their projects. This type of software usually covers functions of scheduling, budgeting, forecasting, resource allocation, progress monitoring, quality management, communication and documentation. The developed methodology and the Project Alignment Booster services include the following innovations and new development: • The project alignment process. • A collaborative and participative definition of unified and shared project work processes. • A self-evaluation methodology to announce the partners’ capabilities and engineering competencies. • The possibility to analyse gaps between project-demanded skills and capabilities offered by the project partners. Based on the analysis, the collaborative project management can identify the need for additional capabilities and competencies. The monitoring of deviations assists in detecting project risks and possible timing problems. • The Project Alignment Model (PAM) is a configurable framework that describes how alignment tasks and elements at different levels can be carried out. • The inclusion of organizational culture elements into the PAM.
Collaborative Project Meeting Process Management In project meetings involving participants from different time zones and latitudes, all the meeting participants cannot always be present at the same time, for many reasons. The participants may have different national and local habits with respect to patterns of religious holidays and vacations. The participants should be given the opportunity to contribute to project management decisions beforehand. Participants should contribute asynchronously to the meeting, independent of time and location. The fundamental concept of developing services is to manage the whole of the long meeting process. The process extends from the planning of the meeting all the way to the finalization, e.g. from the agenda planning to the distribution of the meeting minutes. The individual steps in the meting process will invoke existing tools and services, preferably opening source-based services. The development of the PMPM is based on the vision that globally distributed meetings should be conducted more efficiently than traditional local meetings through new processes and IT tools. The main concept of the developed services is to support the management of the whole of the long meeting process. The process extends from the planning of the meeting all the way to the finalization of the meeting, e.g. from the agenda planning to the distribution of the meeting minutes. The development contains the following innovations: • Support for the management of asynchronous and long meeting processes involving steps, e.g. participative definitions of agenda, call for participation, scheduling, standard agenda, contribution asynchronously in advance, reminders of meetings, on-line meeting, follow-up. The innovation is in the management of the whole meeting process.
Production matters. VTT in global trends. Kai Häkkinen (ed.)