PMA Principles Course

Strength. Performance. Passion.
Principles of Project Management Approach (PMA)

Knowledge Management
2013 Holcim Technology Ltd
Course Deliverables
Objective
To bring potential PMA users to a level where they understand the

PMA concept and are able to apply it to their projects
Product
A 2-day seminar where through active learning, participants

experience the challenges and solutions that PMA brings
Course Contents
Day 1:
Introduction to Why, What and How of PMA
Definition of the project Building a RMX plant model (Phase I)
Planning of the project (Phase II)
Day 2:
Realization of the project (Phase III)

Completion of the project (Phase IV)
Evaluation and transfer of knowledge of the project (Phase V)
Wrap up, How to get started,
AAR
Agenda Day 1
Plenary
8:30 - 8:45
Introduction to Why, What and How of PMA
Group work
08:45 - 10:30
Defining of the project Building a RMX plant model (Phase I)
10:30 - 10:45
Coffee Break
10:45 - 12:45
Continuation of Phase I
12:45 - 13:45
Lunch
13:45 - 15:15
Finish of Phase I
15:15 - 15:30
Coffee break
15:30 - 18:00
Applying Phase II
PMA Users Course, Innovation - KM
Agenda Day 2
Group work
08:00 - 08:30
Introduction to Phase III
08:30 - 12:30
Realization of the project
10:00 - 10:30
Review meeting (coffee break included)
11:15 - 11:30
Review meeting with client (presenting status report)
12:30 - 13:30
Lunch
13:30 - 14:30
Phase IV
14:30 - 16:00
Phase V
Plenary
16:00 - 16:30
How to get started, After Action Review of the course

and celebration
First things first

What is a project and what are its characteristics?
Complex and numerous activities

Unique
a one-time set of events
Finite
limited resources and budget
Many people involved, usually across several functional areas of the

organization
Sequenced activities
Goal-oriented
End product or service must result
What is project management?

It is the application of knowledge, skills, tools and techniques to project
activities to meet defined objectives
Introduction to the
Project Management Approach (PMA)
Content
Why Holcim Project Management Approach?
What is the approach all about?
How is the approach implemented?
Content
Projects have become increasingly complex

The Group is confronted with
Challenges
Increasing amount of projects per plant
Increasing number of large global projects (Leadership Journey, EBM,
Together, Faster)
Projects becoming more interdisciplinary
(involving sales, production, HR, procurement, logistics, finance)
Need to respond faster to competitive pressure
Need to get things done right the first time
Fewer resources (personnel, tighter budgets, time) to execute projects
11
There is an increasing improvement potential within projects

Group-wide
Various projects have problems when delivering the agreed product or service
(deliverables)
on time
... within the budget, and
according to specifications
Time
Cost
Deliverables
12
There is a need of establishing a common language in projects

within the Group
Holcim is standardizing certain key processes in order to:
Speak the same language
Share knowledge and lessons learned
Speed up processes
Avoid the development of multiple
approaches
13
Content
14
PMA: Holcims methodology to manage projects

The PMA defines the generic methodology to be applied on
projects managed by Holcim employees.
The life cycle of a project goes through 5 phases and 25 steps
Phase I
Phase II
Project
Definition
Project
Planning
Phase III
Phase IV
Phase V
Project
Realization
Project
Completion
Project
Evaluation
& Transfer
15
Procedures, templates and review questions support each

of the five phases
Phase I
Project
Definition
Phase II
Project
Planning
Phase III
Project
Realization
Phase IV
Project
Completion
Phase I - Steps:
1. Assessment of initial situation
2. Stakeholder analysis
3. Search for lessons learned
4. Definition of product or service
5. Milestone schedule
6. Outline project organization
7. Estimation of project costs
8. Risk identification and countermeasures
9. Agreement with the client
Phase V
Project
Evaluation &
Transfer
Phase V - Steps:
1. After action review
2. Learning summary
3. Knowledge transfer
Template
16
Each step is supported by

Phase II
Phase I
Project
Definition
Project
Planning
Phase III
Phase IV
Project
Realization
Project
Completion
Phase I
Step 1: Assessment of the initial situation
Procedure for use
1. Organize a meeting with client to start project
definition
2. Find out root causes of the Clients decision to start
the project
3. Together with the Client define the Project
Objectives
4. Articulate what mission is assigned to the project
team
5. Capture, review and agree with the client on
outcome and write in template
Phase V
Project
Evaluation
& Transfer
Review questions
Is the client involved
when the root causes
of the project are
articulated?
Are the root causes
identified and checked
through analysis of
facts?
Is the project mission
clearly related to the
objectives on improving
the clients business?
Procedures, templates and review questions

17
The approach provides a common structure explicitly integrating

knowledge exchange
Phase I
Phase II
Phase III
Phase IV
Project
Definition
Project
Planning
Project
Realization
Project
Completion
Phase I
Phase II
Phase III
Phase IV
Project
Definition
Project
Planning
Project
Realization
Project
Completion
Phase I
Phase II
Phase III
Phase IV
Project
Definition
Project
Planning
Project
Realization
Project
Completion
Phase V
Project
Evaluation
& Transfer
Phase V
Project
Evaluation
& Transfer
Phase V
Project
Evaluation
& Transfer
18
The Project Management Approach holds a vision
To get people
to work
systematically
To use
available
knowledge
repeatedly
To improve
with every
project
19
Pros of Using PMA

All relevant stakeholders are explicitly involved
Project deliverables are precisely defined and accepted by the client
Relevant risks/opportunities and countermeasures are considered
Project progress is reviewed regularly to ensure that schedule, budget
and deliverables meet the objectives
The approach focuses on teamwork and cross-functional communication
Project communication becomes easier throughout the Holcim Group
Transfer of lessons learned from one project to others
20
Content
21
Training on PMA at HTS

PMA Users course
Formal courses
Train the Trainer (for Local Trainers)

Project Manager Seminar
On the job training (with a Local Trainer, during the life of a project)
Phase I
Phase II
Project
Definition
Project
Planning
Definition and planning

Workshop
Duration: 2 days,
When: beginning
of the project
Phase III
Project
Realization
Realization
Workshop
Duration: 1/2 day,

When: One month
after beginning of
the project
Phase IV
Project
Completion
Phase V
Project
Evaluation
& Transfer
Completion and evaluation

Workshop
Duration: 1/2 day,

When: Before the
end of the project
22
The Project Management Approach in a nutshell
Why?
Need to work
systematically, using
available knowledge
repeatedly to improve with
every project
What?
A common language,
structure and templates,
integrating knowledge
exchange
How?
By action learning, client

involvement and local
multiplication
24
PMA Users Course

Lets zoom in.
Phase I - Project definition

Phase II
Phase I
Project
Definition
Project
Planning
Phase III
Phase IV
Project
Realization
Project
Completion
Phase V
Project
Evaluation
& Transfer
To do:
1. Assessment of initial situation
2. Stakeholder analysis
3. Search for lessons learned
:
:
:
Clear understanding of Clients problem & objectives

Explicit consideration of stakeholders interests
Incorporation of similar experiences throughout the
Group
4.
5.
6.
7.
:
:
:
Description of what will be delivered
First calculation of overall costs & benefits
:
:
Identify threats/opportunities & define actions

Getting a formal project approval
Definition of product or service

Milestone schedule
Outline project organization
Estimation of project costs &
benefits
8. Risk identification &
countermeasures
9. Agreement with the client
Identification of intermediate results

Definition of the main roles & responsibilities
26
Step 1.1 - Assessment of initial situation

Do we really understand what the Client wants, or do we only
assume what he/she wants?
Define in detail together with your client:
What are the root causes to start the project
What are the business objectives of the project

(SMART)
What is the project mission

(assignment of the team)
Ask questions to ensure common understanding!

Template
27
Step 1.2 - Stakeholder analysis (1)

Consider internal and external persons/organizations who have a personal or
business interest (positive or negative) in the execution or end result of the
project
AFR
Project
Team
Ignoring stakeholders interests may lead to unsuccessful completion of a

project (additional costs, delays, partial achievement of objectives, etc.)
28
Step 1.2 - Stakeholders analysis (2)

Gain support for your project by incorporating the interests of people with high
influence and/or interest on the project
Steps:
Identify all the stakeholders
Determine their level of:
Interest: needs and expectations
towards the project
Influence: authority or power to help
or hinder the project
Prepare a stakeholder map
Gather interests from important
stakeholders (through interviews,
workshops, questionnaires)
Agree on incorporation of their needs to
the project definition
Level of influence
L
L
Level of interest
Template
29
Step 1.3 - Search for lessons learned

To avoid reinventing the wheel, look for similar projects in the Holcim Group
and also somewhere else
There are many resources to search for:
Internal: other plants, divisions, departments of your
Company, other Holcim Group Companies,
Holcim Portal (iShare)
External: benchmarking with competitors,
other industries, suppliers
Decide if you are going to incorporate the lessons

learned to the project and how!
Holcim Portal
Template
30
Step 1.4 - Definition of product or service (1)

What product or service will the project team deliver to the Client?
Client
Technical office
Purchase Dept.
Supplier
Based on your project mission, define the product or service:
Product/service: Major deliverables, project outcome needed by the Client (SMART)
Specifications: characteristics of the deliverables (e.g. conveyor belt capacity 120 t/h,
slope 15, width 105 cm.)
Exclusions: Specify items that are not part of the scope of the project
Cost/time expectations: Define limitations from the Clients point of view
Assumptions: factors considered certain for planning purposes
Special conditions: requirements of the project team to be able to

deliver the expected product
Template
31
Step 1.4 - Definition of product or service (2)

Define project success according to specific criteria that will be
measured at the end of the project
We therefore establish the following KPI:
Overall Project Success (OPS)
OPS = Criteria A x Specific Weight + Criteria B x SW + Criteria C x SW
Criteria could be: time, cost, results, expectation, stakeholders

appreciation, financial impact, etc
The Client and project team assign specific weight for each criterion and
decide on how to measure each one
Template
32
Step 1.5 - Milestone schedule

A milestone schedule shows how products will be delivered. The Client
monitors progress with this high level plan
Milestones need to be defined
A milestone is a significant achievement in the project

Summarizes the completion of an important set of tasks
Example:
Project: Construction of a house

Milestone 1: Building ground acquired
Milestone 2: Architects plan agreed
Milestone 3: Foundation laid down
Milestone X: Ready to move in
LEVEL OF
DETAIL
Milestone schedule
Project schedule
Activity list
II
III
IV
PHASES
Template
33
Step 1.6 - Outline project Organization (1): Roles and

Responsibilities
A clear definition of responsibilities facilitates the coordination among
people involved in a project
There are four people named Everybody, Somebody, Anybody and Nobody.
There was an important job to be done and Everybody was asked to do it.
Everybody was sure Somebody would do it. Anybody could have done it, but
Nobody did it. Somebody got angry about that because it was Everybody's job.
Everybody thought Anybody could do it but Nobody realized

that Everybody wouldn't do it.
It ended up that Everybody blamed Somebody when Nobody did what Anybody
could have done.
Always define the main roles and responsibilities including

those of the Client
Template
34
Step 1.6 - Outline project organization (2)
Steering Group
Steering
Group Review
Review Meeting
(Client, if required)
Client
Project Manager
Team Member
Team Member
Team Member
Team Member
35
Step 1.6 - Outline project organization (3): Documents and

Meetings
Defining the document flow and the meeting schedule during the
project helps define how the project will be managed
Key questions to address:
Who gets what information?

How often do we need to distribute a
report or organize a meeting?
Template
36
Step 1.7 - Estimation of project costs & benefits

An estimation of project costs gives an indication on project feasibility
in relation to costs and benefits
What is the project cost?

(materials, supplies, people, equipment, etc.)
What is the project benefit? Is it measurable?

(savings, pay-back time, NPV, IRR)
Estimation of project costs

Level of
detail
Project budget
II
III
Phases
IV
Template
37
Step 1.8 - Risk identification and countermeasures

Identify and evaluate threats and opportunities which
might influence your project and decide on
countermeasures to reduce the need for emergency
actions
Achievement of business objectives

Delivery of product as per specifications
Achievement of agreed milestones
Completion within agreed budget
Resources and organization
Likelihood
Risks may impact:
L
L
Impact
Template
38
Step 1.9 - Agreement with the client

Summarizing the results of the previous steps with the client
(e.g. in a contract) helps to:
Assure that the Client and the project team have

a common understanding about the end results
of the project (business objectives, time, cost,
deliverables)
Agree on the key elements of the project
Get the Client's formal approval to launch the

project
Template
39
Phase II - Project planning

Phase I
Project
Definition
Phase III
Phase II
Project
Planning
Project
Realization
Phase IV
Project
Completion
Phase V
Project
Evaluation &
Transfer
1. Project team set-up
: Integrate the project team through a team building process
2. Project schedule
: Set tasks for milestones and assign responsibilities
3. Communication plan : Ensure stakeholders receive information at the right time

4. Project budget
: Plan costs that will be incurred during the project in detail
5. Kick-off meeting
: Ensure understanding and commitment to start realization
40
Step 2.1 - Project team set-up (1)

An efficient team not only reduces workload by sharing - it also increases
productivity by ..
Taking advantage of multi-functionality
Creating new and innovative solutions
Learning from each other
Reducing the risk of major mistakes
Realizing synergies ..
Integrate new members during the project planning phase

as needed
Template
41
Step 2.1 - Project team set-up (2)

RAM (Responsibility Assignment Matrix) is a powerful tool to align your
team work and lead the team without having the formal authority over
PERSON
the team members
Activity
Collect requirements
Submit change request
Develop training plan
Project
Manager
Project
Client
Team
member 1
Team
member 2
Team
member 3
Stake
holder 1
Stake
holder 2
Stake
holder 3
etc
C
I
R - Responsible Who is responsible for the execution of the task? Who will be doing
it?
A - Accountable Who is accountable for the tasks and signs off the work? Who has
the authority to decide?
C - Consulted Who are the subject matter experts who to be consulted? Who are the
stakeholders?
I - Informed Who are the people who need to be updated of the progress? Anyone
whose work depends on this task?
42
Step 2.1 Team norms

Committing to ways of working together early on in the life of a project
decreases misunderstandings, increases productivity and builds strong team
relationships
Steps:
1. Review the checklist of team norms included in the
template
2. Agree on the team norms you wish to keep as a team
3. Add any other relevant team norm
Discussing norms allows team members to discover values that are
important to one another. All team members share responsibility to
enforce them once agreed.
Template
Step 2.2 - Project schedule (1)

The project schedule provides the team with a control tool that describes
the tasks needed to complete the milestones
Milestone schedule
Level of
detail
Project schedule
Activity list
II
III
IV
Phases
A schedule shows the tasks to be done, who is responsible for each

task, and by when tasks should be completed
44
Step 2.2 - Project schedule (2)

Accurate, realistic, and workable scheduling is what makes a project tick
To create the schedule ...
1. Define tasks needed to reach agreed milestones
2. Assign a person responsible for each task
3. Estimate duration for each task, and define
interdependencies between tasks
4. Calculate end dates for each task, considering external
factors such as plant shutdowns, delivery times of
equipment, etc.
5. Determine the critical path by analyzing the sequence of
tasks that indicate the earliest possible end date of the
project
Template
45
Step 2.3 Communication plan
The project manager should

manage stakeholders expectations to
increase the probability of project
success
Marketing results is an important element
to create awareness and helps to gain
buy-in
Make use of different communication
mechanisms (e.g. newsletters, mails,
presentations, web sites, etc.)
Level of influence
A well defined communication plan secures involvement and continuous buy

in of key stakeholders
H
M
L
L
Level of interest
Template
46
Step 2.4 - Project budget

A project budget enables the project team to compare actual costs versus
planned costs and take actions if needed
The project budget aggregates all costs for
each task (bottom-up)
Based on the project schedule, you can also
establish the expected monthly cash flow of
the project (S-Curve cost baseline)
Costs of each task can be broken down into
various cost components needed to execute
them: equipment, materials, labor, etc.
Estimation of project cost

Project budget
Level of
detail
II
III
IV
Phases
Template
47
Step 2.5 Kick-off meeting

The kick-off meeting is the official start for the
project realization
Establishes priorities, tone and energy for the project and helps get
common understanding on:
Project definition: objectives, product, time and cost constraints, etc.
Project planning: responsibilities & deadlines, budgets, etc.
Participants are project team members, Client and/or Steering Group

members
Template
48
Your project is now defined and planned

All steps of the project definition and planning have now been completed
(with exception of the pendings)
Phase I
Phase II
Phase III
Phase IV
Phase V
Project
Definition
Project
Planning
Project
Realization
Project
Completion
Project
Evaluation
& Transfer
Now the project team is ready to

commence with the realization
phase !
49
Phase III - Project realization

Phase I
Phase II
Project
Definition
Project
Planning
Phase IV
Phase III
Project
Realization
Project
Completion
Phase V
Project
Evaluation &
Transfer
To do:
1. Activity list
: Detail the task in the project schedule
2. Project review
: Evaluate achievements and define actions to address issues
3. Capture knowledge
: Describe learning points as part of project review
4. Project status report
: Regular project update to Steering Group and Client
5. Steering Group Review : Evaluate overall project and agree on actions as required
50
Step 3.1 - Activity list

Detailed definition of activities and clear assignment to responsible
persons ensures proper coordination and control
Tasks need to be detailed into activities
Example:
Milestone 4
Task 1
Activity 1
Activity 2
Activity 3
Activity x
Activity xx
:
:
:
:
:
:
Move in
Decorate the house
Come up with decorating ideas
Discuss ideas with partner
Check prices of decoration
Level of
detail
Milestone schedule
Project schedule
Activity list
II
III
IV
Phases
: Put decoration in place
51
Step 3.1 - Activity list (time management)

Directions on the proper use of activity lists
1. Ensure that tasks are clearly defined
2. Define a list of activities required to complete a task
3. Define time needed and time available
4. Insert your activities in your personal planner
5. In case of overload, balance the work within the team
6. In case of overload, define priorities and postpone activities
7. Match new requests and other actions with your activity list
Do not forget to consider reactive time
Template
52
Step 3.2 - Project review

Periodic Project Reviews help to identify performance gaps at an early stage in
order to keep the project on the right track
Examples of discussion topics:

Review progress and plan activities for coming period
Tackle issues which may arise
Capture knowledge and share lessons learned
53
Step 3.2 - Project Review - effective meetings

Some meetings are ineffective due to
Individuals
pushing ideas
Lack of visualisation
No listening
No chairman
Little time management
54
Step 3.2 - Project review - effective meetings

Effective project reviews meetings can be carried out by...
MEETING
PREPARATION
FOLLOW UP
40%
Follow up on actions
Identify possible issues
Prepare the agenda
Inform attendees
Collect facts if required
40%
20%
Review progress
Solve issues
make decisions
agree on actions
Distribute action and decision

log
Follow up on actions and
provide any support or
coaching
Verify results of the actions
Proper preparation and follow up are key to the

conduct of effective meetings
Template
55
Step 3.2 - Project review - agenda

A typical agenda of a Project Review meeting could be:
Review and update project schedule (and activity lists): progress of

tasks due for completion and plan for the coming period
Review project budget, actual and forecasted costs
Identify and treat issues
Review changes required and their impact on the project
Review the agreed communication plan and risk analysis
Review team dynamics (norms, leadership, influencing , conflicts)
Capture knowledge
Review and update Action & Decision log
56
Step 3.2 - Project Review - Action & Decision log

Agree on how to implement solutions chosen for the issues identified
What
Who
When
Agree on actions
(What, Who, When)
Agree on decisions
(What)
Action &
Decision Log
Actions
Decisions
Template
57
Step 3.2 - Project review change request

Projects seldom run exactly according to plan. Managing changes formally is
crucial to project success
Change
required
Identify
Impacts
on project
Client
Accept?
Yes
Update
baseline(s)
and plans
No
Document
and
communicate
Implement
change(s)
Change is triggered by Client, Steering Group, Project team or stakeholders in order to

correct or prevent issues or update content
Impact of the change in all dimensions (product, cost, time, risk, stakeholders, etc.)
needs to be determined
If client approves the change, the project is managed against new
targets (baselines)
Template
58
Step 3.3 - Capture of knowledge

Describing knowledge immediately after learning occurs ensures that important
learning elements are captured
Organize regular After Action Reviews to analyze progress of the project and the
reasons for achievements and deviations, agreeing on lessons learned
Decide on how / when to transfer knowledge; someone you know may immediately
benefit from the lessons learned
Learning
Summary
Level of
detail
Capture
of knowledge
I
II
III
Phases
IV
Template
59
Step 4 - Project Status Report

Short and simple reports on the progress of the project
ensure a clear understanding of the project status
Status reports should include:

Status of the KPIs (cost, time, quality)
Achievements of the reporting period
Plans for the coming period
Key issues tackled
Support required from Steering Group
Template
60
Step 3.5 Client/steering group review

Regular reviews with the Client/Steering Group
ensure that proper attention is given to the project
environment (e.g. risks)
Client/Steering Group review meeting is used to identify whether changes
are needed to the project definition
At the end of the realization phase, the Steering Group will decide whether
or not the hand-over can start
Template
61
Phase IV - Project completion

Phase I
Project
Definition
Phase II
Project
Planning
Phase III
Project
Realization
Phase V
Phase IV
Project
Completion
Project
Evaluation &
Transfer
To do:
1. Hand-over
: Obtain client acceptance of final product or service
2. Final report
: Summarize the project and compare it with the original

plan
3. Closing meeting: Formally complete the project
62
Step 4.1 - Hand-over
The hand-over ensures that the client explicitly accepts

the product or service and that ownership is properly
transferred
Organize an acceptance test or a review of the product or service with

the client
Agree with the client on further actions to complete the project
Template
63
Step 4.2 - Final report

The final report is a summary of the project at its end state and serves as a
reference for future projects. It includes:
Comparison between agreed business objectives and actual results
Comparison between agreed and delivered product/service
Comparison between project schedule & actual delivery times
Comparison between agreed and actual cost
Hand-over summary
Learning summary
Recommendations related to sustainability
Template
64
Step 4.3 Closing meeting

Held to formally complete the project and to
officially release the project team from further
responsibility to deliver
This meeting takes place when:
All the handover actions have been completed

The final report has been completed
It has an informal character to recognize and celebrate the

successful completion of the project ...
Before closing, calculate the Overall Project Success (OPS)
Template
65
Phase V - Project evaluation and transfer
If your organization knew, what you know now...
Phase 5
Project
Evaluation &
Transfer
What have we learned?
Phase 1
Phase 2
Project
Definition
Project
Planning
Phase 3
Phase 4
Project
Realization
Project
Completion
66
Phase V - Project evaluation and transfer

Phase I
Project
Definition
Phase II
Project
Planning
Phase III
Project
Realization
Phase IV
Project
Completion
Phase V
Project
Evaluation &
Transfer
To do:
1. After action review (AAR): Evaluate the project with the team and client
2. Learning summary
: Distil and document knowledge gained
3. Knowledge transfer
: Select mechanism to transfer lessons

learned
67
Step 5.1 After action review (AAR)

The project team has a great opportunity to learn for future projects by evaluating
the recently completed project
Evaluate different aspects of the project (deliverables, milestones,
teamwork), by asking:
What did we set out to do?
What actually happened?
Why did it happen?
What are we going to do next time?

(What are the lessons learned?)
A neutral person should facilitate the AAR. It should look for

improvement opportunities rather than placing blame
Template
68
Step 5.2 - Learning summary

Distils lessons learned captured during the project
Behavior
Includes both expertise and behavior

Considers the outcome of the final AAR and
knowledge captured during project
realization
Continuous Performance
Improvement
Expertise
After Action
Review
LEVEL OF
DETAIL
Learning
Summary
Capture of
knowledge
I
II
III
PHASES
IV
Template
69
Step 5.3 Knowledge transfer

Ensures that knowledge is not only available within the project team
Decide with the team the best practical actions to transfer the lessons
learned from the project
Examples:
Present results to your department
Include lessons learned and/or Final

Report in the Holcim Portal
Write a project summary for the Holcim

news
Contribute to an international or regional

event
Template
70
Now the project is finished and the

project team is released!
PMA Getting Started

Useful tips.
Getting started
If you are to start a project:
Identify the client of the project
Have a meeting to work preliminary on:
Assessment of initial situation,
definition of product or service,
project organization
Identify and invite project team members to a definition and planning

workshop
Decide whether a trainer/facilitator is necessary or not
Start working during the workshops, using the PMA
as a tool!
73
Rigid principles, flexible application

Three project complexity categories
A high project complexity

B medium project complexity
C low project complexity
A/B/C
Full
Partial,
Limited
Three levels of compliance
Full compliance
Partial compliance
Limited compliance
The reference book provides all the help you need to

determine complexity and level of compliance
74

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What is the Project Management Approach (PMA) and how is it implemented?

What is the Project Management Approach (PMA) and how is it implemented?

What are the phases of PMA?

What are the phases of PMA?

Strength. Performance. Passion.

Principles of Project Management Approach (PMA)

2013 Holcim Technology Ltd

To bring potential PMA users to a level where they understand the

A 2-day seminar where through active learning, participants

2014 Holcim Technology Ltd

Realization of the project (Phase III)

2014 Holcim Technology Ltd

Introduction to Why, What and How of PMA

Defining of the project Building a RMX plant model (Phase I)

PMA Users Course, Innovation - KM

2014 Holcim Technology Ltd

Introduction to Phase III

Realization of the project

Review meeting (coffee break included)

Review meeting with client (presenting status report)

How to get started, After Action Review of the course

2014 Holcim Technology Ltd

First things first

Complex and numerous activities

Many people involved, usually across several functional areas of the

What is project management?

2014 Holcim Technology Ltd

Strength. Performance. Passion.

2014 Holcim Technology Ltd

2014 Holcim Technology Ltd

2014 Holcim Technology Ltd

Projects have become increasingly complex

2014 Holcim Technology Ltd

There is an increasing improvement potential within projects

2014 Holcim Technology Ltd

There is a need of establishing a common language in projects

2014 Holcim Technology Ltd

2014 Holcim Technology Ltd

PMA: Holcims methodology to manage projects

2014 Holcim Technology Ltd

Procedures, templates and review questions support each

Each step is supported by

Procedures, templates and review questions

2014 Holcim Technology Ltd

The approach provides a common structure explicitly integrating

2014 Holcim Technology Ltd

The Project Management Approach holds a vision

2014 Holcim Technology Ltd

Pros of Using PMA

2014 Holcim Technology Ltd

2014 Holcim Technology Ltd

Training on PMA at HTS

Train the Trainer (for Local Trainers)

Definition and planning

Duration: 1/2 day,

Completion and evaluation

Duration: 1/2 day,

2014 Holcim Technology Ltd

The Project Management Approach in a nutshell

By action learning, client