Project Management in Startups Dr. Blent Gm Key Expert, Outspeed - - PowerPoint PPT Presentation

Project Management in Startups

• Dr. Bülent Gümüş

Key Expert, Outspeed Start-up Project Co-founder, innoCentrum bulent.gumus@pmi.org.tr

Outline

 Outspeed Startup Project  Startup Survey  Basics of Startup World  Favorite Startup Tools  Basics of Project Management World  Startup as a Project and Project Management in Startups  Examples of PM Tools & Techniques  Preliminary Results of Project Management in Startups Survey

Motivation

In general, entrepreneurs are technically very competent in the areas related to their business idea. This does NOT mean they are good in people management, time management, risk management, budget management, etc.

We believe project management tools and methods can help entrepreneurs better manage their projects and day-to-day

• perations.

Motivation

Outspeed Start-Up Project

Objective: Strengthen the Foundational Structure, Organisation and Management

• f Early Start-ups through Utilisation of Project Management Best-Practices

Duration: April 2019 – July 2020 Funded by: European Union Implemented by: Supporting Association: Ankara Development Agency

Roadmap

6

1 2 3 4

P has e 1 (M ay’19 –J ul’19) A nno uncem ent& D ataC

• llectio

n

• S

tartupS urvey

• M

ento rF eedback

• Incubatio

nC entre F eedback P has e 2 (J ul’19 –D ec’19) P ro ductio n

• P

ro ject M anagem ent fo r S tart-up P ractice G uide

• W

eb P

• rtal fo

r S tart-ups P has e 3 (J an’20 –M ay’20) Training

• Training C
• urs

es fo rS tartups

• Info

rm ative S es s io ns fo r m ento rs P has e 4 (M ay’20 –J ul’20) D is s em inatio n

• P

ro ject M anagem ent S um m it fo rS tartups

• P

ro ject C lo s ing

PMI Turkey Project Team

International Partners

Let’s fill in the survey together

https://outspeed-startup.com/

What is a Startup?

Start-up Ecosystem - Key Concepts

• SME – Small and Medium Enterprises: Small and medium-sized enterprises

(SMEs) are non-subsidiary, independent firms which employ fewer than a given number of employees (250 in Turkey) and have revenues less than a given limit (40m TL in Turkey).

• Small: Less than 50 employees and 8m TL
• Micro: Less than 10 employees and 1m TL
• Entrepreneur: An entrepreneur is a person who has possession of a new

enterprise, venture or idea and is accountable for the inherent risks and the

• utcome.

Start-up Ecosystem - Key Concepts

• A startup is a human institution designed to create a new product or service

under conditions of extreme uncertainty. (Eric Ries, Lean Startup)

• They are more into inventions, and they wish to make new things which are

revolutionary and have a very idealistic motive in most situation.

Startup Small Business Enterprise Investment Exit Failure

Startup vs. Enterprise

Characteristics of a startup are:

• Roles are loosely defined.
• Co-founders are very active in making most of the decisions.
• Company is losing money and there isn’t a long runway left - survival is a major

problem.

• A disruptive product/service/business model is being developed and marketed.

Characteristics of an enterprise:

• Multiple departments and locations.
• You only know your direct colleagues well and interact with a handful of people

from other departments.

• Everyone has clear responsibilities and hierarchies.
• Profitability and short-term survival is likely not a concern.

Favorite Startup Tools – Lean Startup

MVP: A new product /service with sufficient features to satisfy early adopters PIVOT: A change in strategy without a change in vision

Successful Innovation

Desirability (Human) Viability (Business) Feasibility (Technical)

Innovation

Favorite Startup Tools – Lean Startup

Accelerate this feedback loop!

The Lean Canvas

Company Name

Date Iteration #1

Cost Structure Customer Acquisition costs Distribution costs Hosting People, etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Problem Top 3 problems Solution Top 3 features Key Metrics

Key activities you measure

Unique Value Proposition

Single, clear, compelling message that states why you are different and worth paying attention

Unfair Advantage

Can’t be easily copied or bought

Channels

Path to customers

Customer Segments Target customers

1 1 2 3 4 5 5 6 7

Early Adopters: Existing Alternatives: High Level Concept:

Favorite Startup Tools – Validation Board

Lean Startup

How do I accelerate growth? Have I built something people want? Is there a problem worth solving?

Favorite Startup Tools – Design Thinking

Project Management - Key Concepts

• Project: A project is a temporary endeavor undertaken to create a unique

product, service, or result.

• Uniqeness -> Progressive elaboration
• Project management: Project management is the application of knowledge, skills,

tools and techniques to project activities to meet project requirements.

• Identifying requirements
• Establishing clear and achievable objectives
• Balancing the competing demands for scope, time and cost as well as quality
• Adapting the specifications, plans, and approach to the different concerns

and expectations of the various stakeholders.

Knowledge Areas Integration Scope Schedule Cost Quality Resource Communication Risk Procurement Stakeholder Process Groups Initiating 1 1 2 Planning 1 4 5 3 1 2 1 5 1 1 24 Executing 2 1 3 1 1 1 1 10 Monitoring & Controlling 2 2 1 1 1 1 1 1 1 1 12 Closing 1 1 7 6 6 4 3 6 3 7 3 4 49

Project Management Process and Boundaries

Project and Product Lifecycle

• A project lifecycle is a sequence of phases through which a project starts from its

beginning to its end.

• The project life cycle can be predictive (plan-driven)-Waterfall or adaptive

(change-driven)-Agile or hybrid. These phases can be sequential, iterative or

• verlapping.
• During a project lifecycle, there are usually one or more phases in connection

with the development of the product, service or outcome. These are called development life cycles.

• The development life cycle can be a predictive, iterative, incremental, adaptive,
• r hybrid model

• The goal of agile is to produce

shorter development cycles and more frequent product releases than traditional waterfall project management.

• This shorter time frame enables

project teams to react to changes in the client’s needs more effectively.

Iterative vs. Incremental

Agile Project Management Cycle

Outline

 Basics of Startup World  Favourite Startup Tools  Basics of Project Management World  Startup as a Project and Project Management in Startups  Examples of PM Tools & Techniques  Preliminary Results of Project Management in Startups Survey

Startup as a Project

• When does the Startup Project start and end?
• What are the main mistakes that cause Startups to fail or perform

poorly?

• What type of planning activities would startups need?

Does a Startup need project management?

Startups either do not know about project management or undervalue the benefit of PM.  Integration  Scope  Schedule  Cost  Quality  Resource  Communication  Risk  Procurement  Stakeholder

Opportunities

• Fast decision making
• Large impact
• Fast execution
• Easy adaptation, even PIVOT

Challenges

• Responsibilities are not clearly

defined; important tasks may not have an owner

• Low quality product due to short-cuts
• (Co-)founders have too much

influence

Startup Project Management

Startup as a Project

• Is there any activities/methods that are not applicable to projects in

enterprises but have to be included for a startup Project?

• Is there any project management activities/methods that are not

applicable to startup projects?

• How much time and effort should be spent for Project management

in a startup project?

Examples of PM Tools & & Techniques

 Stakeholder Management  PERT – Estimation  Risk Management

Stakeholder Management

Stakeholders are anyone who can directly on indirectly affect or being impacted by the project/product.

Stakeholder Management – Identify Stakeholders

Stakeholder Management – Identify Stakeholders

Stakeholder Name PoC

Name, address, etc.

Power

Ability to stop or change project

Interest

Size and location of overlap between their interest and project goals

Engagement Strategy

Type & frequency of communication

Stakeholder 1 Stakeholder 2 Stakeholder 3

PERT - Estimation

 Effort (person-day) vs. Duration (day)  PERT (program evaluation and review technique) tries to account for the uncertainty in task durations.  b: pessimistic effort / a: optimistic effort / m: most likely effort

Activity Name Pessimistic Scenario b Optimistic scenario a m t (expected)

PERT - Estimation

Activity Project

a m b TE

6 4 b m a ti   

2 2

6         a b

i



) activities path critical

• f

duration Expected ( ) ( duration project Expected





p



) activities path critical

• f

variance ( ) ( variance Project

2





p



Risk Management

• "an uncertain event or condition

that, if it occurs, has a positive or negative effect on a project’s

• bjectives." (PMBOK)

Risk Management

Risk definition Category

(Scope, Time, Cost, etc.)

Probability Impact Score (Rating) Response Owner

Qual. Quant. Qual. Quant.

Preliminary ry Surv rvey Results

Year of establishment

Phase/stage of startup

Sector

Number of pivot

Average project duration

Highest level of formal education of any member of the management team or the co-founders

Project management certificates

Product development

• r project life cycle is

used

Most difficult issues your company faces regarding project or product management?

External critical success factors

Internal critical success factors

Score Question 2.8 /5 How well the project/product management processes, procedures and tools are identified and in use in your company? 2.6 /5 Project scope, budget and schedule changes are monitored and controlled based on documented processes 3.2 /5 Project scope is clearly defined and documented 3.2 /5 Project/product requirements are clearly identified and prioritized 2.9 /5 All activities required to satisfy the project/product/service requirements are (a.k.a. Action plan) clearly identified and documented? 3.1 /5 Sufficient time/effort is <invested in estimating the project schedule and budget 2.2 /5 Project risks (opportunities and threats) are clearly identified and documented along with their probability, impact and possible responses.

Activities that are generally not included in

• r forgotten in the project

action plan?

Budget items that are generally not included in nor estimated correctly in developing the project budget

CONTACT

Website: https://www.outspeed-startup.com Email: info@outspeed-startup.com

• utspeedstartup

“This publication has been prepared with the financial assistance of the European Union. The contents of this publication are the sole responsibility of PMI TR and can in no way be taken to reflect the views of the EU, Republic of Turkey, Ministry of Foreign Affairs, Directorate for EU Affairs”