Saving Troubled Projects
|
|
|
- Russell Parrish
- 8 years ago
- Views:
Transcription
1 Saving Troubled Projects 2012 Instructor and Developer Mark Waldof Mark Waldof Consulting Retired Lockheed Martin University of Minnesota Instructor CCE Business Improvements Consultant Project Management Consulting Systems Engineering Consulting
2 Saving Troubled Projects Has Two Parts Part 1 Saving A Current Project Part 2 Saving Future Projects
3 To Fix A Troubled Project Be Aware That. No magic wands, work is required You might stop or fix or continue as-is Multiple actions are often required You will need support from stakeholders Follow the process provided, you do not want to make things worse! 3
4 Saving a Troubled Project The Process Step 1 Is this project still needed? No Stop Yes Step 2 Is this project feasible? No Stop Yes Step 3 Should we fix or continue As Is? As Is Fix Step 4 What is actually wrong? Problem Defined Step 5 What is the solution? Solution Defined Step 6 Solutions implemented, tracked & closed
5 Step 1 Is this project still needed? Customer Contract = YES Internal Improvement Project =? Marketing Campaign Project =? Development or R&D Project =? (other)... =?
6 Step 1 Is this project still needed? Also ask, Is this the right project? or
7 Is this the right project? Problem or Need Improve project plans Root Cause Analysis Alternative Solutions Solutions Tradeoff & Selection Non-planning culture No planning skills No time to plan Lacking information to drive the plan Planning Process Plan Template Planning Training ID Planning Experts Plan Training and Plan Template
8 Saving a Troubled Project The Process Step 1 Is this project still needed? No Stop Yes Step 2 Is this project feasible? No Stop Yes Step 3 Should we fix or continue As Is? As Is Fix Step 4 What is actually wrong? Problem Defined Step 5 What is the solution? Solution Defined Step 6 Solutions implemented, tracked & closed
9 Step 2 Is this project still feasible? Planned Outcome Meets Requirements Funding Available Resources Working Technologies Sufficient Stakeholder Support Valid Business Case
10 Saving a Troubled Project The Process Step 1 Is this project still needed? No Stop Yes Step 2 Is this project feasible? No Stop Yes Step 3 Should we fix or continue As Is? As Is Fix Step 4 What is actually wrong? Problem Defined Step 5 What is the solution? Solution Defined Step 6 Solutions implemented, tracked & closed
11 Step 3 Fix Now or Continue As Is? Things to Consider: Time remaining Probability of solution being successful Impacts to solution Effort required to resolve Payback if problem is resolved Available resources... (other factors)...
12 Saving a Troubled Project The Process Step 1 Is this project still needed? No Stop Yes Step 2 Is this project feasible? No Stop Yes Step 3 Should we fix or continue As Is? As Is Fix Step 4 What is actually wrong? Problem Defined Step 5 What is the solution? Solution Defined Step 6 Solutions implemented, tracked & closed
13 Find Root Causes Don t Fix Symptoms Example: A project is behind schedule (why?) Schedule delays exist in a given area of work (why?) Low productivity exists in that area (why?) Unclear requirements are causing re-work (why?) No requirements baseline established Root Cause Lack of a requirements baseline is the root cause, the other conditions are symptoms!
14 Saving a Troubled Project The Process Step 1 Is this project still needed? No Stop Yes Step 2 Is this project feasible? No Stop Yes Step 3 Should we fix or continue As Is? As Is Fix Step 4 What is actually wrong? Problem Defined Step 5 What is the solution? Solution Defined Step 6 Solutions implemented, tracked & closed
15 Step 5 Define The Solutions Multiple Solutions May Be Needed Business Failure Obtain emergency loans Restructure debt Cut costs Revise strategic plans Product Development Revise requirements Revise product design Revise the plan Revise resource needs Construction Cost Overrun Reduce magnitude of project Prepare new plans Revise resource needs Execute new plan Missing Financial Plans Change annual plan Modify project budgets Replan projects Follow new plans
16 Solution Sequence Do the following, in the following order! 1) Review and Update Requirements 2) Review and Update Deliverable Definition 3) Re-Plan 4) Update Resource Needs 5) Review and Update Supplier Direction 6) Re-Establish Project Controls
17 If No Requirements and/or No Defined Outcome? Do the following, in the following order! 1) Review and Update Requirements 2) Review and Update Deliverable Definition 3) Re-Plan 4) Update Resource Needs 5) Review and Update Supplier Direction 6) Re-Establish Project Controls Sometimes Projects Need Two Phases! Phase 1 = Get Requirements and Define the Outcome Phase 2 = Plan and Perform The Project
18 Saving a Troubled Project The Process Step 1 Is this project still needed? No Stop Yes Step 2 Is this project feasible? No Stop Yes Step 3 Should we fix or continue As Is? As Is Fix Step 4 What is actually wrong? Problem Defined Step 5 What is the solution? Solution Defined Step 6 Solutions implemented, tracked & closed
19 What To Do Start with Step 1 Address all the steps in the order listed Involve stakeholders Saving a Troubled Project The Process Step 1 Is this project still needed? No Stop Yes Step 2 Is this project feasible? No Stop Yes Step 3 Should we fix or continue As Is? As Is Fix Step 4 What is actually wrong? Problem Defined Step 5 What is the solution? Solution Defined Step 6 Solution tasks implemented, tracked & closed
20 Saving Troubled Projects Has Two Parts Part 1 Saving A Current Project Part 2 Saving Future Projects
21 We can fix one troubled project... but shouldn t we have done it right the first time?
22 Projects Need Definition
23 Project Definition Defines What is this Project? Project Title: Project Owner: Project Customer: Project Leader / Manager: Project Need and Importance This project meets the following need: This project is important because: Project Justification Statement: Project Objectives / Success Measures Project Deliverable List - A list of all physical results and end conditions Project Inclusion Work Scope List major work clearly included : Project Exclusion Work Scope List work clearly excluded : Project Initial Constraints - Known Budget, Schedule, etc Limitations Project Stakeholders and Roles: Project Top Risk: Project Top Opportunity: Project Major Assumptions: Project Critical Interdependencies:
24 Project Definition What to Do If You Are Management Require Project Definitions Prepare one for each project, or Have the PM prepare it and you review Use the Project Definition as a contract with ALL STAKEHOLDERS If You Are a PM Prepare it yourself and Show Everyone, especially your management / customer
25 Projects Need Requirements
26 Project Driving Information What Project Definition Deliverable Requirements Constraints Project Definition Requirements Deliverable Requirements Project Constraints Budget Schedule Regulatory Constraints
27 Deliverable Requirements the characteristics of the project s deliverable What The technical requirements that define the project deliverable. House Build Size Insulation Rating Structure Type Hybrid Car Development Mileage Size Weight Capacities Lifetime Reliability Maintenance Requirements Recycling Requirements New Business Process Solves Problem xyz No Impact on Systems User Friendly Minimum Training Needed Medical Product Safety Functional Performance Size and Weight Lifetime Reliability Implant Requirements Deliverable Requirements
28 Project Constraints Defines the Boundaries the Project Must Exist Within What Schedule Cost Rules, Regulations, Codes Resource Limits Start Milestones Complete What to Do List the constraints Ensure all stakeholders understand and agree with all constraints
29 Projects Need A Defined Deliverable
30 Deliverable Definition Defines the Project s Outcome What This is the definition of the result of the project What to Do Complete sufficient work to be able to define the project s end deliverable The detail level and maturity is that needed to plan the project
31 Projects Need A Plan
32 A Plan Is Not A Book No one wants to: Write the book Read the book Keep the book up to date NO
33 A Plan Is A Set of Visuals Plan Visuals Architect Buyer & Contractor List of Deliverables Work Outline Milestones Flow Chart Schedule Team Organization Work Assignments Resource Estimates Requirements & Feasibility Lot Architectural Design Financing Permits Excavation Foundation Cabinets Labor Subcontractors Purchased Items 1.0 Subsystem A Travel 1.1 Hardware Requirements Analysis - Bill = 1 Month Top Level Design - Mary = 1 Month Detail Design - John = 1.7 Months Build - Gill = 1.2 Months Unit Integration - Matt = 0.5 Months Unit Test - Matt = 0.25 Months Framing & Enclosure Start Flooring Electrical Finish Carpentry Milestone Closure Criteria Plumbing 1.0 Subsystem A 1.1 Hardware 1.2 Software 1.3 Integration & Test 2.0 Subsystem B 2.1 Hardware 2.2 Software 2.3 Integration & Test 3.0 Training Development 3.1 Operator Training Dev 3.2 Maintenance Training Dev 4.0 Installation 4.1 Installation Design 4.2 Install Services 5.0 Support Services Complete Start Startup Complete Detail Work Definition Project Tasks Task Assignments Resource Estimates
34 Basic Planning Process Planning Predecessors Project Definition Deliverable Requirements Constraints Deliverable Definition Planning Process 1) Outline the Work 2) Define the Team 3) Sequence the Work 4) Estimate Resources 5) Assign Work
35 Projects Need A Definition, Requirements, Deliverable Defintion and Plan That Are Integrated
36 Information and Plan Integration Project Definition Deliverable Requirements & Constraints Requirements for What the Project Delivers Project Deliverable Definition Defintion, Requirements & Constraints What is the Work Buyer & Contractor Architect Project Plan Excavation Framing & Electrical Plumbing Foundation Enclosure Finish Cabinets Flooring Carpentry 1.0 Subsystem A 1.1 Hardware 1.2 Software 1.3 Integration & Test 2.0 Subsystem B 2.1 Hardware 2.2 Software 2.3 Integration & Test 3.0 Training Development 3.1 Operator Training Dev 3.2 Maintenance Training Dev 4.0 Installation 4.1 Installation Design 4.2 Install Services 5.0 Support Services Start Complete Labor Subcontractors Purchased Items 1.0 Subsystem A Travel 1.1 Hardware Requirements Analysis - Bill = 1 Month Milestone Closure Criteria Top Level Design - Mary = 1 Month Detail Design - John = 1.7 Months Build - Gill = 1.2 Months Unit Integration - Matt = 0.5 Months Unit Test - Matt = 0.25 Months Detail Work Definition Project Tasks Task Resource Assignments Estimates
37 Projects Need Controls
38 Controls The project must be steered around obstacles to get to the destination What What the PM and team will use to steer the project to success. Components Metrics Status Reports Status Meetings Root Cause Analysis Corrective Actions If Missing? If a project has no controls, the project has no ability to keep itself on course.
39 Project Metrics STANDARD Standard Metrics Network Schedules Requirements compliance Schedule progress Cost performance Risk control measures Resource Measures
40 Projects Need A Project Manager
41 What Every Project Needs Project Manager Identified Established Role Supported by Management Accepted by Team Established Authority Work Knowledgeable A Manager An Organizer A Communicator A Leader of People
42 PM s Accountabilities The Project Manager s Accountability: Defined Requirements Defined Deliverable Plan Conrols Corrective Actions Building Teamwork Ensuring the Project Meets all Requirements and Customer Needs This could be summarized by saying, the PM is responsible for everything
43 Projects Need a Team and Teamwork
44 Teams NASCAR Pit Crew Surgical Team Construction Crew Defined Outcomes Known Work Known Work Sequences Existing Tools Defined Roles Common Success Measures Known Decision Authorities Teamwork Communication.more. Flight Deck Crew
45 What A Team the set of individuals with the right skills that will perform the project Personnel that will perform the project with needed skills Examples Project Team Nascar Pit Crew Surgical Team Construction Crew If Missing? The project cannot be performed if the needed personnel are not in place.
46 Team Work You need more than good individual team members, you need a team that works together effectively What A project team working together to meet a common goal, setting aside personal interests. Examples Common Purpose Trust Open Communication Mutual Respect Shared Responsibility If Missing? The project will probably fail.
47 Projects Need a Sustained Infrastructure
48 Strategic Flow ORGANIZATION VISION New Customers New Markets People Systems & Tools STRATEGIES MEANS New or Improved Products or Services Operations Improvements Operating Model & Processes Measurements Assessments Positioned for the Future OUTCOMES Developed Employees Profit Satisfied Customers
49 Adequate MEANS must exist to attain desired OUTCOMES ORGANIZATION VISION New Customers New Markets People Systems & Tools STRATEGIES MEANS New or Improved Products or Services Operations Improvements Operating Model & Processes Measurements Assessments Positioned for the Future OUTCOMES Developed Employees Profit Satisfied Customers
50 EXAMPLE MEANS Your Infrastructure Training Coaching Operating Models Processes Lessons Learned People Systems & Tools MEANS Operating Model & Processes Measurements Assessments Checklists and Templates Scheduling System Financial System Requirements Tracing Project Metrics Project Reviews Methods Assessments
51 Improvements How Do the Means Fit Together? Operating Model Business Model Function 1 Work Work Function 2 Work Work Work Function 3 Work Work Work TIME System Requirements System Functionality Function 4 Work Work Work Systems Processes Training Process Implementation Support Expert Guidance Web Based PM Resources Templates Checklists Guides References Measure - Assess Organization Assessments Discipline Assessments Internal Periodic Reviews External Evaluations,...
52 Start Requirements & Feasibility Lot Architectural Design Financing Permits Startup Complete Excavation Foundation Architect Cabinets Labor Subcontractors Purchased Items 1.0 Subsystem A Travel 1.1 Hardware Requirements Analysis - Bill = 1 Month Top Level Design - Mary = 1 Month Detail Design - John = 1.7 Months Build - Gill = 1.2 Months Unit Integration - Matt = 0.5 Months Unit Test - Matt = 0.25 Months Framing & Enclosure Start Buyer & Contractor Flooring Electrical Finish Carpentry Plumbing Complete Improvements Function 1 Work Work Function 2 Work Work Work Function 3 Work Work Work Function 4 Work Work TIME Work Saving Troubled Projects Has Two Parts Saving a Troubled Project The Process Step 1 Is this project still needed? No Stop Yes Step 2 Is this project feasible? No Stop Yes Step 3 Should we fix or continue As Is? As Is Fix Step 4 What is actually wrong? Problem Defined Step 5 What is the solution? Solution Defined Step 6 Solutions implemented, tracked & closed Part 1 Saving A Current Project Part 2 Saving Future Projects Training Coaching EXAMPLE MEANS Your Infrastructure Operating Models Processes Lessons Learned Project Definition Defines What is this Project? Project Title: Project Owner: Project Customer: Project Leader / Manager: Project Need and Importance This project meets the following need: This project is important because: Project Justification Statement: Project Objectives / Success Measures Project Deliverable List - A list of all physical results and end conditions Project Inclusion Work Scope List major work clearly included : Project Exclusion Work Scope List work clearly excluded : Project Initial Constraints - Known Budget, Schedule, etc Limitations Project Stakeholders and Roles: Project Top Risk: Project Top Opportunity: Project Major Assumptions: Project Critical Interdependencies: Plan Visuals What Every Project Needs A Plan Is A Set of Visuals Project Manager List of Deliverables Work Outline Milestones Flow Chart Schedule Team Organization Work Assignments Resource Estimates Detail Work Definition Project Tasks Task Assignments Resource Estimates Team Work You need more than good individual team members, you need a team that works together effectively What A project team working together to meet a common goal, setting aside personal interests. Examples Identified Common Purpose Established Role Trust Supported by Management Open Communication Accepted by Team Mutual Respect 1.1 Hardware 1.2 Software Established 1.3 Integration & Test Authority Shared Responsibility 1.0 Subsystem A 2.0 Subsystem B 2.1 Hardware 2.2 Software 2.3 Integration & Test If Missing? The project will 3.1 Operator Training Dev Work 3.2 Maintenance Knowledgeable Training Dev probably fail. 4.1 Installation Design A4.2 Install Manager Services An Organizer Milestone A Communicator Closure Criteria A Leader of People 3.0 Training Development 4.0 Installation 5.0 Support Services People Systems & Tools Checklists and Templates Scheduling System Financial System Requirements Tracing MEANS Operating Model & Processes Measurements Assessments Project Metrics Project Reviews Methods Assessments How Do the Means Fit Together? Business Model Processes Training Process Implementation Support Expert Guidance Web Based PM Resources Measure - Assess Organization Assessments Discipline Assessments Internal Periodic Reviews External Evaluations,... Operating Model System Requirements System Functionality Templates Checklists Guides References Systems
53 Free PM Improvement Seminars Free PM Improvement Assessment Handout
54 QUESTIONS
55 END OF Saving Troubled Projects 2012 Instructor and Developer Mark Waldof Mark Waldof Consulting frontiernet.net Retired Lockheed Martin University of Minnesota Instructor CCE Business Improvements Consultant Project Management Consulting Systems Engineering Consulting
Best Practices Statement Project Management. Best Practices for Managing State Information Technology Projects
State of Arkansas Office of Information Technology 124 W. Capitol Ave. Suite 990 Little Rock, AR 72201 501.682.4300 Voice 501.682.4020 Fax http://www.cio.arkansas.gov/techarch Best Practices Statement
<name of project> Software Project Management Plan
The document in this file is adapted from the IEEE standards for Software Project Management Plans, 1058-1998, which conforms to the requirements of ISO standard 12207 Software Life Cycle Processes. Tailor
Managing Successful Software Development Projects Mike Thibado 12/28/05
Managing Successful Software Development Projects Mike Thibado 12/28/05 Copyright 2006, Ambient Consulting Table of Contents EXECUTIVE OVERVIEW...3 STATEMENT OF WORK DOCUMENT...4 REQUIREMENTS CHANGE PROCEDURE...5
ITS Projects Systems Engineering Process Compliance Checklist
ITS Projects Systems Engineering Process Compliance Checklist FHWA Final Rule (23 CFR 940) This checklist is to be completed by the MDOT or LPA Project Management Staff. Please refer to the accompanying
PROJECT MANAGEMENT FRAMEWORK
PROJECT MANAGEMENT FRAMEWORK DOCUMENT INFORMATION DOCUMENT TYPE: DOCUMENT STATUS: POLICY OWNER POSITION: INTERNAL COMMITTEE ENDORSEMENT: APPROVED BY: Strategic document Approved Executive Assistant to
Module 1 Diploma of Project Management
Module 1 Diploma of Project Management Project Management Fundamentals in association with This two day course takes participants through all aspects of Project Management and provides in depth examination
INTRODUCTION TO PROJECT MANAGEMENT
INTRODUCTION TO PROJECT MANAGEMENT OVERVIEW The purpose of presentation is to provide leaders and team members of projects, committees or task forces with advanced techniques and practical skills for initiating,
PM Planning Configuration Management
: a Project Support Function As stated throughout the Project Planning section, there are fundamental components that are started during the pre-performance stage of the project management life cycle in
Develop Project Charter. Develop Project Management Plan
Develop Charter Develop Charter is the process of developing documentation that formally authorizes a project or a phase. The documentation includes initial requirements that satisfy stakeholder needs
Project Audit & Review Checklist. The following provides a detailed checklist to assist the PPO with reviewing the health of a project:
Project Audit & Review Checklist The following provides a detailed checklist to assist the PPO with reviewing the health of a project: Relevance (at this time) Theory & Practice (How relevant is this attribute
WVU. PROJECT MANAGEMENT LITE Training Manual for Project Managers and Team Members. Robert C. Byrd Health Sciences Center Chancellor s Office
WVU Robert C. Byrd Health Sciences Center Chancellor s Office PROJECT MANAGEMENT LITE Training Manual for Project Managers and Team Members Fostering a culture of high purpose, accountability & accomplishment
The purpose of this course is to provide practical assistance for defining and managing project scope.
Scope Definition and Scope Management Purpose - To provide practical assistance for defining and managing project scope. This course will focus on tips for creating a scope statement rather than a step-by-step
Project Zeus. Risk Management Plan
Project Zeus Risk Management Plan 1 Baselined: 5/7/1998 Last Modified: N/A Owner: David Jones/Zeus Project Manager Page Section 1. Introduction 3 1.1 Assumptions, Constraints, and Policies 3 1.2 Related
IT Project: System Implementation Project Template Description
2929 Campus Drive Suite 250 IT Project: System Implementation Project Template Description Table of Contents Introduction... 2 Project Phases... 3 Initiation & Requirements Gathering Milestone... 3 Initiation
PROJECT MANAGEMENT METHODOLOGY SECTION 3 -- PLANNING PHASE
PROJECT MANAGEMENT METHODOLOGY SECTION 3 -- PLANNING PHASE Table of Contents Introduction...3-1 Overview...3-1 The Process and the Project Plan...3-1 Project Objectives and Scope...3-1 Work Breakdown Structure...3-1
APPLYING PROJECT MANAGEMENT TECHNIQUES TO QEHS
APPLYING PROJECT MANAGEMENT TECHNIQUES TO QEHS Mary F. McDonald, CQA President/Principal Consultant Individual Solution Options/Quality Services (ISO/QS), Inc. Austin, TX 78739 Tel: (512) 282-0181 E-mail:
Understand why, when and how-to to formally close a project
Project Closure Purpose: Understand why, when and how-to to formally close a project Audience: Project managers, project sponsors, team members and other key stakeholders Learning Objectives: Describe
STSG Methodologies and Support Structure
STSG Methodologies and Support Structure STSG Application Life Cycle Management STSG utilizes comprehensive lifecycle tools that are fully integrated and provide capabilities for most of the roles in its
Project Management Guidelines
Project Management Guidelines Overview Section 86-1506 (5) directs the NITC to adopt guidelines regarding project planning and management. The goal of project management is to achieve the objectives of
MNLARS Project Audit Checklist
Audit Checklist The following provides a detailed checklist to assist the audit team in reviewing the health of a project. Relevance (at this time) How relevant is this attribute to this project or audit?
Minnesota Health Insurance Exchange (MNHIX)
Minnesota Health Insurance Exchange (MNHIX) 1.2 Plan September 21st, 2012 Version: FINAL v.1.0 11/9/2012 2:58 PM Page 1 of 87 T A B L E O F C O N T E N T S 1 Introduction to the Plan... 12 2 Integration
Project Management Plan for
Project Management Plan for [Project ID] Prepared by: Date: [Name], Project Manager Approved by: Date: [Name], Project Sponsor Approved by: Date: [Name], Executive Manager Table of Contents Project Summary...
Project Management Topics
S E C T I O N II T W O Project Management Topics SECTION II: PROJECT MANAGEMENT TOPICS TABLE OF CONTENTS Introduction 3 1. PROJECT TRIAGE 5 1.1 Gather the Data 7 1.2 Review and Analyze the Data 10 1.3
Appendix 2-A. Application and System Development Requirements
Appendix 2-A. Application and System Development Requirements Introduction AHRQ has set up a Distributed Systems Engineering Lab (DSEL) to support all internal development efforts and provide a facility
Project Management Guidebook
METHOD 12 3 empowering managers to succeed Project Management Guidebook ISBN 0-473-10445-8 A bout this e-book This e-book was created by Method123 (see www.method123.com) to help provide you with a simple
PROGRAM MANAGEMENT IN DEFENSE SYSTEMS
Seminar s Title : PROGRAM MANAGEMENT IN DEFENSE SYSTEMS Purpose and Background : Program Management is one of the most important aspects of the entire defense acquisition process. It is the application
2.1 Initiation Phase Overview
2.1 Initiation Phase Overview The is the conceptualization of the project. This section describes the basic processes that must be performed to get a project started. Accordingly, the purpose of the is
Project Management Process
Project Management Process Description... 1 STAGE/STEP/TASK SUMMARY LIST... 2 Project Initiation 2 Project Control 4 Project Closure 5 Project Initiation... 7 Step 01: Project Kick Off 10 Step 02: Project
OE PROJECT CHARTER TEMPLATE
PROJECT : PREPARED BY: DATE (MM/DD/YYYY): Project Name Typically the Project Manager Project Charter Last Modified Date PROJECT CHARTER VERSION HISTORY VERSION DATE (MM/DD/YYYY) COMMENTS (DRAFT, SIGNED,
SCHEDULING AND PROJECT MANAGEMENT
SCHEDULING AND PROJECT MANAGEMENT Chapter Survey Scheduling Process Scheduling Methods Scheduling and cash management Who is the Project Manager Project Supervisory Team Project Life Cycle Tracking the
CPET 545 SOA and Enterprise Applications. SOA Final Project Project Scope Management 11-13-2008
CPET 545 SOA and Enterprise Applications Examples of Tasks and Subtasks o SOA Project Plan (checklist) Statement of work Resources Schedule Risk plan SOA Final Project Project Scope Management 11-13-2008
Facility Services PROJECT MANAGEMENT METHODOLOGY FRAMEWORK
Facility Services PROJECT MANAGEMENT METHODOLOGY FRAMEWORK Facility Services Project Management Methodology Framework 1 - Executive Summary The purpose of this document is to introduce the University community
TECH. Tracking Progress. Project Schedule PHASE 1 STEP 1 ACTIVITY 1.1. Activity and Milestone STEP 1 STEP 2 : ACTIVITY 2.2 : ACTIVITY 1.
CH03 Planning and Managing the Project * Tracking Progress * Project Personnel * Effort Estimation * Risk Management * The Project Plan * Process Models and Project Management Tracking Progress Questions
Demonstrate and apply knowledge of project management in
Demonstrate and apply knowledge of project management in mechanical engineering 22918 version 2 Page 1 of 5 Level 6 Credits 15 Purpose This unit standard is intended primarily for use in diploma courses
Project Management Tools & Techniques
Project Management Tools & Techniques Designed Exclusively for the New Hampshire Association of Student Financial Aid Administrators November, 2006 Presented by Terry D. Everson Senior Vice President of
Introduction to the ITS Project Management Methodology
Introduction to the ITS Project Management Methodology In September 1999 the Joint Legislative Committee on Performance Evaluation and Expenditure Review (PEER) produced a report entitled Major Computer
SOFTWARE PROJECT MANAGEMENT
SOFTWARE PROJECT MANAGEMENT http://www.tutorialspoint.com/software_engineering/software_project_management.htm Copyright tutorialspoint.com The job pattern of an IT company engaged in software development
CDC UNIFIED PROCESS PRACTICES GUIDE
Document Purpose The purpose of this document is to provide guidance on the practice of Requirements Definition and to describe the practice overview, requirements, best practices, activities, and key
Project Management Certificate (IT Professionals)
Project Management Certificate (IT Professionals) Whether your field is architecture or information technology, successful planning involves a carefully crafted set of steps to planned and measurable goals.
Prepared for: Prepared by:
Executive Project Review Prepared for: Prepared by: Table of contents Introduction... 3 WHY an Executive Project Review?... 3 WHO is Involved?... 4 WHAT is an Executive Project Review?... 5 WHEN? - Schedule
Do not open this paper until instructed by the invigilator. Please note: This question paper must not be removed from the examination room.
APM Introductory Certificate in Project Management Exam paper Candidate Reference Number Date of Exam Location of the Exam General Notes Time allowed 1 hour Answer all 60 multiple choice questions Use
Enterprise Business Service Management
Technical white paper Enterprise Business Service Management Key steps and components of a successful solution Table of contents Executive Summary... 2 Setting the goal establishing an IT initiative...
Understanding Software Project Management PMI fundamentals, Project Selection, Initial documents Emanuele Della Valle http://emanueledellavalle.
Planning and Managing Software Projects 2011-12 Class 3 Understanding Software Project Management PMI fundamentals, Project Selection, Initial documents Emanuele Della Valle http://emanueledellavalle.org
Business Continuity Position Description
Position Description February 9, 2015 Position Description February 9, 2015 Page i Table of Contents General Characteristics... 2 Career Path... 3 Explanation of Proficiency Level Definitions... 8 Summary
PROJECT SCOPE MANAGEMENT
5 PROJECT SCOPE MANAGEMENT Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully
ITS Project Management Methodology
ITS Project Management Methodology Information Technology Services Project Management Group 11/17/2014 Version 2.1 Author: ITS Project Management Group Document Control Change Record Date Author Version
Systems Engineering Process
Systems Engineering Process Derek Vollmer, P.E. ITS Software and Architecture Coordinator Traffic Engineering and Operations Office Contents Federal regulations for ITS projects Overview of systems engineering
Project Management Planning
The Project Plan Template The Project Plan The project plan forms the basis for all management efforts associated with the project. A project plan template is included in this document. The information
Defect Tracking Best Practices
Defect Tracking Best Practices Abstract: Whether an organization is developing a new system or maintaining an existing system, implementing best practices in the defect tracking and management processes
ICT Project Management
THE UNITED REPUBLIC OF TANZANIA PRESIDENT S OFFICE PUBLIC SERVICE MANAGEMENT ICT Project Management A Step-by-step Guidebook for Managing ICT Projects and Risks Version 1.0 Date Release 04 Jan 2010 Contact
Appendix E Program Management Plan Template
Appendix E Program Management Plan Template Version 2 March 7, 2005 This page is intentionally left blank. Version 2 March 7, 2005 Title Page Document Control Panel Table of Contents List of Acronyms Definitions
Input, Output and Tools of all Processes
1 CIS12-3 IT Project Management Input, Output and Tools of all Processes Marc Conrad D104 (Park Square Building) Marc.Conrad@luton.ac.uk 26/02/2013 18:22:06 Marc Conrad - University of Luton 1 2 Mgmt /
Step by Step Project Planning
Step by Step Project Planning Contents Introduction The Planning Process 1 Create a Project Plan...1 Create a Resource Plan...1 Create a Financial Plan...1 Create a Quality Plan...2 Create a Risk Plan...2
Program Lifecycle Methodology Version 1.7
Version 1.7 March 30, 2011 REVISION HISTORY VERSION NO. DATE DESCRIPTION AUTHOR 1.0 Initial Draft Hkelley 1.2 10/22/08 Updated with feedback Hkelley 1.3 1/7/2009 Copy edited Kevans 1.4 4/22/2010 Updated
NFSA Project Management Guidelines
NFSA Project Management Guidelines Project Management Guide Purpose of this Guide This Guide outlines the NFSA Project Management Guidelines, and includes: NFSA Project Life Cycle Governance Roles and
PROJECT MANAGEMENT PLAN TEMPLATE < PROJECT NAME >
PROJECT MANAGEMENT PLAN TEMPLATE < PROJECT NAME > Date of Issue: < date > Document Revision #: < version # > Project Manager: < name > Project Management Plan < Insert Project Name > Revision History Name
A Guide to Conducting Independent Technical Assessments
A Guide to Conducting Independent Technical Assessments 5 March 2003 J. A. Clapp P. G. Funch Center for Air Force C2 Systems Bedford, Massachusetts Table of Contents Section Page 1. Introduction 1.1 Purposes
Essential Elements for Any Successful Project
In this chapter Learn what comprises a successful project Understand the common characteristics of troubled projects Review the common characteristics of successful projects Learn which tools are indispensable
Project Management. What is Project Management?
Project Management Project Management enables your business to proceed with new initiatives in a way that allows: Costs to be controlled Agreed outcomes to be measured and confirmed Timescales to be met
Practice Overview. REQUIREMENTS DEFINITION Issue Date: <mm/dd/yyyy> Revision Date: <mm/dd/yyyy>
DEPARTMENT OF HEALTH AND HUMAN SERVICES ENTERPRISE PERFORMANCE LIFE CYCLE FRAMEWORK PRACTIICES GUIIDE REQUIREMENTS DEFINITION Issue Date: Revision Date: Document
DEVELOPMENT OF BEST MANAGEMENT PRACTICES TO EXECUTE A SUCCESSFUL CAPITAL IMPROVEMENT PROGRAM
DEVELOPMENT OF BEST MANAGEMENT PRACTICES TO EXECUTE A SUCCESSFUL CAPITAL IMPROVEMENT PROGRAM 2015 Business Plan Chapter 3, Water Facilities Focus Area, Goal Number 4 June 2011 CAPITAL IMPROVEMENT PROGRAM
Abar Solutions Petroleum Consultancy & Training Qualified From KPC Training & Consulting Services Provider. Code Period Language Start End Location
Training Course : Project Management Skills & Estimation Development Training Course For One Week In Canada, Montreal, Hyatt Regency Montreal Which Be Held As Under Details : Tel. : 00965 22610021 99600277,
Benefits for Participants :
Seminar s Title: PROJECT MANAGEMENT IN CONSTRUCTION Purpose and Background: Project management as a discipline is recognized as one of the fastest growing professions in today s industries. In the construction
Knowledge Area Inputs, Tools, and Outputs. Knowledge area Process group/process Inputs Tools Outputs
HUMAN RESOURCE MANAGEMENT Organizational planning Staff Acquisition Project interfaces such as organizational interfaces, technical interfaces and interpersonal interfaces. Staffing requirements Staffing
Introductory Project Management Module. Mansfield Adult Continuing Education 1 Inc
Managing Your Project: Planning & Time Introductory Project Management Module Mansfield Adult Continuing Education 1 Inc Project Management Learning Objectives Develop a working knowledge of basic project
Project Delivery Process Overview
New Jersey Department of Transportation Project Delivery Process Overview Presented by the Program Management Office January, 2012 Project Delivery Process Overview The New Jersey Department of Transportation
How to Craft a World-Class Work Breakdown Structure
How to Craft a World-Class Work Breakdown Structure Laura Miller, PMP laura.miller2@hp.com 1 Copyright Copyright 2012 2012 Hewlett-Packard Development Development Company, Company, L.P. The L.P. information
1.1 Identification This is the Subcontractor Management Plan, document number XYZ035, for the SYSTEM Z project.
A Sample contractor Management Plan 1.0 INTRODUCTION 1.1 Identification This is the contractor Management Plan, document number YZ035, for the SYSTEM Z project. 1.2 Purpose The contractor Management Plan
Project Management. Sally Buck, MS. Chief Executive Officer July 2014
600 East Superior Street, Suite 404 I Duluth, MN 55802 I Ph. 800.997.6685 or 218.727.9390 I www.ruralcenter.org Project Management Sally Buck, MS Chief Executive Officer July 2014 Purpose The National
Introduction to Project Management
L E S S O N 1 Introduction to Project Management Suggested lesson time 50-60 minutes Lesson objectives To be able to identify the steps involved in project planning, you will: a b c Plan a project. You
5.2. 5.2 Template for IT Project Plan. Template for IT Project Plan. [Project Acronym and Name]
![5.2. 5.2 Template for IT Project Plan. Template for IT Project Plan. [Project Acronym and Name]](/thumbs/40/21194013.jpg "5.2. 5.2 Template for IT Project Plan. Template for IT Project Plan. [Project Acronym and Name]")
231 5.2 Template for IT Project Plan Name of the Tool: Source: Usage: Description: Template for IT Project Plan GIZ This template has been designed as a tool to support the planning of IT projects for
AIPM PROFESSIONAL COMPETENCY STANDARDS FOR PROJECT MANAGEMENT PART B CERTIFIED PRACTISING PROJECT PRACTITIONER (CPPP)
AIPM PROFESSIONAL COMPETENCY STANDARDS FOR PROJECT MANAGEMENT PART B CERTIFIED PRACTISING PROJECT PRACTITIONER (CPPP) Copyright: Australian Institute of Project Management Document Information Document
Project Management Guide
Project Management Guide What is in this guide? All development workers, and community organisations may at times work with development projects. This may bring you into contact with consultants, project
How To Manage A Project
Project Management Tools & Techniques Susan W. Carey Workshop Objectives Recognize project management terminology Explain roles and responsibilities for key players Develop a project proposal Construct
Companion Notes for LTC Process Flowcharts. Notes for Initiation Stage
Companion Notes for LTC Process Flowcharts Contents Notes for Initiation, Planning, Execution/Production and Close Stages Glossary and Acronyms Page 1 4 5 6 Notes for Initiation Stage Purpose The purpose
PHASE 1: INITIATION PHASE
PHASE 1: INITIATION PHASE The Initiation Phase begins when agency management determines that a business function requires enhancement through an agency information technology (IT) project and investment
Template K Implementation Requirements Instructions for RFP Response RFP #
Template K Implementation Requirements Instructions for RFP Response Table of Contents 1.0 Project Management Approach... 3 1.1 Program and Project Management... 3 1.2 Change Management Plan... 3 1.3 Relationship
Construction of A hospital Building
Construction of A hospital Building Project Plan for Project Management Course-TNE065 (Version 1.0) Submitted by: Imran Kaleem Siddiqui-imrsi301 Mohammad Sajid--------muhsa777 Rajesh Kumar------------rajku619
ITS Project Management
ITS Project Management Policy Contents I. POLICY STATEMENT II. REASON FOR POLICY III. SCOPE IV. AUDIENCE V. POLICY TEXT VI. PROCEDURES VII. RELATED INFORMATION VIII. DEFINITIONS IX. FREQUENTLY ASKED QUESTIONS
COMMUNICATION MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE:
COMMUNICATION MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE: Document Information Document Title Amendment History Document Version Date Author/Reviewer Modifications 5/28/2014 Page i 2014 CSG
Agile Project Management. Jan Pool NioCAD University of Stellenbosch 16 April 2008
Agile Project Management Jan Pool NioCAD University of Stellenbosch 16 April 2008 Introduction Objective: Introduce a general Agile Project Management framework. Target Audience: Product, program and project
C ONTENTS. Acknowledgments
kincaidtoc.fm Page vii Friday, September 20, 2002 1:25 PM C ONTENTS Preface Acknowledgments xxi xxvii Part 1 CRM: Is It Right for Your Company? 1 Chapter 1 Commerce in the 21st Century 3 1.1 Understanding
Stakeholder management and. communication PROJECT ADVISORY. Leadership Series 3
/01 PROJECT ADVISORY Stakeholder management and communication Leadership Series 3 kpmg.com/nz About the Leadership Series KPMG s Leadership Series is targeted towards owners of major capital programmes,
output: communications management plan
Q1. (50 MARKS) A. List the nine PMBOK knowledge areas and give a one sentence description of the purpose of each knowledge area along with at least one output (document etc.) and its purpose. 1.Project
15 Principles of Project Management Success
15 Principles of Project Management Success Project management knowledge, tools and processes are not enough to make your project succeed. You need to get away from your desk and get your hands dirty.
Project Management for Scientists
Project Management for Scientists Cost & Schedule Estimates Christoph U. Keller, c.u.keller@uu.nl Sterrekundig Instituut Utrecht Utrecht University www.astro.uu.nl/~keller Outline Resource Assignments
Improving Project Governance
Improving Project Governance By Phil Mann 31 October 2012 Overview This whitepaper provides a synopsis of the Victorian Government s Ombudsman s Own motion investigation into ICT-enabled, November 2011.
Project Management Tools
Project Management Tools 1 Name: Subject: Professor: Date: Project Management Tools Project Management Tools 2 1. Introduction Project Management is a method of organizing and managing resources in strategic
Contents. Contract Number (VA-130620-CAI) Contingent Labor Statement of Requirements (SOR) Template v 2.0 January 1, 2014
Contract Number (VA-130620-CAI) Contents STATEMENT OF REQUIREMENTS (SOR)... 2 STATEMENT OF REQUIREMENTS TEMPLATE INSTRUCTIONSError! Bookmark not defined. Page 1 of 10 STATEMENT OF REQUIREMENTS (SOR) SOR
HKITPC Competency Definition
HKITPC Competency Definition for the Certification copyright 2011 HKITPC HKITPC Competency Definition Document Number: HKCS-CD-L1L2 Version: 1.0 Date: June 2011 Prepared by Hong Kong IT Professional Certification
How To Write A Project Management Plan
Enter Project Name Project Management Plan (PMP) Kickoff Month, Day, Year 1 Purpose The Project Management Plan (PMP) is a formal, approved document used to manage project execution. The PMP documents
Making A Case For Project Management
AN INTERTHINK CONSULTING WHITE PAPER Making A Case For Project Management An Overview Of Interthink Consulting's Project Management Business Case Approach Contents: Introduction Defining Organizational
Training Programs for Enterprise-Wide Change
Training Programs for Enterprise-Wide Change Top Five Requirements for Programs that Deliver Prepared by VisionCor, Inc. 1 Contents Summary... 3 Before We Get Started... 3 Program Principles... 4 Business
A Comparison of PMI s PMBOK Guide Versions 4 & 3
PM WORLD TODAY FEATURED PAPER MAY 2009 A Comparison of PMI s PMBOK Guide Versions 4 & 3 By Germán Bernate The Project Management Institute PMI announced on December 31, 2008 the availability of PMBOK Version
PURCHASE ORDER TERMS AND CONDITIONS FOR MANUFACTURING MANAGEMENT PROGRAMS MIL-STD-1528A APPENDIX 2
08/27/91 PURCHASE ORDER TERMS AND CONDITIONS FOR MANUFACTURING MANAGEMENT PROGRAMS MIL-STD-1528A APPENDIX 2 1. The Seller, upon acceptance of this purchase order, shall establish and/or maintain a Manufactured
PRINCE2:2009 Glossary of Terms (English)
accept (risk response) acceptance acceptance criteria activity agile methods approval approver assumption assurance A risk response to a threat where a conscious and deliberate decision is taken to retain
Manual on Training Preparation
Project on Improvement of Local Administration in Cambodia Three Steps of Training Preparation Step 1: Work Breakdown Structure Step 2: Schedule Step 3: Budget Table of Contents Three Steps of Training
CA/NV AWWA SCADA Seminar SCADA Master Planning. Presented by: Philip Gaberdiel Cell: 818-843-1855 ext. 8435 phil.gaberdiel@we-inc.
CA/NV AWWA SCADA Seminar SCADA Master Planning Presented by: Philip Gaberdiel Cell: 818-843-1855 ext. 8435 phil.gaberdiel@we-inc.com Presentation Outline SCADA Master Plan Goals and Objectives SCADA Master
Cost Management. How Much Will This Project Cost?
Cost Management How Much Will This Project Cost? Moderator Janelle Abaoag Project Insight Marketing, Public Relations Janelle.Abaoag@projectinsight.com www.projectinsight.net All participants will be on