Como aplicar a metodologia de gerenciamento de projetos do PMBoK para transformar um plano de negócios em um projeto de sucesso.
Entenda o que é uma estratégia de projeto, ciclo de vida de um projeto e como captar recursos de um patrocinador para o seu projeto sair do papel.
Como aplicar a metodologia de gerenciamento de projetos do PMBoK para transformar um plano de negócios em um projeto de sucesso.
Entenda o que é uma estratégia de projeto, ciclo de vida de um projeto e como captar recursos de um patrocinador para o seu projeto sair do papel.
Como aplicar a metodologia de gerenciamento de projetos do PMBoK para transformar um plano de negócios em um projeto de sucesso.
Entenda o que é uma estratégia de projeto, ciclo de vida de um projeto e como captar recursos de um patrocinador para o seu projeto sair do papel.
into Projects How to transform sound business strategy into a successful project.
Translating Strategy into
Projects-1 Once strategy has been determined and approved by the appropriate company executives, everyone must get on board to realize benefits and meet mutual expectations:
The project manager
The chief executive officer The chief information officer Directors Functional management Project staff
Translating Strategy into
Projects-2 For a successful transition from strategy to project, the business must have in place: Agreement on what needs changing, and why. This must be clearly supported by the project sponsor.
A common language for analyzing and describing
requirements, based on a shared understanding of the business processes across the client, as well as across information systems departments. Agreed processes involving the users in the design and selection of systems solutions. The support of a skilled, experienced technology project manager.
Translating Strategy into
Projects-3 Each and every project should have some sort of a mission. The mission identifies the customers requirements and clearly defines the purpose of the project. The mission must be completed for the success of the project. Its objectives define the success criteria for the project. Completing all objectives should accomplish the projects mission. Measurable objectives provide a method of quantifying the results and establishing quality standards to evaluate the success of a project.
Translating Strategy into
Projects-4 The results of the project analysis must be captured as a formal expression of business needs. This is not easy to do and requires great skill, creativity and breadth of vision. It helps to have the necessary knowledge and experience of the specific business environment to formulate this strategy. Consider having an outside, independent third party help in this formulation to facilitate and document business requirements. Alternatively, you can work with strategic alliance partners to encourage shared-risk and partnership-style relationships.
Translating Strategy into
Projects-5 Suggestions to help executives and project managers alike attain perspective on corporate strategy: Attend seminars and conferences on strategy. Read publications on strategy. Join professional organizations. Study and practice. Have a mentor.
Translating Strategy into
Projects-6 Senior Management Commitment/Project Sponsorship: A mutually acceptable commitment between a project sponsor and a project team must exist before a viable project exists. There must be agreement on the goals and objectives of the project in terms of the products scope, quality, grade, time to completion and final cost. Effective and efficient policies and procedures must be in place, stating clearly roles and responsibilities, delegation of authority, processes for managing the scope of work (including changes, maintenance of quality, and schedule and cost control).
Translating Strategy into
Projects-7 Executives who are accountable to shareholders tend to focus on projects that contribute to the following:
Keeping shareholders happy
Increasing market share Raising revenues Attracting new clients Getting higher dividends Lowering operational expenses Increasing corporate efficiency Increasing repeat client visits Lowering the cost of sales Making workers more productive Increasing worker morale
Strategy Basics in the Project
Life Cycle-1 Discovery
Design Build Implement Support
Strategy Basics in the Project
Life Cycle-2 Discovery: Create the vision See what is possible Do future forecasting Create strategies Start a project culture Determine actions
Strategy Basics in the Project
Life Cycle-3 Design: Design the solution Blueprint the build Assess technologies
Strategy Basics in the Project
Life Cycle-4 Build: Build solution Test quality
Strategy Basics in the Project
Life Cycle-5 Implement: Integrate solution Rollout solution
Strategy Basics in the Project
Life Cycle-6 Support: Maintain solution Ensure availability
Don Tapping, Tom Shuker-Value Stream Management For The Lean Office - Eight Steps To Planning, Mapping, & Sustaining Lean Improvements in Administrative Areas-Productivity Press (2003)
Month Demand January 1,000 February 1,100 March 1,000 April 1,200 May 1,500 June 1,600 July 1,600 August 900 September 1,100 October 800 November 1,400 December 1,700