Professional Documents
Culture Documents
Define Project Objectives Develop Project Execution Plan Define Baselines for Control Manage Risk Close out Effectively
Project Objectives
Project Objectives
Team..
Team..
Skills needed ? Individuals identified ? When are they needed ? Where are they ? Training needed ? Interpersonal compatibility ?
Team..
No more piece-by-piece, step-by-step production. Now its teams. Teams of product and manufacturing engineerings, designers, planners, financing and marketing peopletogether from the start
Team.. Why
To solve complex problems More factors must be considered in design than ever before Many corporations are international, with design and operations spread across the globe Since Time to Market is important to competitive advantage, concurrent processing is widely used Corporations are increasingly using project management principles
Team.. Attributes
A common goal or purpose. Team members are individually committed to that purpose Leadership. One member may be appointed as leader, every member should contribute to the leadership Each member makes unique contributions to the project Effective team communication Creative spark Harmonious relationships among team members Effective planning & use of resources
Traditional Model
Participative Model
Implies a strong leader who directs actions of the group Leader is positioned closely to all members & implies accountability of the leader to the members Emphasizes leader as a working member/as an equal. Leadership may shift with individuals expertise
Flat Model
Consultant Model
No one right model. Team needs to choose structure that models how the group wants to perform.
CAUTION
Scope
Poor scope definition leads to cost overruns, which results in less profitability of projects
Keep scope documents current Freeze design after the estimate has been approved Allow only those changes that are justified by benefit Use an effective change management procedure
Scope- to be good
Scope-initiation
Sets the baseline for cost and schedule Must involve the right people Must include implementation Identifies items not included Maximum influence on project cost Breaks project into manageable pieces
WBS
WBS- successful.
Status and completion is easily measured Definite beginning and end It is familiar with prior experience Manageable work assignments One continuous stream of work from start to finish
WBS- Steps.
Divide the project into major objectives Partition objectives into activities Divide activities with missing characteristics into sub activities Repeat #3 until all suba ctivities have desired characteristics Lowest sub activities are the basis of work packages
Cost
Estimate Control
Cost-Estimate.
Define estimate basis Identify potential risks Identify contingency/escalation Identify items not included
Cost- Control.
Establish the baseline (estimate) Measure variation from baseline Take corrective action
Cost- Control.
Detailed project scope/work package Control estimate Chart of accounts Cost status report Forecasting process Change management procedure Cash flow forecast
Schedule
Planning -
Identification of the sequence of events necessary to complete the project Scheduling - Determination of timing and assembly of project activities to give overall completion time
Schedule- Basis.
Project objectives Project scope Project milestones Project estimate (budget) Resource availability
Identifies project priorities Shows activity relationships Enables schedule analysis Reflects project strategy Promotes teamwork
Quality
Develop a quality management plan early in the project Include representatives from all affected organizational units on the project team Initiate the project effectively through kickoff and alignment meetings Review performance and measure success
Define scope and review periodically Limit scope changes formal change procedure require justification Complete more engineering up-front before defining cost and scheduling Obtain constructability, operability and maintainability input to design
Questions.