Project management iii
0 likes258 views
The document outlines the key steps in planning and managing projects: 1) Define and organize the project by establishing the organization, parameters, and framework. 2) Plan the project by developing the work breakdown structure, schedule, resource analysis, and risk management plan. 3) Track and manage the project by collecting status updates, monitoring schedule, issues and risks, and taking adaptive actions. 4) Close out the project by assessing effectiveness, improvements, acknowledging contributions, and archiving lessons learned.
Project management iii
- 1. PLANNING & MANAGING PROJECTS DEFINE & ORGANISE TRACK & MANAGE PLAN THE PROJECT THE PROJECT THE PROJECT Establish the Develop the Work Collect Status Project organisation Breakdown Structure Information Define the Plan & Take Develop the Schedule Project Parameters Adaptive Action Plan the Analyse Resources Close Out the Project Project Framework Assemble the Project Optimise Tradeoffs Definition Document Develop a Risk Management Plan
- 2. PROJECT MANAGEMENT PROCESS MODEL PLANNING & MANAGING PROJECTS DEFINE & ORGANISE TRACK & MANAGE PLAN THE PROJECT THE PROJECT THE PROJECT Establish the Develop the Work Collect Status Project organisation Breakdown Structure Information Define the Plan & Take Develop the Schedule Project Parameters Adaptive Action Plan the Analyse Resources Close Out the Project Project Framework Assemble the Project Optimise Tradeoffs Definition Document Develop a Risk Management Plan
- 4. How often will status information be formally collected?
- 5. How often will status information be formally collected? How will it be done?
- 6. How often will status information be formally collected? How will it be done? What information will be monitored?
- 7. COLLECT STATUS INFORMATION How often will status information be formally collected? How will it be done? What information will be monitored? Track three issues: Schedule status Open issues Risks
- 9. Have tasks scheduled to start in this time period started?
- 10. Have tasks scheduled to start in this time period started? If not, why not, and what can be done to get them started?
- 11. Have tasks scheduled to start in this time period started? If not, why not, and what can be done to get them started? Have tasks scheduled to finish in this time period finished?
- 12. SCHEDULE STATUS Have tasks scheduled to start in this time period started? If not, why not, and what can be done to get them started? Have tasks scheduled to finish in this time period finished? If not, why not, and what can be done to get them finished?
- 14. What is the status of all open issues?
- 15. What is the status of all open issues? What can be done to close them?
- 16. OPEN ISSUES RISKS What is the status of all open issues? What can be done to close them? Are there any new open issues?
- 17. OPEN ISSUES RISKS What is the status What is the of all open issues? status of the What can be done risk? to close them? Are there any new open issues?
- 18. OPEN ISSUES RISKS What is the status What is the of all open issues? status of the What can be done risk? to close them? Are there any Are there any new new risks? open issues?
- 20. Determine how frequently status information will be collected;
- 21. KEY ACTIONS Determine how frequently status information will be collected; Determine how it will be collected (e.g. e-mail, voicemail, meetings, etc.)
- 23. PLAN AND TAKE ADAPTIVE ACTION
- 24. PLAN AND TAKE ADAPTIVE ACTION Decision making in this step is much like that in optimising tradeoffs: Move items in the Is to the Is Not list; Eliminate one or more major deliverables; Develop an alternative way to perform task work; Alter dependencies; Change resource allocations; Accept new parameters.
- 25. PLAN AND TAKE ADAPTIVE ACTION Decision making in this step is much like that in optimising tradeoffs: Move items in the Is to the Is Not list; Eliminate one or more major deliverables; Develop an alternative way to perform task work; Alter dependencies; Change resource allocations; Accept new parameters. What decisions will be made and actions taken?
- 26. PLAN AND TAKE ADAPTIVE ACTION Decision making in this step is much like that in optimising tradeoffs: Move items in the Is to the Is Not list; Eliminate one or more major deliverables; Develop an alternative way to perform task work; Alter dependencies; Change resource allocations; Accept new parameters. What decisions will be made and actions taken? How will these be communicated?
- 28. Which elements of project management were effective?
- 29. Which elements of project management were effective? Which elements might be improved?
- 30. Which elements of project management were effective? Which elements might be improved? How might they be improved?
- 31. Which elements of project management were effective? Which elements might be improved? How might they be improved? Is all the paperwork complete?
- 32. Which elements of project management were effective? Which elements might be improved? How might they be improved? Is all the paperwork complete? Has key learning been recorded in the project file?
- 33. Which elements of project management were effective? Which elements might be improved? How might they be improved? Is all the paperwork complete? Has key learning been recorded in the project file? How will key learning be used in future projects?
- 34. Which elements of project management were effective? Which elements might be improved? How might they be improved? Is all the paperwork complete? Has key learning been recorded in the project file? How will key learning be used in future projects? Has the project file been archived somewhere?
- 35. CLOSE OUT THE PROJECT Which elements of project management were effective? Which elements might be improved? How might they be improved? Is all the paperwork complete? Has key learning been recorded in the project file? How will key learning be used in future projects? Has the project file been archived somewhere? How will the project’s completion be acknowledged and celebrated?
- 37. Assess practices that contributed to the project’s effectiveness;
- 38. Assess practices that contributed to the project’s effectiveness; Assess practices that were not as effective as expected;
- 39. Assess practices that contributed to the project’s effectiveness; Assess practices that were not as effective as expected; Develop process improvements for future projects;
- 40. Assess practices that contributed to the project’s effectiveness; Assess practices that were not as effective as expected; Develop process improvements for future projects; Acknowledge team members’ contributions;
- 41. Assess practices that contributed to the project’s effectiveness; Assess practices that were not as effective as expected; Develop process improvements for future projects; Acknowledge team members’ contributions; Complete project paperwork;
- 42. Assess practices that contributed to the project’s effectiveness; Assess practices that were not as effective as expected; Develop process improvements for future projects; Acknowledge team members’ contributions; Complete project paperwork; Archive the project file;
- 43. SOME PROJECT CLOSEOUT ACTIVITIES Assess practices that contributed to the project’s effectiveness; Assess practices that were not as effective as expected; Develop process improvements for future projects; Acknowledge team members’ contributions; Complete project paperwork; Archive the project file; Celebrate the project’s completion.