Chapter 16-17 Completion, Review And Improvement Flashcards
What is the purpose of documentation?
To provide evidence that the project has been completed in a proper manner
To provide guidance to the customer on the operation and maintenance of provided item
To allow any future work on a similar project to have a good starting point - the learning effect
What key elements does the immediate project reviews provide?
It provides further control or corrective actions
Postmortem: to provide a guide on what documentation is needed for the long-term audit
I medial remedial and improvement action
Long-term audit and review
To provide feedback to project members and systems
Strategic and procedural changes
What is meant by learning before doing and learning by doing?
Learning before doing: ensuring that necessary knowledge and skills are available in advance of their need in a project. Difficult to manage in practice. Two main ways to achieve this is by training and education and the use of consultants.
Learning by doing: those elements that can be learned from previous activities. Includes carrying out audit and review some time after the project
What is an audit and review?
Auditing: establish the procedures, checking documentation and other records, presenting a report detailing the areas where there are deficiencies and irregularities
Review: studying overall performance relative to constraints, identifying areas where the procedure failed, reporting and suggesting improvements
What are the four types of organizations that become apparent in change?
The flat liners: make little or no progress in project performance, performance stays flat no improvement
Improvers: some increase in performance over time, improvement actions put in place
Wannabes: follows every initiative in the book to catch up with the best
World-class: set an ever increasing standard for performance
What are some commercial maturity models?
Capability maturity model
Benchmarking
Lean
Agile: mostly used in software development
What are the seven PM wastes within lean?
Over delivery Waiting time Movement Over processing Processes that lead to inventory Motion Defects
What are the three pillar of change?
Strategy deployment: explicit strategy driving the decision making processes of the organization, coherence is vital
Managed knowledge: how to identify potential improvement targets etc.
Implementation: measures should be put in place to identify if the strategic objective of the change are being met
What is meant by the post-project review trade-off?
How much time and resource should be put into the closing of activities, at one hand there is a temptation to abandon the activities to move on to another task. At the other hand the close-down process cannot be drawn out, overhead costs keep escalating and nothing is really finished
