Lecture 13 - Managing Flashcards
What does developing the project proposal do?
➢Confirms the existence of the project itself (as distinct from an operational priority)
➢Enables the foundational understanding of the project
➢Validates the alignment of the (change) project to the strategic direction of the organisation, while also considering the ongoing operational priorities
➢Documents (in broad terms) the organisational need, assumptions, constraints, stakeholder requirements, provisional estimates of both time and money, and high level risks (among others)
What is developing the project management plan?
The goal is to have all plans integrated into a single, comprehensive and endorsed project management plan that defines the basis of all project work:
*Scope management plan
*Time management plan
*Cost management plan
*Quality management plan
*Human resource management plan
*Communications management plan
*Risk management plan
*Procurement management plan
*Stakeholder management plan
*Integration management
*And a plan for TBL
What does directing and managing work do?
➢Ensuring project objectives are accomplished
➢Creating deliverables in line with the planned work
➢Providing opportunities for the project team to learn and develop
➢Obtaining and allocate the required resources
➢Establishing open communication channels
➢Generating performance reports
➢Engaging with stakeholders
What does monitoring and controlling performance do
➢Comparing actual project performance against planned performance (as per the plan)
➢Assessing performance to identify what corrective or preventative actions may be required
➢Recommending appropriate follow-up action
➢Identifying and responding to existing, recurrent or new risks
➢Maintaining accurate records
What happends when performing integrated change control
➢A formalised, agreed and practised integrated change control process in place from the project’s inception ensuring only approved changes are incorporated in to the revised baseline;
➢Written and recorded in variation registers or change logs, change requests nominate the required change along with any justification and impact revisions to the time and cost baselines;
➢Working in conjunction with other stakeholders, the project manager will ensure that any proposed change is reviewed, evaluated, approved, delayed, rejected or actioned, and that these decisions are communicated.
How do you get 100% client acceptance
➢Detailed completion checklist
➢Satisfaction levels & surveys
➢Defects warranty
➢Reviews & evaluations
➢Final payment
What does debriefing the stakeholder consist of?
➢Was the project delivered:
* On time?
* On budget?
* On scope?
* On specifications?
➢Were all variations & scope changes addressed competently?
➢Were TBL and life cycle included?
➢Were the communication channels effective and kept open at all times?
➢Was the reporting documentation accurate?
➢Was the project managed professionally?
What are some examples of project performance review
*Final ‘kick-out’ meeting
* Concise history of the project
* Explanation of variances
* Document successes & failures
* Review project performance
What a some of the lessons learned?
➢Missed deadlines
➢Inaccurate estimates & calculations
➢Schedule revisions
➢Unauthorised scope changes
➢Poor quality work – including TBL - which required reworking
What is KRAC - Mapping project processes?
Take the opportunity with KRAC to challenge and/or change your processes:
K – keep (if it works, keep it)
R – remove (if it doesn’t work, remove it)
A – add (was something missing)
C – change (what can change)
What are some questions project managers can ask about performance?
➢Were you satisfied with the outcome?
➢Did you have sufficient support?
➢Were your communications approaches effective?
What are some questions the project team can ask about performance?
➢Was your workload appropriate?
➢Did you experience any team conflicts?
➢Was team communication effective?
How can you celebrate achievement with your team?
➢Arrange a kick-out meeting with your team members
➢Acknowledge the team effort
➢Introduce the team members to the client (if they have not already met them)
➢Formally appraise & record the team members’ positive performance
➢Ask the team (or individual) how they would like to be rewarded
What does archiving the project file consist of?
➢Create single source location
➢Include all supporting information
➢Completion close-out checklist
➢Required approvals and sign-off
➢Secure the complete project file
