... processes that
Introduction to the ProcessImprovement Life Cycle 9
People
D
C
B
A
Project management
technology
Project management
process
0
0
0
100
100
100
Figure 1.1 The triad of people, project ... scope
change in your project and place your project at risk. That means your project
managementprocess must have a solid change managementprocess that is inte
-
grated into other business processes.
1.1.2.5 ... the projectmanagement methodology
Introduction to the ProcessImprovement Life Cycle 5
1
Introduction to the Process Improvement
Life Cycle
Designing, documenting, and implementing a project management...
... of the project. Project scope
management.
3. How will we make it? Project scope management.
4. When will we do it? Project time management.
5. How much time will it take? Project time management.
6. ... it cost? Project cost management.
7. What makes it good? Project quality management.
8. How can we make sure it gets done? Project risk management.
9. What could go wrong? Project risk management.
10. ... Follow Through
The Nine Areas of Project Management
Over the last 35 years, the ProjectManagement Institute (PMI) has worked
to define the field of projectmanagement as an independent profession...
... of that plan.
22 ProjectManagementProcess Improvement
2.2.5 Level 5: Optimizing Process
At level 5 the focus is on improvement of the projectmanagement process. To
that end, processes are in ... given in the Appendix.
2.3.1 Project Integration Management
Project integration management consists of three project management
processes: project plan development, project plan execution, and ... used to improve the integrated
change control process.
2.3.2 Project Scope Management
Project scope management consists of five projectmanagement processes: initia-
tion, scope planning, scope...
... documented process
(level 2) and having all project teams using the process (level 3). Level 3 defines
project managementprocess practice (PP) level maturity. Level 2 defines project
managementprocess ... that the
project plan moves ahead smoothly.
•
Shaper: These are the planners. They set objectives and establish
priorities.
80 ProjectManagementProcessImprovement
Project management
Management
Business
Interpersonal
Personal
Legend:
Pro
j
ect
Type ... use the new processes.
•
The projectmanagement process( es) do not meet the needs of many of
the projects and therefore are not used or used only selectively.
•
The projectmanagementprocess documentation...
... McGary, Effective Project Management, 3rd Edition, New York:
John Wiley & Sons, 2003.
112 ProjectManagementProcessImprovement
project manager may wish to track is the project completion ... improvement initiative is processed through the model and their
scores are used to rank the initiatives—the higher the score, the higher the rank.
110 ProjectManagementProcess Improvement
Improvement
opportunity ... itself, and
second in the way the project is using projectmanagement processes.
4.1 Project Level
The three tools introduced in this section apply to individual projects. The first
two tools—cost...
... As the discussion of the posted
114 ProjectManagementProcess Improvement
7
6
5
4
3
2
1
Brainstorming
problems and
improvements
Celebrate
improvements
Select
improvement
opportunity
Analyze
causes
Brainstorm
solutions
Prioritize ... priority of the process as a candidate for improvement.
120 ProjectManagementProcess Improvement
At the program level you will want to identify the knowledge area most in
need of improvement. ... P09
P24 P26
P16 P39
Figure 5.7 The PP maturity zone map.
124 ProjectManagementProcess Improvement
Table 5.1 (continued)
Process Number Process Name Knowledge Area
P17 Cost control Cost
P32 Risk...
... analysis:
Commissioning Improvement Initiatives 131
Process A
Project
A1
Project
A1.1
Project
A2.1
Project
A2.2
Project
A3.1
Project
A2.1.1
Project
A2.1.1.1
Project
A3.1.1.1
Project
A2.1.2
Project
A3.1.1
Project
A2
Project
A3
Figure ... same process will not be
necessary. Resources can be diverted to other improvement projects in the
128 ProjectManagementProcessImprovement
Process
A
K.A.
Process
C
Process
B
Project
A1
Project
B1
Project
C1
Project
C2
Project
A2
Project
A3
Figure ... before it is even begun?
•
The management of an improvement program is not any different than
the management of a project portfolio.
•
Not every projectmanagementprocess needs to be at level...
... behavior is not acceptable even if the process
148 ProjectManagementProcess Improvement
•
Unclear process documentation;
•
Process does not meet needs;
•
Weak change management, faulty acceptance criteria;
•
Faulty ... support role to project
teams regarding change management and during project reviews.
150 ProjectManagementProcess Improvement
Overburdened
by process
Does not
meet needs
No access
to training
Lack ... management processes PD and PP maturity level data.
for scope management, time management, and cost management. The second
would be on the PD and PP values for HR management.
The original goal of the improvement...
... with any continuing
166 ProjectManagementProcess Improvement
efforts at process improvement. Continue to pursue improvement initiatives
you might want to tackle one process at a time and try to ... for improvement and implementation is on one process at a
time.
•
The projectmanagement methodology change process is more accom-
modating and less risk prone than the other approaches.
8.2.2 Project ... the priority of your improvement program
changes, my advice is to stay below the radar with any continuing
efforts at process improvement.
•
There are three types of processimprovement initiatives:
1....
... so sánh kết quả thực hiện thực tế với kế hoạch thực hiện điều chỉnh kế
hoạch dự án (nếu cần). (Project schedule & Kế hoạch dự án)
• GĐDA xem xét và phê duyệt kế hoạch dự án đã điều chỉnh. ... kế hoạch dự án, thực hiện điều chỉnh (nếu cần)
• QTDA lập kế hoạch dự án. (Kế hoạch dự án & Project schedule)
• GĐDA & SQA thực hiện xem xét Kế hoạch dự án
1
. (Xem xét kế hoạch dự án)
•...
... Boston Central Artery Project
The cost of major construction projects are often reported as simply the sum of all expenses, no matter
what year the cost was incurred. For projects extending over ...
t for a investment project x where x = 1, 2, refer to projects No. 1, No. 2, etc., respectively. Let C
t,x
be the annual cost at the end of year t for the same investment project x. The net ... opportunities may include not only capital projects but also financial investments or other
socially desirable programs. Management should invest in a proposed project only if it will yield a
return...
... significant.
Project ManagementProcess Overview
Project management is a formal management discipline in which projects are planned and
executed using a systematic, repeatable, and scaleable process. A project ... more
effective. The projectmanagement process, in turn, is a series of steps, typically represented by a project
managementprocess model.”
The model we use at HBS for projectmanagement appears ... the project
manager, and senior management with a tool to make extremely discrete decisions about the project.
DO NOT COPY
697-034 ProjectManagement Manual
6
Figure 1 - ProjectManagement Process...