... processes thatIntroduction to the ProcessImprovement Life Cycle 9PeopleDCBA Project management technology Project management process 000100100100Figure 1.1 The triad of people, project ... management program that makes up the project management methodology.Executive management must have a stake in the outcome of the project. Awell-devised project plan, along with project team commitment, ... Sons, Inc.,2002.[3] Wysocki, R. K. , and R. L. DeMichiell, Managing Information Across the Enterprise, NewYork: John Wiley & Sons, Inc., 1997.18 ProjectManagementProcess Improvement considers...
... 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. Tothat end, processes are in ... consists of six projectmanagement processes: risk management planning, risk identification, qualitative risk analysis, quantitativerisk analysis, risk response planning, and risk monitoring and ... used for the improvement of therisk management planning process. 2.3.8.2 Risk IdentificationRisk identification is an iterative process that involves first the project team,then stakeholders...
... establishpriorities.80 ProjectManagementProcessImprovement Project management ManagementBusinessInterpersonalPersonalLegend:ProjectType IVType II and III projectsType I projects8080808080606060606040404040402020202020Figure ... con-tinuous processimprovement processes be in place. These will largely involvefeedback loops from the practice of projectmanagement into an organized pro-gram to analyze the feedback, identify process ... Work, Boston: Butterworth-Heinemann, 1993.[3] Wysocki, R. K. , Building Effective Project Teams, New York: John Wiley & Sons, Inc.,2002.[4] Spear, M. E., Charting Statistics, New York:...
... improvement initiative is processed through the model and theirscores are used to rank the initiatives—the higher the score, the higher the rank.110 ProjectManagementProcess Improvement Improvementopportunity ... #ForcedrankRanksumDCBA55555 544444433333322222 211111 114131779Figure 4.6 An example of a forced ranking.Reference[1] Wysocki, R. K. , and R. McGary, Effective Project Management, ... Project Management, 3rd Edition, New York:John Wiley & Sons, 2003.112 ProjectManagementProcessImprovement project manager may wish to track is the project completion milestone. In anycase,...
... maturity zone map.124 ProjectManagementProcess Improvement Table 5.1 (continued) Process Number Process Name Knowledge AreaP17 Cost control CostP32 Risk response planning RiskP05 Scope planning ... 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 inneed of improvement. ... works regardless of thematurity level problems you are facing. The model works equally well at theknowledge area or for processes within a knowledge area level. Let us take acloser look at...
... same process will not benecessary. Resources can be diverted to other improvement projects in the128 ProjectManagementProcessImprovement Process A K. A. Process C Process B Project A1 Project B1 Project C1 Project C2 Project A2 Project A3Figure ... 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 A3Figure ... either a knowledge area or to a process within a knowledge area. At the project level the performance metric should refer to a process within a knowl-edge area.136 ProjectManagementProcess Improvement 6.7.1...
... would take to execute a process with little regard for the process documentation. That behavior is not acceptable even if the process 148 ProjectManagementProcess Improvement •Unclear process ... project teams regarding change management and during project reviews.150 ProjectManagementProcess Improvement Overburdenedby process Does notmeet needsNo accessto trainingLack oftemplatesScope ... Trucking Company 145Faulty acceptance criteriaWeak HR process Weak change mgtPartial process documentationWeakHR process Unclear process documentation Process does notmeet needsPoor client involvementPlanningClosingMonitoringLaunchingInitiation Project failuresover...
... continuing166 ProjectManagementProcess Improvement efforts at process improvement. Continue to pursue improvement initiativesyou might want to tackle one process at a time and try to make those improve-ments ... risk, and project managers tend not tolike increased project risk.8.1.1 Perceived ValueIt is WIIFM (what’s in it for me). Those who are responsible for establishingand monitoring the project ... get any. The second, the project initiative, is to take a low-key approach andtarget realistic improvement objectives around the knowledge area that is mostin need of improvement. A broad range...
... lý các khó khăn hoặc yêu cầu mới của KH; cho đến khi có Biên bản nghiệm thu của khách hàng.• QTDA phối hợp với bộ phận chịu trách nhiệm tiến hành thanh toán, thanh lý hợp đồng với KH và tổ ... chủ chốt (Yêu cầu, Thiết k , Lập trình, Kiểm tra) của dự án thảo luận về k hoạch dự án, thực hiện điều chỉnh (nếu cần)• QTDA lập k hoạch dự án. (K hoạch dự án & Project schedule)• GĐDA ... trợ KH sau khi dự án k t thúc và thống nhất với KH về phương thức hỗ trợ.1.12. K t thúc dự án• Thành viên dự án lập báo cáo cá nhân về công việc và thời gian tham gia. (Báo cáo đánh giá k t...