updating the project charter
Viking project Charter
Ngày tải lên :
25/01/2013, 10:25
... viện
8. Tools
Công cụ thực hiện trong dự án: phần cứng, phần mềm, trao đổi dữ liệu
Viking project Charter
1 .Project Description
Mục tiêu của dự án là phát hành sản phẩm trong vòng 6 thắng trong phạm ... for code, test Scripts, unit test, documentation
4. Project change
Kiểm soát các sự thay đổi trong dự án
Lập kế hoạch quản lý thay đổi và theo dõi thường xuyên
Quy trách nhiệm và hướng giải ... 2.5 Project roles and responsibilities
Xác định vai trò và trách nhiệm của từng người trong dự án
2.6 ABC System Project Resources
Đo lường và đưa ra bản...
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18 Selection plan for marketing team of risingstar s213 touch phone. How to build a winning team to successfully accomplish the project
Ngày tải lên :
03/04/2013, 12:11
... empowered, they work alone which without the control
of manager, they can show their creativeness, apply their ways to launch the product into the
market. It means they can make success for project ... Describing the roles of project manager in the selection process
The successful project managers are people who know their roles clearly and complete
them effectively. The function of project manager ... sick, others can help he or she to complete
the task. Moreover, others members can bring out their initiatives to help project manager, as
me have right decisions for project. Therefore, the team...
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Creating the project office 10
Ngày tải lên :
18/10/2013, 00:15
... control.
One of the project managers seized the initiative. Lacking both authority and
the answers, she nevertheless looked around for help. She contacted the project of-
fice the corporate Project Management ... others to do the same.
• Get explicit commitments from people to support the goals of the program—
then they are more likely to follow through.
• Take action, first to articulate the needs, then ... suffering because
of the problems and asked them to get together for a discussion. She put together
a presentation that clearly stated the nature of the problems and their impact on
the businesses....
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Creating the project office 11
Ngày tải lên :
20/10/2013, 19:15
... and yet others at a
unit level. Regardless of who does the work, the PMO assumes responsibilities for
success on projects and manages the project managers.
Chief Project Officer.
The chief project ... formal groups. The titles tacked onto the project office concept illus-
trate the variety of approaches.
The Titles
A project office is not always called a project office the names span from the
straightforward ... with other similar of-
fices—for instance, the soft-treading support PSO on one hand, and on the other,
the PO power-packed with authority.
Project Offices: From Low-Key to Omnipotent
Since the project...
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Creating the project office 12
Ngày tải lên :
20/10/2013, 19:15
... though
the PSO is inwardly targeted, and the PMCOE is aimed at scanning the outside en-
88 Creating the Project Office
FIGURE 4.2. CHIEF PROJECT OFFICER.
CPO
Strategic
project planning
Project
reviews
Priorities ... alike—even if they are part of the same cate-
gory. The functions described separately may fuse together into different forms. For
instance, the staff functions of the PSO and the PMCOE might ... ex-
isting vocabulary.
The success of the final design is measured by the degree to which the PO
shines a powerful spotlight on project management in the organization and en-
sures that projects perform...
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Completing the project
Ngày tải lên :
24/10/2013, 08:20
... members
who have worked together for some time, particularly if close bonds have
Completing the project
169
In some projects there are handovers before the conclusion of the project.
These are often between ... moved into other work, many of the project
team will plan their own futures in relation to the anticipated completion of
the project. For some there will be a sense of loss, but others may be ... of the project team have to move quickly on to other areas
of work. Once the main purpose of the project has been achieved the tasks of
closure can seem like rather tedious housekeeping. If the...
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Defining the project
Ngày tải lên :
24/10/2013, 08:20
... Quality
The project sponsor ❏❏ ❏
The functional expert ❏❏ ❏
The line manager ❏❏ ❏
The supplier or contractor ❏❏ ❏
The user of project out-
comes
❏❏ ❏
The project team ❏❏ ❏
The project manager ❏❏ ❏
The ... be the one who confirms that the project has been successfully
completed.
࿖
The project team – these are the people who will carry out all of the tasks
and activities to complete the project. These ... need to have the
knowledge, skills and experience to achieve the goals of the project. They
also need to be available to work on the project at the right time.
࿖
Other managers in the organization...
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Evaluating the project
Ngày tải lên :
24/10/2013, 08:20
... measures.
EVALUATION AT THE END OF A PROJECT
There are many different types of evaluation that may take place at the end
of a project. The most usual evaluation is to determine the extent to which
the project ... – the cheapest is not necessarily the best, nor is the one
that seems to promise an impossibly fast completion.
There may also be an evaluation to determine whether the project is going
in the ... service
provider partway through a project. The nature of the audience may also
determine the way in which the results of the evaluation are reported and
used.
One of the key decisions in the planning stage...
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Implementing the project
Ngày tải lên :
24/10/2013, 08:20
... timescales;
࿖
the extent of the authority they have to make decisions about their area
of work;
࿖
the person who will act as their line manager for the duration of the
project;
࿖
the arrangements ... might alter the direction
or balance of the project.
Implementing the project
113
࿖
a list of the deliverables;
࿖
agreement about how the project will be managed, reported and
reviewed;
࿖
the estimates ... on time, within the budget and achieving all of the objectives
intended.
There will certainly be change during the implementation stage of the
project. There will be all of the project activities...
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Learning from the project
Ngày tải lên :
24/10/2013, 08:20
... for the duration of the project
but lengthening the timescale of the project to enable it to be completed by a
part-time project team. Another solution might be to employ staff purely for
the ... often about the ways in which projects
fit into the normal structures and procedures, and the extent to which these
help or hinder the use of project working to achieve focused outcomes. There
is ... from the project
205
pairing up and also with the whole team working with the learning
whole team.
When projects have been successful because of the ways in which the team
worked, or when a project...
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Reporting the project
Ngày tải lên :
24/10/2013, 08:20
... of these reports are the responsibility of the project man-
ager. Others in the team may produce reports about the current status of the
project or about progress in tasks and activities, but the ... conclusion about the extent to which the objectives of
the project had been achieved. It might also return to the purpose of the
project, and comment on the extent to which the overall purpose ... people write the key points and a bit about them on small filing
cards and hold them in their hands during the presentation. There is a
danger of dropping them but you can punch holes in the corners...
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Scoping the project
Ngày tải lên :
24/10/2013, 08:20
... to progress rather than
thinking of the actual development as being the purpose of the project.
Then, even when the project is finished, the development process will
carry on. The project closure ... each affects the other.
The first stage of the project is vitally important as it is the foundation for
all the future work. The project needs to be defined clearly so that all of the
people involved ... number of projects and
found that there were a number of common faults. On most of the projects
they reviewed:
࿖
the team was not sure of the project objectives;
࿖
the team was not sure what the deliverables...
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Creating the project office 13
Ngày tải lên :
24/10/2013, 18:15
... own way. The charge-to-overhead approach
would constitute a service tax assessed to all projects, whether the project man-
agers wanted the service or not. Under the second premise, the PMO would ... for the service
from their research budgets. The value-added philosophy assumed that once the
value of the support was demonstrated, every project manager would want to take
advantage of the project ... options
related to the context, the organization and people, the support functions, and the
project execution responsibility. Once the right concept is hatched, then involve
stakeholders in the movement...
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Creating the project office 14
Ngày tải lên :
24/10/2013, 18:15
... dev-
astating. They needed to have their own act together first before marketing them-
selves and the project office concept to others.
If the answer to the first question was yes and the second question ... others
it pointed up the lack of them.
These efforts helped various organizations within 3M identify their strengths
and weaknesses, their position in their marketplaces, and suggested how the ... in the organization that people rec-
ognize the need for such help?
Y
If the answer was no to the first question, they were not ready to approach
the organization with the idea. Opening a project...
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