... 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 ... management program that makes up the project management
methodology.
Executive management must have a stake in the outcome of the project. A
well-devised project plan, along with project team commitment, ... Sons, Inc.,
2002.
[3] Wysocki, R. K. , and R. L. DeMichiell, Managing Information Across the Enterprise, New
York: 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. To
that end, processes are in ... consists of six projectmanagement processes: risk
management planning, risk identification, qualitative risk analysis, quantitative
risk analysis, risk response planning, and risk monitoring and ... used for the improvement of the
risk management planning process.
2.3.8.2 Risk Identification
Risk identification is an iterative process that involves first the project team,
then stakeholders...
... establish
priorities.
80 ProjectManagementProcessImprovement
Project management
Management
Business
Interpersonal
Personal
Legend:
Pro
j
ect
Type IV
Type II and III projectsType I projects
80
80
80
80
80
60
60
60
60
60
40
40
40
40
40
20
20
20
20
20
Figure ... con
-
tinuous processimprovement processes be in place. These will largely involve
feedback 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 their
scores are used to rank the initiatives—the higher the score, the higher the rank.
110 ProjectManagementProcess Improvement
Improvement
opportunity ... #
Forced
rank
Rank
sum
DCBA
5
5
5
55 5
4
4
44
4
4
3
3
3
33
3
2
2
2
22 2
1
1
111 1
14
13
17
7
9
Figure 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 any
case,...
... maturity zone map.
124 ProjectManagementProcess Improvement
Table 5.1 (continued)
Process Number Process Name Knowledge Area
P17 Cost control Cost
P32 Risk response planning Risk
P05 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 in
need of improvement. ... works regardless of the
maturity level problems you are facing. The model works equally well at the
knowledge area or for processes within a knowledge area level. Let us take a
closer look at...
... 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 ... 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 ... 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
Overburdened
by process
Does not
meet needs
No access
to training
Lack of
templates
Scope ... Trucking Company 145
Faulty acceptance criteria
Weak HR
process
Weak change mgt
Partial process
documentation
Weak
HR process
Unclear process
documentation
Process does not
meet needs
Poor client involvement
Planning
Closing
MonitoringLaunching
Initiation
Project
failures
over...
... 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 make those improve
-
ments ... risk, and project managers tend not to
like increased project risk.
8.1.1 Perceived Value
It is WIIFM (what’s in it for me). Those who are responsible for establishing
and monitoring the project ... get any. The second, the project initiative, is to take a low-key approach and
target realistic improvement objectives around the knowledge area that is most
in 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...