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Project Management Blog
Thursday, 08 March 2007 04:04

Risk Management - the Other Dimension

The issue of risks on projects is considered a critical issue for the successful completion. Often, delays, cost overruns and claims are attributed to the absence or inadequacy of a risk management exercise. In a large and complex project, a risk management exercise was run. In the process of evaluating the risks, a new dimension was proposed in order to ensure adequacy of the exercise. The exercise originally followed the well documented steps of risk management. This included:
Published in Blogs
Thursday, 25 January 2007 21:08

Quality Assurance

Quality Assurance covers all activities from design, development, production, installation, servicing and documentation. It introduced the sayings "fit for purpose" and "do it right the first time". It includes the regulation of the quality of raw materials, assemblies, products and components; services related to production; and management, production, and inspection processes. One of the most widely used paradigms for QA management is the PDCA (Plan-Do-Check-Act) approach, also known as the Shewhart cycle. The main goal of QA is to ensure that the product fulfills or exceeds customer expectations. PDCA (also known as the Deming Cycle, Shewhart cycle, or Deming Wheel) is an iterative four-step quality control strategy.

Published in Blogs
Thursday, 25 January 2007 21:06

Quality Planning

The PMBOK defines quality planning as “identifying which quality standards are relevant to the project and determining how to satisfy them”. A key output of the planning process should be the quality management plan for the project.

Cost-Benefit Analysis - This is the process of determining the pros and cons of implementing any process, product, or activity. When it comes to project management, cost-benefit is concerned with the benefits of quality management activities versus the costs of the quality management activities. There are two major considerations with the benefit/cost analysis in quality management:

Published in Blogs
Thursday, 25 January 2007 17:37

Project Management Plan

The project plan is a key integrative document that uses the outputs of the other planning processes to create a consistent, coherent document that is the guide to both project execution and project control. Be familiar with what the project plan is used for and what items are often included in a project plan. The PM uses it to guide project execution, to document our planning assumptions, to document planning decisions regarding some of the alternatives that we have chosen. We use it to facilitate communication among the stakeholders and define key management reviews as to content, expense, and timing. It is a baseline for progress measurement and project control.

The project management plan can be either summary level or detailed, and can be composed of one or more subsidiary plans and other components. Each of the subsidiary plans and components is detailed to the extent required by the specific project.

The Develop Project Management Plan process includes the actions necessary to define, integrate, and coordinate all subsidiary plans into a project management plan. The project management plan content will vary depending upon the application area and complexity of the project. This process results in a project management plan that is updated and revised through the Integrated Change Control process. It also defines how the project is executed, monitored and controlled, and closed. The purpose of planning is to develop a Project Plan.


Subsidiary plans

  • Project scope management plan
  • Schedule management plan
  • Cost management plan
  • Quality management plan
  • Process improvement plan
  • Staffing management plan
  • Communication management plan
  • Risk management plan
  • Procurement management plan

Other key components include, but are not limited to:

  • Milestone list
  • Resource calendar
  • Schedule baseline
  • Cost baseline
  • Quality baseline
  • Risk register
Published in Blogs
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