Share this book Facebook. Last edited by ImportBot. August 18, History. An edition of Successful project management Written in English — pages. Successful project management , South-Western Cengage Learning. Libraries near you: WorldCat. Hardcover in English - 3 edition. Successful project management: a practical guide for managers , South-Western College Publishing.
Successful project management , South-Western College Pub. Checked Out. Classifications Dewey Edition Notes Includes bibliographical references p. Classifications Library of Congress HD P75 G53 Have students describe systematic processes they use for evaluation.
The second vignette reinforces that the need, problem, or opportunity for a project may not always be a product that is created; that service plans are a project with a defined end.
The sponsor needs to have evaluation criteria for evaluation of the project. Have students describe when they have suggested a solution for a problem and how the organization or person evaluated their suggestions. Have the students read the case studies in class and answer the questions in groups of three or four. Next, select five participants to act out the group activity.
This is an excellent way to stimulate class discussion and interest. This is a good case study to do right before you lecture on this chapter and then again after you lecture on the chapter. Ask your students to identify situations in the real world that would require an RFP. Ask them to describe in detail what the RFP might look like. Lecture Notes 1. In the past, Canada has chosen fighters based on interoperability with allied forces.
Stealth and aerial refueling were priorities. Concerns for pilot safety are influencing decisions to lean toward a less stealthy two engine fighter with less range and more easily spotted by opposition forces. A draft RFP is being prepared. Potential risks and benefits o Survivability by a lone pilot in the northernmost regions of Canada in the case of emergency is a concern o Many potential problems that could cause engine failure o Planes with two engines and two seats have less range and less stealth o Second pilot could help with survival in the far north regions o Second engine in case of engine failure and the ability to limp back to safety o Financial position o Military priorities Have students discuss the risks and benefits to make a decision of to proceed with an RFP or not.
Discuss the critical aspects of the RFP necessary to attract bidders to supply new planes if it is decided to create the RFP. Vignette B: To Outsource or Not to Outsource A fleet management department completed a number of projects to increase the productivity and decrease costs of operations. Consideration was given to outsourcing the parts room operations. The analysis and communication with stakeholders resulted in an RFP and vendor selection.
Project monitoring revealed success with the project. When Elizabeth Linck was hired as a manager for fleet operations o Everything was done manually. Solution o Programs and systems for fleet maintenance, automated fueling, preventative care, and perpetual inventory were implemented as the first projects.
Key objectives o Increased productivity for operations and technicians o Increased on demand availability of parts o Reduced downtime o Reduced paperwork o Improved monitoring o Reduced administration o Eliminated inventory and inventory control especially obsolete parts. The team created a communication plan to inform the employees, departments, town officials, and other stakeholders of the project objectives.
Details related to the physical inventory, change over, projections and actual costs, emergency coverage, and personnel were the highest concerns for the stakeholders and addressed within the costs and benefits analysis. Analysis and communication with stakeholders. The Result o Thousands of labor hours redirected to core functions o Reduction of administrative paperwork Have students discuss why there was such success.
What could have happened to cause the project to fail? The initiating phase of the project life cycle starts with recognizing a need, problem, or opportunity for which a project or projects will be identified to address the need. It is important to clearly define the need. This may require gathering data about the need or opportunity to help determine whether it is worth pursuing. Sometimes organizations identify several or many needs but have limited funds and people available to address all those needs.
In such cases, the company must go through a decision-making process to prioritize and select those projects that will result in the greatest overall benefit. Project selection involves evaluating various needs or opportunities, and then deciding which of those should move forward as projects to be implemented. The benefits and consequences, advantages and disadvantages, plusses and minuses of each opportunity need to be considered and evaluated.
These factors can be quantitative and qualitative, tangible and intangible. The steps in project selection are to: o Develop a set of criteria against which the opportunity will be evaluated. Gather data and information for each opportunity to help ensure an intelligent decision regarding project selection. Evaluate each opportunity against the criteria.
It is beneficial to have several individuals participating in the evaluation and selection decision in order to get various viewpoints. Figure 2. Have students describe the positive and negatives of possible scenarios for a development project. Once a project has been selected, it is formally authorized using a project charter, sometimes called a project authorization or project initiation document.
Major risks Approval requirements Project manager Reporting requirements Sponsor designee Approval signature. The image here is only a section of the entire charter in the text. Have students review the parts of the project charter and comment on the completeness of the information and how it could be developed from the statements in an RFP and the evaluation criteria for the project.
If an organization does not have the expertise or staff capacity to plan and perform the project or major portions of the project, outsourcing the work to an external resource contractor is a choice. A request for proposals helps the organization decide which contractor to use. In many situations a formal RFP might not be prepared; instead, the need is communicated informally—and sometimes orally rather than in writing.
Following are some guidelines for drafting a formal request for proposal to external contractors: o The RFP must state the project objective or purpose, including any rational or background information that may be helpful to contractors so that they can prepare thorough and responsive proposals.
An SOW deals with the scope of the project, outlining the tasks or work items the customer wants the contractor or project team to perform. The customer may also use these requirements as acceptance criteria.
They can include periodic progress reports or a final report as well as a final product. It could be fixed price, in which case the customer will pay the contractor a fixed amount regardless of how much the work actually costs the contractor. The contractor accepts the risk of taking a loss.
Or the contract might be for time and materials. In this case, the customer will pay the contractor whatever the actual costs are. An RFP might state the payment terms the customer intends to use. The customer may specify progress payments or pay when the entire project is finished. The RFP should state the required schedule for completion of the project and key milestones. It might state simply a required completion date or it might give a more detailed schedule.
The RFP should provide instructions for the format and content of the contractor proposals. Instructions might state the maximum number of pages, the number of details the customer wants the contractor to show regarding the costs, and other specifications.
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