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Phase 3

 

 


Phase 3

Drivers of Change

 

Step 1 - External Environment
 

Step 2 - Building People

Human Resources

Step 3 - Organizational Structure

Step 4 - Internal Environment
 

Step 5 - Systems Thinking

 

Employee Retention

Future Organization


Phase 4

 

 

Phase 4

Systems Loops

 

Open System

 


Phase 5

 

 

Phase 3

3 Phases of Change

 

Step 1 - Before the Change

Step 2 - During the Change
 

Step 3 - After the Change

 

 

 

 

This page is under construction!

 

The Forgotten Phase of Project Management (Before the Projects Begin)

 

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This teaching site is sponsored by Westbrook Stevens, LLC and Constrada, LLC.  We have teamed to bring you the best PMP certification workshop you will ever see and the most effective systems approach to project organizational development you will find.  Plus, this teaching website and a workbook that is being written now.  For more information contact:

  • Todd Fuller,  Constrada, LLC -- He has trained over 1000 PMPs and has a first time pass rate of 95%.  And a 99% rate for those who passed the PMP the second time.  It just doesn't get any better than this. 

  • Craig Stevens, Westbrook Stevens, LLC-- He is a systems engineer and Program /Project Manager with 25 years of experience for over 100 different governmental and commercial organizations. CraigAStevens@WestbrookStevens.Com

Special Offer: 25% off on services for all new clients through April 2007.


 

During this phase an organization will develop the Project Management Systems to be used on all projects.  This phase is on going but starts before the project ever begins.

Step 1:    Understand The Need For Project Management 

Step 2:    Understand the Internal and External Environment 

Step 3:    Understand the There Major Parts of Project Management

Step 4:    Understand Where Project Management Fits 

Step 5:    Understand the Natural Life Cycle Phases of PM

Step 6:    Prepare Your Company and Develop PM Systems


Best Practice A documented strategy, experience, approach, process, and/or tactic that has proven to be valuable or effective within an organization and may have applicability to other organizations.

 

Critical Path The sequence of activities that must be completed on schedule for the entire project to be completed on schedule. It is the longest duration path through the schedule. If an activity on the critical path is delayed by one day, the entire project will be delayed by one day (unless another activity on the critical path can be accelerated by one day). 

 

Life Cycle The sequence of phases through which the project will evolve. While project life cycles may use varying terminology, all essentially follow a common generic sequence: Initiation, Planning and Organization, Execution and Control, and Close Out. Life cycle phases typically contain an evaluation and approval point or 'gate' that must be satisfied before the project can progress into later phases.

 

Milestone A point in time representing a key or important event during the life of a project. A milestone should be capable of validation by meeting all of the items prescribed in a defining checklist as agreed with the stakeholders. They are also used as high-level snapshots for management to validate the progress of the project. By definition, a milestone is an activity with zero duration.

 

Objective A concrete statement describing what the project is trying to achieve. The objective should be written at a low level, so that it can be evaluated at the conclusion of a project to see whether it was achieved or not. A well-worded objective will be Specific, Measurable, Attainable/Achievable, Realistic and Timebound (SMART).

 

Policy A guiding principle designed to influence decisions, actions, etc. Typically a policy designates a required process or procedure within an organization.

 

 

 

Risk An uncertain event or condition that, if it occurs, has a positive or negative effect on a project objective. A risk has a cause and, if it occurs, a consequence. Risks include both recurring, scaled, events and non-recurring, one time only, or discrete events.

 

Step 1:  Understand Need For Project Management 

 

Based on...Meredith, J. R., & Mantel, S. J., Jr. (2000). Project management: A managerial approach (4th ed.) [UOP Special Edition Series]. New York: Wiley.

 

 

Harold Kerzner, Project Management, A systems approach to Planning Scheduling and Controlling, Seventh Edition, John Wiley & Sons, Inc. 2001

History of PM 

 

 

Step 2:    Understand the Internal and External Environment 

Go to Chaos Link and Look Around Then Click the Back Button Until You Return Here.  The "Storms of Chaos Model" explains our dynamic environment.

 

Step 3:    Understand the Three Major Parts of PM

Every project has three mains goals: cost, schedule, and desired outcome (functionality, performance and/or quality.)

Based on...Meredith, J. R., & Mantel, S. J., Jr. (2000). Project management: A managerial approach (4th ed.) [UOP Special Edition Series]. New York: Wiley.

One of the Best Books to Buy on PM has this concept used by ...Harold Kerzner, Project Management, A systems approach to Planning Scheduling and Controlling, Seventh Edition, John Wiley & Sons, Inc. 2001

Change any one of these main goals and you symbolically change the shape of the project.  Follow the link to see that The Drivers of Change Model illustrates how one change drives other changes within an organization.  Go to the Organizational Structure link to see different organizations and the relationships to project management.

 

Step 4:    Understand Where Project Management Fits 

Project Management fits into excellent management as a problem solving tool in an excellent manager's tool box. Go to the Mobile of Excellent Management Model to see the seven attributes of excellent management.  Then look at the problem solving link.  In each case back space to come back here.

Project management requires strong leadership. This link will take you to information on strong Leadership  first go to Leadership Page then look for the PowerPoint Show at the or near the top.

 

Step 5:    Understand the Natural Life Cycle Phases of PM

PMBOK Glossary -- A collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project.

Link to the Project Management Institute (PMI) Website http://www.pmi.org/info/default.asp 

Normal Business Life Cycle

 

Normal Change Management Life Cycle

Follow the Change Management Link then back space to come back.

 

Project Management Life Cycles

We like four phased project live cycle plus two.  

The Forgotten Phase, Before the Project is Conceived Phase.

Phase 1: The Concept Phase 

Phase 2: The Planning Phase 

Phase 3: The Implementation Phase 

Phase 4: The Closedown Phase

The Operations Phase

Here is an example of a easy to remember way to remember the four phases: 

CDEF

C = The Concept Phase 

D = The Design Phase 

E = The Execute Phase 

F = The Finish Phase

Here are some other popular Project Life Cycles (each of these could be divided into the four phase life cycle above):

 

 

 

 

 

 

AGILE Project Management Link

 

http://www.ccpace.com/Resources/documents/AgileProjectManagement.pdf

 

 

 

 

Step 6:    Prepare Your Company and Develop PM Systems

We will learn more about these issues during the next workshops.

 

Project Portfolio Management:

 

 

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