درحال مشاهده: مهندسی و مدیریت ساخت پروژه - p3 express Cycle Planning

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p3 express Cycle Planning

1395/12/26
18:51
امیرحسین ستوده بیدختی
p3 express



A12. Update the PMIS
This activity is part of the Cycle Planning. Each cycle is a month, and starts by detailing the high-level plan created in the Preparation for the upcoming month. This section shouldn't take more than 3 days.
Each month starts with a quick refinement of the plans. P3.express uses a gradual planning process: a high-level plan is created in the Preparing section, and then more details added every month, to show exactly what we’re going to do in the upcoming month.
It’s best for the Project Manager and the PM Support to facilitate workshops for the key team members to contribute to planning, or even handle the whole planning with the minimum required supervision.
These are the steps you need to take in this activity:
Check the direction of the project with the Sponsor
Check the Configuration Map and see if it’s required to break down some of the building blocks that will be the subject of the upcoming month.
Reflect the Configuration Map changes into the WBS of the Schedule Model and the Project Files Directory (the directory can have fewer levels than the map).
Try to find more risks that may affect the project in the next month, and capture them in the RIC Register.
Plan, or refine the existing plans of the items in the RIC Register, especially those that may affect the work in the upcoming month.
Add more details to the parts of the Schedule Model that will be executed during the upcoming month.
Save a new Baseline for the Schedule Model, and adjust the planned values in the Progress Register if required.
Revise the Business Case

 مهندسی و مدیریت ساخت  (ICEMA)  Construction Engineering Management


When there are external suppliers, all A12 activities should be aligned, and done in the same time.
P3.express uses a form of planning called Manage by Stages, or Rolling-Wave Planning. While it has its own advantages, there’s a risk that you will be focused only on the short-term, and do not pay enough attention to the risks that may happen later. Sometime it’s too late to proactively control a risk right before the time it may happen. Remember that risk management is about the whole project.
A13. [select suppliers and agree on the Supplier PMs]
This activity is part of the Cycle Planning. Each cycle is a month, and starts by detailing the high-level plan created in the Preparation for the upcoming month. This section shouldn't take more than 3 days.
This optional activity is for selecting external suppliers, and agreeing on their Project Managers. Make sure that their Project Managers are capable enough to support the P3.express flow.
When you’re done with this activity, add the information about the new supplier and their Project Manager to the Project Summary.
A14. Go/No-Go
This activity is part of the Cycle Planning. Each cycle is a month, and starts by detailing the high-level plan created in the Preparation for the upcoming month. This section shouldn't take more than 3 days.
When the monthly planning is done, the Sponsor has to make a new Go/No-Go decision based on the Business Case. This is to make sure the project is still justifiable, and reminds everyone that there’s a goal to the project, higher than the isolated specialist activities.
If it’s decided to stop the project, the Closing activities will be run, and you can decide whether or not to have the Post-Project cycle.
A15. Cycle kick-off
This activity is part of the Cycle Planning. Each cycle is a month, and starts by detailing the high-level plan created in the Preparation for the upcoming month. This section shouldn't take more than 3 days.
You need to get everyone together for a couple of hours to a full day, for a team-building activity (e.g. going hiking, to a picnic, etc). Be sure that people are socializing with their peers in other companies (if there are external companies) rather than their coworkers in the same company.
By conducting this activity properly, the professional communications among experts will be more effective in the future, which benefits the project significantly.
A16. Focused Communication
This activity is part of the Cycle Planning. Each cycle is a month, and starts by detailing the high-level plan created in the Preparation for the upcoming month. This section shouldn't take more than 3 days.
Send a message to everyone, and tell them about the expected achievements in the upcoming month, and the risks involved, as well as planned responses to those risks. It’s important to let everyone know their role in the overall achievements of the project, and ensure they are aligned with the goals, rather than focused on isolated specialist activities.
Examples
Hi everyone,
We’re going to start the next cycle for ProjectXYZ.
First, I have to thank Mary for bringing up the risk of new regulation, and all of you for helping find the best response to it.
Based on the planned response, and our project schedule, we really need to complete the three main features of the backend during this cycle, and submit it for approval; otherwise everything will be uncertain in the project.
If you had any questions about those features, the best person who can help you is Michael.
Hi everyone,
We’re starting a new cycle in ProjectABC. Unfortunately, we’re two months behind schedule, and it’s getting serious. What we need to do is to reduce this to about 6 weeks until the end of this month, and the best way to do it is to focus most of our effort on resolving the conflicts between utility and structural designs, and get their approval. So, I’d like to ask all team members involved in construction to give priority to helping their peers in the headquarter, especially by providing their hands-on experience in the project.


مهندسی و مدیریت ساخت پروژه - p3 express Cycle Planning

مدل سازی اطلاعات ساختمانمدیریت منابع انسانی
قراردادمدیریت دانش
موفقیتبرنامه ریزی
مدیریت پروژهتکنیک های خلاقیت
مدیریت ساختاستراتژی
چابکی در پروژهداستان مدیریتی
ساخت و ساز نابمدیران
مهندسی ارزشتصمیم گیری
مدیریت ریسک دفتر مدیریت پروژه
مدیریتبتن
رهبریمدیران پروژه
تکنیک های مدیریتی مهارت های مدیریتی
توسعه پایداراستاندارد PMBOK
کنترل پروژهآزمون pmp
سازمانمدیریت ساخت در شبکه های اجتماعی
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