درحال مشاهده: مهندسی و مدیریت ساخت پروژه - مطالب اسفند 1395

ادعونی
اهدای خون
موسسه محک
اهداء عضو

p3 express Post-Project

1395/12/26
18:04
امیرحسین ستوده بیدختی
p3 express

p3 express
A35. Check the Business Case and evaluate the benefits
This activity is part of the Post-Project section. Post-Project activities are done by the Sponsor, after the project is finished, when there's no program or portfolio management system to carry on the responsibility. The goal is to keep tracking the benefits of the project.
Post-Project activities repeat every 6 months, for 2 to 5 years (depending on the project).
The Sponsor spends a few hours measuring the benefits realized from the project, or asks someone else to do so (in which case, the Sponsor stays accountable).
The expected benefits, and the way they are supposed to be measures are described in the Business Case.
If measuring benefits is not practical, well-designed KPIs based on outcomes can be used instead. If there’s a product and you make changes on it with multiple projects, it might be difficult to say how extra benefits are related to each new feature; in that case, you can only measure and report it in aggregate.
A36. Design additional activities if required
This activity is part of the Post-Project section. Post-Project activities are done by the Sponsor, after the project is finished, when there's no program or portfolio management system to carry on the responsibility. The goal is to keep tracking the benefits of the project.
Post-Project activities repeat every 6 months, for 2 to 5 years (depending on the project).
Sometimes we can do a tiny piece of work, to enable the product generate even more benefits. This is the responsibility of the Sponsor to see if it’s possible. In that case, they will get help from the organization to do the task. Remember that the project is over, and the people who used to work for it are not assigned anymore.
In some cases, we may come up with new beneficial ideas for the same product, or inline with it, that would be possible through a new project. Then the Sponsor will discuss the idea with other responsible people and a new project may be initiated.
Examples
We’ve created a simple website for our small business, and saw that it has increased our benefits by 10%, which is great. Now we’re wondering, maybe, it would be possible to have another project to turn the current website to a modern looking one, and increase the benefits even more.
We finished a large construction project successfully. We’re invited to take over two similar projects because of that success, and those new projects are really beneficial. Maybe we can increase this visibility by attending a national conference and deliver a presentation on how we successfully managed the first project. The presentation might generate more customers for us.
The new support system we created in the project is not working properly; we were better off without it. Let’s have a new project to roll it back, and replace it with a simple solution that is less costly.
A37. Focused Communication
This activity is part of the Post-Project section. Post-Project activities are done by the Sponsor, after the project is finished, when there's no program or portfolio management system to carry on the responsibility. The goal is to keep tracking the benefits of the project.
Post-Project activities repeat every 6 months, for 2 to 5 years (depending on the project).
At this point, the Sponsor sends a message to everyone inside the company and announces the benefits they have just measured.
This is a continuous reminder for everyone that projects are done for their business values, and they need to consider it in their current projects.
Examples
Hi all,
I’m glad to inform you that the document management system we implemented in the company through Project PaperLess has reduced our operation cost by 3% in the past six-months, which is a great return on investment. I’d like to thank all the ex-team-members for their great job.

 مهندسی و مدیریت ساخت  (ICEMA)  Construction Engineering Management


Hi all,
As you know, we have a small share in the income of the 100-unit residential complex we built for CompanyXYZ two years ago. I’m glad to inform you that we’ve earned a lot of money because of that small share in the past six-months; more than we initially expected. Thank you all for your great work.
And by the way, John and I were thinking about arranging a one-day picnic for everyone, to have a small celebration. Please let me know if you have any ideas for where to go, and what to do.

p3 express Closing

1395/12/26
18:02
امیرحسین ستوده بیدختی
p3 express

p3 express
A28. Receive approval and hand over the product
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
We need to receive approval and hand over the product to the customer (in case of external projects), or the business side of the company (in case of internal projects).
Sometimes, the customer accepts the products, but agrees with you on a list of extra tasks you need to do in a certain duration. If there are no external constraints to create significant delays, it’s best not to consider the project closed, finish all those activities with the project team, and then move on. Otherwise, you can close the project and have those extra activities taken care of by a support/maintenance team in the company.
A29. Handover the Business Case to the responsible person
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
You shouldn’t forget the project after it’s finished. Normally, it’s the responsibility of the program or portfolio management system to take care of the Post-Project activities. If you have such a system, you’ll hand over the Business Case to them, and ignore the Post-Project Activities. Otherwise, the Sponsor remains responsible for the Post-Project activities for 2 to 5 years, depending on the project.
A30. Evaluate the customer and team satisfaction
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
Use the Project Health questionnaires for evaluating the customer and team satisfaction for the last time. It’s done similar to A25.
The output would be mainly used for the future projects.
A31. Closing Audit
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
Use the Project Health audit to score your project management system for the last time. This information will be used for improvements in your company-wide project management maturity.
While the standalone score is important, the trend of your scores among the collection of projects in the company is more important.
A32. Archive the PMIS
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
The PMIS should be securely archived forever!
When you follow the P3.express flow properly, all your documents are already in a single place, and very well organized. So, all you need to do is to put it in the right place in a storage system, and remove the edit permission from most users, only allow them to view the documents from now on.
A33. Celebrate and announce closure
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
Now it’s time to have a proper celebration for the team members, or the whole company.
This is an investment for the future projects, as it reminds people that they are all working for the same goal.
A34. Focused Communication
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
Now the Sponsor sends a message to everyone in the company, announces the closure of the project, and thanks all the team members.
Remember that everyone in the company should be aware of the ongoing projects; otherwise you cannot expect them to be aligned with the objectives, especially when resources are shared among multiple projects.
Examples
Hi all,
I’m glad to inform you that the document management implementation project is finished successfully. Well, we finished it two months later than expected, however, it’s still a success based on all uncertainties we had. I’d like to thank you all for your contributions.
It’s now time to see how it works in our company, and how much benefits it generates.
Hi all,
As you know, many things changed in our BuildingXYZ project during the last three months. Unfortunately, the project wasn’t justifiable anymore, and we realized it’s best to cancel the project, and focus on more beneficial investments. I appreciate all the effort you put into this project, and I ensure you that it’s not wasted; we’ve learned a lot, and we can use this knowledge in our future projects.
Dear team members,
Congratulations! We’re done with ProjectABC. It’s handed over to the customer, and they seems to be quite happy with it. Thank you all for the great work.

 مهندسی و مدیریت ساخت  (ICEMA)  Construction Engineering Management


By the way, we had another project in our backlog since 5 weeks ago. Now that we’re finished with this one, we can start the new project. I guess this project will be very interesting for many of you. I’ll let you know more about it in a few days.


برچسب ها:p3 express Closing ،p3 express ،Closing ،

p3 express Cycle Closing

1395/12/26
18:00
امیرحسین ستوده بیدختی
p3 express

p3 express
A25. Evaluate the customer and team satisfaction
This activity is part of the Cycle Closing section, when we finalize everything we've done during the month, and prepare for the next cycle.
Use the Project Health evaluation for the customer and team members satisfaction.
The team satisfaction should be evaluated anonymously. It’s best to evaluate more than one representative from the customer side (if you have an external customer).
Use Google Forms, or a similar service, to create and send the questionnaire, and have the results captured automatically. Then you can copy the results to Project Health and continue the process.
It’s crucial to have frequent satisfaction evaluations, to find out about the problems and solve them as soon as possible, instead of waiting for undesirable results in the future. This evaluation is not limited to the customer, and you should pay enough attention to the team members too, as their satisfaction makes a significant impact on the project.
A26. Plan for improvements
This activity is part of the Cycle Closing section, when we finalize everything we've done during the month, and prepare for the next cycle.
It’s now time to arrange for a workshop, and have the internal team members plan for improvements based on the results of the evaluation. You should use proper facilitation techniques to avoid biases, and get the best result. Also remember that the plans created this way are superior to those created by a single person or a few people, because:
A large group of team members bring a lot of practical information and a variety of viewpoints, that has the potential of generating great ideas (if facilitated properly).
When the team members plan the improvements, you will have their buy-in, and chances are higher that the plan will be realized in the next cycle.
The plan will be saved in the Project Health, and will be monitored by the Project Manager.
You should facilitate such a workshop properly to enable The Wisdom of Crowds, instead of creating Groupthinking.
An example of how you can facilitate the workshop:
Invite everyone to the same place.
Make sure there’s enough space for all people, and they are positioned equally.
Explain to them that it’s a democratic decision that will be respected by the whole organization.
Ask them to write down all process-based problems they can think of.
Gather the items, and summarize them in one list. Don’t remove any items, but combine similar ones. When you combine multiple items into one, try to do it in a way that everyone can recognize their items in the summary. When required, shorten the items.
Show the list on a screen, or give them a printed version, and ask them to write down new items if they can think of any.
Summarize the list again.
Give the list to the people and ask them to select the three most important ones.
Count the votes, and prioritize the list.
Select one to three items from the top, to be planned. Select fewer, when the improvement needs more effort.
Ask everyone to write down their ideas on how to improve the selected problems.
Collect and summarize the ideas.
Give them the summary, and ask to come up with new ideas.
Collect and summarize the new ideas.
Give them the full list of ideas, and ask them to vote.
Count the votes, and select the most popular ideas.
Announce the selected ideas for improvement.
All steps above are done anonymously.
It’s faster and easier if you use a proper software for collecting ideas and voting, especially when there are more than 20 people in the workshop.
Preparing
A27. Focused Communication
This activity is part of the Cycle Closing section, when we finalize everything we've done during the month, and prepare for the next cycle.
The Project Manager sends a message to all team members and tells them about the project achievements in the cycle. This reminds everyone to be focused on the objectives, rather than random specialist activities.
Remember that it should be about achievements, rather than “work”.
Examples

 مهندسی و مدیریت ساخت  (ICEMA)  Construction Engineering Management


Hi everyone,
We’re done with another cycle, which was in fact a great one. We finished the structure of two building blocks, and utilities of 17 units. We’re a little behind schedule, but I’m sure we can recover from it in the next cycle. We’ll do the cycle planning together on Monday, and I’ll let you know about it as soon as possible. Meanwhile, let me know if you have any considerations.
Hi everyone,
We’re at the end of the sixth month of the project, and I have good news: we finished all the Must-Have features of the website. We have four more months in the project to deliver as many Should-Have and Could-Have items as possible. Great job everyone! I’m looking forward to the next Cycle Planning.

p3 express Daily Activities

1395/12/26
17:57
امیرحسین ستوده بیدختی
p3 express

p3 express
A22. Capture RICs
This is a Daily Activity; the way a Project Manager continuously contributes to the project, and teams.
The Project Manager should always be looking for RICs (Risks, Issues, and Change Requests). Whenever you find out about a new RIC, it will be captured in your Journal (e.g. a mobile application). It’s important to write it down immediately, otherwise you may forget it, and nevertheless, it consumes your mental energy to try to remember them.
Then, whenever you’re behind your desk, you will review the Journal, and move the important items to the RIC Register. Those that are too simple can be left in your Journal until you close them.
Note: using the GTD method is a good idea for this purpose.
A23. React to RICs, based on Delegation Limits
This is a Daily Activity; the way a Project Manager continuously contributes to the project, and teams.
When you identify a new RIC (Risk, Issue, or Change Request), it’s time to react to it based on the Delegation Limits. The first step is to measure the consequences of the RIC on time and cost of the project. If both are below the Delegation Limits, the Project Manager will decide about them, and otherwise it will be escalated to the Sponsor.
The main purpose is to proactively respond to RICs, as soon as possible. It’s best if you get help from Team Leaders, Supplier PMs, and Customer PM for more complex items. If you can’t find a satisfying solution, gather all team members and ask them to help you. You should facilitate such a workshop properly to enable The Wisdom of Crowds, instead of creating Groupthinking. Check A26 for more information about it.
A24. Accept completed products from the Team Leaders and Supplier PMs
This is a Daily Activity; the way a Project Manager continuously contributes to the project, and teams.

 مهندسی و مدیریت ساخت  (ICEMA)  Construction Engineering Management


Deliverables assigned to Team Leaders and Supplier PMs can be completed any day, and that’s time for a quick review and approval by the Project Manager. The approval in this activity is preliminary. The Project Manager shouldn’t be afraid of approval, as it slows down the project.
Large amounts of work-in-progress is a common problem in projects. It reduces the predictability of the project, takes more resources, and usually lowers quality. It’s best to limit it, and have a clear activity for receiving and approving the deliverables.

مهندسی و مدیریت ساخت پروژه - مطالب اسفند 1395

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