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Reach Out I
Aldred Gockel
   
   
 

Methodology - Global Vision

 

Timing is everything, even in project management. The key to a successful project is to Define, Open, Track, Execute and Conclude it in the right way. A full life cycle project management process is the essential connective issue that holds every subproject together. It's the disciplined prescription for defining the project plan, schedule, budget, resources, risks, scope; for securing the resources, motivating the players and launching the project; for monitoring all project activities and deliverables against plan, tracking issues and communicating progress; and for capturing the successes and experience for the next time around.

Therefore, teg solutions will manage each project according the following stages:

Definition

The Definition stage forecasts the requirements for performing the project. Project Definition defines the project; produces the detailed project plan, project schedule, project organization, and resources. It identifies the project risks and ways to manage and mitigate them. It also obtains approval for the project and authorization to proceed with the project activities.

The approved Project Definition, including the budget and schedule, serves as a contract between the project manager and the project sponsor. This contract defines the scope of the project and what is required, the anticipated benefits and the resources required. The purpose of the contract is to commit the project manager, the project team, and the project sponsor to the terms of the Project Definition. This includes understanding the potential risks and the actions that are necessary to manage them.


A concept or idea triggers the Project Definition stage. This concept may be the result of a project definition conceived in an earlier stage, or it may be the impetus to build a solution or start a new implementation sequence.

 

Objectives

The objectives of Project Definition are to:

         Determine the project goals and objectives

         Define the project scope and approach

         Define the major products and results

         Understand the project risks, assumptions and constraints

         Produce a realistic project plan

         Gain consensus for the project plan

Process Flow

The following diagram illustrates the sequence in which steps in the Project Management Project Definition stage will be conducted.

   

 

Opening

The Project Opening stage acquires and develops the project resources. This includes the human resources, the skills, facilities, equipment, and support for the project.

Project Opening launches the project, trains the project participants, establishes the physical environment in which the project is conducted, and builds and maintains support for the project. Project support includes commitment of budget and finances, public relations and buy-in to the project and its anticipated results.

Project Opening requires an approved project definition as a prerequisite. Once the project definition is approved, any of the following events can trigger the Project Opening stage:

         A project kick-off meeting and other briefings

         Completion of a major milestone in another project with which there is a relationship or dependency

         A scheduled date or pre-defined timeframe

Objectives

The objectives of the Project Opening stage are to:

         Initiate the project

         Ensure timely availability of resources (e.g., people, skills, facilities, equipment, hardware, software, etc.)

         Maintain support for the project throughout its lifetime

         Manage expectations when a deliverable has reached a significant state (either completed or not completed by the expected date)

 

Process Flow

 

The following diagram illustrates the sequence in which steps in the Project Management  Project Opening stage will be conducted. Steps that may be conducted in parallel appear on the same horizontal row.

Tracking

The Tracking stage manages the development of the project results. Project Tracking monitors and reviews the projectís progress against the plan. It manages iteration, identifies when the project is off track and takes corrective actions, making changes to the approved project definition, as required.

The goal of every project is to drive it to a successful and appropriate conclusion. If not controlled, the iterative nature of project work can lead to a false sense of progress and ever increasing levels of unnecessary detail. Project control must be imposed not to create a bureaucratic layer, but to ensure that the project proceeds to its planned and scheduled ending.

Full responsibility for the day to day activities of the project rests with the project manager. The project manager controls the project, monitoring activities, making decisions, ensuring that the project is proceeding as planned and progress is being made, and taking corrective actions when they are necessary. If corrective actions cannot be made within the scope and terms of the existing project definition, then the project manager negotiates with the project sponsor and other management to revise the project definition as necessary.

Project Tracking requires an approved project definition as a prerequisite. Any of the following events can trigger an instance of tasks in the Project Tracking stage:

         The project kick-off and other briefings

         Completion of a major task

         Completion of a major milestone in another project with which there is a relationship or dependency

         Scheduled status meetings or status reports

         The need to assess progress when a deliverable has reached a significant state (either completed or not completed by the expected date)

         Resolution of resource contention and conflict

         When a change to the project definition has been proposed

 

Objectives

The objectives of the Project Tracking stage are to:

         Ensure that project activities are monitored and problems and issues are identified and resolved quickly

         Ensure that high quality products and results are produced on time and within budget

         Ensure that all project activities are coordinated internally and externally.

 

Process Flow

The following diagram illustrates the sequence in which steps in the Project Management  Project Tracking stage will be conducted. Steps that may be conducted in parallel appear on the same horizontal row.


 

Execution

Execution addresses the issues of getting the system into production at each site. There is a saying that "the job is not over until the paperwork is done." In Information Technology, the job is not over until the system is up and running in the user environment. This stage is Execution, and it is essential. For today's systems and applications the following issues need to receive increased attention:

         Establishing support services

         Operating in diverse client configurations

         Software distribution and upgrades

         Frequency of upgrades

         Continuous training

The substages contained in this step depends on every project definition. Every substage must fulfill a Sign-off, this mean, an approval to execute the next dependent substage.

Objectives

The objectives of the Execution stage are to:

         Render the new system fully operational and distribute it to users in the production environment while minimizing disruption of normal business activities

         Load the databases with the data required for system operation

         Institute safeguards for recovery from conversion failure or failure of the new system

         Train users of the new system in its operation

         Train system support personnel in both the system operation and activities related to its installation, removal, adjustment and interaction with other systems

         Pass the baton of responsibility for maintenance of the system from the implementation group to operations support

 

Process Flow

The following diagram illustrates the sequence in which steps in the Execution stage will be conducted. Steps that may be conducted in parallel appear on the same horizontal row.

 


 

Conclusion

The Conclusion stage brings the project to an orderly conclusion and retains its history for the benefit of subsequent projects. Project Conclusion tasks archive the project materials, report on the projectís performance, turn over the project results to the owners, and release the project resources for use on other projects.


The production of a deliverable or a result is the prerequisite of Project Conclusion. Any of the following events can trigger an instance of tasks in the Project Conclusion stage:

         The technical tasks have been completed and the project products and results have been produced

         The project has been canceled or postponed indefinitely, with or without completing anticipated products or results

         The project definition is not approved

         The project resources have been consumed

Even if the project definition is not approved and the project is activated only in the Definition stage, it is useful to collect and retain the project history. This will enable a determination of why the project plan was not adopted, and to collect the metrics of the planning tasks.

 

Objectives

The objectives of Project Conclusion are to:

         Formally end the project in a controlled manner

         Retain project history in the form of metrics, experiences, and lessons learned as input for future efforts

         Gain acceptance of the project results

 

Process Flow

The following diagram illustrates the sequence in which steps in the Project Management Project Conclusion stage will be conducted. Steps that may be conducted in parallel appear on the same horizontal row.



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