By Michael J. Termini
This booklet provides a extensive, entire point of view of undertaking administration, protecting the complete concept-to-customer cycle of advanced strategic initiatives. beginner and pro undertaking managers alike will achieve perception into real-world, functional functions from the author's greater than forty years of hands-on event with world-class multinational businesses. The innovations defined are confirmed, the process sound and the consequences measurable and important. Case experiences were taken at once from the author's consumer records. They illustrate the applying of assorted venture administration innovations, in addition to strategic and tactical making plans instruments. A step by step process, supported via instruments, strategies and examples, is used to demonstrate every one vital point of undertaking administration.
desk of Contents
1. undertaking administration evaluate - prior and current
2. Portfolio and Pipeline administration
three. venture thought improvement
four. The Strategic making plans version - popularity of duties
five. atmosphere venture expectancies Early, Realistically, and Measurably
6. Organizing and major the venture group
7. handling Contractor, advisor, and provider Relationships
eight. undertaking Communications administration
nine. Assessing the undertaking atmosphere - previous, current, and destiny
10. undertaking Budgeting and price administration
eleven. coping with chance
12. undertaking Procurement making plans
thirteen. undertaking caliber and Compliance
14. Tactical venture administration making plans instruments
15. Assessing venture possible choices via Trade-off Analyses
sixteen. Case examine: Florida Southeast builders
17. Organizing and Launching the venture administration workplace
18. Parting strategies
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Extra resources for From Concept to Customer - Portfolio, Pipeline, and Strategic Project Management
To expedite this process, the project manager develops a series of guidelines for the project team to facilitate the information gathering, while at the same time placing as little burden on the customer as possible. Here is a typical set of guidelines: From Concept to Customer: Portfolio, Pipeline, and Strategic Project Management 53 Proposal: ________________________________________________ Date due: ________________ Proposal/project manager: ______________________________________ Section From Concept to Customer: Portfolio, Pipeline, and Strategic Project Management Cover letter Title page Table of contents Executive summary Introduction/statement of problem Statement of scope Statement of requirements Statement of approach Statement of methodologies Project control methodologies Quality control methodologies Project plan (schedule) Project budget/fee structure Expected savings or return on investment Assigned to First Draft Due Second Draft Due Final Draft Due Complete Project Proposal Development 54 Table 3-6.
Does the product have sufficient priority to justify the anticipated resource requirement? Determine overall feasibility. • • Does the product look viable to develop? Are the major risks and contingencies acceptable? From Concept to Customer: Portfolio, Pipeline, and Strategic Project Management 29 Portfolio and Pipeline Management • Can development be completed within the required market window? • Are there major legal issues that would prohibit success? • Are the installation and support requirements within the organization’s current or achievable capabilities?
Has the product satisfactorily passed system/final configuration testing? • Is the user documentation ready for final production? • Are product introduction tasks well underway? Determine Phase 4 readiness. • • • • Can a product introduction date be set and met? Are there any major outstanding defects or design issues? Have the beta customer(s) been identified (if required)? Is the code/design stable enough to have hard code/design freeze and move to stabilization team support? • Can the required resources be assigned to complete Phase 4?