Project Management Methodology. The USI Senior Project Manager will be in contact with Juggernaut daily, discussing the project, ensuring that all deliverables and reviews are met, and documenting all progress. In order to expedite communication between USI and Juggernaut, the following reports and processes will be implemented: Production Schedule The Production Schedule is a timeline of the project, outlining the important project milestones. If the project scope is altered during production, the Production Schedule is updated accordingly to reflect the change. All internal and external reviews and milestones will be reflected in this schedule. The Production Schedule will be updated with completed tasks and delivered to Juggernaut twice monthly. Status Meetings Internal team Status Meetings will be held on a weekly basis. Client Status Meetings will be determined by milestones within the Production Schedule; a schedule of all Client Status Meetings will be generated and distributed on a monthly basis. Weekly Status Report Given to Juggernaut weekly. These reports reflect all conversations, developments, and issues relevant to the project, and reiterate any dependencies or deliverables that are needed from Juggernaut. Contact Report Used as a verification of an agreement or important meeting with Juggernaut, a Contact Report is usually sent a few days after the conversation takes place. Our policy is to fax the report -- if it is not disputed within 24 hours, it is understood that Juggernaut agrees with the account of the decisions made, and the next production steps will be taken.
Project Management Methodology. 20 PRODUCTION TEAM.........................................................21
Project Management Methodology. The implementation is conducted by a cross-functional team of experts from several departments within CentralSquare led by the assigned Project Manager. A phased approach to project management is followed to ensure the critical services are consistent and results are achieved. Phases include:
Project Management Methodology. For each Service identified in Exhibit A that is being provided at the time of termination or non-renewal of this Agreement, an exit plan will be developed and jointly approved by Service Provider and Recipient Transition Service Managers. In addition to containing other terms and conditions customary for transition services arrangements of this type (including the example contained at the end of this exhibit), the exit plan will utilize a Five Phase Project Management Methodology. The following describes the methodology:
Project Management Methodology. The method a firm follows in its disciplined planning, organisation, motivating and controlling Resources to achieve specific Project goals.
Project Management Methodology. This project has a clearly defined end goal and is expected to be consistent and predictable (will not change). As such, the project will follow the process outlined below: • Requirements gathering • Analysis • Testing • Reporting
Project Management Methodology. The PCG Project Management Methodology (PMM) ensures that various review activities, work teams and deliverables are coordinated and deliver high quality results to the City of Stockton’s project team including meeting the agreed-to timeline for the ERP Assessment. The project management approach is built on three tenets that serve as its cornerstone and reinforce the notion that projects require a commitment that starts on day one: Understand the Goal: Success begins with an understanding of the City’s project. PCG Project Managers are active listeners, avid consumers of information, and facilitators of structured discussion that results in a common understanding of the project goals by both PCG and City of Stockton. Be Proactive, and Stay on Task: PCG maintains progress by thinking ahead, communicating actively, being collaborative, leading decisively and accepting responsibility for outcomes. Deliver Results: PCG will work collaboratively with the City to successfully deliver on time, within scope, and on budget while exceeding the expectations of City leadership. FIGURE 2: PCG PROJECT MANAGEMENT METHODOLOGY PCG’s Project Manager, Xx. Xxxxx Xxxx, will develop the Project Plan following PCG’s PMM which identifies all tasks, services, methodologies, resources, schedules, milestones, etc. As can be seen in the figure above, PCG’s PMM employs a structured and repeatable process broken into five industry standard process groups that interact and overlap iteratively over the life of the project: Initiation: Begins at project conceptualization and focuses on building the foundation of the project. The project governance, as applicable, and Project Charter are established, and alignment between the City and the PCG Project Team is obtained. A high-level schedule is created, resource requirements identified and processes for monitoring progress and resolving issues are established. Planning: Centers on formalizing the project plan, budget and schedule. Xx. Xxxx, in alignment with the City’s Project Manager, will finalize all project requirements and workload estimates, define risks and contingencies, establish communication protocols, verify deliverable expectations and implement management tools. Execution: Occurs throughout the life of the project, beginning with the allocation of human resources and assignment of work tasks. Xx. Xxxx, again in coordination with the City’s Project Manager, will direct project activities, and administer project poli...
Project Management Methodology. Defines the manner by which projects are initiated, planned, managed and closed. An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. Responsibilities can range from providing project management support functions to actually being responsible for the direct management of a project. The person responsible and accountable for managing a project's planning and performance. The single point of accountability for a project. A process that utilizes a set of cost and complexity factors to yield a rating or “level” for a given project. The result of the project scaling process, a project’s “level” is a rating that dictates the amount of documentation, governance and oversight required to adequately monitor, manage, document and govern a project. In general: Level 1= small, Level 2=medium, Level 3=large scale project. A collection of plans (e.g. communication plan, quality plan, risk plan, etc.) that make up the overall plan for executing the project. This includes the Work Breakdown Structure (WBS), a logical decomposition of all phases, activities and tasks that make up the process by which the project will be carried out. An executive level Project Status Report developed by the PMO each month. A succinct report designed to provide the current status and health of the project. There are three primary templates for this purpose at PennDOT: PEMT meeting template, Project Governance Committee meeting template and Project Profile template. It is the application of planned, systematic quality activities to ensure that the project will employ all key project management processes and meet project requirements. Quality Control (QC) It is the application of processes (such as testing and deliverable reviews) to ensure the deliverables of the project meet or exceed the requirements. A document that describes a need for products and/or services and the conditions under which they are to be provided. The purpose of the RFP is to solicit bids or proposals from prospective suppliers.
Project Management Methodology. A project is a temporary and one-time exercise which varies in duration. It is undertaken to address a specific need in an organization, which may be to create a product or service or to change a business process. This is in direct contrast to how an organization generally works on a permanent basis to produce their goods or services. For example, the work of an organization may be to manufacture trucks on a continual basis, therefore the work is considered functional as the organization creates the same products or services over-and-over again and people hold their roles on a semi permanent basis. A project is generally initiated by a perceived need in an organization. Being a one off undertaking, it will have a start and an end, constraints of budgets, time and resources and involves a purpose built team. Project teams are made up of many different team members, for example, end users/customers (of a product or service), representatives from Information Technology (IT), a project leader, business analysts, trainers, the project sponsor and other stakeholders. Project management is the discipline of managing all the different resources and aspects of the project in such a way that the resources will deliver all the output that is required to complete the project within the defined scope, time, and cost constraints. These are agreed upon in the project initiation stage and by the time the project begins all stakeholders and team members will have a clear understanding and acceptance of the process, methodology and expected outcomes. A good project manager utilizes a formal process that can be audited and used as a blue print for the project, and this is achieved by employing a project management methodology. Generally, projects are split into three phases Initiation, Implementation and Closure. Each phase then has multiple checkpoints that must be met before the next phase begins. The degree to which a project is managed will depend on the size of the project. For a complex project in a large organization that involves a number of people, resources, time and money, a more structured approach is needed, and there will be more steps built into each stage of the project to ensure that the project delivers the anticipated end result. For a simple project in a small organization, agreed milestones, a few checklists and someone to co-ordinate the project may be all that is required. In Figure 11.1 is presented the scheme of Project management process.
Fig.11.1. ...
Project Management Methodology management methodology provides a thorough and efficient framework for managing communication, as well as any issues or changes to the stakeholders and team members. These processes provide important feedback loops to all team members to ensure execution of tasks, timely and adequate problem resolution, and completion of project objectives. Our approach includes: ⯈ Creating a collaborative and transparent process between PCG and the Municipalities so that all stakeholders can thoughtfully participate in key project decisions. ⯈ Developing a detailed and transparent project work plan, and updating stakeholders on our progress towards completing the project deliverables. ⯈ Hosting regular status meetings to review project progress and milestones achieved, and to address project issues and risks. ⯈ Maintaining a proactive approach to identifying and overcoming risks and obstacles to complete the project successfully and on time. The PCG Project Manager will serve as primary point of contact and will coordinate communication, meetings, data requests, and status updates with PCRRBEMS’s designated point of contact(s). Given that this project involves significant collaboration, it is essential to have a communication plan in place that will define all relevant stakeholders, communication methods, expectations for regular meetings (as necessary), and status updates as determined by PCRRBEMS and its stakeholder group. The communication plan document will be developed during project kick-off. The PCG project manager will facilitate at minimum monthly meetings between PCG and the Study Team, will collaborate with stakeholders to draft agenda, and provide meeting summary notes and action items.
