Có 40+ tài liệu thuộc chủ đề "thiết lập dự án"
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This chapter tells Bob Storeygard’s story of the project office evolution at 3M. He describes how they gathered and disseminated best practice information across the organization. He shares some of the methods used to communicate and spread the word about the project management process. The story describes how a grassroots approach can effectively harness internal support for the change and...
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Once the organization begins to regularly embrace and practice solid PM techniques and methods, the foundation is laid for further consideration or cre- ation of a project office. The office serves as a sustenance mechanism to keep the organization on track and moving forward as it continues to embrace PM ever more deeply.. The formation of a corporate support group...
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This chapter covers creative and flexible implementation of the change process, managing complexity in a turbulent environment, conducting effective start-ups, implementing project portfolio management, and working the plan. We describe the role of a project office to as- sist in a project prioritization process.. CONTACT: MANAGING THE CHANGE. A t this point the reader has read about the change process...
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Figure 6.2 provides valuable modern lessons for change agents.. It is possible that there will be unintended con- sequences to the proposed change, and these consequences may do more harm than good.. In the Yir Yoront example, dis- tributing axes directly to women and children contributed to the confusion of. Perhaps unknown to the missionaries, stone axes had gained a...
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The day before the meeting, the group manager reported a change in his travel plans abroad that prevented him from getting to the meeting. The group chartered a subteam to suggest categories and criteria for project selection. They ultimately labeled the categories as sustaining business, new business, and must-do projects.. New business came in at 30 percent and must-do at...
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This case illustrates the role of a project office with the project portfolio plus a start-up process for managing expansion into a new territory.. During the first four years, approximately R$70 billion (US$35 billion) was invested in the projects, with over 60 percent going toward improving the social welfare of the population and the remainder aimed at infrastructure projects. Of...
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At the beginning of the project, Bucero—the assigned senior program man- ager—ran a survey to determine how well HPC supported project management.. Sixty-five percent of the staff answered the survey. The results identified specific areas where the project culture was weak:. No holistic view of the project portfolio. The results indicated HP needed an effective infrastructure for people, processes, and...
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They planned key areas to improve such as project numbering, tracking of project suc- cess, decreasing the number of failed projects, and increasing the number of pro- fessional project managers on staff. Project office employees need many skills to perform quality assurance within each project. Because project office employees all work on multi- ple projects, knowledge and experience with methodologies,...
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management support, PM library, project management forums, and PM funda- mentals training.. Status of the Local PMO. Bucero proceeded in a step-by-step process to staff the PMO. He could increase the number of people because their actions demonstrated added value to the organization. One key success factor has been to create a knowledge-shar- ing culture inside and outside the PMO....
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A few years ago the mayors nearest the base decided they would not sign off until the Italian government recognized and compensated local municipalities for the U.S. A boycott of the annual projects had the potential to bring the entire program to a halt because the proj- ects involved were on the critical path.. This scenario represents one example of...
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Some fixes were im- plemented through focused training and dialogue on weak areas and then re- assessed later in the year. Received final approval of the program and organizational plan (24 May). LaGassey describes the PMO as “self-actualizing.” He adds,. Team members feel great about what they are doing, the responsibilities they have, and their contributions to the program. Our...
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What competencies do they look for? What type of training do project offices at 3M use? Where is the PO positioned within the organization? What are roles and responsibilities of key players? How do they work through cultural and other issues together? We also address funding the project of- fice and the ebb and flow or cyclic nature of operating...
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the project. The initial guide to what it is to be a full-fledged, completely skilled project manager or leader is best described by the Project Leader Competency Model (see Figure 9.3). Novices get started in the discipline by attending project leader- ship core classes. Here is a sample listing of the Project Leadership Curriculum:. Note that this corporate curriculum tries...
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Rowe believes the processes used need to become second nature to the people running the business. This means that the best people to set up program offices should have a good un- derstanding of the culture of the business.. The program office must be closely linked to the top of the business and to decision makers. “Businesses that are doing...
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This chapter completes the process of transforming the organization to enterprise project man- agement. It answers the question of how to make the change stick and embed enterprise project management into the culture so that the principles become habits for everyone. These areas are then applied to the important success factors necessary to support enterprise project management.. IN THE CULTURE...
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To sustain the change necessary to fundamentally improve project management as a core business process, the project management office (PMO) can engage in the steps outlined in this section. In some cases the PMO may be able to take the steps directly, and in other cases it may simply become the catalyst to influence other forces in the organization to...
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PMO personnel can constantly be training in the latest project man- agement best practices, data-gathering procedures, and consulting techniques.. For Means, the PMO can supply all tools necessary to implement the project process from project selection to the end of the project outcome life cycle. Pro- vide a way for managers and project managers to put a project on hold...
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Reaching for the “Tipping Point”. Epidemics are a function of the people who transmit infectious agents, the infectious agent itself, and the en- vironment in which the infectious agent is operating” (p. The three agents of change, according to Gladwell, are the Law of the Few, the Stickiness Factor, and the Power of Context. We call these the people, the...
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The hybrid approach starts with the true believers who demonstrate, through small wins, the benefits of a project office. Refine the concept of a project office. What is a project office and where did it come from? Project management began as a countercultural movement. In fact they were often literally out- side—in a trailer at a construction site, where decisions...
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