Project success 123


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Project success de mike soto, sobre avances y desarrollo del mismo.

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    Project Success 123 is the top breakdown structure of a book in progress on project management. The outline presents useful guidelines for successful project delivery in time and budget, quality and safety. Should you find a specific topic, or sub topic, in a chapter you like to read, request an expansion. Please, kindly route your requests through the hostess-publisher, Ms. Lilly Soto Vasquez.

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Project success 123

  2. 2. CHAPTER 1Successful Project ManagementProject management is an accurate proceduralknowledgeimpacted by unforeseen conditions and negligenciesthat must be controlled.
  3. 3. CHAPTER 2Is Project Success Uncertain?No, project success is highly predictable;however, in project management, there is always aquestion of success and failure. What is in a projectthat brings thoughts of failing outcomes? Uncertainty.The most influential element for success is Education,(knowledge, skills, and experience).
  4. 4. CHAPTER 3Project Succeeds and FailsWhy should a project face a possibility of failure?It does not seem logical, when a project evolves in aphysical environmental field, build with finite quantityof material, definite resources and a set time;Yet, it fails, sometimes.
  5. 5. CHAPTER 4Can Failure be avoided?Yes, of course.Project failures can be prevented, reduced,or eliminated.It is feasible to run projectson a clean course to success more oftenthan on a path to failure.Failures can be anticipated, detectedand corrected on time.
  6. 6. CHAPTER 5Can Project Success be guaranteed?It seems that no Project Manager canguaranty the success of a project,but a Project Manager can manage it within apredetermined contingency range.Success depends on managing unforeseenConditions, activities and events.
  7. 7. CHAPTER 6Unforeseen ConditionsHow can a project manager assertproject execution success whenits life evolves surrounded withunforeseen conditions and circumstances? True, butPMs cannot planned unforeseen conditions,thogh these are manageable in most cases.PMs can only add approved contingencies tothe estimated cost and time variables.
  8. 8. CHAPERT 7Project ContingenciesA contingency range in project is a percentage of costand time added to the project as recommended byresults of a careful risk analysis.How much contingency should be allowed?Contingencies should be determineby the risk analysis based on statistical data.
  9. 9. CHAPTER 8What are the Elements of Success?Reasonable initial goals and criteriaAccurate Planning of the project lifeExacting assessment of cost and timeLogical project execution approachSufficient experienced human resourcesAdequate added contingenciesEducation, knowledge, skills, and experience.
  10. 10. CHAPTER 9Can PM Guaranty Success?The Project Manager can onlyPromise bringing a project in time, budgetquality, and safetywithin the set of contingenciesallocated to a project.PM cannot promise an elimination of unforeseens.
  11. 11. CHAPTER 10Is there a set Procedure for success?Experienced project managers have integratedsuccessful procedures to run their projects, butprocedural differences may be small from one to theother. However, project management procedures areas effective as the way PMs apply them.The following suggestions could be useful if followedclosely.
  12. 12. CHAPTER 11Successful Execution: Step 1 Develop one Project Work Breakdown Structure, Implementation activity sequence, for both task blocks,estimating and scheduling. Involve responsible field managers and foremen in thefinal development of the WBS; CEO or OM must sign off WBS Prepare the schedule and cost estimating matrix using theWBS.
  13. 13. CHAPTER 12Successful Execution: Step 2Accurately estimate activity durations in the WBSfor ground-up estimating and baseline scheduling(preliminary and final).Involve responsible field managers and foremen inthe estimating of activity durations;CEO, OM, or Sr. PM must sign off WBS.
  14. 14. CHAPTER 13Successful Execution: Step 3Develop the work-schedule based on the WBS andestimate durations; logically link activities in the wayfield personnel could execute the project.Involve responsible field managers and foremen indeveloping the logic project execution sequence;CEO, OM, or Sr. PM must sign off WBS.Test the critical path & baseline scheduleimplementation (what if scenarios).Perform a risk analysis on the baseline schedule.Adjust activity durations and cost (hard and soft)according to risk analysis result.
  15. 15. CHAPTER 14Successful Execution: Step 4Create a schedule for the procurement and deliveryof parts, materials and equipment according to theBaseline Schedule (this could be integrated into theBL).Identify Long Lead items in the submittal matrix andcreate the procurement and delivery schedule.Control procurement deliveries schedule accordingto the weekly look ahead schedule.
  16. 16. CHAPTER 15Successful Execution: Step 5Control the project execution from Daily reportsrather than monthly schedule progress reports.Run planned vs. actual for activities included inthe daily report.Determine activity having delaysCalculate time and cost at end of project, reportdeviationsTake actions to recover activity delays.
  17. 17. CHAPTER 16Successful Execution: Step 6 Report time and costs deviations creating delays greater thana set unit of time (days) as determined in the risk analysis. Run schedule what if scenario to determine time impact (inand out of the critical path) Implement a responsive activity time recovery plan asnecessary Adjust (crew sizing and, or vertical or horizontal work time)for increased productivity.
  18. 18. CHAPTER 17Successful Execution: Step 7Perform status projection for the weekly look aheadschedule calculating the situation at end of project.Calculate and report cost and time impact weekly(critical and non critical path activities).Perform montly calculation of a earned valueanalysis, directed to maintain zero balance.Implement a responsive activity time recovery planas necessary.
  19. 19. CHAPTER 18Successful Execution: Step 8Calculate time cost and time at end of project on amonthly basis.Analyze and report deviations and potential impactsas they come upImplement recovery actions immediately, when asituations arrive.Close all project cost accounts, paying last invoice.Collect all documents for project close-out.
  20. 20. Miguel Angel SotoMike@Soto-and-Soto.comBachelor of Science in Mechanical EngineeringMaster of Science in Systems EngineeringCalifornia Licensed General ContractorSenior Project Manager, offers over 25 years of knowledge and experience inengineering and construction project management. Mike specializes in project managementsystem setup, design development and execution. His experience emphasizes hands onplanning, structuring work breakdown, project controls; cost estimating and resource-costloaded scheduling. He has hands-on experience in bid and award cycles, including bidsevaluation. Mike is well experienced in tools and methods; he has developed and implementedproject manuals, procedures for construction execution monitoring and control aimed atdelivering projects within expected time and budget. Mike has deep working knowledge andexperience of cost control setup, tracking and reporting. His has worked on rail transportation,education K12 and K14 facilities, industrial, commercial, power plant, transmission anddistribution, sea port facilities, petroleum refinery plants.He has ample knowledge and experience of project management software, PrimaveraP6, Suretrack, Contract Management (previously Expedition), including the latest MS office,power point and SQL database. He is result and detail oriented, well organized, with provenperformance in engineering and project management life cycle. He enjoys mentoring otherproject managers and assisting construction field staff.