How trends in TxDOT’s shift toward standardization of the environmental process conflicts with national trends toward project-specific environmental processes as well as TxDOT’s adoption of the Primavera V.6 project management system. Proposes the use of compliance action plans as a tool for adapting standards to project-specific needs.
Does Better Scheduling Drive Execution Success?Acumen
This white paper outlines the statistics that support the relationship between better schedules and better execution. Based on an ongoing research study conducted by Acumen, this paper is the hard proof of a need for better planning across all industries.
initialization of project
Concepts and Features
Utility
Important aspects
Project Life Cycle
Conceptualization
Project Manager
PERT & CPM
Failure in Project
PERT
Does Better Scheduling Drive Execution Success?Acumen
This white paper outlines the statistics that support the relationship between better schedules and better execution. Based on an ongoing research study conducted by Acumen, this paper is the hard proof of a need for better planning across all industries.
initialization of project
Concepts and Features
Utility
Important aspects
Project Life Cycle
Conceptualization
Project Manager
PERT & CPM
Failure in Project
PERT
Project evaluation
This chapter sets out the principles and policies governing the evaluation of ILO-supported projects. It describes how the evaluation of project achievements improves decision-making, organizational learning, accountability and impact. The chapter clarifies roles and responsibilities and sets out the procedures for managing project evaluations.
Project evaluation is a systematic and objective assessment of an ongoing or completed project.1 The aim is to determine the relevance and level of achievement of project objectives, development effectiveness, efficiency, impact and sustainability. Evaluations also feed lessons learned into the decision-making process of the project stakeholders, including donors and national partners. Evaluation is also an important part of the ILO’s accountability to its donors and to the Governing Body.
This chapter provides information on:
♦♦♦♦♦
The concept and principles of project evaluation;
ILO policies for project evaluations and roles and responsibilities;
Preparing for an evaluation;
The implementation of project evaluation and evaluation report;
Follow-up, dissemination and knowledge sharing of evaluation outcomes.
PPT with overall coverage of the project evaluation and all the topic of project evaluation and post project evaluation are covered in this ppt.It includes all the topic of project evaluation:-
=>which of the project should be evaluated?
=>cost&timing
=>social analysis
=>environmental analysis
=>progress report
=>final report
and many more topics are covered in this ppt for the brief description of project evaluation and some left out topics are numerical of project evaluation.
Project monitoring and monitoring toolsJed Abolencia
For managers both in education and business, this presentation talks about available tools which can be used to monitor projects and programs, how this tools can be used and the formula to measure program implementation efficiency.
Ned Johnson, Director or Project Management. Presentation given at the 2014 Digital PM Summit in Austin, TX on the topics of: audiences for project status reports, core project information, and how it can efficiently role up into portfolio reports.
http://dpm2014.com/
Incorporating Climate Change Impacts and Adaptation in Environmental Impact A...Turlough Guerin GAICD FGIA
National governments and development agencies have invested considerable effort in recent years to develop methodologies and tools to screen their projects for the risks posed by climate change. However, these tools have largely been developed by the climate change community and their application within actual project settings remains quite limited. An alternate and complementary approach would be to examine the feasibility of incorporating consideration of climate change impacts and adaptation within existing modalities for project design, approval, and implementation. Environmental Impact Assessments (EIA) are particularly relevant in this context.
This analysis shows that there is ample scope for employing EIA procedures as a vehicle for enhancing the resilience of projects to the impacts of climate change. A number of entry points have been identified to incorporate climate change impact and adaptation considerations, from the strategic phase that precedes the initiation of the EIA, to the scoping, detailed assessment and implementation stages. Several national and sub-national authorities as well as multilateral development banks have already made some progress in terms of examining the possibility of incorporating climate change impacts and adaptation measures within the context of EIA modalities.
To a large extent, however, the goal of incorporating climate change impacts and adaptation within environmental assessments remains more aspirational than operational. While a number of governments have signalled their intent to move in this direction, this assessment could find examples in only three countries of projects that considered climate change impacts and adaptation as part of the EIA. A key bottleneck here is the availability of detailed information on the historical climate, as well as fairly specific scenarios of future climate for the project location. In many jurisdictions such information is currently not available. There is also the risk of unnecessary or even counterproductive investments in altering project design if the uncertainties associated with climate change projections are not adequately considered. While innovative approaches are currently being tested in various jurisdictions to incorporate climate change impacts and adaptation within EIA, it is important that they retain a certain degree of flexibility to accommodate better and more detailed climate change information as it becomes available. There is also a concomitant need to make substantial and long-term investments in the provision of climate change information, as well as establishing good communication mechanisms between the scientific community and practitioners.
Can Pharma Embrace Social Media? Social Media in Pharma July 12, 2011 Panel:Alex Butler, EMEA Marketing Communications Manager, Janssen Daisy Chhatwal, Senior Manager Regulatory Affairs, MedImmune Ellen Hoenig-Carlson, Founding Partner, AdvanceMarketWoRx Eileen O’Brien, Director of Search & Innovation, Siren Interactive
Every business needs to thrive, and to do so it must be in “good health”... have you done a check-up on your brand lately? You take your car to the shop if it’s not acting right, and you would immediately call your I.T. rep if you suspected a virus on your computer... your brand health is just as significant for your thriving business.
Project Management in Health and Human ServicesBrandon Olson
A presentation on applying a small-scale project management practice to the health and human services field. Presented at the 2014 Minnesota Social Services Association conference.
Project evaluation
This chapter sets out the principles and policies governing the evaluation of ILO-supported projects. It describes how the evaluation of project achievements improves decision-making, organizational learning, accountability and impact. The chapter clarifies roles and responsibilities and sets out the procedures for managing project evaluations.
Project evaluation is a systematic and objective assessment of an ongoing or completed project.1 The aim is to determine the relevance and level of achievement of project objectives, development effectiveness, efficiency, impact and sustainability. Evaluations also feed lessons learned into the decision-making process of the project stakeholders, including donors and national partners. Evaluation is also an important part of the ILO’s accountability to its donors and to the Governing Body.
This chapter provides information on:
♦♦♦♦♦
The concept and principles of project evaluation;
ILO policies for project evaluations and roles and responsibilities;
Preparing for an evaluation;
The implementation of project evaluation and evaluation report;
Follow-up, dissemination and knowledge sharing of evaluation outcomes.
PPT with overall coverage of the project evaluation and all the topic of project evaluation and post project evaluation are covered in this ppt.It includes all the topic of project evaluation:-
=>which of the project should be evaluated?
=>cost&timing
=>social analysis
=>environmental analysis
=>progress report
=>final report
and many more topics are covered in this ppt for the brief description of project evaluation and some left out topics are numerical of project evaluation.
Project monitoring and monitoring toolsJed Abolencia
For managers both in education and business, this presentation talks about available tools which can be used to monitor projects and programs, how this tools can be used and the formula to measure program implementation efficiency.
Ned Johnson, Director or Project Management. Presentation given at the 2014 Digital PM Summit in Austin, TX on the topics of: audiences for project status reports, core project information, and how it can efficiently role up into portfolio reports.
http://dpm2014.com/
Incorporating Climate Change Impacts and Adaptation in Environmental Impact A...Turlough Guerin GAICD FGIA
National governments and development agencies have invested considerable effort in recent years to develop methodologies and tools to screen their projects for the risks posed by climate change. However, these tools have largely been developed by the climate change community and their application within actual project settings remains quite limited. An alternate and complementary approach would be to examine the feasibility of incorporating consideration of climate change impacts and adaptation within existing modalities for project design, approval, and implementation. Environmental Impact Assessments (EIA) are particularly relevant in this context.
This analysis shows that there is ample scope for employing EIA procedures as a vehicle for enhancing the resilience of projects to the impacts of climate change. A number of entry points have been identified to incorporate climate change impact and adaptation considerations, from the strategic phase that precedes the initiation of the EIA, to the scoping, detailed assessment and implementation stages. Several national and sub-national authorities as well as multilateral development banks have already made some progress in terms of examining the possibility of incorporating climate change impacts and adaptation measures within the context of EIA modalities.
To a large extent, however, the goal of incorporating climate change impacts and adaptation within environmental assessments remains more aspirational than operational. While a number of governments have signalled their intent to move in this direction, this assessment could find examples in only three countries of projects that considered climate change impacts and adaptation as part of the EIA. A key bottleneck here is the availability of detailed information on the historical climate, as well as fairly specific scenarios of future climate for the project location. In many jurisdictions such information is currently not available. There is also the risk of unnecessary or even counterproductive investments in altering project design if the uncertainties associated with climate change projections are not adequately considered. While innovative approaches are currently being tested in various jurisdictions to incorporate climate change impacts and adaptation within EIA, it is important that they retain a certain degree of flexibility to accommodate better and more detailed climate change information as it becomes available. There is also a concomitant need to make substantial and long-term investments in the provision of climate change information, as well as establishing good communication mechanisms between the scientific community and practitioners.
Can Pharma Embrace Social Media? Social Media in Pharma July 12, 2011 Panel:Alex Butler, EMEA Marketing Communications Manager, Janssen Daisy Chhatwal, Senior Manager Regulatory Affairs, MedImmune Ellen Hoenig-Carlson, Founding Partner, AdvanceMarketWoRx Eileen O’Brien, Director of Search & Innovation, Siren Interactive
Every business needs to thrive, and to do so it must be in “good health”... have you done a check-up on your brand lately? You take your car to the shop if it’s not acting right, and you would immediately call your I.T. rep if you suspected a virus on your computer... your brand health is just as significant for your thriving business.
Project Management in Health and Human ServicesBrandon Olson
A presentation on applying a small-scale project management practice to the health and human services field. Presented at the 2014 Minnesota Social Services Association conference.
BPP Training on Project Management - Day 1Imoh Etuk
This training was about exposing the employees of the Lagos State Public Service to the Contemporary Project Management Practices they can adopt to Enhance Project Delivery in the Pandemic Era for the Lagos State Public Service.
Upon successful completion of the training, participants s were to apply the generally recognized practices of project management acknowledged by the Project Management Institute (PMI) to successfully manage projects by:
• Getting started with project management fundamentals.
• Identifying organizational influences and project life cycle.
• Working with project management processes.
• Initiating a project.
• Planning a project.
• Planning for project time management.
• Planning project budget, quality, and communications.
• Planning for risk, procurements, and stakeholder management.
• Executing a project.
• Managing project work, scope, schedules, and cost.
• Controlling a project.
• Closing a project.
Business scorecard multiple workstreams - Travis Barker, MPA GCPM (2018)Innovate Vancouver
Business scorecard approach to managing and evaluating a complex enterprise project
Travis Barker, MPA GCPM
Innovate Vancouver
Consulting@innovatevancouver.org
Running head FINAL ASSIGNMENT1FINAL ASSIGNMENT.docxcowinhelen
Running head: FINAL ASSIGNMENT 1
FINAL ASSIGNMENT 7
FINAL ASSIGNMENT
Name:
Course Title:
Professor:
Date:
Scope changes occur when the request is made to change the project objectives and its scope to accompany needs and objectives that were not originally in the original plan (Arain & Low, 2009). Allowing scope changes when the project have already started usually adds cost, more risks, and longer duration or even project failure if the scope is not managed properly. Scope changes in a project occurs through the following ways; some scope changes may be necessary and minor and thus may not follow the approval procedure, a scope change should be made through a change request form, the form should address specific scope changes to be made, reviewed and authorized, once the change request form has been filled the project manager should pay attention to the nature to make sure if the changes are in scope, where the changes are in the projects lifecycle and which objective or deliverable will be affected. A benefit case should be made to analyses why the changes will be made and what impact they will have on the project timeline, risk, and cost. The Project Manager should send a mail to the project sponsor or through meeting him in person and explaining the importance of the change. Once the change has been approved, it should be documented and the changes controlled through the project phases.
Project timeline changes are the most common problem to a project manager which usually occurs when a project task or activity which is in the critical path takes more time than what was estimated or planned or changes in project scope (Arain & Low, 2009). Timeline changes can be managed through an addition of more resources a good example is when the sponsor demands the project to be finished one month earlier which will need the manager to request for two additional software developers for the remaining part of the project. The second way to manage changes in project timeline is through the critical path, where you add more resources to the tasks in the critical path which will shorten their duration, this is known as crashing the plan. Whenever a project timeline project changes it should be reported to all the project stakeholders and the sponsor through the following ways; providing an updated project plan with all the tasks affected by the project timeline changes, report about your project timeline in the current project status report.
Project budget changes is directed influenced by other changes such as timeline and scope which will make the project to require additional funding from the sponsor, project managers should continuously manage their budget to avoid an over-budget (Arain & Low, 2009), project manager should constantly revisit the project budget especially when other changes such as scope occurs since they direct contribute to the project cost, they should revisit the resources that the project is using, The ...
1. Standards of Uniformity/ Standard Operating Procedures Program G. Lain Ellis, Ph.D. Environmental Affairs Division (View in Notes Page mode for script)
2. Quote of the day We must, indeed, all hang together, or assuredly we shall all hang separately. Benjamin Franklin
These are pretty exciting times at TxDOT. TxDOT is revolutionizing itself. Just about nobody’s gonna do things the way they used to, and ENV is no exception. As Melissa has just noted, an ongoing program for developing standards and procedures is being extended into new territory. NEXT
To build on what Melissa said, I’m going to provide a little more history to establish a little more context for how we’ve gotten here and for where we’re going. We will discover that TxDOT’s need to implement standardization leads to a challenge, namely, how do we standardize complexity in a way that is tailored to specific projects? This discussion will lead to another challenge, namely, how do we help Project Managers do appropriate startups in the P6 environment? Finally, I will propose to you that compliance action plans are a natural outgrowth of our SOU and SOP programs, and that this can be an important tool for addressing both challenges. NEXT
ENV has been moving toward standardization for a long time now. We standardized archeological deliverables in the late 90s. You could hear squeals of protest all over the state until the contractors realized they no longer had to guess what we wanted. We carried the process further in our own nonarcheological contracts. During negotiations on the CDA for SH 130 segments 5 & 6, Cintra/Zachry wanted to assume control of the entire environmental process. We couldn’t give it to them for legal reasons, so the question arose: If you can’t give us control, can you do something to increase predictability that our stuff will be accepted? During a break, Cintra and ENV hit on the idea of using standards for submissions, which subsequently became known as standards of uniformity. The principle was that CZ could do anything they want, but if they followed the standards without errors affecting the regulatory outcome, the deliverables would move on to the next step. In 2007, we kicked off the SOUs for SH 130, but at the same time we proposed something new: a compliance action plan or CAP. They accepted this proposal. NEXT
Having standards is a good thing, but having standards plus guidelines on when to use them is better. The CAP consists of a series of triggers: basically, events or conditions that precipitate a compliance obligation plus a set of compliance actions needed to address the triggers. Importantly, we directed the CAP to Project Managers instead of specialists because it is project managers who need to know when to involve specialists. Because the project had already been through NEPA, the CAP addressed issues that would apply during a long-term construction, operations, and maintenance project. The CAP therefore was generic and structured to deal largely with issues that would arise during and after the design-build phase. Although there were known unresolved issues, the CAP was structured primarily to deal with unknown issues because the known issues were already covered in the contract itself. NEXT
Shift gears. A 2005 audit showed that both TxDOT and local governments were having trouble fulfilling procurement, administrative, and monitoring requirements for CMAQ projects. The audit showed that part of the problem was a lack of procedures and training. So TxDOT formed the local government project procedures task force under the Construction Division. Although the audit had focused largely on contracting issues, the task force’s mission was to develop a comprehensive set of procedures and a training program for all areas of project development and implementation. The LGPP effort went live in early 2009, and is ongoing. ENV’s section of the procedures is a compliance action plan that grew out of the effort for SH 130. NEXT
So like the SH 130 CAP, the LGPP CAP consists of a set of triggers and their corresponding actions. But unlike the SH 130 CAP, the set of triggers applies to project development so that the scope of the CAP covers projects from beginning to end, regardless of whether they are long or short-term projects, and regardless of whether they are massive or small. Thus, the LGPP CAP is a generic plan for addressing environmental requirements that we know must be addressed during project development plus unknown issues that could arise during or after project development NEXT
In March 2008, ENV went to the administration with a proposal to shift review of programmatic categorical exclusions to the districts. The decentralization was based on the use of standards of uniformity, which was a direct outgrowth of the SH 130 experience. It also was based on a proposal to monitor system performance through a programmatic QA/QC process. When we finished our pitch, David Casteel or John Barton, I don’t remember which asked, do you think you this would work in a system of regional environmental centers? It seemed clear that this wasn’t the first time they talked about decentralizing environmental review, and although their pitch caught us a little flat-footed, we said, swell sure, we can’t see why not. And so now we have the regionalized system NEXT
There is a common thread in these developments. All of these systems are imperfect, in large part because they were substantial departures from business as usual. But they all work despite their hiccups, and they are maturing as they are used. Significantly, they illustrate an emerging theme. Collectively and individually, they emphasize working under an umbrella of mutually shared expectations. Standardization of content and procedure is part of the process for creating shared expectations. And the result of working under shared expectations is that we get increased predictability of the outcomes of our actions. NEXT
That’s probably more than enough history. As Melissa noted, ENV is expanding the scope of SOUs and SOPs beyond the PCE prgram and into the realm of CEs, EAs, and EISs. This process is complicated by the fact that the more complex the project, the harder it is to work within standardized parameters Moreover, at the national level, FHWA and AASHTO are moving toward an environmental process in which procedures and documents are tailored to the peculiarities of specific projects. Here in Texas, FHWA has proposed to establish EIS/EA teams to work with local entities to begin the environmental process with an established understanding of how each project should proceed. So there’s a significant trend in the broader context that is not moving toward standardization. NEXT
Which presents us with a challenge. Recent history suggests that the more we have standardized the process, the smoother it has become, hiccups notwithstanding. But our CEs, EAs, and EISs are the projects that take up most of our time, so there’s a bunch at stake if we can streamline them through SOUs and SOPs. But, because these projects are complex, we need to balance standardization against the need for project-specific solutions to meet both public and FHWA expectations. NEXT
To complicate matters just a little bit more, TxDOT is shifting rapidly toward using P6 as its primary project management tool. As you know, P6 requires Project Managers to assign and schedule resources, including environmental resources, as part of the overall project management process. As you probably also know, the process starts out with a standard generic template that includes standard values for resources, but it does so without regard to whether or not the standard applies to a specific project. So the P6 process requires the Project Manager to adapt the standard template to the requirements of the specific project NEXT
In our environment of increased transparency, a lot will be riding on the project managers’ ability to deliver on the commitments recorded in P6. So basically, everybody’s success rides on the project managers’ success And it being a Newtonian world in which everybody is downhill from somebody, those of us who are not project managers will be under the same pressure as they are. They will need very reliable estimates of resource needs and availability, and they will need them very early since the longer they wait, the more they risk competing for resources that already have been committed. So how can we help ensure the project managers’ success, and with it both our own and the department’s success? NEXT
Our challenge changes a little. It’s very useful to have standard P6 templates that incorporate baselines for predictable resource needs and schedules, but we need to reconcile these baselines with inevitable differences among projects. NEXT
SOUs and SOPs are mutually reinforcing tools, and they have proven their value over the short time over which the PCE decentralization program has been in place But, the SOU concept can be stretched only so far before it stifles innovation, and the more complex the project, the more it calls for innovation. It’s also important that SOU’s are tools for making successful deliverables, which are only part of the process. The move toward SOPs has played its role, too. We’ve become increasingly adept at using SOPs as tools for meeting expectations through well defined roles, responsibilities, and processes. But as valuable as these tools are, they don’t jointly or individually address a key issue for project managers. The project manager has a specific project with specific risks to address, and he or she needs a plan for addressing them NEXT
So we need something in addition to SOUs and SOPs to address the challenge of adapting generic processes to specific projects. I am proposing to you that the concept of a compliance action plan presents part of the solution. You will recall that I have characterized the previous CAPs as generic. And they are definitely generic because they require additional effort to apply them in specific cases. NEXT
But in the same way that we pushed the SH 130 CAP to cover project development, let’s push the LGPP CAP further still. Let’s add to that generic CAP a project-specific risk analysis with which we can identify project-specific compliance needs. We’ll discover that we can resolve some issues without using standard resource levels, and we’ll discover other issues that are likely to require greater than usual effort. Now let’s add to that a list of named resources to address compliance needs, and a schedule for completing compliance needs. If we have been clever, and TxDOT staff are quite capable of being clever, we will have developed both a project-specific plan for project engineers and a project-specific process that generates a project-specific document for FHWA. So it turns out that a more fully fleshed out CAP concept may be part of the solution for both challenges, especially when used with a system of SOUs and SOPs that help keep us on the same page.. NEXT
Now why do I believe this? I think it’s safe to say that in the environmental process you have a choice between spending a bunch of effort now and running a significant chance of expensive surprises late in the game. A CAP gets you off to a good start and so on, but its other values include helping you prepare for contingencies and then to learn lessons about how to get better at evaluating risk. NEXT
So, shall we hang together, or shall we hang separately? I think that in addition to helping Project Managers plan good projects, a project-specific, risk-based CAP also will facilitate resource sharing by identifying the resources that are actually needed. It also could be an important component in the environmental management system TxDOT is developing under a consent agreement and final order from EPA. And last but not least, agreement up front on what is needed can help us eliminate a persistent source of conflict by keeping us on the same page so we can avoid late surprises. In short, adoption of a CAP-based system could help us avoid the noose. NEXT