This document provides guidance for conducting a post-project review workshop to evaluate a completed project called [PROJECT NAME]. The workshop will involve stakeholders from the project's inception through completion. It will allow participants to share lessons learned and identify both successful and problematic areas to inform future projects. The agenda will include evaluating the start-up and design, procurement and construction, and handover/operations phases. Participants will complete a pre-workshop survey. Meeting details including date, agenda, and expected outcomes are outlined. The facilitator will then compile a report summarizing the discussion and conclusions.
لمشاهدة ملفات الفيديو
https://www.youtube.com/playlist?list=PL0CTRdzzWSMuvJ9nKHzyxGAYCapJMQ8_Y
للمتابعة في جروب المذاكرة
https://www.facebook.com/groups/PMP.SG/
لمشاهدة ملفات الفيديو
https://www.youtube.com/watch?v=gKbK6kCp7G0&list=PL0CTRdzzWSMuvJ9nKHzyxGAYCapJMQ8_Y&index=19
للمتابعة في جروب المذاكرة
https://www.facebook.com/groups/PMP.SG
لمشاهدة ملفات الفيديو
https://www.youtube.com/watch?v=DkGpVeBchIs&index=7&list=PL0CTRdzzWSMuvJ9nKHzyxGAYCapJMQ8_Y
للمتابعة في جروب المذاكرة
https://www.facebook.com/groups/PMP.SG
لمشاهدة ملفات الفيديو
https://www.youtube.com/playlist?list=PL0CTRdzzWSMuvJ9nKHzyxGAYCapJMQ8_Y
للمتابعة في جروب المذاكرة
https://www.facebook.com/groups/PMP.SG/
لمشاهدة ملفات الفيديو
https://www.youtube.com/watch?v=gKbK6kCp7G0&list=PL0CTRdzzWSMuvJ9nKHzyxGAYCapJMQ8_Y&index=19
للمتابعة في جروب المذاكرة
https://www.facebook.com/groups/PMP.SG
لمشاهدة ملفات الفيديو
https://www.youtube.com/watch?v=DkGpVeBchIs&index=7&list=PL0CTRdzzWSMuvJ9nKHzyxGAYCapJMQ8_Y
للمتابعة في جروب المذاكرة
https://www.facebook.com/groups/PMP.SG
This report from DCG Software Value discusses whether or not function points are still relevant in the IT world, given all the innovative changes and processes that have occurred.
In the present day corporate environment, where there is cut-throat competition, the need for efficient time management and timely completion of projects is essential for organizations to stay competitive. Even due to the growing need for time management in construction projects, many are failing to be finished on time. This can be detrimental for any hiring company since infrastructure development project delays can lead to increase in costs and process halt for organizations. These are real life scenarios which are bound to take place in the professional life of any and every project manager. A project manager will only be considered efficient and competent when he or she knows how to manage the allotted time, and to carry out operations and activities in a manner that further reduces this time period. In order to prepare project managers for such circumstances, it is crucial for them to understand Extension of Time and delay analysis.
Course link: https://planningengineer.net/courses/claims-management-and-delays-analysis-online-workshop/
Full Exams at: http://masterofproject.com/courses/realistic-pmp-exam-math-rev-readiness-check-for-real-exam
PMP® Exams & Math Lectures training from Master of Project Academy is designed to ensure that you clear the PMP exam in the first attempt. After you complete your PMP® Exam preparation, take these exams. If you can score over 65% from these exams, you can be confident to schedule your PMP® Exam.
ICEC 2014 Linking 6 Phase Project Life Cycle with TCM Framework-SlidesRussell Archibald
Presents and explains two recommendations and two conclusions relating to linking the 6 phase project life cycle with the AACEi Total Cost Management Framework.
Project Manager Interview Questions And Answers | PMP Certification Training ...Simplilearn
This video on Project Manager Interview Questions will take you through some of the most popular questions that you may face in your Project Manager interviews. Project Managers are professionals that play the lead role in all the phases of project management. If you're moving down the path of being a Project Manager, you need to be prepared to impress prospective employers with your knowledge. Here we discuss the list of most popular questions you can expect in an interview and how you can frame your answers.
PMP Certification Course Overview
The course covers new trends, emerging practices, tailoring considerations, and core competencies required of a Project Management professional. Placing a greater emphasis on strategic and business knowledge, this course also includes a new section on the role of the project manager in both large and small companies.
PMP Course Key Features:
- 35 contact hours/PDUs
- 8 industry case studies, 20 industry-based scenarios
- 6 hands-on projects, 7 simulation test papers (200 questions each)
Eligibility:
The PMP® certification is an essential professional requirement for senior project manager roles across all industries. The course is best suited for: Project Managers, Associate/Assistant Project Managers, Team Leads/Team Managers, Project Executives/Project Engineers, Software Developers, Any professional aspiring to be a Project Manager.
Pre-requisites:
You should have a secondary degree (i.e. high school diploma, associate’s degree or the global equivalent) with 7,500 hours leading and directing projects along with 35 hours of project management education.OR You should have a four-year degree with 4,500 hours leading and directing projects along with 35 hours of project management education.
Learn more at: https://bit.ly/2xBzZSD
In this presentation we share information on how to map / integrated the PMBOK Guide Process Groups with a Project Life Cycle. The project life cycle can be a generic model or per the SUKAD CAM2P™ Model (The Customizable and Adaptable Methodology for Managing Projects™).
We share this topic because it is a common area of confusion among PMPs and those studying the PMBOK Guide.
Chapter one introduces the student to the Project Management Body of Knowledge (PMBOK) eight core elements.
1.1 Purpose of the PMBOK
1.2 What is a Project?
1.3 What is Project Management?
1.4 Relationships Among Portfolio Management, Program Management, Project Management, and Organizational Project Management
1.5 Relationships Between Project Management, Operations Management, and Organizational Strategy
1.6 Business Value
1.7 Role of the Project Manager
1.8 Project Management Body of Knowledge
This report from DCG Software Value discusses whether or not function points are still relevant in the IT world, given all the innovative changes and processes that have occurred.
In the present day corporate environment, where there is cut-throat competition, the need for efficient time management and timely completion of projects is essential for organizations to stay competitive. Even due to the growing need for time management in construction projects, many are failing to be finished on time. This can be detrimental for any hiring company since infrastructure development project delays can lead to increase in costs and process halt for organizations. These are real life scenarios which are bound to take place in the professional life of any and every project manager. A project manager will only be considered efficient and competent when he or she knows how to manage the allotted time, and to carry out operations and activities in a manner that further reduces this time period. In order to prepare project managers for such circumstances, it is crucial for them to understand Extension of Time and delay analysis.
Course link: https://planningengineer.net/courses/claims-management-and-delays-analysis-online-workshop/
Full Exams at: http://masterofproject.com/courses/realistic-pmp-exam-math-rev-readiness-check-for-real-exam
PMP® Exams & Math Lectures training from Master of Project Academy is designed to ensure that you clear the PMP exam in the first attempt. After you complete your PMP® Exam preparation, take these exams. If you can score over 65% from these exams, you can be confident to schedule your PMP® Exam.
ICEC 2014 Linking 6 Phase Project Life Cycle with TCM Framework-SlidesRussell Archibald
Presents and explains two recommendations and two conclusions relating to linking the 6 phase project life cycle with the AACEi Total Cost Management Framework.
Project Manager Interview Questions And Answers | PMP Certification Training ...Simplilearn
This video on Project Manager Interview Questions will take you through some of the most popular questions that you may face in your Project Manager interviews. Project Managers are professionals that play the lead role in all the phases of project management. If you're moving down the path of being a Project Manager, you need to be prepared to impress prospective employers with your knowledge. Here we discuss the list of most popular questions you can expect in an interview and how you can frame your answers.
PMP Certification Course Overview
The course covers new trends, emerging practices, tailoring considerations, and core competencies required of a Project Management professional. Placing a greater emphasis on strategic and business knowledge, this course also includes a new section on the role of the project manager in both large and small companies.
PMP Course Key Features:
- 35 contact hours/PDUs
- 8 industry case studies, 20 industry-based scenarios
- 6 hands-on projects, 7 simulation test papers (200 questions each)
Eligibility:
The PMP® certification is an essential professional requirement for senior project manager roles across all industries. The course is best suited for: Project Managers, Associate/Assistant Project Managers, Team Leads/Team Managers, Project Executives/Project Engineers, Software Developers, Any professional aspiring to be a Project Manager.
Pre-requisites:
You should have a secondary degree (i.e. high school diploma, associate’s degree or the global equivalent) with 7,500 hours leading and directing projects along with 35 hours of project management education.OR You should have a four-year degree with 4,500 hours leading and directing projects along with 35 hours of project management education.
Learn more at: https://bit.ly/2xBzZSD
In this presentation we share information on how to map / integrated the PMBOK Guide Process Groups with a Project Life Cycle. The project life cycle can be a generic model or per the SUKAD CAM2P™ Model (The Customizable and Adaptable Methodology for Managing Projects™).
We share this topic because it is a common area of confusion among PMPs and those studying the PMBOK Guide.
Chapter one introduces the student to the Project Management Body of Knowledge (PMBOK) eight core elements.
1.1 Purpose of the PMBOK
1.2 What is a Project?
1.3 What is Project Management?
1.4 Relationships Among Portfolio Management, Program Management, Project Management, and Organizational Project Management
1.5 Relationships Between Project Management, Operations Management, and Organizational Strategy
1.6 Business Value
1.7 Role of the Project Manager
1.8 Project Management Body of Knowledge
Online PMP Training Material for PMP Exam - Integration Management Knowledge ...GlobalSkillup
Integration Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
1. Project No.:
Document No.:
POST-PROJECT REVIEW – Preparation Guidance
Project Name insert project name
Release Draft/Final Date:
Facilitator:
Project Manager
Project Director:
Project Champion:
Document History
Revision History
Revision
date
Author Summary of Changes
New
Version
Distribution This document has been distributed to:
Name
Date of
Issue
Version
Imperial College – Commercial in Confidence Page 1 of 9
2. PPR Preparation Guide Insert project name Content
Contents
Introduction 1
1Brief Project Description 2
2The Workshop 3
2.1General 3
2.2Pre – PPR Questionnaire 3
3Topics for Evaluation 4
3.1Start-up and Design (Section 1) 4
3.2Procurement and Construction (Section 2) 5
3.3Handover, Operations and User Perspective (Section 3) 6
4Workshop Particulars 7
4.1Workshop Details 7
4.2Agenda and Timings 7
5The next Stage 7
Imperial College – Commercial in Confidence Page 2 of 9
3. PPR Preparation Guid2 Insert project name Date:
Introduction
The purpose of this workshop is to review the completed project through the various
stages from inception to completion and identify both successful and problem areas
with a view to providing a basis from which lessons learnt may be applied to future
projects.
The attendees are:
Client (Project Director, Project Champion, Senior Supplier*, User
Coordinator, End User or User Representative*)
Project Manager *
Cost Manager
Design Team (Architect, M&E Services Engineer, Structural Engineer)
Main Contractor and M&E Contractor
Building Manager
Facility Manager / Maintenance Leader
Architectural Supervisor
M&E Supervisor
CDM Coordinator
IC Duty Holder (Engineer, Maintenance, ICT, H&S etc)
Other Stakeholders – optional, depending on project
* MANDATORY
In order to gain maximum benefit from the workshop, all attendees should share
their accrued experience and not be looking to apportion blame.
Recognition of achievement and success should balance the identification of areas
where there is an opportunity to improve future project performance.
This workshop will normally facilitated by an independent facilitator appointed in
accordance with the PPR procedure.
Imperial College – Commercial in Confidence Page 1 of 9
4. PPR Preparation Guid2 Insert project name Date:
1 Brief Project Description
Imperial College – Commercial in Confidence Page 2 of 9
5. PPR Preparation Guid2 Insert project name Date:
2 The Workshop
2.1 General
The workshop will allow a thorough review of all the insert project or specific stage
outcomes and analyse insert project or specific stage success against the original
objectives. The evaluation is a team effort, where each member of the team is able
to put forward their point of view, identifies good practice; advises on lessons learnt
and makes suggestions to benefit future projects. It is recognised that a successful
aspect of the project for one party, may have been perceived as detrimental by
another.
The workshop will:
Allow data collection
Review the project baseline against the proposal/ brief
Review the actual outcome against the baseline
Review the project approach and processes, including project organisation,
governance and controls
Review contributors performance including external suppliers
Analyse success against the objectives
Allow documentation of the review and learning for future projects.
Each of these will be considered through the various stages of the project from
inception to completion of the construction contract and rectification of snagging.
Following the completion of the workshop insert facilitators name and company will
produce a report summarising the output and conclusions of the review.
2.2 Pre – PPR Questionnaire
A Pre-Workshop Survey will be conducted as part of the PPR workshop preparation.
The questionnaire will be issued as a separate document prior to the workshop. You
are required to complete and return the questionnaire prior to the PPR workshop by
add the proposed date.
It is recognised that all questions cannot be answered by all attendees due to timely
and project stages different involvement. Therefore please leave these boxes, you
might not be able to value against the scale blank and provide comment were
necessary.
Imperial College – Commercial in Confidence Page 3 of 9
6. PPR Preparation Guid2 Insert project name Date:
3 Topics for Evaluation
The following list is intended to form a basis for discussions within the workshop.
The list of questions is intended to prompt discussion and identify both successful
and unsuccessful aspects of the project.
It is expected that the most relevant question for the project are answered during
the workshop.
3.1 Start-up and Design (Section 1)
Was the business case established, robust, and agreed by all stakeholders?
Were user requirements attained, and how were they adjudicated upon?
Was the design brief clear and comprehensive?
Were the cost, time and quality objectives understood by the team?
Were the correct resources available and coordinated?
Were roles and responsibilities clearly defined and understood?
Were stakeholder management responsibilities allocated?
How were the design activities coordinated?
How was the design approved?
Did the design represent good value?
How well were ‘cost in use’ issues related to the final design?
Were any tools (Value Engineering, Risk Management etc) required, or used
during this stage? Were they effective?
Were there any abnormal events or issues that had to be overcome?
Were management and control processes effective?
Were the TAG procedure followed and sign offs achieved.
Were the Exception reports issued according the College’s procedure?
Were risks identified and owners allocated and mitigation procedure agreed?
(Risk Management?
Could the approved budget afford the actually needs. Balance between actual
cost and approved budget.
Was the right Procurement Route and procurement procedures chosen?
Imperial College – Commercial in Confidence Page 4 of 9
7. PPR Preparation Guid2 Insert project name Date:
Took the Interface with College’s supporting departments place during the
design phases.
Did the Design Team perform a good Design Management & Design
Coordination?
Have there been interfaces with the Local Authorities?
Did Public Consultations take place, if necessary?
Was Stakeholder Engagement carried out?
3.2 Procurement and Construction (Section 2)
Success of procurement/ contract strategy – did the route selected achieve the
project objectives? Did it allow for the desired level of flexibility?
Were the tender documents adequate?
Was the review process for the Contractors sufficient?
Was the tender evaluation detailed and clear?
Did Value engineering take place?
Was risk allocated between parties satisfactorily?
Was a partnering ethos maintained during the works? Was this effective?
Was change administered and controlled well?
Why have changes occurred?
What was the course for the uplift in cost (if) – Could it have been anticipated at
briefing stage?
If required, how well were client specialists incorporated into the construction
works?
Were Quality statements effective? How was quality monitored?
Was the programme monitored effectively?
Were costs reported and managed clearly?
Were H&S standards acceptable?
Were any management tools required, or used during this stage? Were they
effective?
Were there any abnormal events or issues that had to be overcome?
Were management and control processes effective?
How did the communications process operate during this phase?
Imperial College – Commercial in Confidence Page 5 of 9
8. PPR Preparation Guid2 Insert project name Date:
Have Contractor’s proposal been reviewed by the TAG forum and the User?
Was the Risk Management successfully implemented by the Contractor and the
College?
Did the Contractor perform a good Design Management?
3.3 Handover, Operations and User Perspective (Section 3)
Were handover procedures clear and effective?
Was there coordination of handover with the Facilities Management Team(s)?
Was there appropriate involvement of User representative in hand over &
snagging process?
Were all manuals provided satisfactorily? (O&M manuals, Building Fabric
manuals, Lock book, equipment manuals/instruction)
Were handover plans used?
Do initial operations indicate that the building is working effectively or
ineffectively?
Has the User been involved during all phases of the project?
Were User expectations managed successfully?
Were User expectations managed successfully?
Is the new space / area suitable for function and purpose?
Did User training take place for the installed systems/equipment?
Did the training of the Engineering staff take place for the installed
systems/equipment?
Have all systems/installation commissioned to satisfaction?
Has the interface with College’s supporting departments been successful and no
difficulties? (Fire Officer, ICT, Signage, Locks and keys etc)
How was the decant handled?
Were the BMS commissioning procedures followed and successful implemented?
Was the College’s direct orders process and progress effective?
Was the snagging/defect procedure clear and effective?
Was there a quick closing out of defect/snags?
Imperial College – Commercial in Confidence Page 6 of 9
9. PPR Preparation Guid2 Insert project name Date:
4 Workshop Particulars
4.1 Workshop Details
Date/Time:
Duration: 3 hours
Venue:
4.2 Agenda and Timings
10:00 Introduction
10:30 Session 1 – Project start-up and Design phase
11:00 Session 2 – Procurement and Construction
11:30 Session 3 – Handover, Operation and User Perspective
12:00 Key Lessons Learnt
12:30 Wrap-up
13:00 Depart
5 The next Stage
The information collated from the workshop shall be reviewed and compiled into a
report by insert facilitators name and company. It shall identify what the group saw
as the successes and less successful aspects of the project and make clear
recommendations for how these may be improved in the future.
Imperial College – Commercial in Confidence Page 7 of 9
10. PPR Preparation Guid2 Insert project name Date:
4 Workshop Particulars
4.1 Workshop Details
Date/Time:
Duration: 3 hours
Venue:
4.2 Agenda and Timings
10:00 Introduction
10:30 Session 1 – Project start-up and Design phase
11:00 Session 2 – Procurement and Construction
11:30 Session 3 – Handover, Operation and User Perspective
12:00 Key Lessons Learnt
12:30 Wrap-up
13:00 Depart
5 The next Stage
The information collated from the workshop shall be reviewed and compiled into a
report by insert facilitators name and company. It shall identify what the group saw
as the successes and less successful aspects of the project and make clear
recommendations for how these may be improved in the future.
Imperial College – Commercial in Confidence Page 7 of 9