The document discusses project assurance, which aims to improve predictability and results in project execution. It does this by building accountability, improving alignment between projects and organizations, and focusing on identifying and resolving issues early. The key aspects of project assurance discussed are monthly project assurance meetings, where project managers report on goal achievement and critical issues, and get feedback to make decisions on actions needed to handle deviations, remove barriers, and exploit opportunities. The goal is to move reporting from past explanations to future-focused steering to ensure projects deliver as expected.
Why do projects fail - the project execution maturity model - basic collabor...Pinnacle Strategies
Why Do Projects Succeed or Fail?
Discover What Really Makes a Difference
Hello Mark,
For too long, project managers have believed that the right planning leads to the right results.
Yet time after time, independent research shows that the current approach to project management fails to produce the outcomes managers expect – and clients want.
It’s clear the traditional solutions to project management are not working. The key to improving project performance is not planning, but execution – creating and sustaining processes and behaviors that deliver consistent, quantifiable results.
Fortunately, the processes and behaviors to deliver consistent execution results are well defined and quantified. These form the Project Execution Maturity Model.
This identifies the elements that drive effective project execution excellence, giving you a measurable means to assess your status, to target areas of improvement, and to make meaningful progress in the way you deliver projects.
You'll learn:
What processes and behaviors lead to lower operating costs, increased throughput, and significant gains in on-time delivery performance
How to confidently identify and work on the right elements to change
Why achieving greater project execution maturity drives increases to your organization's financial performance
How to replicate success, project after project, by learning how to move your organization from ad hoc project management to control of projects, portfolios and continuous strategic improvement
Creating the environment for a profitable organization begins with those that lead and deliver your projects. At the core of what firms do, strategically and intelligently executing projects from proposal to solution fuels growth, creates opportunities, and sustains a strong commitment to your team and your clients. Project Managers are the caretakers of your professional service. Through training based on best practices, they can lead their team to superior outcomes.
A/E Project Management Optimization is a three-part webinar series that will help you understand the conditions in your firm that may be hindering the process, and will present strategies to facilitate excellence at all levels using practical, real-world examples and best practices used by the top firms in the industry.
This Presentation is part two of the entire series.
To puchase the entire series,kindly click on the below link:
http://www.zweigwhite.com/p-792-ae-project-management-optimization-series.aspx
Why do projects fail - the project execution maturity model - basic collabor...Pinnacle Strategies
Why Do Projects Succeed or Fail?
Discover What Really Makes a Difference
Hello Mark,
For too long, project managers have believed that the right planning leads to the right results.
Yet time after time, independent research shows that the current approach to project management fails to produce the outcomes managers expect – and clients want.
It’s clear the traditional solutions to project management are not working. The key to improving project performance is not planning, but execution – creating and sustaining processes and behaviors that deliver consistent, quantifiable results.
Fortunately, the processes and behaviors to deliver consistent execution results are well defined and quantified. These form the Project Execution Maturity Model.
This identifies the elements that drive effective project execution excellence, giving you a measurable means to assess your status, to target areas of improvement, and to make meaningful progress in the way you deliver projects.
You'll learn:
What processes and behaviors lead to lower operating costs, increased throughput, and significant gains in on-time delivery performance
How to confidently identify and work on the right elements to change
Why achieving greater project execution maturity drives increases to your organization's financial performance
How to replicate success, project after project, by learning how to move your organization from ad hoc project management to control of projects, portfolios and continuous strategic improvement
Creating the environment for a profitable organization begins with those that lead and deliver your projects. At the core of what firms do, strategically and intelligently executing projects from proposal to solution fuels growth, creates opportunities, and sustains a strong commitment to your team and your clients. Project Managers are the caretakers of your professional service. Through training based on best practices, they can lead their team to superior outcomes.
A/E Project Management Optimization is a three-part webinar series that will help you understand the conditions in your firm that may be hindering the process, and will present strategies to facilitate excellence at all levels using practical, real-world examples and best practices used by the top firms in the industry.
This Presentation is part two of the entire series.
To puchase the entire series,kindly click on the below link:
http://www.zweigwhite.com/p-792-ae-project-management-optimization-series.aspx
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries. (Part 3 of 11)
There are two handouts to go with this presentation,
- the Project Planning slides as a handout: http://www.slideshare.net/Makewa/3-proj-plan-handouts
- Project Management Terms: http://www.slideshare.net/Makewa/project-management-terms,
& the Project Planning Presenter Notes: http://www.slideshare.net/Makewa/3-proj-plan-notes
With change being a key element of many successful businesses, Managers, Team Leaders and others can be required to run projects themselves, or to take a key role within a project – often with very little, or no training on Project Management tools and techniques.
Project Management skills can help ensure you reach you goals, on time, within budget and with no ‘surprises’! In this webinar we will take a practical look at:
The key stages in any Project
Building a Detailed Plan
Monitoring Progress and Reporting
Completing the Project
This recorded webinar is aimed at HR Managers, Senior Business Leaders and Managers
10 reasons why projects fail or common mistakes to avoidMarianna Semenova
The goal of this presentation it to summarize practical experience and theoretical knowledge to outline 10 main reasons for the projects failure and common mistakes you can avoid on your projects to make them succeed. I hope you will find good tips and a valuable practical advice while reviewing it.
Wrap up the rest of the year with smoother well-defined projects and a toolbox of skills and resources to help you organize and bring projects to life. Whenever you are putting a project together, it is essential to keep timelines in check, follow up, and watch out for scope creep. In this webinar, Brian Pichman will discuss different project management techniques and tools to help you not only have a successful project but more importantly, a well defined and detailed project launch. By having a solid foundation and a few easy-to-use tools, you can significantly reduce that project management stress and be more excited for the next project you tackle!
This presentation explains the basics of a Project Management Framework (PMF). Why you need one, what the basic phases are, and goals/activities of each phase.
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries. (Part 3 of 11)
There are two handouts to go with this presentation,
- the Project Planning slides as a handout: http://www.slideshare.net/Makewa/3-proj-plan-handouts
- Project Management Terms: http://www.slideshare.net/Makewa/project-management-terms,
& the Project Planning Presenter Notes: http://www.slideshare.net/Makewa/3-proj-plan-notes
With change being a key element of many successful businesses, Managers, Team Leaders and others can be required to run projects themselves, or to take a key role within a project – often with very little, or no training on Project Management tools and techniques.
Project Management skills can help ensure you reach you goals, on time, within budget and with no ‘surprises’! In this webinar we will take a practical look at:
The key stages in any Project
Building a Detailed Plan
Monitoring Progress and Reporting
Completing the Project
This recorded webinar is aimed at HR Managers, Senior Business Leaders and Managers
10 reasons why projects fail or common mistakes to avoidMarianna Semenova
The goal of this presentation it to summarize practical experience and theoretical knowledge to outline 10 main reasons for the projects failure and common mistakes you can avoid on your projects to make them succeed. I hope you will find good tips and a valuable practical advice while reviewing it.
Wrap up the rest of the year with smoother well-defined projects and a toolbox of skills and resources to help you organize and bring projects to life. Whenever you are putting a project together, it is essential to keep timelines in check, follow up, and watch out for scope creep. In this webinar, Brian Pichman will discuss different project management techniques and tools to help you not only have a successful project but more importantly, a well defined and detailed project launch. By having a solid foundation and a few easy-to-use tools, you can significantly reduce that project management stress and be more excited for the next project you tackle!
This presentation explains the basics of a Project Management Framework (PMF). Why you need one, what the basic phases are, and goals/activities of each phase.
Final Class Presentation on Project Audit and Closure.pptGeorgeKabongah2
To understand the process of project audit
To recognize the value of an audit to project management
To determine when to terminate a project
To identify various reasons why a project is terminated
To identify checklist
These notes were produced for APM's PQ assessment which I completed and passed in July, 2013. The assessment was based on APM BoK version 5. They are ideally printed at six to a page and then guillotined into pocket sized cards. Please contact me at nickbrook@theiet.org for the six to a page download.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Project assurance - make sure your projects delivers as expected
1. Project Assurance
Terje M. Sæbø
Partner, Considium Consulting Group
Make sure your projects deliver as expected
2. Project Assurance:
- building the organization's capability
to identify and resolve issues
to improve predictability and results in
project execution.
3. • Lack of accountability and ownership for project goals and milestones in project team
• Weak alignment and interaction between project and organisation, customer, partners, suppliers and within sub-projects
• Do not look ahead and/or reacts to slow or to weak to remove barriers or to exploit opportunities
• Reporting process is backward looking and characterized by explaining deviations
• Steering and learning are separate processes
– Too little learning between project managers causes same problems in several projects
• Project Execution Models too complex, bureaucratic and detailed
– Based on control paradigm, fear of failing
– Kills accountability, speed, flexibility and use of professional knowledge
• Projects in trouble get “management help” that does not add value, but adds to the burden
– Extra reviews and reporting, audits, task forces
• Steering comities overlaps established management structures – who takes the required decisions?
Why do projects struggle to meet result expectations
4. Project Status Reporting: Explaining past and status
FuturePast
Activities
“It’s like being in a courtroom where you are judged on past actions and events”
(quote from a Project Manager)
ResultsWhy are you behind?
5. Project Assurance
– from reporting and explanations to steering and actions/decisions
Future
Project
Goals
Past
Results
What does it take to achieve milestones and goals?
Activities
Purpose:
To make sure the project(s) have control and will be successful
Deviations, risks & opportunities
Actions & decisions
Mile-
stone
Mile-
stone
Mile-
stone
6. Both large projects & portfolios
Focus on results on project and portfolio level
• Will the portfolio deliver as expected?
• Will the projects deliver as expected?
• Dependencies & priorities within portfolio
• Participants: Project Managers, Portfolio Manager,
Line management
Focus on result & milestones on work package/sub-project level
• Will you deliver your work package’s critical milestones and goals?
• Dependencies & priorities within the project
• Participants: Project Management Team
Project Assurance of
Projects & Portfolio
Portfolio x
Project Assurance sub-
projects/work packages,
responsibility areas
Project A Project B Project B
Comment: Portfolio manager is the person responsible for the portfolio results. In some organisations called program manager or area manager.
7. Project
Execution
Two main elements
1. Steering platform
• Set clear and committed goals
• Define the Critical Milestones as a team effort
• Values & Ground Rules
Project
Execution
2. Project Assurance Meeting
• Result evaluation future critical milestones & goals
• Dynamic evaluation of risks & opportunities
• Get feedback and advice from management and
colleagues
• Actions and decisions to resolve critical issues &
exploit opportunities
8. Project Dashboard – Project X (tailored for each client)
Goal achievement
Contributio
n forecast
Current
contract value
Current LD
exposure
LD cap
[MNOK/%]
Risks
[MNOK]
Opportunities
[MNOK]
Potential VOR
contr.
[MNOK]
Contingency
[MNOK]
Deviation/Barrier/Opportunity Consequence Have done Will do/decisions needed Resp Due Date
Key issues that needs to be addressed:
Key figures
Contribution:
Target
Contribution:
Stretch Target
On Time
Delivery
Quality
Project
team
Customer
relations
YES, will achieve goal
YES, will achieve goal but currently
behind or major risks present
NO, Will not achieve goal, decision
required
9. Visual project management
Each project creates a critical milestone schedule
• For each new project: Project
Management team define upcoming
critical milestones
• The milestone schedule is
established as a joint effort by the
Project Management team to
build commitment and
accountability
• The milestones are selected
based on criticality, depending on
contract, scope and customer
• Schedule should be updated
every 6-12 months – depending
on project need
Milestone schedule Illustration
www.considium.no
<Project>, Critical Milestones (month, year)
Engineering
Supplychain
Materialsand
subcontractors
Manu-
facturing
Milestone)E1)
dd-mm-yy)
Ok) dd-mm-yy)
Milestone)E2)
dd-mm-yy)
Ok) dd-mm-yy)
Milestone)S1)
29-09-11)
Ok) dd-mm-yy)
Milestone)S2)
dd-mm-yy)
dd-mm-yy)
MS)S4)
dd-mm-yy)
dd-mm-yy)
MS)M1)
dd-mm-yy)
dd-mm-yy)
MS)S3)
dd-mm-yy)
Ok dd-mm-yy)
Start)
Manufact.)
dd-mm-yy)
dd-mm-yy)
MS)M3)
dd-mm-yy)
dd-mm-yy)
Complete(
dd-mm-yy)
dd-mm-yy)
MS)E3)
dd-mm-yy)
dd-mm-yy)
MS)E4)
dd-mm-yy)
dd-mm-yy)
Descrip@on)
Pl.)date)
Forecast)
10. Be prepared and know your situation and outlook
Preparation
Project
Assurance
Meeting
What are the key issues I need advice or decision on to achieve agreed results?
What do I need to get out of the meeting?
Milestone schedule
Progress & cost reports
Project goals
Situational assessment
(engage your team)
Result and risk &
opportunity evaluation.
Propose actions &
decisions www.considium.no
<Project>, Critical Milestones (month, year)
Engineering
Supplychain
Materialsand
subcontractors
Manu-
facturing
Milestone)E1)
dd-mm-yy)
Ok) dd-mm-yy)
Milestone)E2)
dd-mm-yy)
Ok) dd-mm-yy)
Milestone)S1)
29-09-11)
Ok) dd-mm-yy)
Milestone)S2)
dd-mm-yy)
dd-mm-yy)
MS)S4)
dd-mm-yy)
dd-mm-yy)
MS)M1)
dd-mm-yy)
dd-mm-yy)
MS)S3)
dd-mm-yy)
Ok dd-mm-yy)
Start)
Manufact.)
dd-mm-yy)
dd-mm-yy)
MS)M3)
dd-mm-yy)
dd-mm-yy)
Complete(
dd-mm-yy)
dd-mm-yy)
MS)E3)
dd-mm-yy)
dd-mm-yy)
MS)E4)
dd-mm-yy)
dd-mm-yy)
Descrip@on)
Pl.)date)
Forecast)
www.considium.no
Project Dashboard - <project name>
Goal%achievement%
Current%
contract%
value%
Current%LD%
exposure%
[MNOK]%
LD%cap%
[MNOK/%]%
Risks%
[MNOK]%
Opportuni@es%
[MNOK]%
Poten@al%VOR%
contr.%
[MNOK]%
Con@ngency%
[MNOK]%
7.7# 7.7#
Deviation/Risk/Opportunity Have done Will do/decisions needed Resp Due Date
Top%issues%that%need%to%be%addressed:%
Key%figures%
Contribu@on:%
Forecast%
Contribu@on:%
Stretch%Target%
Contract%
Delivery%
Current%
Delivery%
Quality% HSE%
Customer%
rela@ons%
[MNOK/%]# [MNK/%]# dd.mm.yy# dd.mm.yy#
Customer#
Acceptance#
Zero#Accidents#
Sa>sfied#
customer#
YES, will achieve goal
YES, will achieve goal but currently
behind or major risks present
NO, Will not achieve goal, decision
required
11. The Project Assurance Meeting
– early warning of bad news is second best to good
– milestones and/or results will NOT be achieved as agreed or not within time
• What do you intend to do about it – and what decisions need to be taken?
• What risks and opportunities do you see ahead – and what actions do these
require?
• Do we as a team agree with the situation assessment?
• Do you need help? How can the team contribute to find new solutions?
YES
NO
Will you achieve your results and milestones within time?
– milestones and results will be achieved within time
• What risks and opportunities do you see ahead – and what actions do these
require?
• Do we as a team agree with the situation assessment and the mitigating actions? If
not, put it on the table
12. Strict agenda stimulates feedback, learning and decisions
Check out Yes/No
Presentation of
Dashboard and feedback
Agenda items and decisions
Check out YES or NO – "Will you achieve your
results and milestones within time?"
• Write up answers on whiteboard
The goal of the meeting is to use the
teams collective knowledge to make the
required decisions that will turn a NO
into a YES
• If YES, focus on risk
Each project goes through critical
milestones and dashboard with proposed
actions/decisions (10 min.)
Feedback and advice from the other
participants
• Agree/disagree with assessment &
proposed actions
• Suggestions on what to do (not
questions)
• Take quick decisions
Issues that require a more thorough
discussion before decision is written up
Prioritize and go through the agenda points
to make sure the required decisions are
taken
Summarize key actions and decisions
Evaluate meeting
1 2 3
1
2
3
Issue from project x
Cross project issue
www.considium.no
Project Dashboard - <project name>
Goal%achievement%
Current%
contract%
value%
Current%LD%
exposure%
[MNOK]%
LD%cap%
[MNOK/%]%
Risks%
[MNOK]%
Opportuni@es%
[MNOK]%
Poten@al%VOR%
contr.%
[MNOK]%
Con@ngency%
[MNOK]%
7.7# 7.7#
Deviation/Risk/Opportunity Have done Will do/decisions needed Resp Due Date
Top%issues%that%need%to%be%addressed:%
Key%figures%
Contribu@on:%
Forecast%
Contribu@on:%
Stretch%Target%
Contract%
Delivery%
Current%
Delivery%
Quality% HSE%
Customer%
rela@ons%
[MNOK/%]# [MNK/%]# dd.mm.yy# dd.mm.yy#
Customer#
Acceptance#
Zero#Accidents#
Sa>sfied#
customer#
YES, will achieve goal
YES, will achieve goal but currently
behind or major risks present
NO, Will not achieve goal, decision
required
www.considium.no
The Project Assurance Meeting
– milestones and/or results will NOT be achieved as agreed or not within time!
• What do you intend to do about it – and what decisions need to be taken?!
• What risks and opportunities do you see ahead – and what actions do these
require?!
• Do we as a team agree with the situation assessment?!
• Do you need help? How can the team contribute to find new solutions?
YES
NO
Will you achieve your results and milestones within time?
– milestones and results will be achieved within time!
• What risks and opportunities do you see ahead – and what actions do these
require?!
• Do we as a team agree with the situation assessment and the mitigating actions? If
not, put it on the table
13. Why are you behind?
Why did/didn’t you …?
What does it take to get back on track?
What might we do?
Future
Defensiveness
Blaming
Cover your back
Frustration
Proactivity
Initiative
Responsibility
Motivation
Results & Milestones
Risks & Possibilities
Actions & Decisions
Activities
Problems
Explanations
Create forward focus by asking the right questions
Past
14. • During the project assurance meeting the leader must avoid taking the responsibility and initiative away from his
team-members.
• Follow-up meetings are often focused on what the manager considers as necessary actions – while the team-
members who actually should be followed up, are given the role as listeners.
• The consequence is that the delegated responsibility has been withdrawn.
• The persons who are followed up must act as a chairman during their own presentation and ensure that
necessary decisions are taken!
Keep responsibility where it belongs
15. Meeting rules
Do Don’t
Specify the problem to be solved Submit to storytelling and problem explanation
Make commitments with critical stakeholders on their
part in resolving the problem
Make superficial preparations / establish unclear
prerequisites
Have at least one suggested way to resolve the problem Just present the problem or only asking questions
Demonstrate problem solving behavior and what it takes
to resolve the issue
Sit on the balcony arguing why the problem is insolvable
16. • As project manager you need to have full attention on your project
– Make sure the project deliver as promised
– Transparent and open about deviations, risks & opportunities as early as possible
• As a business manager you are accountable to the overall success of the business
– Make sure WE AS A TEAM deliver as promised
– Help your colleagues to succeed by providing feedback and suggestions to resolve issues
– Compensate for losses or overspending in other projects
• So…
– Think both unit and unity
– Challenge yourself and the others
– Invite the others to challenge you
Like race horses, project managers need to wear blinders
..... but, not all the time. You are also a business manager
17. Project Assurance is about moving from reporting to steering
Project Assurance is about making sure the project will be
successful
ü Improved predictability of execution and results
- early warning, early actions/decisions
ü Increased accountability and commitment to project goals
ü Increased commercial focus in Project Management Team
ü Better handling of dependencies between Work Packages (on project
level) and between projects (on portfolio level)
ü Improved alignment and interaction between projects and line
organization
ü Clear identification of bottlenecks in organizational setup and processes
Monthly meetings the main arena for Project Assurance
• The Project Assurance meeting is a decision meeting,
not a status meeting
• Project Managers report on goal and achievement (not
status) and related critical issues
• Projects Managers come prepared with proposed required
actions and decisions to:
• Handle deviations
• Remove barriers
• Exploit opportunities
• Meeting provides feedback, support and makes decisions
– Focus on what it takes to achieve goals
Project Assurance to ensure forward looking... ... by focusing on future milestones/goals
Will you achieve
your results and
milestones within
time?
Yes
NoFuture
Project
Goals
Past
Results
Activities
Deviations, risks &
opportunities
Actions & decisions
M1 M2 M15