The document describes the calculation methodology for the Project Status and Performance index. It defines key terms like Earned Value (EV), Actual Value (AV), and Planned Value (PV) that are used to calculate the Schedule Performance Index (SPI) and Schedule Variance (SV). An example calculation is provided where the SPI is 0.8125, indicating the project is slightly behind schedule. SPI values between 0.8-0.99 are considered yellow status.
The document outlines the percentage breakdown of time and cost for various phases of a project. It allocates 70% of total cost to the Bill of Quantity (BOQ) and 80% of total time to the execution phase. Other phases like planning, implementation, control and monitoring, documentation and closing make up the remaining 30% of cost and 20% of time respectively.
This document outlines the roles and responsibilities of various parties involved in a project. It identifies the requesting department, project sponsor, project management office (PMO), project manager (PM), project team, contractor, and others. It provides brief descriptions of who is responsible for approving technical and financial offers, scope changes, participating in requests for proposals, technical analysis, deliverables, communication regarding technical aspects, communication plans, and project closing.
The document discusses several topics related to developing a high-level program business case. It provides definitions of a program and the purpose of a business case. The business case components are listed. It also discusses the differences between programs and projects, the interaction between program and project managers, identifying and analyzing stakeholders, and critical success factors.
This document discusses key concepts in program management including the differences between projects and programs, program governance, and benefits realization planning. It defines a program as a group of related projects managed to achieve business benefits, while a project creates unique products or services. Effective program governance involves developing policies, roles, and oversight mechanisms. A benefits realization plan identifies the benefits to be achieved, how they will be measured, and who is responsible for delivery over time.
The presentation summarizes a process for rapidly assessing and recovering troubled projects. It discusses applying and utilizing an assessment process to focus on completing plans, track progress, and adjust plans as needed. It also addresses managing people issues by understanding human behavior, ensuring clear communication and skills, motivating teams, and defining roles and responsibilities. The presentation provides information on people issues to address, such as requirements, technology, knowledge transfer, and work environment, as well as managed issues like involvement, conflicts, training, and evaluating maturity levels.
The document describes the calculation methodology for the Project Status and Performance index. It defines key terms like Earned Value (EV), Actual Value (AV), and Planned Value (PV) that are used to calculate the Schedule Performance Index (SPI) and Schedule Variance (SV). An example calculation is provided where the SPI is 0.8125, indicating the project is slightly behind schedule. SPI values between 0.8-0.99 are considered yellow status.
The document outlines the percentage breakdown of time and cost for various phases of a project. It allocates 70% of total cost to the Bill of Quantity (BOQ) and 80% of total time to the execution phase. Other phases like planning, implementation, control and monitoring, documentation and closing make up the remaining 30% of cost and 20% of time respectively.
This document outlines the roles and responsibilities of various parties involved in a project. It identifies the requesting department, project sponsor, project management office (PMO), project manager (PM), project team, contractor, and others. It provides brief descriptions of who is responsible for approving technical and financial offers, scope changes, participating in requests for proposals, technical analysis, deliverables, communication regarding technical aspects, communication plans, and project closing.
The document discusses several topics related to developing a high-level program business case. It provides definitions of a program and the purpose of a business case. The business case components are listed. It also discusses the differences between programs and projects, the interaction between program and project managers, identifying and analyzing stakeholders, and critical success factors.
This document discusses key concepts in program management including the differences between projects and programs, program governance, and benefits realization planning. It defines a program as a group of related projects managed to achieve business benefits, while a project creates unique products or services. Effective program governance involves developing policies, roles, and oversight mechanisms. A benefits realization plan identifies the benefits to be achieved, how they will be measured, and who is responsible for delivery over time.
The presentation summarizes a process for rapidly assessing and recovering troubled projects. It discusses applying and utilizing an assessment process to focus on completing plans, track progress, and adjust plans as needed. It also addresses managing people issues by understanding human behavior, ensuring clear communication and skills, motivating teams, and defining roles and responsibilities. The presentation provides information on people issues to address, such as requirements, technology, knowledge transfer, and work environment, as well as managed issues like involvement, conflicts, training, and evaluating maturity levels.