1. Scope This document outlines a framework for rebaselining the IT projects managed by Global Payments PMO. This framework includes i. Conditions under which IT projects can be rebaselined, ii. Rebaseline policy that describes various steps in the rebaseline process. 2. Sources The framework outlined in this document was developed based on the guidelines from the following reports. 1. Information Technology – Agencies Need to establish Comprehensive Policies to Address Changes to Projects’ Cost, Schedule, and Performance Goals; US GAO 2. Cost Assessment Guide – Best Practices for Estimating and Managing Program Costs; US GAO 3. Integrated Baseline Review (IBR) Guide, Working Release for Draft and Comment April 1, 2010 Revision; National Defense Industrial Association - Program Management Systems Committee 4. The Program Managers’ Guide to the Integrated Baseline Review Process –April, 2003 3. Abbreviations 1. PMB - Performance Measurement Baseline 2. IBR - Integrated Baseline Review 3. GAO - Government Accountability Office 4. Rebaseline Framework 4.1 Why Rebaseline a project? Factors external or internal to a project may often impact its Performance Measurement Baseline (PMB). A project’s PMB includes Scope baseline, Cost baseline, and Schedule baseline. A change (beyond a certain threshold) in any of these baselines requires that the project be rebaselined. In the absence of a rebaseline, variances get bigger and often obscure management’s ability to spot new trends and problems. Rebaselining is an important step in the project management exercise in that, if done frequently and improperly, it can be used to mask cost overruns and schedule delays. This necessitates a governance mechanism around project ... ... middle of paper ... ... place to prevent recurrence. 4.3.1 Responsibility Matrix for rebaseline policy Responsibility matrix for each of the activities in the rebaseline policy is shown below. Activity Responsibility Describe reasons when a rebaseline is warranted Project Manager Developing a new baseline Project Manager Validating the new baseline Project Management Office Management Review Stakeholders, Sponsors, Project Management Office, Project Manager, Team members Document the Process Project Manager Works Cited http://www.gao.gov/new.items/d08925.pdf www.gao.gov/new.items/d071134sp.pdf http://www.ndia.org/Divisions/Divisions/Procurement/Documents/PMSCommittee/CommitteeDocuments/OtherDocuments/NDIA_PMSC_IBR_Guide_Rev_040110.pdf http://www.ndia.org/Advocacy/Resources/Documents/Content/NavigationMenu/Advocacy/Resources/PDFs30/program_managers_guide.pdf
As the world is constantly changing in terms of program needs and the requirements to achieve them, there is a demand for innovative and tactical ways to increase success in achieving project objectives. The ever-changing technological climate, market dynamics, relatively short-lived solutions and the arduous integration of business and I.T., have proved stumbling blocks in managing complex programs and ultimately attaining desired results on time and on budget.
The information for this report was gathered from several Web sites and the main points of this report are discussed as follows:
I designed implemented at the Veterans Affairs as the Director of Vendor Management a balance scorecard with four quadrants for 1) internal processes, 2) customer service, 3) financial metrics, 4) and learning development. Sharing individual experiences with stakeholders is an effective leadership method to reduce organizational resistance and gain stakeholders trust. Key performance metrics provides a tool for problem identification and remediation of project risks throughout the life cycle of a project. My model identified the increased failure rate of IT investments suggests a systemic weakness of federal agencies project managers’ ability to use project management methodologies, investment frameworks, and IT governance models effectively
Moving away from the functional silo structures to the pure project structure works well in some industries such as the construction industry. It entails a fixed ...
This case also shows that the balanced scorecard is an important first step in for providing support in measuring and improving the quality standards in large projects (Basu, 2009). This case also shows that even other more expensive alternatives that can be used to evaluate the project don’t give the managers the same or as good of a view as the balanced scorecard does. The balanced scorecard is successful because it breaks everything down to the basics and makes it easy to read and understand. The balanced scorecard for this project was able to show the managers not only their shot term goals but also the long range goals for the project which allowed them to follow through on everything that they wanted to happen. By using the balanced scorecard the managers at every level of the Heathrow Terminal 5 project were able to see the goals that had been set and were able to follow through and achieve those goals. Since the balanced scorecard is a living breathing document it can easily be reevaluate throughout the course of the year to ensure that the company is still on track with the goals they have set. If they have gotten off track or something has changed it is easily changed on the balanced scorecard so that everyone in the company is able to see the change and move towards the new
Suggestions are provided for faster completion of the project by going online. Although, third-party vendor stepped in to deliver results, inadequate information, improper planning and missing of key milestones led to selection of PM Solutions for better results and quicker assessments of the IT transformation programs and build them
Projects are widely used by many organizations and government institutions in the course of conducting their business. One of the reasons for this is because they have been proven to be effective in initiating change and translating strategic programs into daily activities. However, it has been established that most projects fail to deliver on time, budget, and customer specifications. In most cases, this failure is caused by over-optimism by the project management team. This over-optimism commonly referred to as optimism bias can simply be defined as overestimating the projects benefits and conversely underestimating its cost and duration time. Research have portrayed that this is often caused by failure to properly identify, understand, and manage effectively the risk associated with the project therefore putting its success at jeopardy(Mott McDonald, 2002). Fortunately, this biasness can be detected and minimized during the project gateway process.
Sharma, D., Stone, M., & Ekinci, Y. (2009). IT governance and project management: A qualitative study. Journal of Database Marketing & Customer Strategy Management, 16(1), 29-50.
The adage of the adage of the ad Juran Institute’s Six Sigma Breakthrough and Beyond. New York, NY: The McGraw-Hill Companies. Gray, C., Larson, E. (2008). Project Management: The managerial process. New York, NY: McGraw-Hill Companies, Inc.
Project Management Institute (PMI) (2013). Project Management Professional (PMP) Handbook. [ONLINE] Available at: http://www.pmi.org/certification/~/media/pdf/certifications/pdc_pmphandbook.ashx. [Last Accessed 20 April 2014].
The introduction and literature review sections will introduce the problem and provide general information. The methods and results will provide specific, detailed information about this research project and the discussion/conclusion will discuss the findings in a larger context. The following section will describe each of these parts in more detail. Additional information can be found in the Resources section of this module and in the Suggested Readings.
Project management is said to be completed within time when it completed within the “triple constraints”: cost, time and quality. And in a lot of causes, one them is sacrificed so as to meet the other two. Project managers prioritize which ones are the most important.
Every construction project is unique in nature and problems occurred are unpredictable. A lot of activities are involved in one project. So rework cannot be avoidable. Rework & wastages is recognized as non-value adding items which affects the performance and productivity of construction projects (Alwi, 2002). There are various terms associated with rework such as non-conformance, quality deviations, quality failures and defects.
In this literature review I will examine each topic briefly and explain the key issues I will then go on to talk about my research in relation to the key issues that I have identified
When planning a new project, how the project will be managed is one of the most important factors. The importance of a managers will determine the success of the project. The success of the project will be determined by how well it is managed. Project management is referred to as the discipline that entails the processes of carefully planning, organizing, controlling, and motivating the organization resources so as to foster and facilitate the achievement of specific established and desired goals and meet the specific criteria of success required in the organization (Larson, 2014). Over the course of this paper I will be discussing and analyzing the importance of project management.