...Springfield Interchange Improvement Project design. In the implementation phase, the discussion addresses detailed design, construction, and commis- sioning. Finally, in the closeout phase, the discussion reflects on overall performance, project status, and project evaluation. The Inception Phase The Springfield Interchange is one of the most complex and dangerous interchanges in the United States (Sipress & Reid, 1999). Situated fifteen miles south of Washington, DC, where the Capital Beltway intersects Interstate Highways I-95 and I-395, the interchange is aptly nicknamed the ‘‘Mixing Bowl,’’ as four of the region’s heaviest streams of traffic rush together in a fury of bobbing and weaving and last- second lane changing in an effort to negotiate the outdated traffic patterns. As many as 375,000 vehicles commute via this route every day, in addition to the constant traffic of I-95, the primary East Coast commercial corridor. The interchange held the distinction of having more accidents than any section of the Beltway or any other area of road in Virginia. Although delays and driver confusion continually reinforced the need to improve the interchange, it was traffic safety issues that finally moved the project off the wish list and onto the drawing board (Behr, 1999). Although overriding safety concerns drove the project, not everyone was excited about the prospects of...
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... S O L U T I O N S * I D E A S * S O L U T I O N S * I D E A S Brought to you by Project Agency www.projectagency.com Why Write This Booklet and Who Wrote It? Ron Rosenhead is Managing Director of Project Agency. He believes the modern day manager needs project management skills to deliver the organisations’ agenda. He therefore decided to write this book to help support them. The writing of this Tips Booklet fits nicely with the company motto “Helping organisations deliver projects effectively.” The word project can be misleading. Many people think of large scale building works or changes in information technology. Your project may not be as big as those quoted; preparing and writing a report, developing an internet product alongside marketing and sales plan, relocating an office. They all need careful planning. This tips booklet is based on the unique Project Agency Project Management System - PMS. It has been used in many organisations and is a tried and tested and very flexible model. This booklet will help you in many ways: • Providing you with a structure to manage your projects • Giving practical advice based on over 10 years of running workshops and projects • Answering many of the questions posed by people involved in projects • Using it to check current project management practices in your organisation You, the reader may be a one person business or working in a global company with many thousands...
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...and mitigation Management and monitoring Auditing Public participation Managing uncertainty Techniques Final report - Environmental impact statement The EIA process makes sure that environmental issues are raised when a project or plan is first discussed and that all concerns are addressed as a project gains momentum through to implementation. Recommendations made by the EIA may necessitate the redesign of some project components, require further studies, suggest changes which alter the economic viability of the project or cause a delay in project implementation. To be of most benefit it is essential that an environmental assessment is carried out to determine significant impacts early in the project cycle so that recommendations can be built into the design and cost-benefit analysis without causing major delays or increased design costs. To be effective once implementation has commenced, the EIA should lead to a mechanism whereby adequate monitoring is undertaken to realize environmental management. An important output from the EIA process should be the delineation of enabling mechanisms for such effective management. The way in which an EIA is carried out is not rigid: it is a process comprising a series of steps. These steps are outlined below and the techniques more commonly used in EIA are described in some detail in the section Techniques. The main steps in the EIA process are: • screening • scoping • prediction and mitigation • management and monitoring •...
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...Lessons Learnt Report First National Bank, Ohio MIS Project Management CONTENT Title Page 1. INTRODUCTION 3 2. SUMMARY 4-5 3. STAKEHOLDERS 6-7 4. FACTORS THAT CONTRIBUTED TO FAILURE 8 5. MANAGEMENT METHODOLOGY 9-11 6. PROJECT COST MANAGEMENT 12-14 7. RECOMMENDATIONS 15-17 8. CONCLUSION 18 I. BIBLIOGRAPHY & REFERENCES 19 1. INTRODUCTION The following document is a comprehensive ‘Lessons LearntReport’ on the First National Bank of Ohio’s MIS Project. This report was compiled by a team of professional project managers and gives an objective insight to the project in full. Throughout this entire report we will describe the lack of proper planning and strategy, which impacted the First National Bank of Ohio’s MIS Project. (Kerzner, Harold R., (2009) Project Management Case Studies. Available at: http://books.google.ie/books?id=OVG0xdkgX28C&printsec=frontcover&source=gbs_ge_summary_r&cad=0#v=onepage&q&f=false [Accessed: 10 Nov 2014]). 2. SUMMARY In the 70’s First National Bank was a fast growing organisation in the financial market. They had experienced significant growth and expansion in a relatively short period of time. Key to this was their ability to buy a number of other banks. These mergers and acquisitions led to rapid growth including the expansion of the company’s employees by 35% and total assets by 70%. This added additional organisational structure complexity...
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...Project Management-C101 Section A Part One: 1. C) Project 2. C) Lower cost of capital 3. D) Projects involve little uncertainty 4. C) Meeting communications goals 5. A) Proposal 6. A) Project Management 7. A) Strategic, tactical 8. B) Program 9. D) Technical skills 10. B) Process Part Two: Q1. Project management is a one-time carefully planned and organized effort to achieve a specific goal. Project management includes: Developing a project plan, which includes defining project goals and objectives, specifying tasks or how goals will be achieved, what resources are need, and associating budgets and timelines for completion Implementing the project plan, carefully to make sure the plan is being managed according to plan. The different phases of a project lifecycle are as below: Project Lifecycle 1. Project Initiation Project Initiation in simple terms is: starting up the project. We initiate a project by defining its reason, business goals, and scope. The reason for initiating it, and the propose solution to be implemented. We will also put together a project team, define early milestones, and early budget proposal. With the above information we can move on and perform an end of Phase study in order to get a GO No GO decision. 2. Project Planning Once we define the project and assemble the project team, we are ready to enter the in depth Project Planning phase. This involves creating the "PMP", Project Management Plan, in...
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...MIS Project Management at First National Bank Lessons Learned Report Prepared by: Group B 09-12-2013 Table of Contents 1. Introduction 3 2. Project Overview 4 3. Contributing Factors to Failure 5 3.1. Project Proposal Lifecycle 5 3.2. Planning and Communications 6 3.3. Risk Management 6 3.4. Stakeholder Involvement 7 4. Recommendations 9 4.1. Inter-Departmental / Stakeholders Conflict Management 9 4.2. Effective Planning and Communications Strategy 11 4.3. Shorter proposal lifecycle 11 4.4. Introduction of Risk Management mechanism 12 5. Conclusion 12 6. Bibliography 13 Introduction “Collecting and analyzing successes and failures is a valuable tool to improving performance. This information, once captured, can be used to streamline future projects and ensure a successful launch for the next project or team. Everyone benefits by reviewing past activities and decisions to learn what worked, what didn’t, what can be changed, and what must be managed”. The following Lessons Learned report has been concluded by applying the formal project management knowledge to case study of MIS project at First National Bank. This document will depict project management failures and their causes and use them to generate recommendations by identifying new approaches/improvements. The first part of the report is an overview of the project and analysis of its factual background information. Project stakeholders will be...
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...Scope Management Plan Project Details Project: New recruitment and selection process Project Sponsor: Michelle White Project Manager: Jasmin Donaldson Start Date: 24/06/2015 Completion Date: 24/09/2015 Document Details Version | Modifications | Author | Date | 1 | Nil | Jasmin Donaldson | 23/06/2015 | | | | | | | | | | | | | Approvals This document requires the following approvals: Name | Role | Signature | Date | Version | Michelle Blake | Project Sponsor | | | | Kelsey Johnson | Senior Manager | | | | Scott Butterworth | Operational Manager | | | | Aymon White | Recruitment Specialist | | | | | | | | | | | | | | Distribution This document has been distributed to: Name | Role | Date of Issue | Version | Michelle Blake | Project Sponsor | 24/06/2015 | 1 | Kelsey Johnson | Senior Manager | 24/06/2015 | 1 | Scott Butterworth | Operational Manager | 24/06/2015 | 1 | Aymon White | Recruitment Specialist | 24/06/2015 | 1 | | | | | | | | | Introduction This project is focussing on introducing a new staff recruitment and selection process. The team and I plan on taking the current process and making it more manageable and thorough to ensure we are recruiting the right people for our organisation. This management plan will set out all the requirements to complete this project within the given timeframe of 3 months. Scope Management Approach The scope of the new recruitment and selection process includes creating new procedures...
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...Project Management Document Reference GN 1.1. V.1.0. 28 July 2009 © 2009 Department of Finance Published by: Department of Finance Government Buildings Upper Merrion Street Dublin 2. This document is not to be taken as a legal interpretation of the provisions governing public procurement. All parties must rely exclusively on their own skills and judgement or upon those of their advisors when making use of this document. The Government Construction Contracts Committee (GCCC), the National Public Procurement Policy Unit (NPPPU) and the Department of Finance and any other contributor to this guidance note do not assume any liability to anyone for any loss or damage caused by any error or omission, whether such error or omission is the result of negligence or any other cause. Any and all such liability is disclaimed. Contents 1: Introducing Project Management for Capital Works Projects 3 1.1 Overview 3 1.2 Project Management Principles for Capital Works Management Framework 3 1.3 Influencing Factors 3 1.4 Managing the Project Programme 3 1.5 Administrative Procedures 3 ...
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...Project Management-C101 Section A Part One: 1. C) Project 2. C) Lower cost of capital 3. D) Projects involve little uncertainty 4. C) Meeting communications goals 5. A) Proposal 6. A) Project Management 7. A) Strategic, tactical 8. B) Program 9. D) Technical skills 10. B) Process Part Two: Q1. Project management is a one-time carefully planned and organized effort to achieve a specific goal. Project management includes: Developing a project plan, which includes defining project goals and objectives, specifying tasks or how goals will be achieved, what resources are need, and associating budgets and timelines for completion Implementing the project plan, carefully to make sure the plan is being managed according to plan. The different phases of a project lifecycle are as below: Project Lifecycle 1. Project Initiation Project Initiation in simple terms is: starting up the project. We initiate a project by defining its reason, business goals, and scope. The reason for initiating it, and the propose solution to be implemented. We will also put together a project team, define early milestones, and early budget proposal. With the above information we can move on and perform an end of Phase study in order to get a GO No GO decision. 2. Project Planning Once we define the project and assemble the project team, we are ready to enter the in depth Project Planning phase. This involves creating the "PMP", Project Management Plan, in...
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...IJCSI International Journal of Computer Science Issues, Vol. 7, Issue 5, September 2010 ISSN (Online): 1694-0814 www.IJCSI.org 94 A Comparison Between Five Models Of Software Engineering Nabil Mohammed Ali Munassar1 and A. Govardhan2 1 Ph.D Student of Computer Science & Engineering Jawahrlal Nehru Technological University Kuktapally, Hyderabad- 500 085, Andhra Pradesh, India Professor of Computer Science & Engineering Principal JNTUH of Engineering College, Jagityal, Karimnagar (Dt), A.P., India 2 Abstract This research deals with a vital and important issue in computer world. It is concerned with the software management processes that examine the area of software development through the development models, which are known as software development life cycle. It represents five of the development models namely, waterfall, Iteration, V-shaped, spiral and Extreme programming. These models have advantages and disadvantages as well. Therefore, the main objective of this research is to represent different models of software development and make a comparison between them to show the features and defects of each model. Keywords: Software Management Processes, Software Development, Development Models, Software Development Life Cycle, Comparison between five models of Software Engineering. increased recently which results in the difficulty of enumerating such companies. During the previous four decades, software has been developed from a tool used for analyzing information...
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...Chapter 2: The Project Management and Information Technology Context Learning Objectives o Describe the systems view of project management and how it applies to IT projects. o Understand organizations, including the four frames, organizational structures, and organizational culture. o Explain why stakeholder management and top management commitment are critical for a project’s success. Learning Objectives (Cont.) o Understand the concept of a project phase and the project life cycle and distinguish between project development and product development. o Discuss the unique attributes and diverse nature of IT projects. Projects cannot be Run in Isolation o Projects must operate in a broad organizational environment. o Project managers need to use systems thinking: n Taking a holistic view of a project and understanding how it relates to the larger organization. o Senior managers must make sure projects continue to support current business needs. A Systems View of Project Management o The term systems approach emerged in the 1950s to describe a holistic and analytical approach to solving complex problems. o Three parts include: n Systems philosophy: an overall model for thinking about things as systems, which are interacting components that work within an environment to fulfill some purpose. n Systems analysis: Problem-solving approach. n Systems management: Address business, technological, and organizational issues before making changes to systems. Three...
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...SUBMARINE PROJECT EXECUTIVE SUMMARY Background The Collins Class Submarine (CCSM) Project has been the subject of intense media scrutiny since it was first announced that Australia was to undertake a project on this scale. Over the years, the notion that Australia would attempt to manufacture a system as complex as a submarine has been scoffed at by a number of senior politicians and military commanders. The notion and sheer audacity of divorcing the influences and support of the UK and US was a stark reflection on the level of confidence in Australia’s shipbuilding industry at the time and an indication of backward-thinking executives. By sheer luck the alignment of the economics of the day, a change in government and the drive of a handful of enthusiastic, intelligent people led to the inception of the CCSM Project – arguably the largest, most complex project ever undertaken in Australia. The very thought of Australia being able to not only build a system as complex as a submarine but also to equip it with the latest technology supplied by Australian companies, appeared audacious to say the least (Peter Yule 2008). If it were not for the ambitions and foresight of a small group of people across a number of organisations, the project would have been doomed from the start and Australia’s proud submarine force would have dwindled into extinction. Discussion The CCSM Project highlights a number of important lessons which typify the principles of Project Management Body of Knowledge...
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...coming from the following aspects: * Global projects and global presents require global operation in recruiting, talent management and retention; * Inadequate supply from qualified talent and high turnover ratio; * Local content requirements from National Oil Companies (NOCs) increase the complexity in organization, resource and supplier chain; * Political and maritime risk impact from emerging market with instability exists in their political and economics environments. In order to solve those problems and challenge, the paper, “Unleashing people performance for higher global profits and productivity “, developed 5 strategies to improve business profits, employee productivity and talent retention: * Operate in global base: develop a global perspective on talent management. * Innovation in talent management: it is a process and objective orientated innovation to improve the quality of the talent management. * Emphasize career and leadership development: Enhance effectiveness in recruiting, developing, evaluation process by utilizing new approaches. * Alignment: Focus on alignment between individual career path and organization objectives, and reward performers across the cultures. * New technologies: leverage technology into the talent management and bring the synergy. 2. Case Study Working as products manager for Global product line in FMC Technologies, I fully agree with the issues raised in this paper. FMC Technologies, as a world...
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...Processes of Project Procurement Derrick A. Gardner University of Maryland University College PMAN 641 March 1, 2015 Project procurement management is an overall process that identifies and acquires the necessary products and services to successful support the development or the ongoing work of a project. Typically, it is the project managers responsibility to oversee the entire procurement process. However, in some instances, the company or organization may seek another person to carryout these responsibilities. According to the PMBOK (2013), there are four processes to project procurement management: Plan Procurements; Conduct Procurements; Administer Procurements; and Close Procurements. Upon examining the processes from the PMBOK, it has been discovered that each of these processes interact with one another to ensure that the designated project is executed successfully. To demonstrate the effectiveness of each component of the procurement management process, this paper will analyze each component and how they were successfully used, or could be applied in The Springfield Interchange Improvement Project case study. PLAN PROCUREMENTS According to the PMBOK (2013), Plan Procurements is the process of documenting project purchasing decisions, specifying the approach, and identifying potential sellers. During this phase, project managers utilize the plan procurement process and their techniques to identify possible risks associated with the project and their...
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...Individual report on the Critical analysis of the case-study on Nissan-cogent Master of Science in Supply chain management (M25EKM) Phil Southey and Ike Dike Andrew Philip kakooza SID: 3532647 ABSTRACT In today’s business economy it has been said that the automotive industry among other industries have hugely occupied the United Kingdom economy and continue to do so, Nissan a very famous automobile company has been one of the most hugely successful companies both in UK, Europe and globally and has continuously met high quality excellence through its quality, cost, delivery and development as well maintaining good management. With the exit of Nissan’s N96 program, Nissan moved to implement the Nissan cogent (co-development programme initiative which had been developed between Cranfield university, Nissan European technology centre Europe and 80 of Nissans suppliers initially the cogent programme works alongside Nissan’s NEXT 21program. The cogent programme has been focused upon the suppliers in the loop design and looked to engage all supplier companies and personnel working in the design and development process. Basing on this after conducting a further study on Nissan cogent we want to fully understand how Nissan has managed to achieve world class standards and identify how Nissans cogent program has played a huge role in achieving this. INTRODUCTION Established in 1933 Nissan is a well renowned manufacturer in the automobile industry that...
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