Ops3 Report

8/6/2019 Ops3 Report

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y Is a discipline for stating how tocomplete a project within acertain timeframe, usually withdefined stages, and withdesignated resources.

PLANNING THE PROJECT


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y The success of a project will

depend critically upon the effort,care and skill you apply in itsinitial planning. This article looks

at the creative aspects of this planning.

Gerard M Blair


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y B efore considering how to plan , we

should decide why we are planning andwhat information the plan shouldcontain.PM as a map of the route fromproject start to finish, the plan should

contain sufficient information.

THE CONTENTS OF APROJECT PLAN


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y T his section contains a brief description of the project and its deliverable , togetherwith a list of the major milestone orsignificant events in the project schedules.

OVERVIEW

OBJ ECT IVEST his is a more detailed description of theproject s deliverables and outcomes. Oneapproach to describing a projects objectivestakes the form of a project mission statement


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y In this section, the technical andmanagerial approaches to the work aredescribe

GENERAL APPROACH

CON T RACTU AL ASPEC T ST his section contains a complete description

of all agreements made with the client orany third party.


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y T his section covers the details of the projectwork force. It notes special skill requirements, necessary training and special agreementssuch as security clearance or non disclosureagreements.

PERSONNEL

RISK MANAGEMEN T Learn from experience is a widely ignore

adage


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y Description s of all projects evaluationprocedures and standards are found in thissection. Also included are procedures toensure compliance with all corporaterequirements for monitoring, collecting,and storing data on project performance ,together with a description of the requiredproject history.

EVALU AT ION ME T HODS


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y 1 . OVERVIEWy 2. O BJ ECT IVEy 3. GENERAL APPROACHy

4. CONT

RACTU

AL ASPECT

y 5 . SCHED U LESy 6. RESO U RCE REQ U IREMEN T Sy 7. PERSONNELy 8. RISK MANAGEMEN Ty 9 . EVAL U AT ION ME T HOD

9 ELEMENT S REQ U IRED


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y A Great deal has been written aboutplanning. Some literature focuses on thestrategic aspect of planning.

y As far as we can determine , the waythat planning techniques vary in thisdifferent caases has more to do withnomenclature than substance .

T HE PLANNING PROCESS

OVERVIEW


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8 DISTINCT

STEPS IN

PLANNING


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y Develop and evaluate the concept of theproject.- develop what is you wish todevelop.

y Carefully identify and spell out the actual

capabilities that the projects deliverablemust have to be successfuly Create such as system(product or service)y Test the prototype to see if it does, in fact

have the desired capabilities.y Integrate the deliverable into the system

for which it was designed.

8 DIS T INC T S T EPS IN PLANNING


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y Validate the deliverable which answer thequestion , now that we have installed thedeliverable does it still work properly?

y If the deliverable has been validated , letthe client test it.- can the client operatethe system? If not instruct the client.

y If the client can operate (and accepts) thedeliverable- make sure that the clientunderstand all standard operating andmaintenance requirements?

8 DIS T INC T S T EPS IN PLANNING


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y T his section deals with theproblem of determining andlisting the various task that mustbe accomplished in order tocomplete a project.

T HE PLANNING PROCESS N UT S AND B OLT S


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y Once the senior management decided tofund a major project , or a higly importantsmall project , a project launch project

should be called.y When a project manager is appointedto head a project , the project managersfirst jo is to review the project objectives(project scope) with the senior managerwho has fundamental responsibility forthe project .

y .

T HE LA U NCH MEE T ING AND S UB SEQ U ENT MEET INGS


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y T his section deals with theproblem of determining andlisting the various task that mustbe accomplished in order tocomplete a project.

T HE PLANNING PROCESS N UT S AND B OLT S


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y To make sure that the project managerunderstands the expectations that theorganization has for the project.

y

To identify who among the senior managers has amajor interest in the project.y To determine if anything about the project is a

typical for projects of the same general kindy ( e.g., a product or service development project

undertaken in order to extend the firms marketinto a new area.)

T HE P U RPOSE OF T HIS IN T ERVIEW IST REEFOLD:


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y T he projects scope is understoodand temporarily fixed

y The various functional managersunderstand their responsibilities and

have committed to develop an initialplan in the meetings that.

y ..

T HE RES U LT S OF T HE LA U NCH MEE T INGSHO U LD B E T HAT:


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ACTION PLAN

Goal of Program: Reduce employee turn over from 60 percent to 40 percent

Program manager: Human Resources Director

objective Action item

Improve employee morale Collect data from:Exit InterviewEmployee Survey

Cultural AuditInterviewing retained employees

seminar for all staff on personality types and working stylesEmployee fitness center implementedNew employee luncheons with department heads

new hire 30 day reunionsComplete pro-forma for opening day care centeroverhaul of employee orientation programCompetitive salary analysis conducted and adjustment made

Broaden staff Competencies Competencies for all positions completed and system established to maintain on going

competencies

Attain stronger employee

commitment to organizational

standards for productivity, outcomes,and customer satisfaction.

Six-week series on management and leadership for managers

Leadership training for supervisor

performance based pay system developJob description format redesigned around organizational effectiveness standards

Improve recruitment Method Increase recruitment efforts, sdditional advertising, three job fairs

Hire recruitersImplement defined contribution pension plan for new hires

Internet job hptlineRadio spots


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Questions,Clarification,


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Documents

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