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Project Management
Total Project Management Solutions
Today, more than ever, projects have become increasingly more complex, continually
straining organizations' valuable resources. Managing complex projects effectively
is the "key to success".
MGA Consulting, with a wealth of experience gained in the Project Management industry
over thirteen years, is focused on providing custom project management solutions
that best meet the needs of today's fast-paced corporate enterprises.
MGA Consulting Group consists of many Project Management professionals with diversified
backgrounds and capabilities.
MGA consultants develop project management methodologies, offer Project Management
assistance on projects.
We utilize proven Project Management processes, state-of-the-art tools and techniques
and are committed to deliver total and seamlessly integrated Project Management
solutions to our customers.
Preparation of Business Case
The Business Case is used to obtain management commitment and approval for investment
in business change, through rationale for the investment. It provides a framework
for planning and management of the business change. The Business Case should contain
information covering five key aspects: strategic fit, options appraisal, commercial
aspects, affordability and achievability.
- The level of detail required at each stage depends on organizational standards and
the scale or complexity of the project.
- For small projects, you may only need to produce the business case in one stage,
with confirmation of prices, funding availability etc.
- For larger projects, the Business Case should be developed in three stages:
- Preliminary Business
- Case Outline Business Case
- Full Business Case
Preparation of Project Charter
A Project Charter is a document that formalizes the request from a sponsor for responding
to a business need. It is a clear statement of project intent, and it provides a
preliminary delineation of roles and responsibilities.
The Project Charter is issued by the sponsor, and it outlines the project objectives,
identifies the main stakeholders, and defines the authority of the project manager.
It serves as a reference of authority for the future of the project.
The Project Charter sets boundaries for the scope of the project. It formally recognizes
the existence of a project. It should be issued by the project sponsor, and at a
level appropriate to the needs of the project.
It provides the project manager with the authority to apply organizational resources
to project activities.
It usually includes a mission statement, including background, purpose, and benefits,
a goal, objectives, scope, assumptions and constraints.
Preparation of Project Schedule
Scheduling project work is an essential element of project management.
A project schedule makes clear to all participants when work is expected to be completed.
It also shows the time-related dependencies between different project tasks. In
a complex project, several schedules may be necessary, covering different levels
of detail or different parts of the project.
Setting overall completion dates must be done by the project sponsor and stakeholders.
The project manager assists in this by digesting information about scope, deliverables,
and resources, and estimating times for completion of project tasks.
Once an overall schedule is set, the project manager is responsible for monitoring
the progress of the project and revising the schedule if needed. This must be done
in consultation with project team members who are doing the work.
Working with team members to produce accurate time estimates is one of the high
mysteries of the art of project management. The project manager must balance the
needs for honesty and realism with appropriate motivation to keep the project on
track despite inevitable surprises.
There are different formats for displaying schedule information such as Gant Chart,
Network Diagram and etc.
Preparation of Project Execution Plan (PEP)
The PEP is the core document for the management of a project. It is a statement
of policies and procedures defined by the project director, although usually developed
by the project manager for the project sponsor/project director's approval.
It sets out in a structured format the project scope, objectives and relative priorities.
Much of PEP will be standardized, but the standard will need to be modified to meet
the particular circumstances of each project.
A typical PEP might cover the items listed below:
- Project definition and brief
- Roles, responsibilities and authorities
- Project cost plan and cost management procedures
- Risk and sensitivity analysis
- Contracting and procurement
- Administrative systems and procedures
- Safety and environmental issues, such as the construction design and management
regulations
- Quality assurance
- Commissioning
The PEP is a comprehensive document describing the project, its components, and
the strategy by which the project will be developed, directed and monitored.
Also, the PEP defines how the management team will drive and execute the work to
effectively complete the project and its many varied objectives.
Preparation of Project Quality Plan
The purpose of the Project Quality Plan is to define how the supplier intends to
deliver products that meet the customer's quality expectations and the supplier's
quality standards. The Project Quality Plan should contain:
- Customer quality expectations
- Acceptance criteria, a prioritized list of criteria for the final product(s) that
must be met before the customer will accept the final product(s).
- Quality responsibilities, who is responsible for each of the aspect of quality of
the final product(s)
- Reference to any standards that need to be met
- The quality-control and audit processes to be applied to project management
- Quality-control and audit process requirements for specialist work
- Change management procedures
- Configuration management plan
- Any tools to be used to ensure quality. Derivation
- Customers quality expectations and requirements
- Organizational or program quality management system and standards
- Configuration management and change control requirements
The Project Quality Plan will need to take account of any internal or external standards
that are applicable to the project, e.g. ISO standards Preparation of Cost Management
It is essential that projects should be managed on time and within budget.
Contains appropriate guidance on budget estimation and cost management, including
allowance for risks and whole life costs.
Applying these guidelines should help alert departments to potential cost overruns
in sufficient time to take appropriate remedial action.
When monitoring project management performance, sponsoring Departments should pay
particular attention to the management of risk giving rise to time and cost slippage.
Preparation of Project Reports
The project manager should issue regular reports to the project sponsor regarding
the current status of the project, key issues and problems requiring resolution
and the steps being taken to resolve them.
The project sponsor should normally forward copies or summaries of them to the project
owner for information and will draw the project owner's attention formally to any
matters of serious concern to the department.
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