After being acquired by Sanofi in 2008, very little had changed at the Genzyme Allston Landing Facility until recently. The honeymoon period is over and over the next year Sanofi will be replacing all of the existing Genzyme systems with Sanofi corporate systems. These changes will impact all departments across the site and adapting the new systems will be a challenge. Thankfully, the systems are being rolled out incrementally over the year rather than all at once. As a result of this approach, the continued use of existing systems for new project work is being discouraged beyond a specific date. The site change management system, currently Trackwise, will be replaced by Sanofi’s own system, Phenix. As an engineer, I am required to …show more content…
Through various discussions with my manager and other individuals, I have discovered that this deadline was self-imposed by the QA CC group and not mandated by the company. For myself, and my team to be successful in achieving our project goals for the year, I feel I need to devise a strategy to allow our CCRs to be processed until at least the end of March. I believe this is possible through implementation of a strategy that uses the Cohen-Bradford model of influence without authority.
In the scope of this strategy, our group is at an advantage because we have not only developed good working relationships with the QA CC group, but also have built a reputation for meeting the dates we set within the CCR process. This is the exception onsite as other groups often miss or extend the CCR process dates they set. Due to the relationship we have built with the QA CC group, our group see them as allies as they do us, which makes the first step of the Cohen-Bradford model easy to achieve.
The next step in the model requires that my group fully understand our goals and priorities. Again, with this step I believe we have correctly prepared ourselves for success. The project list we developed in January includes a timeline for each project, with a projected start date, duration, and end date. This list allows us to narrow focus of the negotiation on two projects that were slated to initiate during the blackout period of
Click here to unlock this and over one million essaysGet Access
Week 4 DQ 1 Resource Allocation and Leveling PROJ 592 Week 4 DQ 2 Advanced Schedule Techniques PROJ 592 Week 5 DQ 1 Earned Value Calculation PROJ 592 Week 5 DQ 2 Project Monitoring and Control & EV PROJ 592 Week 6 DQ 1 Forecasting Project Completion Cost PROJ 592 Week 6 DQ 2 Project Control PROJ 592 Week 7 DQ
By sorting the timeline in months I can’t get a clear idea of how you will accomplish the project in this course. “The Timeline must be consistent with the milestone dates noted in the Project Objectives and is open to revision”.
Week 12 consisted of us having completed an individual draft of Part’s 1 and 2 to look at. These drafts were placed into our Google drive, making it easier to look at them as a whole for our group. We then met up that Friday to discuss and create a second draft with our collaborated and agreed upon works. Due to Amy not being here for this one, she made sure her documents were there ahead of schedule to use. I also had gotten several different resources to look at to aid us in creating our strategic plan. We chose our recommended resources.
Tracking the sales volume is important in measuring the performance of the implementation strategy. A project has a much better chance of success if someone has documented, in detail, the project scope, system requirements, budget, schedule, business case, and technical feasibility before requesting funding. Adler, M. S. (2000). Performance monitoring of the project activities will run parallel with all parties
The project had regular meetings with the team members. These meetings were used to evaluate the progress of the project. At these meetings we evaluated the project. We also discussed how to proceed in order to plan our upcoming activities.
Initial projections show that the current schedule will take 50 weeks to finish with a final budget estimate of $3.152 million. Although the project estimate comes in under budget, the time frame for completion extends beyond the acceptable 45 weeks. Before deciding which activities should be crashed, Bjorn and his team first need to have a clear understanding of the project’s priorities. To do this the team has first defined the project’s scope and decided to develop a project priority matrix. Defining the project scope sets the stage for developing a plan and its primary purpose is to define as clearly as possible the deliverables and to focus project plans (Gray & Larson, 2005).
Throughout this rationale, the key elements and processes of meeting planning requirements will be discussed with specific reference to a series of three progressive examples (see appendix). The
We will submit weekly milestone reports directly to the Chief Financial Officer (CFO). The milestone repost for the project will base on information in the Gantt chart. An agenda for the project team meeting will develop to work through some of the challenges while facing in executing the project. Update the scope of the project while having some changes in the executing phase. We will develop detailed lists of assumptions and questions that all the project team has related to the new scope of the project.
The nature and scope of a project is determined at the initiation stage. This involves analyzing the business needs, developing goals, budgets, tasks, deliverables, and the stakeholder analysis. The project planning stage determines the planning team, develops the scope, and identifies work breakdown structure and activities that will be needed to complete deliverables. The planning stage also estimates time and cost activities, develop schedule and risk plan, and gain formal approval for work to begin. The executing stage involves all processes used to meet the project requirement and involves managing people and resources. The process that entails the identification of potential problems and
Though this phase had identified that there is some disconnect between the project team and the champion it failed to list down the key stakeholders and their involvement in the project. This phase should clearly develop a high level project plan to show the highlighted completion date with the list of team members.
This report was compiled by a team of professional project managers and gives an objective insight to the project in full.
It will also detail what milestones must be met to be able to successfully coordinate effort within the project timeline and meet the inauguration date as planned, without the milling of any other milestones nor the compromising of any nor all deliverables. Finally, it ensures the appropriate risk mitigation is in place to meet the final deliverables and the timeline requirements within every project phase.