Good Process Equals a Good Project

* Assemble project teams and make sure everyone is updated on project start dates, and there team responsibilities.

According to A Guide to the Project Management Body of Knowledge (PMBOK® Guide), - Third Edition,

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

This report will focus on the interrelationship between the three PMBOK knowledge areas of scope, procurement and quality management and the impact each had on the final project.

3. Your project should be presented in report format and should contain an Executive Summary and a Bibliography. Use of Appendices would be appropriate.

Management Delays: Management will be involved throughout the project so delays in this area are deemed as low risk. Management will have chosen the promotional items to be included as coupons in the newsletter at the beginning of the project concurrent with the design phase. Management’s involvement throughout the project will aid in eliminating this type of delay.

With those roles, the R&D center should perform each role by meeting due date and reflecting requests from brand marketing teams. The R&D center should also make cost reduction and synergy effect within different products or brands, on reflecting that ULG restructured its organization by centralizing R&D capabilities.

The Daniel Gill, the chairman and CEO faces the possibility of changing the organizational structure of Europe, Asia/Pacific, and the Western Hemisphere. The current organization includes an International Division which oversees production and marketing for countries outside the United States. The goal of changing the organizational structure of these three regions is to increase sales growth internationally and decentralize responsibility away from headquarters to field operations.

Time: Frequent changes were allowed to be made in in-house prototype shop during three to five design cycles that made the tension of lead time in line with their corporate strategy – to be the leader in high-end

33. Engineering changes can be very disruptive to smooth operations and should not be made in the six month period following introduction of a new product.

Limitations: o Shortage of PMO expert resources; o Staff consisted of: PMO director + 3 contract project managers. Project charter introduced “idea form” = used to prioritize projects. PMO responsibilities: o Establish, publish, and disseminate project practices, standards and tools; o Add Later – Portfolio Management & Archiving of projects for knowledge sharing.

I had to keep changing and revising the plans as new design problems arose. As the saying goes, "the devil's in the details" and they weren't wrong.

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.

During the project initiation phase, I can work collaboratively with the project sponsor in the development of project charter and lead up to the formal authorisation of the project/ new phase. From the sponsor’s project SOW (Business need, product scope), Business case etc., I can identify measurable project objectives, high level requirements, risks, summary milestones and budget and approval authorities. The key deliverables in this phase are project charter and stakeholder lists.

The Project Management Plan (PMP) provides the general overview and establishes specific strategies and milestones for the preparation of study notes and delivery of presentation on the topic “Developing the Project Team “. The PMP will define the project 's requirements and expectations. This document will be updated as required, if there is any change in the subsidiary management plans.