Aligning Project Outcomes with your Strategic Direction
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Aligning Project Outcomes with your Strategic Direction A paper presented by Chris Cartwright Perth August 2002. Project Steering is all about Project Governance. Project Business Perspective. Scarce resources are steered into the most desirable business direction

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Aligning Project Outcomes with your Strategic Direction A paper presented by Chris Cartwright

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Aligning project outcomes with your strategic direction a paper presented by chris cartwright

Aligning Project Outcomes with your Strategic Direction

A paper presented by

Chris Cartwright

Perth August 2002


Aligning project outcomes with your strategic direction a paper presented by chris cartwright

Project Steering is all about Project Governance


Project business perspective

Project Business Perspective

  • Scarce resources are steered into the most desirable business direction

  • Projects are initiated and procured in a business-oriented manner

  • Benefits for the customer as well as for the organization are considered

  • A suitable Sponsor is appointed


Project organizational perspective

Project Organizational Perspective

The project sponsor is responsible for:

  • Managing Strategically Important Project Interfaces

  • Making Business Decisions about the Project

  • Managing the Project's Business Opportunities

  • Managing the Project Scope and Project Procurement

  • Exercising Leadership and Acting as a Role Model


Aligning project outcomes with your strategic direction a paper presented by chris cartwright

Project Organizational Perspective

The project sponsor is responsible for:

  • Managing Strategically Important Project Interfaces

  • Making Business Decisions about the Project

  • Managing the Project's Business Opportunities

  • Managing the Project Scope and Project Procurement

  • Exercising Leadership and Acting as a Role Model


Aligning project outcomes with your strategic direction a paper presented by chris cartwright

Project Organizational Perspective

The project sponsor is responsible for:

  • Managing Strategically Important Project Interfaces

  • Making Business Decisions about the Project

  • Managing the Project's Business Opportunities

  • Managing the Project Scope and Project Procurement

  • Exercising Leadership and Acting as a Role Model


Aligning project outcomes with your strategic direction a paper presented by chris cartwright

Project Organizational Perspective

The project sponsor is responsible for:

  • Managing Strategically Important Project Interfaces

  • Making Business Decisions about the Project

  • Managing the Project's Business Opportunities

  • Managing the Project Scope and Project Procurement

  • Exercising Leadership and Acting as a Role Model


Aligning project outcomes with your strategic direction a paper presented by chris cartwright

Project Organizational Perspective

The project sponsor is responsible for:

  • Managing Strategically Important Project Interfaces

  • Making Business Decisions about the Project

  • Managing the Project's Business Opportunities

  • Managing the Project Scope and Project Procurement

  • Exercising Leadership and Acting as a Role Model


Aligning project outcomes with your strategic direction a paper presented by chris cartwright

Project Management Function

Sponsor ensures people are assigned roles in the project management function ie:

  • Person responsible for the first phase

  • Project manager

  • Other members of the project staff,

  • These people are responsible for delivering results according to the agreements made with the project sponsor


Aligning project outcomes with your strategic direction a paper presented by chris cartwright

  • Project Human Perspective

  • Sponsors should:

  • Provide Leadership

  • Make clear decisions

  • Act as a Role Model

  • Be the source of inspiration


Aligning project outcomes with your strategic direction a paper presented by chris cartwright

Risk and Product Lifecycle

Product Lifecycle

Project Lifecycle


A simple governance gating model

A simple governance gating model

Feasibility

Planning

Close

Execution

A Gate is a FORMAL Business Decision


Aligning project outcomes with your strategic direction a paper presented by chris cartwright

Make decisions when a change of state occurs

TG0Change from Line to Project way of working

TG1Change from high level/options to detail

TG2Change from plan to actual

TG3Change from uncertainty to certainty

TG4Change from project issue to organisation issue

TG5Close the project


Aligning project outcomes with your strategic direction a paper presented by chris cartwright

Formal Tollgate Decisions

TG0

Start of project feasibility

TG 1

Start of project detailed planning

TG 2

Start of execution of the project

TG 3

Continued execution according to original or revised plan

TG 4

Start of hand-over of project outcome to the receiver and the customer

TG 5

Project outcome accepted, start of project conclusion


Possible decisions

Possible Decisions

  • Pass Gate and continue with re-confirmed goals

  • Do not pass, go back and repeat X

  • Do not pass, go to close and terminate project

    All decisions have equal weight/correctness


Aligning project outcomes with your strategic direction a paper presented by chris cartwright

Ability to change v Cost of Change

Cost of

Change

TG3

Ability to

Change

$

Project Life Cycle


Aligning project outcomes with your strategic direction a paper presented by chris cartwright

Letter of Intent / Contract

Profitability Calculations

Mandatory

Network Impact Statement

Mandatory

Customer Requirements defined

Mandatory

Project Goals & Objectives defined

Mandatory

Project Scope & Strategy defined

Mandatory

Project Deliverables defined

Mandatory

Project Timeplan, MS & TG’s defined

Mandatory

Risk Analysis

Mandatory

Project Organization and Competencies defined

Mandatory

Support Arrangements defined (ERA, ETX, etc.)

Mandatory

Reporting Routines defined

Mandatory

Project Specification (incl. Quality Plan if applicable)

Mandatory

Estimated BTA Hours for Execution

Mandatory

Training Course Development Initiated

Exemptions (S/W, H/W & Docware)

Hardware Ordered

Baseline established (timing and costs)

Mandatory

MS2 Review (Core 3 meeting)

·Commercial Agreement, Network Impact Statement, Project Spec, Estimated Hrs.

Mandatory

Example of a checklist for a tollgate meeting


Aligning project outcomes with your strategic direction a paper presented by chris cartwright

Thank you for your attention

Questions?


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