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Slide 60 stages y groups of series or parallel

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Unformatted text preview: roups of series or parallel activities (based upon the risks of the project) y Managed by cross-functional teams y To reach a predetermined deliverable established by management Slide 61 Gates y y Slide 62 Structured decision points at the end of each stage Number of gates must be limited Gatekeepers y y y y Individuals (i.e. sponsors) or groups of individuals assigned by senior management Empowered to enforce the structured process (including change management) Authorized to evaluate performance and make decisions And willing to provide the team necessary technical and business information Slide 63 Gatekeeper’s decisions y y y y Proceed to next gate with the original objectives Proceed to the next gate with revised objectives Delay making a gate decision until further information is obtained Terminate the project Slide 64 Stage-Gate Failures y y y y Assigning gatekeepers and not empowering them to make decisions Assigning gatekeepers who are afraid to terminate a project Failure to provide the team with information critical to gate reviews Allowing the team to focus more on the gates than on the stages Slide 65 Methodology Inputs People Work (Tasks) Project Management Methodology Tools Organization Slide 66 Resistance to Change High Neutral Low I.T. Sales Finance H.R. Eng. R&D Marketing Procurement Manu. Slide 67 Change Process Support for Change Support Denial Exploration Resistance Resistance Time Slide 68 Types of Cultures y y Non-cooperative y Isolated (large companies) y Slide 69 Cooperative Fragmented (multinational) Integrated Processes for The 21st Century Project Management Concurrent Engineering Change Change Management Total Quality Management Management Risk Risk Management Slide 70 Integrated Processes (Past, Present, and Future) Yrs: 1990-2000 Integrated Processes Cu rrent In tegrated Processes Yrs: 2000-2010 Integrated Processes • Project • Project management management • Supply chain • Supply chain management management • Total quality • Total quality management management • Business • Business processes processes • Concurrent • Concurrent e ngineering e • Feasibility • Feasibility studies studies • Scope change • Scope change management management • Cost-benefit • Cost-benefit analyses (ROI) analyses (ROI) • Risk management • Risk • Capital • Capital budgeting budgeting Slide 71 Multi-project Management y Are the project objectives the same? – For the good of the project? – the good of project? – For the good of the company? – the good of y Is there a distinction between large and small projects? y How do we handle conflicting priorities? – Critical versus critical projects – critical projects – Critical versus non-critical projects – non critical – Non-critical versus non-critical projects – Non-critical critical projects...
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