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This document contains a table that lists issues encountered in several project management areas - human resources, communication, quality, risk, and cost management. For each issue, it identifies the relevant project management process and suggested tools and techniques to address the issue. Some common issues included a lack of clear project structure and authority, redundant work, focusing on daily operations over project tasks, and purchasing assets without proper processes. Suggested tools to handle the issues involved organization charts, meetings, checklists, and following standard project management processes.
This document contains a table that lists issues encountered in several project management areas - human resources, communication, quality, risk, and cost management. For each issue, it identifies the relevant project management process and suggested tools and techniques to address the issue. Some common issues included a lack of clear project structure and authority, redundant work, focusing on daily operations over project tasks, and purchasing assets without proper processes. Suggested tools to handle the issues involved organization charts, meetings, checklists, and following standard project management processes.
This document contains a table that lists issues encountered in several project management areas - human resources, communication, quality, risk, and cost management. For each issue, it identifies the relevant project management process and suggested tools and techniques to address the issue. Some common issues included a lack of clear project structure and authority, redundant work, focusing on daily operations over project tasks, and purchasing assets without proper processes. Suggested tools to handle the issues involved organization charts, meetings, checklists, and following standard project management processes.
NO. MANAGEMENT PROCESS 13 There was no clear project Organization chart organisational structure to manage the Planning project. 14 The Project Manager’s authority was Organization chart constantly overridden by the Initiating department head /managers. 15 Technical skills were especially lacking Executing Training in the network and security areas.
JUSTIFICATION COMMUNICATION MANAGEMENT
ISSUES ISSUES PROJECT TOOLS & TECHNIQUES
NO. MANAGEMENT PROCESS 5 Requirements keep coming in from Meetings users almost daily where the GITS-ADC Planning Team Lead keeps on accepting them without hesitation. 6 There was redundancy of work Gantt chart/WBS performed as the Work Breakdown Structure (WBS) was done separately by each respective department and the Planning Project Manager did not review and then consolidate those WBSs into one holistic WBS. 7 Most of the team members have been Gantt chart focusing more on their daily operation support rather than tasks being Executing assigned by the Project Manager or their respective Team Lead. 9 IT assets acquisition and spending Organizational process were through PROC Manager with Initiating assets suppliers without going through a proper tendering process. 14 The Project Manager’s authority was Organizational chart constantly overridden by the Initiating department head /managers. 18 The hardware and software delivery Gantt chart were still being negotiated with some potential vendors while there were Initiating only four (4) months to complete the project.
JUSTIFICATION QUALITY MANAGEMENT
ISSUES ISSUES PROJECT TOOLS & TECHNIQUES
NO. MANAGEMENT PROCESS 3 There is no evidence that a proper Quality audits project management process was Executing followed. 4 The PC and server hardware technical Cost of quality specifications were constantly being Planning changed to suit new or added requirements. 6 There was redundancy of work WBS performed as the Work Breakdown Structure (WBS) was done separately Planning by each respective department and the Project Manager did not review and then consolidate those WBSs into one holistic WBS. 11 The testing plan was not developed Executing Seven basic quality yet. tools : checksheets
JUSTIFICATION RISK MANAGEMENT
ISSUES ISSUES PROJECT TOOLS & TECHNIQUES
NO. MANAGEMENT PROCESS 3 There is no evidence that a proper Executing Documentation project management process was reviews followed. 7 Most of the team members have been Executing Technical focusing more on their daily operation performance support rather than tasks being measurement assigned by the Project Manager or their respective Team Lead. 11 The testing plan was not developed Executing Checklist analysis yet. 16 There were no monitoring reports to Monitoring & Risk audits review as none were prepared and controlling formally documented. 17 The risks associated with the project, Risk categorization although documented, had no detailed Monitoring & action plans and were not categorised controlling in terms of impact or severity.
JUSTIFICATION COST MANAGEMENT
ISSUES ISSUES PROJECT TOOLS & TECHNIQUES
NO. MANAGEMENT PROCESS 9 IT assets acquisition and spending Planning Meetings were through PROC Manager with suppliers without going through a proper tendering process. 10 Purchasing of IT assets without a Planning Analytical techniques proper tendering process has led to overrun by budget. 18 The hardware and software delivery Planning Meetings were still being negotiated with some potential vendors while there were only four (4) months to complete the project.