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PMBOK Links Among Process Groups

The PMBOK identifies the links between processes. The most important 2 items for a project is to Start and Stop as a project has a start and an end. 

Starting a project consists of the Initiation which is where you determine if a project should be undertaken or not. This can be an internal project or it can be whether you want to bid on a project. Once it is determined that you go forward (have the requisite funds) then Planning can commence.

Once Planning is complete the project Execution can start. A key ingredient to success is the feedback loop of project Control that fine tunes the project as work progresses. This is the management of cost and schedule to attain the level of quality that is envisioned for the project.

Finally, there must be a plan to complete the project, as it has a finite life.
Key Items for Project Intiation

  • Have a Project Manager engaged at the earliest possible point, no later than 80% probability of win
  • Produce a Project Charter / Statement of Work (SOW) / Contract
  • Compile a Project Plan draft (Organization, Schedule, Roles & Responsibilities, Deliverables, etc)
  • Assemble and brief core staff and front end teams
  • Perform a Risk Assessment - Identify and articulate possible issues and jeopardies
  • Set or Re-Set Customer Expectations

Key Items for Project Planning

  • Engage outside vendors and 3rd parties, if required
  • Schedule and conduct a Kick Off meeting with the Internal team
  • Schedule and conduct a Kick Off meeting with the customer
  • Complete all details of the Project Plan with key milestones
  • Identify customer requirements and map from the Project Charter to the Project Plan
  • Identify and document customer expectations

Key Items for Project Execution and Control
 
  • Manage the Team (Sales, Engineering, Subcontractors) 
  • Monitor, track, and manage key milestones
  • Track the critical path to deliver on time and in budget
  • Manage both the customer's needs (requirements of the contract) and expectations (that lead to scope creep)
  • Proactively escalate potential or actual implementation issues
  • Communicate regularly with the Customer at both the project and executive level and Report on ‘On Time Performance’

Key Items for Project Completion
  • Produce a Project Completion checklist and/or document
  • Conduct 'Lessons Learned' and deliver as a report
  • Request the completion of a Customer Satisfaction survey or form 
  • Formally close out the project by closing out financial systems 

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