If a business did not do this in advance, it might find that the costs of the solution exceed the benefits. In addition, because most businesses have limited resources, they must prioritize their projects based on the expected benefits.
What should be contained in a statement of work? A statement of work should define the scope of the project and outline the tasks or work items to be performed. The SOW should be very precise. What is meant by customer requirements? Why must they be precise? Why would an RFP state the approvals that will be required during the project? Give some examples. It is important to state the approvals required during the project so the final solution matches what the customer expects.
Examples include reviewing the design specifications for a house before construction begins, reviewing a prototype user interface for a new software system before coding begins, etc.
Student examples will vary and should include projects that have a level of complexity where changes as the project advances could result in high costs. Why would a customer give contractors instructions in the RFP to submit their proposals according to a standard format? This is done so all proposals have a standard form and are thus easier to evaluate. Otherwise, for example, one proposal might be 5 pages and another might be 50 pages.
One might include technical specifications and another might not. Develop an RFP for a real-world project such as landscaping the grounds surrounding a nearby business office, building a deck for your house, or holding a big graduation celebration. Be creative in specifying your needs. Feel free to come up with unique ideas for the RFP. Answers will vary from student to student. Responses should include the guideline elements as the elements are appropriate for the need, problem, or opportunity defined by the student.
Internet Exercises The W eb Exercises can be a very valuable part of this course. You should assign these exercises to your students as homework or complete them with them in a computer lab.
The W eb exercises in this chapter involve investigating and evaluating a Request for Proposal found on the W eb. A fourth manager also has some ideas for how to use this extra money. Answers to Case Questions 1. How should Jennifer go about making her decision?
She has identified an opportunity. In this case, she is soliciting proposals from her internal managers. She should state comprehensively, and in detail, what she expects in the proposals including several of those items discussed in this chapter due date for proposals, format required, evaluation criteria to be used, etc. In this case, the RFP may or may not be in written form. She should then evaluate each proposal submitted based on the stated criteria.
What kind of additional data or information should she collect? Among other things, information on cost and benefits should be collected. Costs should include onetime and on-going expenses. Additional data such as specific tasks and timeframes is also needed. What exactly should Jennifer require the others to submit in the way of proposals? Each proposal should include the cost and anticipated benefits of the project.
At a minimum, it should also include the tasks to be performed, the resources used, and a schedule. In explaining your answer, address the concerns and positions of Julie, Tyler, Jeff, and Joe. At this point it is too early to tell. Jennifer must evaluate each of the proposals based on the established criteria and then select the proposal or proposals that provide the greatest benefit to the company.
Group Activity This is an excellent way to stimulate class discussion and interest. Take a few minutes and have some students act it out in class.
After Jennifer and Joe re-enter the room, have all five participants role-play preferably in front of the class a meeting with Jennifer in which Julie, Tyler, and Jeff try to sell her on the prioritized list of projects and Joe promotes his agenda. Discuss what took place. What positions did the players take? How was the final decision made?
W hat was the final decision? Case Study 2 Transportation Improvements This case involves a large, mostly sparsely populated county that has a fairly mountainous terrain. Various road projects are being discussed. What criteria should Zachary use to evaluate the projects? Various options can be used as discussed in this chapter. The criteria should be defined in advance of evaluating the projects. Encourage students to explain why they chose particular criteria to evaluate the projects.
What assumptions should he make? What data and information should he gather and how should he go about gathering the data and information?
Surveys and various types of research methods could be used to gather data related to the assumptions in the case study. After he has evaluated each project against the evaluation criteria, how should he decide the priority of the three projects? This is a great opportunity to get the class to walk through the four-step project selection process. Split the class into groups and have the students compare the outcomes and suggestions developed in each group with the others.
Group Activity Ask each course participant to individually answer the first case question. Then, divide the course participants into groups of three or four to discuss the case questions. Each group must select a spokesperson to present its answers to the entire class. Optional Supplemental Activities 1. These articles are typically very readable and might relate to something that interests your students. Have each student read one such article and prepare a one-page summary.
If time permits, have each student discuss his or her article in class. Have students find a Request for Proposal on the Web and evaluate it against the guidelines in this book. Have a certified Project Management Professional make a presentation to the class and answer questions about the value of certification.
Have students examine the sections on project integration management and project procurement management. Based on the results of your search, find an RFP that has been posted on the Web. The book covers the entire spectrum of project management from a management and leadership perspective. The focus is not necessarily on what needs to be done from a project management perspective, but on what organizations and senior executives can do to facilitate projects.
The book covers: The value of project management Project management as a strategic enabler Project, program, and portfolio management The role of the project management office in the successful delivery of projects, programs, and portfolios The benefits of project deliverables bring Sustainability of the organization Governance and the role of the project sponsor. The book concludes with a comprehensive portfolio, program, and project management framework. This holistic framework enables organizations to achieve value from project management and realize strategic goals.
This compact guide, written by a leading project management expert, gets to the heart of successful project management. Project management is not complicated - many projects may be complicated, but project management itself is not. By following a set of simple rules and applying simple techniques, there will be no need for the expensive project failures that we often see.
Moreover, as this book shows, projects can be significantly shortened by again using simple ideas and techniques. Anyone who manages projects will find this book helps them to save time, effort, resources, and money.
Beyond the attention previously and still paid to project management, program management, project portfolios, project maturity, project management offices PMOs , Agile, and other such project issues, we are now seeing attention also directed to billion-dollar "mega-projects", inter-organizational project management, project governance, strategic projects, benefit realization, the duties of the project sponsor, the meaning of executive commitment, and other such issues.
Projects are getting much more sophisticated and complex, involving multiple organizations and billions of dollars. And even though our knowledge of how to successfully execute standard projects has resulted in much better success rates in practice, the rates of success for less traditional projects, such as strategic and multi-organizational projects, are still poor.
Part of the reason for this is just now becoming clear-- that "projects", as we've known them, are only the middle portion of a set of activities involving the recognition of a need, the selection of a project to meet it, designing a governance structure for the project, executing the project, and the tasks needed to ensureing the benefits of the project are realized.
These ancillary activities are now also being heavily focused on and we hope to thereby see better success rates for our these strategic and more complex projects. The primary benefit of this book is to promote a sense of common purpose and collaboration between the project delivery and the organization. Sometimes those processes work seamlessly and other times they do not. Project Management Seventh Edition. Ad Increase business efficiency with Odoo. An Introduction to Performance Monitoring Evaluation.
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