tailieunhanh - Effective Project Management Traditional, Adaptive, Extreme phần 3

Quản trị có thể kết luận từ con số này: Nếu đó là tất cả những gì bạn mong đợi để đạt được từ dự án này, chúng ta không thể tài trợ cho liên doanh. Ngoài ra, họ có thể đáp ứng: Nếu bạn có thể cải thiện nhận được 6% so với quá trình hiện tại của chúng tôi, đó sẽ là một kỳ công đáng chú ý, do đó, đáng chú ý, | Scoping the Project D53 Management may conclude from this number If that is all you expect to gain from this project we cannot finance the venture. Alternatively they may respond If you can get 6 percent improvement from our current process that will be a remarkable feat so remarkable in fact that we would like more detail on how you expect to get that result. Can you provide an analysis to substantiate your claim Subjective measures of success will not do the job. You must speak quantitatively about tangible business benefits. This may require some creativity on your part. For example when proposing a project that will have an impact on customer satisfaction you will need to be particularly creative. There may be some surrogates for customer satisfaction. A popular approach to such situations is to construct a pre- and post-survey. The change will measure the value of the project. Listing Assumptions Risks and Obstacles The fifth section of the POS identifies any factors that can affect the outcome of the project and that you want to bring to the attention of senior management. These factors can affect deliverables the realization of the success criteria the ability of the project team to complete the project as planned or any other environmental or organizational conditions that are relevant to the project. You want to record anything that can go wrong. WARNING Be careful however to put in the POS only those items that you want senior management to know about and in which they will be interested. Save for the Project Definition Statement PDS those items that are quite specific and too detailed to be of interest to senior managers. We discuss the PDS in more detail later in the chapter. The PDS list may be extensive. It will generate good input for the risk analysis discussed in Chapter 2. The project manager uses the assumptions risks and obstacles section to alert management to any factors that may interfere with the project work or compromise the contribution .