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  • 1. PROJECT REVIEW PRESENTED BY: RAJAN MITTAL PARMEET SINGH MANVEER SINGH SIMRANJEET SINGH ROHIT CHANDRA LMT School Of Management
  • 2. CONTENTS
    • WHAT IS A PROJECT REVIEW?
    • WHAT ARE THE GOALS OF A PROJECT REVIEW?
    • HOW IT BENEFITS
    • IMPORTANCE OF PROJECT REVIEW
    • TYPES OF PROJECT REVIEWS
    • PROJECT REVIEW STAGES
    • TYPES OF PROJECT STATUS MEETING
  • 3. WHAT IS A PROJECT REVIEW?
    • Project Reviews are examinations of projects or events for the purposes of:
    • Reviewing the events that occurred.
    • Evaluating not only what happened, but also why those events happened.
    • Determining the correct actions to take to improve the results of the next event or project.
    • Project Reviews can occur at any time during a project and can be used to evaluate the success of both events and projects.
  • 4. WHAT ARE THE GOALS OF A PROJECT REVIEW?
    • Put into place a set of documented, well-understood procedures and guidelines that are available to all participants prior to the event.
    • Make clear to all participants that the process will be positive and blame-free.
    • Ensure that lessons learned from Project Reviews are shared widely and have a positive effect on future projects.
    • Provide an appropriate balance between the cost of Project Reviews and the return on investment to the team and organization
    • Provide a flexible set of tools and methods that will allow project teams of all sizes
  • 5. IMPORTANCE OF PROJECT REVIEW
    • Project manager conducts reviews to find out:
    • Project can accomplish business goals.
    • Roles of organization are understood properly and implemented.
    • It is worthwhile to take up the project at all before entering into major contracts.
    • The project is managed effectively and the team members are sure of completing the projects.
  • 6. Why do a Project Review?
    • Project Review benefits the
    • Management
    • Teams
    • Project Managers
    • Individual Contributors
  • 7. MANGEMENT
    • By gaining insight into the way that the organization is working.
    • It enhances our ability to distinguish between common causes and special causes of variation in the project development process.
    • The organization can work collaboratively towards a common understanding of the system.
    • It builds common metrics so we can track our efforts across projects.
    • It provides an opportunity to exercise fact based management.
    • It facilitates the development of a clearer vision of improvement in the system.
    • It helps in visualizing what change would look like.
  • 8. TEAMS
    • Teams learn how roles and responsibilities can be redesigned to enhance product development.
    • It provides an historical link through which we can build or accumulate theory and knowledge.
    • It provides an opportunity for teams to take effective action and have control over the future that increases job satisfaction, morale, and our ability to take joy in work.
    • Teams can build on their understanding of common assumptions.
    • It provides a structured process for developing shared learning and shared meaning.
  • 9. PROJECT MANGERS
    • Project managers learn how to improve project management methods and infrastructure to enhance productivity and ensure that project goals are met.
    • It helps us identify and work towards common, known, related goals.
    • It separates the people from the system.
    • It provides different points of view and perspectives so we can evaluate our assumptions.
    • It enhances our understanding of the current reality.
  • 10. INDIVIDUAL CONTRIBUTORS
    • Individual contributors learn how to improve tasks and deliverables to increase effectiveness.
    • It increases our understanding of key elements needed to support productive work.
    • It helps us see how our actions impede or enhance the success of the project.
    • It reveals weakness and strengths in our project documentation and communication methods.
    • It provides an opportunity to get closure.
  • 11. TYPES OF PROJECT REVIEWS
    • STATUS REVIEW
    • DESIGN REVIEW
    • PROCESS REVIEW
  • 12. STATUS REVIEW
    • It is a most common and frequently conducted review in the organization taking up the project
    • Status review is usually conducted at two levels:
    • Cursory review
    • Comprehensive review
    • The frequency with which project review are conducted also depends on the frequency with which a problem occurs.
    • Status reports that are substantiated by meaningful numerical figures on cost performance, time and scope.
  • 13.
    • Project review must be conducted with the aim of solving the problem rather than meting out the punishment
    • A problem solving project review has three steps:
    • Identification of existing problem
    • Identification of factors that cause problem
    • Exploring solutions that can solve a problem
  • 14. DESIGN REVIEW
    • Primary objective of conducting a design review is to check whether the design of product or service being produced is of desires performance quality
    • Design review is a tool for reviewing the performance factor than the cost, time and scope of a project
    • A design review should cover aspects like:
    • Conditions of manufacturability, serviceability, tooling and processes to ensure better integration of design with manufacturing to ensure overall optimization
  • 15.
    • Safety of operators and maintenance personnel and precautions taken to minimize the damages
    • Scope statement along with technical specifications based on which the performance of end products can be evaluated
  • 16. PROCESS REVIEWS
    • Primary objective of conducting a process review is to determine whether the processes are going on as a planned and any improvements are possible
    • It is conducted either once in three months or at the major milestones in a project, which ever comes first
    • The two objectives of process review:
    • To preserve the performance of project processes those are going well
  • 17.
    • To improve the processes those are below standard
    • Process reviews are conducted by a project manager with having limitations
  • 18. PROJECT REVIEW STAGES
    • Initial stages of the project life cycle i.e. after the project proposal has been submitted.
    • At the stage when in depth evaluation is conducted.
    • During the implementation of the project.
    • When the project is completed.
    • When auditing has to be conducted.
  • 19. REVIEW AFTER SUBMISSION OF PROJECT PROPASAL
    • A review at this point would help the project manager to know whether:
    • The proposal is worth the resources on undertaking an initial investigation
    • Proposal is in keeping with the existing business strategies
    • The proposal is flexible, in case it does not comply with the existing business strategies
  • 20. REVIEW IN THE IMPLEMENTATION PHASE
    • Different types of reviewing techniques to monitor the project in the implementation phase
    • Status review, design review and process review are carried out during this phase of project
  • 21. REVIEW OF TIME OF COMPLETION OF PROJECT
    • A project is closed either when it is accomplished its objective
    • The project manager conducts a review at this stage to :
    • Evaluate the project efficiency by comparing the delivered output with the planned one, in terms of time, cost and performance standards
    • En