暨南大学项目管理-chapter 16 oversight
相关主题
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
• Project Oversight
• A set of principles and processes to guide and improve the management of projects.
• Oversight’s Purposes:
• To ensure projects meet the organizational needs for standards, procedures, accountability, efficient allocation of resources, and continuous improvement in the management of projects
• To support the project manager
16–4
Oversight Activities
• At the Organization Level
• Project selection.
• Portfolio management.
• Improving how all projects are managed over time.
• At the Project Level
• Review projects’ objectives.
• Decide on issues raised by the project manager.
• Track and assist the project to resolve bottlenecks.
•ቤተ መጻሕፍቲ ባይዱProject Office (PO)
• The unit responsible for continued support of consistent application of selection criteria, standards, and processes; training of and general assistance to project managers; and continued improvement and use of best practices.
• Influence the performance measures used to hold the project manager responsible and accountable.
• Providing the oversight group to which the project manager will reporting at predetermined phases in the project.
16–5
Importance of Oversight to the Project Manager
• Oversight Functions:
• Providing support and help to the project manager where needed.
• Determining the environment in which the project manager will implement his or her project.
• Review status reports from the project manager.
• Audit and review lessons learned.
• Authorize major deviations from the original scope.
• Cancel the project.
• An increasing discipline in the way projects are managed.
16–7
Increasing Scope of Project Management and System Integration
• Portfolio Project Management
• The centralized management of projects to ensure that the allocation of resources to projects is directed toward projects that contribute the greatest value to organization goals.
16–6
Current and Future Trends in Project Management
• Forces for Change
• Global competition, knowledge explosion, innovation, time to market, and shortened product life cycles
• Assessing and elevating the maturity level of the organization’s project management system.
• Using balanced scorecard approach to review progress on strategic priorities.
• Two Major Outcomes for the 21st Century:
• An increase in the scope of project management and system integration.
• The focus of projects has shifted from tactical to strategic.
CHAPTER SIXTEEN
Oversight
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Where We Are Now
16–3
Project Oversight
• A set of principles and processes to guide and improve the management of projects.
• Oversight’s Purposes:
• To ensure projects meet the organizational needs for standards, procedures, accountability, efficient allocation of resources, and continuous improvement in the management of projects
• To support the project manager
16–4
Oversight Activities
• At the Organization Level
• Project selection.
• Portfolio management.
• Improving how all projects are managed over time.
• At the Project Level
• Review projects’ objectives.
• Decide on issues raised by the project manager.
• Track and assist the project to resolve bottlenecks.
•ቤተ መጻሕፍቲ ባይዱProject Office (PO)
• The unit responsible for continued support of consistent application of selection criteria, standards, and processes; training of and general assistance to project managers; and continued improvement and use of best practices.
• Influence the performance measures used to hold the project manager responsible and accountable.
• Providing the oversight group to which the project manager will reporting at predetermined phases in the project.
16–5
Importance of Oversight to the Project Manager
• Oversight Functions:
• Providing support and help to the project manager where needed.
• Determining the environment in which the project manager will implement his or her project.
• Review status reports from the project manager.
• Audit and review lessons learned.
• Authorize major deviations from the original scope.
• Cancel the project.
• An increasing discipline in the way projects are managed.
16–7
Increasing Scope of Project Management and System Integration
• Portfolio Project Management
• The centralized management of projects to ensure that the allocation of resources to projects is directed toward projects that contribute the greatest value to organization goals.
16–6
Current and Future Trends in Project Management
• Forces for Change
• Global competition, knowledge explosion, innovation, time to market, and shortened product life cycles
• Assessing and elevating the maturity level of the organization’s project management system.
• Using balanced scorecard approach to review progress on strategic priorities.
• Two Major Outcomes for the 21st Century:
• An increase in the scope of project management and system integration.
• The focus of projects has shifted from tactical to strategic.
CHAPTER SIXTEEN
Oversight
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Where We Are Now
16–3
Project Oversight