ATC project management workshop presentation-25

Project Management Manager工作职责与职位要求职位描述:ABB (ABBN: SIX Swiss Ex) is a pioneering technology leader in power grids, electrification products, industrial automation and robotics and motion, serving customers in utilities, industry and transport the candidate with veterinarian or laboratory animal background preferable; working experience in laboratory animal facility or veterinary clinics preferable; working experience with large animal preferable;2.Good communication capability, candidate with English capability would be given priority;3.Be able to work independently, attention to details, passionate about animals, be enthusiastic on laboratory animal science and management career ;4.Good command of office software, e.g. word, excel; capable of organization and management, accept working overtime after daily work, at weekends or on holidays, if required;职位要求:1.本科及以上学历,动物科学､动物医学或相关生物类专业｡有兽医､试验动物训练背景或在试验动物设施､兽医院工作经受优先｡生疏啮齿类试验动物饲养的工作并有相应管理阅历经受优先｡2.良好的沟通力气,具有确定的英语力气优先｡3.能够独立工作,细心,疼惜动物,情愿从事试验动物科学/管理工作｡4.有文字处理,电子表格的电脑学问｡有组织统筹和团队管理力气｡由于工作需求,也有可能在下班,周末或者假日期间加班｡Responsibilities:1.Responsible for the routine operation of laboratory rodentfacility, including management of husbandry team, facility management, consumables management, documents management, etc;2.Cooperate with colleagues and deliver tasks as planned, including business unit, veterinarian department, QA department, equipment department, facility department, etc;3.Assist the veterinarians in implementation of animal welfare procedures, monitoring any procedures related to animals to ensure the compliance with related guidelines and SOP;4.Involved in drafting, reviewing and renewing the SOPs associated with management of laboratory rodents;5.Responsible for interfacing with external agencies, assuring the operation of animal facility is in compliance with pertinent regulations;职责: 1.负责管理啮齿类试验动物设施的日常工作,包括饲养人员管理,动物设施管理,耗材管理,文件管理等相关工作｡2.关怀内部同事完成相应的工作,包括业务部门､兽医部门､质量管理部门､设备部门､设施部门等｡3.关怀兽医同事确保设施内动物福利措施的执行,监督任何涉及动物的流程使其吻合相关指导原则和操作规程｡4.参加编写,审查和更新的啮齿类试验动物饲养管理相关标准操作规程｡5.负责与外部的机构沟通协调,保证动物设施的运营吻合相关规范｡冠科生物技术(中山)有限公司公司位于中山市翠亨新区扬帆街1号利普生科技园1 号厂房,目前正在筹建阶段,估量2021年11月投入用法｡篇3:Ordermanagement岗位职责职位要求职责描述:1. Process order after SAP booking2. Communicate with buyer and vendor for order status tracking3. Billing process4. Weekly report to customer for order status update5. Optimize process6. Manage current projects and monitor cost, quality and drive the commit schedule.Requirement :1. Good communication and interpersonal skills. Strong responsibility and independent working capability2. Operation management experience with good oral and writing English3. Team work4. Understand import / export regulation5. Skills on excel, PPT , good at vlookup, pivot table and various chart6. Careful, earnest , trouble shooting and self motivited7. Prefer semi industry working experience岗位要求:学历要求:大专语言要求:不限年龄要求:不限工作年限:无工作阅历篇4:CashManagementAnalyst岗位职责职位要求职责描述:Job Description:o Complete the new process transition and migrationindependently; document the operation procedures in standard formato E-banking and manual payment processing, ensure pay on time o Maintain bank token and access, ensure SOD of token hierarchy o Keep a close communication with business and work on issue resolution for business caseso Safeguarding important company certificateso Provide required documents to bank for manualpayments/receipts including checks, bank drafts and FX payments; maintain and update payment/collection for both RMB and Foreign Currencyo Work closely with AP, AR, DTDF for FX/RMB payment and forecasting; propose actions for FX conversion according to company policy; ensure timely delivery of hedge contracts o Provide high standard service to biz and ensure fully compliance on both internal and external regulation and policies o Cash Pool management for transfers, daily cash pool balance transfero Customer/Vendor query follow-upo Document filingo Participation of projects on Accounting and Treasury system/process improvement and simplificationo Support for internal or external audit by providing data and response to upstream team or auditorso Ad hoc tasks assigned by direct managerJob Requirements:'o Bachelor’s degree in Accounting or Fina nceo Responsible, prudent, hardworking and can pay attention todetailso Good command of English in both written and oral and fluent in Mandarino Proficiency with MS Office suite, including Word, Excel & PowerPointo Strong interpersonal& communication skillso 1-3 years experiences in Cash and Treasury operation related positiono Knowledge in Import/export processes & SAFE regulations o Good organizational and prioritization skillso The ability to work independently with minimum supervision, a self-startero Be able to deliver quality result within tight schedule with good sense of time management o Good team player with a positive outlook, can work under pressureo Can accept OT and business travel with remote distance 薪资:6-8K依据个人背景而定福利:五险一金,人身意外保险,员工活动岗位要求:学历要求:本科语言要求:不限年龄要求:不限工作年限:1-3年。

上汽通用五菱汽车股份有限公司采购及供应链管理中心管理手SGMW Pur.& Supply Chain Center. management manualDM/SGMW05.02B.02-2009版本号 Version#:A按节拍生产实施细则（GP-9）Run@Rate(GP-9)2009-12-1 发布2010-1-1实施Issued on Dec 1,2009Implemented on Jan 1,2010上汽通用五菱汽车股份有限公司采购及供应链管理中心发布Issued by SAIC GM Wuling Automobile Co.Ltd Pur.& Supply Chain Center.前言Forward本文件是上汽通用五菱汽车股份有限公司采购及供应链管理中心管理手册支持性文件 , 目的在于证实供应商的实际制造过程能够生产同时满足以下要求的零部件：1、如生产件批准（PPAP）中指出的本公司的不断提高的质量要求；2、日常的合同规定能力；3、本公司的日产量要求（ LCR/MCR）。

It is a supporting document for management manual of Pur.& SupplyChain dept.，it is purpose to clarify that supplier can produce parts meeting the following requirements during real manufacture process: 1.continuous quality improvement required in PPAP; 2.capability regulated in contract; 3.SGMW’sdaily output requirement(LCR/MCR).本程序由上汽通用五菱汽车股份有限公司采购及供应链管理中心提出。

数控专业英语词汇表工程图：Coordinate System 坐标系Cartesian Coordinate System 笛卡儿坐标系World Coordinate System 世界坐标系User Coordinate System 用户坐标系Projection View 投影视图Auxiliary View 辅助视图General View 一般视图Detailed View 局部放大图Revolved View 旋转视图Broken View 折断视图Sectional View 剖面图Exploded Drawing 分解图Partial View 局部视图Assembly Constraints 装配约束Mate 配合Align 对齐Orient 定位Insert 插入Multiview Drawing 多视图Third-angle Projection 第三角投影公差配合：Fit 公差配合Clearance 间隙配合Transition 过渡配合Interference 过盈配合Interchangeablity 互换性Limits of size 尺寸偏差Accuracy 精度机械零件部分：Shafts 轴Crankshaft 曲轴Key 键Spline 花键Pin 销Clutch 离合器Screw 螺钉Bolt 螺栓Nut 螺母Spring 弹簧Bearing 轴承Ball bearing 滚动轴承Cage（或Separator）保持架Inner ring 内圈Outer ring 外圈Radial bearing 径向轴承Thrust type of bearing 止推轴承Angular contact bearing 角接触轴承Cam 凸轮Follower 从动件Gear 齿轮Spur Gear 直齿圆柱齿轮Bevel Gear 斜齿轮或圆锥齿轮Pitch circle 分度圆Worm 蜗杆Worm wheel 蜗轮Coupling 联轴器机床、加工方法：Lathe 车床Turing 车削Milling Machine 铣床Milling 铣削Drilling Machine 钻床Drilling 钻削Tapping 攻丝Grinding Machine 磨床Grinding 磨削Boring Machine 镗床Boring 镗孔、扩孔Reaming 铰孔Planer 刨床Planing 刨削Wire EDM 线切割EDM（Electrical Discharge Machining）电火花加工Laser Beam Machining 激光加工Casting 铸造Welding 焊接Heat Treatment 热处理Tool（或Cutter）刀具Milling cutter 铣刀Drill 钻头Tap 丝锥Reamer 铰刀Wheel 砂轮Wire 电极丝Electrode 电极Dielectric Fluid 绝缘介质Blow pope （气焊）吹管Filler rod 焊条Machine 机床组成Bed 床身Headstock 床头箱Tailstock 尾座Turret 转塔刀架Slide 拖板Saddle 床鞍Arbor 刀杆Column 立柱Work Table 工作台Knee 升降台Overarm 滑枕Base 底座Handwheel 手轮Spindle 主轴Cluck 夹头Pallet 托盘Index table 分度工作台Spindle Carrier 主轴箱Vise 虎钳Workpiece 工件数控机床：NC 数控CNC 计算机数控Machining Center 加工中心Turing Center 车削中心CNC Flame cutter 数控火焰切割机Vertical Machining Center 立式加工中心Horizontal Machining Center 卧式加工中心Tool Storage（或Magazine）刀库Tool interchange arm 机械手Computer Numerical Control Panel 数控面板Tool changer刀具交换机构random selection 随机选刀sequential selection 顺序选刀Drive motor 驱动电机Servomotor 伺服电机Stepper motor 步进电机Open loop control system 开环控制系统Closed loop control system 闭环控制系统Semi closed loop control system 半闭环控制系统Operator Panel 操作面板Emergency Stop 急停按钮Edit 编辑MDI（Manual Data Input）手动数据输入Auto（或MEMORY）自动Jog 手动Handle（或Manual Pulse Generator）手轮（手摇脉冲发生器）ZRM 返回参考点Single Block 单程序段Feed Hold 进给保持Cycle Start 程序起动Dry Run 空运行Feedrate Override 进给倍率Rapid Traverse Override 快速进给倍率Machine Lock 机床锁住Reset 复位CRT Display 屏幕显示POS 坐标屏PRGRM 程序屏MENU OFSET 刀具偏置屏DGNOS PRARM 诊断参数屏OPR ALARM 操作报警屏AUX GRAPH 辅助图形显示屏ALTER 替换INSERT 插入DELETE 删除CAN 取消EOB 语句结束，插入结束符INPUT 输入CURSOR 光标PAGE 翻页键FUNCTION KEY 功能键CNC POWER ON/OFF CNC电源开/关PROGRAM PROTECT 程序保护数控编程：Axis 轴Preparatory Function 准备功能Machining Parameter 加工参数Tool Control 刀具控制Cycle Function 循环功能Coolant Control 冷却液控制Miscellaneous Control 辅助功能Interpolator 插补G-code G代码F-code F代码S-code S代码T-code T代码R-code R代码M-code M代码G00 Rapid Traverse 快速移动G01 Linear Interpolation 直线插补G02 Circular Interpolation，CW 顺时针圆弧插补G03 Circular Interpolation，CCW 逆时针圆弧插补G04 Dwell 暂停G08 Acceleration 加速G09 Deceleration 减速G17 X-Y Plane XOY平面G18 Y-Z Plane ZOX平面G19 Y-Z Plane YOZ平面G20 Inch Format 英制G21 Metric Format 公制G33 Thread cutting 螺纹切削G40 Cutter compensation cancel 取消刀具补偿G41 Cutter compensation-left 刀具左补偿G42 Cutter compensation-right 刀具右补偿G43 cutter offset positive 刀具长度补偿（＋）G44 cutter offset negative 刀具长度补偿（－）G80 Fixed Cycle cancel 固定循环取消G81 Fixed Cycle 固定循环G90 Absolute dimension program 绝对编程G91 Incremental program 增量编程G92 Set the workpiece origin 设定工件原点G96 Constant surface speed control 恒定线速度控制G97 Constant spindle speed control 恒定线速度撤消G98 Feed per minute 每分钟进给量G99 Feed per revolution 每转进给量M00 Program stop 程序停止M01 Optional stop 选择性停止M02 End of Program 程序结束M03 Spindle CW 主轴顺时针旋转M04 Spindle CCW 主轴逆时针旋转M05 Spindle stop 主轴停止M06 Tool change 换刀M07 Flood coolant on 冷却液开（液状）M08 Mist coolant on 冷却液开（雾状）M09 Coolant off 冷却液关M10 Chuck close 液压夹头夹紧M11 Chuck open 液压夹头松开M30 End of Tape 纸带结束M98 Calling of subprogram 调用子程序M99 End of subprogram(return to main program) 子程序结束（返回主程序）CAD/CAM：Surface 曲面Solid 实体Boolean Operation 布尔运算Union 布尔并Subtract 布尔差Intersect 布尔交Extrude 拉伸Revolve 旋转Slice 剖切Interference 相交Cutter Path 刀具路径Analyze 分析Create 创建File 文件Modify 修改XForm 转换Delete 删除Screen 屏幕控制Toolpaths 刀具路径Exit 退出Level 图层Tplane 刀具平面Cplan 构图面Gview 视角Point 点Line 直线Arc 圆弧Curves 曲线Surface 曲面Ruled 直纹曲面Draft 草绘曲面Coons 昆氏曲面Loft 举升曲面Revolved 旋转Swept 扫掠Fillet 倒圆角Trimmed 修剪Mirror 镜像Rotate 旋转Scale 比例缩放Translate 平移Offset 偏移Chamfer 倒角Break 打断Join 连接Normal 正交先进制造技术AES 异步事件调度 (Asynchronous Event Scheduling)AGV 自动导引小车 (Automatic Guide Vehicle)AM 敏捷制造 (Agile Manufacturing)AMRF 自动化制造研究基地 (Automatic Manufacturing Research Foundation) AMS 自动化制造系统 (Automatic Manufacturing System)APC 自动托盘交换系统 (Automatic Pallet Changer)API 应用程序接口 (Application Program Interface)ASRS 自动存贮与检索系统 (Automatic Storage and Retrieval System)ATC 自动换刀装置 (Automatic Tool Changer)BP 反向传播 (Back Propagation)CAD 计算机辅助设计 (Computer Aided Design)CAE 计算机辅助工程 (Computer Aided Engineering)CAM 计算机辅助制造 (Computer Aided Manufacturing)CAPMS 计算机辅助生产管理系统 (Computer Aided Production Management System CAPP 计算机辅助工艺规划 (Computer Aided Process Planning)CAQ 计算机辅助质量管理 (Computer Aided Quality)CE 并行工程 (Concurrent Engineering)CIM 计算机集成制造 (Computer Integrated Manufacturing)CIMS 计算机集成制造系统 (Computer Integrated Manufacturing System)CNC 计算机数控 (Computerized Numerical Contro1)DBS 数据库系统 (DataBase System)DEDS 离散事件动态系统 (Discrete-Event Dynamic System)DNC 分布式数控或直接数字控制 (Distributed／Direct Numerical Control)ECB 事件控制块 (Event Control Block)EDIS 工程设计集成系统 (Engineering Design Integrated System)ESR 事件服务例程 (Event Service Routine)FA 工厂自动化 (Factory Automation)FAS 柔性装配系统 (F1exible Assembly System)FMC 柔性制造单元 (Flexible Manufacturing Cell)FML 柔性制造生产线 (Flexible Manufacturing Line)FMS 柔性制造系统 (Flexible Manufacturing System)FTP 文件传输协议 (File Transport Protocols)GM 全球制造 (Global Manufacturing)GT 成组技术 (Group Technology)ID 目标连接 (Destination Connection)IM 智能制造 (Intelligent Manufacturing)IMS 智能制造系统 (Intelligent Manufacturing System)IPX 网间分组交换协议 (Internet Packet exchange)ISO 国际标准化机构 (International Standard Organization)JIT 准时制造、准时化生产 (Just In Time)LAN 局域网 (Local Area Network)LP 精良生产 (Lean Production)MAP 制造(生产)自动化协议 (Manufacturing Automation Protocol) MAS 制造自动化系统 (Manufacturing Automation System)MHS 物料传送系统 (Material Handling System)MIS 管理信息系统 (Management Information System)MRP 材料(物料)需求计划 (Material Requirements Planning)MRP-II 制造资源规划 (Manufacturing Resource Planning)NC 数控 (Numerical Control)NETS 网络系统 (NET System)NETBIOS网络基本输入输出系统 (NET Basic Input and Output System) NN 神经网络 (Neural Network)OA 办公自动化 (Office Automation)O-O 面向对象 (Object-Oriented)OPT 最优化生产技术 (Optimal Production Technology)OSA 开放系统结构 (Open System Architecture)OSI 开放系统互连 (Opened System Inter-linkage)PDA 生产数据采集 (Production Data Acquisition)PIC 生产信息单元 (Production Information Cell)PDM 产品数据管理 (Product Data Management)PIM 产品信息模型 (Product Information Model)PLC 可编程逻辑控制器 (Programmable Logic Controller)RGV 有轨运输车 (Railway Guided Vehicle)SPX 顺序分组交换协议 (Sequenced Packet Exchange)TCP 传输控制协议 (Transport Control Protocols)TOP 程技术与办公自动化协议 (Technology and Office Protocols)VM 虚拟制造 (Virtual Manufacturing)WOP 面向车间的数控编程 (Workshop Oriented Programming)数控专业英语(be)qualfied, up to grade合格abnormal handling异常处理add lubricating oil加润滑油administration/general affairs dept总务部air pipe 气管alcohol container沾湿台analog-mode device类模器argon welding氩焊Assembly line组装线assistant manager助理automatic screwdriver电动启子automation自动化band-aid创可贴barcode scanner条码扫描器barcode条码basket蝴蝶竺be put in storage入库bezel panel面板board看板bolt螺栓burr(金属)flash(塑件)毛边buzzle蜂鸣器carton纸箱chain链条chain链条槽character die字模chassis 基座classification整理cleaning cloth抹布 to load material上料cleanness清扫common equipment常用设备compound die合模conservation清洁Conveyer流水线物料板cosmetic defect外观不良cosmetic inspect外观检查cost成本critical defect极严重缺陷culture教养defective product box不良品箱defective product label不良标签defective products, not up-to-grade products不良品defective to staking 铆合不良defective upsiding down抽芽不良deficient manufacturing procedure 制程不良deficient purchase 来料不良 manufacture procedure 制程deformation变形delivery deadline交货期dents 压痕department director部长deputy manager、vice manager副理deputy section supervisor、vice section superisor副课长die change 换模die lifter举模器die locker锁模器die repair模修die worker模工dimension/size is a little bigger尺寸偏大(小) discoloration羿色driller床education and training 教育与训练Electric screw driver电动起子electrical sparkle电火花embedded lump 镶块EMI gasket导电条engineering, project difficulty 工程瓶颈engineering工程enterprise plan、enterprise expansionequipment设备 to start a press开机evaluation评估excessive defects过多的缺陷excesssive gap间隙过大exposed metal/bare metal金属裸露 garbage container灰箕factory director厂长fasten锁紧(螺丝)feature change 特性变更feeder送料机feeding is not in place 送料不到位final inspection终检fit together组装在一起fixture 夹具(治具)flow board流水板fold of pakaging belt打包带折皱forefinger食指forklift叉车forklift叉车front plate前板fuse machine热熔机fuse together熔合garbage bag垃圾袋garbage can垃圾箱gauge(or jig)治具general manager总经理glove(s) with exposed fingers割手套glove(s)手套grease/oil stains油污grinder磨床group leader/supervisor组长head of screwdriver起子头Hi-pot test of SPS高源高压测试hydraulic handjack油压板车hydraulic machine油压机identifying sheet list标示单inclusion杂质inner parts inspect内部检查isolating plate baffle plate; barricade隔板 carton box纸箱iudustrial alcohol工业酒精jack升降机lack of painting烤漆不到位lamp holder灯架lathe车床Layout布置图lbs. inch镑、英寸left fork叉车line supervisor线长linear cutting线切割little finger小指lots of production生产批量magnetizer加磁器major defect主要缺陷manufacture management制造管理manufacture procedure制程material change, stock change材料变更material check list物料检查表ME制造工程师midfinger中指mildewed、moldy、mouldy发霉miller铣床minor defect次要缺陷missing part漏件molding factory成型厂mop拖把MT制造生技name of a department部门名称not up to grade, not qualified不合格not up to standard不合规格OOBA开箱检查operation procedure作业流程operator作业员oxidation 氧化pack packing包装packaging tool打包机packaging打包packing material包材painting factory烤漆厂painting make-up补漆painting peel off脏污 shrinking/shrinkage缩水 mixed color杂色pallet栈板pallet栈板parameters参数pedal踩踏板personnel resource department 人力资源部planning department企划部plastic basket胶筐plastic parts塑胶件Pneumatic screw driver气动起子polishing/surface processing表面处理poor incoming part事件不良poor staking铆合不良position职务power button电源按键power wire电源线prepare for, make preparations for 准备president董事长pressure plate、plate pinch压板production capacity 生产力production department生产部门production line流水线production unit生产单位production, to produce生产projects企划proposal improvement 提案改善punching machine 冲床QC Section品管科QC品管QC品管qualified products, up-to-grade products良品quality品质rag 抹布rear plate后板regulation整顿repair修理reset button重置键ring finger无名指Rivet gun拉钉枪Rivet table拉钉机robot机械手roll material卷料rotating speed, revolution 转速rust生锈safety安全scrape 刮;削scraped 报废scratch 刮伤scratch划伤 poor processing 制程不良Screw driver起子screwdriver holder起子插座section supervisor课长sheet metal parts 冲件shut die架模shut height of a die架模高度sliding rack滑料架slipped screwhead/shippery screw thread滑手slipped screwhead/slippery screw head螺丝滑头SOP制造作业程序spare parts、buffer 备件special assistant manager特助speckle斑点stage die工程模staker=reviting machine铆合机stamping factory冲压厂stamping-missing 漏冲steel plate钢板stop/switch off a press关机stopper阻挡器sub-line支线supervisor 课长sweeper扫把thickness gauge厚薄规thumb 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项目管理知识体系指南第七版（PMP）1. 简介项目管理知识体系指南（Project Management Body of Knowledge，简称PMBOK）是由国际项目管理协会（Project Management Institute，简称PMI）编制的一本权威指南。

它为项目管理提供了一套标准化的方法论和最佳实践，有助于提高项目管理的成功率和效果。

第七版的PMBOK在之前版本的基础上进行了全面更新和改进，包括对项目环境、技术进步和行业实践等方面的变化进行了反映。

本文将对PMBOK第七版的主要内容进行全面详细、完整且深入地介绍。

2. 项目管理知识体系PMBOK第七版将项目管理知识体系分为十个知识领域和五个过程组。

这些知识领域和过程组相互关联、相互作用，共同构成了一个完整的项目管理框架。

2.1 知识领域1.整合管理：负责将所有的项目管理过程整合起来，确保各个过程之间协调一致。

2.范围管理：确定项目的范围，并确保在范围内完成工作。

3.时间管理：制定项目的进度计划，确保项目按时完成。

4.成本管理：估算和控制项目的成本，确保项目在预算内完成。

5.质量管理：制定质量标准，并监控项目的质量。

6.人力资源管理：规划、组织和管理项目团队，确保团队成员能够有效地开展工作。

7.沟通管理：制定沟通计划，并确保项目相关方之间的有效沟通。

8.风险管理：识别、评估和应对项目风险，以降低风险对项目的影响。

9.采购管理：规划和实施采购活动，以获取所需的资源和服务。

10.相关方管理：识别、分析和管理与项目相关的各方利益。

2.2 过程组1.启动过程组：确定并授权启动一个新的项目或阶段。

2.规划过程组：定义目标并制定实现这些目标所需的详细计划。

3.执行过程组：按照计划实施各项任务和活动，产出可交付成果。

4.监控过程组：监督和控制项目进展，并采取必要的纠正措施。

5.收尾过程组：结束项目或项目阶段，并进行总结和评估。

3. PMP认证PMP认证是由PMI颁发的一项国际项目管理专业资格认证。

Project Management TipsGetting Started – Initiation1.Develop a solid busine ss case for your proje cts. Where appropriate, ensureyou obtain se nior manage rs’ agre me nt be fore you start the proje ct.Research points out that too many projects are started without a firm reason or rationale. De ve loping a busine ss case will ide ntify whe the r it is worth working on.2.Ensure your project fits with the key organisational or departmental agendaor your personal strategy. If not, why do it? Stick to priority projects.3.Carry out risk analysis at a high level at the initiation stage. Avoid going intogreat detail here – more an overview focussing on the key risks.4.Identify at this early stage key stakeholders. Consider how much you need toconsult or involve them at the business case stage. Seek advice if necessary from senior managers5.Whe re appropriate, involve finance pe ople in putting the busine ss casetoge the r. The y can be gre at allie s in he lping crunch the numbe rs which should give credibility to your business case.Defining Your Project6.Produce a writte n proje ct de finition state me nt (some time s calle d PID) anduse it to inform stakeholders – see point 13. This document is ‘your contract’ to carry out the project and should be circulated to key stakeholders.e the project definition statement to prevent creep. Use it to prevent yougoing beyond the scope of the project through its use in the review process.8.Identify in detail what will and will not be included in the project scope. Avoidwasting time by working on those are as which should not be include d – identify these in the PID.9.Identify who fulfils which role s in your proje ct. Document them on the PID.Include a paragraph to show what each person does.10.Id ntify who has r sponsibility for what in th proj ct .g. proj ctcommunications is the responsibility of AD. This he lps reduce doubt early in the life of the project.11.Think ‘Team Selection’ – give some thought to who should be in your team.Analyse whether they have the skills required to enable them to carry out their role? If not, ensure they receive the right training. Check they are available for the period of the project. NOTE: this includes any contactors you may need to use12.Form a group of Project Managers. The Project Manager role can sometimesbe very lonely! Give support to each other by forming a group of Project Managers.13.Identify who the stakeholders are for your project – those affected and‘impacted’ by the project. This should be an in- depth analysis which needs updating regularly.14.Recognise early in the life of the project what is driving the project. Is it adrive to improve quality, reduce costs or hit a particular deadline? You can only have 1. Discuss with the sponsor what is driving the project and ensure you stick to this throughout the project. Keep “the driver” in mind especially when you monitor and review.15.Hold a kick off meeting (Start up Workshop) with key stakeholders, sponsor,project manager project team. Use the meeting to help develop the PID (see Tip 6). Identify risks and generally plan the project. If appropriate hold new meetings at the start of a new stage.16.Ensure you review the project during the Defining Your Project Stage –involve your sponsor or senior manager in this process. Remember to check progress against the business case.Delivery Planning17.Create a work breakdown structure (WBS) for the project. A WBS is a keyelement you will need to develop your plan. It lists out all of the activities you will need to undertake to deliver the project. Post it notes can be a great help in developing your WBS.18.Group tasks under different headings once you have a list. This will enableyou to identify the chunks of work that need to be delivered, as well as put together the Gantt chart and milestone chart.19.Identify dependencies (or predecessors) of all activities. This will let you puttogether the Gantt and milestone charts. Ensure you write them down otherwise you are trying to carry potentially hundreds of options in your head.20.Estimate how long each activity will take. Be aware that research points outwe are notoriously bad at estimating. You estimate a task will take 3 days.Identify how confident you are that you can deliver in 3 days by using %e.g. I’m only 40% certain I can deliver in 3 days. You should aim for 80%. Ifyou do not believe you can achieve 80% then re-calculate21.Identify the critical path for the project. The critical path identifies thoseactivities which have to be completed by the due date in order to complete the project on time.municate, communicate, communicate! Delivering a project effectivelymeans you need to spend time communicating with a wide range of individuals. Build a communication plan and review it regularly and include it in your Gantt chart.23.Are you involved in a major change project? If you are, think through theimplications of this on key stakeholders and how you may need to influence and communicate with them.24.Conduct Risk Assessment– carry out a full risk analysis and document it in arisk register. Regularly review each risk to ensure you are managing them, rather than them managing you. Appoint a person to manage each risk.25.Develop a Gantt chart and use it to monitor progress against the plan and toinvolve key stakeholders in the communications process.26.Draw up a milestone plan. These are stages in the project. You can use themilestone dates to check the project is where it should be. Review whether activities have b een delivered against the milestone dates and take a look forward at what needs to be achieved to deliver the next milestone.Project Delivery – Monitoring and Reviewing Your Project (Project Governance)27.Have a clear project management monitoring and reviewing process – agreedby senior managers - the project sponsor and the project Board, if you have one.28.Ensure your organisation’s corporate governance structure and your projectmanagement monitoring and control structure are compatible. If you do not know whether this is the case then seek senior management involvement.29.Be aware early in the project what will b e monitored, how they will b emonitored and the frequency.30.Keep accurate records of your project not only for audit purposes b ut toensure you have documents which enable you to monitor changes.e a Planned v. Actual form. It is easy to create – it allows you to monitorhow you are progressing with specific tasks – time and money. Link these forms into milestone reviews.32.Identify with your sponsor the type of control that is needed – loose or tightor a variation of these, e.g. tight at the start, loose in the middle, tight at the end. Ensure the system you develop reflects the type of control intended.33.Agree a system for project changes – have an agreed system for monitoringand approving changes. Use change control forms and obtain formal sign off (agreement) by the sponsor, before action a change. Look for the impact of the change on the project scope as well as the “key driver” - quality, and cost and time.34.Appoint someone to b e responsib le for project quality especially in largerprojects. Review quality formally with the client at agreed milestone dates.35.Make certain you have agreed who can sanction changes in the ab sence ofyour sponsor. If you haven’t agreed this, what will you do in their absence?36.Set a time limit for project meetings to review progress. Have an agenda withtimes against each item and summarise after each item at the end of the meeting.37.Produce action points against each item on the agenda and circulate within 24hours of the meeting. Use these action points to help in the creation of your next agenda.38.Review the items on the critical path checking they are on schedule. Reviewrisks, review yours stakeholders and your communication plans and whether you are still on track to deliver on time, to budget and to the required quality standard.39.Set a tolerance figure and monitor e.g. a tolerance figure of ±5% means aslong as you are within the 5% limit you do not have to formally report. If exceed the 5% limit (cost or time) then you need to report this to the agreed person – probably your sponsor40.Report progress against an end of a stage – are you on schedule? Time, costor quality? Ensure that if something is off schedule the person responsible for delivering it suggests ways to b ring it b ack on time, within b udget or to hit the right quality standard.41.Develop an issues log to record items that may be causing concern. Reviewat your project meetings.42.See whether you are still delivering the original project b enefits whenreviewing your project. If not, consider re-scoping or if appropriateabandoning the project. Do not be afraid of abandoning a project. Better to abandon now rather than waste valuable time, money, and resources working on something no longer required. If you close a project early – hold a project review meeting to identify learning.43.Produce one-page reports highlighting key issues. Agree the areas to includewith the Sponsor before writing a report.e a series of templates to support the monitoring process, e.g. milestonereporting, change control, log, planned v. actual.45.46.Apply traf f ic lights to illustrate how you are progressing – red, amber andgreen. Use these in conjunction with milestone reports.47.Engender honest reporting against speci ic deliverables, milestones, or acritical path activity. If you do not have honest reporting imagine theconsequences.Closedown and Review48.Agree well in advance a date to hold a post project review meeting. Put thisonto the Gantt chart.49.Invite key stakeholders, sponsor, and project team to the post project review.If the date is in their diary well in advance it should make it easier for them to attend50.Focus your meeting on learning – identifying what you can use on the nextproject. Share the learning with others in the organisation.51.Check whether you have delivered the original project objectives and benefitsand not gone out of scope.52.Make sure that you have delivered against budget, quality requirements andthe end deadline.53.Understand how well you managed risks and your key stakeholders. Usequestionnaires to obtain feedback.54.Prepare a list of unfinished items. Identify who will complete these after theproject and circulate to any stakeholders.55.Hand over the project formally to another group (it is now their day job) - ifappropriate. You may need to build this into the project plan and involve them early in the plan and at different stages throughout the project.56.Write an end of project report and circulate. Identify in the report keylearning points.57.Close the project formally. Inform others you have done this and who is nowresponsible for dealing with day to day issues.58.Celebrate success with your team! Recognise achievement, there is nothingmore motivating.General Tips59.But what is a project? Why worry whether something is a project? Whynot use some of the project management processes, e.g. stakeholder analysis or use of traffic lights to manage your work? They key principle is to deliver the piece of work using the appropriate tools. We use the term project based working to describe this approach.60.Get trained! Research points out that only 61% of people have received anyproject management training. Contact Project Agency on Telephone N o: +44 (0) 208 446 7766 or email info@ for more information.61.Ensure you have the buy-in of senior managers for your project. You willneed to work hard to influence upwards and get their support.62.What about the day job? Projects get in the way and the day job gets in theway of projects! Many people have found that by applying project based working to day to day activities and by being more rigorous on project work, more is achieved.63.Identify early on in the life of the project the priority of your projects.Inevitably there will be a clash with another project or another task. Use your project management skills to deliver and your senior management contacts to check out the real priority of the project.64.Discover how project management software can help. But, you will need todevelop the business case, produce a project definition alongside planning what will go into the software. Many project managers use simple Excel spreadsheets or charts in word to help deliver their project.NOTES:。