OPERATIONS FORCE MANAGEMENT RESTRUCTURING

I nitiated - initial scope defined, and stakeholders identified. projects are aligned with the strategic objectives of the organization. Key documents created: Project Charter and Stakeholder Register

Develop a business case to establish the benefits and costs associated with the work to be performed

Do a feasibility study to identify project constraints, alternatives, and related assumptions

Establish the project charter to provide formal authorization to perform the work and the authority to assign organizational resources to the work

Identify stakeholders to consider the perspective of anyone who may have a vested interest in the project or project outcome

Appoint the project team and set up the project office to identify personnel with the talents and skills to deliver the project

Review the project and gain approval for the next phase to ensure project sponsor and/or customer approval to proceed

Planning - Costs – Your team will create a plan for cost management detailing every action regarding how you plan and oversee your project costs. Next, you must estimate costs for each activity on that list. From there, your team determines the project budget.

Scope – With initiation phase documentation in hand, your planning team will make fixed determinations regarding project assignments, costs and outcomes drafting necessary supporting documentation.

Duration – Your team has refined the scope, so you can add to the planning documentation your estimates for the best-case timing scenario. At this juncture, your planning group will propose what the most likely timeline would be including potential delays, etc.

Quality – During this step, your team will evaluate and detail how deliverables will adhere to expected quality standards and criteria outlined for by clients, stakeholders, and/or investors. In addition, you will brain storm ideas for process improvement during this stage noting enhancements in the planning documentation.

Communication – Your project group will describe how you plan to communicate with executive management, etc. as well as define an escalation strategy process.

Risk – You and your team can use the risk assessment created by decision makers during the initiation proposal step to describe how you will manage those risks. If you identify additional risks, update the project documents. Since a risk can mean a plus or minus impact on the project, your team will outline contingencies for both scenarios.

Resources – Be sure to consider everything necessary for your team to deliver on the project goals. Include financial resources, equipment needs, supplies, and materials, creating an itemized list. Executing: Acquire the team who will do most of the work.

Work to produce product scope.

Recommend changes, defect repair, preventive and corrective action coming from Planning, Executing and Monitoring and Controlling process groups.

Send/Receive communications to stakeholders.

Implemented approved changes, defect repairs, preventive and corrective actions as required.

Continuous process improvement to the processes, documentation and plans.

Team Building exercises

Give recognition and rewards to team members and keep them motivated.

Hold Progress meetings to ensure project is on track and any deviations are attended to at the earliest.

Use Work Authorization systems to allocate work.

Request Seller responses to your tender and outsourcing needs.

Select Seller for your procurement needs

Deliverables delivered

Monitoring and Controlling- required to track, review and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. measure variance and take corrective action. Some examples of areas one might control are scope, cost, and schedule

Measure according to Project Management plans

Measure according to performance baselines set during Planning processes.

Determine variances from the plans

Configuration Management to check against the technical specifications

Recommend changes, defect, preventative and corrective actions as required.

Integrated Change Control process revisited

Approve Changes, defect, preventative and corrective actions through the Change Control Board (CCB), and get them implemented.

Manage Reserves – both management reserve and contingency reserves need to be managed.

Issue Logs to track changes, problems, bugs, issues etc. are documented, and acted upon.

Facilitate Conflict Resolution among the team members, stakeholders, and take continuous action to ensure any small issue does not become big unnecessarily.

Measure Performance against plans and take action.

Report on Performance using performance reports, using various communication channels

Forecasts for budget, timeline, scope, based on the current progress, and the rate of progress.

Administer Contracts with Third Party vendors, contractors, and sub-contractors as desired and required.

Closing

. In this phase, you will formally close your project and then report its overall level of success to your sponsor.

Project Closure involves handing over the deliverables to your customer, passing the documentation to the business, cancelling supplier contracts, releasing staff and equipment, and informing stakeholders of the closure of the project.

After the project has been closed, a Post Implementation Review is completed to determine the projects success and identify the lessons learned

Making sure all the work that needed to be has been done.

5. Obtaining approval by the project's sponsor and customer (whether internal or external) for the work completed.

6. Reviewing whether or not all organizational governance processes have been executed.

7. Assessing whether or not the necessary project management processes have been applied.

8. Administrative closing of any and all procurements, reviewing that all work on the contract has been completed and that both parties have completed their contractual obligations toward each other.

9. Formally recognizing the completion of a project and its transition to operations.

10. Validating that the project achieved benefits identified in the business case.

11. Capturing of lessons learned: What was done well, and should be documented so it can be repeated in the future? What could have been done better? And if so, how can it have been done better?

12. Disbanding project resources, freeing them to perform other projects and undertake other tasks as required within the organization.

13. Transitioning project deliverables to the customer organization in a manner that warrants seamless operations and support.