...Project Postmortem Roseline Prasad CMGT/410 CMGT/410 Project Planning & Implementation February 24, 2014 Instructor- Patricia Anderson Project Postmortem Morpho Detection Inc. Memorandum To: Mr. Palmer Date: February 24, 2014. Subject: Project Postmortem for New Hire Field Service Engineers (FSE) Dear Mr. Palmer, Morpho Detection, Inc. (MDI) is pleased to announce the 2 day training is now over and would like to conduct a postmortem review. All MDI service personnel shall be trained by MDI before they are allowed to service the CTX machines. On the job training will be provided to all MDI service personnel to ensure satisfactory technical knowledge and to conduct ongoing refresher training. The benefits of training new FSE will be very helpful not only to Morpho Detection but to all our clients. The benefits are as follows: Field Service Engineers shall be responsible for • On-site response for emergency service calls. • Organize and coordinate preventive maintenance activities. • Maintain all the CTX units according to Morpho Detection’s standards. Ensure the quality of the maintenance work. • Field Service Engineers shall provide on-site technical support service to cover 24 x 7 support. MDI will set up a 24-hour hot-line to provide for the telephone technical support. Preventive Maintenance • MDI will conduct Preventive Maintenance in accordance with its standards and procedures. All Preventive Maintenance shall be carried out during...
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...To: Managers From: Project Manager Date: August 25, 2013 Subject: Project Postmortem Now that the two day training is over and everyone has an understanding of the new system. We would like to get some feedback from the class about the experience they had in class. We want them to share with us what they feel could have been better or left out. We also want to hear what they liked about the training and how we could improve it next time. This will prepare the company for new classes hat have to be performed in the further. At this meeting the participants of the class need to be there and made to feel they can express themselves freely. They should not be made to feel that they will be out casted if they say hoe they feel. The meeting will need to take place the last day of training so that the participants will not have to make a second trip to the company. The facilitator and a scribe should be chosen to perform the post-Mortem to make sure the conversation remains neutral. Rules will need to be set at the begging so that everyone has a chance to be heard. Making sure that everyone is comfortable is something that should be done as well and not having anyone disturbed the session until it is finished. Once the session is done there will need to be a report as to what was discussed at the meeting. This report needs to spell out what was wrong and what went right with the training. The feedback that is given from the participants should be used to guide the company...
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...we did have many successes, and detailing both success and failings. And this is the purpose of this report. Below is a summary of the things we learned on this journey into installing Epic here at St. Anthony Hospital. Management Management was not a problem for this group. The group was made up of over 50 people meaning that decision making was done by consensus. This allowed us to be more flexible with most of the assigning work to people. When one or more persons were assigned too much work it was common practice for another one to be added to level the work out. Things like this raised the group morale and productivity. Communication Management saw that communication between each group was great through this process of the project, even during the meetings with each group. By making it more efficient by putting the action items on the Epic web page, sectioned: OKC St. Anthony Hospital issues, after each meeting with different groups. Management was able to see how effective this was in communicating with each other. Everyone always knew exactly what his or hers responsible part was, and when it was due and that they could find even more information online. Email was the primary method of communication and we used it to send completed assignments back and forth, as well as post things to the Epic web page like a massage board....
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...The 2-day training was a huge success. Now it is time for the team to meet for a postmortem review. Your input is highly appreciated and will ensure that this review provides the feedback you require for future decisions In general a postmortem review compares a project’s results to its planned objectives and provides valuable insight for planning future projects. Each member of the team is involved in this evaluation. Their compatibility with each other, as well as the team as a whole, will be examined to assist in future team selection. The proposed MOV will be evaluated to see how the value of future projects might be defined more clearly. Analyzing changes in scope, schedule, budget and quality over the lifespan of the project will allow for more accurate estimates in every project, which members of this team work on. Looking at the reports generated and the feedback received from them will allow for improvements in the reporting process. Attendance is a key factor for the success of this review and we need to conduct the meeting as soon as possible to maximize attendance. I am sure you and other managers are eager to reassign the excellent members of this team; however, once the team members are working on other projects they will be less likely to have time to devote to this meeting (Marchewka, 2012). For this project, this review will be looking at the actual knowledge retention from the training session and comparing this to our original predictions and goals. ...
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...USER, Training Project Manager Date: August 10, 2013 Re: 2-Day Training – Post Mortem Review Objective This memo details the benefits and drawbacks of a postmortem review for the training class project. All included within this memo should partake in the postmortem review meeting to discuss what the team’s hopes were during the project timeline and to discover any changes needed for future training class projects. Benefits of Postmortem Review The benefits of this review are to list the goals and outcome of the project, the actual budget versus the final costs incurred, and any stakeholder participation issues. It is also helpful to document what worked and what did not throughout the project timeline. Areas to review are morale, communications, and any cost components such as hardware, software, office space, people, time, and budget. This should also include project scope, requirements, conflict management, and deadlines. Drawbacks of Postmortem Review The drawbacks of this review is that it would be too late to correct any issues or errors that occurred during this project. Considering that the training class project was on a smaller scale, there were very few milestones to help gauge the success of the entire project. Meeting There will be a meeting the following business day after the training class ends; August 5, 2013 at 9:00am in the main conference room within the building. The participants will include the Hotel manager, project manager, IT staff...
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...Project Management Best Practices In the project management world, the development and utilization of best practices is the key to success for projects of all shapes and sizes that yield the highest quality result. Finding the perfect balance between the organization, observing, and governing of projects help organizations reach the goals and objectives set by shareholders and executives. Best practices can be determined by finding simply what works best. Organizations can determine this a couple of ways. One way is to benchmark, or compare practices used by other organizations that are similar to yours. (Veatch, 2011) If a company in your industry is striving, using philosophies or techniques that are commonplace to them should become familiar to your organization. Another way is to use techniques such as postmortem meetings after the closure of projects to determine what worked and what did not. Listening to your resources and determining what was helpful in reaching the goals outlined in the project, or finding out what was an interference can outline practices that will spell success for future projects. Having postmortem meetings itself can be a best practice. It’s always a smart business decision to continue to find ways to improve. David Herron and David Garmus from the Davis Consulting Group, outlined that analysis of quantitative data collected, such as size, effort, duration, and defects along with qualitative data, such as process, methods, skills...
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...The Wow Project In the new economy, all work is project work. And you are your projects! Here’s how to make them all go Wow! First appeared: FC24, p.116 BY TOM PETERS I learned about the future of work by living in the projects — the kind of projects you routinely do at a professional-services firm. More years ago than I care to remember, I reported to the offices of McKinsey & Co. in San Francisco for my first day as a professional management consultant. At 9 a.m., I started to work. At 3 p.m. that afternoon, I was on an airplane to Clinton, Iowa to work on a project that involved an investment in a $150 million petrochemical plant, and even if you’d spotted me four letters, I couldn’t have spelled “petrochemical.” But that was life — in the projects. Fast-forward 25 years. All white-collar work is project work. The single salient fact that touches all of our lives is that work is being reinvented. The workplace revolution that transformed the lives of blue-collar workers in the 1970s and 1980s is finally reaching the offices and cubicles of the white-collar workers. For the blue-collar worker, the driving force behind change was factory automation using programmable machine tools. For the office worker, it’s office automation using computer technology: enterprise-resource-planning systems, groupware, intranets, extranets, expert systems, the Web, and e-commerce. After decades of wholesale neglect, companies are finally facing the fact of pathetic white-collar productivity...
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.... . . . . . . . . . . . . . . . . . . . . .13 Skilled Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17 Project Management Expertise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 Agile Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Clear Business Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 Emotional Maturity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33 Execution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 Tools and Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45 THE CHAOS MANIFESTO Copyright © 2013. The CHAOS Manifesto is protected by copyright and is the sole property of The Standish Group International, Incorporated. It may not under any circumstances be retransmitted in any form, repackaged in any way, or resold through any media. All rights reserved. PREFACE CHAOS Manifesto 2013: Think Big, Act Small is a subset of the online version of the CHAOS Chronicles, known as the CHAOS Knowledge Center (CKC). This version of the CHAOS Manifesto focuses on small projects and is based on the CKC version 40-12. The online CHAOS Chronicles contains 100 Best Practice...
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...Few memories as a failure on a major project from half a decade ago still vividly remains in memories. As a Research Assistant to Tim, it was my first paid job. Tim, an Engineer, worked in silos and had driver social style to his heart beat. He only communicated the expectations without delving in the details that he had in his mind. Even though the Office space was a closed knit space for 16 students, Tim seldom hung out with people to build personal relationships. He only interacted with others when there was a need. His lack of explanation on why the project was needed had left me wondering regarding purpose and design aspects of the new programming project. I struggled on how to effectively design the project and often sought help from other people, who recommended me that the project needed investment in new programming platform as old platform was incapable of achieving the project objectives. After making almost no progress on the project and wasting time in attempts to make old platform workable, I received a vehement email from Tim, stating that XYZ Inc. was deciding to scale back on funding, as no progress reports were submitted. I was shocked to learn that I was even expected to submit progress reports at the end of quarter on the undertaken project in which I had neither any clue nor communication. As an amiable person, I was too quick to reach an agreement with Tim on project deliverables. I had thought that I would be receiving friendly advice and guidance from...
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...and answer document, uploaded to D2L dropbox. You will have to find an IT professional to interview on your own. Description of this assignment 1. Each student needs to find a candidate for a Post-implementation Review (PIR) report describing an information systems development project. 2. Where can you find an information technology professional to interview? You will have to find an IT professional to interview on your own. 3. If you work for a business or government organization, you should consider interviewing the IT/MIS director for your organization. If you work P/T or F/T in any reasonably sized organization, it is likely that there are some IT workers around (like help desk staff, programmers, analysts, network technicians or even IT managers). It can even be a friend, relative or acquaintance you know who works in such a job. 4. The following is a list of themes that you could address in the interview: Please do not write this paper in question and answer format. Use the questions below to help guide the interview. ▪ What type of job does he/she do? For whom? ▪ What projects is he/she currently working on for the organization? ▪ What projects has he/she recently completed? ▪ What IT applications has the firm recently implemented? ▪ Were the most recently applications developed in-house, were they outsourced development or were they application software packages that were customized and purchased? ...
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...Kempen | C402/C405 | Extend Diploma Mechanical Engineering EDENGM22A/B | Peter Kempen | C402/C405 | | GCSE English | Katherine Davey | G4 | GCSE English | Katherine Davey | G4 | | AS English Literature | Francesca Thomas | A58 | | | | | Archaeology: Unit 1 | Caroline Wilcox | B254 | Archaeology: Unit 2 | Caroline Wilcox | B254 | | Vocational Business assignment completion | Kemi Osoba | A49 | Vocational Business assignment completion | Bekoe Newman | A49 | | Vocational Sport and Travel Tourism assignment completion | Danny Chilvers | A50 | Vocational Sport and Travel Tourism assignment completion | Danny Chilvers | A50 | | AS /A2 GraphicsExtend Diploma Year 2 Final Major Project | Mark Pearson | Art Rooms | AS /A2 GraphicsExtend Diploma Year 2 Final Major Project | Mark Pearson | Art Rooms | Spring Term Revision Schedule 2013-14 Week 1 | Tuesday 8th April | | Morning session 10.00-12.00 | Afternoon Session 1.00-3.00 | | Subject/course | Teacher | Room | Subject/course | Teacher | Room | | A2 Business (China Research Theme) | Nessa | A25 | AS Business | Nessa | A25 | | A2 Economics | Charles | G5 | AS Economics | Charles | | | AS Business | Sarah (11.00-12.30) | A39 | A2 Business (Higher level exam technique) | Sarah | A39 | | AS Law | Amina | A26 | | | | | Vocational Business assignment completion | Kemi Osoba | A49 | Vocational Business assignment completion | Bekoe Newman | A49...
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...For ""Anticipated Project Size"" use your internal metrics as guidance. For example, if you use lines of code, then mentally assign ball park values to Small, Medium and Large as part of determining whether to give this criteria a high or low score. Follow a similar process ""Anticipated Duration"". Since project duration depends on project complexity, mentally categorize earlier projects as short, average or long duration to help put the current project in context. 2. After assigning a score for each criteria, view the Feasibility Study Suitability Indicator to discover the best method to use for determining project viability. 3. Omitted criteria will give an inaccurate result, so ensure all criteria are scored before checking the indicator." Criteria "Score (1=high, 3=low)" Guidelines Business Risk "1 = Significant, high-risk projects 2 = Low-to-modertate risk projects 3 = Small, low risk projects" Technology Risk "1 = Significant, high risk technological risks 2 = Low-to-moderate technological risks 3 = Small, low technological risks" Anticipated Project Size "1 = Large 2 = Medium sized 3 = Small" Anticipated Project Duration "1 = Long 2 = Medium duration 3 = Short" Project Dependencies "1 = Substantial and intricate project dependencies 2 = Minimal or manageable project dependencies 3 = No project dependencies" ...
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...(EPIEC) . From there he gained a lot of working experience and knowledge which made him to success in his business later . Business Motivation and starting One of the motivating factors was his father’s dream of his establishment in the society and another factor was after the independence of Bangladesh Aminul Islam realized that a new country has been born, therefore, a lot of construction will be needed for the development of the country and that is when he came up with the idea of Project Builders Limited. He proposed the idea to three other recent BUET graduates and they agreed to start with this new business. After the death of one of the partner and other two sold their share currently Aminul Islam is the only Managing Director and Chairman of Project Builders Limited. Vision The vision of Project Builders limited is to make quality constructions and make a strong infrastructure development of the country. Mission Construction of important structure and projects and to become the number one construction builder in Bangladesh. Initial Finance The company was initially started with four partners along...
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...knowledge to serve my best to the organization as well as my professional growth. Academics Relevant Courses: • Completed six weeks course and training in JAVA from SLR Infotech Pvt. Ltd, CHANDIGARH. • Pursuing 6 Months course and training in JAVA from DUCAT,NOIDA. • Completed six weeks course in C++ From ICT, KAITHAL B. Tech Projects: S.No Name Of the Project Description Team Members Roles and Responsibilities 1. CHANDIGARH TOURISM (B.Tech Summer Training Project) It was a software project based on core JAVA. It includes all the places to visit , map of chandigarh , hotel room booking , slides . Backend was based on MS-ACCESS . 2 Coding of Some pages, database manipulation & connectivity and preparing Crystal Reports. 2. DELHI TOURISM (B.Tech Minor Project ) It was a software project based on core JAVA. It includes all the places to visit , map of delhi , hotel room booking , slides . Backend was based on MS-ACCESS . 2 Coding of Some pages, database manipulation & connectivity and preparing Crystal Reports. 3. CRIME FILE MANAGEMENT (B.Tech Major Project ) It was a website describing various departments in crime department. It includes 3 modules WRITER , INSPECTOR , ADMIN. Writer writes complaints , Inspector investigates by watching the record using id’s and admin has all the controls. Platform used was ECLIPSE and backend was ORACLE database. 2 Overall designing of pages & coding of Admin Panel. Extra...
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...The following case represents a realistic situation facing construction firm that has just won a competitive contract. The realistic conditions complicating the project are described in detail, as are the alternatives offered by the staff for dealing with these complexities. Case The Sharon Construction Corporation The Sharon Construction Corporation has been awarded a contract for the construction of a 20,000-seat stadium. The construction must start by February 15 and be completed within one year. A penalty clause of $15,000 per week of delay beyond February 15 of next year is written into the contract. Jim Brown, the president of the company, called a planning meeting. In the meeting he expressed great satisfaction at obtaining the contract and revealed that the company could net as much as $300,000 on the project. He was confident that the project could be completed on time with an allowance made for the usual delays anticipated in such a large project. Bonnie Green, the director of personnel, agreed that in a normal year only slight delays might develop due to a shortage of labor. However, she reminded the president that for such a large project, the company would have to use unionized employees and that the construction industry labor agreements were to expire on November 30. Past experience indicated a fifty-fifty chance of a strike. Jim Brown agreed that a strike might cause a problem. Unfortunately, there was no way to change the contract. He inquired about...
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