įigure 2: Example of a Gantt chart for an industrial project With offices in place, the project start-up team began developing procedures for getting work done, acquiring the appropriate permits, and developing relationships with Chilean and Argentine partners. The project team set up three offices: one was in Chile, where large mining project infrastructure existed, the other two were in Argentina, one was in Buenos Aries to establish relationships and Argentinian expertise, and the second was in Catamarca-the largest town close to the mine site. During the initiation phase of the project, the project manager focused on defining and finding a project leadership team with the knowledge, skills, and experience to manage a large complex project in a remote area of the globe. It should be clear at this stage, because there are 3 important parameters in project management: time, cost and quality.Ī U.S industrial company won a contract to design and set up the first copper mine production in northern Argentina, and there was no existing infrastructure for either the mining industry projects in this part of South America. There is often much confusion between programmes and projects. It is also important to keep the distinction between responsibility (at this stage) and resource allocation (who will do the work, agreed at the planning stage). It is too tempting to modify resource requirement because of assumptions about availability instead of simply and methodically agreeing who should have responsibility for what work. By ensuring each step of defining your project is done methodically, it will lead to a better result, and increase the chances of project success.ĭeveloping the responsibility assignment matrix (RAM) before the planning stage allows the project team to avoid the distraction of reality at too early a stage. Initiation time allows the project team to define the work in a logical way, without being distracted by the timeline which comes later in the planning stage. This stage is also an opportunity to engage the wider project team in working together. Being asked to sign their agreement against the scope will force a careful analysis of the requirement which can save a lot of time and cost later.ĭuring this phase it is important to talk with project members in order to give an opportunity to engage with anyone who knows the work better than they may do. The easiest way is to ask the project stakeholders to sign the WBS (or PBS). One of first steps is the stakeholder analysis, understanding which people or organizations will be impacted by or can influence your project, and what is in scope of the project is critical for ensuring your project's success. This phase is where the project objectives are defined and the aspects of the project agreed, it is the phase where a problem is identified and potential solutions suggested, the scope of work is now defined in detail. Sometime, the production of a prototype begin before the end of the design, this is known as concurrent engineering and is often employed to reduce the overall project programme. The interfaces of the phases form milestones for progress payments and reporting progress to top management, who can then make the decision to abort or provide further funding. Taken together, these steps represent the road a project takes from the beginning to its end and are generally referred to as the project “Life Cycle”. This structure is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects. Most of industrial projects follow a Life Cycle Model which have all the time the same structure, with 4 steps: Initiation, Planning, Execution and Closure. Secondly, we will speak about applications and limitations of Project Life Cycle in Industrial Engineering. įirstly, we will give a description, analysis of each phases, and we will give you a small example for each phases. The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project. The project life cycle also allows for the gate procedure to be used, this is a tried and tested method for delivering projects on time, within budget and to the expected quality targets. Phases can be broken down by intermediate milestones, specific results or deliverables. A project life cycle is a sequence of steps through from the beginning to the end of the project, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure ( Figure 1 ). This article discusses about a method of project management: Project Life Cycle. All projects can be mapped to a generic life cycle structure.
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