Root Services Project Management
Project Management
 
Creating and Managing On-Time / On-Budget Projects

What is the most valuable resource in a project? TIME! Don’t waste it because truly "Time is Money!"

Deliverables are constrained by the start and finish and the utilization of pro-active and accurate time management will result in success and not failure. Whether using a flexible Agile or traditional Waterfall approach, scheduling is the key to managing project time, budget, scope, resources, and quality deliverables.

The follow steps are closely considered:

  • Task Definition
  • Prioritization and Dependencies of Tasks
  • Impact to Time Estimates and Resource Availability
  • Impact to Timeline Durations
  • Schedule Monitoring and Change Control Management
  • Scope Management
 
Effective Use of Resources (Load Balancing)

Load Balancing (Leveling of Resources) is aimed at increasing efficiency when undertaking projects by utilizing the resources available for assignments. Resources include people, sub-contractors, equipment, and other agencies. Efficient Load Balancing results in savings, “Time is Money!” Critical Path and PERT analyzes are used to ensure dependencies are accurately assigned.

Forecasting/Estimation Accuracy

Project activities must have an accurate time estimate before any work is executed. This must be prepared whether using a flexible Agile or traditional Waterfall approach. The lack of Time and Duration estimates will impact our “Time is Money” theme. Developing an estimate, even for small projects, can be a complex task. Using the PERT (Program Evaluation and Review Technique) method for estimating is considered one of the more successful and proven techniques. Apply the estimate to the project schedule.

The following PERT estimates are considered:

  • Most Optimistic amount of Time to finish (OT)
  • Most Likely amount of Time to finish (LT)
  • Most Pessimistic amount of Time to finish (PT)
Using these three estimates we can calculate the “Expected Time (ET)” to finish

ET = (OT + 4 * LT + PT)/6

Using the same estimates the possible “Variance Time (VT)” may be calculated, sometimes used as the contingent time estimate
VT = (PT – OT)2 /  62 

The following steps are closely considered:

  • Identify Dependencies from Mandatory to Discretionary
  • Make Resource Assignment based on Skillset, Experience and Seniority
  • Leveling Techniques employ Fast Tracking Tasks or Crashing the Schedule
  • Level Resources by Delaying Tasks, Assigning Additional Resources, Remove Conflicts and Over-Allocation
Scope Management

Scope Management will never occur without precise project scope definition. When developing the scope definition the boundaries and limits of your project are clearly described. More importantly the client must agree in writing by executing a contractual instrument, i.e., Statement of Work (SOW), Scope Statement, Master Services Agreement (MSA). Items considered In Scope, Out of Scope, and Assumptions and Constraints are also clearly defined.

The following steps are closely considered:

  • Scope Definition
  • Out of Scope Definition
  • Assumption and Constraints Identification 
  • Client Sign-off
Project Portfolio Management (PPM)

Many investments make up a financial portfolio, the same is true for the project portfolio being comprised of many projects. Both require focused management with clearly defined objectives designed to bring about expected results through a cohesive and informed team.

Contributing Factors to the objectives and tools for effective and repeatable PPM:

  • Project Documentation, Charter, Justification, ROI Analysis, Project Plan, Budget, Communication Plan, Risk Analysis
  • Monitoring and Control, Progress Reporting, Frequent Health Checks
  • Team Players and Stakeholder engagement
  • Open communication
 
 
Project Management Training

According to PMI's “Value of Project Management” research study, organizations that offer training in project management are more efficient and better equipped for the challenges of the constantly evolving business environment than those that don't. After all, it's people who manage your projects. Even if your organization's established processes have been refined over the years, it's up to your employees to follow and further improve them.

The following courses are delivered through the Pharma-BioServ Academy “PMI Registered Education Provider (REP)” instructional staff members:

  • Managing Multiple Projects
  • PMI PMP Certification Exam Preparation
  • PMI-RMP Certification for the Risk Management Professional
  • Project Management for Successful Validation Projects
  • Facilitating Project Management with MS Project, Basic and Advanced
  • Project Management Methodology (PMIR)
  • Enterprise Program Management Office: The Center of Excellence (EPMO)