File Name: project management policies and procedures .zip
- Technology Management Guide – Policies and Procedures
- What is Your Company's Project Management Policy?
- Project Financial Management Standard (SM-09-001)
- Fakultas Perikanan dan Ilmu Kelautan
Technology Management Guide – Policies and Procedures
Not a MyNAP member yet? Register for a free account to start saving and receiving special member only perks. The Phase II report NRC, noted that DOE did not have adequate policies and procedures for planning and managing projects and that no single authority was responsible for ensuring that project management policies and procedures were followed.
It recommended that as a part of its project management system, DOE should issue fundamental policies, procedures, models, tools, techniques, and standards.
The committee noted in its January letter report that DOE had begun development of more effective project management policies, procedures, models, tools, techniques, and standards NRC, In particular, DOE O OECM has advised the committee that because the documents were developed concurrently, there are discontinuities, overlaps, and repetitions that will be resolved in the next revisions.
OECM reported that in the next revisions, the order will define policy, the manual will specify procedures, and the practices will provide commentary and examples. OECM is considering publishing the practices as a Web-based information system to be updated frequently.
Although the documents are in the process of being revised, the committee believes there is value in providing the following comments and recommendations on the drafts. OECM is to be commended on the significant progress in getting P In the final analysis, the effectiveness of these or. Order O The order supplements P As a part of the process of implementing Order O The committee has reviewed O The committee observes that O The committee therefore offers the following observations:.
The integrated project team IPT provides a framework for both acquisition and project management processes, but the policies and procedures on the IPT organization and requirements should be clarified and strengthened.
As recommended in the Phase II report, to increase the uniformity of information across the complex, the policy should require that all projects apply an earned value management system EVMS for reporting project performance. Only short projects with total durations of less than 6 months should be excluded from this requirement. The committee believes that the documents should add value by defining methods to streamline procedures and improve project performance.
The committee observed that the roles of the two draft documents were intermixed. While the documents can provide general guidance, they need to be specific where compliance is intended. Overall, the two documents should be formatted to allow easy cross-reference to O There should be a logical organization that would allow project managers to progress through the two documents referring from one to the other and at the conclusion to know what the department requires and what tools to use.
The draft PPM provides an overview of the DOE project processes, including the deliverables at decision points and management responsibility and authority, but the detailed information is not organized according to a project delivery process. The committee believes that generic project management information should not be in the documents.
These chapters include valuable ideas but these ideas need to be integrated into the DOE processes rather than being listed separately. The same problems are evident in the draft PMP. The draft documents were overwhelming in their detail in some sections; in some instances the information was superfluous and in others misleading.
Conversely, some important issues received very little attention in the PPM—for example, the 70 percent of design engineering that is to be accomplished after the preliminary design. Managing the design phase of engineering and controlling changes to the initial performance baseline are of critical importance to the final outcome of the project.
The discussion of DOE change control procedures is also inadequate. These include team alignment and teamwork procedures for including stakeholder and public participation; project scope definition; and control of scope. The critical decision information packages in the PMP should be described instead in the PPM, because the critical decision points and documentation packages required by O The PMP should focus on detailed practices in a manner that assures they are given attention commensurate with their respective significance.
DOE best practices should be documented to provide a how-to resource rather than a didactic educational resource. Achieving predictable, consistent, repeatable project performance results through standards and prescribed practices is essential. Different authors would have different opinions. It should be made clear which material constitutes DOE policies, procedures, or preferences and which is merely personal advice from the authors.
It needs to establish clear roles and responsibilities for project and operational managers. The process details should be prescribed with three things in mind: 1 every project will not always have an experienced federal project manager FPM , 2 not all projects require the same degree of detail in the reports, and 3 simplicity, particularly with respect to communication, is crucial to success.
Some specific issues that were identified in the Phase II report and which the committee considers to be particularly in need of more focused attention in the policies and procedures documentation are discussed individually below. DOE O The Phase II report included the recommendation that DOE establish a system for managing change that provides traceability and visibility for all baseline changes NRC, The committee has observed several instances of baseline change without the documentation of a traceable and verifiable process; however, the projects were initiated before the current policies and procedures were issued.
The project change control process is critical to on-time and on-budget performance and remains an ongoing concern of the committee. The committee believes that the change control process should be better defined in the DOE policies and procedures to facilitate change control on all projects. The latest version of ISO , adopted in , goes beyond a comparison of documentation and practices to require a continuous process improvement program, as discussed in Chapter 2 and Chapter 5 ISO, This recommendation was reaffirmed in the January letter report NRC, In short, it is clear that many DOE personnel are engaged in processes that have no officially recognized and documented procedures.
It is difficult to see how anyone can be accountable for following processes that are nowhere documented. The committee continues to believe that the process involved in preparing for and obtaining ISO certification would have direct benefits for the department, and it recommends that the deputy secretary give serious consideration to making ISO certification a DOE goal.
The recommendations in the Phase II report to develop and publish a set of policies and procedures for management of DOE projects appear to have been addressed to some extent by the draft PPM and the draft PMP; however, the committee finds that there is a need for additional detail and clarity and elimination of discontinuities, gaps, overlaps, and repetitions.
It should be clear which parts of the text constitute DOE required procedures and which parts reflect general advice on good project management practices. OECM should assure that policies and required procedures add value by streamlining the process and improving project performance. Policies and procedures that do not demonstrably add value should be revised or eliminated.
A complete index and a glossary of terms should be provided for both documents. Examples should be given where they will illustrate the application of procedures and the necessary documentation. Examples should have adequate explanations and represent realistic project situations. Over time, a set of templates and case studies should be built up.
OECM should be given the authority to authorize case-by-case exceptions when appropriate to ensure that common sense and cost-effectiveness prevail in the retrofitting of procedures to ongoing projects.
DOE Department of Energy. Washington, D. Program and Project Management. Project Management Practices. ISO Quality Management Systems—Fundamentals and Vocabulary. Geneva, Switzerland: International Organization for Standardization. Improving Project Management in the Department of Energy. Improved Project Management in the Department of Energy. Letter report, January. Newton Square, Penn. The Department of Energy DOE is engaged in numerous multimillion- and even multibillion-dollar projects that are one of a kind or first of a kind and require cutting-edge technology.
The projects represent the diverse nature of DOE's missions, which encompass energy systems, nuclear weapons stewardship, environmental restoration, and basic research. Few other government or private organizations are challenged by projects of a similar magnitude, diversity, and complexity. To complete these complex projects on schedule, on budget, and in scope, the DOE needs highly developed project management capabilities.
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What is Your Company's Project Management Policy?
The university is committed to continuously improving the delivery of information technology IT solutions within budget, on schedule, within scope and in such a way as to best contribute to accomplishing the university's strategic mission. This policy furthers that goal by establishing the common and consistent application of project management best practices in the management of IT projects. A uniform project management framework promotes consistency and better control of IT projects, thereby reducing risks and increasing project successes. Information technology projects are managed in accordance with best practices promoted by the nationally recognized Project Management Institute PMI , appropriately tailored to the specific circumstances of the university. Projects that engage leading IT consulting or software development firms to assist with project management may apply additional best practices provided by these firms. These methods are tailored to the Higher Education environment by internal departments and in coordination with consultants as warranted.
Project Financial Management Standard (SM-09-001)
This document describes the University's policy regarding the essential elements in the management of all projects. In order to achieve these objectives the elements of this Project Management Policy must be included in the initiation, planning, and execution of all major projects. The Project Management Policy is a University-wide policy, to be applied across all University Portfolios for all University staff and Associates to comply with, regardless of monetary value and size. A high level progress report indicating the current status of the project as tracked against budget, time and tasks.
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Fakultas Perikanan dan Ilmu Kelautan
This policy outlines principles and responsibilities associated with the management of University projects. The University is committed to the use of a standard approach to project management that reflects the Mission and Values of the University and the consistent use of project management procedures, tools and templates to facilitate the implementation of strategic priorities. This policy is designed to specify the essential elements in the management of projects to assist in articulating scope, involving stakeholders, managing risk and maximising project benefits, and how guidance is provided to those engaged in projects. Success in projects ensures the changes delivered have the desired impact and enable the University to deliver its strategic and other plans. This policy establishes University-wide requirements for a Project Management Model to guide the initiation, planning, implementation and closure of projects. It describes the minimum expectations for the governance and management of projects across the University.
The purpose of a project management policy is to ensure that projects have guidelines so they are completed in a timely, efficient manner. Having an effective policy in place saves a company the challenge of handling each project on an individual basis and guarantees cohesiveness and consistency throughout the business's operations. If you don't have a policy in place or you're in the market for a new one, there are a number of online tools that can help. When you approach a project management policy, keep in mind that different categories of tasks will require separate policies. Every policy is going to be a little different depending both on the needs of your company and the project itself, but typically your general project management policy will outline the scope of the project and will assign guidelines for managing the projects taking place throughout an organization. This guide can be defined by the marketing department, sales department, or any other area of the company.
Document Management Policy. Purpose The Policy Management Framework establishes a standard and principles for policy development, approval, implementation and review across the University. Vendor Management Governance. Ohio State is committed to foster ing a high performance culture. Performance Management Policy 5. As recommended in the Phase II report, to increase the uniformity of information across the complex, the policy should require that all projects apply an earned value management system EVMS for reporting project performance. Refer to the menu item "Risk Management" for more details.
Project Management. Policy · Procedure · Forms · Printable PDF Version Printable PDF version of this page.