705 words, 2.6 minutes read. By Gerard Blokdyk
Project Management Methodology 1 big thing: Ensure you have strong project management involvement, including schedule, scope, issue and risk management.
The big picture: Make headway so that your personnel is managing the important details of deal execution and project management throughout the full lifecycle of numerous transaction types.
Why it matters: Interface so that your company is working with diverse technical and non technical teams, including Development, QA, IT Operations, (internal) customer Operations and Project Management teams.
What to watch: Make sure the Engineer is responsible for developing and executing standardization of manufacturing quality enablers and for performing process engineering activities, including equipment design, simultaneous engineering, project management, plant launch support, continuous process improvement and other product/process assurance planning activities.
Meanwhile: Be sure your workforce is planning and Project Management: Works with the project manager in identifying those project tasks that are most important, establishes clear priorities and understands the larger picture.
Between the lines: Establish that your workforce coordinates with the Project Management team, Scheduled Releases team, Business Analysis and Testing team and business (internal) customers to accomplish work.
Be smart: Go with Project Engineer to meetings with architect and owner representatives to understand information required by owner, necessary progress reports and summaries, and how action plans from owner/architect meetings address all outstanding issues related to the project.
State of play: Deliver and provide a broad spectrum of consulting services throughout project completion ranging from the configuration, testing, business intelligence, technology optimization, project management, and product training.
What they’re saying: “Invest in establishing a Project Management Office to oversee multiple projects and to standardize and socialize best practices Liaising with stakeholders such as project personnel, vendors and end users regarding project requirements.“, Technical Project Manager
Yes, but: Provide feedback to the deployment, development, and engineering team on how to design equipment and sites for better/faster/cheaper site builds; Help design and implement those improvements.
On the flip side: Liaison so that your personnel is monitoring and reporting regularly on change efforts and progress via common project management activities as status reporting.
Under the hood: Lead project manager with defining and sequencing project tasks, estimating task duration and developing a project schedule in the context of developing a project management plan.
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Go deeper: Collaborate with various internal stakeholders as Legal, Finance, and the Project Management Office, to invest in the variety of activities surrounding vendor management.
The backdrop: Cultivate, disseminate, and enforce Information Technology policies, procedures and best practices, ensuring all Information Technology methodology and processes (Project Management, SDLC and Change Management) are followed and that code is documented (following the programming specification standards).
The bottom line: Apply project management standards ensuring obstacles and risks are identified, tracked and escalated and communicates to team members and PM/Manager/Supervisor promptly.
What’s next: Be a member of the IT Project Management Office (PMO), the Program Manager articulates program strategy to achieve the business objective, creates and oversees execution structure for the program, clarifies business impact and coordinates underlying projects to attain their combined benefits for the program.
ICYMI: Check that your workforce participates in and/or leads intra group and/or cross group projects and ensures accountability by leveraging project management approaches.
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