In our last article on project management, we need to do during the bidding period in order for the project manager to guarantee a successful bid for the company. In this article, we will move forward in the life of the project You
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project management
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The big day arrived, the day your client decided which of the competitive bidders won his new project. As a project manager, you can listen to the news first. Customers work differently. Sometimes the customer's staff, or more than one member, "news whispers" the news to his opposing number in the bidding company, sometimes the complete protocol from the customer's contract manager anyway, the project manager bids you Is considered the best, and the first person to hear the good news that work starts now in earnest
Keeping in mind that most of the project manager's work is the management of a man, one of your first missions is a celebration for all the people working on a bid. Make sure that you are well-motivated by that team. Depending on the value of the project, this celebration may be a pub beer or a full blown lunch. Don't forget to include everyone. When making your celebration, admire the past efforts and take the opportunity to state your expectations for the future.
You can stay in the office to arrange for other major services to be provided earlier this time. You need to make sure that you are taking care of space, storage and communication so that your staff can settle down quickly and focus on making the project a success.
After that, we made this method the first project meeting to override this method (such as no same day). At this stage, your company is unlikely to actually enter into a contract for this project, so it needs more work before it happens. Your team needs to check the customer's documents again to make sure they say the same when they answer the bid, but it's try and they don't look at you Think of some extra requirements that are not unheard of for a sneaking customer. In addition, answers to both bid invitations and subsequent questions are included in the new document, and prices, payment plans, technical solutions, and everything else has been confirmed.
As long as all the documents are organized, it is normal practice to proceed with the project without the benefit of a signed contract. Often, customers are sending formal instructions to agree on basics like prices. You will probably need this to get funding for a project signed by the senior finance people of your organization, what you do and that's where the next article takes us.
Project Management-Planning
Your initial project management work has been completed and you should now be at the heart of the day-to-day details that are described in this article. .
It's tough. :
project management
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When you put a bid together, one of your most important parts of the document was the project management plan. This document will be your Bible from now on, especially the program plan, which takes the form of a bar chart or similar, and you probably are at your office This is all important dates and milestones, especially payments You can see the status of your project at a glance, including milestones. If you have developed a plan using detailed activities for each milestone, you may need to confirm with the milestone owner that these are valid You may want to start now if you do not use the detailed activities. I firmly believe that the secret of successful project management is attention to detail. In complex projects, it turns out to be a track of some seemingly trivial little jobs and items that proved to be essential to the milestone conclusion Your team needs them, especially for the early milestones Consider all the little little things and make sure your plan is always up to date
One of your early milestones, almost certainly, as these would have been draft issues for only one bid, formally project control this organized your review, your quality plan, Development plans (if any), intended to be signed off by senior management in subcontract management plans and configuration management plans. These require delivery and acceptance by your customers.
Risk management plans will have another priority review and will require constant renewal review. All risk that your risk manager does not have any new information that may affect the handling of early risks For example, Project X is approaching an important milestone and there are extra resources Because one of the software engineers knows your customer's technical status as it may be necessary, it is a software engineer who has a problem with this milestone to achieve Project X. You can now knock that risk out of your list, you don't need to worry more and instead dig deeper here as fallback risk management is a complex subject It is not.
Finally, on the subject of the plan, make sure that your procurement manager is monitoring the plan needed from your subcontractor. These have stand-alone plans for complex subcontracts. In any case, they still need to be provided to your customers at the time of project management review and inclusion of the delivery of your document package.
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