LAY SOLID FOUNDATIONS THROUGH PRECISE PLANNING AND ACCOUNT FOR ALL POSSIBILITIES.
FOLLOW THE CORRECT PROCEDURES AND PROJECT CLOSURE WILL ALWAYS BE A SUCCESS.
ENSURE THAT ALL OBJECTIVES AND TARGETS HAVE BEEN MET CORRECTLY AND ON-TIME.
Detailed below are some of those concepts and procedures we tend to follow;
Project management process
We'll meet with client to discuss proposed project ensuring the following have been taken into consideration:
Details of a project proposal are considered and reviewed by the Business Development Manager (BDM) and Project Leader.
the organisation has sufficient resources to undertake the proposed project
the time period required to complete the project can be achieved
the return to the organisation as a result of undertaking the project
the expected income/advantages from the project
the expected expenditure associated with the project
The Business Development Manager (BDM) and project team put together a detailed project proposal. Guidelines and templates can assist with the preparation of a proposal.
The Business Development Manager (BDM) enters the project proposal into the Project
Quality System (PQS).
View the small project process for consultancies and testing (internal access only) (RTF file).
These projects are initially set up on the Project Quality System. Cost centres for this type of activity shall be closed on an end of project basis.
Internal and external audits are conducted at planned intervals to assess the effectiveness of the system and compliance across the Organisation.
The results of audits must be documented together with evidence of corrective action taken to remedy deficiencies found during the audits.
The Management Representative (ISO Quality Officer) brings results of audits to the attention of relevant staff. Internal and External Audit Reports and associated action plans are forwarded to the Senior Management Group and then to the Organisation Audit
Committee. Any appropriate issues are then reported to the Organisations Council as part of regular reports.
Project review meetings and planning
The procedures assumes that the cost centre operates under an annual business plan that defines:
mission and values
business and business objectives
monthly income and expenditure targets
The annual business plan would normally constitute the first of a 3-5 year plan. The purpose of the monthly meeting is to ensure that each month's results meet or exceed requirements of the business plan. However, depending on the scale of the project weekly meetings can also be advised. It is suggested that the following positions attend (the attendees are recommendations only therefore the attendees at a local level should be the appropriate project management staff for that particular area):
Director/Head of organisation/department
Business Development Manager (BDM)
Divisional Finance Officer
The attendees will:
Review the previous month's/week's performance and forecast future schedule compare results and trends with the annual business plan identify and decide on corrective action
All issues that are identified as not meeting the standards set by the quality system are to be forwarded to the Management Representative.
Risk is inherent in all our corporate and personal activities, and we continuously manage risks. Everyone in the Organisation is responsible for the effective management of risk, however, the Organisation believes that the adoption of a formal approach to risk management will improve decision-making, performance and accountability.
The Director: Planning and Assurance Services is responsible through the Audit and Risk Management Committee to the Vice Chancellor for:
The introduction of the risk management system and processes into key areas of the organisation; development, maintenance and appropriate distribution of the Guidelines for managing business risks; and for maintaining a program for a reassessment of risks and risk registers in key areas of the organisation.
Customer supplied items
The Organisation will identify, verify and safeguard customer supplied items provided for use or incorporation into a product/service. If any customer property is lost, damaged or otherwise found unsuitable for use, this shall be reported to the customer and records
maintained. Please note that customer property can also include intellectual property. For further intellectual property information the Organisation's Solicitors will be consulted.
Document control, quality records and filing
Quality records are collated and maintained for ongoing reference in a safe readily accessible file or archive. Quality records are according to clients' requirements, or as designated by each division. Obsolete quality records are periodically removed from the file or archive and destroyed under the control of the Business Development Manager (BDM).
The BDM has primary responsibility for ensuring that quality records relating to proposals and projects are kept. However, these records can be kept by other appropriate staff (eg project leader, administrative support) according to the relevance of their role in undertaking the project activity and what is considered to be essential. Whilst it is acceptable that a single file is not required, the BDM must have accessibility to all project files on request. All records relating to a proposal and project are to be clearly marked for identification.
It is recommended that PQS project ID number or cost centre number methodology be used for file order.
Proposal and project quality records include:
Project records, including proposal documentation, standard organisation contracts and copies of non-standard contracts, project information form, milestone and final reports and other essential correspondence assessment of subcontractors/suppliers and client feedback.
Electronic versions of quality records, which may include large databases, multimedia reports etc should be referenced on the file and named/indexed such that a unique reference is dedicated to the particular file. Electronic files should be stored on an appropriate system, which is subject to backup and archiving. In addition copies by way of disc or CD should be kept and stored.
Document creation guidelines (staff access only) have been developed to assist in the development of quality documents:
Records management information
The Project Checklist - Word (MS) - provides guidelines to assist with the content of your project file(s).
Upon receipt of the final financial statement the Business Development Manager (BDM) should ensure that the closed project file is complete with all essential records. The whole project file should then be archived.
Handling, storage, packaging and delivery
The conformity of products during internal processing and delivery to the client shall be maintained. Divisional and Institute processes ensure that adequate controls are implemented to include identification, handling, packaging, storage and protection.
Specific requirements as part of a project that may specify methods for handling, preparation and delivery shall be controlled and documented as part of that contract.
Division project report templates that demonstrate an acceptable layout for title page and contents shall be used for reports. In addition, project reports are to have a professional appearance consistent with excellence in customer service and the scope of the work.
Verification of supplier provided services and products
When specified in a project contract that the client wishes to inspect services or products at subcontractor/supplier's premises arrangements are to be made by the Business Development Manager (BDM) and/or project leader and subcontractor/supplier to make this contractual agreement available.
Subcontractor selection and evaluation
Before engaging a subcontractor you must seek legal advice from the Organisation's Solicitors. They will provide support and assistance in the establishment of a suitable contract and also review existing head contracts to ensure the appropriateness and legality of the proposed subcontractor engagement.
Guidelines and selection criteria for this arrangement can be found at:
Financial handbooks (staff portal)
Contractor OHSW Evaluation Checklist (Word doc)
The ISO Quality Officer will organise necessary training for the Business Development Manager (BDM) network. Records shall be kept by the ISO Quality Officer identifying the type of training and attendance. In addition to this training the Organisation provides staff development - training seminars available to all staff. Additional training may be conducted at a local level and the Business Development Manager (BDM) shall keep records of this type of training.
Standard project management procedures are normally followed for larger projects to ensure all requirements are met and the project is bought to a close successfully.
We only take on IT related projects and can range from a simple 4-10 desktop small office WorkGroup configuration running standard Cat 5e cabling and an active router piped out to the Internet. Or, at the other end of the scale a project involving thousands of end users and hundreds of servers over a WAN and many remote users needing access to applications and resources. Either way, no project is too big or small as the same project management concepts apply.