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.
Project Management. The IT Fortress will take on any IT project no matter what the size or scale of the operation is delivering successfully concluded closures.
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.
Detailed below are some of those concepts and procedures we tend to follow;
Project management process
Details of a project proposal are considered and reviewed by the Business Development Manager (BDM) and Project Leader.
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.
Audit procedure
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:
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):
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
assign responsibilities.
All issues that are identified as not meeting the standards set by the quality system are to be forwarded to the Management Representative.
Risk management
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
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:
Document creation guidelines (staff access only) have been developed to assist in the development of quality documents:
Closing projects
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
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:
Training
Proper Planning and Preparation Prevents Pitiful, Poor, Performance!!!
