Optimizing Contracting Strategies - Revision history

S192403: /* Project governance framework */

2020-03-10T07:42:30Z

Project governance framework

← Older revision		Revision as of 07:42, 10 March 2020
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	Some limitations for the project charter are risks, an elaborate risk analysis is recommended in extension to the charter. Secondly, if the project charter has a solution, but it is not good enough, it might be time-consuming, which will end up delaying the project.		Some limitations for the project charter are risks, an elaborate risk analysis is recommended in extension to the charter. Secondly, if the project charter has a solution, but it is not good enough, it might be time-consuming, which will end up delaying the project.

	~~===Project governance framework===~~

	===Business Case===		===Business Case===

S192403: /* Recovery Project Management Recovery Project Management, PMI: https://www.pmi.org/learning/library/critical-steps-recovering-troubled-projects-7352 Recovery Project Management, EMI: https://engineeringmanagementinstitute.org/9-steps-get-projec...

2020-02-28T12:00:41Z

/* Recovery Project Management Recovery Project Management, PMI: https://www.pmi.org/learning/library/critical-steps-recovering-troubled-projects-7352 Recovery Project Management, EMI: https://engineeringmanagementinstitute.org/9-steps-get-projec...

← Older revision		Revision as of 12:00, 28 February 2020
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	===Recovery Project Management <ref name="Recovery PM">''Recovery Project Management'', PMI: https://www.pmi.org/learning/library/critical-steps-recovering-troubled-projects-7352 </ref> ~~<ref name="Recovery PM">''Recovery Project Management'', EMI: https://engineeringmanagementinstitute.org/9-steps-get-project-back-track/ </ref>~~ ===		===Recovery Project Management <ref name="Recovery PM">''Recovery Project Management'', PMI: https://www.pmi.org/learning/library/critical-steps-recovering-troubled-projects-7352 </ref> ===

	Project failure can happen to any project. Statistics report that only 52% of completed projects meet their proposed functionality.		Project failure can happen to any project. Statistics report that only 52% of completed projects meet their proposed functionality.

S192403: /* Value Proposition Canvas KEEP THIS ONE Value Proposition Canvas,Wikipedia http://wiki.doing-projects.org/index.php/Value_Proposition_Canvas */

2020-02-28T12:00:21Z

Value Proposition Canvas KEEP THIS ONE Value Proposition Canvas,Wikipedia http://wiki.doing-projects.org/index.php/Value_Proposition_Canvas

← Older revision		Revision as of 12:00, 28 February 2020
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	==People==		==People==
	===Value Proposition Canvas ~~KEEP THIS ONE~~ <ref name="wiki Value Proposition Canvas">''Value Proposition Canvas'',Wikipedia http://wiki.doing-projects.org/index.php/Value_Proposition_Canvas</ref>===		===Value Proposition Canvas <ref name="wiki Value Proposition Canvas">''Value Proposition Canvas'',Wikipedia http://wiki.doing-projects.org/index.php/Value_Proposition_Canvas</ref>===
	[[File:Value Proposition Canvas.PNG\|thumb\|Value Proposition Canvas, adopted from ''Strategyzer.com'' \|400px]]		[[File:Value Proposition Canvas.PNG\|thumb\|Value Proposition Canvas, adopted from ''Strategyzer.com'' \|400px]]
	The value proposition canvas is a tool that helps to ensure that the solution considers the needs, values, and pains of the customers.		The value proposition canvas is a tool that helps to ensure that the solution considers the needs, values, and pains of the customers.

S192403: /* Value Proposition Canvas REMOVE THIS ONE??? */

2020-02-28T12:00:05Z

Value Proposition Canvas REMOVE THIS ONE???

← Older revision		Revision as of 12:00, 28 February 2020
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	Some limitations for the project charter are risks, an elaborate risk analysis is recommended in extension to the charter. Secondly, if the project charter has a solution, but it is not good enough, it might be time-consuming, which will end up delaying the project.		Some limitations for the project charter are risks, an elaborate risk analysis is recommended in extension to the charter. Secondly, if the project charter has a solution, but it is not good enough, it might be time-consuming, which will end up delaying the project.

	~~===Value Proposition Canvas REMOVE THIS ONE???===~~
	~~[[File:Value Proposition Canvas.PNG\|thumb\|Value Proposition Canvas, adopted from ''Strategyzer.com''\|400px]]~~
	~~The value proposition canvas is a tool that helps to ensure that the solution considers the needs, values, and pains of the customers.~~
	~~This canvas analyses:~~

	*Customer segment:

	~~''Customer job(s)'': The customer job(s) assess what the customer wants to do, which actions or tasks does the customer or user want to perform.~~

	''Pains'': This can be a result of competitors lacking the necessary capabilities to offer a proper product or service. It can also be a result of users not having access to any products or services to fulfill their customer job. The project manager must acknowledge these customer pains, in order to identify the benefits project outcomes need to incorporate.

	~~''Gains'': Unlike pains, gains are not factors that are clear for the user. These are factors that the user is not necessarily expecting of a product or service but are extra benefits supplied.~~

	*Value proposition:

	~~''Products & Services'': Outlines the products and services the project outcome is built around.~~

	~~''Pain relievers'': ways of removing the customer/user’s pains.~~

	~~''Gain Creators'': deliverables creating the extra gains for the customer/user.~~

	~~For further information refer to the following DTU wiki [http://wiki.doing-projects.org/index.php/Value_Proposition_Canvas\|wiki link].~~

	===Project governance framework===		===Project governance framework===

S192924: /* Contracting and procurement */

2020-02-25T08:41:50Z

Contracting and procurement

← Older revision		Revision as of 08:41, 25 February 2020
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	===Contracting and procurement===		===Contracting and procurement===

	Contracting refers to the process of creating an agreement between multiple parties that is mutually binding. The arrangement is aimed to provide the so-called buyer with a product or service that the seller offers.		<ref name="Contracting">''Contract'', PROJECT MANAGEMENT KNOWLEDGE https://project-management-knowledge.com/definitions/c/contract/</ref> Contracting refers to the process of creating an agreement between multiple parties that is mutually binding. The arrangement is aimed to provide the so-called buyer with a product or service that the seller offers.

	Procurement encompasses all the activities through which products or services are acquired from external members to the employee base. Amongst the responsibilities of Project Procurement Management (PPM), is the process to identify which of various alternatives fits best a purpose and how to complete its purchase or hiring most efficiently. The latter is where a contract is put together, making contracting one of the most important components of PPM.		<ref name="Procurement">''Procurement Management Plan'', PROJECT MANAGEMENT KNOWLEDGE https://project-management-knowledge.com/definitions/p/procurement-management-plan/</ref> Procurement encompasses all the activities through which products or services are acquired from external members to the employee base. Amongst the responsibilities of Project Procurement Management (PPM), is the process to identify which of various alternatives fits best a purpose and how to complete its purchase or hiring most efficiently. The latter is where a contract is put together, making contracting one of the most important components of PPM.

	===Gantt Chart in Project Management <ref name="Gant Chart">''Gant Chart in Project Management'', Mind Tools https://www.mindtools.com/pages/article/newPPM_03.htm</ref>===		===Gantt Chart in Project Management <ref name="Gant Chart">''Gant Chart in Project Management'', Mind Tools https://www.mindtools.com/pages/article/newPPM_03.htm</ref>===

S192924: /* The Triple Constraint in Project Management Laura LaPrad. "Triple Constraint Theory in Project Management", TeamGantt, December 17, 2018. */

2020-02-25T08:36:09Z

The Triple Constraint in Project Management Laura LaPrad. "Triple Constraint Theory in Project Management", TeamGantt, December 17, 2018.

← Older revision		Revision as of 08:36, 25 February 2020
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	[[File:Project-management-triangle.png\|thumb\|left\|Triple Constraint\|left\|400px]]		[[File:Project-management-triangle.png\|thumb\|left\|Triple Constraint\|left\|400px]]


	The Triple Constraint is often also known as The Project Management Triangle or the Iron Triangle. It represents the boundaries of '''scope''', '''time''', and '''cost''' that each project is to operate within, and how a variation in any of the three will forcefully have an effect upon the other two.		The Triple Constraint is often also known as The Project Management Triangle or the Iron Triangle. It represents the boundaries of '''scope''', '''time''', and '''cost''' that each project is to operate within, and how a variation in any of the three will forcefully have an effect upon the other two.

S192924: /* The Triple Constraint in Project Management Laura LaPrad. "Triple Constraint Theory in Project Management", TeamGantt, December 17, 2018. */

2020-02-25T08:35:53Z

The Triple Constraint in Project Management Laura LaPrad. "Triple Constraint Theory in Project Management", TeamGantt, December 17, 2018.

← Older revision		Revision as of 08:35, 25 February 2020
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	===The Triple Constraint in Project Management <ref name="TripleConstraint"> Laura LaPrad. "Triple Constraint Theory in Project Management", TeamGantt, December 17, 2018.</ref> ===		===The Triple Constraint in Project Management <ref name="TripleConstraint"> Laura LaPrad. "Triple Constraint Theory in Project Management", TeamGantt, December 17, 2018.</ref> ===

			[[File:Project-management-triangle.png\|thumb\|left\|Triple Constraint\|left\|400px]]
	The Triple Constraint is often also known as The Project Management Triangle or the Iron Triangle. It represents the boundaries of '''scope''', '''time''', and '''cost''' that each project is to operate within, and how a variation in any of the three will forcefully have an effect upon the other two.		The Triple Constraint is often also known as The Project Management Triangle or the Iron Triangle. It represents the boundaries of '''scope''', '''time''', and '''cost''' that each project is to operate within, and how a variation in any of the three will forcefully have an effect upon the other two.

	Scope, time and cost can also be seen not just as boundaries, but as priorities. It is the project management team's responsibility to assure overall contribution towards meeting the client's requirements, whether their focus is on scope, budget or deadline. This tool helps visualize the importance of each aspect of a project.		Scope, time and cost can also be seen not just as boundaries, but as priorities. It is the project management team's responsibility to assure overall contribution towards meeting the client's requirements, whether their focus is on scope, budget or deadline. This tool helps visualize the importance of each aspect of a project.

	~~[[File:Project-management-triangle.png\|thumb\|Triple Constraint\|left\|400px]]~~		<br clear=all>

	~~<br clear=all>~~
	== References ==		== References ==
	----		----
	<references />		<references />

S192924: /* Maslow hierarchy of needs Maslow hierarchy of needs,Wikipedia http://wiki.doing-projects.org/index.php/Maslow_hierarchy_of_needs */

2020-02-25T08:33:22Z

Maslow hierarchy of needs Maslow hierarchy of needs,Wikipedia http://wiki.doing-projects.org/index.php/Maslow_hierarchy_of_needs

← Older revision		Revision as of 08:33, 25 February 2020
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	===Maslow hierarchy of needs <ref name="wiki Maslow hierarchy of needs">''Maslow hierarchy of needs'',Wikipedia http://wiki.doing-projects.org/index.php/Maslow_hierarchy_of_needs</ref>===		===Maslow hierarchy of needs <ref name="wiki Maslow hierarchy of needs">''Maslow hierarchy of needs'',Wikipedia http://wiki.doing-projects.org/index.php/Maslow_hierarchy_of_needs</ref>===
	[[File:Maslow's hierarchy of needs.png\|thumb\|Maslow's hierarchy of needs\|left\|~~250px~~]]		[[File:Maslow's hierarchy of needs.png\|thumb\|Maslow's hierarchy of needs\|left\|300px]]

	Maslow proposes five levels of needs ordered in a hierarchy of needs. Once the requirements of a level are met on an on-going basis, their needs move to the next level up.		Maslow proposes five levels of needs ordered in a hierarchy of needs. Once the requirements of a level are met on an on-going basis, their needs move to the next level up.
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	<br clear=all>		<br clear=all>

	=== Stakeholder analysis/ mapping===		=== Stakeholder analysis/ mapping===

S192924: /* Stage Gate Process Stage Gate Process,Wikipedia http://wiki.doing-projects.org/index.php/Stage-Gate_Process */

2020-02-25T08:32:45Z

Stage Gate Process Stage Gate Process,Wikipedia http://wiki.doing-projects.org/index.php/Stage-Gate_Process

← Older revision		Revision as of 08:32, 25 February 2020
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	===Stage Gate Process <ref name="wiki Stage Gate Process">''Stage Gate Process'',Wikipedia http://wiki.doing-projects.org/index.php/Stage-Gate_Process </ref>===		===Stage Gate Process <ref name="wiki Stage Gate Process">''Stage Gate Process'',Wikipedia http://wiki.doing-projects.org/index.php/Stage-Gate_Process </ref>===

			[[File:stage_gate.png\|thumb\|right\|A standard stage-gate process as defined by Cooper, <ref name="COOPER"> Cooper, R.G.. "Winning At New Products", Addison-Wesley, 1986.</ref> (1986)\|600px]]
	The tool divides the project into several information-gathering ''stages'', where each stage is separated by ''gates''. It is mainly used for the evaluation of the project. Gates can be considered as milestones, since several goals need to be achieved by each gate, after which next stage can start. Each gate has a ''gate meeting'' where the project group gathers and needs to agree on the same conclusion about inputs/deliverables, criteria and outputs. Content of each stage and the gate goals are project specific and have to defined by the company/project group within the planning phase of a project.		The tool divides the project into several information-gathering ''stages'', where each stage is separated by ''gates''. It is mainly used for the evaluation of the project. Gates can be considered as milestones, since several goals need to be achieved by each gate, after which next stage can start. Each gate has a ''gate meeting'' where the project group gathers and needs to agree on the same conclusion about inputs/deliverables, criteria and outputs. Content of each stage and the gate goals are project specific and have to defined by the company/project group within the planning phase of a project.
	~~[[File:stage_gate.png\|thumb\|A standard stage-gate process as defined by Cooper, <ref name="COOPER"> Cooper, R.G.. "Winning At New Products", Addison-Wesley, 1986.</ref> (1986)\|600px]]~~

	Cooper <ref name="COOPER"> Cooper, R.G.. "Winning At New Products", Addison-Wesley, 1986.</ref> has defined the following 5 stages, but states that a stage gate process can include 4-8 stages after the preferences of the company:		Cooper <ref name="COOPER"> Cooper, R.G.. "Winning At New Products", Addison-Wesley, 1986.</ref> has defined the following 5 stages, but states that a stage gate process can include 4-8 stages after the preferences of the company:
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	<br clear=all>		<br clear=all>

	===Benefit Mapping===		===Benefit Mapping===

S192924: /* Stakeholder analysis/ mapping */

2020-02-25T08:31:32Z

Stakeholder analysis/ mapping

← Older revision		Revision as of 08:31, 25 February 2020
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	For further information refer to the following DTU wiki [http://wiki.doing-projects.org/index.php/Maslow_hierarchy_of_needs\|wiki link].		For further information refer to the following DTU wiki [http://wiki.doing-projects.org/index.php/Maslow_hierarchy_of_needs\|wiki link].

			<br clear=all>
	=== Stakeholder analysis/ mapping===		=== Stakeholder analysis/ mapping===