ProjectSchedule项目进度表.pptVIP

Construction Develop a detailed project schedule Awareness of the critical path, order and pre-requisites for project takes Decommissioning and clearance of site Re-location and accommodation of collections, facilities, services and people Communications with stakeholders – warnings, explanations, plans, location of alternatives Monitor progress, anticipate delays, manage risk Library and non-Library responsibilities Testing, Commissioning, Opening Building Library systems testing Identify and note building defects Formal handover and site access Soft or staggered opening(s) to bed down operations and identify problems Building works involve change management (eg; with staff) Evaluation through feedback from students, stakeholders, success stories, usage data Mainstreamed into Library activities Project management exercise… * * TODAY’S GOALS : Provide an overview of Project Management. Become familiar with key project deliverables. Practice developing a project schedule. Practice developing a milestone chart. Practice developing a communication plan. Practice developing a risk analysis and plan. * * * Projects: Temporary effort: Something with a definite beginning AND end. Does not mean short – projects can be long, involved efforts. Does not mean temporary benefits - projects can have lasting effects (e.g. Installed new financials system that was used for 10 years) One time effort: Does not go on indefinitely Data maintenance is not a project (Ex. new insurance rates, new tax tables) Produces an identifiable, measurable, unique product, service, result. Unique – something that hasn’t been produced before Final outcome is an actual deliverable(s) Product example: New Library Cataloging System, Development of the polio vaccine Service example: Evaluate vendor software and pick a solution Results example: Scientific research – Investigation on disappearance of the Mayan Civilization Project team works together for length of project and disban