Page 17 natural assumption that the project is being pursued to show positive outcomes in .NET

Generation QR Code JIS X 0510 in .NET Page 17 natural assumption that the project is being pursued to show positive outcomes
Page 17 natural assumption that the project is being pursued to show positive outcomes
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With the measures in place, let us consider a model of project success that we will refer to throughout this book (Figure 14) The customer-based project management framework described in Figure 14 is a house that is built using several elements The foundation is the standard that ensures the basic quality of the process of producing and delivering the product to the customer International standards of quality, such as ISO or QC, are well recognized around the world and have become a form of competitive advantage for firms that have achieved the certification Without quality as the foundation, it is impossible to consider other meaningful notions of success Everything else builds on this foundation The first floor is the infrastructure that is needed to physically produce the different elements of the project This includes design
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Figure 14 What Are the Basic Elements of Customer-Based Project Success
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Page 18 and engineering suppliers, materials and components suppliers, manufacturing suppliers, logistics services suppliers, and so on In general, the infrastructure covers all the elements that are needed to make the project physically happen From the project developers point of view, it does not make a difference who owns the infrastructure resources, whether they are owned by them or provided by others as an outside service The key to effective control of infrastructure resources is supply chain management Supply chain management gives us an understanding and control of the resources we have in place to make the project succeed If, in our clients evaluation, the infrastructure is substandard or critical elements are missing, it gives them a strong reason to look elsewhere for their work We will be addressing the various components of the supply chain and showing its link to effective project management in following chapters The second floor is the project management that is needed to run the different elements of the infrastructure and to pull everything together to deliver the product to the customer This includes the people, as well as the systems and procedures This step in the success model requires us to take a critical look at our project management processes, control and administration systems, and people One of the critical shortages in this new era of project management is a dearth of personnel trained in project management techniques, as well as a cadre of trained project managers The third and top floor of the model is the customer relationship management that is needed to ensure the technical and organizational validity and organizational effectiveness of the final product This includes the people, systems, and procedures that are needed for the initial definition of the product based on the customer need, as well as adapting the necessary changes in customer needs that are likely to take place over the life of the project Furthermore, this level includes the feedback systems and procedures that are needed to communicate the status and the changes in the project to the
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Page 19 stakeholders in both the project developer and customer organizations to facilitate decision making Based on our definition of customer-based project management, the project organization should shift their focus from maximizing profit in one project by optimizing the use of resources to offering superior service to customers to maximize the value of the customer s project In making this proposal, we are suggesting an approach that violates one of the basic rules of all business enterprises: concentrating on making profit To be willing to forego short-term profit, the contractor has to be sure that it makes sense in the long run This simply does not happen without good customer relationship management In this approach, the customer and the contractor have to understand one another well The initial project goals and the success drivers, as well as any changes to them during the project s development, have to be comprehended by both parties This is why supply chain management is so important: Changes to the project affect not only the contractor organization, but they have a ripple effect through the supply and distribution chains as well Without proper supply chain management, it is impossible to respond rapidly to changes in the project with minimal disruptions not only to operations but to the operations of the supply chain members
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