37 items found
- The Project Proposal
The Project Proposal is a document that presents a rationale and plan of action to stakeholders with the power to authorise the project. Audience The Project Proposal is proposed to the Project Sponsor (Client or party responsible for funding the project) and any other parties that may be required to approve resources to distribute in the project. At a minimum, the Project Proposal should include: Project Aims The Project Problem Alignment with Corporate Strategy Business Benefits (Cost-Benefit Analysis) Estimate resource requirements Potential project risks Project Aims Clear definition of the aims of the project The Project Problem Outline of problems and/or needs the project will solve to be considered successful. Alignment with Corporate Strategy Examination of how closely the project aligns with the organisation’s goals and objectives. Business Benefits (Cost-Benefit Analysis) This is an appraisal of the project’s economic benefits against the costs associated with the project over time. Estimate of Resource Requirements Estimate the project cost centres, including project staff, preliminaries, materials, plant and labour. Potential Project Risks List of potential risks associated with undertaking the project.
- THE PROJECT CHARTER
The Project Charter is a document that defines the project by specifying project stakeholders and how the project manager approaches the task. A project charter is usually a more detailed document than a Project Proposal. It is occasionally used in place of the Project Proposal in a few organisations. Audience The audience may include the Managing Director, Board of Directors, Chief Financial Officer and Program Director. The partakers in Project Charter within the organisation require approval for the project to proceed to the planning phase. The Project Charter should include: Project Objectives That describes the Client’s requirements, the organisation, and other essential stakeholders who are usually expressed in SMART format (Specific, Measurable, Action-oriented, Realistic, Time-limited), defining the purposes of the project in terms of business benefits. The Scope Statement This statement defines the capacity to which the project will accomplish and provides a detailed definition of what it will deliver, giving all stakeholders a shared understanding of what the project will institute. At this stage, it’s essential to define clear deliverables for the project to ensure shared expectations of stakeholders. Exclusions This section identifies specific items/tasks that are not incorporated into the project (e.g. work that will be done under a separate project). Exclusions clearly define things to be excluded from the project (e.g. landscaping, street furniture). Formally stating those things that do not project deliverables clarify stakeholders’ understanding of the project’s scope. Project Assumptions Assumptions generally involve a degree of risk representing factors that, for planning purposes, will be considered authentic, accurate, or specific (e.g. secondment of resources). Assumptions generally involve a degree of risk factors regarded as valid, correct, or precise. Project Constraints This element explores the issues that may restrict how a project is delivered and envisioned to have a 100% chance of occurring, as these limitations are considered beyond the project manager’s capacity to modify or remove (e.g. statutory regulations, budget, traffic needs, weather) that limit the project manager’s options for delivering the project. Project Risks This section describes the relevant dependencies and significant risks associated with undertaking the project, including safety, financial, political, environmental, and resourcing; the project may depend on other projects. Project Organisation This passage explains how the project resources are structured within the project’s organisation, including the hierarchy of its key team members and its relationship to the organisational structure. These record the operational management relationships between the project office and the organisation and should include: The name of the project sponsor The name of the designated project manager and date of assignment The support, including interface coordination to be allocated to the project manager by the sponsoring organisation/division The authorities of the project manager, including appropriate references to company policy and other guidelines The reporting channels of the project manager designate to account for the size, complexity, and importance of the project and to eliminate unnecessary layers of authority above the project manager. Special instructions, or representatives of authority, to the project manager to execute the approved project. Special requirements for a transition or handover; broadly outline the conditions under which the project management organisation shall phase out or transfer authority. Project Management This document is preliminary planning considerations, particularly in terms of time, resourcing, budget and risk, and should include: High-level description of the major deliverables and scheduled delivery dates Essential resource requirements for the project include project team skills, equipment and any other resources Budget estimate based on the additional help required for the project Description of significant risks and a preliminary impact assessment Approvals For a project to successfully cruise, the following authorisations need to obtain: • The organisation’s commitment to the project as a whole • Formal authorisation from the project sponsor (the person providing the funds) for the project to commence • Formal authorisation from any relevant parties in the chain of command (i.e. the Program Director or Managing Director) • Written correspondence from the appropriate bodies that all relevant statutory approvals are granted (any conditions of the approvals should be noted and recorded for future reference) Completion of the Phase The Concept & Initiation Phase will consider complete when the following activities are complete: • All necessary approvals have been obtained • A project budget and a cost centre or equivalent account code have been assigned to the project • The Project Proposal, Project Charter and any approval documents have been carefully filed for future reference The project may then move into the second phase of the Project Lifecycle – the Design & Development Phase.
- Project Lifecycle in Brief
All project begins with a vision and form that vision into a project. A Project Sponsor explains how the project will contribute to the organisation’s strategic purposes. With the proper support of the Project Sponsor, the Project Manager fulfils the project’s goals. A project deliverable is any measurable, accurate, checkable outcome result delivered to complete a project. A project generally has four stages, in which the project manager holds specific duties and responsibilities. At each stage, develop a detailed life cycle list of tasks and responsibilities applied equally to all classifications of the project/s to keep the expectations of clients and stakeholders, to manage the complexity of the project, risk profile, and required financial controls. The project lifecycle is a collection of sequential project stages whose name and number are defined by the authority requirements in an institution involved in a project. Project Phase Deliverables 1. Concept & Initiation Phase Phase Deliverables are Project Proposal and Project Charter. Project Proposal addresses the issues to understand the project objectives, needs, project alignment with the overall corporate strategy, benefits from the project, its new initiatives, operational means, the project risks, an estimate of time, cost and other resource requirements. The responsibilities at this stage involve the Project Sponsor to prepare the project concept and sign off by Executive Management. And actions at this point will be to appoint Project Sponsor, evaluate the request for the project, prepare the Project Proposal, submit Project Proposal for approval and have the Project Proposal signed off. This phase can be defined by the following key elements: In this stage, the Project Charter is developed from Project Proposal and forms the framework for creating the Project Plan, with the purpose to define the scope of work to be performed, by establishing the objectives and deliverables of the project, by defining the broad strategies to be used to deliver the project and aligning the deliverables of the project to the business needs to be stated in the Project Proposal. Some details in the Project Proposal should be repeated in the Project Charter for the knowledge of project team members and key stakeholders. The responsibilities involve preparing the charter with the Project Manager in consultation with the Sponsor and signed off by Project Sponsor. And activities draft preliminary Project Charter by expressing business benefits, refining project scope definition, developing the draft schedule, specifying resource requirements, developing the budget estimate, evolving risk assessment, distributing breeze for comment, proposing Project Charter for approval, endorsing Project Charter and indicative budget and proposing Project Charter for inclusion in Capital Works Program. PurposeActionsDeliverablesDefine Project Goals Appoint Project ManagerPrepare the Project Proposal Obtain approval for the Project Proposal Draft the Project Charter Obtain approval for the Project CharterProject Proposal Project Charter 2. Design & Development Phase Project planning is an essential part of every project function consisting of planning activities that occur throughout the project’s life. The project plans created in this stage are used and updated as required throughout the project’s execution or delivery phase. The primary input document for developing the project plan is the Project Charter. The Project Plan stands to supply a single source that provides a reference to all planned components required to complete the project regardless of size. At larger projects, additional supporting documents will require as: Risk Management Plan including a Risk Register Risk Issue Report Key Deliverables and Milestones Issues Register Communication Management Plan Quality Management Plan Procurement/Contract Management Plan The Project Plan is the crucial document that is changed and updated throughout the project life cycle. The project manager monitors and controls the project to consolidate reference points for information needed by all stakeholders. In this phase, the responsibilities of a project manager are to prepare a project plan in consultation with the Client/Sponsor and Project Team and signed off by Project Sponsor and Project Manager. Project Organisation organises the activities in this phase by appointing a project manager, then establishing a project team, then establishing project administrative support, then establishing project governance, structures and procedures and setting up financial management. Determining Quality Requirements and work specifications, developing HR Management Plan, Procurement Management Plan, and finalisation strategy, then submitting Project Plan and budget for approval. The Project plan is formed by reviewing project documentation, developing management plans, confirming and refining project scope definition, then allocating resources to the project. The project manager needs to produce a detailed schedule budget, prepare detailed risk analysis, plan communications and reporting requirements. The Pre-Implementation Review is executed to validate Project Charter and Project Plan. In which is reviewed project team capabilities, charter stakeholders and project team to get approval to proceed with the project. In this phase, Contract formation takes place to validate procurement requirements and purchase policy, institute supplier selection process, conduct evaluation, develop a procurement management plan, conduct contract negotiations, formalise agreements, form contracts, sign contracts, and sign contracts contract. This phase can be defined by the following key elements: PurposeActions DeliverablesDevelopment of a solution to the problemAppoint the Project Team Prepare the Project Plan Obtain approval to proceedProject Plan Financial approval to proceed with the work 3. Implementation Phase The project focuses on monitoring and controlling all project activities in the Implementation Or Construction phase. The project manager is assertive in securing that all aspects of the project are incorporated to achieve the agreed deliverables meeting scope and client expectations and to monitor all project activities as directed by the latest agreed-upon project plan. In this phase, the project manager’s responsibilities involve ensuring the project is on schedule, managing contracts, resources, project change, and leading the project team, including monitoring and managing and controlling risks, project communications, budget and quality requirements in Internal Environment. And in External Environment to manage organisational interfaces project issues, negotiate approvals and formally report project progress. The activities in Internal Environment includes: Conducting project status meetings. Liaising with project Sponsor/Client. Preparing project status reports. Monitoring project schedule. Contract progress. Budget. Assessing risk. Supporting project team activities and reporting risk status changes to Sponsor/Client. The activities in External Environment includes: Conduct regular meetings with stakeholders. Negotiate Approvals. Facilitate sign off by Sponsor/Client of all significant project changes. Inform Sponsor/Client of changes in risk status. Inform Sponsor/Client of project issues. Formally report project status to key stakeholders. Regularly consult key. This phase can be defined by the following key elements: PurposeActions DeliverablesPerform the actual workContract formation + sign contracts Monitor and control activities Effective communications Effective reporting Effective consultationProgressive completion of the works Practical completion of the project 4. Commissioning & Handover Phase In the Commissioning & Handover phase, the project focuses on completing all aspects of the project delivery and formal handing over project deliverables to the organisation, including deliverables of practical completion of the project and Post Implementation Review Report. The project manager consults with the project team with responsibilities ensuring all aspects of the project are complete as defined by the final agreed project plan. All specifications have been met, cross-check all operating manuals and commissioning certificates are done. All contracts are finalised, Including the release of contract securities if appropriate, accounts paid, project completion and finalisation reports completed. The post-implementation review and all mandated documentation are archived according to corporate policy. In the Post Implementation Review, the project manager consults with key stakeholders to ensure that the asset suits the requirements of the client as defined in the contract and specifications, then formally transfer the ownership to Client/Sponsor, document the asset into the appropriate asset register, obtain sign-off of the project completion report and de-charter project. The activities at Project Completion includes, Conduct administrative closeout. Budget – against the baseline. Schedule – against the baseline. Reporting – internal and external stakeholders. Decharter project team – celebrate success. Formalise transfer of assets. Obtain sign-off from Client/Sponsor. Archive mandated documentation. A Review and Evaluation includes, Conduct post-implementation review. Record lessons learned. Review success criteria. Facilitate project audit. Draft project completion report (PCR). Submit PCR for endorsement by Sponsor/Client. Sign off acceptance of PCR by Sponsor / Client / Project Manager. This phase can be defined by the following key elements: PurposeActions DeliverablesHand over the project to the client Close the projectConduct close out (finalise contracts and handover project) Formal closure of the project (celebrate success) Post-implementation review (evaluate project, processes and outcomes and document results)Post-implementation review Documentation and reports
- Innovation | Kevos
Innovation Through Desig n The future is not in the existing products but through revolutionising your current development to the next level to meet end-user expectations. Speak with us for We are your partners in growth. About Us DRIVEN BY VALUES Customer focused approach is critical for success, and product development requires extensive professional Research and Development for innovation, enfolding a broad range of domains starting from communication, high-performance teams, computer-aided design and manufacturing (CAD/CAM/CAE). If you like to be first-to-market, we help generate new ideas marketed to your clients and design solutions for customer-identified problems. DEEPLY COMMITTED We actively seek opportunities for the innovation that will produce IP you can sell. Innovation needs confidentiality agreements with the individual companies that govern all visits, and the data collected depends on the companies' rules. Our client's data is secured with HPA encryption, including contemporaneous field notes, extensive copies of project documents, including ephemera, records of discussions, meetings, and interviews, when permitted, and photographs of whiteboards and workspaces when allowed. If you are starting from a characterisation of problem types seeking particular examples to solve, or starting from a report of a specific problem, seeking novel solutions, then please speak with one of our consultants to understand technologies, certain implementations, technology costs, and histories of design rationale. OUR CULTURE Our Heads-up, only the good ideas count, so it’s safe to put one’s head above the parapet, remembering failures as a learning curve and moving with a positive atmosphere. Our recognition is given to all levels for good ideas: team, leader, and individuals. Our management is committed to and involved in innovation and reflective practice. Our stakeholders remain active in design projects. Our team ideas were the ones that followed them through, contributing to continuity throughout the design process and an awareness of consequences. NOT INVENTION BUT INNOVATION Innovation is incremental: finding satisfactory solutions to practical problems and applying them successfully. It is nevertheless imperative to recognise that design is substantially driven by technology; thus, we examine the design, and it is essential to sense broad technical trends. Modern design is based extensively on modelling and simulation. In today's manufacturing world, we help clients with design drafting and providing plastic analysis that includes all the information required for production, solving 93-95% of manufacturing problems at the design stage. No questions should be left unanswered. The future of design lies in measurement and instrumentation technology places significant tasks before measurement and instrumentation science. And we specify manufacturing requirements with GD&T for the machinist in detailed drawings, so it is measurable, and the drawings will be illustrated to show how the Product fits together clearly. It also includes the information required for the finishing processes. Design, like the whole of technology, will continue to change very rapidly and how well we catch up with it? Let's Discuss PRODUCT DEVELOPMENT The principles for innovative products are the uncommitted mind, not constrained by current thinking and practice. To renew an existing product or introduce a product in a new market needs the ability for incredible to explore unorthodox ideas. We support businesses and engineering firms in new product development (NPD) with the complete process of bringing a new product to market from the importance of skilled observation and relatively intuitive recognition of the significance of unexpected variations. Our focus is product design, manufacturability, and influencing considerations around NPD, where each new invention multiplies the possible combinations of existing ideas and widens the scope for originality. Get in touch RESEARCH & DEVELOPMENT If your project needs exceptional performance, it requires high-quality input, creative expertise, and a complex balance among contributing factors. We support development for finding the production of specific products, including materials, systems and methods, and the design and development of prototypes and processes. Rule no.1 defines deliberate, systematic practices will foster inspiration and innovation, so we design and test product concepts and redesign existing products with the subsequent engineering approach in the same manner. Let's Chat Architectural and Civil 2d is a common way of representation in the civil industry, but 3D information models for structures improve design quality in terms of accurate drawings, constructability and collaboration. Our parametric 3D design includes; General principles (classification, 3D object model, information, process, management and security, collaboration) Interoperability for design solutions (design solution, 2D drawings) Interoperability for analysis (3D finite element model/s) Interoperability for estimation (classification, WBS, CBS, estimation) Contact us FDM 3D Printing We provide FDM printing service in industrial-grade Onyx plastic material. Guaranteeing every part is intrinsically durable with a memorable matte black finish and assists in economical materials such as PLA, Nylon, ABS and PP plastic as required. Message us PORTFOLIO To play, press and hold the enter key. To stop, release the enter key. 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- Plans & Pricing | KEVOS
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