This agenda template aims to provide a little more structure and focus status meetings on the content that needs to be discussed, removing other elements to more appropriate forums.
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Assumptions have to be made if a project is going to progress, but when those assumptions are made without being consciously noted, they are unlikely to be checked and confirmed or adjusted. This simple template provides a framework for capturing and monitoring assumptions.
Projects don’t close themselves--they need to be formally closed off, and this template provides a structure to record the most common project closure elements. This should provide a foundation that you can build upon.
This document summarizes the contingency plan for a risk. This level of formality will not be appropriate for all risks on all projects, but is a useful tool for potentially big impact risks. Every actively managed risk requires a contingency plan even if it is not this formal. When and if the risk triggers, there will be a need for decisive action. This document needs to be clear and complete enough to allow for those steps to be taken without a requirement for further analysis.
Project Management Evaluation Reviews are formal reviews intended to uncover issues, concerns or challenges that may impact the quality or value results if changes are not made and facilitates resolution for what needs to be improved for successful completion.
Quality management consists of a number of different elements, and this template is intended to provide a framework for identifying and managing each of those elements.
This detailed quality control plan template provides a greater level of detail and is also used to track results of the tests that are performed. This template is completed by the testing team or similar function that is responsible for quality control, and once completed forms an important record of the tests carried out to validate the project outputs.
The project constraints hierarchy is intended to identify the order in which constraints will be compromised in order to protect/preserve more important constraints. The constraints hierarchy should be determined in conjunction with the major stakeholders who also need to understand the implications of their decisions.
The basic premise of EVM is that we can assign a value to each task. We can then determine the progress that we have made on our project relative to schedule by comparing the amount of work completed with the amount of work planned to have been completed at the reporting date, and the progress relative to budget by comparing the amount of money that we have actually spent with the amount of money that we planned to spend.
In this presentation, Mark Mullaly explores what it takes to deliver project information effectively in the boardroom. He discusses common challenges and pitfalls, and explores why project information often falls short of expectations. He identifies the information that executives are most often looking for, and how to think about, structure and present information in a way that is meaningful and relevant. The webinar will provide strategies to plan your next presentation, and to ensure to the greatest degree possible that it hits the mark.