Introduction to Project Management - Ministerio de ...map.gob.do/.../04/Technical-Management-of-e-Gov-projectKwang-Ja… · 3 Ⅰ. Introduction to Project Management WAY4U (Information

Introduction to Project Management

June 12, 2014

Table of contents

I. Introduction to Project Management

II. Project Management Tools

3

Ⅰ. Introduction to Project Management

WAY4U (Information Planning Reengineering)

Background and purpose

Birth of WAY4U Methodology

To meet the changing client needs and New IT environments

To have a standard methodology Based on Real Practices

To overcome new IT Project’s Issues and Risks

Ⅰ- 1. What is Project Management?

An independent project management methodology of LG CNS based on PMBok, CMMI, ISO 12207.

Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements - PMboK

Note 1) PMBoK: Project Management Body of Knowledge

WAY4U based on PMBoK, a Project Management Concept of the Project

Management Institute (PMI) that provides International Project Management Standards

Integration Management

Scope Management

Schedule Management

Cost Management

Quality Management

Communication Management

Risk Management

Resource Management

Procurement Management

Process Improvement based on Capability Maturity Model Integration (CMMI)

Experience from Many Overseas Projects and Large-scale Pubic Projects in Korea and

Repository Utilization

KMS

PAL

• To refine and utilize project management methodology based on lessons learned from many projects over the years LG CNS using stored

• internal KMS and Process Asset Library (PAL)

4

Ⅰ. Introduction to Project Management Ⅰ- 1. What is WAY4U?

Field Proven Project management methodology based on International Standards

WAY4U, a project management methodology developed by LG CNS, is based on PMBoK1) and meets international standards such as CMMI and ISO 12207.

Systematic Project

Management

Scope m

anagement

Schedule m

anagement 위 험 관 리

의 사 소 통 관 리

Procurem

ent managem

ent

Integration managem

ent

Scope m

anagement

Schedule m

anagement

Cost m

anagement

Quality m

anagement

Resource m

anagement

Com

munication m

anagement

Risk m

anagement

Procurem

ent managem

ent

Integration managem

ent

PMBoK

CMMI

KMS and Process Asset Library (PAL)

5

Ⅰ. Introduction to Project Management Ⅰ- 2. Framework of Project Management

5 Management Stage

Project management • To improve execution

capability of project participants

• To execute project planning elements

• To collect related metrics

5 Managem

ent Stage

Commence -ment

Planning

Control Execution

completion

• To define project objectives, standards, and procedures

• To define resources and responsibilities

• To identify risks in the initial stage and develop management plan

• To review project plans and set criteria

• To end the scope, schedule, cost, and quality control • To end project risk management • To end business agreement with suppliers • To end the project finally

• To define the project management framework

• To define tasks and activities for project

• To secure communications channel

• To define the project organization

• To control the project scope • To control project progress

(costs, schedule, etc.) • To control project quality and risks • To transfer progress information

and communicate • To manage partners and

suppliers • To monitor and re-plan project

planning elements

6

Ⅰ. Introduction to Project Management Ⅰ- 2. Framework of Project Management

9 Project Management Areas

9 Project Managem

ent Areas

• To forecast project finance • To secure and control budget • To develop and manage

budgeting procedures

• To develop quality plan • To validate whether

plans and procedures are met

• To check whether requirements are met

• To develop and adjust schedule • To evaluate schedule feasibility

Schedule

Finance

Scope Quality

Communi cation

Risks

Procure ment

Integration

Resources

• To identify requirements and deliverables

• To break-down tasks • To set the baseline

• To define whom to communicate • To develop communication plan • To control and manage

communication

• To track and manage contracts

• To adjust tasks • To track and review

results

• To adjust total configuration elements

• To control integration changes

• To develop resource plan • To fund resources • To motivate and educate

• To identify and evaluate risks • To develop actions to deal with risks • To develop contingency plan

9 project management

areas

Project management

Table of contents

I. Introduction to Project Management

II. Project Management Tools

8

Ⅱ. Project Management Tools Ⅱ- 1. Utilize Automation Tools

Utilize various automation tools

To present more easily and supports all stakeholders in project

To reduce errors in project management by using systematic tool

Higher efficiency and effectiveness

Pms-F DMS G-AMS4)

Note 1) WAY4U : LG CNS’s standard methodology which means method/procedure/approach of system development for the client and user (U-You) Note 2) pms-F(Project Management for Field) : LG CNS’s web-based automatic project management tools Note 3) DMS(Development Management System) : LG CNS’s application development/management tools Note 4) G-AMS(Global Account Management System) :LG CNS’s web-based system operation/management tools * Whether to use tools listed above 2)~4) will be determined through consultation with the client considering environment of project.

PM Project team member

LG CNS executives/

Quality supporting org,

Client Local partners

Project management using various management tools with application of WAY4U methodologies

9

Ⅱ. Project Management Tools Ⅱ- 1. Utilize Automation Tools

Utilize various automation tools

Category Tool Benefits Features How to Use

Project Management Tool pms-F

•To provide comprehensive project management functions covering all stages including commencement, planning, execution, and completion. •To manage information on inspection support, purchasing, and post-review

•To manage all project-related information on scheduling, resources, and risks •To enable clients and supervisors who are educated for a short period of time to access the tool

•To analyze project progress using project planning and performance information in connection with MS Project •To manage project risks, issues, budget, and purchasing information

Schedule Management Tool

MS Project

•To provide various functions to optimize the project schedule, resource allocation, and budget management •To support various presentation formats such as Gantt Chart, Pert Chart, and graphs

•To enable upload to and download from pms-F •To be the best tool to utilize project management tools

•To manage scheduling and performance •To provide data to manage progress and analyze the project in connection with pms-F

Document Management Tool

MS Office

•To utilize easy and powerful documentation functions •To support various formula calculation and charts •To support various diagrams and documentation functions

•To be the most widely used document management tool •To be the most common and powerful tool for presentation

•To develop various presentation and data shared with clients •To maximize efficiency in document sharing and management by avoiding the use of other document management tools such as Hangul •To maximize business efficiency by actively utilizing various figures and analysis data on workforce and resource budget management

10

How to Manage Progress?

Ⅱ. Project Management Tools Ⅱ- 2. Process Management

Category Features Merits Demerits

0 or 100 % • Not to evaluate

performance until a task is completed

• To be objective and simple

• To encourage completion of tasks

• To have chances of performance exaggeration

• To require plans at the lowest level

Commencement- Completion (50%-50%)

• To evaluate the performance of a task started as 50%

• To evaluate the performance of a task completed as 100%

• To be objective and simple

• To partially admit the performance of a task not yet finished

• To encourage completion of tasks

• To have chances of performance underestimation and exaggeration

• To require plans at the lowest level • To require lots of time and efforts for

validation

Milestone • To partially admit the

performance of a task meeting the milestone

• To be objective • To provide a more

accurate description for tasks executed

• To be relatively complicate • To require plans at the lowest level • Not to encourage completion of tasks

WAY4U Methodology

How to Measure Progress

11

Ⅱ. Project Management Tools

Connection with Scheduling

Progress Status Monitoring

• To use automated progress management tools

• To send a regular report on project progress

Accurate Forecasting of Schedule Delays

• To forecast a possible schedule delay using system management

Schedule Delay Prevention

• To develop actions to deal with schedule delays based on consultation (schedule or scope adjustment)

Schedule Planning

Progress Evaluation

and Analysis

Schedule Control

• To define task list, order, and relations • To develop schedule plan • To review and approve schedule

planning

• To measure progress against the schedule

• To report on progress evaluation and the gap between progress and the schedule

• To develop troubleshooting measures

• To analyze the impact of schedule changes

• To prepare changed schedule plan • To review and approve changes


Ⅱ- 2. Process Management

12

Ⅱ. Project Management Tools P

reve

ntio

n of

pro

gres

s de

lay

Systematic monitoring

Accurate forecast of schedule delay

Prevention of schedule delay

Continued monitoring of schedule in task unit using pms-F Regular report on project performance (internal report within

the project team) To encourage activities in progress

To forecast potential schedule delay preliminarily by analyzing earned progress against plan registered in Pms-F

Possible to accurately forecast potential schedule delay through schedule simulation by the system.

To devise ways to eliminate schedule delay if it’s forecast (overtime work, mobilization of additional manpower, schedule

adjustment, work priority adjustment, devise potential preventive measures)

Elimination measures shall be discussed with Client according to attributable causes of the schedule delay.

Delay equal to or less than 5%1)

To resolve internally by the project team

Minor

Delay equal to or less than 10%

To perform risk management after registering to risk management

Warning

Delay equal to or greater than 10%

To control and devise countermeasure through discussion with Client after registering to risk management

Danger

In case progress delay occurs

Progress Delay Management


Ⅱ- 2. Process Management

13

How to Manage Requirement?

Ⅱ. Project Management Tools Ⅱ- 3. Requirement Management

Requirement Identification Procedures

Identification Plan Analysis Formalization Validation and Approval

To collect requirements using various methods and identify accurate requirements

To develop requirement management plan to define and agree on requirements

– Offer education on requirements – Select requirement identification source – Collect requirements and prepare requirement definition – Define quality features – Develop a general test plan

– Select employees who should identify requirements – Define requirements identification methods and procedures – Develop requirement tracking plan – Review requirement management plan

14

Identification Plan Analysis Formalization Validation and Approval

To change requirements into formal and standardized forms

To review requirements, and set and approve the baseline in consultation with users

To identify detailed requirements and complement requirement definition based on business analysis

– Complement requirement definition – Record requirement tracking – Develop quality objectives and evaluation method – Develop plans to validate and confirm requirements

– Review requirements together with users – Set the baseline for requirements – Register configuration management system – Approve


Requirement Identification Procedures

How to Manage Requirement?

Ⅱ- 3. Requirement Management


How to Manage Organization?

Ⅱ- 4. Organization Management

LG CNS Project Team Organization

Ensuring Effective Communication

Taking Into Account Future Technology Transfer

Utilizing LG CNS Local Companies

Utilizing Experts in Each Field

Application Team

Operation-Relate Team

GIS Team

Project Management Team

Project Management

Quality Management Team

Quality Management Support

from Korea or overseas

Support from Korea

Project Manager

LG CNS Development Center

• Make an program of operation-related application

LG CNS Support Organization

• Technical Service Dept. • Infrastructure Service Dept.

Establishing Organization Chart

Infrastructure Team

Network

H/W, System S/W

TRS

PABX/CTI

Center Display

CCTV

Integration Team1)

Test

Deploy

Building Construction Team

Construction team

Design Team

Interior Team

15

16

Role Company Responsibility

Project Manager LG CNS • To manage project issues and risks • To manage Korean and foreign suppliers • To be responsible for local business in general

Project Management Team/Quality Management Team

LG CNS • To manage schedule, quality, scope, issues, and risks • To contact with related organizations

Application Team

Operation-related Team LG CNS • To Implementation Operation-related application

(analysis & Design) GIS Team LG CNS/KSIC • To Implementation GIS application

Infrastructure Team

H/W, S/W, N/W LG CNS • To install hardware, software, network • To develop application architecture & modeling • To provide database administration

Command Centre display LG CNS/CPI • To implementation command centre display system

TRS LG CNS/Teltronic • To install and integration TRS system

IP Telephony LG CNS/ RodemTech • To install and integration IP Telephony system

CCTV LGCNS/ • To install CCTV system of Security in the urban and fire monitoring Network Construction LG CNS/ • To install network cabling

Command Center Building Construction Team MCS • To build an Command Center

LG CNS Support Team

Integration Team LG CNS • To make a test plan and test the hole systems • To make a deploy plan and deploy the hole systems

LG CNS development center LG CNS • To make an application program (coding) of operational-related system

LG CNS Support Team LG CNS • To review quality and performance of system implementation


How to Manage Organization?

Ⅱ- 4. Organization Management

Roles and Responsibilities

17


How to Manage Resource?

Ⅱ- 5. Resource Management

• To establish staffing plan by team and month considering project schedule and scope • Select personnel to mobilize focused on experiences in same type of projects

• Project control manager shall collect manpower status of the project team • Project control manager shall prepare periodic staffing mobilization status and report it

to project manager.

• Changes such as mobilization and de-mobilization of additional key personnel shall be confirmed after obtaining Client’s approval through team meeting.

• To collect resumes of personnel mobilized and confidentiality pledges • Once changes in staff is confirmed, organization chart and changes will be periodically

reported to Client • To give training to staff mobilized

• To form and operate staff by work/role/function • To carry out operational support for the completed stage and work activities being in

progress simultaneously in regards to staged progress schedule.

To establish staffing plan

To check & report mobilized

staff status

To mobilize or de-mobilize

additional staff

To operate manpower by roles

and functions

Human resource management approach

18


How to Manage Resource?

Ⅱ- 5. Resource Management

Management target

• Office area • Development device and tools: network, server, PC for development, software

for development, etc • Office furniture : copy machine, desks/chairs, phones/fax, etc

Management

method It is possible to track status and change history coherently by registering all

hardware, software and office furniture to be used while performing the project on the Control Log.

Physical resource management approach

Resource management tools

Human Skill

Human resource development system

Subcontractor management system

19


How to Manage Communication?

Ⅱ- 5. Communication Management

Communication management procedures

Completion

Commence ment

Planning

Execution/ control

Stage

Official work approval and communication

completion

To determine project participating organization

To obtain organization information and fix

relationship

To establish communication plan

Major work

Performance report and meeting

To renew communication

planning

• To accept Client’s official deliverables • To survey customer satisfaction level • To announce project completion

• To communicate with the project team and relevant organizations • To share project status information and take follow-up measures • Senior management report and take follow-up measures • To monitor communication management plan and take corrective measures

• To review requirements and report in detail • To refine other communication • To improve customer relationship continuously

• To identify all interested parties affecting execution of the project • Persons, organizations, concerned agencies, etc

• To obtain and understand information required or each participating organization

• To fix interrelationship between each organization, major functions and roles

Detailed Task

• To preliminary plan all the effective communication methods, medium, timing, participants, contents, etc

20




Communication management deliverables

Organization chart

• To provide a chart showing all organization participating in the project including Client, LG CNS, and local partners

Responsibility/role chart

• To provide a chart describing managers, functions and critical roles by each organization

• Communication media – reports, meetings, seminars, e-mail, verbally, etc

• Communication method – officially/unofficially

• Communication timing – Periodically/ frequently

• Communication target – project participants

Communication plan

21




Communication techniques

Communication activities

Communication

techniques

Communication item through

web-channel

• To identify communication targets

• To establish communication plan

• To control and manage communication

• Work report and meetings

• To form communication committee • To use web-channel

Pms-F DMS IMS-F1) KMS

Major communicat

ion target

Korean subcontractors Client Local Partners

LG CNS Concerned

departments

• System construction progress

• Staff mobilization status

• Issues and risks • Periodic report

• Program development schedule

• Program development status

• Program testing status

• Issues/support requested items

• System link schedule

• System link progress rate

• System link change control

• Issues/support requested items

• Technical inquires and references

• Technical trend inquiry

• FAQ/Q&A

22

Communication management Tools

Project Dashboard

• To show total status of the project on the situation or project dashboard

• To inquire detailed information per each discipline (schedule/cost/logistics/requirements/quality/issues)

Note 1) IMS-F : Interface Management for Field

Regular Report

• To provide Client management and PM with periodic reports

• To provide performance data updated on a real-time basis in graph format

• Possible to add relevant risks and issues




23


How to Manage Reporting?

Ⅱ- 6. Report Management

Effective Communication and Coordination

Task implementation

Review and monitoring

Reporting performance against the plan

Task plan by phase

Progress Reporting Reporting Procedure

Client Project Team

Reporting

Feedback

Project Commencement

• Project overview • Scheduling • Resource allocation plan

Project Implementation/Control

• Progress and schedule management • Change and quality management • Workforce management

Project Completion

• Completed installation history • Task manual and operation manual Monthly report

Non-regular Reporting Occasional report Progress report

Commencement Report

Mid-term report by project phase

Implementation

Design

Approval Completion Report

Objectives of Reporting and Review Meeting

24




Regular and Occasional reporting

Notification of report review and issues

Analysis of severity of issues

Feedback

Severe issues

Less-severe issues

Regular and Occasional reporting

Notification of review result

Risk Management

Regular Monitoring

Issue and Problem Identification

Issue and Problem Registration

Collaborative Meeting of Related Teams

Reporting on Issue and Problem Resolution

Issue and Problem Resolution

Completion Report

Scope Management (Handling issues and

problems)

Quality Diagnosis Team

PM

Client

Project Team

LG CNS Support Team

Application Teams 1 and 2

Infrastructure Team

Project Management

Team

Command Center Team

Integration Team

Project Reporting Principles

• LG CNS prepares a regular report on project progress and sends the report to Client

• LG CNS submits a report to Client and holds a review meeting both on a regular basis and at the request of Client

• Discussion and review meetings are attended by concerned employees of Client, LG CNS, and partners

• LG CNS gets an approval from Client in advance in case of addition, change, and removal of plans.

• Content and format of the report to be decided following discussions with Client

Project Reporting Target and Procedure

25

Project Reporting

• To submit detailed plans in accordance with Client regulations after the contract is closed and project is commenced

• To describe project scope, implementation and management methodologies, schedule, and resource allocation plan

Commencement Report

• To submit report in case of emergency - In case of failures or system errors - Failure resolution and history - Report at the request of Client

Occasional Report

• To prepare and submit completion report on the final deliverables included in the project scope specified in service design and contracts after the end of project - Project history and significance - Task history

Completion Report

- Quality review result - Future project orientation and plan

Mid-term Report (Deliverables by Phase)

- Quality review result - Future project orientation and plan

• To submit regular progress report on the current process and progress and problems and remediation in accordance with project procedures - Plan vs. performance - Requirements and consultation

Regular Report

- Progress and deliverables by phase - Decision-making on problems and issues

Reporting1

Reporting 5

Reporting 4

Reporting 3

Reporting 2

• To submit reports on project progress and performance by phase - Performance against plan - Issues, problems, and remediation




Project Reporting Plan

26


How to Manage Review?


Review Plan-How to Hold Review Meeting

Review Meeting Objectives

Project Management

• Project plan/performance management • Schedule management • Effective communication management

Quality Improvement

• Project change review • Standard guideline evaluation • Effectiveness of deliverable content

Risk Evaluation In Advance

• Risk factor identification in advance and risk impact analysis

• Risk mitigation measures • Project change review

How to Operate Review Meeting

Participants • Client managers • Project manager • Project team manager

Time • Right after each project stage ends • When Client request

Review Result Reporting

• Review meeting result report • Continuous monitoring of problems • Risk management

Ⅱ- 2. Steps of establishing ISP

Step 1. Identifying to-be scope and direction

3) To-be modeling


Reflected to Completion Report

Issue and Problem Identification

Issue and Problem Registration

Joint Meeting of Related Teams

Issue/Problem Resolution Method Report


Review Meeting

Risk

Management Communication

Means

User Requirement Identification

Issue/ Problem

Resolution

Opinion coordination

Identification of what should be changed and

complemented

Progress check

Quality status check Quality

Goal Achieved

Walk through

Joint Review Meeting

27




Review Plan - Review Meeting Activity and Types

1 To develop plan for review meeting on the schedule and give notification on data and plan

2 To prepare quality check list and issue list and review deliverables

3 To develop issue list based on review content, feedback, and opinions, and analyzed issues

4 To develop remedies and schedule for problems identified

5 To complement deliverables, apply remedies, and check the effectiveness of remedies

6 To submit reports, get approval, and give notification on review meeting result

Major Responsibilities of Review Meeting

28




Review Plan - Review Meeting Activity and Types

(O: required, X: not required△: conditionally required)

Review Meeting Time Review Content Participants

PM/ Manager Project Team

Commencement Report Meeting

After the contract closing

• Effectiveness of implementation plan - Effectiveness of project scope and implementation period - Effectiveness of schedule, resource allocation, and budget

allocation - Project goal achievement probability - Effectiveness of specifications and functions

O △

Deliverable Review Meeting by Stage

After the end of each stage

• Validity of end user requirement analysis • Requirements- effectiveness of design details • How to apply system change requirements

O O

Completion Report Meeting

After the end of the project

• Whether the original goals are met - Whether user requirements and goals are met - Validation of the performance of workforce and resources

allocated - Whether users accept the system built

O △

Regular Report Meeting (Monthly)

At the end of every month

• Review on plan vs. progress analysis • Risk factor review • Measures to resolve problems

O △

Occasional Consultation

When an issue is raised

• Analysis of issue status, conditions, and sources • Consultation on how to resolve issues O △

Major Review Meeting and Review Items

29


How to Manage Risk?

Ⅱ- 7. Risk Management

Contingency Plan - Objective of Contingency Planning

Guaranteeing Successful Business by Detecting and Responding to Potential Risk Factors Early and Minimizing Risk Occurrence

Risk Management

Regular risk diagnosis

• Diagnosing risks at the initial phases of the project • Tapping into experiences and know-how from risk

cases and responses in similar projects • Regular risk diagnosis

Building an early risk warning framework

• Early detection of and response to potential risks • Risk prediction using accumulated repository • Enterprise-wide support for addressing risk factors

Eliminating risk factors in advance • Quantitative risk management for advance defect

prevention • Utilizing success/failure cases accumulated in LG

CNS’s PM DB

Continued risk tracking/control • High-level risk assessment and detailed risk

diagnosis • Risk assessment at functional levels • Plans for continued tracking, control and response

toward risk factors

Execution

Risk Management Procedure

Regular Quality Check

※ Abnormality detection: LG CNS’s project management system provides information on abnormalities (regarding cost, schedule and quality)

Occurrence Probability Analysis

Impact Analysis

Risk Grade Determination

Prioritization

Tracking/ Control

Response Planning

Identifi cation

Analysis/ Assessment

Systematic/ Continued

Risk Management

Planning

Risk Prevention Risk Occurrence

Abnormality Detection

Project Repository

LG CNS

Planning risk diagnosis Constant monitoring

Identifying risk factors

Measuring risk levels

Suggesting risk response plans

Risk factor analysis/response

plans

Enterprise-wide support system

Supporting and evaluating risk response plans

30


How to Manage Risk?


Contingency Plan - Contingency Planning Procedure

Method Procedure

• Defining management-related risk factors (e.g. delivery, scope modification, delayed decision-making) • Defining technical risk factors • Defining risk factors regarding external environment (e.g. difficulties in business collaboration)

Risk Factor Identification

Impact Assessment

Impact assessment done using the method of risk rating toward

risk factors

Analysis

Selecting and rating items to be under focused management

Focused Management

Risk factors in monitoring cycles A and B to be under focused

management

• Before initiating the project, predictable risk factors to come under focused management are identified and their impacts are analyzed

• Led by the project manager, possible situations are analyzed and responses are prepared; if needed, joint response plans are formulated through consultations with staff members in charge

• Based on the response plans, time and needed resources are committed to eliminating risk factors, formulating reoccurrence prevention plans and sharing them with relevant Client officials

Monitoring Cycle Grade A Intermediately or daily

B Weekly

C Biweekly

D Monthly Impact Level

High: 3

Medium: 2

Low: 1

Low: 1 Medium: 2 High: 3

RR 3 C

RR 3

C RR 4

C

RR 9 A

RR 6 B

RR 6 B

RR 2 D

RR 2 D

RR 1 D

A B

B

C

C

C D D

D

Risk Rating Need for Formulating Risk Management Plan Impact Level Probability RR High

3 High × 3 = 9 • Yes

• Risk factor management and emergency response plans High 3(2)

Medium × 2(3) = 6 • Yes

• Risk factor management plan Medium

2 Medium

× 2 = 4 • Yes/No depending on the situation

1 2 1

× 3 × 1 × 1

= 3 = 2 = 1

• No


How to Manage Risk?


Major Risk Factors Risk Grade Impact Prevention Plan Response Plan

Errors arising when various solutions are

interfaced/integrated High Schedule delayed

• Reviewing technology feasibility from the phase of pilot system building

• Leveraging experiences from similar projects and experienced staff

• The technical support organization forming a cooperation and support system in advance to respond to possible problems immediately

Delayed finalization of new ERD High Data migration

delayed

• Finalizing new ERD for the implemented system as early as possible

• Data migration conducted by the time when system development begins

• Implementing data from the latest year first if ERD is yet to be finalized in the development phase

Errors occurring while various data are migrated High Delivery delayed • Early commitment of professional DBA • Developing a data migration program in

consideration of table locking

Migration of list-type data High Degraded

performance; increased data size

• Excluding explanation and other OLTP tasks from data migration

• Limiting migration of list-type data to a minimum level

• Consulting with Client and excluding tasks that can be supported by the production system from migration (performance levels considered)

Longer-than-expected lead time for equipment ordering High Schedule delayed • Implementing administrative measures for

equipment purchasing in advance • Ordering hardware in advance to secure

enough lead time for ordering

Additional requirements and delayed consultation High Schedule delayed

• Finalizing specific user requests and scope within the planned schedule before approval

• Finding optimal plans in advance based on development experiences

• Business tasks, whose detailed development scope has not been finalized, are conducted after priority is set

Errors arising from newly introduced equipment High Schedule delayed

• Identifying causes and suggesting solutions through error diagnosis by key technology

• Building a close support system with suppliers

Contingency Plan - Expected Core Risk Factors and Prevention Plan

31


How to Manage Quality?

Ⅱ- 8. Quality Management

Quality Assurance Procedures and Implementation

32

review

Quality Assurance Plan Development

Post-management

Quality Review

Quality Assurance Activities

Remediation

Delivery

Remediation • To suggest troubleshooting measures • To record and manage remediation history

Product Quality Assessment • To evaluate whether quality objectives are met

Develop Quality Assurance Plan

Deliverable Management

Quality Education

• To identify quality assurance requirements • To prepare quality assurance plan and request an approval of

the plan

• To identify configuration items for deliverables • To record and manage change control and status

Post-Review • To conduct a post-review on the system handed over after the

end of the project

• To provide project team members with quality education

Project Audit • To check whether deliverables and processes meet standards

Deliverable Review • To objectively review project deliverables • To improve the quality of deliverables Internal Quality Audit

To identify customer requirements and complaints during or after the project period, explore corrective and remediation measures, and present how to improve quality

To conduct an audit in accordance with LG CNS’s internal quality inspection regulations to improve quality and provide remediation

To have standardized quality management system that meets ISO 9001 quality management certification

Standards and Regulations < ISO Certification>

To make the project meet the CMM standard in order to eliminate defects of processes developed based on customer requirements

< CMM Application>

Quality Assurance Activities Check

Customer Satisfaction Survey

Quality assurance team gets regular quality assurance activities report, and reviews and assesses efficiency and effectiveness of quality assurance activities

Quality Education

Thank you

Documents

Introduction to Project Management - Ministerio de ...map.gob.do/.../04/Technical-Management-of-e-Gov-projectKwang-Ja… · 3 Ⅰ. Introduction to Project Management WAY4U (Information