What we offer
- Fields of application
- Provide Management Ressources
- Analyzing the project
- Build teams and working groups
- Implement the 5 steps of the project processes with your team or partner
Why Project Management!
You are in a situation where you don’t have the resources necessary to implement a very important project. The project can’t be postponed and is vital for your business. It is always difficult, to distribute special tasks to internal executives.
It is often a serious reality, that based to missing resources, the company loose new business possibilities. Project management involves the clear definition of the project, time frame, the available budget and financial reporting.
A project in Business and science is typically defined as a collaborative enterprise, frequently involving research or design, that is carefully planned to achieve a particular aim. As a matter of fact, projects can be further defined as temporary rather than permanent systems that are constituted by teams within or across organizations to accomplish particular tasks under time constraints.
Project management is the discipline of planning, organizing, securing, and managing resources to achieve specific goals. A project is a temporary endeavor with a defined beginning and end, usually time-constrained and often constrained by funding or deliverables undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usal or operations which are repetitive permanent, or semi-permanent functional activities to produce products or services. In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies.
The primary challenge of project management is to achieve all of the project goals and objectives while honoring the preconceived constraints. Typical constraints are scope, time, and budget. The secondary—and more ambitious—challenge is to optimize the allocation and integrate the inputs necessary to meet predefined objectives.
During the project you are regularly on the progress of the project by Rolling Action Item List – RAIL informed. At short intervals the Steering Committee should held meetings to further procedures clearly. For each meeting a report is created.
Fields of application
- Implementation of short and medium term projects for process improvement and yield increase in the line function
- Restructuring of business units, reorganization of some areas, optimization of material procurement
- Relocation of production units, outsourcing of business units, integration of business units and negotiating the social compensation plan
- Reduction of cycle times, increased delivery reliability
- Lead a Task Force as the realization of productivity improvement, cost reduction or increase in quality
Provide management recourses
With the use of Interim Managers we support our clients when the need for implementing security and speed high. The use of the manager is not restricted to traditional recruitment difficulties.
You know your current processes and chain methodologies. We provide you with time management recourses, adapted to your projects. We creating profiles that are tailored for the successful solution of your particular project inquiries.
Analyzing the project and Approaches
There are different approaches to managing project activities including, agile management, interactive, incremental, and phased approaches.
Regardless of the methodology used, careful consideration must be given to the overall project objectives about timeline, cost, as well as the roles and responsibilities of all participants and stakeholders.
The traditional approach
A traditional phased approach identifies a sequence of steps to be completed. In the “traditional approach”, five development components of a project can be distinguished:
- Initiation
- Planning and design
- Execution and construction
- Monitoring and controlling systems
- Completion
Not all the projects will be terminated before they reach completion. Some projects do not follow a structured planning and monitoring stages. Some projects will go through steps 2, 3 and 4 multiple times.
RSManCons® offer to industries to use variations on these project stages. While the terms may differ from industry to industry, the actual stages typically follow common steps to problem solving, “defining the problem, weighing options, choosing a path, implementation and evaluation.”
Critical chain project management
(CCPM) is a method of planning and managing projects that puts more emphasis on the resources (physical and human) needed in order to execute project tasks. The most complex part involves engineering professionals of different fields (Civil, Electrical, Mechanical etc.) working together. It is an application of the Theory of Constraints (TOC) to projects. Our goal is to increase the rate of throughput (or completion rates) of projects in an organization. To exploit the constraint, tasks on the critical chain are given priority over all other activities. Finally, projects are planned and managed to ensure that the resources are ready when the critical chain tasks must start, subordinating all other resources to the critical chain.
Regardless of project type, the project plan should undergo resource leveling and the longest sequence of resource-constrained tasks should be identified as the critical chain. In multi-project environments, resource leveling should be performed across projects.
Extreme project management
In critical studies of project management it has been noted that several based models are not well suited for the multi-project company environment of today. Most of them are aimed at very large-scale, one-time, non-routine projects, and currently all kinds of management are expressed in terms of projects.
Advanced approaches to extreme project management utilize the principles of human interaction management to deal with the complexities of human collaboration.
Event chain methodology
Event chain methodology is another modeling and schedule network analysis technique that is focused in identifying and managing events and event chains that affect project schedules. With event chain methodology we help to mitigate the negative impact of psychological reaction and biases, as well as to avoid uncertainties in the project schedules.
Event chain visualization
Events and event chains can be visualized using event chain diagrams on a chart.
RSManCons® offer a method for managing projects within a clearly defined framework and describes procedures to coordinate people and activities in a project, how to design and supervise the project, and what to do if the project has to be adjusted if it does not develop as planned. Each process is specified with its key inputs and outputs and with specific goals and activities to be carried out. This allows for automatic control of any deviations from the plan. Divided into manageable stages, the method enables an efficient control of resources. On the basis of close monitoring, the project can be carried out in a controlled and organized way.
RSManCons® provides a common language for all participants in the project. The various management roles and responsibilities involved in a project are fully described and are adaptable to suit the complexity of the project and skills of the organization.
Process-based management
It’s a management approach that governs the mindset and actions in your organization. It is a philosophy of how an organization manages its operations, aligned with and supported by the vision, mission and values of your organization. The process is the basis on which decisions are made and actions are taken. It is oriented toward achieving a vision rather than targeting specific activities and tasks of individual functions.
RSManCons® provides help to find solutions for your future strategy. The general process is that the vision determines the necessary strategy, structure and human resource requirements for your organization
Build teams and working groups
The effectiveness of the committee structure is dependent upon the people that populate the various project committees. Committee membership is determined by the nature of the project – other factors come into play when determining membership of programme and portfolio boards – which in turn determines which organizational roles should be represented on the committee.
Additionally, there may be a Project Board, governing a group of related projects of which this is one, and possibly some form of portfolio decision making group. The decision rights of all these committees and how they relate must be laid down in policy and procedural documentation.
RSManCons® offer to build a working group with your employers involved in current daily processes and defined with you the project tasks.
RSManCons® provides information that informs decision makers and consists of regular reports on the project, issues and risks that have been escalated by the Project Manager and certain key documents that describe the project, foremost of which is the business case.
Implement the 5 steps of the project processes with your team or partner
Project Management divides projects into five standard phases. Each phase has associated processes activities, and sometimes the phases overlap.
Phase 1 is Initiating Processes
Preparing a notification followed by a project proposal, gaining approval and reserved funding for the project. The end to end life of the project must be taken into account at the proposal stage, for example, recognizing that the information for an Activity Completion Report at the end of the project should be considered at the proposal stage and throughout subsequent stages of the project.
Phase 2 is Planning Processes
Defining and refining objectives, preparing the Project Plans and associated sub-plans for running the project, then gaining final allocation of funding.
Phase 3 is Executing Processes
Implementing the Project Plans; coordinating people and other resources to carry out the Project Plans. Typically, this is the longest phase of a project.
Phase 4 is Controlling Processes
Ensuring that project objectives are met by monitoring and measuring progress regularly to identify variances from the plans; taking corrective action when necessary; tracking the variances and changes. Controlling has much overlap with other phases.
Phase 5 is Closing Processes
Bringing the project to an orderly end: formalizing and communicating the acceptance or conclusion of a project, handing over to the ongoing accountable area, completing an Activity Completion Report and, for major projects, holding a post implementation review.
The project manager is not necessarily the one to facilitate each activity, for example, an area manager may prepare a project proposal with the project manager being appointed afterwards. Someone external to the project should conduct the Implementation Review, if required.
RSManCons® Project Management offers solutions for companies who wants to implement projects. Mancons® manager brought in a crucial phase of the project experience, speed and implementation expertise with his extensive experience and consistent and targeted approach that led to quick results and restore the entire project’s success.