![]() What are expected revenue, cost, and profit of changes,īased on experience of similar, already completed projects? ![]() What contractual relationships govern the project work? Possible relationships cover a range from single supplier, over single supplier with sub-contractors, tri-angular contract (employer – engineer – contractor), to consortium contract. we cannot deliver the project result as required, and consequently do not get acceptance?Ĭomparison with similar, already completed projects, we sum up the risk values of the project in order to obtain an overall project risk value. What would be our organization's image damage in case of project failure, i.e. Main question we ask here is: how many different areas of expertise do we need to incorporate and coordinate in order to successfully complete the project?ĭo we have to create project interim or end results which are innovative from the organization's point of view?ĭo we have to work in a team where team members come from different cultural backgrounds?Īre all our internal project team members located in the same compound, or do we have to coordinate project work across different sites of our organization? For example, a new project could obtain reference character if we complete it successfully. Here, we try to estimate the order of magnitude of how much the project could contribute to the organization's image improvement. In a similar way, we consider the total project cost over the whole project life cycle.Īs project profit we define the delta between its revenue and its cost.Įvery project we undertake contributes to the overall image of our organization, independent of revenue, cost, or profit. With revenue we mean the revenue of the project over its whole life cycle, from beginning of our activities, usually in project definition phase, until the end of project closure phase. ![]() Teams (C) Risk value of the project: damage to the organization's image and overall risk value (D)Ĝontract management: expected changes, expected claims against us, or towards others. (A) Organizational benefits of the project: revenue, cost, profit, and improvement of image (B)Ĝomplexity of the project: necessary expertise, innovative content,Ĭontractual relationships, cross-cultural communication, work in virtual The projects they pursue or already have in their portfolio. These organizations need to solve the problem of prioritizing ![]() Organizations which have a clear strategy in place that includes –Įxplicitly or implicitly – the project selectionĬriteria. A well defined project prioritization is important for those ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |