Please enable JavaScript.
Coggle requires JavaScript to display documents.
Ch 14-17 International Projects, Oversights, Auditing (Factors Affecting…
Ch 14-17 International Projects, Oversights, Auditing
International Projects
-
Global-Projects performed by teams from multiple countries,continents and work integrated for their entire enterprise
-
-
-
-
-
Traditional vs Agile PM
Agile PM
-
-
-
Continuous design, flexible scope, features/requirements, freeze design as late as possible,embrace change, high customer interaction,self organized project teams
Rolling Wave Planning and Schedule Planning Methodology- Uses iterations (time boxes) to ensure that they meet the customer's expectations every part of the way, adjustments are made as shareholders reevalute and review progress to adjust priorities
Advantages
Continuous integration, verification, and validation of the evolving product
-
-
-
Disadvantages
Does not satisfy top management's need for budget, scope, and schedule control
-
-
-
Traditional PM
Concentrates on the thorough, upfront planning of the entire project
-
Design up front, fixed scope, avoids change, freeze design as early as possible, low customer interaction, deliverables
-
-
Auditing
Independent, objective assurance activity designed to add value and improve an organization's operations
Evaluates and improves the effectiveness of risk management, control, and governnance
Types of Audits
Internal- Quality Functional/Project Deep Dives, Company Internal Audits
External- Legal Investigations, Government/Regulatory INvestigations
Timing Within the Project Life cycle- In Process audits, post-project audits
-
Technical Acceptance
Discussed in the proposal, negotiations, clearly stated in the contract
Guidelines
-
-
Strive for objective, verifiable evidence of completion
-
-
-