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Safety Management

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Cost Management

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Quality Management

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Creating the Project Plan

Build the project schedule by listing, in order, all the tasks that must be completed. Some must be done sequentially while others can overlap or be done in tandem. Assign a duration to each task.

Manage Resources

A successful project manager must effectively manage the resources assigned to the project, including members of the project team, vendor staff, and subcontractors.

Access Scope

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  • Identify location.
  • Confirm availability of room.
  • Select the food options.
  • Confirm the bar and what the bar includes.
  • Identify the dessert options.
  • Create and distribute invitations with food. 
 
  • Decide on the type of entertainment.
  • Review options for entertainment and select.
  • Confirm dining room set-up.
  • Purchase table gifts for guests.
  • Coordinate and deliver the event.

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Determining Requirements

The first real step in constructing a project is a pre-design phase or planning phase. The pre-design phase involves defining a project’s requirements: what its function(s) will be, how much it should cost, where it will be located, and any legal requirements it must comply with.

Designing the Structure 

The architect works first with the owner to decide on the broad strokes of the design and then increasingly closely with the other members of the design team to flesh out the structure’s design in accordance with requirements. 

Bidding Based on the Scope

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Signing the Contract

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Close-Out

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Step 1—Defining the Charter

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  • Define the mission with the sponsor
  • Understand the project history and sensitivities
  • Establish initial project team contact
  • Determine the assessment approach
  • Complete the charter and obtain approval
Step 2—Developing the Assessment

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  • Is realistic and can be executed to achieve the charter's objectives
  • Will allow for an assessment in as short a time as possible
  • Will ensure that accurate findings are produced
  • Will minimize project team distraction
Step 3—Conducting the Assessment

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  • Determining the true current status of the project
  • Identifying the major threats, opportunities and problems for the project moving forward
  • Establishing an extended team for the recovery effort
Step 4—Developing the Recovery Plan

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  • Must not fail.
  • Will be subject to extraordinary scrutiny. The team must be ready to defend every action they take.
  • Provides for broad fundamental changes in scope, schedule and cost.
  • Is of shorter duration.
  • Is subject to tighter monitoring and controlling.
  • Requires greater frequency of communicating and reporting.
Step 5—Conducting the Recovery

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  • Re-plan the next rolling 3-week period
  • Examine variances by estimator
  • Define or re-define workload for next period
  • Obtain new estimates for the next period from estimator
  • Acknowledge progress (team, sponsor, customer feedback) to build morale