Project Title: Integrated project delivery approaches
Introduction:
Designing of portfolio items list helps in evaluating the lesson learned from the past experiences and in evaluating different project delivery methods which are implemented for bringing sustainability in completing project. Different methodologies are used for integrating project delivery approaches so that scheduling of project is capable of fulfilling requirement of the owner. There are various project management methods such as waterfall, agile, six sigma, prince2, and others which help in modelling the project to retrieve success within allocated time and budget. Key element of project success is the capability of project manager in taking effective decision in choosing right project management methodologies for completing tasks. Complexity of organization culture is solved by accompanying integrated project delivery approaches because it focuses on providing systematic structure and coordination in business activities. Depth of project success has been learned from the past experiences and its impact on the organization. In this paper, we are going to design portfolio activities by collecting data on the job description of project manager from the past experience, reviewing job advertisement at 5 different locations, collecting relevant knowledge and ideas from the interview session organized on project practitioners, and develop a project delivery plan.
Portfolio
| Particular | Activity no. | Activities | Description |
| Job DescriptionRole of project manager in utilizing project team and project delivery approach | 1 | Requirement specification plan designing | Designing of project plan depends on requirement specification plan. Requirement specification plan is created by having face to face communication with the stakeholders (Anderson, 2015)Identification of resources required to complete the project undertaken (Badewi, 2015)Required to keep temporary check on business process, project start up, and replacement with new project schedule (Bogason, & Dahl, 2015)Identifying constraints associated with the project in terms of time, cost, resources, and quality (Carcano, & et.al., 2016)Reviewing tasks and sub-task of project to analyse complexities associated with it (Cousillas, 2010).Identifying changes required in the project requirement file to gain satisfaction of end usersEnabling harmony and coordination among team members (Damoah, 2015)He is responsible for simplifying project schedule and approach by integrating effective project management delivery approach (Ennouri, 2013)Development of risks strategy and risk mitigation helps in minimizing impact of them on the process undertaken (Gupta, 2019)From the past experience, I have realised that success and failure of project depends on the decision taken and implemented by the project manager at right time. It helps in synchronising business process according to the desired goal and objectivesActivities are designed in the direction of project goal (Hamad, 2018)Estimation of budget is done by analysing historical reports of projectEstimation of time duration is done by analysing historical reports of project (Hamid, Raza, and Naqvi, 2013)Estimation of quality standards is done by analysing historical reports of projectData retrieval is required to be done according to the demand of resourcesValue of project depends on completion within projected time and cost and within quality standardsMeasuring outcome of project with the checklist of requirement specification plan so that maximum value obtained by project is determined (Haron, & et.al., 2013)Distribution of work with respect to capability and willingness of resourcesRealistic duration of time and cost is provided to resources for completing their respective work (Haughey, 2014)Motivation helps in managing connection between resource work done and final outcome of projectCoordination and communication are two major success factors because it give rise to team work synchronizationDetermining critical activities and risks factors plays a crucial role in controlling time to finish undertaken taskDetermining critical activities and risks factors plays a crucial role in controlling budget to finish undertaken task (Hornstein, 2015)Keeping balance of information flow between client and team membersProvides guidelines to subordinateTypes of activities interdependencies are Start to start, start to finish, finish to start, and finish to finish (Itegi, 2015) |
| 2 | Resources required | ||
| 3 | Monitoring | ||
| 4 | Constraint identification | ||
| 5 | Review of complexities | ||
| 6 | Review of changes | ||
| 7 | Managing coordination | ||
| 8 | Enables process simplification | ||
| 9 | Mitigation risks and complexities | ||
| 10 | Right decision at right time | ||
| 11 | Clear goal and objectives | ||
| 12 | Clarity in project budget | ||
| 13 | Clarity in project timeline | ||
| 14 | Clarity in quality standards | ||
| 15 | Synchronising information flow | ||
| 16 | Project value | ||
| 17 | Determining maximum value achieved | ||
| 18 | Resource utilization | ||
| 19 | Realistic time and cost estimates | ||
| 20 | Motivating resources | ||
| 21 | Enabling Team spirit | ||
| 22 | Controlling time | ||
| 23 | Controlling Budget | ||
| 24 | Increasing satisfaction of end users | ||
| 25 | Updating project schedule | ||
| 26 | Managing risk | ||
| 27 | Monitoring of project status | ||
| 28 | Preparing required documentation | ||
| 29 | Leading team | ||
| 30 | Managing relationship with client | ||
| 31 | Preparing project strategy | ||
| 32 | Signing contract | ||
| 33 | Determining project vision | ||
| 34 | Procurement of inventory required | ||
| 35 | Liaison | ||
| 36 | Mentor | ||
| 37 | Managing relationship with stakeholder | ||
| 38 | Integrating project delivery approach | ||
| 39 | Taking initiation in undertaken project | ||
| 40 | Communication | ||
| 41 | Developing execution plan of project | ||
| 42 | Project testing | ||
| 43 | Project implementation | ||
| 44 | Project close up | ||
| 45 | Project handover | ||
| 46 | Determining project assumption | ||
| 47 | Determining cause and effect of risks | ||
| 48 | Keeping alternative plan | ||
| 49 | Managing chaotic environment | ||
| 50 | Developing stakeholder engagement plan | ||
| 51 | Developing quality management plan | ||
| 52 | Developing procurement management plan | ||
| 53 | Setting priority to risks identified | ||
| 54 | Summarizing interdependencies of project activities | ||
| 55 | Keeping checks of employees performance | ||
| 56 | Identifying gaps in employees performance with respect to project requirement | ||
| 57 | Initializing training and development program | ||
| 58 | Providing remuneration | ||
| 59 | Links with project sponsors | ||
| 60 | Managing supply and demand of resources | ||
| 61 | Critical thinking | ||
| 62 | Creating thinking | ||
| 63 | Designing innovation | ||
| 64 | Taking proactive action | ||
| 65 | Adaptive | ||
| 66 | Predict uncertain risks | ||
| 67 | Responsive behaviour for new project | ||
| 68 | Implies effective project management methodology | ||
| 69 | Determining critical factors | ||
| 70 | Determining project outcome | ||
| 71 | Developing improvement plan | ||
| 72 | Identifying risks in implementation | ||
| 73 | Identifying employee resistance | ||
| 74 | Sequencing of activities | ||
| 75 | Identifying material required | ||
| 76 | Managing supply and demand of resources | ||
| 77 | Amendments in project schedule | ||
| 78 | Correlating interdependency between activities | ||
| 79 | Determining project management tools used | ||
| 80 | Organizing meeting and conference | ||
| 81 | Projecting timeline | ||
| 82 | Providing new opportunities to team member | ||
| 83 | Investigating reasons of historic project failure report | ||
| 84 | Overcoming risks and uncertainty | ||
| 85 | Process setup | ||
| 86 | Linking of process output with overall goal of project | ||
| 87 | Minimizing cost | ||
| 88 | Calculating Cost performance index | ||
| 89 | Calculating schedule performance index | ||
| 90 | Managing resource levelling | ||
| 91 | Determining risk of project failure | ||
| 92 | Determining success criteria of project | ||
| 93 | Managing ethical code of conduct | ||
| 94 | Punishing Unethical behaviour at working environment | ||
| 95 | Award and reward to employees | ||
| 96 | Planning to overcome employee resistance | ||
| 97 | Resolving grievances of employees | ||
| 98 | Keeping processes on track | ||
| 99 | Identifying gaps in the working process structure | ||
| 100 | Designing innovative plan | ||
| 101 | Planning for minimizing employees efforts | ||
| 102 | Cost incurred per activity | ||
| 103 | Determining float value | ||
| 104 | Identifying type of activity | ||
| 105 | Working hours of employees | ||
| 106 | Representative of project | ||
| 107 | Selection of processes | ||
| 108 | Selection of resources | ||
| 109 | Identifying participation of stakeholders | ||
| 110 | Developing conceptual design of project | ||
| 111 | Bringing transparency in contract | ||
| 112 | Identifying project start date | ||
| 113 | Identifying project finish date | ||
| 114 | Managing meeting for project initiation | ||
| 115 | Developing project plans | ||
| 116 | Determining project design | ||
| 117 | Setting project to execution | ||
| 118 | Calculating test result | ||
| 119 | Determining improvement areas of project | ||
| 120 | Implementation of project | ||
| 121 | Controlling of project | ||
| 122 | Developing future improvement plan | ||
| 123 | Emphasis on end user feedback | ||
| 124 | Developing feasibility plan of project | ||
| 125 | Assembling of team members suggestion | ||
| 126 | Synchronising project work breakdown structure | ||
| 127 | Calculating work force task | ||
| 128 | Creating progress report of project | ||
| 129 | Preparing handover documentation | ||
| 130 | Identifying risk severity | ||
| 131 | Identifying risk likelihood | ||
| 132 | Identifying risk ranking | ||
| 133 | Identifying risk probability | ||
| 134 | Identifying risk mitigation plan | ||
| 135 | Identifying responsible person for activity | ||
| 136 | Determining methods of communication chosen | ||
| 137 | Managing business administration | ||
| 138 | Managing legal issues | ||
| 139 | Managing political issues | ||
| 140 | Determining frequency of communication | ||
| 141 | Determining mode of communication | ||
| 142 | Identifying type of message transferred | ||
| 143 | Preparing check-ins report | ||
| 144 | Health and safety check | ||
| 145 | Preparing project baseline report | ||
| 146 | Preparing project variance report | ||
| 147 | Preparing risk register | ||
| 148 | Identifying carriers of information | ||
| 149 | Identifying types of project management tools | ||
| 150 | Developing project outcome report | ||
| Multinational role of Project Manager role | 151 Responsibilities | Strategic planning | From the investigation, it has been found that project manager performs various responsibilities to achieve project goal and objectives (. The graph below shows role crucial role played by the project manager in different phases of project management approach: It has been seen that major role played by the project manager is during project planning and in performing execution, monitoring and controlling phase (Mansfield Community, 2013). Success and failure of project depends on the creative thinking applied in synchronising project activities. Graph below shows tools and technique used for controlling project life cycle Value of project increases by following legal laws and ethical code of conduct at work place. Systematic growth of the project depends on the effective utilization of resources, time, and cost. Parameters which are required to organize project efficiently are budgeting, planning, scheduling, resource utilization, supervision, staffing, directing, controlling, managing formal and informal communication between working units by using different modes of information transmission channels, synchronising activities, and managing supply and demand of resources (Monnappa, 2017). Success of project depends on minimizing complexities of processes by developing proactive action plan for mitigating risks (Mossalam, and Arafa, 2016). Monitoring and execution of project helps in designing innovation and change requirement to meet the satisfaction level of end users. Variance of cost and schedule can be minimized by monitoring cost performance index and schedule performance index (Newman, 2018). |
| 152 | Project monitoring and controlling | ||
| Requirement | 153 | Developing project plan | |
| Skills and expertise | 154 | Creating project goals and objectives | |
| Communication skills | 155 | Analysing quality of services provided to customers | |
| Education and certification | 156 | Resolving issues | |
| Competencies | 157 | New opportunities | |
| 158 | Change management | ||
| 159 | Managing resource utilization | ||
| 160 | Creating portfolio | ||
| 161 | Leading project team | ||
| 162 | Developing project cost and budget | ||
| 163 | Project reports | ||
| 164 | Coordination between internal and external resources | ||
| 165 | Project scope | ||
| 166 | Feasibility report | ||
| 167 | Resource allocation | ||
| 168 | Progress tracking | ||
| 169 | Project performance tools | ||
| 170 | Relationship with clients | ||
| 171 | Setting priority to risks | ||
| 172 | Preparing documentation | ||
| 173 | Clarity in requirement plan | ||
| 174 | Creating process maps and schedule | ||
| 175 Requirement | Having experience in project management | ||
| 176 | Good communication skills | ||
| 177 | Organization skills | ||
| 178 | Ethical code of conduct | ||
| 179 | Strong knowledge of PMP | ||
| 180 | Strong knowledge of Microsoft Office | ||
| 181 Skills and Expertise | Budgeting | ||
| 182 | Scheduling | ||
| 183 | Monitoring | ||
| 184 | Planning | ||
| 185 | Supervision | ||
| 186 | Staffing | ||
| 187 | Directing | ||
| 188 | Controlling | ||
| 189 | Communication | ||
| 190 | Managerial skills | ||
| 191 | Project management skills | ||
| 192 | Process management skills | ||
| 193 | Inventory management skills | ||
| 194 | Grievance handling skills | ||
| 195 | Formal communication | ||
| 196 | Informal communication | ||
| 197 | Creating good and healthy working environment | ||
| 198 | Synchronising activities | ||
| 199 | Ethical behaviour | ||
| 200 | Optimizing association of resources | ||
| 201 Education and certification | Master degree from recognized university | ||
| 202 | Certification of project management professional | ||
| 203 Competencies | Critical thinking | ||
| 204 | Creating thinking | ||
| 205 | Negotiation | ||
| 206 | Grievance handling of employees | ||
| 207 | Tolerating power | ||
| 208 | Adaptability | ||
| 209 | Proactive decision | ||
| Investigate Interview | 210 Project Practitioner 1 | Project management approaches used in developing project schedule | It has been learned that limitation in project scheduling, time management, cost management, unclear goal and objectives, division of role and responsibilities, and functional requirement can be fulfilled by deploying integrated project delivery approach because it helps in alliancing project according to the requirement of the end users by managing legal contract with them. Working of the resources can be improved by providing authorisation and authentication of completing their respective work within the mentioned deadline. Success of project can be measured by implementing sequential approach of integrated project delivery method. There are eight phases which are named as conceptualization phase for developing project plan, design phase for creating schema designing of project, detailed designing phase for creating detailed designing of project, implementation phase for preparing documentation to handover project to the authorised party, review phase is for collecting feedback from the end user to measure success and failure of project, buyout phase is for development of cost management plan, construction phase is for completing construction work of the project to deliver it on time, and close out phase for closing project. Interview with project practitioner helps in identifying relevancy and appropriateness of integrated project delivery approach in increasing efficiency of budgeting, planning, scheduling, resource utilization, supervision, staffing, directing, controlling, managing formal and informal communication between working units by using different modes of information transmission channels, synchronising activities, and managing supply and demand of resources. |
| 211 | Advantages of using integrated project management approaches | ||
| 212 | Disadvantages of using integrated project management approaches | ||
| 213 | Specific parameters used in project scheduling | ||
| 214 | Phases of integrated project delivery approach | ||
| 215 | Implementation of IPD in practice | ||
| 216 | Application of IPD in project development | ||
| 217 | Suitability of IPD in Budgeting | ||
| 218 | Suitability of IPD in Scheduling | ||
| 219 | Suitability of IPD in Monitoring | ||
| 220 | Suitability of IPD in Planning | ||
| 221 | Suitability of IPD in Supervision | ||
| 222 | Suitability of IPD in Staffing | ||
| 223 | Suitability of IPD in Directing | ||
| 224 | Suitability of IPD in Controlling | ||
| 225 | Suitability of IPD in Communication | ||
| 226 | Suitability of IPD in Managerial skills | ||
| 227 | Suitability of IPD in Project management skills | ||
| 228 | Suitability of IPD in Process management skills | ||
| 229 | Suitability of IPD in Inventory management skills | ||
| 230 | Suitability of IPD in Grievance handling skills | ||
| 231 | Suitability of IPD in Formal communication | ||
| 232 | Suitability of IPD in Informal communication | ||
| 233 Project Practitioner 2 | Project management approaches used in developing project schedule | ||
| 234 | Advantages of using integrated project management approaches | ||
| 235 | Disadvantages of using integrated project management approaches | ||
| 236 | Specific parameters used in project scheduling | ||
| 237 | Phases of integrated project delivery approach | ||
| 238 | Implementation of IPD in practice | ||
| 239 | Application of IPD in project development | ||
| 240 | Suitability of IPD in Budgeting | ||
| 241 | Suitability of IPD in Scheduling | ||
| 242 | Suitability of IPD in Monitoring | ||
| 243 | Suitability of IPD in Planning | ||
| 244 | Suitability of IPD in Supervision | ||
| 245 | Suitability of IPD in Staffing | ||
| 246 | Suitability of IPD in Directing | ||
| 247 | Suitability of IPD in Controlling | ||
| 248 | Suitability of IPD in Communication | ||
| 249 | Suitability of IPD in Managerial skills | ||
| 250 | Suitability of IPD in Project management skills | ||
| 251 | Suitability of IPD in Process management skills | ||
| 252 | Suitability of IPD in Inventory management skills | ||
| 253 | Suitability of IPD in Grievance handling skills | ||
| 254 | Suitability of IPD in Formal communication | ||
| 255 | Suitability of IPD in Informal communication | ||
| 256 Project Practitioner 3 | Project management approaches used in developing project schedule | ||
| 257 | Advantages of using integrated project management approaches | ||
| 258 | Disadvantages of using integrated project management approaches | ||
| 259 | Specific parameters used in project scheduling | ||
| 260 | Phases of integrated project delivery approach | ||
| 261 | Implementation of IPD in practice | ||
| 262 | Application of IPD in project development | ||
| 263 | Suitability of IPD in Budgeting | ||
| 264 | Suitability of IPD in Scheduling | ||
| 265 | Suitability of IPD in Monitoring | ||
| 266 | Suitability of IPD in Planning | ||
| 267 | Suitability of IPD in Supervision | ||
| 268 | Suitability of IPD in Staffing | ||
| 269 | Suitability of IPD in Directing | ||
| 270 | Suitability of IPD in Controlling | ||
| 271 | Suitability of IPD in Communication | ||
| 272 | Suitability of IPD in Managerial skills | ||
| 273 | Suitability of IPD in Project management skills | ||
| 274 | Suitability of IPD in Process management skills | ||
| 275 | Suitability of IPD in Inventory management skills | ||
| 276 | Suitability of IPD in Grievance handling skills | ||
| 277 | Suitability of IPD in Formal communication | ||
| 278 | Suitability of IPD in Informal communication | ||
| 279 Project Practitioner 4 | Project management approaches used in developing project schedule | ||
| 280 | Advantages of using integrated project management approaches | ||
| 281 | Disadvantages of using integrated project management approaches | ||
| 282 | Specific parameters used in project scheduling | ||
| 283 | Phases of integrated project delivery approach | ||
| 284 | Implementation of IPD in practice | ||
| 285 | Application of IPD in project development | ||
| 286 | Suitability of IPD in Budgeting | ||
| 287 | Suitability of IPD in Scheduling | ||
| 288 | Suitability of IPD in Monitoring | ||
| 289 | Suitability of IPD in Planning | ||
| 290 | Suitability of IPD in Supervision | ||
| 291 | Suitability of IPD in Staffing | ||
| 292 | Suitability of IPD in Directing | ||
| 293 | Suitability of IPD in Controlling | ||
| 294 | Suitability of IPD in Communication | ||
| 295 | Suitability of IPD in Managerial skills | ||
| 296 | Suitability of IPD in Project management skills | ||
| 297 | Suitability of IPD in Process management skills | ||
| 298 | Suitability of IPD in Inventory management skills | ||
| 299 | Suitability of IPD in Grievance handling skills | ||
| 300 | Suitability of IPD in Formal communication | ||
| Suitability of IPD in Informal communication | |||
| 301 Project Practitioner 5 | Project management approaches used in developing project schedule | ||
| 302 | Advantages of using integrated project management approaches | ||
| 303 | Disadvantages of using integrated project management approaches | ||
| 304 | Specific parameters used in project scheduling | ||
| 305 | Phases of integrated project delivery approach | ||
| 306 | Implementation of IPD in practice | ||
| 307 | Application of IPD in project development | ||
| 308 | Suitability of IPD in Budgeting | ||
| 309 | Suitability of IPD in Scheduling | ||
| 310 | Suitability of IPD in Monitoring | ||
| 311 | Suitability of IPD in Planning | ||
| 312 | Suitability of IPD in Supervision | ||
| 313 | Suitability of IPD in Staffing | ||
| 314 | Suitability of IPD in Directing | ||
| 315 | Suitability of IPD in Controlling | ||
| 316 | Suitability of IPD in Communication | ||
| 317 | Suitability of IPD in Managerial skills | ||
| 318 | Suitability of IPD in Project management skills | ||
| 319 | Suitability of IPD in Process management skills | ||
| 320 | Suitability of IPD in Inventory management skills | ||
| 321 | Suitability of IPD in Grievance handling skills | ||
| 322 | Suitability of IPD in Formal communication | ||
| 323 | Suitability of IPD in Informal communication | ||
| Delivery plan | 324 | Define | The diagram below shows integrated project delivery model and business engagement model: |
| 325 | Develop | ||
| 326 | Validate | ||
| 327 | Monitor | ||
| 328 | Control | ||
| 329 | Sustainability | ||
| 330 | Team | ||
| 331 | Legal risk | ||
| 332 | Technology | ||
| 333 | Money | ||
| 334 | Implementation plan | ||
| 335 | Area | ||
| 336 | Investment | ||
| 337 | Stakeholders | ||
| 338 | Training | ||
| 339 | Project auditing | ||
| 340 | Start date | ||
| 341 | Finish date | ||
| 342 | Project review | ||
| 343 | Iteration | ||
| 344 | Project charter | ||
| 345 | Scope | ||
| 346 | Resources | ||
| 347 | Risk | ||
| 348 | Communication | ||
| 349 | Procurement | ||
| 350 | Decision | ||
| 351 | Monitoring and control | ||
| 352 | Integrating | ||
| 353 | Change control | ||
| 354 | Sign off | ||
| 355 | Feasibility | ||
| 356 | Requirement plan | ||
| 357 | Detailed requirement | ||
| 358 | Design | ||
| 359 | Detailed design | ||
| 360 | Organization chart | ||
| 361 | Construction | ||
| 362 | Execution | ||
| 363 | Testing | ||
| 364 | Implementation | ||
| 365 | Monitoring | ||
| 366 | Feedback | ||
| 367 | Controlling | ||
| 368 | Delivery methods | ||
| 369 | Management tools | ||
| 370 | Key performance indicators | ||
| 371 | Process | ||
| 372 | Activities | ||
| 373 | Duration | ||
| 374 | Risk probability | ||
| 375 | Relationship with clients | ||
| 376 | Setting priority to risks | ||
| 377 | Documentation | ||
| 378 | Clarity in requirement plan | ||
| 379 | Process maps | ||
| 380 | Schedule | ||
| 381 | Baseline | ||
| 382 | Cost baseline | ||
| 383 | Actual date | ||
| 384 | Planned date | ||
| 385 | Actual cost | ||
| 386 | Planned cost | ||
| 387 | Benefit modelling | ||
| 388 | Benefit Realization | ||
| 389 | Project success | ||
| 390 | Project failure | ||
| 391 | Strategy | ||
| 392 | Review | ||
| 393 | Interviews | ||
| 394 | Content | ||
| 395 | Job description | ||
| 396 | Strategic planning | ||
| 397 | Tactical planning | ||
| 398 | Facility management | ||
| 399 | Construction documentation | ||
| 400 | Performance analysis | ||
| 401 | Quality of service | ||
| 402 | Cost analysis | ||
| 403 | Clash detection | ||
| 404 | Reporting | ||
| 405 | Prototyping | ||
| 406 | Work schedule | ||
| 407 | Engagement plan | ||
| 408 | Material | ||
| 409 | Synchronising information flow | ||
| 410 | Project value | ||
| 411 | Determining maximum value achieved | ||
| 412 | Resource utilization | ||
| 413 | Realistic time and cost estimates | ||
| 414 | Motivating resources | ||
| 415 | Enabling Team spirit | ||
| 416 | Controlling time | ||
| 417 | Controlling Budget | ||
| 418 | Increasing satisfaction of end users | ||
| 419 | Updating project schedule | ||
| 420 | Managing risk | ||
| 421 | Monitoring of project status | ||
| 422 | Preparing required documentation | ||
| 423 | Leading team | ||
| 424 | Growth | ||
| 425 | Pitfalls | ||
| 426 | Advantages | ||
| 427 | Disadvantages | ||
| 428 | Limitation | ||
| 429 | Collaboration | ||
| 430 | Business function | ||
| 431 | Architectural design | ||
| 432 | Delivery method | ||
| 433 | Testing quality | ||
| 434 | Readiness of team members | ||
| 435 | Services | ||
| 436 | Infrastructure | ||
| 437 | Selection of processes | ||
| 438 | Selection of resources | ||
| 439 | Identifying participation of stakeholders | ||
| 440 | Conceptual design of project | ||
| 441 | Transparency in contract | ||
| 442 | Reliability | ||
| 443 | Accuracy | ||
| 444 | Integrity | ||
| 445 | Design build delivery model | ||
| 446 | Conceptualization phase | ||
| 447 | Design phase | ||
| 448 | Detailed design phase | ||
| 449 | Implementation phase | ||
| 450 | Review phase | ||
| 451 | Buyout phase | ||
| 452 | Construction phase | ||
| 453 | Close out phase | ||
| 454 | Process structure | ||
| 455 | Risk severity | ||
| 456 | Risk likelihood | ||
| 457 | Risk ranking | ||
| 458 | Risk probability | ||
| 459 | Risk mitigation plan | ||
| 460 | Activity | ||
| 461 | Communication methods | ||
| 462 | Administration | ||
| 463 | Managing legal issues | ||
| 464 | Managing political issues | ||
| 465 | Communication frequency | ||
| 466 | Communication mode | ||
| 467 | Message transferring | ||
| 468 | Communication tools | ||
| 469 | Project management tools | ||
| 470 | KPI | ||
| 471 | Mapping | ||
| 472 | Temporary checks | ||
| 473 | Checklist | ||
| 474 | Tasks and sub tasks | ||
| 475 | Facts | ||
| 476 | Coordination | ||
| 477 | Integration | ||
| 478 | Relationship | ||
| 479 | Synchronisation | ||
| 480 | Information flow | ||
| 481 | Proactive decision | ||
| 482 | Adaptive decision | ||
| 483 | Critical thinking | ||
| 484 | Creative thinking | ||
| 485 | Realistic time | ||
| 486 | Realistic cost | ||
| 487 | Test result | ||
| 488 | Execution | ||
| 489 | Plan | ||
| 490 | Strategy | ||
| 491 | Risk | ||
| 492 | Alternative plan | ||
| 493 | Change request | ||
| 494 | Feedback | ||
| 495 | Supervision | ||
| 496 | Staffing | ||
| 497 | Directing | ||
| 498 | Controlling | ||
| 499 | Communication | ||
| 500 | Managerial skills |
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