1. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 1 Successful Project Management What will be the constraint of a project? Think of the possible problems that may occurs How to start a successful project In your opinion, what is a proposal? What is a good proposal? Brain Storming

2. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 2 The triple constraint How to start Successful project Negotiations and contracts Defining The Goals of A Project

3. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 3 Successful project management means accomplishing the performance specifications on or before the time limit and within the budgeted cost. Cost Time Performance Schedule Specification Budget The Triple Constraint

4. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 4  Poor communication between the contractor and customer.  Ambiguous communication between the contractor (boss) and the customer (project team) may lead to a quality disappointment.  Technical difficulty from too optimistic assumptions.  Poor design or make mistakes in executing contract performance. CLARIFY UNCLEAR SPECIFICATIONS The Triple Constraint-- Performance problems

5. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 5  “Better” is the enemy of “good enough”.  Resources are not available when required.  Those assigned to it are not interested in their tasks.  Performance specification is raised. Overrun Time Budget Schedule worse better EarlyLate Underrun $ Performance specification The Triple Constraint --Time problems Triple constraint Outcome

6. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 6  Schedule delay or sleep.  Resources are not being used as efficiently as plan.  “Liars Contest” during contract negotiation which causes a cost overrun.  Initial cost estimates are simply too optimistic.  Inadequate cost consciousness. ( 沒有成本概 念 ).  Funding may not occur according to plan. TIME IS MONEY!!! The Triple Constraint Cost problems

7. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 7 Proposals bridge the defining and planning activities on projects. A good proposal includes a thorough plan for work performance that embodies the triple constraint. define plan/replan lead monitor (metrics) complete Proposal How to Start Successful Projects

8. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 8 STRATEGIC ISSUES DEFINING PROJECT PLANNING ACTIVITIES THE PROPOSAL PROCESS Proposal The basis of a successful strategy is to filter out losing projects

9. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 9 Strategic Proposal effort Current and near-term resources Company long-tem goals Framework requirement Project value Response ability Winning the completion Bid / No Bid Decision STRATEGIC ISSUES filtering

10. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 10  The basis of a successful strategy is to filter out losing projects.  Reject consumer project efforts in an industrial product company.  Reject a fixed price contract for a technical development, scientific advance, invention, or something not previously accomplished.  In summary, avoid projects that are inconsistent with your organization’s long-term goals or current and near-term resources, such that  Unlikely to win the proposal competition.  Unlikely to satisfy the intended triple constraint.  Insignificant or irrelevant. STRATEGIC CONCERNS

11. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 11 The Requirement Project Value Response AbilityWinning the Competition  Whether there is a real requirement.  Whether the funds are really available.  Market request.  Apply important new technology.  Enhance the organization’s reputation.  Commercial new product.  Accept future financial commitments for new capital or facility investments.  First to prepare a winning proposal and second to perform the proposed work. If some capabilities are not actually present. There must be a viable plan to make them available when they are needed.  Is there advance information about the project available to it?  Concern the customer. Is it an indi- vidual or a commercial organiza- tion? (internal or external) BID/NO BID DECISISONS

12. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 12 1. Authorization 2. Theme Fixation 3. SOW 4. Plan 5. Adjustments 6. Approval 7. Submission 8. Post-submission Proposal Process

13. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 13 1.Authorization. 2.Selection of a dominant theme. 3.Preparation of the statement of work. 4.Development a plan to satisfy the triple constraint. 5.Adjustment to remove inconsistencies and inadequacies. 6.Approval. 7.Submission. 8.Postsubmission follow-up, including presentations and contract negotiations. plan SOW Theme fixation authorization Post-submission submission approval adjustments THE PROPOSAL PROCESS

14. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 14 1. Authorization 2. Theme Fixation 3. SOW 4. Plan 5. Adjustments 7. Submission8. Post-submission Authorization form: estimated schedule, funding, customer, estimated bid price, competition, proposal plan, approvals This proposal process frequently Starts before an RFP.(preproposal) A proposal itself can be considered a project with a triple constraint. Understand the subtle different minds of customers and either harmonize them of deduce who has the most influence. Working with the customer (when this is permitted). If everyone in your organization understands what the theme is, your proposal should be acceptable to your prospective customer. Content It should identify measurable tangible, and verifiable acceptance criteria. Clarification: After it is drafted, the SOW should be reviewed with the customer prior to further work on the proposal. No too much “gold plating”. Customer’s goals Contractor’s goals Someone discovers that two departments contributing to the proposal have duplicated their efforts or have made differing assumptions about some significant item. Someone discovers new information or corrects some oversight. The act of writing the proposal forces the organization to think through and attempt to simulate the entire project. Simulation: To identify any potential problem areas in the prospective system before building it. The triple Constraint: 1. Use Work Breakdown Structure (WBS) to describe your approach to the performance dimension. 2. Use schedule chart, in which each activity corresponds to a WBS element, to describe your approach to the time dimension. 3. Use a complete cost breakdown for each activity to describe your approach to the money dimension. Checklists (ref:pp.287-289) HOMEWORK!! Prepare your own list for your project. >Total bid price >cost >fee >summary SOW >submitted package >summary of risk >key people promised > financial commitment requited >warranty Watch your data Check requested format in RFP. Presentation and Negotiation 6. Approval Form: >schedule for job >title >customer The Details of Proposal Process

15. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 15 EXECUTIVE SUMMARY MAIN PROPOSAL TECHNICAL MANAGEMENT APPENDICES Proposal Proposal Content

16. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 16 Contractual Form FFP→Firm Fixed Price: The price and fee are determined and do not depend on cost. FP→Fixed Price: Same as FFP. CPFF→Cost Plus Fixed Fee: The customer agrees to reimburse the contractor’s actual costs, regardless of amount, and pay a negotiated fixed fee independent of the actual costs. CPIF→Cost Plus Incentive Fee : Similar to CPFF except the fee is not preset or fixed but rather depends on some specified incentive. T and M>>Time and Material : The customer agrees to pay the contractor for all time and material used on the project, including a fee as a percentage of all project costs. Contract Negotiation Customer OrganizationContractor Organization Management Contracting or Purchasing Project Manager Support Team Project Team Management Contracts Manager or Marketing Project Manager Support Team Project Team Contract Financial Risk Fixed priceCost reimbursable Customer Contractor NEGOTIATIONS AND CONTRACTS

17. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 17  Customer’s name and address and specification of authorized signatures.  Contractor’s name and address and specification of authorized signatures.  Statement of supplies (items), services, and prices (i.e.,SOW).  Preservation, packaging, and packing instructions.  Delivery or performance period.  Inspection and acceptance terms. Legal Aspects: Contract Items-1

18. 2001 年編寫 ( 引用沈肇基老師講義 ) 朝陽科技大學 18  Contract administration data.  Special provisions (funding limitations or customer furnished equipment).  General provisions (reference to federal procurement regulations, overtime payment terms, or similar) such that, for example manufacturers have been obligated to pay criminal and civil penalties for violations of federal regulations.  Patent terms, conditions, and ownership rights (if not covered in items 8 and 9).  List of required documentation. Legal Aspects: Contract Items-2