Project Management Processes. Within XxxxxXxxx’s Government Consulting Group, we retain a team of 35 certified Project Management Professionals® and six Certified Associates in Project Management, both designations of the PMI®. BerryDunn has provided a range of project management services to government clients, including the management of small projects and large-scale cross- departmental system analysis, procurement, and implementations. We consistently apply proven project management principles and scale them to meet the needs of each engagement. Our clients have gained from our professional project management experience by repeatedly selecting us to perform strategic planning, PMO development, program management, business analysis, requirements definition, procurement assistance, and implementation oversight. BerryDunn will use the knowledge and experience we have gained over the past 34 years assisting government agency clients in similar projects to make the most effective use of staff time, minimize impact on daily operations, and meet agreed-upon deadlines. Program research, planning, and evaluations Program research, planning, and evaluation are core strengths of BerryDunn’s consulting teams. We have extensive experience working with state and local government clients to determine agency needs and conduct marketplace and industry research to determine the most effective solution. To perform meaningful marketplace and industry research, our teams: • Gather publically available information via internet research and relevant legislative documents, where applicable • Leverage the relationships that our firm has with state agencies performing similar work by seeking information about the strengths and weaknesses of their programs Our broad approach to performing program research helps our clients to identify industry trends and best practices that help to inform decision-making regarding program staffing, funding, policy, and more. In addition to using research to plan activity, we also use findings to develop benchmarks and standards against which we evaluate our clients’ current projects or programs. These benchmarks and standards help provide context that can be critical to the program’s ultimate success. To perform this type of evaluation, BerryDunn takes time to identify peer agencies that are similar in size and provide similar services to their constituents. We collect relevant information from these peer agencies and summarize the data into a digestible report that we use to...
Project Management Processes. During the lifecycle of a project the following controlling processes are implemented to ensure the project is accomplished on time, to the customers requirements, with minimal risk, and within cost: • Schedule Management • Risk Management • Change Management • Quality Management • Communication Management These processes are discussed in detail in the sections below.
Project Management Processes. Defining the project plan is the process of reviewing all contract documents and confirming deliverables the project team will complete as well as its timeline. Planning for resources is the process of assembling the project team. It is imperative that the proper resources with the right skills are available for specific tasks when needed. The resource plan is a combination of the roles and responsibilities detailed in the kick off presentation and the project plan. Creating and maintaining an action tracker is the process of creating and maintaining a list of open action items that have been identified but not resolved (an “Action tracker”). An Action tracker is maintained during the project. Facilitating status calls is the process of scheduling and executing recurring team meetings to review the project schedule, Action Log, and project risks. The purpose of the meeting is to present an overall status to the team. This process does not include working sessions to address open items. Working sessions to resolve items will be scheduled outside of the status meetings. Managing change is the process of identifying, approving, and authorizing new scope to the existing project once the product deployment schedule has been agreed to and documented. This process has to occur, where applicable, before the end of the Design phase. Wrapping up the project is the process of confirming that all project deliverables have been delivered and accepted by an authorized team member. During this phase, Customer shares experience feedback and evaluates the PeopleDoc Launch phase. This process is part of the HyperCare phase.
Project Management Processes. Defining the scope is the process of reviewing all contract documents and confirming deliverables the project team will complete. The scope is defined during the discovery of Customer’s business requirements in the planning phase. Planning for resources is the process of assembling the project team. It is imperative that the proper resources with the right skills are available for specific tasks when needed. The resource plan is a combination of the roles and responsibilities detailed in the kick off presentation and the project schedule. Developing the project schedule is the process of creating a list of tasks and placing them in sequence with due dates. The project schedule also includes identifying critical tasks and milestones so the project team knows where to focus their efforts and can track their progress. The project schedule is documented in the online Project Console. Creating and maintaining an action log is the process of creating and maintaining a list of open action items that have been identified but not resolved (an “Action Log”). An Action Log is maintained during the project. Facilitating status meetings is the process of scheduling and executing recurring team meetings to review the project schedule, Action Log, and project risks. The purpose of the meeting is to present an overall status to the team. This process does not include working sessions to address open items. Working sessions to resolve items will be scheduled outside of the status meetings. Managing change is the process of identifying, approving, and authorizing new scope to the existing project once the product deployment schedule has been agreed to and documented. Closing the project is the process of confirming that all project deliverables have been delivered and accepted by an authorized team member.
Project Management Processes
