Salvador Trinxet Llorca, management model

Salvador Trinxet Llorca, management model

Key management models

Author: Steven ten Have Wouter ten Have, frans Stevens and Marcel van der Elst with Fiona Pol- Coyne

Then management tools and practices that will improve your business

Isbn:-10: 0-273-66201-5

Isbn-13: 978-0-273-66201-3

Editorial: Prentive Hall , Financial Times

Book Text:

The Berenschot project management model

The Berenschot project management model identifies a number of aspects to be borne in mind when carrying out any project, thereby greatly simpli­fying what can only be described as an inherently complex process. The four areas for consideration are as follows:

■  The life cycle – this refers to all the stages within the ‘life’ of a project, from definition through to execution and ‘after-care’.

■  The project hierarchy – all but the simplest projects consist of a number of sub-projects. Understanding the interrelationships between the various sub-projects can be invaluable in determining interdependencies and thus priorities.

■  The project fundamentals – answering the following questions before embarking on a project can be of great help in ensuring that it achieves its purpose both on time and within budget:

 

–     What is the ultimate objective of the project and what do you hope to achieve through its realization?

–     What means (tools, people and methods) do you have at your disposal, and what practical issues need to be addressed in this regard?

–     What are the project specifications and how can success/failure be measured?

–     How can you ensure that you deliver quality?

–     What is the timeline?

–     What is your budget?

–     How do you intend to organize the project?

–     How do you intend to inform participants about the project?

–      How are you going to handle publicity generally?

–     The degree of detail in the answers to each of these questions will of course vary from phase to phase as the project progresses.

What is important is that the answers remain consistent.

■ The management cycle – four repetitive steps for continuous improvement and learning: Plan, Do, Check and Act (see The Deming cycle later in this book). Having planned and carried out the various activities, the results should be examined and checked against the master plan on an ongoing basis. Any improvements/ alterations can be implemented as necessary.

The first three dimensions are necessary in order to define, start up and carry out a project, while the last of the four, the management cycle, is important to ensure controlled execution of the whole.

More information:

Salvador Trinxet Llorca

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Salvador Trinxet Llorca, management model

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