1 CS-413 Project Management Context (Part 3) Bilgisayar Mühendisliği Bölümü – Bilkent Üniversitesi – Fall 2009 Dr.Çağatay ÜNDEĞER Instructor Bilkent University, Computer Engineering Middle East Technical University, Game Technologies & General Manager SimBT Inc. e-mail : [email protected]
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CS-413 1 Project Management Context (Part 3) Bilgisayar Mühendisliği Bölümü – Bilkent Üniversitesi – Fall 2009 Dr.Çağatay ÜNDEĞER Instructor Bilkent University,
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1CS-413
Project Management Context(Part 3)
Bilgisayar Mühendisliği Bölümü – Bilkent Üniversitesi – Fall 2009
• A traditional hierarchical organization (like a pyramid) with; – Top management at the peak, – Direct workers at the bottom, – And middle managers in between.
Chief Executive
Functional Manager
Staff
Staff
Functional Manager
Staff
Staff
Functional Manager
Staff
Staff
Project coordination
10CS-413
Functional Organization Stucture
• Each employee has;– One clearly designated supervisor.
• Employees are grouped by their specialization such as;– Accounting, marketing, information systems,
and manufacturing.
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Functional Organization Stucture
• People within different functional areas work separately on different parts of the project.
• One group takes their part of the project, – Edits it, and
• Throws it to the next group.• In IT projects, because of weak coordination
between departments, • This structure causes more work for
everybody, • Results with a product less than what it
could be.
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Projectized Organization Stucture
• At the other extreme.• A structure where people from different
functional backgrounds work together through life time of a project.
Chief Executive
Project Manager
Staff
Staff
Project Manager
Staff
Staff
Project Manager
Staff
Staff
Project coordination
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Projectized Organization Stucture
• Designed specifically to provide necessary resources for the project work.
• In IT projects, – Because of weak coordination in project
groups, • Experienced personnel, possibly
required for multiple projects, are not effectively used among projects.
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Matrix Organization Stucture
• In the middle spectrum.• A structure that typically crosses;
– Functional design on one axis and – Some other design characteristic (e.g.
project managers) on the other axis.
Chief Executive
Functional Manager
Staff
Staff
FunctionalManager
Staff
Staff
Functional Manager
Staff
Staff
Project coordination
Manager ofProject Managers
Project Manager
Project Manager% % %
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Matrix Organization Stucture
• Project staffs are designated to more than one supervisor; – Report to both;
• Project managers and • Head of their functional areas.
• Until the tender closing date, the Employer :– May revise tender documents,– May postpone tender closing date,– May answers questions of Tenderers.
• Collects proposals until tender closing date and– Pricing envelopes are only opened after this date.
• Examines proposals for procedural convenience, and– May request Tenderer for correction of
inconvenience.• Tenderers whose proposals do not satisfy procedural
requirements are eliminated from the tender.
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Employer (Stage 4)
• Employer starts evaluating valid proposals and assigning points to them:– Technical Evaluation,– Company Qualification,– Administrative Evaluation,– Price Evaluation.
• Employer orders companies with respect to their points.
• Employer selects: – Either a winner company or– A few winner companies (short list)
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Employer (Stage 5)CASE 1 : A Winner Company
• In Case of a single winner company:– Winner company is announced– Employer;
• May bargain price, • May request Best and Final Offer (BAFO), and • Discuss administrative and technical conditions
and specifications with the winner.– An agreement is made.– A contract is signed by both parties.– Project is initiated.
• In case of disagreement, – Employer may call second eligible company for
contracting.
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Employer (Stage 5)CASE 2 : A Short List
• In Case of multiple winner companies:– Employer;
• May bargain prices, • May request BAFO, and • Discuss administrative and technical conditions
and specifications with each winner – (This could be done in a meeting open to all
winners or in seperate meetings with individual winners).
– Employer aim at obtaining best with lowest price.– Employer selects the most beneficial winner.– An agreement is made.– A contract is signed by both parties.– Project is initiated.
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Tenderer (Stage 1)• Obtains Tender documents;
– If Emloyer requests a price for applying, pays it.• Starts preparing a proposal:
– Examines project requirements and risks;– Prapares a coarse project management plan;
• Decides on the architecture (or alternatives);• Builds a work breakdown structure;• Estimates resources (e.g. time, cost) required;• Prepares a schedule if not given by the employer• Prepares a price breakdown structure;• Answers technical matters;• Answers administrative matters;
– Prepares;• Official letters, Tender forms, Guatantee letters.
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Tenderer (Stage 2)
• Asks Employer for clarifications of unclear issues.
• Revises his proposal.• Attaches;
– Hardware and software specification documents,
– Company qualification documents:• References,• Certifications (e.g. ISO, CMMI),• Any other related document.
• Finalize Tender proposal.
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Tenderer (Stage 3)
• Submits Tender proposal,– Before Tender Closing Date;– Tries to submit it as late as possible;– Gets a verification document from Employer for his
submission.• Waits for requests and decisions of Employer.• In case called by Employer,
– Holds several meetings for agreement,– May reduce the price, or – Increase/decsrease specifications.– Upon agreement,
• Signs a contract with the Employer, and • Project is initiated.
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SummaryEMPLOYER
prepares tenderdocuments
EMPLOYERpublishes tender
documents
TENDERERgets tenderdocuments
TENDERERprepares tender
proposal
TENDERERsubmits tender
proposal
Tender closing date(deadline forproposals)
EMPLOYERcollects and
evaluates proposals
EMPLOYERmay request correctionof inconveniences from