VALIDATION: 1 – Has the organization performed a change analysis to determine how it must change to accommodate the new idea? 2 – Is the proposed concept viable (technically, financially, politically)? 3 – Does this proposed project idea match the firm’s vision? 4 – Is there a big gap between what’s being proposed and what’s […]

1 – Does Management have a strong commitment to this idea? 2 – Does the feasibility study have an executive summary? Is it in the front of the report? 3 – Is the firm’s vision statement either included or referred to in the feasibility study? 4 – Does the feasibility study have a table of

ANALYSIS: 1 – Has a risk analysis been performed? 2 – Is this project worth doing? 3 – Was a market survey conducted?  A proven market exists? 4 – Does management understand the customer’s problem? 5 – Have critical success factors (CSFs’) been identified? 6 – Was a feasibility study performed? 7 – Was an

1 – was a start date agreed upon? 2 – does this projects’ mission still exist? 3 – were bad decisions made? 4 – was an independent pre approval audit conducted? 5 – are the project’s 3 main objectives being met? 6 – is management willing to tolerate big risks? 7 – are decisions made

73–If project is being fast tracked, are the extra cost/ resources use sustainable over a long period of time? (No = blue) 74-Do investors have a major say in decisions made about the project? (Yes = blue) 75–Is staffing level appropriate to perform the scheduled workload? (Yes = green) 76–Has/ is progress on meeting the

1 – Is the assistant project manager qualified? 2 – Is anyone accountable for the project’s performance? 3 – Will this be a “big” project team? 4 – Was the project manager provided with a charter, which fully describes his responsibilities? 5 – Did /does management micro-manage the project manager? 6 – Is / was

DIRECTION ANALYSIS: 1 – Was the big 4 stated? 2 – Were previous lessons learned reviewed in relation to this project? 3 – Were the project’s expectations stated from the beginning? 4 – Is senior management willing to accept changes that PM brings? 5 – Did management reach a consensus as to how to proceed?

QUALITY:   1 – Has the contractor received proper instruction regarding how to do the work? 2 – Do working conditions allow for safe and productive work? 3 – Are internal controls effective? 4 – Is staff support sufficient? 5 – Is housekeeping evident? 6 – Does our firm have a good history with this

THE MAIN REASONS FOR OUTSOURCING   To reduce and/or control operating and maintenance costs. Lower inventory costs To make fixed costs variable (e.g., facility maintenance, distribution costs) Avoid reoccurring staffing costs To perform basic/mundane/less skilled/ dangerous/ grueling/ time-consuming/ repetitive/ routine tasks that can be done with cheaper labor/entry level people To create more competition Help

MORALE/COMMUNICATION: 1 – Does the project team perceive that management deals with them fairly? 2 – Does the team exhibit pride, elan or espirit in meetings and to outsiders? 3 – Does/will the team receive a reward if key performance targets are met? 4 – Do team members trust each other’s integrity/ competence? 5 –