Project Management Process Self Assessment Diagnostic
INSTRUCTIONS: Below are 6 questions, each with 5 statements. For each questions, start with statement 1. If there is evidence that this has been exceeded, move on to the next statement. Continue until you find the statement that corresponds with the highest level achieved. Tick that button and move onto the next question. Once completed the assessment, submit it to us as we will send you a short report explaining the current status and recommendations for how to remove barriers to improvement.
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Question 1: Which statement best describes your approach to investment decisions relating to new asset design and performance management?
1. We buy what is available from vendors based on current needs and price. There are informal design standards. We expect vendors to manage any technology adoption risks. We don't expect to involve front line users pre installation.
2. We have some design goals to guide asset specifications and tease out design weaknesses but there are gaps. The level of user involvement depends on the project manager involved.
3. We have clear design goals and standards to define specifications and set vendor expectations. Cross functional teams take nurture design and performance management from concept step through to delivery of beneficial operation.
4. Our equipment master plan guides our capital investment process. That includes actions to test out new ideas about ways of working and customer value propositions prior to full implementation.
5. Design and Performance Management competency is recognised as a key foundation of our quest to achieve and sustain industry leading performance
Question 2: How robust is your project process.
1. Once we have selected a vendor, we expect them to deliver what we want based on the contractual terms agreed with them. .
2. There is a formal top level project management process with tight financial controls. The detailed project management approach is left to the project manager. Although sometimes communication between the project team and the users could be improved we generally get there in the end.
3. The project process includes the use of stage gate milestones to aid collaboration with vendors, enhance project value and coordinate factory readiness plans.
4. We have a history of achieving flawless operation from day one for new projects.
5. We have been able to systematically speed up project delivery timelines and achieve higher levels of value added and return on investment from new projects.
Question 3 How effective is your approach to Project and Risk Management?
1.We make use of vendor project management processes, rely on contractual clauses to minimise project risk.
2. Our project management routines are more or less stable but sometimes there are projects which we need to keep an eye on.
3. All functions use formal project templates and checklists to support stage gate reviews that trap oversights and opportunities to enhance project value.
4. We don't generally have problem projects and are systematically improving the speed of project delivery.
5. We have a significant history of the systematic reduction of time needed to deliver flawless operation and lowest life cycle cost solutions.
Question 4: Which statement best describes your approach to Project Governance?
1. Most people know what they have to do when they get involved in projects.
2. We have developed standard ways of working for project teams. Training is given where needed.
3. We regularly review our project working methods and use projects as a vehicle to develop key personnel and future leaders.
4. We expect to deliver capital projects on time within budget and often achieve higher than expected project return on investment.
5. We have a significant history of project delivery on time in budget with consistently high levels of return on investment.
Question 5: Which best describes your approach to specification management and delivery of beneficial operation ?
1. We rely on contractor input to tease out latent design weaknesses and depend on them for work routines and documentation. Most people learn quickly on the job.
2. The project management process tracks progress against our Factory Readiness Plan so that we can escalate any issues that need attention to the project team.
3. We have a formal specification development process which incorporates actions to reduce LCC and enhance project value.
4. We have a high level of project plan attainment but still have to work hard to deliver flawless operation from day 1.
5. There is a significant history of reduced life cycle costs and increased project value.
Question 6: What drives your project improvement activity?
1. Capital projects are generally delivered ok but sometimes we the specified performance isn't achieved. Not sure why.
2. Project learning occurs when there is a big enough mistake made but in general adoption of lessons learned is left to individual project managers.
3. Stage gate review milestones include the capture of lessons learned and input from previous projects.
4.There is routine update of project standards and checklists All project team members received training to pass on lessons learned plus the. Project stage gates include actions to enhance project value.
5. We have a significant history of stable operation and are well on the way to reducing quality defects. Mean Time Between Intervention is measured in hours.
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