9
Project scope is verified and validated.
3
PQR I: Scope, as addressed to this point in the project, is defined and communicated to stakeholders. PQR I: Because the Dining Building design was not complete at the time the GMP was established there are on-going discussions with the contractor for what requires a change order and what can be utilized from contingency funding. This is not documented. For monitoring change orders, a method, procedure and tools are in place. PQR I: Received feedback and examples from participants that their ability to function well as a team assisted in decision making and meeting the aggressive design schedule. PQR I: The project manager is creating and sharing weekly status updates on the PMO SharePoint site. Additionally, the CWU project team meets regularly and meeting includes discussion on status. PQR I: A formal Project Charter was not created. While alternate documents were identified which covered a significant portion of the Project Charter contents documentation for Project Governance and Roles and Responsibilities was not identified PQR I: The project team is managing and monitoring the scope. PQR I: Weekly status updates convey project milestones. The project team shared that during the Design phase the schedule and deliverables were well-communicated and managed by the design-build team. PQR I: Issues are reported in the weekly status updates.
10
Method and procedures for controlling changes to project scope is embraced by the entire project community and effectively deployed.
2
11
3
Team dynamics are positive – project participants have formed well-working relationships that will aid in the teams achieving their deliverables. A mechanism for effectively and efficiently communicating project performance, such as weekly status updates, is in-place. A Project Charter exists and is utilized by the team to guide their actions for the project Status toward achievement of scope is monitored on a regular basis. A mechanism for identifying, tracking and communicating project tasks, deliverables and milestones exists and is understood by the entire project community. A mechanism for identifying, communicating, tracking and escalating issues is in place and understood by the entire project community. A mechanism for identifying, qualifying, quantifying, communicating, tracking and mitigating risk is in place and understood by the entire project community An escalation process with associated decision process is formalized and utilized
12
3
13
2
14
3
15
3
16
3
17
3
PQR I: Risks are reported in the weekly status updates.
18
2
PQR I: During the Design phase the project team took responsibility for decision-making and also recognized when to bring in Executive Sponsors and/or CWU Cabinet to weigh-in on significant decisions. Although escalation occurred several times on this project there were other examples of when the project could have benefitted from a formal escalation process. PQR I: Project is appropriately staffed to achieve the completion of scope.
19
Projects are appropriately staffed to achieve completion of the planned scope.
3
Dugmore Hall PQR 112118
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