Decide

Decisions in projects are made per phase. How? By integrally choosing, authorizing, accepting, approving, approving and releasing what has been achieved up to the decision point and the associated management plans. The initiation phase has no start document and the aftercare phase has no end document. This results in five decision documents.

What to do?

- make a complete decision (which result, which action plan and which management plans).
- make sure the decision is focused on acceptance and commitment
- ensure that the decision is feasible. Given the risks, expressed in margins of the management aspects
- decide in order of importance
- make every decision primarily a will contract.

Points of attention:

- it isn't about the signatures under a policy document. It's mainly about a good understanding of what's to come. Wanting and being able to understand that
- a decision document must be unambiguous. The amendment procedure should be initiated as soon as discussions arise
- a decision document is never finished; therefore a change procedure is also needed

Create the project assignment

The project assignment is the starting document for the project. This brings a formal end to the 'beginningless' initiation phase.

What to do:

1. record the conclusions, agreements and outcomes of the initiation phase:
- the problems or goals in which this project must contribute. The why, possibly including assumptions, reason etc.
- the intended project result, what is
- the demarcation, what isn't part of it
2. lay down the action plan:
- detailed for the definition phase - more global for the other phases
3. record the results of the management activities carried out during the initiation phase. Grouped per management aspect:
- the management requirements, with margins
- the associated management plans
- the corresponding agreements for progress monitoring.

Some tips:

- the project assignment is never finished
- the project assignment must be supported by all parties involved and must therefore be understood. After all, it contains the applicable agreements between the client and the project leader
- for more than 75% the project can be executed according to the project assignment

Create the project program

With an approved project program, the definition phase in which the program of requirements has been formally ended. If you don't know exactly enough what needs to be done, it makes no sense to continue.

How do you make the project program?

- Record the requirements for the project result
- Record which requirements have been assigned to subprojects
- Record the relationships (interfaces) between subprojects
- Record the action plan: 1. Detailed for the design phase 2. More global for the other phases 3. Record the results, grouped by management aspect, of the management activities that were carried out during the definition phase 4. The management requirements, with margins 5. The accompanying plans 6. The corresponding agreements for progress monitoring.

Tips:

- A vague requirement isn't a requirement; an unfeasible requirement may not be accepted
- Requirements may not conflict with each other
- From the boundary conditions through the functional and operational requirements to the design limitations, the 'weight' (the importance) decreases
- A project program is never finished and must be constantly updated to the latest applicable agreements
- A project program that too often needs to be fundamentally modified isn't a good project program.

Make the project design

With an approved project design, the design phase comes to an end in which the result will be laid down. Don't proceed if you don't know what the project result should look like!

How do you make the project design?

- Define the design schemes (design drawings, detailed tables of contents, layouts, etc.):
1. for the whole project
2. per subproject
3. in detail
- Describe the realization methods (qualitative)
- Describe the realization tools (qualitative)
- Record the action plan:
1. detailed for the preparation phase
2. more global for the other phases
- Record the results, grouped by management aspect, of the management activities carried out during the design phase;
1. the management requirements, with margins
2. the associated management plans
3. the corresponding arrangements for progress monitoring.

Tips:

- The project design requires a lot of creativity
- Everything (such as materials, tools, aids) that's part of creating, using, managing, selling, maintaining and demolishing the project result must be designed
- A project design is 95% certain.

Make the realization program

The realization program is the end of the preparation phase. The realization phase can then be started. This decision document has an analogous structure and realization; just like the project assignment, the project program and the project design.

With an approved realization program, a formal end to the preparation phase in which it's laid down how the result will be realized. The realization program makes it possible to easily realize the agreed result during the realization phase.

How do you make the realization program?

- Record the result schedules and drawings (product specifications, order specifications, etc.)
- Record the specified parts (BOMs, sections, etc.)
- Record the inventory lists of the other supplies
- Define the realization methods or production processes (qualitatively)
- Record the realization tools (quantitatively)
- Record purchasing specifications / contracts with third parties
- Record the action plan:
1. Detailed for the realization phase
2. More global for the aftercare phase
- Record the results, grouped by management aspect, of the management activities carried out during the design phase:
1. The management requirements, with margins
2. The associated management plans
3. The corresponding agreements for progress monitoring.

Tips

- Don't proceed if it's unknown what the project result will look like after it has been created
- However, a realization program is never complete
- It must have been viewed for 99.5 percent.

Create the aftercare program

The latter decision document must be able to last the rest of the life of the project result. It's the start of the 'endless' aftercare phase. This's specially important for 'technical' projects.

How do you make the aftercare program?

- Record the 'as made' drawings (revision drawings, 'as built' specifications, etc.)
- Record the action plan in detail for the aftercare phase:
1. The user manuals
2. The maintenance instructions
3. The demolition instructions, et cetera.
- Record the results, grouped by management aspect, of the management activities carried out during the design phase:
1. The management requirements, with margins
2. The associated management plans
3. The corresponding agreements for progress monitoring.

Tips

- Don't continue if the complete project result isn't available, including the approved, complete aftercare program
- Adjustments for use, management and maintenance must be kept and documented. Otherwise, no one will know what's 'ready' after a short time.

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