Project outcomes

Risk is often defined as the likelihood of a certain event times a measure of the severity of its consequences. Most risk assessment studies concentrate on estimating the likelihood of certain events. They often concern the release of chemicals, or accidents in engineering projects and the project outcome. In thi.s section, the subject of accidents is not covered. Risk assessment (RA), as a technique, has been adopted by various national governments, by EU, and by OECD.-... 

Standards for the project were set in the detailed project specifications created in the planning stage. The project manager must constantly refer to these specifications and make sure the project team is also referencing them. If the project deviates from the original specifications, there is no guarantee that the success predicted by the feasibility studies will actually happen - the product or project outcome might fail to meet performance standards. 

Assessing risks under fixed policies. Most project management packages allow for testing the effect on project outcomes of random variations in a range of basic properties of tasks. The simulation approaches discussed in Section 11.7 can extend this approach. 

The Project Description is typically divided into three main sections (table 11.3). The first main section introduces project goals and importance (chapter 12). The second section describes the experimental approach (chapter 13). The third section summarizes project outcomes and impacts (chapter 14). Each main section (and corresponding chapter) is organized by moves. The major moves are listed in table 11.3, along with headings that authors commonly use in their proposals to signal these moves. (Note For instructional purposes, we have reformatted the headings in proposal excerpts included in this module to conform to style 1, as depicted in table 11.3.)... 

But project outcomes are not always so unsatisfactory. It is not difficult to seize the opportunities presented by a project to develop long term collaborative relationships. Moreover, a successful project can cause you to be seen in a new light and open up new opportunities. 

Senior management involvement, especially at the start of the project, is key to successful project outcomes. Some process guidelines to assure management involvement are as follows ... 

Researchers have discussed the impact of several organizational variables on project outcomes. Three factors stand out top-management support, middle-marragement support, and sufficiency of resources. 

Such changes in the structure of the ergonomics/human factors profession indeed demand different evaluation methodologies. A powerful network of individuals, for example, who can, and do, call for human factors input in a timely manner can help an enterprise more than a number of individually successful project outcomes. Audit programs are one of the ways in which such evaluations can be made, allowing a company to focus its human factors resources most effectively. They can also be used in a prospective, rather than retrospective, manner to help quantify the needs of the company for ergonomics/human factors. Finally, they can be used to determine which divisions, plants, departments, or even product fines are in most need of ergonomics input. 

A risk event is a discrete random occurrence that (if occurring) affects the project. Risk events are identified based on the difficulty to achieve the required project outcome (the characteristics of the product or service), constraints on schedules and budgets, and the availability of resources. The environment in which the project is performed is also a potential source of risk. Historical information... 

Tolerances Program Outcomes Project Outcomes Error Rate Minimization Customer-Oriented... 

Supporting a culture of individual accountability to speed decision making, ensure successful project outcomes and, ultimately, ensure organizational effectiveness. 

The aim of project evaluation is to use the available data to provide information which will assist decision making on the future of the project. Use of sensitivity analysis and risk analysis techniques point up areas where uncertainty in the input data has greatest effect and indicates the effects of these uncertainties on the project outcome. Such evaluation does not eliminate the need for skilled judgement in the management team nor does it necessarily make the decision process any easier. However, it does ensure that a complete view of the project is available and makes clear the need for definitive company policy on risk and profitability criteria. 

The definition of project scope might begin with describing the expected outcome. By definition, project outcomes are one of kind, unique to the individual project. If outcomes were repetitive, the project management discipline would not be needed. A production environment would be more appropriate than a project environment. 

Project Outcome Type Nature of the Outcome Examples... 

Following on from the lifecycle concept, there is no clear-cut requirement on where we should begin our description of project work. The design of the plant depends inter alia on how it will be operated, the operation on how it was designed. The cost of the plant depends on how it is designed, the design depends on how much money is available to build it. The feasibility study has to anticipate the project outcome, the... 

No opportunities for risk-sharing if the project outcome does not match up to expectations. 

A risk is defined as a possibility that a project outcome may differ from the planned outcome. Risk can be quantified as a probability. The... 

The first step in the process is risk identification, which is accomplished by review of the proposal/study by suitably experienced experts using well-considered checklists. These must embrace all facets which may affect the project outcome, such as plant feedstock quality, process reliability, mechanical reliability, potential foundation problems, operational hazards, environmental impact, equipment costs, construction costing and labour, statutory requirements, contractual and legal problems peculiar to the country of construction, eventual decommissioning costs, and so on. Risks due to operational hazard are generally treated separately from commercial risk, and will be discussed in Chapter 12, but they are obviously an essential part of the overall process. 

There is not much defence against the institution of unreasonable claims, other than the avoidance of litigious contractors. But such claims are likely to be seen for what they are, and are unlikely to be the subject of reservations as to the project outcome. 

Initial The software development process is characterized as ad hoc few processes are defined and project outcomes are hard to predict. 

Projected outcomes for use of the facilities shown in Figure 4.41 with six different solvents are found in Table 4.11. Covered are both situations when the bed of adsorbent is used to treat tailpipe emissions produced by both lip vents, and exhaust from enclosed work chambers. 

Quantitative project outcomes with associated probability... 

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