TAILIEUCHUNG - Delivering Project Success An Owner’s Guide

Maintaining a close policy dialogue with the partner government is a central feature of both Budgetary Aid and Sector Programmes. The key point being that these aid modalities achieve their objectives by adopting governments’ policies, budget systems and service delivery structures. Consistent dialogue – supported sometimes by external audits and reviews – represents the main vehicle for monitoring the effectiveness of government systems and ensuring that they are continuously improved. Choosing appropriate aid delivery methods The aid delivery methods to be used (at least in the context of a country program) is initially established during the programming phase of the cycle of operations, and documented in the Country Strategy Paper. The choice. | Delivering Project Success An Owners Guide General inquiries regarding Delivering Project Success An Owner s Guide should be directed to Ministry of Energy and Infrastructure 416-325-9411 Infrastructure Ontario 416-212-7289 For electronic copies of this document please visit Printed copies are available free from Ministry of Energy and Infrastructure Frost Building South 6th Floor 7 Queen s Park Crescent Toronto Ontario M7A 1Y7 Telephone 416-325-9411 Fax 416-325-8851 Infrastructure Ontario 777 Bay Street 9th Floor Toronto Ontario M5G 2C8 Telephone 416-212-7289 Fax 416-325-4646 Queen s Printer for Ontario 2010 ISBN 978-1-4435-2044-7 Print ISBN 978-1-4435-2045-4 PDF Version 1 - February 1 2010 Ce document est disponible en francais sous le titre Execution reussie d un project Le guide du maitre douvrage TABLE OF CONTENTS Introduction Guide Overview Guide Framework Guide Conventions Life-cycle of an Infrastructure Facility Project Project Success Defined Key Factors for Success Part A Project Health Check Part B Key Factors for Success Chapter 1 Appropriate Project Sponsorship and Governance Governance Role of the Project Owner Governance Structures and Authority Limits Governance Decision Making Chapter 2 Clear Project Vision and Objectives Project Charter Scope Definition Chapter 3 Clear Definition of Roles and Responsibilities Project Organization Structure RACI Matrix Chapter 4 Rigorous Scope and Change Management Scope Management Contract Change Management Delivering Project Success An Owner s Guide

• Quản lý dự án
• Key Stakeholders
• Scholarship recipients
• Participating companies
• Application Information
• Candidate profile
• Eligibility
• Project portfolio management
• Projects portfolio determination
• Key stakeholders’ expectations
• Public university project
• Board of trustees
• Core Measures
• Service Quality
• Improvement Requirement
• BMC Cancer
• Cancer related fatigue
• Stakeholder engagement
• Integrative treatment program
• Complementary medicine
• Qualitative study
• BMC Geriatrics
• Person centered care
• Quality improvements
• Quality indicators
• Patient outcome assessment
• Public health
• Female condoms
• Family planning
• Reproductive health
• Women initiated contraception