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Maximizing Project Success: Small vs. Large Projects in ARA Engineering & Science

Learn essential principles, tools, and best practices for managing small and large projects effectively in ARA. Discover key strategies for winning larger contracts, expanding client base, and establishing a solid reputation. Find answers to critical project management questions and explore the differences between small and large projects. Dive into the five elements of program management and understand how to organize, plan, budget, report costs, analyze performance, and close out projects successfully. Enhance your project management skills and excel in handling projects of varying sizes.

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Maximizing Project Success: Small vs. Large Projects in ARA Engineering & Science

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  1. ARA Small vs. Large Projects Felix Sanchez and Don Cole Project Management for ARA Engineers and Scientists

  2. ARA Revenue by Contract (FY06 Data – same ratios today)

  3. ARA Growth from 1,400-2,800+ in Less than 5 Years? • Only $19 million comes from 920+ contracts • About 70 percent of our revenue comes from 10 percent of our large contracts • Over 40 percent of revenue from contracts over $2 million • Must know how to win larger size contracts • Must win longer-term contracts with new clients • Need to “expand the pie” • Need new customers! new Must Establish Good Reputation on Managing Large Contracts

  4. Project Management Questions You Need to Answer • What has to be done? • When does it have to be done? • How do you manage it? • Who leads various tasks? • Who will do the work? • How much will it cost? • How much have you accomplished to date? • How much have you spent to date? • How much will it cost to finish?

  5. ARA Small Projects vs. Large Projects • Are same principles applicable? • Are the same management Best Practices applicable? • Are the tools scaleable from small to large projects? • What is required for small vs. large projects?

  6. Common Terms

  7. Five Elements for Program Management Program Organization Work Breakdown Structure (WBS) • Organization: Define contractual effort and assign responsibility for work. • Planning and Budgeting: Plan, schedule, budget and authorize work. • Cost Reporting: Accumulate cost of work and material. • Analysis: Compare planned and actual costs to performance and analyze variances. Develop estimates of final cost. • Close Out: Ensure within cost and schedule and market follow-on efforts. Budget (Resource Loaded Network) Task Definition Schedules Cost Reporting Performance Measurement Estimate at Completion (EAC) Performance Measurement Variance Analysis Reports (VAR) Close Out Close Out

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