We follow global standards of PMI® and PMBOK® for Project Management. For the sake of simplicity, we dwell upon following stages that were easy to understand and adopt by the Project management Teams of the both sides:
We firmly believe in “Proper planning and preparation prevents poor performance”. BatchMaster sets out the roadmap for progressing the project – which includes what is to be done and how is to be done.
It is always fruitful to set targets based on a timeline. We set deadlines for each step of the action plan in order to deliver on time.
BatchMaster is aware of scope creep, we manage it and control it well. We understand the complexity and risk factors involved as a result of last minute additions, and work in the best interest of the customer, stakeholders, project sponsors and partners.
There is no route to escape risks, the best way is risk management. We at BatchMaster are experienced in identifying, assessing, mitigating and resolving risks.
There are certain issues, which are beyond the scope of project team’s vision and plans. Issues can be loss of resources, delays in completion of installation, running behind the schedule or under budget, etc., which are managed via an Issue Tracker at BatchMaster.
Situations change – change is imminent and inevitable part of any project and accepting the change is not the end of the world. BatchMaster believes that everything can be handled, from extended training sessions to change in the solution design, we are capable of handling changes as we regularly capture, assess and apply them, if required.
A mess can eventuate very quickly if you are referring to different versions of the same project document. To avoid it, we exercise version control of documents.
We keep a track of the version number and release date of each document and can easily manage document change and its distribution.
The quality management process includes a set of cross-departmental activities, incorporating industry best practices. To ensure the speed and efficiency, the stage activities are carried out in parallel, not in sequence.
Gates are the checkpoints, where crucial decisions like Go, Kill, Hold, or Recycle are made in the project lifecycle. They also conduct spot checks for controlling the quality of the project based on performance, information and budget. The gate meeting concludes with a clear and fact-based decisions and allocation of the available resources.