WHO ARE WE?

For the scope management, Logistro will establish a clear work breakdown structure (WBS) during the planning task to document the original scope of work. WBS elements are designed to be mutually exclusive, action-oriented, linked with a specific deliverable, and appropriately costed and scheduled to maximize the benefit of tracking while minimizing unnecessary administrative burden. Conducting this exercise early in the Project ensures a good understanding of the scope. It also allows any tasks outside the original scope to be identified and documented using a change order request that details effects to the WBS, schedule, and cost.

For the schedule management, Logistro will establish a baseline schedule illustrated as a Gantt chart. Where appropriate, we will assess and highlight the critical path to better understand effects of delays. We will chart Project progress and illustrate the rate of completion of WBS elements during ongoing monitoring. We will use earned value analysis to calculate schedule variance to provide early warning of unacceptable Project delays. Typically, Logistro assesses earned value using the % completion method. We will respond to external influences and unforeseen risks to the Project schedule via a change control form, incorporating schedule changes to the performance measurement baseline, and illustrating the change by way of a revised Gantt chart. In Logistro’s experience, these analyses often catalyze excellent discussions and problem solving with clients.

For the budget management, Logistro will establish a detailed bottom-up budget during planning. We will track internal actual costs and external costs (by tracking purchase orders and daily activity reports). We will calculate cost variance for all Project codes to identify potential issues as part of the monthly reports (or more frequently during periods of greater effort). If warranted, we will institute corrective action via change control. We will record approval of each change order in the approved change order log, which reconciles the baseline budget, changes, and approved budget. We will then incorporate the change into the performance measurement baseline.

For the quality management, Logistro will follow and implement quality control program based on the ISO9001 quality management system, that require a continuous improvement across all activities. The principal elements of the system are as follows.

• Management responsibility – Identifies who is responsible for what tasks.

• Resource Management – The ability to acquire and deploy resources to achieve these set goals.

• Service Offerings – What the organization goes through to develop and deliver an end product.

Measurement, Analysis and Improvement – The cornerstone of the Plan-Do-Check-Act cycle where we plan what we do, do it, measure how we do, and design improvements for the future.