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Draper & Associates provides our clients with consistent high quality management services tailored to the needs of the specific program or project. We work as an integral member of the project team that includes key representatives of the client organization. As the project progresses, the team is tailored to include the requisite subject matter expertise relative to the specific project.

Draper meets the needs of the client by applying industry standard PM methodology and ensures the consistent delivery of service by maintaining professional staff who have achieved Project Management Professional (PMP) certification. By applying approved standards and methods and by working closely with the client, Draper delivers an efficient on-time, on-budget project effort.

Draper & Associates initiates and plans the processes to guide the integrated development of budgets, schedules and performance management protocols necessary to help ensure the successful execution and control of the specific project. The management systems and processes designed and implemented by Draper & Associates facilitate communication amongst all parties, monitor progress against schedule and budget, integrate reporting through various management levels on the status of engagement and support decision-making through a facilitated process of issue identification and resolution. Draper provides packaged project results, training to key personnel and conducts appropriate project close-out and lessons-learned sessions.


Project Initiation

Early in the process, Draper & Associates, assembles the project team in order to facilitate the initial project kick-off meeting. This meeting allows all members of the team to ask questions, be informed of key project issues, document significant project phases and milestones and produce initial project risk assessments. Another important deliverable of the kick-off meeting is the project charter. The project charter is comprised of the overall mission statement, preliminary schedule and budget and the value anticipated by the full delivery of the project. The project charter is then delivered to all project stakeholders for review and approval before proceeding to the planning phase of the project.


Project Planning

Draper begins the project planning effort by focusing on the nature and magnitude of the work ahead. By establishing the scope of the project requirements and directing them towards a discrete purpose, most activities and responsibilities for delivery of services and/or products can be facilitated more effectively to their constituents. The result of this phase of planning is the creation of a set of preliminary plans, consistent with the project charter developed in the previous phase of project initiation, which set the direction and scope of future work and which forecast the attendant financial implications.

This establishment of the project scope is followed by detailed functional project planning using the Work Breakdown Structure (WBS) approach. This approach involves the systematic breakdown of the myriad of major functions which comprise a project or group of projects. Once the totality of functions comprising the project are delineated through the WBS, Draper facilitates a process of identifying and detailing a set of Functional Delivery Requirements which include the discrete products and services associated with each function as well as the customer groups who would receive them. This is followed by a process of identifying the necessary resources, including facilities, personnel, services, material and technology essential to meet these delivery requirements.

The final phase of project planning involves the compilation of the WBS data into a master project schedule, a working project budget and a project responsibility matrix. The schedule is then used to coordinate activities and monitor the progress of the project while managing to the project budget. The responsibility matrix is used as a tool to maintain the relationship between all project delivery engines and their associated WBS tasks.


Project Execution

After establishing the master schedule and budget is completed and all project activities have been defined, the Draper team begins executing all phases of the project plan. Through constant communication with the client team, Draper employs sound project management discipline in the delivery of project objectives. The broad knowledge base that Draper has accumulated, coupled with the latest PM technology, enables the project team to execute the plan to the satisfaction of the client. Throughout the execution process, Draper monitors and reports on all project time, budget and quality activities through a series of project control objectives.


Project Controls

The Draper team manages the triple constraints (time-budget-quality) of the project through a series of defined organizational procedures. First, the Draper team conducts regularly scheduled project meetings with client and all pertinent members of the project team. During these meetings, the progress of the WBS activities is compared to the master schedule; budget updates are provided; potential risks are discussed and added/modified/deleted from the master risk management plan; responsibilities are tracked to the project responsibility matrix; and potential project changes are discussed and reviewed/approved. With the completion of each meeting, Draper updates all PM tools and post them along with the minutes to the Draper Project Website. The website is an excellent real time tool for project collaboration between all team members.

In addition to the project meetings, Draper utilizes a tool known as the Project Action Item List. All WBS activities due within a project specific period are duly assigned and monitored. This allows for the clear merger of the responsibility matrix and the master project schedule within a workable timeframe to be viewed and understood by the members of the project team and the key project stakeholders. It is also an excellent tool for the PM to control the daily activities of the project while being able to quickly convey potential risks or changes to other team members. The Action Item List is updated weekly to the project website for all team members to utilize or view.

The final project control that Draper delivers is the Monthly Project Report. This report contains a summary of all major project deliverables, issues and changes; an updated schedule progress report; an updated responsibility matrix; a budget comparison report; and a bulletized list of upcoming project initiatives. This report is delivered to all key members of the project team as determined by the client as well as online on the project website.


Project Closeout

As the project nears closure, Draper coordinates all contracted closeout and quality activities. Draper assures that all key team members and legal entities have reviewed and approved all significant final project deliverables before they are completely accepted. The PM coordinates the final payment of all accepted activities as well as coordinating the final budget status report for delivery to the client. Draper coordinates all agreed upon training sessions necessary for the client and their staff following the substantial conclusion of the project.

In addition, Draper facilitates a final project meeting where members of the team will be invited to share in a lessons-learned session. The lessons-learned session is used to gather information on project pitfalls which occurred and were remedied throughout the course of the project. These findings are then packaged and delivered to the project team so that the team can learn from the past and that future similar initiatives can be managed more efficiently.

Draper packages all significant project documentation and delivers a final project summary to the client. The final documentation includes, but is not limited to, a final schedule comparison summary; a final budget comparison summary; a final deliverable showing all items of the action item list closed and completed; any and all legal documents procured throughout the course of the project; any and all warranty documents procured during the course of the project; a summary of all key decision documents and meeting minutes developed; and the final lessons-learned report.


Representative Engagements:

Georgia Institute of Technology

University of Utah



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