Project Management can be described as the Planning, Scheduling,
Directing, and controlling of company resources for a project which has
been established for the completion of specific goals and objectives
Projects are different from ordinary work. They are intended
to change things
Projects have a timeframe with a beginning and an end
Projects have to be planned
Projects use resources and need a budget
Projects require evaluation the criteria for evaluation need
to be established from the beginning
Projects have an outcome, which is not necessarily known at
the outset (beginning)
Projects involve people
Project is always developed in steps and continuing by
increments Progressive Elaboration
A project creates unique deliverables
Project management reduces risk and increases the chance of
success
The three most important factors
Time
Cost
Scope
These form the vertices with quality as a central theme.
Projects must be delivered on time.
Projects must be within cost.
Projects must be within scope.
The Four most important factors
Time
Cost
Scope.
Quality
These form the vertices with Customer Expectations as a
central
theme.
(a) Strong leadership ability
(b) Ability to develop people
(c) Excellent communication skills
(d) Ability to handle stress
(e) Good interpersonal skills
(f) Problem-solving skills
(g) People management (customers, suppliers, functional
managers and project team)
(h) Creative thinking
(i) Time Management
The Project Management lifecycle consists of five phases called
Project Management Process Groups
Project Initiation
Project Planning
Doing the work to deliver the product, service or desired outcome.
Project Monitoring and Control
Detailed plans of how the work will be carried out including time, cost and
resource estimates.
Project Execution
Everything that is needed to set-up the project before work can start
Ensuring that a project stays on track and taking corrective action to ensure it
does.
Project Closeout
Formal acceptance of the deliverables and disbanding of all the elements that
were required to run the project.
Integration management
Scope management
Time management
Cost management
Quality management
Human resource management
Communications management
Risk management
Procurement management.
I.
Analysis and design of objectives and events
II.
Planning the work according to the objectives
III.
Assessing and controlling risk (or Risk Management)
IV.
Estimating resources
V.
Allocation of resources
VI.
Organizing the work
VII.
Acquiring human and material resources
VIII.
Assigning tasks
IX.
Directing activities
X.
Controlling project execution
XI.
Tracking and reporting progress (Management information system)
XII.
Analyzing the results based on the facts achieved
XIII.
Defining the products of the project
XIV.
Forecasting future trends in the project
XV.
Quality Management
XVI.
Issues management
XVII.
Issue solving
XVIII.
Defect prevention
XIX.
Identifying, managing & controlling changes
XX.
Project closure (and project debrief)
XXI.
Communicating to stakeholders
a) Project Goals
A project is successful when the needs of the stakeholders have been met. (directly or indirectly).
1. Identify the stakeholders of a project
Examples of stakeholders are:
The project sponsor
The customer who receives the deliverables
The users of the project outputs
The project manager and project team
2. Establish their needs
Conducting stakeholder interviews Consists of
Create real benefits
Don't deliver benefits
Aren't relevant
3. List of needs is to prioritize
High priority
low priority
4. Create a set of goals
S - Specific, significant, stretching
M - Measurable, meaningful, motivational
A - Attainable, agreed upon, achievable, acceptable, action-oriented
R - Relevant, realistic, reasonable, rewarding, results-oriented
T - Time-based, timely, tangible, trackable
b) Project Deliverables
Create a list of things the project needs to deliver in order to meet those goals.
Specify when and how each item must be delivered.
Add the deliverables to the project plan with an estimated delivery date.
More accurate delivery dates will be established during the scheduling phase,
which is next.
Deliverables List
Stage
Initiation
Planning
Requireme
ntsAnalysis
Business
Analysis
Design
Implementa
tion
Rollout
Close
Assigned
Deliverab Descripti Acceptan to(Team
In
Quality Delivered Accepted
leName
on
ce
Member Progress Reviewed (Date)
(Date)
Criteria
Name)
(Date)
(Date)
c) Project Schedule
a) Create a list of tasks that need to be carried out for each deliverable
Each task identify the following:
The amount of effort (hours or days) required to complete the task
Effort required for each deliverable and an accurate delivery date.
Update it.
The resource who will carryout the task
b) create the project schedule by using software package such as Microsoft
Project, templates, etc.,
A common problem discovered at this point is when a project has an
imposed delivery deadline from the sponsor that is not realistic based on
your estimates.
In this case contact the sponsor immediately. The options you have in this
situation are:
Renegotiate the deadline (project delay)
Employ additional resources (increased cost)
Reduce the scope of the project (less delivered)
d) Supporting Plans
a) Human Resource Plan
Identify by name the individuals and organizations with a leading role in
the project.
Describe their roles and responsibilities on the project.
Describe the number and type of people needed to carryout the project.
For each resource detail start dates, estimated duration and the method
you will use for obtaining them.
b) Communications Plan
A document showing who needs to be kept informed about the project
How they will receive the information.
Example
Weekly/monthly progress report,
Describing how the project is performing, milestones achieved and work
planned for the next period.
ProjectRequirementsChecklist
Item
Quantity
HumanResources
CoreTeamMembers
ParttimeTeamMembers
TechnicalSpecialists
BusinessExperts
PhysicalResources
ProjectWorkspace&Supplies:
OfficeSpace
Software:
WordProcessor
ProjectManagementTool
GraphicsTool
PresentationTool
InternetAccess
Phones
When
Required?
Availability
Secured?
ForHowLong?
Comments/
Action
c) Risk Management Plan
Risk management is an important part of project management.
It is important to identify as many risks to your project as possible and be prepared if
something bad happens.
Here are some examples of common project risks:
Time and cost estimates too optimistic
Customer review and feedback cycle too slow
Unexpected budget cuts
Unclear roles and responsibilities
Stakeholder input is not sought or their needs are not properly understood
Stakeholders changing requirements after the project has started
Stakeholders adding new requirements after the project has started
Poor communication resulting in misunderstandings, quality problems and rework
Lack of resource commitment
Risks can be tracked using a simple risk log. Add each risk you have identified to your
risk log and write down what you will do in the event it occurs and what you will do
to prevent it from occurring.
Review your risk log on a regular basis adding new risks as they occur during the life of
the project.
