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

Everything that is needed to set-up the project before work can start Project Planning

Detailed plans of how the work will be carried out including time, cost and resource estimates.

Project Execution Doing the work to deliver the product, service or desired outcome.

Project Monitoring and Control 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.

Stage Deliverable Name

Description

Acceptance

Criteria

Assigned to (Team Member Name)

In Progress

(Date)

Quality Reviewed

(Date)

Delivered(Date)

Accepted(Date)

Initiation

Planning

Requirements Analysis

Business Analysis

Design

Implementation

Rollout

Close

Deliverables ListDeliverables List

c) Project Schedulea) Create a list of tasks that need to be carried out for each

deliverableEach 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.

Project Requirements Checklist

Item QuantityWhenRequired?

AvailabilitySecured?

For How Long?Comments/Action

Human Resources

Core Team Members

Part-time Team Members

Technical Specialists

Business Experts

Physical Resources

Project Workspace & Supplies:

Office Space

Software:

Word Processor

Project Management Tool

Graphics Tool

Presentation Tool

Internet Access

Phones

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.