What is project management?

A proven method for the most effective management of work by increasing coordination and collaboration.

What is Project?

To plan the size, cost and scope of a piece of work. Practically it may contributes by more than two peoples that securely and well-organized committing the tasks by everyone's contributions to finish on time.

It’s a process to ensure a project has:

An understood goal or purpose
Objectives or measurements
Defined activities and deliverables with timelines
Assigned roles & responsibilities
Clear completion criteria

A project is “a unique endeavor to produce a set of deliverables within clearly specified time, cost and quality constraints”. Projects are different from standard business operational activities as they:

Are unique in nature. They do not involve repetitive processes. Every project undertaken is different from the last, whereas operational activities often involve undertaking repetitive (identical) processes
Have a defined timescale. Projects have a clearly specified start and end date within which the deliverables must be produced to meet a specified customer requirement
Have an approved budget. Projects are allocated a level of financial expenditure within which the deliverables must be produced to meet a specified customer requirement
It have limited resources. At the start of a project an agreed amount of labor, equipment and materials is allocated to the project
Involve an element of risk. Projects entail a level of uncertainty and therefore carry business risk
A set of skills. Specialist knowledge, skills and experience are required to reduce the level of risk within a project and thereby enhance its likelihood of success
Suite of tools. Various types of tools are used by project managers to improve their chances of success. Examples include document templates, registers, planning software, modeling software, audit checklists and review forms
The series of processes. Various management techniques and processes are required to monitor and control time, cost, quality and scope on projects. Examples include time management, cost management, quality management, change management, risk management and issue management.

What can be objective of the project management?

To ensure that the composition structure of the organization is in line with industrial standards and the structure is reviewed to ensure internal and external parity. Also, to ensure that any mid course alignment is done in case of employee movement.

4 Stages of Project Management

There are actually 4 Phase of Project Management are:

STAGE 1 – Project Initiation

· Checklist

· Project Charter Executive Summary Template

o Typical Constraints

o Typical Assumptions

· Phase Exit Plan

STAGE 2 – Project Planning

· Project Schedule

o Task List with Dates (POA&M)

· Work Breakdown Structure

· Project Procurement Plan

o Initial Stage

o Actual

· Project Budget

· Risk Management Plan

o Typical Risks

o IT Related Business Risks

· Risk Management Plan

o Risk Identification Form

o Risk Mitigation Cost

o Risk Response Summary

o Risk Analysis Summary

o Risk Monitor and Cost

· Issue Management Plan

· Communication Plan

o Communication Matrix

· Quality Management Plan

· Change Management Plan

· Configuration Management Plan

· Resource Plan

· Project Management Plan (PMP)

o PMP Template 1

o PMP Template 2

o PMP Example

· Phase Exit Plan

STAGE 3 – Project Execution and Controlling

· In-progress Review and Status Reporting

· Status Report

· Phase Exit Plan

STAGE 4 – Project Closeout

· Phase Exit Plan

· Project Closure Document

Development Templates

· User Acceptance Test Plan

· User Acceptance Test Plan (Abbreviated)

· Preliminary and Critical Design Reviews Handbook

9 SPONSOR PROCESS GOALS

INITIATE

1. PROBLEM OR OPPORTUNITY DEMONSTRATED AND PROJECT AUTHORIZED

Articulate clearly, the problem to be resolved
Provide a clear definition of overall goals/objectives that a solution will resolve
Ensure alignment with the organization’s strategic goals and priorities
Participate in an initial assessment of the business and technical complexity to determine if the risks warrant managing this as a project
Require a charter defining agreements on:
The level and amount of planning and controls
Use of standard project management processes
Potential funding source(s) and budget authority
Other group involvement
Identification of Project Manager/Initial Steering Committee
Assignment of resources to complete planning

PLAN

2. PROJECT HAS CLEARLY UNDERSTOOD SCOPE

Actively support and ensure the chartered level of planning and controls is accomplished
Provide the planning team with the common understanding of the scope
Identify or approve the project completion criteria
Communicate the priority of scope, schedule, and cost
Assist in identifying/recognizing impacted stakeholders
Negotiate the expectation for changes and agree to a change management process

3. REALISTIC WORK PLAN IS DEVELOPED AND TRACK ABLE

Aid in the selection of the major deliverables
Review, at minimum, a summary of all the work defined, preliminary estimates, resource requirements, and milestone schedule
Ensure the number/frequency of milestones provides enough information to show clear and understandable progress to a steering committee
Ensure funding/staff necessary to achieve objectives are negotiated and are committed

4.   ROLES & RESPONSIBILITIES ARE UNDERSTOOD

•   Require that the Steering Committee and Project team understands their roles, responsibilities, and commitments

5.   AGREEMENTS ARE MADE ON QUALITY, COMMUNICATION, PROCUREMENT, AND RISK MANAGEMENT

Ensure processes, work and ongoing resources are incorporated into the work plan for:
Quality Management activities
Communicating a clear understanding of the project’s progress, impacts and organization to the stakeholders
Ensuring procurement options and administration are the best use of funds
Ensuring risk identification, mitigation, and contingencies are agreed and can be supported

6. ALL PLANNING PROCESS AGREEMENTS AND COMMITMENTS ARE INTEGRATED

Review and approve along with Steering Committee and Project Manager the Integrated Project Plan
Ensure the Advanced Planning Document, Grant or other funding vehicle is in alignment with the Integrated Project Plan

7. WORK RESULTS ARE PRODUCED AND PROJECT PERFORMANCE IS MONITORED

Facilitate and chair the Steering Committee Meetings, requests status from the project manager to review, monitor, and make directive decisions
Review along with Steering Committee:
Completion and approval of major or key deliverables
Progress on key milestones, cost and schedule performance, issues, next steps and contract status
Reviews Quality Assurance Status Reports for recommended corrective actions and discusses with project manager and steering committee for agreement to direct corrective actions.

8. ISSUES, CHANGES, AND RISKS ARE RESPONDED TO IN A TIMELY AND APPROPRIATE MANNER

REVIEW AND APPROVE, ALONG WITH STEERING COMMITTEE, THE CHANGE REQUESTS AND IMPACTS THAT WILL EFFECT THE ACHIEVEMENT OF MAJOR MILESTONES, DATES, AND AGREEMENTS WITH FUNDING PARTNER OR OTHERS
PLACE STRONGER EMPHASIS ON REWARDS FOR IDENTIFYING AND ACHIEVING THE CHANGE VERSUS PUNISHMENT FOR FAILURE
BALANCE NEEDS OF THE ORGANIZATION WITH THE NEEDS OF THE CUSTOMER
ENSURE CHANGES ARE TRACKED TO CLOSURE AND THAT THE PLAN IS UPDATED AND APPROVED – REFLECTING THE APPROVED CHANGES IN PROJECT SCOPE, SCHEDULE, OR COST
PROMOTE A PROBLEM-SOLVING CLIMATE FOR ISSUES THAT CANNOT BE RESOLVED BY THE PROJECT MANAGER – SHOULD ENSURE SOMEONE HAS RESPONSIBILITY TO SOLVE
APPROVE SHIFT TO A CONTINGENCY PLAN BASED ON IDENTIFIED TRIGGERING EVENTS

9. PROJECT TURNED OVER TO OPERATIONS, IS EVALUATED, AND LESSONS LEARNED ARE DOCUMENTED

VERIFY, ALONG WITH STEERING COMMITTEE FINAL DELIVERABLES MEET FUNDING AND OTHER PARTNER’S SCOPE AND REQUIREMENTS
APPROVE, ALONG WITH STEERING COMMITTEE FINAL DELIVERABLE INDICATING ACCEPTANCE OF THE PRODUCT OF THIS PHASE OR PROJECT
PARTICIPATE OR PROVIDE INPUT INTO THE PROJECT’S LESSONS LEARNED DOCUMENTATION
ENSURE THAT THE ONGOING RESPONSIBILITY FOR THE PRODUCT OR SERVICES IS IDENTIFIED AND OFFICIALLY TURNED OVER TO REGULAR OPERATIONS
ASSIST IN THE PREPARATION/PRESENTATION OF THE PROJECT EVALUATION

BEHAVIORS DEMONSTRATED:

STRONG OWNERSHIP AND MOTIVATION TO OR FOR CHANGE, BENEFITS, AND IMPROVEMENTS
IS TENACIOUS IN PURSUIT OF THE PROJECT OBJECTIVES AND BUILDING STRONG SUPPORT
OFFERS HIGH-LEVEL SUPPORT TO PROJECT MANAGER AND TEAM WITHOUT MICROMANAGING
EMPHASIZES REWARD AND RECOGNITION; ACKNOWLEDGES INDIVIDUAL ACCOMPLISHMENTS
MAINTAINS A GOOD WORKING RELATIONSHIP WITH THOSE WHO ARE IMPLEMENTING THE CHANGE
COMMUNICATES IN A MANNER THAT ENCOURAGES DIRECT FEEDBACK.