There are three controls that must be at least suppressed to make your project a success. these are schedule management, issue management, and deliverable management.
for example, in schedule management, the word "management" tells us that it's not just about making a plan. the other two management items are the same, and the word "management" contains various elements.
this time, we will introduce in detail the three management items that are also the "key" of this project management.
create scenarios for schedule management initial planning and plan changes
the project schedule is a thing that follows. when developing software according to customer's request, the schedule of "delivery date" is determined first. it is natural to set a deadline for internal projects, so there is always a management item called schedule management in the project.
then, if you think simply about what you want to manage specifically, you can make a project plan based on the delivery date and due date, record the actual results, and manage the progress. however, that alone does not ensure thorough project management.
the project is truly a "creature", and it changes constantly during the project. unfortunately, there is a risk that the project will fail because it is not as pleasing as the change of the living thing, but rather the inability to respond to the change.
therefore, project management is only by managing this ongoing plan change to achieve its original purpose. in order to achieve this, risk management is the key to this.
during initial planning, we anticipate problems that may occur during the project and explore the possibility of planning changes. you will need to have an environment in place that can respond in advance, especially for the most likely planning changes. you can prepare different scenarios for the planned changes you expect to ensure a smooth project progression.
for example, let's say you plan a domestic trip. the means of transportation are mainly cars, and they move around high speed to the destination. at this time, risk management thinks that "high-speed congestion may be congested because it is a consecutive holiday" and "how can i go downstream?"
however, risk management may not be of high interest to stakeholders other than project managers. everyone wants to reduce the cost of responding to invisible risks as much as possible, so there is often a temperature difference with the project manager.
in light of this, project managers will have to increase their interest in risk management, not just around them, and engage in schedule management.
from identifying issues to task-making and state management
in the field of project management, "issues" and "problems" are used in almost the same sense. if a problem arises, solving it will be a problem as it is, so it is not necessary to be aware of the difference in language. the process of managing such issues is mainly as follows.
- 1. identify and identify issues
- 2. share issues among members
- 3. prioritize issues
- 4. loading into tasks
- 5. issue state management
as you can see, issue management is not only about finding challenges, it's also about tasking and monitoring.
In order to find a problem, you must first grasp all the tasks in the project. Create exploded diagrams of your work, mainly using WBS (Work Breakdown Structure). In addition, after understanding the connections between tasks, identify what is causing or may hinder the project and recognize it as an issue.
once you've shared issues among your members, you'll prioritize the issues you need to solve. it's almost impossible to address all your challenges at the same time, so you're prioritizing them.
let's drop it from a high priority assignment to a task. if the problem is likely to be difficult to solve alone, the tasks will be distributed and handled by multiple people. at this time, it is important to set deadlines and target values for each task.
the key point here is that schedule management is dropped to wbs around deliverables. remember that tasks are time management to complete deliverables.
finally, monitor whether the newly created task is progressing on schedule. if there is a problem as a result of monitoring, we will make further fine adjustments and aim to solve the problem.
in this way, problem management is an important management item with perseverance. it is also important to understand the load status of project members in order to sort tasks well.
deliverables manage interim deliverables against the ultimate goal
deliverables are mainly "finished products", and in software development, it means systems according to specification design and finished products in manufacturing. however, the most important thing to manage in deliverables management is intermediate deliverables.
if you have a project to make curry, there are several processes such as sourcing ingredients, cutting vegetables, frying meat and vegetables, and stewing. the basis of deliverable management is to manage the points at which each is completed as an intermediate deliverable.
if it was material procurement, was it possible to purchase the material according to the list, or was it possible to keep it within the budget? if it is a vegetable cut, it represents the deliverable as a numerical value, such as whether it is a cut according to the specified cutting method, or whether the time until the cut is completed is within the schedule.
fine-grained management of these intermediate deliverables results in the management of deliverables and the completion of projects with the qcd maintained. by the way, in order to manage intermediate deliverables, "kpis (key performance indicators)" are mainly used.
kpis are like intermediate goals that are set for the end goal, and are based on numbers and durations.
"the key" of project management (points)
in order for a project to be successful, there are not only thorough management items of "schedule management", "problem management", and "deliverable management", but also the "key" of project management that must be known. that are the next two points.
projects are a "small project" stacked one big project is the accumulation of a number of small projects. in other words, in order for a project to be successful, it is important to think about each small and fragmented task as a project and manage it thoroughly.
also, prepare metrics for each small project, and create an environment for evaluation and improvement.
make thinking backwards a habit
in each project, it is important to think backwards. planning things and thinking in sequence for goals is the cause of project failures. be sure to think backwards from the end goal, set a number of branched goals, and make a plan.
Summary
The project manager must manage so many things for the project to be successful. many people will find this very burdenful. in fact, the burden on project managers is heavier than members and tops.
to reduce this burden, the introduction of project management tools is still effective. various management items can be completed on the system, and it has functions specialized for project management, so it is also possible to automate thinking.
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