The overall project management is the first of the ten areas of knowledge in project management. overall management is to effectively form a whole in several aspects of mutual influence and constraint, such as scope, schedule, cost, quality, human resources, communication, risk and procurement, work for the overall benefit of the project, and strive to weigh trade-offs between conflicting goals and programs. the overall management of the project consists of six processes:
(1) formulate the project charter (startup group): set goals
(2) develop a project management plan (plan group): a way to achieve the goal
(3) guide and manage project execution (execution team): according to the established plan and approved change implementation activities to achieve the goal, through the collection of data, the formation of work performance data
(4) monitoring project work (monitoring group): measure the actual project with a ruler of planned and approved changes
(5) implement the overall change control (monitoring group): start the change, form information, and obtain work performance information
(6) closing the project or stage (closing group): formally end the project or stage, summarize the lessons learned, and form knowledge management
here are the inputs, tools, techniques, and outputs of the six processes:
this section focuses on the first process, developing a project charter.
1. the project charter is a document that formally approves the project.
since the project charter authorizes the project manager to use the organization's resources in the project activities, the project manager should be appointed at all times before the planning begins, preferably at the time of the development of the project charter. the project charter is issued externally by the project implementing organization.
2. the content of the project charter includes the following aspects:
(1) the purpose of the project or the reason for approving the project
(2) measurable project objectives and related success criteria
(3) the overall requirements of the project
(4) a general project description
(5) the main risks of the project
(6) overall milestone progress plan
(7) overall budget
(8) project approval requirements
(9) delegated project manager and his duties and powers
(10) the name and authority of the promoter or other person who approves the project charter
3. the formulation of the project charter is the preparation of a document that formally approves the project or stage.
the approval of the project charter marks the official launch of the project. in the project, the project manager should be confirmed and appointed as early as possible, and since the project charter will authorize the project manager to use organizational resources in the project activities, the project manager should be involved in the formulation of the project charter.
projects are approved by people outside the project, such as the sponsor, project management office or portfolio steering committee, and the project charter is signed by the initiator, which marks the approval of the project.
4. DETAILED EXPLANATION OF THE ITO (INPUT, TOOLS AND TECHNOLOGIES, OUTPUT) OF THE PROJECT CHARTER:
(1) agreement. defines the original intention of the start-up project, including contracts, agreements, letters of intent and other forms.
(2) project statement of work. is a textual description of the product or service provided by the project, indicating the business needs, or product range, or strategic plan.
(3) business case. provide the necessary information from a business perspective to determine whether the project is worth investing in, including business needs, cost-benefit analysis, etc.
(4) business environment factors. environmental factors and institutions, culture, resources, risk tolerance, etc. that have an impact on the success of the project.
(5) organizational process assets. assets that have an impact on the success of a project, including the processes and procedures by which the organization conducts its work, and the organization's overall information store retrieval knowledge base.
(6) expert judgment. a group or individual with expertise or training that applies its evaluation and knowledge to project management.
(7) guidance technology. guide and guide the development of project planning and planning phases with certain tools, such as brainstorming, conflict management, problem resolution and meeting management.
(8) project charter. it is a document that formally agrees and approves the project name, time, project manager, basis, objectives, stakeholders, etc.
in addition, the basis for formulating the project charter is closely related to the two propositions of "project selection" and "project objectives", which are explained below.
5. the purpose of the project selection method is to determine which project the organization chooses.
these methods fall into two categories:
(1) benefit measurement method. such as comparative methods, scoring models, contributions to benefits, or economic models.
(2) mathematical model. such as the use of linear, nonlinear, dynamic, integer or multi-objective programming algorithms.
financial considerations are often an important consideration in project selection, and the following three methods are commonly used to evaluate the financial value of projects:
(1) net present value analysis: all expected future cash inflows and outflows are converted into present value, and the expected net monetary income is calculated, which can be considered when the item is positive.
t is the duration of cash flow, A is cash flow per year, and r is the discount rate
(2) investment return analysis: net income divided by investment amount
ROI = (TOTAL DISCOUNTED EARNINGS - TOTAL DISCOUNTED COST) / DISCOUNTED COST
(3) payback period analysis: the time spent compensating for net investment with net cash inflows
6. project kick-off meeting is a common way to start a project.
project kick-off meetings are generally organized and convened by the project manager, with the aim of clarifying the objectives, scope, needs, background, and respective responsibilities and responsibilities of the main stakeholders of the project.
7. the project goal is the situation or standard that the project wants to achieve.
project objectives must be quantifiable, measurable, specific, achievable, relevant to the strategic objectives of the enterprise, and time-limited. there are often contradictions between outcome goals and constraint goals, and the project team must clearly prioritize them, and in general, constraint goals should give way to outcome goals.
the development of a project charter is a necessary prerequisite for starting a project or phase. the development of a project charter is basically a documentation of the business needs, the rationale for the project, the current understanding of the customer's requirements, and the products, services or outcomes used to meet those requirements, which is a macro overview of the project or phase. in the following, the project charter will be further decomposed to form a practical project plan, so stay tuned
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