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This is a direct copy-paste from my blog: http://bluepixel.ca/2010/05/key-elements-to-project-management/


I posted a few days ago some key element of project management.Some of these elements might be obvious to you but recognizing these points and addressing them are part of the project management process.

Governance – Structure, process, and model where a set of metrics are used to ensure projects selected are aligned with the organization/business objectives. The project governance includes:

  • Establishing the metrics – this can be in the form of objectives or goals the department/organization needs to meet including the approval and
    measurement process. Define roles (stakeholders, leadership, customers),
    policies, standards and any associated process.
  • Define – define the scope, budget,value, benefit, and timeline.
  • Evaluation – process where proposed projects are assessed and selected on basis for best investment of funds, resource, meeting business objectives, and are with
    in the organization capacity to deliver.
  • Measure – overall project status in the area of benefits, value, outcomes/output -actual vs plan

Alignment – Projects address the business objectives or goals defined by stakeholders or senior management.

Management – accountability process to ensure the project is progressing according to plan and communicate the project status to stakeholders/customers

Scheduling – project management tools are used to design a detailed project plan of a project from initiation to closing. Tasks in the project plan can be based on a specific order,
priority, resource availability, milestones, and/or budget.

  • Define - define your project elements (tasks, resources, budget, duration, milestones, dependencies, etc)
    • What tasks need to be completed?
    • What are the tasks duration?
    • What resource will work on the task (take in to account their availability)?
    • Any risks that could interfere with the task/resource schedule?
    • Identify project dependencies and plan accordingly.
  • Application/Tool – Use a project management tool to assist you in creating your plan. Some of these tools are:
    • Basecamp
    • Clarizen
    • Daptiv
    • Easy Projects .NET
    • Genius Inside
    • Journyx
    • Merlin
    • MS Office Project Server
    • Primavera Project Planner
    • Project.NET
    • Project-Open etc
  • Plan - create your project plan with a small degree of flexibility (given rule is usually around 20%)
  • Review – go back to your project plan and make sure that you are on schedule

Architecture – design the overall solution of the project – this can be done in two approaches: break down your project into to small modules that are cohesive and as much as possible
independent from each other or the the project is one big module on its
own.

Integration – ensure modules fit together to produce the final product.

Verify and Validate – review and assess the project is in accordance to specification and meets the business goals/objectives

  • Verify - an act to make sure something does as it was intended to do (defined)
  • Validate – an act to make sure something is ‘right’ or not. This ‘right’ is subjective to the user’s need and desire.

Finance – track all costs and make sure the project is within pre-defined budget

Post Mortem Analysis - ‘Lessons Learned’ exercise where team members sit down and review the project’s process from initialization to closing and address key issues of concern.


Any key project management elements you would like to add to this list? I will be writing some more posts on project management including sharing some great finds.

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Tags: Management, Project

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Comment by Safinaaz Rawji on May 26, 2010 at 1:31am
Great Point Francis.
Your correct Francis, it is pointless and a waste of resource, time, and budget to work on a project that does not make any business sense.
Program, Project, and Portfolio Manager share different responsibilities in the organization. It is the Portfolio Managers (usually involved in the Governance stage) or leadership responsibility to ensure that the correct projects are selected to be worked on meeting not only organization's goals but also bring great business value.
Thanks for the comments Gurpreet and Tony.
Comment by Francis Hung on May 26, 2010 at 1:09am
Here is a copy of my response in her bloc posted 2 days ago. http://bluepixel.ca/2010/05/key-elements-to-project-management/
---
Great summary! I would like to add to the governance that control and tolerances are also very important, as Project Managers are given a set of guidelines of what are expected of them, whenever the tolerance in Time, Cost, Scope, Quality, Benefits, Risks have exceeded (or will exceed) their limits be escalated to the next level for exception approval. A defined roles and responsibilities be important so issues can be dealt with effectively.

The Projects, Project Office, PMO, and Portfolio Office all be aligned and share different responsibilities. We have often heard that the project manager and the project team were excited about finishing a great project that met all time, cost, scope and quality, but the product did not sell well or did not really change anything in the market. Stopping a project that doesn’t make business sense is better than just getting the project done. The resource in the project could have been deployed elsewhere for the business.
Comment by Murali Krishna Naidu on May 25, 2010 at 1:21am
Is these points are not from the prelogue of a book? ( :) ). just kidding. nice & cute at a glance. but really when we are in construction companies where the family proprietoryship does not vanish even after making it a limited company, adopting these areas is found difficult. If you talk about systems, it could be abussive in such companies. I am unable to digest. can there be any suggestions please?
Comment by Tony Askew on May 24, 2010 at 7:21am
Very informative. I also spent some time browsing through the rest of your blog. Tons of useful and thought provoking information...

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