Benefit Tracking Quality Management Risk Management Issue Management Scope and Change Control Configuration Management Documentation Control Team Building Organisational Change Management External Communication Procurement & Accounting Subcontactor Management Project Definition Project Definition Planning at the start of the project Planning Estimating Resourcing & Resource Mobilisation Control & Reporting Quality Audit Post-Implementation Review Benefit Realisation PowerPoint: Project Management Overview

Project Management - Overview

 

Common misconceptions about Project Management

Here are some questions we hear frequently that demonstrate a misunderstanding of project management:

Project management is a specialist discipline. In a well run project, there is a constant array of management issues to deal with, as well as a challenging routine of project management processes.

 

360o Responsibility of the Project Manager

360 degree responsibility of the Project Manager - available as a PowerPoint slideThe Project Manager is responsible for everything that is required to make the project a success - whether directly or indirectly. It is not like a typical hierarchical line management role. The Project Manager is at the centre of everything relating to the project. Controlling the contributions of seniors and peers is just as important as managing the work of the team.

Bear in mind that the Project Manager needs to achieve this without direct control over the participants. The Project Manager will not have power over the leadership, nor the internal and external contributors. Even in the project team there may be loaned staff, part-timers and sub-contractors who will have their prime loyalties elsewhere.

 

The Project Management process

Project management is a complex undertaking, with many stages and processes. It should follow the full business lifecycle, from definition and justification of the project, through to delivering demonstrable benefits for the business.

The project manager's skills are essential from the beginning. The defined approach and its business case will rely on a good understanding of the project process along with reliable estimating and carefully considered planning.

As well as the project manager's prime objective to deliver the results, there are many supporting disciplines and processes. These should ensure that the project will deliver a valuable result without surprises. The foremost need is to monitor the anticipated level of benefits and make adjustments to deliver optimum results. The leadership team should also actively identify and manage risks, issues, changed requirements, quality standards, plus a host of other side issues.

Not all these processes follow the traditional development lifecycle. In particular, it is wrong to consider the project has finished when the new system goes live. That way you will never know whether it delivered the planned benefits and you will probably not achieve them! Management attention must be retained to deliver the benefits - through to the Post-Implementation Review (PIR) and beyond. Some of the project management processes will migrate into continuing line management processes to be used throughout the life of the solution.

 

Project Management Overview

Here is a summary of the processes:

  

The Project Office

In a well-run project there is a lot going on. The routine project management processes require a combination of special skills and administrative resource. Rarely is it enough just to appoint a project manager. To do the job properly requires time and resources.

It is common to put in place a small project office team to deal with the administrative tasks of the project, freeing up the project leadership and project resources to get on with their jobs. A project office team might comprise roles such as project manager, project planner, progress tracker, financial controller, process administrator (change control, risks, issues, configuration, documentation management), quality controller, communications manager, organisational change manager, and administrative support.

It may be beneficial to use an integrated set of support tools. Project information can be shared among the team members from a single data source. Modern tools enable effective communication of project information through existing user interfaces such as web browsers and eMail. Typical uses would be to:

 

Put in place the project management people, processes and technology

Few organisations get the most out of their programmes and projects. Intelligently adapting a company's current approach to adopt the features of best-practice management approaches can lead to considerable benefits. It will ensure your objectives are realistic and will produce optimum benefit. It will seek to deliver the goals with no surprise. It will ensure everything is done to optimise the overall benefit to the organisation, despite changes to the business, changes in the economy and the inevitable snags along the way. In these uncertain times you need to be able to answer the following questions with assurance.

Each project should have a proper definition, for example: objectives, budget, performance measures, accountabilities and timescale. It should follow well-defined project management processes, designed to ensure it stays on track to deliver optimum benefit. To have any degree of confidence in the outcome of a project you need to put in place the right people with the right combination of skills. They should work with the best practice processes and tools to make sure the project is properly defined and run. This needs to be in place before the work starts.

To have any degree of confidence in the outcome of a project you need to put in place the right people with the right combination of skills. They should work with the best practice processes and tools to make sure the project is properly defined and run. This needs to be in place before the work starts.

 

 
ePMbook - click to re-load
Copyright   Simon Wallace, 1999-2014