Project Management 101


It is considered that organizations run projects, and the goal of the project is to achieve the desired results in a certain time and with certain resources. However, tasks can be large or small. A project can change an organization’s practices, produce a new product or service, or explore existing services. Though, mankind has proven itself in leading serious projects. From the construction of the giant pyramid to the landing on the moon, for the greatest efforts of mankind, thousands of people have demanded joint work in achieving common goals.

Thus, success requires complex project management. While most of us never have hidden goals of this size, many of us have to manage tasks one way or another. However, simple project management is the strategic planning and implementation of everything needed to achieve the full goal - on time and within budget. There is no single project management system, and you may not have the ideal system for you. However, the experience of recent decades has provided us with several effective project management tools that can guide your work.

Also read: PMP Training in Manila

What Makes A Project?

All the same, a project task is temporary, not a common daily task. It may not be unique, but it’s not something you do every day. However, preparing lunch is not a task; organizing a party can be. Projects have goals or achievements that they want to achieve. These goals are defined before the start of the project and are called the scope of the project. There are also certain deadlines for projects. They start at a certain time and have to run at a certain time like the project should have a fixed completion date. It could be called a to-do table and should contain a clearly defined start and end date.

However, resources are also needed to complete. If this can be determined at the planning stage, the project is likely to work more efficiently. It is important to keep in mind that projects exist only to achieve results defined by their scope. Good project managers keep this requirement in mind. If a project completion date develops, other resources may be needed, such as more money to pay overtime for employees.

The Stages of a Project

It is different from how tasks can be divided into phases. There are usually four main phases of a project:

  • Start - Identify the business event of the project and assess whether the project is potentially sustainable. Comprehensive cost forecast and identification of contractors and potential participants. Analyze the overall approach to the project.
  • Planning and preparation - Developing a plan that identifies appropriate outcomes and the time and resources required to do so. Identify key risks and resource balancing plans. Production at this level may include a project plan that shows the expected results and how to achieve them.
  • Continuity - Outside the team and implement the plan. Meeting deadlines means using resources efficiently, additional resources are needed, and budgets are respected, and so on. The project must be managed effectively.
  • Closing - Evaluation of results and evaluation of project results, perhaps based on performance criteria that may have been developed in phase 2. The budget is closed, team members work on new projects, switch to the client, etc.

Although work steps are in place, they should also be considered powerful. It is quite possible that as the team goes through the project they learn things about the project that make them reconsider some of the goals or scope of the project. The client can change the view or add (or remove) the required items to the project, and resources may be available.

Outlining the Scope

Every project is created for a reason. One of the main steps at the beginning of the project is to determine the scope of the project. The scope is a written confirmation of the project results and the conditions to be met. One of the reasons for writing a comprehensive application is that no one should confuse the goals and objectives of the project. A written agreement on things should theoretically prevent buyers from adding new “features” to projects. The scope should include:

  • Rationale - How and why the project was created, what business needs it wants to meet, and how the project fits into other activities of the organization
  • Products - Products, services, or results provided by the project. Goals are sometimes called achievements.
  • Product Description - Most of the features and functions you produce. Adds details to goals.
  • Product approval criteria - Criteria for the finished product or service.
  • Limitations - Limitations that limit what you can achieve with the project. This can be related to time or budget or project completion.
  • Assumptions - All initial assumptions should be acknowledged.

The Project Manager

The project manager is there to simplify the task - to complete it from the beginning worlds to the end. They don’t do the job (certainly not for a small project), but they get the job. Initially, they should coordinate everyone involved in the project - who can often be experts - to ensure that the common goal of the project is achieved. They do things using the teams that work on project management and make things happen. However, the process groups are likely to need to be completed:

  • Information - Accurate, timely, and complete information on all phases of the project
  • Communication - Clear, open, and timely communication with relevant team members and customers
  • Commitment - To project and team members to ensure that agreed results are achieved on time and within budget.

The project manager has an active role in the initial and organizational processes of the project. All the same, project managers who have obtained PMP certification training, fulfilling the key responsibilities - include managing resource objectives, schedules, and budgets, developing a project plan, and analyzing and managing risks. Project managers often play a key role in building the project team and deciding on the roles and responsibilities, and functioning of the team. As the project progresses, managers focus on leadership processes and effectively monitoring and managing the team. There must now be a big picture and the ability to intermediate promptly and implement risk management policies.

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