Project Management CD

Project management triangle
Project management triangle
Projects need to be performed and delivered under certain constraints. These constraints can be labeled “scope,” “time,” and “cost.” This is otherwise known as the “project management triangle,” and on this triangle each side represents a constraint (Figure 1). If one side is changed, it will affect the entire triangle to include the center which is “quality” or “performance.”

Time – the amount of time available to complete a project

Cost – the budgeted amount available for the project

Scope – what must be done to produce the project’s end result.
For example, if the scope increases, it can be assumed that the time to complete the triangle will be increased, and the cost of the project will increase all of which could affect the quality.

Project management
is about providing the appropriate tools and techniques that enable the team to organize their work to meet these constraints.
Five Stages of Project Management
Five Stages of Project Management
Project initiation stage
Project planning and design stage
Project execution and construction stage
Project monitoring and controlling systems
Project completion
Project initiation stage
The xxx phase is the beginning of the project. In this phase, the idea for the project is explored and elaborated. The goal of this phase is to examine the feasibility of the project. In addition, decisions are made concerning who is to carry out the project, which party (or parties) will be involved, and whether the project has an adequate base of support among those who are involved.
The following questions should be answered in the xxx phase:
– Why this project?
– Is it feasible?
– Who are possible partners in this project?
– What should the results be?
– What are the boundaries of this project (what is outside the scope of the project)?
Project planning and design stage
Project planning and design stage
After the initiation stage, the project is xxx to an appropriate level of detail. The main purpose is to plan time, cost, and resources adequately to estimate the work needed and to effectively manage risk during project execution.
Project xxx generally consists of four steps:
Step 1: Project Goals – Goals should be SMART
Specific
– Well defined
– Clear to anyone that has a basic knowledge of the project
Measurable
– Know if the goal is obtainable and how far away completion is
– Know when it has been achieved
Attainable
– Can be reached
Realistic
– Within the availability of resources, knowledge and time
Time Based
– Enough time to achieve the goal
– Not too much time, which can affect project performance
Step 2: Project Deliverables
Step 3: Project Schedule
Step 4: Supporting Plans
Human Resource Plan
Communications Plan
Risk Management Plan
Float
Project execution and construction stage
During the project xxx, the project lead uses a wide range of resources including technical, financial, political, communications, and human resources. The goal is to concentrate on integrating all activities and aspects of the project together in order to achieve a successful outcome.
Project monitoring and controlling systems
Project monitoring and controlling systems
Measuring the ongoing project activities (where we are);
– Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the project performance baseline (where we should be);
– Identify corrective actions to address issues and risks properly (How can we get on track again);
– Influencing the factors that could circumvent integrated change control so only approved changes are implemented
Project completion
By carefully monitoring and maintaining the project plan, the project will not only be under control, but may be officially closed at the end. It is at the end of a project that we see the benefits of tight control. The time and effort spent ensuring that any extra work was specified, budgeted, resourced, and fully authorized will be rewarded by an ‘on time-on budget’ project report. Similarly, the voices of dissatisfaction can be dispelled (or at least reduced to silence) when the project report reveals that the project delivered all that it was defined to do, but not those elements that were authorized to be removed from the project so that it could deliver its product/service/result by a defined date.

The last formal piece of work the project team should undertake is the Project Review. This event should be a formal review of what went well with the project and what didn’t go so well. It should include all aspects of the project: objectives review, performance criteria, financial criteria, resource utilization, slips and gains of time, quality of work, adherence to the project definition and plan. Every aspect you can think of and the ones that will only arise from a group discussion.