Project Management Introduction
Designing and executing projects
What is a Project?
A project is a temporary effort to create a unique product or service. Project is "temporary" because once the result is achieved the project terminates.
Projects are conceived within a wider programme, i.e. a broad framework of goals, serving as a basis to define and implement specific projects.
Programmes identify development needs and set overall objectives to be achieved in order to respond to those needs. Programmes are implemented through actions that address specific programme areas. These actions, i.e. these programme components, are also called "projects", because their objective is specific, their scope is limited and because they are terminated once the expected outputs are delivered.
Projects are developed and implemented because the project deliverables are expected to contribute to the achievement of programme objectives.
Programs therefore provide a framework where different projects, sharing the same overall objectives, can be implemented in a co-ordinated manner. (See also: the 3 level hierarchy of project/programme objectives).
Project control and project evaluation are necessary for ensuring management quality. Project "control" is done by the project manager and includes monitoring of tasks assigned to subordinates and self evaluation. Project evaluation is done by the project managers together with other personnel not belonging to the project team because the purpose of project evaluation is to understand how efficient the project team was in achieving expected results and how far project results have generated an impact on other sectors of the programme. (See clarifying the relationship: Responsibilities of Project Managers and programme Managers)
The property of being a "temporary and a one-time undertaking" contrasts with other programme processes which are recurring activities meant to manage the organizational structure and to pursue the organizational mission over and over again. The integration of temporary and recurring operations requires a technical expertise as well as a human vision and sensitivity.
Project management is the application of knowledge, skills, tools and techniques to project activities so as to meet project requirements. It requires the knowledge of the various components of the project life cycle and it requires a good understanding of the human elements that keep the project team motivated and focused.
A project manager is required to lead a team that completes the projects on time and within budgets. The project manager's objective is to make sure that project stakeholders are happy with what the project has delivered. It is a challenging and fascinating job.
(see Required characteristics of the project manager)
The main challenge is to ensure that a project is delivered within defined constraints. One can visualize project constrains through the model called the the project triangle: time, cost, and scope. If one adjusts any one of these elements, the other two are affected. For example, if you adjust the project plan to shorten the schedule, you might increase costs and decrease scope. Many internal and external factors (like sponsors, beneficiaries government agencies and regulators), etc. will intervene to influence the extent of these three variables: time, cost, and scope. Through a negotiation process among project stakeholders, an agreement defines the final objectives, in terms of time, cost, scope, and risk, usually in the form of a charter or contract. The remaining variable (risk ) is managed by the project team, ideally based on solid estimation and response planning techniques.
Project activities require resources (money, people, materials, energy, space, provisions, communication, quality, risk, etc.) to meet the pre-defined objectives. The second great challenge of project management is the optimized allocation and integration of inputs and resources needed to achieve the objectives.
The Project Management Institute has identified 9 topic areas to define the scope of project management knowledge as follows: Integration, Scope, Time , Cost, Quality, Human Resources, Communication , Risk, Procurement. Within each of these topic areas, there is a set of principles, practices, and techniques to help managing project risks and capture opportunities for success.
Process froups and knowledge areas
A fundamental of project management is that :
a good deal of managerial autonomy (from institutional superiors) is given to the project manager to lead the project team to implement the Project Plan Document, in order to deliver the project results according the methodology indicated in the plan and within the cost and time limits previously defined;
the project manager and the project team have no authority to change project scope and methodology, nor to increase budget and time allocations and that for whatever modification to the project plan they have to get the approval of the other stakeholders through a previously defined change process that will lead to formally agreed
Projects go through definite and describable phases;
Each phase can be brought to some sense of closure as the next phase begins;
Phases can be made to result in deliverables or accomplishments to provide the starting point for the next phase;
Phase transitions are ideal times to update planning baselines, to conduct high level management reviews, and to evaluate project costs and prospects.
Projects should be structured to take advantage of the natural phases that occur as work progresses.
The phases should be defined in terms of schedule and also in terms of specific accomplishments.
Cost and schedule estimates, plans, requirements, specifications, and so forth, should be updated and evaluated at the end of each phase, sometimes before deciding whether to continue with the project. Large projects are usually structured to have major program reviews at the conclusion of significant project phases. These decision-points in the life of a project are called Major Milestones.
The early phases will shape the direction for all further efforts on the project.
It is important to provide interim deliverables to give the beneficiaries and sponsors a sense that work is being accomplished, to provide an opportunity for feedback, and to capture project successes in documented form.
While "control" is done by the project manager (that include monitoring of tasks assigned to subordinates and self evaluation) project evaluation is generally done by the programme manager (directly or through others) and therefore project evaluation is an activity occurring in the "shared area" between project and programme management. (See clarifying the relationship: Responsibilities of Project Managers and programme Managers)
The Project Management Institute defines four major project phases: initiation, planning execution and completion. Here we consider "origination" as a different phase while the PMI consideres it within the "initiation" process.
Detailed planning or design stage; defining the scope into details and developing a Work Breakdown Structure (WBS)
In development and humanitarian aid sector Europe Aid has adopted a simplified project cycle scheme denominated PCM .
Guidelines:
See also:
Checklists:
Other resources
Project Management Associations
Several national and professional associations exist which have as their aim the promotion and development of project management and the project management profession. The most prominent associations include:
The Association for Project Management (UK) (APM
The International Association of Project and Program Management (IAPPM)
APM Body of Knowledge 5th ed. (APM - Association for Project Management (UK))
PRINCE2 (PRojects IN a Controlled Environment)
P2M (A guidebook of Project & Program Management for organization Innovation, Japanese third-generation project management method) (Download page for P2M and related products)
V-Modell (German project management method)
HERMES_method (The Swiss general project management method, selected for use in Luxembourg and international organisations)
ISO 10006:2003, Quality management systems - Guidelines for quality management in projects
JPACE (Justify, Plan, Activate, Control, and End - The James Martin Method for Managing Projects (1981-present))
CPM ([The International Association of Project & Program Management])
Project Management Professional, Certified Associate in Project Management. PMI certifications
Project Management Presentation - PowerPoint
