In this series of fairly comprehensive series of articles, we will be discussing the basics of project management and focus on the process, tools and techniques of project management. This is the series of articles, based on the PMBOK (Project Management Professional Certification) process. This series provides an impartial, accurate, and up-to-date point-of-view on PM.
A key element of project management is control, which is often departing from the process model of project management articles. The tendency to separate control from the project process tends to add even more confusion to the project team. Control should not be absent, but it should be kept separate from the project process. Control comes from project governance and should be viewed as something a project manager must work at throughout the life of the project. As on a prince2 course qualification London.
The PMBOK divides project into seven key stages and what a project manager should pay attention to during each stage is described in the PMBOK. The Another advantage of this methodology is keeping the project team and stakeholder excited about the progression, high on their teams as these daily activities of the project are likely to bring about organizational growth and increase revenues. Please become familiar with this methodology. The PMBOK was first created in 1976 and has been approved time and time again by leadership for a variety of reasons.
The aim of project management is to establish and sustain critical project factors for meeting project objectives in a timely manner, and to assure adequate resources are available to meet project objectives in a reasonable period. The objective of project is to produce a product fit for use and use only by the organisation, a product or service fully accepted by the organisation. This does not mean management has to “sell” a product or service by asking the customer to “buy” it for its use. This does not mean the organisation has to “sell” the terms and quality of the product or service, it just means the organisation has to meet its customer’s expectations in terms of those key deliverables identified by project as key criteria for success. These deliverables are the building blocks of the value proposition used in the marketing phase of the sales cycle. The challenge is to provide customers and grant them an opportunity to buy, without the customer “selling” the process or need to purchase. Using a professional development model similar to the PMI Instant lasts only a short period of time, encouraged paying president to motivate projects through these motivational processes.
There are five key stages in controlled, controlled, controlled, controlled processes. Project management) is only part of this model: project control. The key is to provide departmental management with a clear foundation that is relevant to advance keys to their business function. They must recognize that they must create a culture that is:
o Elevated to the topso SMARTo Measurable and Respectfulo Attainableo Realistic and Threatenedo Valuable and endangered
It is the responsibility of management (getting it right from the start) to determine the key business issues that are impacted by their control practices. If there are no key business issues then no accountable manager can get answers because management cannot communicate them.
Project control is your map. Unless you know what you are doing, you will not know how to get it done, or the quality, and you will not know when or why it is not doing what you want it to. If you are a manager, you must ensure that your key management views are completely informed and from the outset operational management have a clear picture of what you are doing to ensure that it is following your expected timetable and within the area of budget and resources, and set some metrics for measuring the overall results.
What is the output? That is the second main point in this article. The key is to know how you want what you are doing. This is accomplished through project steps, team meetings, updates, and monitoring. The key is to manage and dominate the project projects and ensure all areas are in place, and run the way they are expected to run. Agree upon when to update the projects. The key here is to say when you will run this project and get and variance of the timeline. Keeping the team involved and understanding why they are there shows them your commitment.
In Summary, project management, like public sector projects, is an educated guess of the future and not something people “expect” to happen. Project planning, monitoring, and reporting are important steps at the start of a project that will ensure success. Project planning and monitoring should begin with 1st order of business and end with SOW. If you are a sub contractor understand how your contract accomplishments (acking into the customer details) can influence causing or potential problems and plan accordingly.