PROJECT MANAGEMENT, Asclkmnkcl

PROJECT MANAGEMENT
Project management is the process and activity of planning, organizing, motivating,

and controlling resources, procedures and protocols to achieve specific goals in scientific or
daily problems. A project is a temporary endeavour designed to produce a unique product,
service or result with a defined beginning and end (usually time-constrained, and often
constrained by funding or deliverables), undertaken to meet unique goals and objectives,
typically to bring about beneficial change or added value. The temporary nature of projects
stands in contrast with business as usual (or operations), which are repetitive, permanent, or
semi-permanent functional activities to produce products or services. In practice, the
management of these two systems is often quite different, and as such requires the
development of distinct technical skills and management strategies.
The primary challenge of project management is to achieve all of the project goals
and objectives while honouring the preconceived constraints. The primary constraints are
scope, time, quality and budget. The secondary — and more ambitious — challenge is to
optimize the allocation of necessary inputs and integrate them to meet pre-defined objectives.
PROCESSES
Traditionally, project management includes a number of elements: four to five process
groups, and a control system. Major process groups generally include:
 Initiation
 Planning or design
 Production or execution
 Monitoring and controlling
 Closing
INITIATING
The initiating processes determine the nature and scope of the project. If this stage is
not performed well, it is unlikely that the project will be successful in meeting the business’
needs. The key project controls needed here are an understanding of the business
environment and making sure that all necessary controls are incorporated into the project.
Any deficiencies should be reported and a recommendation should be made to fix them.
The initiating stage should include a plan that encompasses the following areas:
 Analysing the business needs/requirements in measurable goals

 Reviewing of the current operations
 Financial analysis of the costs and benefits including a budget
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 Stakeholder analysis, including users, and support personnel for the project
 Project charter including costs, tasks, deliverables, and schedule
PLANNING AND DESIGN
After the initiation stage, the project is planned 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. As with the Initiation process group, a
failure to adequately plan greatly reduces the project's chances of successfully accomplishing
its goals.
Project planning generally consists of:
 Determining how to plan (e.g. by level of detail or rolling wave);

 Developing the scope statement;
 Selecting the planning team;
 Identifying deliverables and creating the work breakdown structure;
 Identifying the activities needed to complete those deliverables and networking the
activities in their logical sequence;
 Estimating the resource requirements for the activities;
 Estimating time and cost for activities;
 Developing the schedule;
 Developing the budget;
 Risk planning;
 Gaining formal approval to begin work.
Additional processes such as planning for communications and for scope management,
identifying roles and responsibilities, determining what to purchase for the project and
holding a kick-off meeting are also generally advisable.
For new product development projects, conceptual design of the operation of the final
product may be performed concurrent with the project planning activities, and may help to
inform the planning team when identifying deliverables and planning activities.
EXECUTING
Executing consists of the processes used to complete the work defined in the project
plan to accomplish the project's requirements. Execution process involves coordinating
people and resources, as well as integrating and performing the activities of the project in
accordance with the project management plan. The deliverables are produced as outputs from
the processes performed as defined in the project management plan and other frameworks
that might be applicable to the type of project at hand.
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Execution process group include:
 Direct and manage project execution
 Quality assurance of deliverables
 Acquire, develop and manage Project team
 Distribute information
 Manage stakeholder expectations
 Conduct procurement
 Test the deliverables against the initial design
 Monitoring and Controlling
MONITORING AND CONTROLLING PROCESS GROUP PROCESSES
Monitoring and controlling consists of those processes performed to observe project

execution so that potential problems can be identified in a timely manner and corrective
action can be taken, when necessary, to control the execution of the project. The key benefit
is that project performance is observed and measured regularly to identify variances from the
project management plan.
Monitoring and controlling includes:
 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.
In multi-phase projects, the monitoring and control process also provides feedback between
project phases, in order to implement corrective or preventive actions to bring the project into
compliance with the project management plan.
Project maintenance is an ongoing process, and it includes:
 Continuing support of end-users
 Correction of errors
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 Updates of the software over time
MONITORING AND CONTROLLING CYCLE
In this stage, auditors should pay attention to how effectively and quickly user
problems are resolved.
Over the course of any construction project, the work scope may change. Change is a
normal and expected part of the construction process. Changes can be the result of necessary
design modifications, differing site conditions, material availability, contractor-requested
changes, value engineering and impacts from third parties, to name a few. Beyond executing
the change in the field, the change normally needs to be documented to show what was
actually constructed. This is referred to as change management. Hence, the owner usually
requires a final record to show all changes or, more specifically, any change that modifies the
tangible portions of the finished work. The record is made on the contract documents –
usually, but not necessarily limited to, the design drawings. The end product of this effort is
what the industry terms as-built drawings, or more simply, “as built.” The requirement for
providing them is a norm in construction contracts.
When changes are introduced to the project, the viability of the project has to be re-
assessed. It is important not to lose sight of the initial goals and targets of the projects. When
the changes accumulate, the forecasted result may not justify the original proposed
investment in the project.
CLOSING
Closing includes the formal acceptance of the project and the ending thereof. Administrative
activities include the archiving of the files and documenting lessons learned.
This phase consists of:
 Contract closure: complete and settle each contract (including the resolution of any
open items) and close each contract applicable to the project or project phase.
 Project close: finalize all activities across all of the process groups to formally close
the project or a project phase
Also included in this phase is the Post Implementation Review. This is a vital phase of the
project for the project team to learn from experiences and apply to future projects. Normally a
Post Implementation Review consists of looking at things that went well and analysing things
that went bad on the project to come up with lessons learned.
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PROJECT MANAGEMENT

Project management is the process and activity of planning, organizing, motivating,

 Analysing the business needs/requirements in measurable goals

PLANNING AND DESIGN

Project planning generally consists of:

 Determining how to plan (e.g. by level of detail or rolling wave);

 Direct and manage project execution

 Quality assurance of deliverables

 Acquire, develop and manage Project team

 Manage stakeholder expectations

 Test the deliverables against the initial design

 Monitoring and Controlling

MONITORING AND CONTROLLING PROCESS GROUP PROCESSES

Monitoring and controlling consists of those processes performed to observe project

Monitoring and controlling includes:

 Measuring the ongoing project activities ('where we are');

Project maintenance is an ongoing process, and it includes:

 Continuing support of end-users

MONITORING AND CONTROLLING CYCLE

This phase consists of:

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