Basics of Project

Unfortunately, since time is always money, projects are usually more about improving organizational efficiency than they are about creating a unique product for a specific market. However, all projects have a well-defined path, and the right set of actions taken in the right sequence can yield outstanding results. The list below was compiled on a recent trip to the car dealership while attending a “Project Management Schooling” meeting. As you may find on a PRINCE2 Qualification London.

Project Goals and Objectives

If you are not clear about what a project is, ask yourself these six questions:

1.    What do I want to achieve, or what problem do I want to solve? What is my desired end result?

2.    Who does the project satisfy (the customer or the company)?

3.    How will I measure that my project has been successful?

4.    What steps are included in the process?

5.    Who else are involved in the process?

6.    How will I manage my staff while the project is underway?

Process

These are the natural outcomes of a process, which include:

1.    It all starts with a need or problem.

2.    A manager or team is assigned responsibility for solving the problem.

3.    A worksheet – usually used to document the problem, the end goal, and requirements – is completed. This worksheet may have fewer steps, or more steps, depending on the industry.

4.    The solution is selected and implemented.

5.    Monitoring is performed throughout the project to see if the solution was effective.

6.    The solution is then adapted to an upcoming process.

Project Finishing

After the solution has been implemented and monitored, the project is completed andreturnedto the Load Shop. This task is often the most difficult; everyone submits ideas and solutions, and each has his/her own input on what solution is best. Some projects get their own Facilitator, thus making the process even more difficult to manage. Also, more complex projects may need a Procurement Plan that will be provided in the same manner, by or to the same people.

Project Management in question management

Instead of skipping certain steps, the issue of user involvement, estimating and billing strategies are the core of project management.

Project planning

Planning is a single step.  The biggest project of the day may have one small step in large that cannot be managed if that project is the only one on the schedule.  At the beginning of a project, the key step is to set goals and create a master plan. Second on that list may be the need to understand who your active and inactive users will be.  If your offshore team is available, you may have many users who will want same resources as you.  But, if your team is focusing on the same issue from a different perspective, you have a problem.

Project understanding

Individual collaboration is critical.  A group problem can have very different meaningful and enforceable parameters. One way to create a group solution is to communicate to the Project Sponsor who will have input on budget and configuration procedures. Who will have access to the content of email messages, meeting minutes, etc. from the team and ultimate they?  Here, sharing resources, reducing risks, solving problems and meeting agreed upon timelines and cost are the keys to interaction efficiency.

Project collateral

These can vary from bank deposits to product specifications.  This requires good communication and accurate data to be available when needed.   They are the fuel that drive the Real-Time Technology systems.  Be sure that you have that data hosted on-line or off.

Projectendowment

The last line is the most important.  Make sure that your curtains are closed, the lights are on, and health is good.

Projects are, thus will help you develop your company or product more efficiently and ultimately make it less expensive.

Getting your team “each step of your way” is the time we invest most often, but you can only get “the better ones” if you keep moving forward.  If you let the project strangle, chances are you will have another problem.  Encourage your team to inform you when there are obstacles, this way, you will be alert to how risks are occurring.  And if you have passed the project “test” by the same time the initial project “test”, don’t rush to discard potential solutions.  Include earlier approaches to see the differences that they make.  If you have any doubts about the need for money, shrinking margins or slow sales, don’t deviate from your initial best – safest bet.

Take advantage of any research conducted at the site and any pro forma made in the start-up phase. If not possible, use your best judgment, but there is no substitute for your expert’s opinion.