Claudia Eggers November 17, 2020 Project Management
Then you bring in your techies to ask them to prepare a project scope document along with a report, in which the specific technologies and the steps to carry out the plan are decided. The scope and the feasibility of it are studied and a decision on whether to take it up or to pass on the offer is made. This official document contains everything from primary goals of the scheme to the deliverables expected of it. Once the document is perused and the upper management gives it a green signal, the project is considered as taken!
The next step in project management involves determining inter-task dependencies. Once the tasks have been listed and organized into a WBS, inter-task relationships need to be established. These relationships, also called dependencies or links, exist when the start or completion of one task is somehow related to the start or completion of another task. There are three types of inter-task dependencies: finish-start, start-start, and finish-finish. The tasks that must be performed first are called the predecessor tasks and those that follow are successor tasks.
The next phase is the execution phase. Here the project must be monitored and managed. A schedule is derived which includes work breakdown, followed by allocation of tasks to people, allocation of resources and finally setting up deadlines for tasks. It is very important to have both a short-term goal and a long-term goal. While the long term goal is to get the product done, the short goals must be imposed by the project manager, who helps in guiding and motivating the members of the team working on the plan. Two important documents namely the issue log and the risk log which are both maintained by the project manager. The issue log keeps track of issues raised by the stakeholders and the risk log considers the vulnerabilities of a system.
One of the features of checklists is that they can be designed to extend hierarchically, such that a sub-checklist could be developed to facilitate any or all of the checks above (e.g. a stakeholder analysis checklist or a risk management checklist). The PMI, training firms and PMOs would do well to promote checklists more strongly - project managers like to use checklists; not many want to read through an overweight methodology. And managers like checklists because they improve quality and instill consistency.
One of the challenges of explaining project management to people who are unfamiliar with the approach, is that descriptions are often either so high-level as to be meaningless, or so detailed that they are overwhelming. Over the years, I have come to use a model as a framework for introducing and discussing project management tools and techniques. It can be used as the basis for a five-minute explanation of what is involved in project management, but also as an outline for more detailed discussions. The actual model can be found on the Key Consulting website under free templates and info.
Project Managers are all too familiar with the project triangle. We know we can shorten a schedule by either (a) reducing the scope of the project, or (b) adding more resources to it. Unfortunately, management either has not seen that triangle or, more likely than not, simply chooses to ignore it. Consequently, Project Manglers who are more interested in pleasing upper management than keeping honest have come up with their own universal algorithm for shortening project schedules. Take the number of days that need to be cut from the schedule, divide it by the number of major milestones, and then deduct that number from the duration of each milestone. In other words, if a project comprising of 4 major milestones is estimated to last 6 months, but you need to reduce it by one month, you`d take 20 days, and divide it by 4. Take the answer (5), and deduct it from the duration of each milestone. And voila! Works every time.
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