Thus, the project manager should make sure to create objectives that adhere to the SMART criteria so as to ensure that they are clear and concise, and most importantly achievable. Measurable objectives are critical in assessing the performance of a project. This is because they are utilized by stakeholders to guide decisions regarding the management of different resources. The purpose of this activity is to establish the stakeholders, both internal and external, that will be affected by the project implementation, either directly or indirectly.
This also involves establishing their impact on the project. The project manager also needs to create strong relationships with the project stakeholders. The project manager therefore needs to analyze the stakeholders by assessing their interests, characteristics and motivations in order to determine their roles and levels of involvement in the project.
The project manager also needs to measure the level on influence the stakeholders have to the project, and also what they want in return. The more influence a stakeholder has on the project, the more support will be needed from them.
The project manager should also keep stakeholders involved in the project through a proper and effective communication. This guarantees transparency throughout the project. The project manager should develop a management strategy for the stakeholders to establish ways to tackle negative impacts on the project, and instead increase the support. The purpose of this activity is to subdivide the project into phases to ensure a timely completion of the project.
The project manager needs to identify the various tasks of the project on the basis of their time of completion, importance and their execution criteria. The PM also needs to identify tasks that depend on the completion of other tasks. Milestones are also established with a clear timeline to ensure that all activities are completed in time and make sure that the project in completed within the stipulated time.
This activity involves authorization of the project through documentation of project elements such as the objectives, constraints, stakeholders, risks identified and budgets involved in the project implementation.
It therefore provides a foundation for defining the decisions of a project, and to ensure they are in line with the goals of the company. The project charter therefore seeks to make the authorizations of the project formal.
Its typical length is between one to two pages, but it may be longer depending on the size, type, and complexity of the project. The project manager therefore needs to establish the contents of the project charter. These may include:. The development of the project charter marks the climax of the process initiation phase as it details the most crucial information about the project. This sets the stage for the programme to ensure all information needed to keep the vision and scope intact will be communicated timely, accurately, and completely.
Another important aspect of communications and relationship building that successful programmes have is making work fun. The successful programmes I have been part of were fun to work on. Another programme team held a holiday party and posted baby pictures of team members. We awarded prizes to those with the most correct associations. A third team created a Facebook-like paper book for people to have a picture of every team member and a place to write down things they learned about each other.
Determine what tools and processes are needed and set them up early on in the programme. Most projects and programmes need a centralized place to store information, such as distribution lists and conferencing numbers. You will likely want tools for instant messaging and often a programme website for team members and customers.
You will need to define processes for activities, such as team meetings, agendas, onboarding new staff, and granting access to various tools.
Unfortunately, often not enough time and attention is spent early on in documenting processes and establishing the various tools across the entire programme. The time it takes is underestimated significantly, especially when outside partners and contractors are involved. This can significantly affect the productivity and communication across the programme. In addition to the processes referenced in a programme management plan, I have found these to be very helpful when established at programme kick-off:.
While reflecting on what I have learned, I also created a survey to poll other project and programme managers to see what they felt was key to focus on. To the survey I sent out to my organisation, a local PMI chapter, and posted on a few LinkedIn pages, people responded.
More than one-fifth of the respondents mentioned topics that fell within four of the five areas I've listed. The least mentioned focus area was the establishment of tools and processes. Overall, the survey results confirmed the five areas to focus on that I recommend for successful programme management.
He has 28 years in health care, IT, process analysis, and compliance. His last 16 years have been in programme, project, and portfolio management. He has managed multimillion dollar programmes, working with budgets across multiple cost centres, complex scope, schedule, risks, issues, organisational change management, and multiple stakeholders. He also has 11 years of experience in IT analysis, development, and support. Andrew has a B. Project Management Institute. Newtown Square, PA: Author.
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The last stage of the planning phase is Control Schedule. It is the process of monitoring the status of project activities to update project process and manage changes to the schedule baseline. If changes are required to the schedule, they must go through the change control process.
The schedule should be managed or controlled by manager proactively. The executing phase consists of those activities that are defined in project management plan. This process involves managing stakeholder expectations, coordinating with people and resources, as well as performing other activities related to project deliverables. During the execution phase, the result may require re-baselining and updates to existing project requirements. Action taken in execution phase may affect the project management plan or documents.
This stage consumes most of the project cost , time, and resources as this is the process that produce project deliverables. Performing Quality Assurance is the process of auditing the quality requirements and the results from quality control measurements.
It is the process of recording and monitoring results of the quality activities to assess performance. During the execution phase, project team acquiring takes place, this is because it is more likely that individuals with different skill set will be required during the process.
The majority of human resource processes involves in executing process, developing project team is also a part of it. The main purpose of developing project team is to improve the overall performance of team members. This stage must start early on in the project. Managing project team is one of the important parts of project management.
It is the most complex area of project management because many times managers would not be in direct contact with team members, in such situation to analyze their performance and deciding their remuneration becomes difficult. Out of three communication attributes, one falls in the execution process. In communication management program, there are three main communication aspects that need to monitor.
In this stage, there are two main roles involved the buyer and the seller. During the procurement process the activities involved are. This stage includes actively managing stakeholders throughout the project.
To avoid unexpected project delay or abandoning the project in between, stakeholder expectation is identified and quickly resolved. At the end of execution phase, project phase review is done. It helps you to document in following activities. After execution phase, to check the project is on right track, monitoring and controlling phase becomes active. During this phase various changes and reviews to enhance the project performance is done. This stage involves tracking, reviewing and regulating the progress in order to meet the objective of the project.
It also ensures that the deliverables are according to the project management plan. The main focus of this step is to identify any changes made from the point of project management plan to determine appropriate preventive action. It is one of the most important process of project management.
It is in this stage where the impact of any change is assessed against the project. If a change in this stage occurs at any one part of a project, the whole project will be assessed. It is better to implement changes at an early stage of the project, because as the project progresses, the cost of implementing changes also increases. Validating scope involves verifying whether the deliverables meet the customer acceptance criteria. The external checking with the customer or stakeholders are part of Validating Scope Management.
Control scope ensures that it is the only work identified as being in scope that is delivered.
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