Project Structure - notes taken from my reading (long ago now!)
Bruce, Andy and Langdon, Ken (2000) Project Management, London: Doring Kindersley , ISBN 0 7513 2793
5 Stages of Project
1. Initiation - agree a vision staing exactly what it will achieve
2. Planning - identify objectives agree on actions resource, order and schedule tasks, validate plan with all to gain commitment
3. Motivating - implementing the plan by leading team - use authority of sponsor to focus plan, keep communication flowing
4. Monitoring - project performance against objectives and time targets, monitor problems and changes that throw project off , have regular progress reports, organising team meetings, identifying milestones that will measure your progress; use logic to overcome problems and to manage and incorporate changes
5. Closing - record experiences for future reference
Key
features - focus on priorities, track performance,
overcome difficulties, and adapt to change (flexible and responsive approach);
may be time consuming initially, but in the long term it will save time,
effort, and reduce the risk of failure
Defined start and end - start up and
close down stages
1.
Some projects are repeated often, but
they are not process because they have clear start and end points
2.
Routine work can be distinguished from
projects because it is recurring, and there is no blear end to the process
Organised plan - planned methodical
approach is used to meet project objectives
1.
Good planning ensures a project is
completed on time and within budget -
having delivered the expected results
2.
An effective plan provides a template
that guides the project and details the work that needs to be done
Separate Resources - allocated time,
people, and money on their own merits
1.
Some projects operate outside normal
routine of business life some within , all have separate resources
2.
Working within agreed resources is vital
to success
Teamwork - project team
Teams take
responsibility for and gain satisfaction from their own objectives while
contributing to whole organisation
Projects offer new
challenges and experiences for staff
Established Goals - bring results in
terms of quality and/or performance
1.
Project result in a new way of working,
or create something that did not previously exist.
2.
Objectives must be identified for all
those involved in the project
Identifying
key players and their roles - everyone must
understand the reason for their involvement in the project and what its impact
on them will be
1.
Sponsor - initiates a project, adds to the team's
authority, and is the most senior team member - financial or moral backing
Roles -
1.
ensures that the project is of real
relevance to the organisation
2.
helps in setting objectives and
constraints
3.
acts as an inspirational figurehead
4.
may provide resources
2.
Project Manager - responsible for achieving the projects
overall objectives and leading the project ream.
Roles
1.
Produces a detailed plan of action
2.
Motivates and develops project team
3.
Communicates project information to
stakeholders and other interested parties
4.
Monitors progress to keep project on
track
3.
Stakeholder - any other party who is interested in, or
affected by, the outcome of the project, consult regularly, assist in
motivating others, may control resources
Roles -
1.
contributes to various stages of the
planning process by providing feedback
2.
Might only be involved from time to time
3.
May not be a stakeholder for the entire
project if his or her contribution is complete
4.
Key Team Member - assists the project manager and
provides the breadth of knowledge needed
Roles
1.
Makes a major contribution in examining
feasibility and planning a project
2.
Lends a technical expertise when needed
3.
Is directly responsible for project being
completed on time and within budget
5.
Team Member - full
or part - time person who has actions to carry out in the project plan
Roles
1.
Takes responsibility for completing
activities as set out in the project plan
2.
Fulfils a specialised role if involved as
a consultant, or as an individual who is only needed for part of the project
6.
Customer - internal or external person who benefits from
changes brought about b the project
Roles
1.
Strongly influences the objectives of the
project an how its success is measured
2.
Dictates how and when some activities are
carried out.
3.
Provides direction of the project manager
7.
Supplier - provider of materials, products, or services
needed to carry out the project
Roles
1.
Can become very involved with, and
supportive of, the project
2.
Delivers supplies on time and provides
services or goods at a fixed cost, agreed with the project manager at the
outset
Define
Project
1.
Opportunity to develop skills
2.
Review work to determine tasks in project
3.
Draw up list of people who might help
4.
Build a rapport with your main
stakeholders
5.
Make sure you core team consists of people
you trust
6.
Make sure that people understand what you
are aiming to achieve
7.
Ask colleagues to read goals - revise
8.
Expect revise and enhance project plan
several times
9.
Learn to accept the inevitability of
change
10.
You can hop for the best but always plan
for the worst
11.
Make an issue of a new project so people
know it is happening
12.
Monitor from start to finish- problems
occur anywhere along the way
Essentials
for Success
Having
Clear Goals
1.
Project goals must be clear to everyone
in project
2.
Scope of project must remain consistent
so that achieves what it set out to accomplish - no significant changes in
scope or extent.
3.
people must be committed to project
Commitment
1.
Keen, skilled committed team vital to
success - management skills of project manager paramount
2.
Best team - guide in right direction -
ensure that members benefit from the experience
3.
Choose team carefully and provide
training
4.
Ongoing support of sponsor/superior and
other interested parties need from beginning
Planning
and communicating - check with superior that budget and
time-scale have been agreed from outset - act
early so won't run out of time or money (project development)
1.
Resources available when you need them -
front end planning of people, facilities, equipment, and materials
2.
Detailed complete plan guides the project
and is the document that communicates your overall objectives, activities,
resource requirements, and schedules
3.
Keep everyone inform of the plan and
update them when it changes
Being
Flexible
1.
Think ahead and anticipate - change plans
in flexible and responsive way
2.
Original plans change with circumstances
and requirements change as project unfolds
3.
Re-evaluate plan regularly and adapt it
accordingly
4.
Recognise the need for change, implement
it and measure its impact effectively
Define
the Stages - start with a flourish and end positively
Points to remember
1.
new project should be viewed as an
exciting opportunity to ring new skills and knowledge to the organisation
2.
The team should be encouraged to build
friendships and to help one another by making constructive suggestions
3.
A system for recording what the team has
learned should be established early on
