Project Mangement

PROJECT MANAGEMENT

Project management is the discipline of planning, organizing, securing, and managing resources to achieve specific goals. A project is a temporary endeavor 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. 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. As a discipline, project management developed from several fields of application including civil construction, engineering, and heavy defense activity. Two forefathers of project management are Henry Gantt, called the father of planning and control techniques, who is famous for his use of the Gantt chart as a project management tool (alternatively Harmonogram first proposed by Karol Adamiecki); and Henri Fayol for his creation of the five management functions that form the foundation of the body of knowledge associated with project and program management.

The traditional approach

A traditional phased approach identifies a sequence of steps to be completed. In the "traditional approach", five developmental components of a project can be distinguished (four stages plus control):

Typical development phases of an engineering project

Processes of The Project Management

Traditionally, project management includes a number of elements: four to five process groups, and a control system. Regardless of the methodology or terminology used, the same basic project management processes will be used. Major process groups generally include: initiation, planning or development, 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:

• analyzing the business needs/requirements in measurable goals
• reviewing of the current operations
• financial analysis of the costs and benefits including a budget
• 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
• 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.

Monitoring and Controlling

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

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:

• Project close: Finalize all activities across all of the process groups to formally close the project or a project phase.
• 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.

= THE END AND THANK’S =

QUESTIONS

1.       What the meaning of project management?

2.       Who are the forefathers of project management?

3.       In the "traditional approach", five developmental components of a project management. What is that?

4.       What is the meaning of initiating in project management ?

5.       What useful of planning and design in project management? How is it did not performed?

6.       Why people must coordinated in project management performed? (See the executing stage).

7.       Is monitoring and controlling important in project management performance?

8.       How to perform monitoringand controlling in project management activation?

9.       What meaning of the closing?

10.    How to analyze the business needs? Explain it details with use your own words!