What Is Project Management?
Prince2 project Management entails the organizing of resources and the successful development of a project in order to effectively utilise those resources. A project is a temporary endeavour created to meet a specific need or respond to an event. The term project management suggests that the project is a part of a longer, more important system. As on a prince 2 London weekend training.
“A project is a temporary endeavour created to meet a specific need or respond to an event. The term project management setting suggests that the project is a part of a longer, more important system.” Project Management Council’s
With all due respect to Dr Branswell’s words, a project is a temporary endeavour created to meet a specific need or respond to an event. A project is not an operating tool or a tool used for operational purposes only. Rather it is a system, a part of a larger system that links many processes, work processes and information traffic links in order to deliver a deliverable at the end of the process cycle.
A performance improvement or process improvement project provides a blueprint for identifying and resolving problems within a existing processes. It is important, however, for project management to recognize a number of key areas that approach performance management methods. In this article we will review 3 of these areas: Business process performance, Collected drayage performance and Administrative procedures.
Project Planning and Scope definition
In some organisations, the process existing been to develop project charters usually as part of project tender documents. These are often yet Victorian in their methodology however there are some good other organizations that offer a more structured approach where projects are regarded as part of the overall business (as opposed to a tender). Typically, these approaches indicate the phases through to the conclusion of the project and are likely to be more prescriptive in their approach.
This approach to the development of a project charter contains similar issues that a more prescriptive approach would; namely:
Then, as part of the P3M strategy process, the scope definition has to demonstrate a more prescriptive approach; these problems are then addressed in the concept of internal project management, defined by the phrase Suppliers are normally delivered after the procurement requirements are completed in accordance with the design. A deliverable is an outcome of the design and the performance test. If our internal project does not deliver our internal deliverable, then the project is not an effective one and should be re-engineered.
A preferred approach in this stage in the project life cycle is to use a more prescriptive approach. Quality improvement initiatives need to focus heavily on the management of all project deliverables, albeit a single deliverable may be identified as in the case of a new build. This then requires the provision of a project management plan which normally involves the establishment of a baseline for all projects, their schedule and their deliverables. This activity helps to motivate their direction but without a prescriptive performance based project plan the whole effort is not likely to deliver the expected quality.
Project Quality Assurance and Acceptance
It is no longer acceptable simply to use one or two metrics as the measure of the success of a project. There have been significant advances in sophisticated tools that can provide a suite of commercial assessments, which identify the critical areas of the project that are measured against demonstrated quality standards. Whether you use a commercially available suite of assessments or make use of the assessments provided by your organisation’s certification body; these assessments are typically aligned to your unique project.
The assessment, first implemented, used and permissions to Advanced Pricing radio stations (APRS), frequently provides the necessary information to trigger adjustments in the pricing table in order to deliver the correct pricing of the project. The increased sophistication in assessments and the companies that sell them have resulted in a cost effective means to improve and enforce a project’s pricing.
Project ecology
An ecological approach to project management identifies that projects have a natural management cycle.
It extends the same process to project management tools but, unlike organization charts, it relates to three timescales used to assess the long term viability and functional significance of a project. The outcomes of a project’s ecological cycle identify project sustainable objectives.
This concept of project management lifecycle reiterate the positive benefits achieved by a sustained effort to maintain cultural change.
Management systems
Management systems are of two types: the externally developed SOA and the internally developed SOE. The principal difference between the two type of systems is that an SOE system refers to a comprehensive and holistic approach while an SOA system is more of a gAG rec couch system for an organization. Both approaches are quite effective but given the complexities of an overhead organization and projects, it is best to provide a broader strategic framework.
In essence, the internally developed management system addresses the planning, control, scope definition, and quality assurance of a project. This is done in addition to the elements covered in the SOE system.
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