Project management
is quite often the
province and
responsibility of an
individual
project manager.
This individual seldom
participates directly in
the activities that
produce the end result,
but rather strives to
maintain the progress
and productive
mutual
interaction of various
parties in such a way
that overall risk of
failure is reduced.
Typical projects include the engineering and construction of various objects or consumer products, including buildings, vehicles, or electronic devices. The duration of a project is the time from its start to its completion, which can take days, weeks, months or even years.
In contrast to on-going, functional work, a project is "a temporary endeavor undertaken to create a unique product, service, or result" (A Guide to the Project Management Body of Knowledge (PMBOK® Guide, Third Edition, Project Management Institute, 2004, p. 5). Projects are temporary because they have a definite beginning and a definite end. They are unique because the product or service they create is different in some distinguishing way from similar products or services.
Contents |
Approaches
There
are several approaches
that can be taken to
project management,
including phased,
incremental, and
iterative approaches.
The "traditional" approach identifies a sequence of steps to be completed. This contrasts with the agile software development approach in which the project is seen as relatively small tasks rather than a complete process. The objective of this approach is to impose as little overhead as possible in the form of rationale, justification, documentation, reporting, meetings, and permission. This approach may also be called the "spiral" approach, since completion of one of the small tasks leads to the beginning of the next. Advanced approaches to agile project management, applicable not only to software development but to any area, utilize the principles of human interaction management to deal with the complexities of human collaboration.
The traditional approach
In the traditional approach, we can distinguish 5 components of a project (4 stages plus control) in the development of a project:
-
project initiation (Kickoff)
-
project production or execution
-
project monitoring or controlling
-
project completion
Not all projects will visit every stage as projects can be terminated before they reach completion. Some projects probably don't have the planning and/or the monitoring. Some projects will go through steps 2, 3 and 4 multiple times.
Many industries utilize variations on these stages. For example, in bricks and mortar architectural design, projects typically progress through stages like Pre-Planning, Conceptual Design, Schematic Design, Design Development, Construction Drawings (or Contract Documents), and Construction Administration. While the names may differ from industry to industry, the actual stages typically follow common steps to problem solving--defining the problem, weighing options, choosing a path, implementation and evaluation.
Project management tries to gain control over five variables:
-
time - The amount of time required to complete the project. Typically broken down for analytical purposes into the time required to complete the components of the project, which is then further broken down into the time required to complete each task contributing to the completion of each component.
-
cost - Calculated from the time variable. Cost to develop an internal project is time multiplied by the cost of the team members involved. When hiring an independant consultant for a project, cost will typically be determined by the consultant or firm's hourly rate multiplied by an estimated time to complete.
-
quality - The amount of time put into individual tasks determines the overall quality of the project. Some tasks may require a given amount of time to complete adequately, but given more time could be completed exceptionally. Over the course of a large project, quality can have a significant impact on time and cost (or vice versa).
-
scope - Requirements specified for the end result. The overall definition of what the project is supposed to accomplish, and a specific description of what the end result should be or accomplish.
-
risk - Potential points of failure. Most risks or potential failures can be overcome or resolved, given enough time.
Three of these variables can be given by external or internal customers. The value(s) of the remaining variable(s) is/are then set by project management, ideally based on solid estimation techniques. The final values have to be agreed upon in a negotiation process between project management and the customer. Usually, the values in terms of time, cost, quality and scope are contracted.
To keep control over the project from the beginning of the project all the way to its natural conclusion, a project manager uses a number of techniques: project planning, earned value, risk management, scheduling, process improvement....
Project Management Steps
Project Management is basically divided into five parts
-
Requirements analysis
-
Engineering and Design
-
Procurement
-
Development or Construction
-
Maintenance or Post Development System (or Software) Support
Requirements analysis begins the process by defining the requirements and specifications, first in coarse terms, followed by increasingly refined terms, until a clear concept of operation and design can emerge. It is critical to the remaining steps that this step be complete and not changed, because the cost to make changes to the requirements is exponential as one moves from step to step.
The basic design, conceptualization and Engineering comes under the category of Engineering Works.
Procurement is the purchase of raw material like Brought Outs, Materials, Tools and Tackles, etc required for the project.
Construction includes implementation, installation or construction project including testing...
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