Planning project management pdf

Report this Document. Flag for inappropriate content. Related titles. Carousel Previous Carousel Next. Jump to Page. Search inside document. Identify project project objectives infrastructure 3. Identify products and activities 5. Allocate planning resources 8. Step 6: Identify activity risk Step 6. Step 7 :Allocate resources Step 7. Related Interests Project Management Computing. Ram Krishna Singh. Peter Gomola. Rajeev Kumar. Khyle Laurenz Duro.

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Download Free PDF. Principles of Project Management Project Skills. Arman IO. Solomon Mabaso Junior. A short summary of this paper.

All Rights Reserved ISBN The material contained within this electronic publication is protected under International and Federal Copyright Laws and treaties, and as such any unauthorized reprint or use of this material is strictly prohibited.

You may not copy, forward, or transfer this publication or any part of it, whether in electronic or printed form, to another person, or entity.

Reproduction or translation of any part of this work without the permission of the copyright holder is against the law. This trend is here to stay and it means that managers need to be familiar with project management roles, terms and processes.

The FME online library offers you over free resources for your own professional development. Our eBooks, Checklists, and Templates are designed to help you with the management issues you face every day. It is hard to ind any development or procedural change that does not have an information technology aspect and in many cases it is actually the changes in available technology that drive the need to change organizational processes. This has led to a merging of IT working practices into that of general management including the use of project management.

Communications forms a key part of such projects and if you are going to be successful in your role as a manager it is essential that you have a thorough understanding of project management terminology, processes, and procedures. Some of these have their origins in academic research whereas others have grown out of proprietary methods developed by organizations that are highly project focused, for example management consultancies.

There has been some rationalization in recent years but there are still a dozen widely used methods. PRINCE2 is a process-based approach for project management, providing an easily tailored and scalable methodology for the management of all types of projects. The method is the standard for public sector projects in the UK and is practiced worldwide. The acronym stands for Projects in a Controlled Environment and this is a project management program that shares more of the functional and inancial authority with senior management, not just the project manager.

The Critical Chain method is not fundamentally different from the current mainstream approaches but it differs in the way that it handles risk and contingency. The Agile approach uses an iterative method of determining requirements for engineering and software development projects in a highly lexible and interactive manner. It is most often used in small-scale projects or in cases where the inal deliverables are too complex for the customer to understand and specify before testing prototypes.

The project management eBooks on this website are for anyone who wants to ind out more about a structured approach to project management. So much work is now run as projects and so few people have the necessary skills to manage them properly that there is a huge demand for good project managers and that demand is increasing all the time. In summary, organizations are increasingly using project management techniques within their operations and the specialist language of project management has become more and more commonplace in managerial and executive meetings.

Our free Project Management Principles eBook will help you to understand the principles of project management. KEy POINtS 4 Managers now ind that they are frequently involved in projects that are being managed using a formalized project management methodology. Many organizations also have their own deinition of what constitutes a project.

Whichever deinition you prefer does not really matter; the important thing is to be able to identify work that constitutes a project so that it can be properly managed.

Everything that an organization does can be categorized either as a project or process. A process is something that happens continually and has a low risk associated with it, whereas a project happens once and has a relatively high level of risk. To illustrate this, imagine an organization that has an annual staff appraisal process in which managers make a written assessment of their staff against criteria speciied by the HR department.

This is a process because even if the criteria change from year to year the procedure undertaken by everyone involved remains more or less the same. It is perfectly logical for different organizations to see the same activity in a different way. For example, the supplier of the computer system may see this activity as a process because it is something that it does every time it sells a system.

Each time it does so, it gains more experience, which allows it to plan and execute future installations based on what it has learned previously. This distinction is important because project management is used where there is a high degree of uncertainty and risk because there is no experience of performing the activity. So in this scenario, The organization buying the system would treat it as a project. The vendor would treat it as part of a process.

The vendor would see it as a process that could be reined with each iteration in order to reduce costs and increase the quality. The distinction between projects and processes depends on whether the organization repeats an activity often enough for it to become routine. Once an activity is repeated often enough within an organization to become routine it is no longer considered a project—it becomes one of their many management processes. Projects can be broadly classiied into engineering projects and management projects.

Engineering projects encompass civil, electrical, and mechanical engineering and the inal deliverables are physical objects, for example a building, reservoir, bridge, reinery, or pre-production sample. Specialist companies or consortia invariably undertake these types of project. To gain a greater understanding of the different functions within these type of projects look at the range of free PDF Project Management eBooks on this website.

A broad range of organizations perform projects of this type, including: commercial companies, government departments, charities and NGOs Non Governmental Organizations , and other not-for-proit organizations. The differences between these types of project are: Use of Specialist Staff Engineering projects almost always represent the day-to-day work of the organization.

For example, a construction company will employ people who specialize in building ofice blocks, public buildings, houses, or roads. Similarly, a manufacturing company will have design engineers to take a product from conception, through the design process and prototyping before the work is handed over to production engineers who will then be responsible for mass production. For example, a construction project may be held up by bad weather, the discovery of archaeological remains, or other unforeseen environmental problems.

Speciication of Final Deliverable In the case of engineering projects the inal deliverable is usually speciied in detail at the beginning of the project because it will need to comply with existing standards or legislation.

If the deliverable is a mechanical or electronic part then it will need to it with the rest of the inished product. This is not usually the case with management projects where the exact form of the inal deliverable may not become clear until some of the work of the project has been done.

It may also alter as the project develops, or in response to market research or other developments. Generally speaking, engineering projects and management projects are quite different things and our project management eBooks are aimed at managers undertaking management projects rather than engineering projects.

Project Management Perspectives Project management is the discipline of planning, organizing, motivating, and controlling resources to achieve speciic goals. A project is a temporary endeavor designed to produce a unique product, service or result with a deined beginning and end usually time-constrained, and often constrained by funding or deliverables , undertaken to meet unique goals and objectives, typically to bring about beneicial change or added value.

The primary challenge of project management is to achieve all of the project goals and objectives while honoring the constraints on scope, time, quality and cost. Projects need to be managed to meet their objectives, which are deined in terms of expectations of time, cost, and quality. Consequently, a project manager must maintain focus on the relative priorities of time, cost, and quality with reference to the scope of the project.

How the project its into the organization — This refers to both the project and the individuals who will be involved in it, including how their responsibilities are deined and how they interact with each other.

How the project will evolve over time—This is referred to as the project life cycle and is the chronological sequence of activities that need to happen in order to deliver the project. Whatever their differences, all projects will by deinition share a similar life cycle; they will all have a beginning, middle, and an end.

How does the project fit into the organization? How will it evolve over time? What skills are needed to successfully manage the project? This might sound unnecessarily complicated, but looking at a project from each of these three viewpoints will give you a much better understanding of the whole process than using any one of them individually. To use an analogy: Imagine that a ship is travelling from London to New York. The organizational perspective would be concerned with which members of the crew were responsible for doing what and how they communicated and interacted with each other.

The life cycle of the voyage would be concerned with where the ship was and what it was doing at any point from the beginning to the end of the journey. The functional areas would be things like navigation, collision avoidance, routine maintenance, etc.

Even though these activities would be taking place continuously and interdependently, it is still possible to think about them as discrete areas of knowledge. KEy POINtS 4 Project management is the discipline of planning, organizing, motivating, and controlling resources to achieve speciic goals. Their management structure is designed to support projects and everyone working in the organization is assigned to one or more projects.

Examples include: Construction companies, Consulting organizations, Software developers, and Advertising agencies. Process Focused The day-to-day work of these organizations predominantly involves continually delivering products or services for external customers.

Their management structure is designed to support the process required to deliver the product or service to the end customer. In reality, even the most process-focused organizations will run occasional projects and some may have parts of the organization that are dedicated to project-based working. The vast majority of the staff in public utilities electricity, gas, and water will be employed to provide an ongoing service to their customer base. But there will be some areas of the business concerned with physical or management infrastructure that are wholly project driven.