Table Of Content

24 LISTING 52 MANAGING ACTIVITIES INFORMATION 28 COMMITTING 54 COMMUNICATING RESOURCES CLEARLY 32 ORDERING ACTIVITIES 34 AGREEING DATES 36 VALIDATING THEPLAN M ONITORING P ERFORMANCE 56 TRACKING IMPLEMENTING PROGESS A PLAN 58 HOLDINGREVIEW MEETINGS 38 EXAMINING 60 OVERCOMING YOURROLE PROBLEMS 40 BUILDING 62 DEALING ATEAM WITHCHANGE 42 STARTING 64 MAXIMIZING POSITIVELY IMPACT 44 LEADING 66 ASSESSINGYOURPROJECT EFFECTIVELY MANAGEMENTSKILLS 48 DEVELOPING 70 INDEX TEAMWORK 50 MAKINGTEAM 72 ACKNOWLEDGMENTS DECISIONS 3 4 I NTRODUCTION T o be successful in today’s competitive business world, managers must deliver results on time and within budget. By applying the processes, tools, and techniques shown in Project Management you will maximize performance and ensure optimum results every time. Suitable for managers at all levels, this book equips you with the know-how you need to lead any project, large or small, to a successful conclusion. From starting a project effectively to motivating a team and overcoming problems; every aspect of professional project management is clearly explained. There is a step-by-step guide to project planning, while 101 tips offer further practical advice. Finally, a self-assessment exercise allows you to evaluate your ability as a project manager, helping you to improve your skills, and your prospects for the future. 5 UNDERSTANDING THE BASICS U NDERSTANDING B THE ASICS Project management provides structure, focus, flexibility, and control in the pursuit of results. Understand what running a project entails and how to improve the likelihood of success. D EFINING PROJECTS A project is a series of activities designed 1 to achieve a specific outcome within a Greet a new set budget and time frame. Learn how to project as an distinguish projects from everyday work and opportunity to adopt the discipline of project management develop your skills. more widely to improve performance. 2 WHAT IS A PROJECT? Review your work Aproject has clear start and end points, a defined to determine set of objectives, and a sequence of activities in which tasks between. The activities need not be complex: would be painting the staff restaurant is as valid a project as building a bridge. You may be involved in a project better tackled without realizing it – for example, if you work in a as projects. special team, perhaps outside the normal business schedule, to a deadline. Routine work, on the other hand, is usually ongoing, repetitive, and process-oriented. Some everyday work may lend itself to being managed as a project – tackling it as such will greatly increase your efficiency. 6 DEFINING PROJECTS WHY USE PROJECT QUESTIONSTOASK YOURSELF MANAGEMENT? In today’s competitive business environment, a Q What projects am I involved in at the moment? flexible and responsive approach to changing Q Has my organization been customer requirements is essential. Project trying to make changes that management enables you to focus on priorities, might be more likely to happen track performance, overcome difficulties, and if tackled as a project? adapt to change. It gives you more control and Q Would I work more effectively provides proven tools and techniques to help you if I regarded certain tasks as lead teams to reach objectives on time and within part of a project? budget. Organizing activities into a project may be Q Could project management time-consuming initially, but in the long term it techniques help to make me more efficient? will save time, effort, and reduce the risk of failure. IDENTIFYING THE KEY FEATURES OF PROJECTS FEATURES POINTS TO NOTE DEFINEDSTARTANDEND (cid:2) Some projects are repeated often,but they are not All projects have start-up and processes because they have clear start and end points. closure stages. (cid:2) Routine work can be distinguished from projects because it is recurring,and there is no clear end to the process. ORGANIZEDPLAN (cid:2) Good planning ensures a project is completed on time A planned,methodical approach is and within budget;having delivered the expected results. used to meet project objectives. (cid:2) An effective plan provides a template that guides the project and details the work that needs to be done. SEPARATERESOURCES (cid:2) Some projects operate outside the normal routine of Projects are allocated time,people, business life,others within it – but they all require and money on their own merits. separate resources. (cid:2) Working within agreed resources is vital to success. TEAMWORK (cid:2) Project teams take responsibility for and gain satisfaction Projects usually require a team of from their own objectives,while contributing to the people to get the job done. success of the organization as a whole. (cid:2) Projects offer new challenges and experiences for staff. ESTABLISHEDGOALS (cid:2) A project often results in a new way of working,or Projects bring results in terms of creates something that did not previously exist. quality and/or performance. (cid:2) Objectives must be identified for all those involved in the project. 7 UNDERSTANDING THE BASICS E K R XAMINING EY OLES P rojects can involve a wide range of 3 people with very different skills and Draw up a list of backgrounds. However, there are several all the people who pivotal roles common to all projects, and it might be able to is important to understand the parts that help you. each of these key people play. U R NDERSTANDING OLES CULTURAL As project manager, you are in charge of the DIFFERENCES entire project. But you cannot succeed alone, and North American projects need establishing good relations with other key players asenior sponsor to get off the is vital. Important project people include the ground and be accepted by sponsor, who may also be your superior, and who stakeholders. Australia’s flatter provides backing (either financial or moral); key management structure means team members, who are responsible for the overall that projects also depend on success of the project; part-time or less senior senior support. In the UK, the members, who nevertheless contribute to the plan, sponsor can be at a lower level, and experts or advisers with important roles. There provided that there is a strong will also be stakeholders, or people with an interest business case for the project. in the project, such as customers, suppliers, or executives in other parts of your organization. I S NVOLVING TAKEHOLDERS 4 Aim to involve your stakeholders at an early stage. Build up a good Not all stakeholders will be equally important, so rapport with your identify those who could have a significant effect main stakeholders. on the project; and when you draw up the project plan later, consider how regularly they should be consulted. When stakeholders are enthusiastic and 5 strongly supportive of the project, seek their Make sure that assistance in motivating others. Make sure that you your core team forge strong alliances with those stakeholders who consists of people control the resources. Finally, check that everyone you really trust. understands the reason for their involvement in the project and what its impact on them will be. 8 EXAMINING KEY ROLES IDENTIFYING KEY PLAYERS AND THEIR ROLES KEY PLAYER ROLES (cid:2) Ensures that the project is of real relevance SPONSOR to the organization. Initiates a project,adds to the (cid:2) Helps in setting objectives and constraints. team’s authority,and is the (cid:2) Acts as an inspirational figurehead. most senior team member. (cid:2) May provide resources. (cid:2) Produces a detailed plan of action. PROJECTMANAGER (cid:2) Motivates and develops project team. Responsible for achieving the (cid:2) Communicates project information to project’s overall objectives stakeholders and other interested parties. and leading the project team. (cid:2) Monitors progress to keep project on track. STAKEHOLDER (cid:2) Contributes to various stages of the planningprocess by providing feedback. Any other party who is (cid:2) Might only be involved from time to time. interested in,or affected by, (cid:2) May not be a stakeholder for the entire the outcome of the project. project ifhis or her contribution is complete. KEYTEAMMEMBER (cid:2) Makes a major contribution in examining feasibility and planning a project. Assists the project manager (cid:2) Lends technical expertise when needed. and provides the breadth of (cid:2) Is directly responsible for project being knowledge needed. completed on time and within budget. TEAMMEMBER (cid:2) Takes responsibility for completing activities as set out in the project plan. Full or part-time person who (cid:2) Fulfills a specialized role if involved as a has actions to carry out in consultant,or as an individual who is only the project plan. needed for part of the project. (cid:2) Strongly influences the objectives of the CUSTOMER project and how its success is measured. Internal or external person (cid:2) Dictates how and when some activities who benefits from changes arecarried out. brought about by the project. (cid:2) Provides direction for the project manager. (cid:2) Can become very involved with,and SUPPLIER supportive of,the project. Provider of materials, (cid:2) Delivers supplies on time and provides products,or services needed services or goods at a fixed cost,agreed to carry out the project. withthe project manager at the outset. 9 UNDERSTANDING THE BASICS I DENTIFYING THE E S SSENTIALS FOR UCCESS T o achieve the desired outcome, a 6 project must have defined and Make sure that approved goals, a committed team, and a people understand viable plan of action that can be altered to what you are accommodate change. Abide by these aiming to achieve. essentials to keep you on course for success. 7 HAVING CLEAR GOALS Ask colleagues to To be successful, a project must have clearly read your goals. defined goals. These goals must be agreed by all If any comments involved, so that everyone proceeds with same are negative,revise expectations. The scope of the project must remain consistent so that it achieves what it set out to the accomplish. Whoever agreed to the initiation of the goals. project, usually the project sponsor or customer, should not need to make significant changes to its scope or extent. People who are key to the success of the project must commit their time to it, even if their involvement is only on a part-time basis. GAINING COMMITMENT QUESTIONSTOASK An eager, skilled, and committed team is vital to YOURSELF the success of any project. To this end, the Q Could I respond to a motivational and people management skills of the customer’s demand by project manager are paramount. As project initiating a project? manager, it is your responsibility to develop the Q Whom should I approach to best team that you can, guide it in the right get the project under way? direction, and ensure that members benefit from Q Am I confident that key people the experience. Choose your team carefully and will lend their support to make this project successful? provide training, if necessary. The ongoing support of your superior, sponsor, and other interested Q Do the overall aims of the project seem achievable? parties must also be gained from the outset. 10 IDENTIFYING THE ESSENTIALS FOR SUCCESS 8 PLANNING AND Expect to revise COMMUNICATING and enhance your For a project to run smoothly, the resources project plan at required must be available at the time you need least several times. them. This demands effective front-end planning, taking into account not only people, but also facilities, equipment, and materials. A detailed, complete plan guides the project and is the document that communicates your overall objectives, activities, resource requirements, and schedules. It is also vital that you keep everyone involved fully informed of the plan and update them whenever it changes. ACTING EARLY (cid:2)Check with your superior that a sufficient budget and realistic time frame have been agreed for the project from the outset. This avoids the success of your project being threatened later because time or money has run out. BEING FLEXIBLE 9 In a rapidly changing business environment, the Learn to accept ability to think ahead and anticipate can make the the inevitability difference between achieving project objectives or of change. not. You must be prepared to change your plans in a flexible and responsive way. It is unlikely that your original plan will be the one you follow all the way, since circumstances and requirements 10 generally change as the project unfolds. This You can hope for means that you will have to reevaluate the plan the best,but regularly and adapt it accordingly. If your project always plan for is to succeed, you must be able to anticipate and the worst. recognize the need for change, implement it, and measure its impact effectively. 11