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Fundamentals of Project Management

The document outlines the fundamentals of project management, emphasizing the importance of defining projects through the 'Triple Constraints' of Time, Budget, and Performance. It provides a framework for project planning, including the creation of a Project Management Plan, establishing objectives, and identifying critical success factors for managing change. Additionally, it highlights the necessity of effective communication, commitment, and risk management to ensure project success.

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34 views6 pages

Fundamentals of Project Management

The document outlines the fundamentals of project management, emphasizing the importance of defining projects through the 'Triple Constraints' of Time, Budget, and Performance. It provides a framework for project planning, including the creation of a Project Management Plan, establishing objectives, and identifying critical success factors for managing change. Additionally, it highlights the necessity of effective communication, commitment, and risk management to ensure project success.

Uploaded by

ahmed.nabil.fx
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Fundamentals of Project

Management

EnterpriseCM, Inc. :: 2415 E. Camelback Road. :: Suite 700 :: Phoenix, AZ 85016


www.EnterpriseCM.com :: [email protected]
Fundamentals of Project Management
Projects begin because a problem creates a need. In order to solve the problem or fulfill the
need, you need to formulate a measurable goal. Once a goal is set, you can develop a strategy
to meet it. A project is the strategy to meet this goal.

All projects must be defined in terms of Time, Budget, and Performance. This is commonly
referred to as the ‘Triple Constraints’. The one constraint that has the highest priority becomes
the driver of the project.

Triple Constraints

CO
E
TIM

ST
RESOURCES

PERFORMANCE
The key to the project is to determine what the constraints are and their priority. How do you do
that? ASK QUESTIONS!

• Ask a comparative question.


o If we had to sacrifice performance to meet the deadline, what would the customer want
you to do?
• Ask a “What if” question.
o What if we eliminated build management or online forms, how will that impact the
project?
• Have we thought of other ways to solve the problem?
• Why do they want this done?
• If time, money and resource limitations were not a problem, what would the customer want?
• How would the customer rank this project with other projects that are happening?
• What is the most likely thing to go wrong with this project, and how can you avoid it?

FOR PUBLIC USE


EnterpriseCM, Inc.
Fundamentals of Project Management
A preacher and a cab driver reach the pearly gates of heaven. The cabbie gets through
and is presented with a silk robe and a golden staff. When the preacher enters he is presented
with a cotton robe and a bronze staff.
The preacher asks why the cabbie was presented with higher quality material. The
preacher said he was responsible for bring many more people into the fold.
Saint Peter simply said, “Yes this is true but when you preached, people snoozed. When
the cabbie drove, people PRAYED!

Moral of the story: In the end it’s the results that count!

Ten Commandments of Project Management


I. Set a clear project goal. (Covey: Begin with the end in mind.)
II. Determine the project objectives. (Sub-units or Sub-goals)
III. Establish checkpoints (milestones), activities, relationships (how tasks are interrelated),
and time estimates.
IV. Draw a picture of the project schedule (MS Project).
V. Direct people individually and as a project team.
VI. Reinforce commitment (walk the talk) and excitement of the project team.
VII. Keep everyone connected with the project informed.
VIII. Build agreements that vitalize (win/win) team members.
IX. Empower yourself and others of the project team.
X. Encourage risk taking and creativity but manage it closely.

Project Planning
Project planning is perhaps the most important activity of any project. A lack of proper and
thorough planning will rapidly become obvious as the project moves into the subsequent phases.
As a result, much time and energy must be dedicated to this activity.

The typical components of project planning include:


• Create a Project Management Plan ― Include all the associated project documentation noted
in the following bullet points plus be sure to include the contact information for your project
team members.
• Project Summary ― The Project Manager should document the problem that the team is
trying to resolve. Reference to triple constraints and their priority should be made.
• Project Requirements ― Time, costs, and performance.
• Milestones ― Be sure to celebrate along the way.
• Work Breakdown Structure (WBS) ― The WBS are the lower level, detailed tasks that make
up the real work that has to be performed during the project. The depth of the WBS is
dependent on what level of clarity and direction is required or desired.
• Network Diagram ― Having they physical layout always adds clarity and value.
• Budget ― How much money and time has been contracted for? Are there travel and
expense caps that must be adhered to?
• Project Management Structure ― Communicate project management and team hierarchy.
• Logistical Support ― Ensure you understand the work environment and the recommended
travel and lodging information, if applicable.
• Acceptance Plan ― This ensures all parties are working from not only the same set of work
plans but also the acceptance of the end result.
• Standards for Property Control and Security ― What system ID’s have been created for use?
Are access badges required?
• Project Reviews / Status Reports ― Schedule regular, weekly meetings for entire project
team. Coordinate additional resources as needed.

FOR PUBLIC USE


EnterpriseCM, Inc.
Fundamentals of Project Management
Specific Questions
As the project manager you should be able to answer the following questions. If you can’t then
now is the time to get the answers.

• Do the project’s objectives fit into the overall IT and / or business strategy?
• When is the project due? How is the date determined?
• What would be the result of late delivery?
• What would be the result of limited success (functionality)?
• Could there be any ‘political’ implications of the project’s failure?
• Is the project a part of a larger program?
• Does the supplier, if any, have a reputation for delivering high quality?
• Does the contract provide enough detail to identify what the vendor, if any, will deliver?
• Does the project have the wholehearted support of the management team?
• What’s the commitment level of the user community?
• Have the training requirements been identified and addressed?
• How clearly are the project’s objectives defined?
• Does the project team understand the project methodology?
• What are the skills of the project team?
• Does the project team need training?
• How many separate users are involved and impacted?
• Have the technical options been weighed?
• Are the requirements clear and concise?
• How many sites are being impacted?
• Who will be responsible for testing?
• Have requirements for long-term operations, maintenance, and support been identified?

This is not an exhaustive list but it does give an idea of the breadth of knowledge and awareness
required to effectively manage an Enterprise Change Management solution project.

FOR PUBLIC USE


EnterpriseCM, Inc.
Fundamentals of Project Management
The Process of Change
After reviewing the other information at EnterpriseCM.com it should be evident that a concerted
amount of effort has to be targeted toward understanding and managing the process of change
itself within your organization.

Why change?

Where are we
Review
now?

How will we
Where do we
achieve the
want to be?
change?

How should we
What needs to
approach the
change?
change?

Are we ready for


change?

The first question is ‘why change?’; this leads to consideration of where the organization is and
what outcomes are desired, the planning and implementation of a change effort, and finally a
review of the outcome. The results of the review, combined with the impact of other changes in
the organization and external developments, will eventually give rise to another cycle of change.
In addition, it is likely that at any given time there will be more than one change process going on
in an organization.

After a major change effort, everyone in the organization will probably be hoping for a period of
stability. But periods of ‘steady state’ are unlikely to last long. In the public sector, new initiatives
show no sign of slackening, and the pressure of competition is ever-present for all organizations.
For both the public and private sectors, developments in IT are constantly suggesting new
options for improvements in internal administration and service delivery.

Everyone has lived through attempts to introduce changes into the organization, some more
successful than others. So, what distinguishes the successes from the failures?

Corporate Preconditions:

• Business strategy defined


• Alignment to the business strategy
• Roles and responsibilities understood
• Skills and capabilities in place
• Organizational learning and communication
• A framework for managing risk

FOR PUBLIC USE


EnterpriseCM, Inc.
Fundamentals of Project Management
Critical Success Factors:

• Change definition
• Management commitment
• Organizational complexity recognized
• Change owner nominated
• The right project team
• Communication and involvement
• Staff development and support
• Institutionalization of change

Without these, a change effort is likely to fail. The responsibility to effectively manage a project
falls onto the project manager. Oftentimes the project manager simply has to take it upon
himself/herself to seek out the knowledge needed to be successful. Hopefully, this document
provides the baseline of knowledge and helps trigger thoughts that will eventually help you be
successful.

For More Information: Please contact us via phone (+1.480.710.0953), email


([email protected]) or visit us on the Web at www.EnterpriseCM.com.

FOR PUBLIC USE


EnterpriseCM, Inc.
Fundamentals of Project Management

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