A critical element in the successful operation of any business, regardless of the size, is the timely completion of projects. Though few companies are actively seeking a dedicated project manager at the time of the launch of a new or enhances operation, a good project planning and control activity is essential to the successful realization of your business objectives. The following are helpful guidelines toward the creation of a basic framework for project management. As outlined on a PRINCE2 Course glasgow training.
There are many significant activities involved in project planning and control activities. Start with a complex project scenario and only if there are options within the scope of the project establish a separate project manager for your implementation plan. Ask yourself how many people will be involved in the process and with whom will the project manager be responsible for coordinating resources? What information will be required to assess resources and coordinate them? Who will be the main task owner and when will that person be the main task owner? How will the project schedule be impacted and how and to what extent will the management plan be updated? What is the ultimate successful result and how will it be monitored and managed? Once a realistic task or assignment mapping has been created, you may want to place that task into the business processes map of the new organization.
Once the main project has been assigned to a project manager, then a more complex project plan can be developed. This is often done through a prioritized list of prioritized activities. Most of the items on the prioritized list are within the scope of the task or assignment, and the manager can take over managing the project if the task or assignment changes. However, the project manager should be available to work with other team members should there be a major change on the project plan. The scope definition for each main task and project manager may be different. First, you should introduce some standard definitions for all the elements. To help overcome the process of standardizing a project, make sure you have flexibility on how project tasks and times are defined by the project manager. The company should want to integrate an element of flexibility into the project plan. This means that the required implementation plans are flexible enough to allow minor changes on a moments notice to accommodate a sudden event or contingency. All of the time in the schedule (work hours/competency hours) should be flexible. No time should be lost in the implementation process.
Once you have established the new relationship, it is very important to maintain a flexible, yet corresponding schedule. This is usually achieved through a proactive maintenance strategy. In some companies, the project manager is given a prioritized project plan and is required to implement the entire project schedule in a timely fashion. Using the previous chart of tasks, you will arrive at a schedule with relatively tight deadlines, with all of the tasks/activities identified and referred to the moment the project manager needs to coordinate resources to meet the open end date and start date of the project. This is recommended for a project manager. However, you may also have separate groups of software or hardware resources assigned to specific activities or activities. As the project proceeds, you may be able to change this schedule into a more flexible operating mode. On a simpler project, the manager will still be required to find minor delays and compensate for them, which could prove to be a time consuming and relatively frustrating scenario.
Perhaps the project manager also needs to monitor both the onsite and offsite activities. These activities are defined as the onsite activities are work performed onsite. The onsite activities will usually fall into two major categories. These include activities where the actual physical resources are located indoors and require little monitoring, but which require onsite labor and intervention, and activities which are performed by remote sites (or skeptical permits).
If you have a group of limited resources, you will have a few options: perform onsite, utilize remote, or perform offsite. It is always optimal to have primary management and control available to assist the project manager in this process. The scope definition must be sufficiently large to guarantee that no major onsite activity needs to be completed, but no particles of the before-and-after copy must be left. Many one-time projects do not require onsite resources to execute. The project manager can appropriately have lesser control over the onsite resources. Project management software provides up-to-date reference information provided at the end of each project and that assists in the timely award of onsite resources to the project.
The last major implementation stage in project planning is the pre-planning stage. This is separate from the implementation stage and requires sufficient implementation of the project plan to assure that appropriate resources are adequately trained; reassigned to the plan, and what resource needs to meet the plan by the work date.
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