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PROJECT MANAGEMENT APPROACHES
The main characteristics of a traditional project management are:
FUNCTIONAL AREAS OF PROJECT MANAGEMENT
PROJECT MANAGEMENT LIFE CYCLE
- The initiating processes determine the nature and scope of the project.
The initiating stage should include a plan that encompasses the following areas:
Scope The Project
•- Develop and gain approval of a general statement of the goal and business value of the project.
- Closing phase is the last phase of the project which brings close out of the complete project.
Project Management Plan
- The project management plan is the document that the project manager builds to describe in more details the planning of the project and its organization.
- The key to a successful project is on the planning. All the detailed planning work for different aspects of the project is integrated into one single plan known as the Project Management Plan.
- Most important phase of the project management
- is an art and science of converting a set of objectives to realization through a series of steps executed in an organized and predicted way so that there will be less requirement of changes in the plan later on. The old saying “Plan the work, Work the plan”
Close Out The Project
- Assure attainment of management requirements and issue deliverables.
The following five constraints operate on every project:
Plan The Project
- Identify work to be done and estimate time, cost and resource requirements and gain approval to do the project
The Project Management Plan establishes the projects:
Why is from the business case.
Why & What are management statement of the success criteria and should be agreed with the project sponsor.
Who will do the work and stakeholder awareness of the project.
When deals with schedules and phasing for the project.
How which is the project manager vision to implement project from beginning to end.
How much covers the costs and budgets of the project.
- the application of knowledge, skills, tools & techniques to project activities in order to meet stakeholder needs & expectations from a project
-is the discipline of carefully projecting or planning, organizing, motivating and controlling resources to achieve specific goals and meet specific success criteria
a sequence of unique, complex, and connected activities that have one goal or purpose and that must be completed by a specific time, within budget, and according to specification
Why do companies use Project Management?
- To handle projects effectively in an organization.
- To define the project and agree with the customer.
- To plan and assess resource needs for the project.
- To estimate project cost and make proposals.
- To plan & schedule activities in a project.
- To allocate the right resource at the right time.
- To assess risk and failure points and make backup plans.
- To lead a project team effectively and communicate well among team members.
Why do people learn Project Management?
•- To explore the latest concepts and techniques of project management.
•- To increase value/contribution to the organization.
•- To prove yourself skilled in managing projects.
•- To learn a new thought process that helps organized thinking and structured approach.
•- To acquire a professional degree/ recognition and increase job prospects.
•- Endless possibilities and benefits.
- is the process of formalizing the planned activities, assigning the durations, resources and sequence of occurrence in consultation with the team members.
- Project controlling is a mechanism established to determine deviations from the project base schedule, to re-plan & reschedule during implementation to compensate the deviations on the basis of commissioning minima, flow of resources like finance, manpower, equipment & application techniques.
Launch The Project
- Recruit the team and establish team operating rules
Monitor & Control The Project
- Respond to change requests and resolve problem situations to maintain project progress.
There are three basic steps to taking care of any project:
1. Prepare
• Investigation: What’s really going on?
• Evaluation: Is it worth fixing? How big is the problem?
• Planning: What do we want to do about it?
• Getting ready: Get the people and things you need.
2. Do
• Action: Doing the work and fixing the problem.
• Tracking: Making sure our work follows the plan and fixes the problem.
• Control: If tracking shows us that we’re off track, taking action to keep things under control.
3. Follow Through
• Delivery: Finishing the project, delivering the results, and making sure everyone knows it’s done.
• Maintenance: Keeping up the good results through production management—monitoring, control, and improvement
PROJECT CLASSIFICATION
There are many ways to classify a project such as:
o By size (cost, duration, team, business value, number of departments affected, and so on)
o By type (new, maintenance, upgrade, strategic, tactical, operational)
o By application (software development, new product development, equipment installation, and so on)
o By complexity and uncertainty
EMERTXE PROJECT MANAGEMENT
LEAN PROJECT MANAGEMENT
- Emertxe (pronounced e-murt-see) is Extreme spelled backwards. And indeed an Emertxe project is an Extreme project, but done backwards. Rather than looking for a solution, you are looking for a goal.
- The Emertxe PMLC model looks exactly the same as the Extreme PMLC model. Everything that was said previously about the Extreme PMLC model applies unchanged in the Emertxe PMLC model.
- The differences have to do with the intent of the project. The Extreme PMLC model starts with a goal that has great business value and searches for a way (a solution) to deliver that business value. The solution may require a change in the goal. If that revised goal still has great business value, the project ends. The Emertxe PMLC model starts with a solution and no goal.
TRADITIONAL PROJECT MANAGEMENT
A traditional phased approach identifies a sequence of steps to be completed. In the "traditional approach", five developmental components of a project can be distinguished (four stages plus control):
Team
This includes all of the processes used to put together, develop, and manage the project team. It also includes identifying what information needs to be communicated and to whom, in order to ensure that the right people get the right information at the right time.
Scope
This is the process by which the project manager defines the boundaries of the project and ensures that any changes to the original scope are carefully managed. It defines exactly what is included in the project and what is excluded.
Schedule
This involves making sure that things happen on time and keeping the project on schedule. It includes techniques to estimate how long things will take, to plan accordingly, and then to keep everything on track.
Budget
This involves keeping the project on budget and includes techniques for estimating costs planning and budgeting as well as monitoring and controlling the costs. Some of the materials and services required to complete the project may need to be obtained from outside suppliers. If this is the case then the project manager will also need an understanding of contract and supplier management.
Quality
This ensures that the project meets its requirements and that the deliverables do what is expected of them.
Risk
This involves the identification and evaluation of risk as well as planning responses to ensure that corrective action is taken if the risks materialize.
- Lean project management is the comprehensive adoption of other lean concepts like lean construction, lean manufacturing and lean thinking into a project management context.
- One of the main goals of lean project management is creation and removal of bottlenecks in the production process in order to accelerate growth and increase productivity.
The Linear Project Management Life Cycle model is the simplest and most intuitive of the five major models in the project management landscape. It assumes that you have as nearly perfect information about the project goal and solution as can reasonably be expected.
The incremental build model is a method of software development where the product is designed, implemented and tested incrementally (a little more is added each time) until the product is finished. This model combines the elements of the waterfall model with the iterative philosophy of prototyping.
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EXTREME PROJECT MANAGEMENT
AGILE PROJECT MANAGEMENT
- Extreme Project Management (XPM) refers to a method of managing very complex and very uncertain projects.
- Extreme projects are at the furthest corner of the landscape where uncertainty and complexity are at their highest levels. Because of that, the failure rates of Extreme projects are the highest among all types of projects.
- Extreme PMLC models consist of a sequence of repeated phases with each phase based on a very limited understanding of the goal and solution. Each phase learns from the preceding ones and redirects the next phase in an attempt to converge on an acceptable goal and solution. At the discretion of the client, a phase may release a partial solution.
- Extreme project management differs from traditional project management mainly in its open, elastic and un-deterministic approach. The main focus of XPM is on the human side of project management (e.g. managing project stakeholders), rather than on intricate scheduling techniques and heavy formalism.
- Agile project management encompasses several iterative approaches, based on the principles of human interaction management and founded on a process view of human collaboration. This sharply contrasts with traditional approaches such as the Waterfall method.
- In agile software development or flexible product development, the project is seen as a series of relatively small tasks conceived and executed to conclusion as the situation demands in an adaptive manner, rather than as a completely pre-planned process.
Advocates of this technique claim that:
Iterative design is a design methodology based on a cyclic process of prototyping, testing, analyzing, and refining a product or process. This process is intended to ultimately improve the quality and functionality of a design.
The Adaptive models are more appropriate for projects involving higher levels of uncertainty and complexity than the Iterative models. In that sense, they fill a void between the Iterative and Extreme models. Adaptive models are more useful than Iterative models in those situations where very little is known about the solution.