Hi guys, as the title suggests, this will be the first in a series on the basics of project management. The series will provide the core basics and concepts and they will serve as a foundation for your understanding of project administration in general, project selection, roles for the project and environment. the organization’s business school. Together, these components form the framework for project administration.
Defines a project
A lot of people call their work a project when it isn’t. So what is a project? If your manager walks into the office and says, “The system is down. Can you investigate where the error is and fix it?” – Is this a project? You must first see what you are provided with and organize the work into appropriate projects and for each project a life cycle. The project planning process will set out the schedule and budget. Can you schedule a “fix” if you don’t know where the error is? You cannot, in fact, have two or more projects in the above situation.
Stakeholders
Stakeholders are anyone or any organization that is interested in, either positively or negatively affected by the project or its products. They include project managers and project teams, clients and sponsors, but can also include individuals and groups you’ve never thought of, such as project management departments, managers. portfolio, program managers, operators, functions and operators, business researchers or other organizational departments or groups (e.g. marketing, law, customer care row). Stakeholder can actively participate in work in the project or act as a consultant. Stakeholders can also be external organizations, including government managers, consultants, salespeople, and end users. customers, tariffs, banks and other financial institutions.
Project Management (Project Management)
Project management is a science as well as an art. The scientific part is a system of processes of effective project management and delivery of results. It includes the effort to customize it to your project and use the right processes and tools to achieve your work goal. The art part of project management concerns how the project manager uses skills such as impact, organization, tactics, and the skills of the project team as well as the individual. The project management process system has many models, from the Predective (predictive) model to the Agile (Flexible) and Hybrid models, which are described below:
- Predictive: This model is based on a planning process where requirements and scope can be defined in detail from project initiation. Blueprint is also planned for other project constraints (such as costs, schedule and risks). The project team then strives to take that approved plan as seriously as possible and protect the project from changes. This pattern is also known as a planned model, a traditional pattern or a waterfall model.
- Agile: This model is suitable for projects where the scope of the project is not clear. As project planning, execution, and management cannot be determined in advance, little by little so that change can be easily changed as project information and requirements change. This model is also known as the change-driven model or response model.
- Hybrid: The hybrid model uses aspects of both Predictive and Agile. And the pattern varies according to the requirements of the project as well as the organizational environment.
There is a big difference between managing small projects and large projects, and between them applying the models outlined above. In a small project, you can meet someone on the project team face-to-face to discuss a particular issue. On a large project, you will likely have to spend weeks planning your communication. You will have to determine who should be involved in fixing a particular issue, their geographic location, contact information, communication priorities. A large project will need you to use the entire project management tools and processes and will also require you to consider using an Agile or Hybrid model so that project management will match the project’s requirements. when needed. Effective project management ensures that the organization focuses on the most important things and the right things are completed precisely at the optimal time and cost. Risk is identified and planned before it occurs, communication is effectively managed, and quality metrics are achieved. The results of the project delight stakeholders and fulfill business goals.
Program Management
Grouping related projects into one program allows the organization to coordinate the management of those projects. This approach focuses on the interdependence between projects and work to ensure benefits for the initialized projects, which can help reduce risks and improve overall management quality. In addition to the work required to complete each individual project, the program also includes the coordination of the program manager and management activities. Therefore, when you find that your work involves more than one project, you can manage the project as a program if the program model adds value. Or you can collaborate with a program manager if your project is part of an existing program.
Portfolio Management
A portfolio of programs, projects and related coordination tasks, prioritized and executed to achieve a particular business strategic goal. The programs and projects that make up a portfolio may not be related, but only through a common strategic goal. Combining programs, projects, and operations into one or more categories will help optimize resource use, improve organizational profitability, and reduce risk. An organization’s work can include one or more portfolios. A project is in a portfolio based on the potential return on investment, the strategic return, the suitability of the company’s strategy, and other important factors associated with the organization’s success.
Above are the first basic concepts of project organization and administration. In the next article, I will continue to share the next concepts, what is OPM, what is PMO. Hopefully this article in particular, and this series in general will help you with the most basic knowledge and definition on the path to becoming a professional project manager. This article is excerpted from PMP® Exam Prep, Tenth Edition by Rita Mulcahy, translated and shared for personal and non-commercial purposes.