Project Management SUBMITTED BY : Prasad Sandaruwan Fernando (09/12/DIPM/116) SUBMITTED FOR : G.Sekar 3/13/2010
Abstract Project management is a process that uses to obtain target by group of people with constraints like time budget, time and cost. Sometimes project management is conflated with program management. However program is actually higher level construct where project isn’t. Project Management is a practice which is used since early civilization. Till about 1900 civil engineering projects were managed by the engineers them selves. But around 1950 organizations and companies started systematically started using project management techniques and tools. 1950 is considered as the modern project management era. Project management became organized as distinct principle rose from management discipline. In United States of America projects were managed on ad hoc basis using mostly Gantt charts. After 1950 as project scheduling models were being developed, technology for project cost estimation, cost management, and engineering economics was evolving with pioneering work by Hans Lang and others. As time evolves American Association of Cost Engineers (ACCE International) the association of advancement of cost engineering was formed. ACCE continued its work for a long time and in 2006 released the first integrated process for portfolio, program and project management. The International Project Management Association (IPMA) was found in Europe in 1967, as a federation of several project management associations. IPMA maintains its federal structure today and now its spread all around the world In Sri Lanka almost all the companies use project management to manage their projects. And because of the project management most of the projects were successful and requirements were fulfilled successfully. Key Words - Project management, Cost estimation, Time constraints, Project manager, PRINCE2, Quality planning, Cost planning, Time planning.
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Acknowledgements This project (Documentation) presents the maximum effort of me and I should thank and express the gratitude among the following:
Lecturer : G. Sekar IT Resource : Technical Staff And special thanks should be given to
All My Friends and My Colleagues AND All the Staff Members of
London Business School
Thank You!
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List of Chapters Chapter 01: Question 01
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Chapter 02: Question 02
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Chapter 03: Question 03
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Chapter 04: Question 04
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Chapter 05: Question 05
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Chapter 06: Question 06
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Chapter 07: Question 07
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Chapter 08: Question 08
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Chapter 09: Conclusion
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Chapter 10: References
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Introduction This documentation presents few questions and answers for those questions. These questions are project management related problems and answers given here are in the aspect of project management. And within the answers most of the project management techniques and project management tools are discussed. The main questions in the project as shown below; What is a project? Explain the differences between line management and Project Management in an organization What are the three phases of Project Management? Explain the role of Project Manager in Project Management and his importance. What are the stake holders in Project Management? Explain their significance in Project Management What is WBS? What is PRINCE2 project? Explain with an Example. Explain Time planning, Cost planning, Quality planning and it’s importance in project management Answers to above questions are given by researching more about the facts and by looking in to the internet and also other available resources and no copy paste has been done and maximum effort has been given in order to prevent plagiarism when using the ideas of others.
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Chapter 01: Question 01 This is the first question of the project and the question is as follows;
1.0 What is a Project?
1.1 Available definitions There are lots of definitions given for the term project. But there is not rule for the definition of the project. But there should be some specific words which are necessary in conclude when defining the term “Project”. In the book PMBOK (Project Management Body of Knowledge) the project is defined as follows; “A project is a temporary endeavor undertaken to create a unique product, service or result.” In the book “Project management” written by Harvey Mayor the definition for project is given as follows; “A non repetitive activity which is augmented by characteristics like goal oriented, has particular set of constraints, and the output is measurable” Each definition is correct give out the exact meaning of the word “Project” but in this documentation a very detailed definition is presented and characteristics are explained well.
1.2 Project Definition Project is a sequence of tasks planned from beginning to the end, bounded by time, resources and required results, and has a defined outcome or “deliverables” which is constrained by a deadline and a budget. And the budget causes the limitations like number of people working, supplies and capital.
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1.3 Explanation The above definition is most successful definition which can be given for the word “Project” and now let us discuss about the definition in detail.
1.3.1 Resources In the definition it is stated that it is bounded by the resources. In this chapter we are going to look at the fact “what are the resources?” The resources in a project are given as follows; Time People Money Equipment Facilities Project contain limited number of resources and throughout the project each resource must be used very carefully
1.3.2 Project Elements Project elements are very important for a project to succeed and in the definition we have stated the project elements. But if we look at the elements, we can observe the following Well defined goal Expectation of time commitment Underlying cost to achieve Described plan of achievements Listing of goal’s major sub elements Description of risks or unknown factors Success measurement techniques 7|Page
1.3.3 Project phases In a project there are many phases. And each project each phase is carried out sequentially. And below are the main phases of a project. Conceptualization/Initiation Feasibility study Preliminary planning Detailed planning Execution Testing Termination But addition to the above project phases more project phases are added or removed according to the methodologies that is being followed.
1.4 Summery The question was what project management is, and in the above chapter detailed definition and some key factors are presented for better explanation. In the chapter 1.2 the definition of the project is given and it is not copied from anywhere but it’s created for the documentation. In the chapter 1.3 it is defined and more factors and explanations are given to add up to the definition. In chapter 1.3.1 resources are defined and in chapters 1.3.2 and 1.3.3 project elements and phases are described.
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Chapter 02: Question 02 This is the second question of the project and the question is given as below;
2.0 Explain the differences between line management and project management in an organization.
2.1 Project Management Project management is a carefully planned and organized effort to accomplish a specific one time objective, For example, a new software system for a company or construct a building for a company. Project management includes a developing a project plan, which includes defining project goals and objectives, identifying tasks and how the goals will be achieved, quantifying the resources needed, and determining budgets and timelines for completion. It also includes managing the implementation of the project plan along with operating regular ‘controls’ to ensure that there is accurate and objective information on ‘performance’ relative to the plan, and the mechanisms to implement recovery actions where necessary. In project management tasks are done sequentially and it has a life cycle. In a life cycle each task is done only once. If the task wanted to be performed again, another new life cycle has to be performed.
2.2 Line Management Line management is the work in business to administrate the enterprise activities that contribute directly to the output of product or services, for example in a corporate hierarchy a line manager will hold the authority over a vertical product line or chain of command. They are charged with meeting corporate objectives in a specific functional area or line of business.
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Line management is the oldest and least complex management structure. Line management structures are usually organized along functional lines, although they increasingly undertake a variety of cross functional duties such as employee development or strategic development.
2.3 Project Management Vs Line Management
Project Management Project Management has limited life time
Line Management Line
management
is
ongoing
repetitive
process and with no concept of beginning or ending. Goes through life cycle of proposal, approval, It is responsible for managing the status quo. scheduling, implementation, completion It operate within structure which exist only for The
authority
is
predefined
by
the
the life of the project
management structure of the company.
It is about innovation
For example – “maintenance” , in the sense it would be maintenance of functionality of computer systems within the company
Project management involves very high risk complex processes with new concepts and technologies Example – implementation of new computer system in a company
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NOTE Usually project managers are also line managers, which means they are line managers of some department in the company and also they manage projects which might involve other department staff and resources for the duration of the project.
2.4 Summery The question in this chapter was about the differences between project management and line management In the chapter 2.1 project management is described briefly. By that we can get a high level idea about the subject project management In the chapter 2.2 line management is described. A high level idea of the subject is presented in this specific chapter. In the chapter 2.3 line management and project management is compared and the differences are stated very clearly.
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Chapter 03: Question 03 This is the third question of the project and the question is given below.
3.0 What are the three phases in project management?
3.1 Project Management Phases There are many theories which have been used for better results in project management. In those theories they have introduced different theories for maximum output from the project. There are many stages in a project. Mainly there are initiation, analysis, proposal, justification, agreement, start-up, execution, completion, handover, review, feedback. For better understanding and to ease the project management all the stages mentioned above has grouped in to 3 main phases.
3.2 Phases
Design it
Do it
Develop it
Figure 1: Phases of Project Management
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Above phases are the major phases in project management. And it cannot be stated that one phase is more important than the other phase.
3.3 Elaboration Now let us look at the meaning of each phase in project management ď ś Design it - First the initiation of the project has been done in this phase, then critical analysis is done to find out if the project will survive if it starts to execute. Prototypes and models have been implemented for the approval of the final project and work is prioritized according to the importance. ď ś Do it - The project implementation is started with the use of the prototypes and models which are created in above phase. ď ś Develop it - prototypes are used and solid system is implemented step by step in this phase. The improvements have been done and back check is done. If the project is about something like software maintenance is done for period of time (Warranty period).
3.4 Task Distribution Phase
Task
1
Design it
Conceptualization, Analysis, Proposal, Justification, Agreement
2
Do it
Start up, Execution, Completion, Handover
3
Develop it
Review, Feedback
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3.5 Issues Analysis
Phase 1
Design it
Key issues
Fundamental questions
Organizational strategy, traditions, What is to be done? , how it is done? key features, goal classification, , why it is to be done? , Who will be planning,
2
Do it
modeling/prototyping, involved? , When can it start and
justification
finish?
Organization, control, problem
How should the project be managed
solving, decision making,
in each day?
leadership 3
Develop it
Process
evaluation,
evaluate
the How can the management process be
outcomes, future developments and improved? changes.
3.6 Summery In this chapter the question was “what are the phases of project management?� In the chapter 3.1 very brief description is given about the project management phases and why the phases have divided. In the chapter 3.2 main 3 phases of project management is shown in a figure for better understanding In the chapter 3.3 a brief description is given about the main phases of project management In the chapter 3.4, all the tasks in a project are distributed among the main phases. In the chapter 3.5, all the issues in project management is discussed and divided among the three phases in project management. 14 | P a g e
Chapter 04: Question 04 This is the fourth question of the project and the question is given below.
4.0
Explain the role of project manager in project management and his
importance.
4.1 Project Manager In a project/ in a process of project management the most important role is project manager. Project manager should have many special qualities in order to make the project successful. In this chapter we are discussing the project manager’s role, importance and qualities in detail.
4.2 Role of Project Manager Project manager involve in many tasks in a project. Among those tasks the below are the main tasks. Integration Management - This is developing and managing the direction of the project Scope Management - this includes planning, defining, and managing the scope of the project. Time and Cost Management - This covers developing a schedule, allocating resources and managing funds for the project. Quality Management - This involves taking care of the quality of the process in question such that it meets or even exceeds various quality parameters set earlier. Human Resource Management - A manager needs to take care of his team encourage and motivate them and make sure team moves in right direction. Communication Management - The manager needs to prepare communication plan and make sure that there is a healthy communication, both horizontally and vertically. 15 | P a g e
Risk Management - Various risks involved in a project should be identified and a mitigation and contingency plan needs to be developed to ensure that the project is not derailed at any point. Procurement Management - Various materials needed during the project need to be procured and managed with the vendors and suppliers for successful completion of the project. And the project manager has set of needs which need to be fulfilled. These needs make the project successful and also this causes the satisfaction of the project team
Task Needs + Team Needs + Individual Needs
4.2.1 Task Needs Attaining team objectives Planning work Allocating resources Defining tasks Assigning responsibility Controlling and monitoring quality Scrutinizing process Checking performance
4.2.2 Team Needs Appointing secondary leaders Building and upholding team spirit Setting standards and maintaining regulation Training the team 16 | P a g e
Setting up systems to facilitate communication with the team Developing work method to craft team function cohesiveness
4.2.3 Individual Needs Developing the individual Balancing team needs and task needs Balancing team needs and individual needs Performance appreciation and rewards Helping the other team members’ personal problems
4.3 importance of A Project Manager A project manager is usually responsible for the success or the failure of the project. They first need to define the project and build the project plan. If the scope of the project not very clear, or the project is executing poorly the manager is held accountable. However, this does not mean that the manager does all the work by himself. There is an entire team under the project manager, which help to achieve all the objectives of the project. However if something goes wrong, the project manager is ultimately accountable. Apart from this depending on the size and the complexity of the project, they may need to take on multiple roles. The project manager may need to assist with gathering business requirements or may prepare project documentation. They may work fulltime on large projects or may work part time on various projects of smaller nature or may alternatively handle various projects as well as handle other responsibilities like business analysis and business development. At times they may have accountability but not authority. For example, he or she may be using certain resources but might not have direct control over those resources, at such times, the manager might find certain limitation over task execution, which might not take place as they
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might have liked. Not having direct control over the state of finances and finance allocation might cause ambiguity. In order to be successful, the project manager must be given support and authority by senior management.
4.4 Summery The question in this section was about the importance of a project manager in project management and his/her role in the project In the chapter 4.1 a very brief description is given about the project manager In the chapter 4.2 role of a project manager is discussed in this chapter the main responsibilities of the project manager is discussed. In the chapter 4.3 the importance of the project manager is discussed. And in here the role of the project manager is explained. And the authority of the project manager is explained.
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Chapter 05: Question 05 This is the fifth question of the project and the question is as follows
5.0
What are the stakeholders in project management? Explain their
significance in project management.
5.1 Stakeholder If we consider the original meaning of the term stakeholder, this would infer a person or group of people having a stake or share in something, predominantly, in the past, a financial stake or share. Modern use of this term, particularly in the field of project management, extends beyond purely financial stakes and considers a wider remit of individuals and/or organizations having an interest in the success of the project. Stakeholders are affected either directly or indirectly by the activities or achievements of the project and can be both internal (manager, employee, share holder) and external (government, community, investor, general public).
5.2 Usual Project Stakeholders These are the usual project stake holders in common Project sponsors Steering committee members Business unit and line managers Project team members End users of products or services resulting from project Contractors Consultants supplying services to the project 19 | P a g e
Material and product suppliers Departments supplying resources Infrastructure and expertise (e.g. IT and HR)
5.3 Stakeholder Identification & Analysis In project management stakeholder analysis is very important task. By the analysis the project manager can identify what stake holders are the most essential and what stake holders effect the project most.
The below steps are the major tasks which use for stakeholder analysis Identifying stakeholders – those are the people who are affected by the project, who have influence or power over it or have an interest in its successful unsuccessful conclusion. Prioritize stakeholders – by prioritizing the stake holders, the project manager can get to know who the most important stake holders are. There are mainly 4 types of stakeholders. o High power, high interested people o High power, less interested people o Low power, high interested people o Low power, low interested people Understanding key stake holders – project manager need to know more about the key stakeholders. He/she needs to know how they are likely to feel or react to the project, also how they need to be engaged in the project and how to communicate with them.
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5.4 Significance As mentioned above stakeholders play one of the most important parts in a project. If the main stakeholders are not satisfied the project may lead to a failure. E.g.: if a road development project is executing, people who live in those areas are affected the most. If the people protest against the development procedure, the project is not successful. Therefore in managing a project very important place should be given for stakeholder analysis and stakeholder management.
5.5 Summery This chapter consisted of mainly two questions. They were what is a stakeholder and their significance in project management. In the chapter 5.1 a brief description is given about the stakeholder and the importance of the stakeholder to the project In the chapter 5.2 usual stakeholders in a company is described and listed In the chapter 5.4 stake holder analysis is done and brief description is given about how the stakeholder is identified and prioritized. In the chapter 5.5 significance of a stakeholder is described.
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Chapter 06: Question 06 This is the sixth question of the project and the question is given below.
6.0 What is WBS?
6.1 Work Breakdown Structure WBS is a short term for Work Breakdown Structure. It is a tool used to define and group a project’s discreet work elements in a way that helps organize and define the total work of the project. And it is mainly used in project management and systems engineering. A work breakdown structure element may be a product, data, a service, or any combination. A WBS also provides the necessary framework for detailed cost estimating and control along with providing guidance for schedule development and control. Additionally the WBS is a dynamic tool and can be revised and updated as needed by the project manager.
6.2 Overview The Work Breakdown Structure is a tree structure, which shows a subdivision of effort required to achieve an objective; for example a program, project, and contact. In a project or contract, the WBS is developed by starting with; the end objective and successively subdividing it into manageable components in terms of size, duration, and responsibility (e.g., systems, subsystems, components, tasks, subtasks, and work packages) Which include all steps necessary to achieve the objective.
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The Work Breakdown Structure provides a common framework for the natural development of the overall planning and control of a contract and is the basis for dividing work into definable increments from which the statement of work can be developed and technical, schedule, cost, and labor hour reporting can be established. The WBS is organized around the primary products of the project (or planned outcomes) instead of the work needed to produce the products (planned actions). Since the planned outcomes are the desired ends of the project, they form a relatively stable set of categories in which the costs of the planned actions needed to achieve them can be collected. A welldesigned WBS makes it easy to assign each project activity to one and only one terminal element of the WBS. In addition to its function in cost accounting, the WBS also helps map requirements from one level of system specification to another, for example a requirements cross reference matrix mapping functional requirements to high level or low level design documents.
6.3 Summery The question in this chapter was what work breakdown structure is. In the chapter 6.1 a brief description is given about the work breakdown structure. And by this a rough idea of the WBS is expressed. In the chapter 6.3 more information is given about the Work breakdown structure and the content of the WBS is described.
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Chapter 07: Question 07 This is the seventh question of the project and the question is given below
7.0 What is PRINCE 2 project? Explain this with an example.
PRINCE 2 is a project management methodology in a world class standard for managing projects to a successful conclusion
7.1 Introduction PRINCE 2 is the UK de-facto standard for project management developed by the government and used in both public and private sectors. The acronym stands for Project in Controlled Environments – the “2” refers to its re-launch in 1996. Projects in Controlled Environments or PRINCE2 for short have become one of the most popular and widely used project management methodologies around. Used by both the public and private sectors, it has become the de-facto standard for project management in the UK.
7.2 PRINCE 2 Project Management Explained PRINCE2 project management methodology is a process-driven project management method, which contrasts with reactive/adaptive methods, developed by Office of Government Commerce (OGC). PRINCE2 defines 45 separate sub-processes and organizes these into eight processes.
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7.3 PRINCE 2 Layout Directing the Project – directing the project is carried out by the senior management of the project. They allocate resources and get ready for the project start Planning the Project – in here a model of activities is provided and also sequence duration. Starting Up a Project – when the project received approval all the resources are organized. This starts with the appointment of the management and assigning their individual objectives. Initiating a Project – this part of the process results in the overall strategy and set the criteria against which it will eventually be judged. Controlling a Stage – once the project activities start, this activity includes aspect of controlling the project and ensures that the project meets the original objectives. Managing Product Delivery – in here there are multiple teams working on different aspects of the project, this process is crucial to ensure that each knows their responsibilities and their interfaces with the other parts of the project, and their activities are not omitted because they were not properly allocated. Managing the Stage Boundaries - The Controlling a Stage process dictates what should be done within a stage, Managing Stage Boundaries (SB) dictates what should be done towards the end of a stage. Most obviously, the next stage should be planned and the overall project plan, risk log and business case amended as necessary. The process also covers what should be done for a stage that has gone outside its tolerance levels. Finally, the process dictates how the end of the stage should be reported. Closing a Project - This covers the things that should be done at the end of a project. The project should be formally de-commissioned (and resources freed up for allocation to other activities), follow on actions should be identified and the project itself be formally evaluated.
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7.4 Example PRINCE 2 can be used in implementation of various types of projects. Since this methodology specially concentrates on controlled environment, mainly it is used for very complex projects. Satellite investigation projects, nuclear experiment projects, satellite implementation projects and other very complex projects use PRINCE 2. Sometimes software development projects use PRINCE2. For example – a software implementation for the navigation of a rocket/ satellite is a very good place to use PRINCE 2 methodology. Why? Software development for a satellite navigation or rocket launch is a very complex process. In here the developers and engineers have to consider the rocket’s weight, distance to travel, time, gravitational force and many more external facts as well as internal facts like performance of the software, response time, etc. Therefore for the implementation of this kind of software need a controlled environment as well as very complex procedure. Engineer, project manager and every other crew member of the implementation should know everything about external and internal factors. Therefore for this kind of project need very high accuracy and very good project management methodology. And PRINCE 2 makes a perfect methodology for this kind of project. PRINCE 2 make the control of the project easy for the project manager with the layout of the PRINCE2 it is fairly easy for the project manager to keep in touch with the project and to know what is happening in the project and get updated.
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7.5 Summery In this chapter the main question was what is PRINCE2 project and the explanation of it with an example. In the chapter 7.1 a very brief introduction is given to the PRINCE 2 project. In the chapter 7.2 project management is explained by the PRINCE 2. In the chapter 7.3 project layout is described and each work in each phase is briefly explained. In the chapter 7.4 an example is taken and it is explained with PRINCE 2. “How does the PRINCE 2 make the work easy” is explained in this chapter using the same example.
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Chapter 08: Question 08 This is the eighth question of the project and the question is given below
8.0 Explain Time planning, Cost planning, Quality Planning and its importance in project management.
8.1 Project Triangle Like any human undertaking, projects need to be performed and delivered under certain constraints. Traditionally, these constraints have been listed as "quality," "time," and "cost". These are also referred to as the "Project Management Triangle" where each side represents a constraint. One side of the triangle cannot be changed without affecting the others. A further refinement of the constraints separates product "quality" or "performance" from scope, and turns quality into a fourth constraint.
8.2 Time Planning Accurate time estimation is a skill essential for good project management. It is important to get time estimates right for two main reasons: Time estimates drive the setting of deadlines for delivery and planning of projects, and hence will impact on other people’s assessment of your reliability and competence as a project manager. Time estimates often determine the pricing of contracts and hence the profitability of the contract/project in commercial terms. Often people underestimate the amount of time needed to implement projects. This is true particularly when the project manager is not familiar with the task to be carried out. 28 | P a g e
Unexpected events or unscheduled high priority work may not be taken into account. Project managers also often simply fail to allow for the full complexity or potential errors and stuff ups, involved with a project. Time estimates are important as inputs into other techniques used to organise and structure all projects. Using good time estimation techniques may reduce large projects to a series of smaller projects.
8.2.1 Time Estimation After knowing all the tasks which are involved in the project the time estimation can be started. The main usual tasks in project which need to consider in time estimation is stated below. Other high urgency tasks to be carried out which will have priority over this one. Accidents and emergencies Internal/External meetings Holidays and sickness in key/staff stakeholders Contacts with other customers, suppliers, family, co- workers Other priorities and schedules (local government planning process) Quality control rejections Unanticipated events
8.3 Cost Planning Cost planning is very important in project management. If the cost planning is not done properly it may lead to a project failure. Estimating is the process of forecasting a future result in terms of cost, based upon information available at the time. Many techniques, books and software packages exist to help with estimating project costs. A few basic rules will also help ensure that an accurate and realistic estimate is produced.
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8.3.1 Risks Involved There are risks when estimating the cost for the project. Since the cost estimation is done for the future the dollar/pound value could change. If the estimation is not done properly the following could happen. Estimate too high o Losing the bid (budget approval) o Waste money Estimate too low o Could loose the money on hard dollar contract o Risk of overrunning the budget
8.3.2 Basic Approaches There are 2 main approaches for the preparation of costing information Ground Up Costing – The estimates of each level of WBS are compiled and added together by each level of supervision of project hierarchy. Top Down Costing – You are allocated a certain amount of money to complete the project activities and this has to be split between the sub projects. The allocation is either based on senior management estimates or through the use of target costing.
8.3.3 Refining Cost Planning By eliminating "black box" estimates and tying cost estimates to project schedules on a one to one basis, organizations have the opportunity to truly refine their estimates over time by analyzing field compliance with project schedules. Finally, estimators have a tool that shifts cost estimating from an art to a science.
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8.4 Quality Planning
8.4.1 Quality What is quality? There are numerous definitions of quality: "Quality is fitness for use" - J.M. Juran "[Quality is] meeting or exceeding customer expectations at a cost that represents a value to them." - H. James Harrington "Quality should be defined as surpassing customer needs and expectations throughout the life of the product." - Howard Gitlow and Shelley Gitlow A simple layman's definition is to make sure whatever is delivered is within the quality expectations of the organization.
8.4.2 Quality Planning Project quality plan can be defined as a set of activities planned at the beginning of the project that helps achieve Quality in the Project being executed. The Purpose of the Project Quality Plan is to define these activities / tasks that intends to deliver products while focusing on achieving customer's quality expectations. These activities / tasks are defined on the basis of the quality standards set by the organization delivering the product. Project Quality Plan identifies which Quality Standards are relevant to the project and determines how they can be satisfied. It includes the implementation of Quality Events (peer reviews, checklist execution) by using various Quality Materials (templates, standards, checklists) available within the organization. The holding of the Quality Event is termed as Quality Control. As an output of the various activities, Quality Metrics or Measurements are captured which assist in continuous improvement of Quality thus adding to the inventory of 31 | P a g e
Lessons Learned. Quality Assurance deals in preparation of the Quality Plan and formation of organization wide standards.
8.4.3 Inputs for Quality Planning In development of quality planning process the inputs are as follows. Enterprise Environmental Factors - Enterprise environmental factors are any or all external environmental and internal organizational influences on a projects success. Organizational Process Assets - Organizational process assets are any process-related assets which can influence the projects outcome. Assets commonly include informal or formal quality policies, guidelines, and procedures, as well as historical databases related to quality. Project Scope Statement - The Project Scope Statement describes the major deliverables, acceptance criteria for the deliverables, objectives, assumptions, constraints, and a statement of work for the project. The Project Scope Statement provides a basis for making future project decisions. Project Management Plan - The Project Management Plan defines how the project is expected to behave through the executing, monitoring and controlling, and closing process groups. In addition, it specifies that a quality plan and philosophy will be adopted, and it refers to other quality procedures that may be relevant.
8.5 Summery Question in this chapter was to explain time planning, cost planning and quality planning. In the chapter 8.1 project triangle is described. In the chapter 8.2 time planning is described. In the chapter 8.3 cost planning is described. In the chapter 8.4 cost planning is described.
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Chapter 09: Conclusion This documentation contains answers to specific questions. And the questions are about project management and the discussions about good qualities of project management and about various techniques used for that. After all the research the conclusion is project management is most essential when it comes to projects. To make the project successful project management techniques has to be followed. Without project management there is a huge risk of project failure in various aspects. And without proper project management clients also face problems mainly because of the quality expectation and requirement expectation. Project management help not only to control the project triangle (time, cost, quality) but also it helps to control the project team, who are involved in the development of the project. There are various techniques invented to manage projects. PRINCE 2 is one of the most successful methods to do very complex projects. Still there are various other ways of doing projects which are not discussed in this documentation. Still many experiments are conducting to find the best method for the project management and many methods are introducing to the world of project management. Therefore we can expect many new ways of conducting new projects in the near future.
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Chapter 10: References what is a project [online]. (2001) [Accessed 12 march 2010]. Available from: http://www.cs.odu.edu/~cs410/whatisaproject.htm Project Management [online]. (2001) [Accessed 12 march 2010]. Available from: <http://en.wikipedia.org/wiki/Project_management>. Project Management [online]. (1999) [Accessed 12 march 2010]. Available from: <http://www.12manage.com/methods_pmi_pmbok.html>. Agile work [online]. (2004) [Accessed 12 march 2010]. Available from: <http://www.agileadvice.com/archives/2005/11/agile_work_and_1.html>. Project phases [online]. (2003) [Accessed 12 march 2010]. Available from: <http://www.businessperform.com/project-management/project_phases.html>. manager roles [online]. (2004) [Accessed 12 march 2010]. Available from: <http://www.buzzle.com/articles/project-manager-roles-skills.html> project manager role [online]. (2001) [Accessed 13 march 2010]. Available from: <http://www.projectsmart.co.uk/role-of-project-managers.html>. project manager role [online]. (2001) [Accessed 13 march 2010]. Available from: <http://www.projectsmart.co.uk/role-of-the-project-manager.html>. project management tools [online]. (2001) [Accessed 13 march 2010]. Available from: <http://www.mindtools.com/pages/article/newPPM_07.htm>. project stakeholders [online]. (1996) [Accessed 14 march 2010]. Available from: <http://www.1000ventures.com/business_guide/crosscuttings/project_stakeholders.html>. Time Estimations [online]. (2005) [Accessed 14 march 2010]. Available from: <http://www.projectsmart.co.uk/project-management-time-estimates-and-planning.html>. Cost Management [online]. (2005) [Accessed 14 march 2010]. Available from: <http://www.projectsmart.co.uk/cost-management.html>.
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