Temporary : every project has a definite beginning and end.
The end is reached when the project’s objectives have been achieved, or when it is clear that the project’s objectives will not or can not be met, or the need for the project no longer exists and the project is terminated.
Unique product or service: involves doing something that has not been done before.
Uniqueness of a project will be determined by the way in which it is distinguished from all the products or services.
Three fundamental variables : time, cost, quality.
A project should develop from the identification of a specific need that is consistent with the strategic directions and priorities of the organisation.
Projects represent an investment of limited and valuable resources (human and financial) and thus need to be justified in terms of relative priority, opportunity cost (ie. what else could have been done with the resources) and the benefits to be realised for the investment.
They also need to be seen in the context of other work being done (process work and other projects) and the total investment of resources by the organisation.
Across the lifecycle, effective project management requires attention to nine key management functions.
Scope management - processes required to ensure that the project includes all of the work required, and only the work required, to complete the project successfully. It is primarily concerned with defining and controlling what is and is not in the project.
Time management - processes required to ensure timely completion of the project including activity definition, sequencing, duration estimating and schedule development.
Cost management – processes required to ensure that a project is completed within the approved budget.
Human resource management – processes required to ensure the most effective use of people involved with the project, including project stakeholders.
The purpose of this phase is to determine, with minimal outlay of effort, if a project proposal is viable and worthy of further investment.
Concept development – involves initial scoping of a project proposal, in response to an identified need.
Options analysis – If, as a result of concept development, more than one way to meet the need has been identified and the preferred option is not immediately obvious, an options analysis may be undertaken to identify the most appropriate approach. The analysis explores the benefits, assumptions, constraints, risks and costs of each option, including a do nothing (status quo) option .
The purpose of this phase is to achieve the project objectives by managing the implementation of the project strategies as defined in the project plan and undertaking associated project management functions.
The key challenge during implementation is change control – watching for, identifying, responding to, anticipating the need for, and actioning change.
The project plan is the key management tool used to coordinate, monitor and review, and report on implementation.
a) The project objectives have been achieved and the benefits arising from achievement of these are on track to be realised
b) There have been problems with implementation or circumstances have changed, to the extent that the objectives and/or benefits can no longer be achieved at a reasonable cost or at an acceptable level of risk
c) There have been developments in the broader environment such that the need no longer exists.
Benefits of the project (ie. the purpose for which it was established) will ultimately be realised and sustained after the project is completed
Preparations have been completed to measure the extent to which the project purpose has been achieved
The project is appropriately closed down with achievements and lessons learnt documented and retained for future reference, and communicated to key stakeholders and others who may be interested in or benefit from the information.
Project tasks do not occur consistently throughout the project, so sometimes you have to put in a big effort to ensure that a deliverable is achieved, otherwise, you may delay the project significantly.
People management is difficult, and the wrong staff can significantly delay/destroy your project.
Regular reporting and communication with stakeholders is critical – you need to understand the viewpoints/ agendas of each stakeholder.
Organising steering group/committee meetings is difficult and you have to keep these people ‘on-side’.
Ensure that consultants used have clear understanding of their tasks and the expectations, including cost + penalties.
Financial management is critical – you need to understand the ‘official accounts’ and compare with your own records.
Promotes understanding and acceptance of self and others
Respects each person’s unique contribution
Enhances work team effectiveness
What do you already know about the Myers Briggs Type Indicator?
Myers Briggs is a self –report questionnaire developed by Katherine Briggs and Isabel Myers. It was designed to make Jung’s theory of personality development understandable and useful in everyday life.