This document provides guidance on how to effectively manage projects. It discusses identifying knowledge gaps, features of successful projects, organizational structure, stages of a project, and things that can go wrong. The key points are: 1. Successful projects have clear goals agreed upon by stakeholders, sufficient resources, and an organizational structure with the right technical capabilities. 2. There are three main roles in project management - sponsor, project manager, and team members. The project manager is responsible for day-to-day operations while ensuring proper communication, problem-solving, and planning. 3. Projects go through stages of proposal, definition, execution, change control, and completion. The definition stage establishes objectives, plans, and responsibilities

1. H OW TO M ANAGE P ROJECTS E FFECTIVELY Prepared by: Ronak Butala Management Trainee iCubix Infotech Ltd [email_address]

2. I DENTIFY K NOWLEDGE G APS Identify Evaluate Record Act Plan

3. F EATURES OF S UCCESSFUL P ROJECTS A successful project has: A clear and agreed idea among stakeholders of what the finished project looks like An organizational structure with sufficient technical capability Enough resources (time, money, facilities, people)

4. O RGANIZATIONAL S TRUCTURE Three main project management roles: Sponsor Project manager Team member Sponsor The sponsor is a person or committee sufficiently experienced and committed to success of a project to provide support.

5. II. Project manager The project manager is responsible for the day-to-day running of the project, and usually appointed by the sponsor The good project manager is: The ability to communicate clearly The ability to solve problems and to handle interpersonal conflicts. The ability to plan and secure commitments. O RGANIZATIONAL S TRUCTURE – CONTI.

6. III. Team member The success of the project relies on its team members and it requires skill and good judgement to get the right people on board. One useful strategy is to make sure that all team members are involved in the planning of project activities. O RGANIZATIONAL S TRUCTURE – CONTI.

7. O RGANIZATIONAL S TRUCTURE & P ROJECT C OMPLEXITY Senior or executives managers, principles of the company or a formal steering committee Expert with proven track record of delivery of similar projects to time Formally trained project manager with appropriate experience Complex Your line manager Trusted and experienced staff preferably with a track record of working well together Experienced individual with aptitude and proven project management ability Standard Work colleague Team of willing and able personnel Trusted individual with aptitude Simple Sponsorship Project team Project manager Project Complexity

8. S TAGES OF A P ROJECT Execution Proposal Definition Change control Completion

9. At the proposal stage, customer describes what is required. The requirement should be clear, so a written proposal is best. At this stage, sponsor may assign a manager and team members to the project. S TAGES OF A P ROJECT - P ROPOSAL

10. Definition includes following key sections: Objectives Risk management plan Budget Communications plan Schedule Exclusions Standards Assignment of responsibility within the project team S TAGES OF A P ROJECT - D EFINITION

11. Execution mostly means ensuring all the participants achieve what they said they would, to agreed times and standards. S TAGES OF A P ROJECT – E XECUTION

12. Tips for project success: Get off a good start With long projects, it can be easy to lose sight of the aim, so it is a useful exercise to backtrack regularly. Eliminate fears and uncertainty by holding a formal of what all project stakeholders want Keep morale up by dealing with staff concerns immediately Make sure the project has input from separate interested parties Bring up an open environment to encourage sharing of ideas. Break projects into small sections to make it easier to follow progress - WBS S TAGES OF A P ROJECT – E XECUTION

13. Project have three constrains: Time, Quality & Cost Change control involves team members redefining the project and gaining agreement from the sponsor. This can be time consuming and disruptive, but is an excellent way of ensuring that when things go wrong, the problems are acknowledged and the project continued with revised parameters. S TAGES OF A P ROJECT – C HANGE C ONTROL

14. Take time to analyze what went well and not so well. It is useful to learn from mistakes and, if you are involved in projects often, it is good practice to analyze the strengths and weaknesses of each project and commit this to paper. S TAGES OF A P ROJECT – C OMPLETION

15. T HINGS T HAT C AN G O W RONG Project manager should take care of following things: Missing the deadline Exceeding your budget Departure of a team member Conflicts

16. Thank you………..!