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Defining a Project


Although this book focuses primarily on various project management frameworks and development methodologies, we first clarify what a project is a temporary effort of work, a one-time event that meets the following criteria:

Has a start and an end date.

Has schedule, cost, and quality constraints.

Is a unique endeavor and contains risk.

Has a certain scope that needs to occur.

Typical everyday examples of where we could apply a project management methodology and a development methodology include:

The development of a new freeway as part of an existing road network.

The creation of a new business unit in an organization.

The design and development of a new computer system.

The search for a pharmaceutical drug for a life-threatening virus.

The development of a naval or space vessel.

The creation of a new political party.



Project managers should realize that any repetitive continuous process is not a project. They should be focusing on a one-time event. Traditionally, a business unit decides that an organization should develop a product and turns it over to the relevant project group to establish a plan and manage the project. Additionally, the project manager must ensure that the project actually fits into the project plan that was built. Executives or clients then routinely scrutinize this plan to check for variances and request the necessary corrections or deviations. Project management thus has an important role to play. Project changes and new requirements will always be present because of legislative, regulatory, technological, or new strategic initiatives. We see why in the next section.

Project Management Demystified

Before looking more closely at methodologies, we need to be aware of the key tasks that a project manager performs on any project (see Table 1.1). These are not all the objectives that you might encounter on a specific project, but the list will give you a basic feeling for what objectives are to be met.

Table 1.1: Project objectives

Objectives

Responsibility

Obtain the user requirements

Analyst/PM, client

Interviews, URS

Define the project

PM, Client

Definition report, Business case, Feasibility study

Plan the project

PBS/WBS, Gantt

Negotiate for resources

PM, Sponsor

Resource plan

Create the project team to perform the work

Team contract, R&R

Execute the project, including changes

Implementation plan, Change requests

Control and monitor the actual versus planned

Status reports, Issue and Risk logs

Close the project and release the resources

PM, Client

Closure report



Review project and support

PM, Client

Questionnaire review

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Many companies dont have sufficient resources to perform multiple projects concurrently because of (1) turnover, (2) untrained staff, (3) unavailable staff, or (4) functional restrictions in their departments. It is important that project managers be aware of the resource commitments to other projects in their organization. A complete project management framework can determine these requirements upfront and well in advance of any crippling resource problems.

Project Management Responsibilities

Throughout the life of any project, project managers are responsible for the key areas. Some of these responsibilities, which tie in directly with any project methodology, follow:

Obtain approval for the project to proceed.

Determine the project scope and its feasibility to the overall business.

Ensure the necessary project resources are identified and allocated.

Plan the project to the relevant detail it requires.

Ensure that the project methodology and associated processes are adhered to.

Monitor the project in terms of cost, quality, and schedule.

Identify and monitor project issues and risks.

Provide updated reports and summaries to key stakeholders.

Provide leadership to the project team.



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