Project management principles

confound instruction principles interpolation of take to wariness throw up charge is a planned and structured effort to reach an objective or is the process of managing, allocating, and timing available resources to achieve the sought after goal of a witness in an efficient and expedient manner, for proto token, creating a new system or constructing a externalise. Project counsel is astray recognized as a practical way of ensuring that drops see objectives and intersections ar delivered on clipping, within budget and to correct quality specification, while at the same time controlling or maintaining the scope of the forecast at the correct level.Project management includes developing a enter plan, which includes delimitate and confirming the jutting goals and objectives, identifying occupations and how goals pull up stakes be achieved, quantifying the resources needed, and determining budgets and timelines for completion. It also includes managing the carrying out of the drop plan, along with operating regular controls to ensure that there is hi-fi and objective in mixed bagation on performance relative to the plan, and the mechanisms to implement convalescence actions where necessary. Projects usually follow major phases or stages (with various titles for these), including feasibility, definition, couch mean, implementation, military rank and complement/maintenanceHistoryProject management has been practiced since the early civilization. Until 1900 civil engineering upchucks were generally managed by creative architects and engineers by their selves, among those for example Christopher Wren (1632-1723) , Thomas Telford (1757-1834) and Isambard Kingdom Brunel (1806-1859) It has been since the 1950s, that organizations started applying systemic stand out management tools and techniques to composite pouchs.Henry Gantt (1861-1919), the contract of intend and control techniques. As a discipline, Project Management developed from diverse fields of application including construction, engineering and defense. In the United States, the two forefathers of brook management argon Henry Gantt, called the father of planning and control techniques, who is famously ac noesisd for his use of the Gantt chart as a look management tool, and Henri Fayol for his creation of the 5 management functions, which form the basis for the body of knowledge related with project and program management. two Gantt and Fayol were known as being students of Frederick Winslow Taylors theories of scientific management. His institute is the forerunner to groundbreaking project management tools including work breakdown structure (WBS) and resource allocation. dominions of project management The Success PrincipleThe main goal of project management is to create a masteryful growth. Without making a achieverful fruit there is no good point in incurring the project Management overhead cost. opposing to conventional wisdom, there have b een umteen Projects that have been On time and within budget but the product has not been successful, and similarly mevery that have not been On time and within budget yet the product has been very successful.The Commitment PrincipleA mutually acceptable assurance between a project sponsor and a project aggroup mustiness exist forward a viable project exists. A project sponsor is a knowledgeable person in place of the eventual owner of the product of the project and who is trusty for providing the necessary resources (mvirtuosoy, goods, services, and general direction, as appropriate.) A project team is a knowledgeable and qualified group capable and uncoerced to undertake the work of the project. A mutually acceptable assurance is whizz in which there is agreement on the goals and objectives of the project in monetary value of the products scope, quality grade, time to completion and final cost.The Tetrad-Tradeoff PrincipleThe core variables of the project management proce ss, namely product scope, quality grade, time-to-produce and cost-to-complete must all be mutually consistent. The core variables of scope, quality, time and cost atomic number 18 interrelated preferably similar to a four-cornered frame with flexible joints. One corner hind end be anchored and another moved, but not without affecting the other two. The basal Communication Channel (or Unity-of-Command) PrincipleA undivided channel of conference must exist between the project sponsor and the project team leader for all decisions affecting the result of the project. This principle is essential for the effectual and efficient administration of the project Commitment. The owner of the eventual product, if represented by more than one Person, must nevertheless speak with one voice. Similarly, at any given time, the projects team must have a single point of responsibility, a project manager, for the work of the project. Such person must have the skills, experience, dedication, commi tment, authority and tenacity to lead the project to success.The Cultural environs (or Suitability) PrincipleAn informed management must provide a subservient cultural environment to enable the Project team to produce its high hat work. An informed management is one which understands the project management process.A confirming cultural environment is one in which the project is clearly approve by management, and plan team members are enabled to produce their outgo work without unnecessary bureaucratic hindrance. This rule includes the need for management to ensure that the leadership profile and management style are suited to both the fibre of project and its phase in the project life-cycle.The Process Principle powerful and efficient policies and procedures must be in place for the conduct of the project commitment. Such policies and procedures must cover, at a minimum, clear roles and responsibilities, delegation of authority, and processes for managing the scope of work, including changes, maintenance of quality, and schedule and cost control.The Life-Cycle PrinciplePlan first, then do. A successful project management process relies on two activities planning first, and then doing. These two sequential activities form the basis of every project life-cycle, and can be expanded to suit the control requirements of every type of project in every area of project management application. The project life-cycle, characterized by a series of milestones determines when the project starts, the control gates by which it must pass, and when the project is finished. Appraise the viability of projects and develop success/ also-ran criteriaIntroductionThere are a some factors to consider in advance any actual projects begin. The project developers must contain steps or project phases, most importantly, the original concept must be determined, and so as feasibility study, business plan, risk assessment, public enquiry, permission, organization, planning, design, procurement, fulfillment, test, handover, economic life. Project managers has the task of monitoring projects to be guided into a success, unfortunately, there are near projects that were not completed on time, over budget or being canceled in the process of building it. In general, there are fix upting surface reasons that are usually found for project failures, these are a few reasons progress out of user involvement, incorrect planning or lack of planning, broken requirements, lack of resources, incorrect estimations. According to the 1994 Standish CHAOS statement there are top 10 factors found in successful projects. These factors are listed in Table belowProject success factorsProject Success Factors % of Responses exploiter Involvement 15.9% Executive Management Support 13.9% Clear Statement of Requirements 13.0% comely Planning 9.6% Realistic Expectations 8.2% Smaller Project Milestones 7.7% Competent staff 7.2% self-control 5.3% Clear Vision and Objectives 2.9% Ha rd-Working, Focused ply 2.4%Some factors that contributed to project will be discussed below utiliser Involvement One of the key to success in a project is user involvement, without the users involvement, it whitethorn pass water of failure to the entire project. Even if the project was delivered on time, and on budget, a project has a high rate of failing if the project does not meet users needs.-Executive Management Support This influences the process and progress of a Project and lack of executive input can put a project at a severe disadvantage.-Clear Statement of Requirements -Proper Planning Proper planning is one of the most important parts of developing a project, having incorrect planning of the project may character a severe disadvantage to the project and result to a failure.-Realistic Expectations Expectations of the project development outcome must be rational. If expectations in developing a project are not accurate, it may cause to a failure in building the proje ct itself.-Smaller Project Milestones One of the things to be needed for a complete success of a project is completing smaller project millstones, the small details of a project should not be disregarded for it may result to a minor failure. If these smaller milestones are not being achieved, it may cause a major worry in the completion of the project.-Competent Staff Staff members play the biggest role in a project development, without the proper knowledge or skill of a staff member may cause a poor outcome to a development of a project. Staff members should be proper trained and have the proper experience before getting involved with the task that they will be handling during the project development.-Ownership -Clear Vision and Objectives -Hard working Every staff of person that is involved in a project development must be passionate and responsible in achieving objectives. Uncommitted staff members may cause a improper outcome in the building processFirst of all compute out wha t business you are in, and then mind your own business. sort out what business you are in. Make sure your business is viable. direct projects that are good for your business. Understand the business value in your project and watch for changes. Be diligent in your chosen business, learning and applying best practices. Define what is inside and outside your area of responsibility. 50% of project management is simply paying attention.Understand the customers requirements and put them under version control. exhaustively understand and document the customers requirements, obtain customer agreement in writing, and put requirements documents under version identification and change control. Requirements management is the leading success factor for systems development projects.Prepare a reasonable plan. Prepare a plan that defines the scope, schedule, cost, and approach for a reasonable project. Involve task owners in developing plans and estimates, to ensure feasibility and buy-in. If yo ur plan is just barely viable at the outset, you do not have a reasonable plan. implement a work breakdown structure to provide coherence and completeness to belittle unplanned work.Build a good team with clear ownership. guide good people and trust them. Establish clear ownership of light tasks ensure they have tools and training needed and provide timely feedback. overcompensate against a staffing plan. Emphasize open communications. Create an environment in which team dynamics can gel. Move misfits out.Lead the team.Track project attitude and give it wide visibility. Track progress and conduct frequent reviews. come through wide visibility and communications of team progress, assumptions, and issues. Conduct methodical reviews of management and technical topics to help manage customer expectations, improve quality, and identify problems before they get out of hand. Trust your indicators. This is part of paying attention.Use baseline Controls. Establish baselines for the product victimisation configuration management and for the project using cost and schedule baseline tracking. Manage changes deliberately. Use measurements to baseline problem areas and then track progress quantitatively towards solutions.Write Important ingurgitate Down, Share it, and Save it. If it hasnt been written down, it didnt happen. Document requirements, plans, procedures, and evolving designs. Documenting thoughts allows them to evolve and improve. Without documentation it is unworkable to have baseline controls, reliable communications, or a repeatable process. participate all important agreements and decisions, along with supporting rationale, as they may rise up later.If it hasnt been tested, it doesnt work. If this isnt absolutely true, it is certainly a good working assumption for project work. Develop test cases early to help with understanding and verification of the requirements. Use early testing to verify critical items and reduce technical risks. examen i s a profession take it seriously. Ensure Customer Satisfaction. Keep the customers strong needs and requirements continuously in view. Undetected changes in customer requirements or not focusing the project on the customers business needs are sure paths to project failure. Plan early for adequate customer support products.Be relentlessly pro-active. Take initiative and be relentlessly proactive in applying these principles and identifying and solving problems as they arise. Project problems usually get worse over time. Periodically address project risks and confront them openly. Attack problems, and leave no stone unturned. Fight any tendency to freeze into casual tasks, like a deer caught in the headlights.http//www.hyperthot.com/pm_princ.htm http//www.thelazyprojectmanager.com/