Project Definition Why, What, How? How does a project get started? How do you know what it is supposed to achieve? How do you know what approach is required? How do you know that it is a good idea in the first place? How will you know if you succeeded? Business needs Project definition Project execution Project Definition: To cast forward or revolve in the mind; to contrive; to devise; to scheme; as, to project a plan. Project Definition: any piece of work that is undertaken or attempted; "he prepared for great undertaking Purpose and Is it clear what the purpose of the project is? objectives Are we able to define clear, measurable objectives that identify what is to be achieved? Are the objectives reasonable, achievable and measurable? Do the sponsors and other stakeholders all understand and agree? What is the scope of the project, for example: Is the project addressing the overall business change (ie people, process and technology elements), or just the technology? Which locations, divisions, departments? Will there be organizational change - restructuring, revised responsibilities, new staff capability requirements, retraining, recruiting, redundancy, etc? Is that organizational change to be seen as a driver for the project or just a consequence to deal with? Which business processes? Do we wish to change those processes or try to leave them the same? Is that Scope process change to be seen as a driver for the project or just a consequence to deal with? Which existing processes and systems will be replaced? Which existing processes and systems will be retained? Which existing processes and systems will need to interact with the new ones? Is the technology change to be seen as a driver for the project or just a consequence to deal with? Should the results be delivered as a single "big bang", or could there be stages or phases of delivery? Is it clear what other projects or initiatives are in planned or in progress that could impact upon this project? Will they compete for resources? Will they make our business solution a moving target? Will we require interim solutions? In what timescale should the benefit be delivered? Are there specific external requirements for timing, eg new legislation, contracts with third parties? When do we expect to be able to commence? What is the initial expectation for the duration of the project (and any intermediate stages or phases)? Timescales Over what period of time should benefit be assessed for the purposes of prioritization and the benefit case? How will the project be managed and controlled? Who has ultimate responsibility, accountability and authority for the project? Who handles day-to-day Project Management? Which people form the executive control body (eg steering committee) such that they can deliver the full Control stewardship, decision making, resourcing, and funding that is required for or on behalf of the sponsors? How do these participants expect to participate, eg frequency of meetings, format, formality, reports, minutes etc? Prioritization, Do we definitely agree to start this project? sanity check and Is it truly achievable? Can we get the people, permission to resources, funding, and technology that it will take? proceed Are the main risks in doing this understood and acceptable? Is it a good use of the organization’s limited resources when compared to other potential investments? Is there an absolute commitment from the organization’s leadership that this project should be initiated and that it will get the degree of support it needs to succeed? Project Coordinator The role and responsibilities of a Project Coordinator are usually a subset of that of a Project Manager. The primary responsibility of a project coordinator is to keep the project and all related processes running smoothly. Project teams often require coordination of activities, resources, equipment, and information. To satisfy this need the project coordinator functions in their primary role. Any coordination issues which cannot be resolved are elevated to the project manager. The project coordinator works across groups, aligning internal team members and stakeholders. Operation: Jobs or tasks consisting of one or more elements or subtasks, performed typically in one location. Operations transform resource or data inputs into desired goods, services, or results, and create and deliver value to the customers. Two or more connected operations constitute a process, and are generally divided into four basic categories: (1) processing, (2) inspection, (3) transport, and (4) storage. Definition of Operation: That which is operated or accomplished; an effect brought about in accordance with a definite plan; as, military or naval operations. Organization: Organization is group of Human being working toward for the attainment of certain common objective The role of the Project Manager Assistant (or PMA) is to simply make the job of the project manager easier. The responsibilities of the Project Manager Assistant include: - Preparing reports for the project manager. These reports include routine reports such as status reports. - Assisting in the creation of most project management documents, such as the project proposal, the project schedule, the project charter, etc... This role is often limited to transforming the input from the Project Manager or information written on scrap paper to Excel Worksheets or MS Word documents. The PMA usually does all the formatting on these documents. - Helping the project manager in organizing the requirements gathered from the client. - Helping the project manager in formulating the project plan. - Taking various data entry tasks assigned directly by the project manager. - Gathering meeting minutes. - Acting as a filter of communication between the team members and the project manager, passing only important information to the project manager. - Assuming the basic but only the simple responsibilities of the project manager in the latter's absence. - Rerouting phone calls to the project manager. - Processing all other project-related requests by the project manager. In some companies, responsibilities of the PMA extend to managing vendors and clients, as well as basic quality management tasks. Obviously, the Project Manager Assistant reports to the Project Manage Create Work Breakdown Structure (WBS) As part of the project management planning process it is important to create a work breakdown structure (WBS). This structure groups and organizes deliverable project elements so that the work can be more easily managed. WBS relates to scope definition in that it helps characterize the total scope of the project leading to a successful end product. The WBS also helps to verify a common team understanding during project management. The WBS can be presented in the form of a chart but should not merely be a loose-fitting list of work activities for the project. Because projects can be similar in their development, it might be helpful to create a template to use as a point of initiation but keep in mind that the WBS is not a one size fits all document and that each project should be organized based on its own unique requirements for success. During all phases of project management the WBS should be adhered to and team members should recognize that any work that is not specified in the WBS is not within the scope of the project. Definition of project management: Project management is the discipline of planning, organizing, securing, and managing resources to achieve specific goals.