project management -- wiki

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Project managementFrom Wikipedia, the free encyclopedia

Project managementis the discipline of initiating, planning, executing, controlling, and closing the work of a team to

achieve specific goals and meet specific success criteria. A project is a temporary endeavor designed to produce a

unique product, service or result with a defined beginning and end usually time!constrained, and often constrained by

funding or deliverables" undertaken to meet unique goals and objectives, typically to bring about beneficial change oradded value.#$%#&%'he temporary nature of projects stands in contrast with business as usual or operations", #(%which are

repetitive, permanent, or semi!permanent functional activities to produce products or services. )n practice, the

management of these two systems is often quite different, and as such requires the development of distinct technical

skills and management strategies.#*%

'he primary challenge of project management is to achieve all of the project goals and constraints.+#%this information is

usually described in a user or project manual, which is created at the beginning of the development. 'he primary

constraints of many things.#-%'he secondary and more ambitious challenge is to optimi/e the allocation of

necessary inputs and integrate them to meet pre!defined objectives.

Contents

$ 0istory

& Approaches

&.$ 'he traditional approach

&.& 12)345&

&.( 4ritical chain project management

&.* 1rocess!based management

&. Agile project management

&.- 6ean project management

&.7 5xtreme project management

&.8 9enefits reali/ation management ( 1rocesses

(.$ )nitiating

(.& 1lanning

(.( 5xecuting

(.* :onitoring and controlling

(. 4losing

(.- 1roject controlling and project control systems

* 'opics

*.$ 1roject managers

*.& 1roject management types

*.( Work breakdown structure

*.* )nternational standards

*. 1roject portfolio management

*.- 1roject management software

*.7 ;irtual project management


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2oman soldiers building a fortress, 'rajans

4olumn $$( AB

0enry Cantt $8-$D$E$E",

the father of planning and

control techniques

152' network chart for a seven!month

project with five milestones

ntil $E==, civil engineering projects were generally managed by

creative architects, engineers, and master builders themselves, for

example ;itruvius first century 94", 4hristopher Wren $-(&D$7&(",

'homas 'elford $77D$8(*" and )sambard Gingdom 9runel $8=-

D$8E".#7%)t was in the $E=s that organi/ations started to

systematically apply project management tools and techniques to

complex engineering projects.#8%

As a discipline, project management developed from several fields of

application including civil construction, engineering, and heavy

defense activity.#E%'wo forefathers of project management are 0enry

Cantt, called the father of planning and control techniques,#$=%who is

famous for his use of the Cantt chart as a project management tool

alternativelyHarmonogramfirst proposed by Garol Adamiecki#$$%"+ and 0enri Fayol for

his creation of the five management functions that form the foundation of the body of

knowledge associated with project and program management.#$&%9oth Cantt and Fayol

were students of Frederick Winslow 'aylors theories of scientific management. 0is

work is the forerunner to modern project management tools including work breakdown

structure W9


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'ypical development phases of an engineering project

'he 12)345& process model

Approaches

'here are a number of approaches for managing project activities including lean, iterative, incremental, and phased

approaches.

2egardless of the methodology employed, careful consideration must be given to the overall project objectives,

timeline, and cost, as well as the roles and responsibilities of all participants and stakeholders.

The traditional approach

A traditional phased approach identifies a sequence of steps to be completed. )n the Htraditional approachH,#$8%five

developmental components of a project can be distinguished four stages plus control">

$. initiation&. planning and design

(. execution and construction*. monitoring and controlling systems

. completion and finish point

3ot all projects will have every stage, as projects can be

terminated before they reach completion.


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'he iteration cycle in agile project

management

12)345& provides a common language for all participants in the project. 'he governance framework of 12)345& D its

roles and responsibilities D are fully described and require tailoring to suit the complexity of the project and skills of the

organisation.#&&%

Critical chain project management

4ritical chain project management 441:" is a method of planning and managing project execution designed to deal

with uncertainties inherent in managing projects, while taking into consideration limited availability of resourcesphysical, human skills, as well as management J support capacity" needed to execute projects.

441: is an application of the theory of constraints 'I4" to projects. 'he goal is to increase the flow of projects in an

organi/ation throughput". Applying the first three of the five focusing steps of 'I4, the system constraint for all

projects is identified as are the resources. 'o exploit the constraint, tasks on the critical chain are given priority over all

other activities. Finally, projects are planned and managed to ensure that the resources are ready when the critical chain

tasks must start, subordinating all other resources to the critical chain.

'he project plan should typically undergo resource leveling, and the longest sequence of resource!constrained tasks

should be identified as the critical chain. )n some cases, such as managing contracted sub!projects, it is advisable to use

a simplified approach without resource leveling.

)n multi!project environments, resource leveling should be performed across projects. 0owever, it is often enough toidentify or simply select" a single HdrumH. 'he drum can be a resource that acts as a constraint across projects, which

are staggered based on the availability of that single resource.

Ine can also use a Hvirtual drumH by selecting a task or group of tasks typically integration points" and limiting the

number of projects in execution at that stage.

Process-based management

'he incorporation of process!based management has been driven by the use of :aturity models such as the I1:( and

the 4::) capability maturity model integration+ see this example of a predecessor" and )


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1lanning and feedback loops

in 5xtreme programming K1"

with the time frames of the

multiple loops.

5xtreme 1rogramming K1" ! A set of practices based on a set of principles and values, with a goal to develop

that provides real value by implementing tight feedback loops at all levels of the development process and using

them to steer development. K1 populari/ed 'est Briven Bevelopment 'BB" and 1air 1rogramming.

eKtreme :anufacturing K:" ! An agile methodology based on four to five project management process groups, and

a control system. 2egardless of the methodology or terminology used, the same basic project management processes

will be used. :ajor process groups generally include>#-%

)nitiation

1lanning

1roduction or execution

:onitoring and controlling

4losing

)n project environments with a significant exploratory element e.g., research and development", these stages may besupplemented with decision points go?no go decisions" at which the projects continuation is debated and decided. An

example is the 1haseDgate model.

??en.wikipedia.org?wiki?1roject@management


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The project development stages[25]

Initiating process group processes[25]

Initiating

The initiating processes

determine the nature and

scope of the project.[26]If this

stage is not performed well, it

is unlikel that the project will

!e successful in meeting the!usiness" needs. The ke

project controls needed here

are an understanding of the !usiness environment and making sure that all

necessar controls are incorporated into the project. #n deficiencies should !e

reported and a recommendation should !e made to fi$ them.

The initiating stage should include a plan that encompasses the following

areas%

anal&ing the !usiness needs're(uirements in measura!le goals

reviewing of the current operations

financial analsis of the costs and !enefits including a !udget stakeholder analsis, including users, and support personnel for the project

project charter including costs, tasks, delivera!les, and schedules

Planning

#fter the initiation stage, the project is planned to an appropriate level of detail )see e$ample of a flow*chart+.[25]The

main purpose is to plan time, cost and resources ade(uatel to estimate the work needed and to effectivel manage risk

during project e$ecution. #s with the Initiation process group, a failure to ade(uatel plan greatl reduces the projects

chances of successfull accomplishing its goals.

-roject planning generall consists of[2]

determining how to plan )e.g. ! level of detail or /olling 0ave planning+1

developing the scope statement1

selecting the planning team1

identifing delivera!les and creating the work !reakdown structure1

identifing the activities needed to complete those delivera!les and networking the activities in their logical

se(uence1

estimating the resource re(uirements for the activities1

estimating time and cost for activities1

developing the schedule1

developing the !udget1

risk planning1

gaining formal approval to !egin work.

#dditional processes, such as planning for communications and for scope management, identifing roles and

responsi!ilities, determining what to purchase for the project and holding a kick*off meeting are also generall

advisa!le.

or new product development projects, conceptual design of the operation of the final product ma !e performed

concurrent with the project planning activities, and ma help to inform the planning team when identifing delivera!les

and planning activities.

Executing

The e$ecution'implementation phase ensures that the project management plan"s delivera!les are e$ecuted accordingl.

This phase involves proper allocation, co*ordination and management of human resources and an other resources suchas material and !udgets. The output of this phase is the project delivera!les.

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7$ecuting process group processes[25]

8onitoring and controlling process group processes[25]

8onitoring and controlling ccle

Monitoring and controlling

8onitoring and controlling consists of those processes performed

to o!serve project e$ecution so that potential pro!lems can !e

identified in a timel manner and corrective action can !e taken,

when necessar, to control the e$ecution of the project. The ke

!enefit is that project performance is o!served and measured

regularl to identif variances from the project managementplan.

8onitoring and controlling includes%[29]

8easuring the ongoing project activities )where we are+1

8onitoring the project varia!les )cost, effort, scope, etc.+

against the project management plan and the project

performance !aseline )where we should be+1

Identif corrective actions to address issues and risks

properl )How can we get on track again+1

Influencing the factors that could circumvent integratedchange control so onl approved changes are implemented.

In multi*phase projects, the monitoring and control process also

provides feed!ack !etween project phases, in order to implement

corrective or preventive actions to !ring the project into

compliance with the project management plan.

-roject maintenance is an ongoing process, and it includes%[6]4 :ontinuing support of end*users 2 :orrection of errors ;

eond e$ecuting the change in

the field, the change normall needs to !e documented to show what was

actuall constructed. This is referred to as change management. ?ence, the

owner usuall re(uires a final record to show all changes or, more

specificall, an change that modifies the tangi!le portions of the finished

work. The record is made on the contract documents @ usuall, !ut not necessaril limited to, the design drawings. The

end product of this effort is what the industr terms as*!uilt drawings, or more simpl, Aas !uilt.B The re(uirement for

providing them is a norm in construction contracts. :onstruction document management is a highl important task

undertaken with the aid an online or desktop software sstem, or maintained through phsical documentation. The

increasing legalit pertaining to the construction industries maintenance of correct documentation has caused the

increase in the need for document management sstems.

0hen changes are introduced to the project, the via!ilit of the project has to !e re*assessed. It is important not to lose

sight of the initial goals and targets of the projects. 0hen the changes accumulate, the forecasted result ma not justif

the original proposed investment in the project. 3uccessful project management identifies these components, and tracks

and monitors progress so as to sta within time and !udget frames alread outlined at the commencement of the project.

Closing

:losing includes the formal acceptance of the project and the ending thereof. #dministrative activities include the

archiving of the files and documenting lessons learned.

This phase consists of%[6]

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:losing process group processes.[25]

Contract closure% :omplete and settle each contract )including

the resolution of an open items+ and close each contract

applica!le to the project or project phase.

Project close% inali&e all activities across all of the process

groups to formall close the project or a project phase

#lso included in this phase is the -ost Implementation /eview. This is a

vital phase of the project for the project team to learn from e$periences

and appl to future projects. Cormall a -ost Implementation /eview consists of looking at things that went well and

analsing things that went !adl on the project to come up with lessons learned.

Project controlling and project control systems

-roject controlling should !e esta!lished as an independent function in project management. It implements verification

and controlling function during the processing of a project in order to reinforce the defined performance and formal

goals.[2D]The tasks of project controlling are also%

the creation of infrastructure for the suppl of the right information and its update

the esta!lishment of a wa to communicate disparities of project parameters

the development of project information technolog !ased on an intranet or the determination of a project ke

performance indicator sstem )E-I+

divergence analses and generation of proposals for potential project regulations[;]

the esta!lishment of methods to accomplish an appropriate project structure, project workflow organi&ation,

project control and governance

creation of transparenc among the project parameters[;4]

ulfillment and implementation of these tasks can !e achieved ! appling specific methods and instruments of project

controlling. The following methods of project controlling can !e applied%

investment analsis

cost@!enefit analsis

value !enefit analsis

e$pert surves simulation calculations

risk*profile analsis

surcharge calculations

milestone trend analsis

cost trend analsis

target'actual*comparison[;2]

-roject control is that element of a project that keeps it on*track, on*time and within !udget.[29]-roject control !egins

earl in the project with planning and ends late in the project with post*implementation review, having a thorough

involvement of each step in the process. -rojects ma !e audited or reviewed while the project is in progress. ormal

audits are generall risk or compliance*!ased and management will direct the o!jectives of the audit. #n e$amination

ma include a comparison of approved project management processes with how the project is actuall !eing managed.[;;]7ach project should !e assessed for the appropriate level of control needed% too much control is too time consuming,

too little control is ver risk. If project control is not implemented correctl, the cost to the !usiness should !e clarified

in terms of errors and fi$es.

:ontrol sstems are needed for cost, risk, (ualit, communication, time, change, procurement, and human resources. In

addition, auditors should consider how important the projects are to the financial statements, how reliant the

stakeholders are on controls, and how man controls e$ist. #uditors should review the development process and

procedures for how the are implemented. The process of development and the (ualit of the final product ma also !e

assessed if needed or re(uested. # !usiness ma want the auditing firm to !e involved throughout the process to catch

pro!lems earlier on so that the can !e fi$ed more easil. #n auditor can serve as a controls consultant as part of the

development team or as an independent auditor as part of an audit.

>usinesses sometimes use formal sstems development processes. These help assure that sstems are developed

successfull. # formal process is more effective in creating strong controls, and auditors should review this process to

confirm that it is well designed and is followed in practice. # good formal sstems development plan outlines%




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# strateg to align development with the organi&ation"s !roader o!jectives

3tandards for new sstems

-roject management policies for timing and !udgeting

-rocedures descri!ing the process

7valuation of (ualit of change

Topics

Project managers

# project manager is a professional in the field of project management. -roject managers can have the responsi!ilit of

the planning, e$ecution, and closing of an project, tpicall relating to construction industr, engineering, architecture,

computing, and telecommunications. 8an other fields in production engineering, design engineering, and heav

industrial have project managers.

# project manager is the person accounta!le for accomplishing the stated project o!jectives. Ee project management

responsi!ilities include creating clear and attaina!le project o!jectives, !uilding the project re(uirements, and managing

the triple constraint for projects, which is cost, time, and scope.

# project manager is often a client representative and has to determine and implement the e$act needs of the client,!ased on knowledge of the firm the are representing. The a!ilit to adapt to the various internal procedures of the

contracting part, and to form close links with the nominated representatives, is essential in ensuring that the ke issues

of cost, time, (ualit and a!ove all, client satisfaction, can !e reali&ed.

Project management types

-roject management can appl to an project, !ut it is often tailored to accommodate the specific needs of different and

highl speciali&ed industries. or e$ample, the construction industr, which focuses on the deliver of things like

!uildings, roads, and !ridges, has developed its own speciali&ed form of project management that it refers to as

Construction project managementand for which project managers can !ecome trained and certified in.[;F]The

Information technolog industr has also evolved to develop its own form of -roject management that is referred to as

IT Project managementand which speciali&es in the deliver of technical assets and services that are re(uired to passthrough various lifeccle phases such as planning, design, development, testing, and deploment.Biotechnology project

managementfocuses on the intricacies of !iotechnolog research and development.[;5]

or each tpe of project management, project managers develop and utili&e repeata!le templates that are specific to the

industr there dealing with. This allows project plans to !ecome ver thorough and highl repeata!le, with the specific

intent to increase (ualit, lower deliver costs, and lower time to deliver project results.

Work breakdown structure

The work !reakdown structure )0>3+ is a tree structure that shows a su!division of effort re(uired to achieve an

o!jectiveGfor e$ample a program, project, and contract. The 0>3 ma !e hardware*, product*, service*, or

process*oriented )see an e$ample in a C#3# reporting structure )24++.[;6]

# 0>3 can !e developed ! starting with the end o!jective and successivel su!dividing it into managea!le

components in terms of si&e, duration, and responsi!ilit )e.g., sstems, su!sstems, components, tasks, su!*tasks, and

work packages+, which include all steps necessar to achieve the o!jective.[2]

The work !reakdown structure provides a common framework for the natural development of the overall planning and

control of a contract and is the !asis for dividing work into defina!le increments from which the statement of work can

!e developed and technical, schedule, cost, and la!or hour reporting can !e esta!lished.[;6]The work !reakdown

structure can !e displaed in two forms one in form of a ta!le with su!division of tasks two in form of an organisational

chart.

International standards

There have !een several attempts to develop project management standards, such as%

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I3= 245% 242 * Huidance on project management. This is the first project management I3=.

I3= ;4% 2D * /isk management. /isk management is 4 of the 4 knowledge areas of either I3= 245 or

-8>oE5 concept of project management.

I3='I7:'I777 46;26*2D * 3stems and 3oftware 7ngineeringGife :cle -rocessesG-roject 8anagement[;]

:apa!ilit 8aturit 8odel from the 3oftware 7ngineering Institute.

H#--3, Hlo!al #lliance for -roject -erformance 3tandards @ an open source standard descri!ing

:=8-7T7C:I73 for project and program managers. # Huide to the -roject 8anagement >od of Enowledge from the -roject 8anagement Institute )-8I+

?7/873 method, 3wiss general project management method, selected for use in u$em!ourg and international

organi&ations.

The I3= standards I3= D, a famil of standards for (ualit management sstems, and the I3= 46%2;, forJualit management sstems and guidelines for (ualit management in projects.

-/IC:72, -rojects IC :ontrolled 7nvironments.

#ssociation for -roject 8anagement >od of Enowledge[;9]

Team 3oftware -rocess )T3-+ from the 3oftware 7ngineering Institute.

Total :ost 8anagement ramework, ##:7 Internationals 8ethodolog for Integrated -ortfolio, -rogram and-roject 8anagement.

K*8odel, an original sstems development method.

The ogical framework approach, which is popular in international development organi&ations.

[#ustralian Institute of -roject 8anagement] #I-8 has F levels of certification1 :---, :--8, :--L M :--7

for :ertified -racticing -roject ... -artner, 8anager, Lirector and 7$ecutive.

Project portfolio management

#n increasing num!er of organi&ations are using, what is referred to as, project portfolio management )--8+ as a means

of selecting the right projects and then using project management techni(ues[;D]as the means for delivering the

outcomes in the form of !enefits to the performing private or not*for*profit organi&ation.

Project management software

-roject management software is software used to help plan, organi&e, and manage resource pools, develop resourceestimates and implement plans. Lepending on the sophistication of the software, functionalit ma include estimation

and planning, scheduling, cost control and !udget management, resource allocation, colla!oration software,

communication, decision*making, workflow, (ualit management, documentation and'or administration sstems.[F][F4]

Virtual project management

Kirtual program management )K-8+ is management of a project done ! a virtual team, though it rarel ma refer to a

project implementing a virtual environment[F2]It is noted that managing a virtual project is fundamentall different from

managing traditional projects,[F;]com!ining concerns of telecommuting and glo!al colla!oration )culture, time&ones,

language+.[FF]

ee also

!ists

:omparison of project

management software

Hlossar of project

management

ist of colla!orative software

ist of project management

topics Timeline of project

management

"elated fields

#rchitectural engineering

:onstruction management

:ost engineering

acilitation )!usiness+

Industrial engineering

-roject management software

-roject portfolio management -roject workforce

management

3oftware project management

"elated subjects

:olla!orative project

management

7arned value management

?uman factors

-rocess architecture

-roject accounting

-roject governance -rogram management

-roject management

simulation




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Comparison of Kanban

software Systems engineering

Agile Construction

Small-scale project

management

Software developmentprocess

Systems Development Life

Cycle (SDLC)

References

! "The Definitive Guide to Project Management! #o$es%

Sebastian! &nd 'd!n! London (inancial imes * +rentice

,all) &../! 0S1# 2/3-.-&/4-/.2/-5

&! 678at is +roject 9anagement: ; +roject 9anagement

0nstitute6! +mi!org! ) The right projects doneright!?o8n 7iley and Sons% &..>! 0S1# .-/3/2-/4-3!

p!4> and furt8er!

5! Cattani% @!% erriani% S!% rederi$sen% L! and lorian% !

(&.) +roject-1ased rganiBing and Strategic

9anagement% Advances in Strategic 9anagement% ol &3%

'merald% 0S1# /3.>&24=!E(8ttp**www!emeraldinsig8t!com*boo$s!8tm:issnF./5&-

44&&GvolumeF&3)

>! ?osep8 +8illips (&..4)!PMP Project Management

Professional Study Guide! 9c@raw-,ill +rofessional%&..4! 0S1# .-./-&&4.=&-& p!4>5!

=! +90 (&..)!A Guide to the Project Management Body of

Knoledgep!&/-4>

/! Dennis Loc$ (&../)Project Management(2t8 ed!) @ower

+ublis8ing% Ltd!% &../! 0S1# .->==-.3//&-4

3! Houng-,oon Kwa$ (&..>)! 6A brief ,istory of +roject

9anagement6! 0n The story of managing projects! 'lias

@! Carayannis et al! (2 eds)% @reenwood +ublis8ing

@roup% &..>! 0S1# ->=/&.->.=-&

2! David 0! Cleland% -5! p!-5 states 6&t as in the '()*s

hen project management as formally recogni+ed as a

distinct contriution arising from the management

discipline,6

5! 1! ! 1jarne Kous8olt (&../)!Project Management -, Theory

and practice,! #yt e$nis$ orlag! 0S1# 3/->/-&=.4-3!

p!>2!

=! ipma!c8 (8ttp**www!ipma!c8*publication*+ages*0C1-

0+9ACompetence1aseline!aspJ)

/! ! L! ,arrison% Dennis Loc$ (&..5)!Advanced project

management. a structured approach! @ower +ublis8ing%

Ltd!% &..5! 0S1# .->==-./3&&-3! p!45!

3! 7ysoc$i% )!Applied

Softare Project Management! N2=-..253-2!&! @C +


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7i$imedia Commons 8as

media related toProject

management!

43! 1ody of Knowledge >t8 edition% Association for +roject

9anagement% &..=% 0S1# -2.4525-4-4

42! Albert ,amilton (&..5)!"andoo# of Project

Management Procedures,L +ublis8ing% Ltd! 0S1#.-/&//-4&>3-/

5.! PMB:K /!

5! om Kendric$! 8e +roject 9anagement ool Kit ..

ips and ec8niues for @etting t8e ?ob Done

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