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Project Management by Mind Map: Project Management
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Project Management

Projects change something and end. A good PM is simply a conduit for information. "A good PM never makes decisions and does no work" -

Controls

What do you have as a Project Manager to control the project How do you control the things you can't?

Risks

Issues

Scope

So, so important - identify your assumptions and the assumptions of others.  Discuss a process by which you bring things in and out of scope.

Project governance

Doing

Day to day management of the project - daily happenings, reporting, analysis - are we tracking against what we said we would do?

Decisions

A good PM never makes a decision - but identifies who should, and present them with the facts to make a sound decision that they can support.

Reporting

Format, type of information required - talk about it first with the people who want reports. Don't assume you know what they want... which can be anything from a chat by the water cooler to a 80-page trifold booklet.

Work

Coaching skills and the ability to clearly set out what you want is so important here

Team meetings

Don't just meet for the sake of it - agree why to meet rather than when, and "meet by exception"

Starting/Ending

Starting and Ending - essential to any project. Why are we doing what we're doing? How do we know when we are finished?  Was it a success?

Client / Contractor engagement

Business case

Ending an engagement

Planning

Tools and techniques to help plan; software such as MS Project helps here, but a word table can be just as effective.  

Product Breakdown Structure

PBS focuses on real things, tangible products - a server, a document, a piece of installed software.  By doing this, we can assess what it looks like, and add success criteria.

Stages

Breaking the project into stages is common sense - even higher level 'phases' for larger projects.

Roles and Responsibilities

Probably the most important part - who does what, and more importantly who is responsible for it. Even though they often carry the can - it should never be the project manager.

Change Management

What will this project change about tomorrow?  Next month?  Next year? How does the organisation plan for and support people through this change.