Project Management (SICDMC)

1. Starting up

1.1. Assigning clear roles and responsibilities, which includes establishing

1.1.1. A project board

1.1.2. Project manager

1.1.3. And project management team, whose goal will be to:

1.1.3.1. Define a project brief and approach

1.1.3.2. Create a plam for the next stage (main output of this stage)

1.2. As a group you will need to formulate and approach that is suitable, acceptable and feasible

1.3. Once approach has been agreed, plans need to be made for implementation in line with the strategy

2. Initiation

2.1. More detailed plan is produced which breaks the project down into stages

2.2. A Project Inititaion Document (PID), which is a detailed project plan with clear objectives against which progress is measured, especially specific measures that we wish to make a key feature of the project throughout. Unlike the initial project brief, does not change. The PID includes

2.2.1. Quality log

2.2.2. Issues log

3. Controlling stages

3.1. Managed by the PM

3.2. Results are communicated to the project board

3.3. Aim is to

3.3.1. Assess progress

3.3.2. Correct any issues

3.3.3. And ensure objectives are hit

3.3.4. Keep costs at a reasonable level; stick to budget

3.3.5. Allow for more focused management

4. Project delivery

4.1. Of output, also called products

4.2. PM specifies product and also manages its production and delivery

4.3. Such as bookings, invitations, etc

4.4. Most expensive part

5. Managing stage boundaries

5.1. Project's progress is reviewed at the end of each stage and the lessons learnt incorporated into the next stage, making amendment to the plan for each stage so that the project stays on track

5.2. 'exception plan' used in this stage which is used when project is not meeting planned costs, quality target or time plans. We may alter the budge, get extra funds or reduce the scope of project to reduce costs, if it becomes evident that costs may increase at an early stage.

6. Closing

6.1. Marks end to the project so that ot does not drift into operation management

6.2. A post-project review should be undertaken in order to evaluate the success of the project and learn lesson for future projects

6.3. Th completion of the project should be communicated to key stakeholders

6.4. Need to identify follow-up recommendations

7. Directing a project

7.1. By project board wth PM reporting to them

7.2. Ongoing process

7.3. It is ultimately the board who will authorize the project to go ahead

7.4. Need to be convinced of the suitability, acceptability and feasibility of the project

7.5. May also authorize stage plans, therefore has control over pace of project development

7.6. Can give ad hoc direction were problems occur

7.7. Authorize changes to plan