Project management basics

• Client and project definition
• Project code name
• Connections to other projects?
• Set targets and key objectives
• Budget
• Project kick off and termination date
• Expected solutions and required results
• When are reports to be passed on to the client? contents?
• Standards (ISO), guide lines and side influences
• Project plan must be signed by client and project leader

Structuring a project  

How can a project be structured into manageable sections? Set a structural chart including side influences and possible risks. Which tasks are most possible?

• Divide the large project into sections in agreement with those affected by these groupings
• Structure by objectives, functionality, or necessary combination
• Put to each job/task a name. Some one always has to be responsible! First the worker then the managers.
• Set targets and key objectives with the responsible worker or representative
• Check each work package for consistency and manageable size/time schedule/work load/costs
• Check the project structural plan for completeness and clarity

Project workflow/way points 

How are the different steps to be sorted and connected to each other? Are check points necessary? Connect way points on a logical basis as you can not paint a car without having made the body. Please use electronic methods for project management, work scheduling and time management. Avoid a big pile of paper and lost data. So which way points are possible?

• Set targets as way points for the teams or they loose time
• Structure the project into reasonable phases
• Position work packages in a logical line.
• Accept that not all packages can be combined due to complexity and unavoidable time line

Project organization/teams

How are responsibility to be distributed among the members of the project?

• Define project leaders for sections of the project if needed.
• Project assisting personnel are part of the planning and controlling team.
• Project teams have to be set up individually for each new project. Key influencing elements are project duration/length, characteristics of the objectivees, dependencies from other projects and divisions.
• Start conscripting your project members from the different company divisions but do not forget to include the opinion and wishes of the present bosses of these future team members. Be guided by your project structure plan.
• The consistency of the teams and their members can be modified during the project cycle. Try and get the right people for the right job.
• The main project team will be consisting of key members and temporary external consultants (i.e. head of marketing). Use their knowledge at its best.
• Hot teams will have to be set up if needed for a duration. They will be consisting of specialists and a moderator to bring urgent solutions about.

Project planning 

Which objectives have to be reached? Set targets for the teams and section leaders.

Planned budget

Where will it be necessary to invest capital? hardware, software, consulting, personnel?

• Costs for absolutely needed tests (lab costs).
• Costs due to material (hardware,...) and assisting external personnel.
• Costs due to required personnel capacities (pay roles and training).
• Costs for development of own components (i.e. interconnections)
• Costs to unpredictable events (fire, sabotage, theft).

Planned schedule

Which targets have to be reached by whom and by when??

• Define responsibilities and planned duration.
• Use project software to optimize scheduling and documentation.
• Set up a overall schedule as basis of conduct.
• Arrange the schedule to meet the capacity planning
• Break the scheduling into different sub dead lines for the sections and teams. (i.e. reports are due by ...)

Planned quality targets

Which quality standards have to be achieved for success?

• Define quality requirements from the very beginning.
• Define quality targets to achieve the requirements.
• How are the quality targets to be reached?
• How are reached target to be checked for consistency?
• Are responsibilities for the quality distributed among the teams?
• Are targets in accordance with reference material?
• Does each individual know what is being expected from him??
• Is controlling in place? QM?

Planned resources

Who will have to work for how long and with whom? with what??

• For how long will individual jobs bind personnel.
• Upon the collected data specify IT requirements and scheduling.
• In case of excessive of available capacity try to spread the pressure.
• In case of limited resources scheduling or budget must be as flexible as possible.

Information platform

Who is information going to be exchanged? are project supporting tools in place? when and where is data needed and for whom? is there a possible blockage to be expected?

• Who is responsible for gathering information?
• How are they to be gathered and maintained?
• Which information should be gathered?
• How and when are reports to be delivered, processed and stored
• Which technology will assist? (software, hardware,...)

Project activities

Which jobs and activities will have to be done? when and how?

Kick off meeting

How will work on the different tasks begin and are all affected people informed? Are conflicts here to be expected? Does everyone know where they stand and where the trip is going?

• Arrange meetings with team members in advance
• List all project participants
• Prepare the meeting (date, location, invitations, handouts)
• Define a list of topics for the meeting (Present members, project)
• Which technology will assist? (software, hardware,...)

Project management

How are we going to guide activities without leaving the set path? Is the planning complete and nearly fool prove?

• Gather data and accept statements related to your project
• Moderate meetings to solve conflicts and discrepancies
• Mark the present status of the project
• Outline possible or arising problems long in advance (be prepared!)!
• State the results in a central project protocol

Project controlling

How are the solutions delivered at each way point metered and dead lines met?

• Do plan reviews due to passing a way point or on a regular basis
• Do exceptional reviews because of conflicts or discrepancies
• Plan a review (dates, participants and guide lines)
• Start a review including presentation, analysis and responses to results
• Review the activities following a review assessment by making sure every one knows what has been decided and has to be done to achieve the requirements.

Project termination

What is to be done for a successful project termination? Is the documentation complete and nothing left a side?

• Prepare a project termination report by letting others participate.
• Show the development of the project over the passed months.
• What are the results of this project?
• Get the client to accept the project objectives as reached
• Thank the team members and other helper for their contribution and dissolve the project team.
• Make sure that the gathered know how is passed on to the client to maintain the delivered solution.