Project Management (12 topics)

Systems Management
Comprising the prime activities of Systems Analysis, Systems Design & Engineering and Systems Development.

Programme Management
A specific undertaking to achieve a number of objectives, also used to describe a broader service than ordinary project management.

Project Management
Planning, organisation and monitoring & control of all aspects of a project and the motivation of those involved to achieve the projects safely, within time, cost and performance criteria.

Project Lifecycle
The sequence of phases through which a project will pass from its conception to its completion. This is generally pre-feasibility, feasibility (greater detail), design, contract, implementation, commissioning, handover and operation.

Project Environment
The degree of predictability / stability of the environment will be an influencing factor on the projects success. The project environment is the context within which the project is formulated, assessed and realised. It covers all the external influences, which may include geophysical, ecological, social, cultural, political, economic, financial, legal, contractual, technological and aesthetic.

Project Strategy
Projects should have a very high level comprehensive definition of the way they are to be developed and managed, and should be established early on, be as comprehensive as possible and cover all of the major dimensions. Major issues that need to be addressed include technical, financial, organisational, time and quality as well as safety, human resources, logistics, procurement, IS and technology. Risks should be identified as fully as possible and quantified, with continuous re-assessment through out the project.

Project Appraisal
This is the discipline of calculating the viability of the project, normally determined in largely economic or financial terms. It is usually extended to include issues such as environmental appraisal, health & safety and uncertainty of performance.

Project Success / Failure Criteria
This is the criteria upon whih the relative success or failure if the projects may be judged. Three basic sets of criteria can be identified: those of the sponsor; the traditional project management "on time, in budget, to spec"; and the project participants profitability.

Integration
This involves bringing people and things together to perform effectively. Integration is co-ordination & control and requires an appropriate personality, adequate technical knowledge and organisational, managerial & people handling skills. The importance of this function is often greatly under-estimated.

Systems & Procedures
Every project should have a set of Systems & Procedures which detail the standard methods, practises and processes for handling frequently occurring events within the project. This covers management approvals, controls and technical requirements. Systems will also cover methods of handling information transfer, storage and retrieval.

Close Out
Every project should have a close out procedure, acknowledged by the Project Manager and Project Sponsor. It should precisely define completion for the project sponsor. Close out is the completion of project work at a pre-determined time.

Post Project Appraisal
This activity completes the Project Management process and provides feedback in order to learn for the future. A close out report will be prepared and a review carried out once the project has been completed and accepted by the customer, who will normally be involved at some stage of the review process.

Why not take a look at:

Project Management
Organisation & People
Techniques & Procedures
General Management