Elements of Project Management technology
A- Planning
1- Defining works
Definition of works is an important part of project planning that involves defining the roles and outlining the responsibilities of each position in the project. This helps the project manager during review or roles to reduce redundancy and overlapping of duties which eventually helps in reducing time wastage as well as keeping the project within schedule.
2- Selecting strategies
Strategies in project planning are selected based on the project’s objectives. Various criteria for strategy selection can be employed such as efficiency and effectiveness. The project manager may decide to implement an efficiency strategy especially where the project operates on strict budget. The strategy will seek to ensure cost-effectiveness in undertaking activities which will in turn reduce chances of cost overrun that may result to project delays.
B- Work Organization
1- Working programme structure
This is a structure that outlines how various activities of the project shall be accomplished. It stipulates persons, timings and procedure of the accomplishments. This helps the project manager in controlling the project by enabling him to trace particular activities to specific individuals. It will enable him formulate corrective measures where duties are overlapping so as to save on time as well as enhancing accountability.
2-Tracking performance Project tracking is done when a project has advanced to the performance phase. The project manager will therefore seek to obtain information as to the true status of the project. It also helps the manager in identifying uncertainties that may affect the project completion adversely, hence keeping the project within planned completion time.
C- Scheduling
1-Plan and calendar basis
The calendar basis of project scheduling involves use of outcomes of preceding projects in terms of time management in order to determine start and end time of project activities as well as entire project. This information is then displayed using the Gantt chart in calendar form. The presentation on the Gantt chart therefore helps the project manager to know the latest time an activity can be completed in order to plan for the succeeding activities.
2-Critical work activities
This method of scheduling involves the inclusion of only the critical activities. The critical work activities are those activities that must be carried out for the project to be complete. Their delay will affect the planned time for the project. This type of scheduling will help the project manager to monitor and control the critical activities of project to ensure that the planned completion time is not affected.
3- Physical progress. This is a dynamic type of project scheduling process that involves the use of Earned Value Management (EVM) technique to monitor physical progress of the project and steer for corrective actions in terms of new scheduled activities. The dynamic process helps the project manager in evaluation of scope and time in order to ensure that problems are brought back on track to achieve the planned completion time.
D- Estimating Cost Management
1- Define scope of work
The definition of scope of a project involves outlining a clear description of the boundaries of the project. This process involves defining the elements of scope and out of scope in order to obtain a proper understanding of the project. The project manager will therefore be able to allocate expenditure to activities within the project’s scope and ensure that the project is not cost constrained to an extent of bringing it to a halt.
2-Start the cost estimate Cost estimation is a process of obtaining an approximation of the costs of resources that would ensure completion of the project and is usually done by the manager together with his team. In a situation where the manager feels that the estimated costs may not complete the project, he may negotiate with the sponsors in order to review project scope and time goals.
E- Monitoring
1- Physical progress
Monitoring may use project management software to monitor physical progress in terms of daily timing for working on a particular activity. This will help the project manager in making comparisons with the critical activities time which will eventually assist him in knowing whether he is operating within planned time.
2-Earned value compared with actual planned Earned value is a monetary measure of the actual physical progress of the project using the EVM technique. It takes into account time take and costs incurred in undertaking various activities. The project manager compares this information with the plan in order to facilitate control and evaluation of the project.
F- Controlling
1-Corrective action
This process relies on the monitoring and measurement process in an effort to identify variances from plan in terms of resources, finances and quality. It therefore helps the project manager in formulating and implementing correction actions that would facilitate completing the project in time.
2-Performance The controlling function compares the actual performance against planned performance. This is in relation to quality, time and cost elements. This helps the project manager to concentrate on achieving desired outcome by analyzing the deviations and taking corrective measures in order to stick to the time limits of the project.
G- Reporting: Communication
Reporting is the means of informing stakeholders about the use of resources in achieving project objectives. This is done through status reports and progress reports. Forecast reports can also be used for this purpose. The status reports helps the project manager to know where the project stands at a particular time. The progress reports help in knowing what has been achieved by the project team during a particular time. These will facilitate project control by the manager in order to align the project with planned completion time.
Benefits of Work Breakdown Structure (WBS)
The WBS captures all the work described within the project’s scope and offers a basis for in-depth planning, implementation and controlling. It also helps in the prevention of allocation of resources and time for work outside the project scope. WBS also acts as a communication tool that benefits project managers in negotiating for more resources as well as discussing salient changes to project scope.
The breakdown structure also facilitates a broader understanding of the entire project by offering a structured way of dividing a project into various sections such as software, hardware, labor and documentation among others. It also helps in reducing chances of redundancy and overlapping of duties. It also facilitates the cost estimation process by breaking down the project into small tasks that can be easily identified (Taylor, 2008).
Benefits of Project Organization Structure
The project structure shows the unity of command where it shows whoever is in charge of the project and to whom the team members should report to. It therefore prevents conflicts in the exercise of authority in situations where one person reports to two individuals. The organization structure also enhances a holistic approach to the project by assigning different departments and individuals duties and responsibilities in order to wholly complete the project in time (Schwalbe, 2010).
Benefits of Work Packages
A work package is the smallest partition of work where it still retains the distinctiveness of a project. Costs and time targets can be attached to it therefore making it relatively easier to budget, schedule and control. Work package also enhances improved management and organization of projects where several packages can be delegated to an individual who manages them as a mini project manager (Choudhury, 1988).
References
Choudhury, S. (1988). Project management. New Delhi: Tata McGraw-Hill.
Kloppenborg, T. J. (2012). Contemporary project management: organize, plan, perform (2nd ed.). Mason, Ohio: South-Western Cengage Learning.
Schwalbe, K. (2006). Introduction to project management. London: Cengage Learning.
Schwalbe, K. (2010). Information technology project management (6th ed.). London: Cengage Learning.
Stewart, R. D., Wyskida, R. M., & Johannes, J. (1995). Cost estimator's reference manual. New York: John Wiley & Sons.
Taylor, J. (2006). A survival guide for project managers (2nd ed.). New York: AMACOM.
Taylor, J. (2008). Project scheduling and cost control planning, monitoring and controlling the baseline. Ft. Lauderdale, Fla.: J. Ross Publishers.
Vanhoucke, M. (2012). Project management with dynamic scheduling baseline scheduling, risk analysis and project control. Berlin: Springer.
