Each project possesses unique objectives and a design. However, there are characteristics that cut across all projects. These characteristics ought to be taken into account when coming with the objective of the project. To begin with, whenever a company or an organization wants to implement a project, there are several ideas that are floated by the concerned parties. These ideas are discussed and ultimately the ideas are developed into project proposals. The proposals provide insight into aspects of the project such as planning, budgeting and management of the project. In addition to this, the project proposal also includes a schedule within which the project will be implemented and projections of the benefits of the project after the successful implementation.
Timeframe or a schedule is the other component of a project. This is a period within which the project will be completed. The timeframe of a project is derived on the basis of possible projections and past experiences in the implementation of similar projects. The schedule shows when a particular portion of the project is expected to be done. It can be broken down into daily and weekly components in order to facilitate the completion of the aspects of the project within the set deadlines. The schedule is often done by the project manager in collaboration with other key players in the implementation of the project. Project often have a definite start date and ending date. Due to hitches experienced in the course of the implementation, it is possible for the project to go beyond the stipulated time.
Each project has a specific scope which refers to details that are within the project. This is critical because it enables the project manager and his team to come up with specific objectives related to the project. It also prevents the team charged with the responsibility of implementing the project from getting sidetracked by matters that arise which were not part of the scope of the project. The scope of the project also allows the project manager and his team to find the resources that are necessary for the implementation of the project. They can also assess the feasibility of the project once they have come up with a scope. The implementation of a project takes place within a specific context in a specific place.
The successful implementation of a project is dependent on the availability of the necessary resources. Resources can be physical or human. For instance, if the project revolves around the construction of a dam, the physical resources include: concrete, forklifts, cement and metal pillars. The human resources include engineers, draughts men, masons, plumbers, welders, accountants, electricians and project managers. These workers are the force behind the implantation. If an organization does not already have workers who can complete a given project, it is often recommended that they hire workers on a contractual basis for the duration of the project. It is therefore often recommended that the project be realistic right from the start.
The project cannot be implemented without factoring in the financial aspect. Each project will therefore have a budget that gives an estimate of what the project will cost. The cost of materials, the cost of labour and incidental expenses are some of the costs that are factored into a project. The budget gives an outline of the cost of project versus the funding that has been provided for the project. The schedule of the project and the project plan are often key factors when budgeting in order to they provide the budget planner with an opportunity to determine the the money that will be spent in order to meet the expectations that have been set to the required quality. In addition to acting as a guideline as to how the finances will be allocated, the budget also allows the project manager to set the priorities. The budget also provides the project manager with an opportunity to find ways to meet the financial requirements.
Quality assurance and quality control are also important aspects of projects. Quality control refers to the measures that are taken in order to ensure that the deliverables are within the desired standards. For instance, if a project revolves around the construction of a dam, quality control measures would involve testing the stability of the pillars and integrity of the cement that has been used during construction. On the other hand, quality assurance refers to the process that is used for the creation of the deliverables. Quality assurance can be done by the project manager or by a third party reviewer. For instance, if the project being implemented is the construction of a dam, quality assurance would involve audits and process checklists. Projects may run for several years or a few months or days. Regardless of the duration of a project, projects are often temporary. They are designed to meet specific objectives during the set duration hence can be referred to as temporary. Once the set objectives have been met, the project has been completed.
Each project has a cycle which can` be summarized as follows: the first step of a project involves analysis of the needs of the organization, company or community. This is critical because ultimately the project takes time and resources to implement hence should only commence if it necessary. The analysis of needs enables the project manager to identify what is likely to be changed through the implementation of a project. It also allows the project manager to come up with specific goals that will be attained in the course of the implementation of the project. The second stage is planning where the aspects of the project are brought together in a sequence. It is at this stage that the proposal is drafted. The implementation of the project follows. In the course of implementation of project, quality control and quality assurance measures are undertaken.
References
Mumford, M. D., Bedell-Avers, K. E., & Hunter, S. T. (2008). Planning for innovation: A multi-level perspective. Research in multilevel issues .
Paul Nightingale, C. B.-F. (2011). Projects, Project Capabilities and Project Organizations. Advances in Strategic management , 1098-1123.
Pinto, J. K. (2010). Project Management: Achieving Competitive Advantage and MS Project. New York : Prentice Hall.
