Project Management with PRINCE2 in mind

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PRINCE2

Project management is a company’s method of planning.  Each project is different (examples include scope definition, cost estimation, milestones, and time frames) and a unique set of certified methodologies, processes, and tools are needed for each project.  The experienced project manager plans a project, works at it until it is completed, and communicates with all the parties involved, including the client, vendors (if relevant), and other parties.  A project is usually broken down into phases (elements), usually for five or more deadlines, which are measurable, and are shown in graphs, i.e. durations, for visual evaluation.  The team may work to some pre-defined milestones (normally three or more) which are commonly known as the project’s next steps. As on a prince 2 Courses London certification.

The manager will usually hire the firm’s projects management team based on the needs of the company at that time and rave about this team from time to time municipal speeches.  The team would analyze all of the details of the work to the job level and develop a master file that details the requirements for all the elements and the relationships between the elements, the works within the elements, and the escalation of the items known as a make/keep decision.  The team may meet to review all the deliverables at individual workstations today, this will, by the way, be done after most of the work is done on the project.  The team is a key element of a project’s success and the team is an ad-hoc, different-than-or-71/81 assembly of talent that is highly competent at doing their work but not here.

While the team is in the building process, the project managers must be ready for any circumstances that may arise such as union negotiations, legal meetings, and actions taken by Federal, state, or local government agencies.  The team, after they have had some practice, often finds to its dismay that they are not a part of the real project and have no authority, for example.  The team also realizes that they are not this project (i.e. no authority to do anything) and envisioned the devote 1500 hours to promote gas prices or to recover any documents that they may have lost in a snow storm.  At this point, the team is acting as a sub-contractor.  The team erodes because none of the original team’s stakeholders are aware of their existence.  The company can rely on the experience and skills of the mini- side project manager, not the full-time project manager.

The project manager manages a complete project from beginning to end and, ultimately, the ancillary activities of the team will become only as valuable as the end result.  The team’s work is responsible for its completion.  If the team is a successful project, then the team will provide a viable corporate revenue source to the company.  The bigger question that needs to be asked begins with the overarching question, “was this project feasible?”

The initial project objectives are designed to be realistic for the specific type and scope of the project, to meet budgetary requirements.  This is a measure of the common understanding of the project that relates to how funded (budget), how many resources, and how long it should take to show a return on investment.