Introduction
Topics
- Simple process parts
- Basics
- Problem statement
- Mission statement
- Strategy
- Scope
- Objectives
- Deliverables
- Schedules
- Planning
- Control
- Why - what can go wrong?
- Monitoring
- General
- What scope?
- Time
- Cost
- Cost - common terms
- Cost overspend
- Cost cash flow
- Progress reporting general
- Progress reporting Project Board
- Progress reporting what data?
- Taking action what does this entail?
- Assessing the situation
- Resolving issues and problems
- Contingency
- Areas of review
- Controlling change part 1
- Controlling change part 2
- Document control procedures
- Project completion
- Quality management plan overview
- Plan - areas to define
- Quality
- Risk management
- Project review
- Project manager
- Construction
- Reports
- Manual methods
- Time and duration
- Precedence grid
- Task flow charts
- Task flow charts Activity-on-Node networks bubble diagrams
- Task flow charts Activity-on-Node networks bubble diagrams
- Task flow charts Activity-on-Arrow networks
- Task flow charts Activity-on-Arrow networks arrow diagrams
- Task flow charts Activity-on-Arrow networks arrow diagrams float v slack
- Contingency 1 General
- Contingency 2 The weather
- Resource
- Project management systems
- Six sigma part 1
- Six_sigma part 2
- Six_sigma part 3
- SCRUM part 1
- SCRUM part 2
- SCRUM part 3
- Earned value management part 1
- Earned value management part 2
- Earned value management part 3
- Earned value management part 4
- Earned value management part 5
- Earned value management part 6
- Sensitivity analysis
- PMBOK part 1
- The Project Management Knowledge Areas part 2
- The Project Management Knowledge Areas part 3
- The Project Management Knowledge Areas part 4
- The Project Management Knowledge Areas part 5
Detailed planning
- Overview
- Initial estimation simple cost plan
- Initial estimation high level plan first review
- Initial estimation high level plan second review
- Initial estimation budget cost plan
- Estimating overview
- Estimating why are estimates too long
- Estimating why are estimates too short
- Estimating data usage
- Dependencies 4 basic types
- Dependencies (schedule)
- PERT and slack (float)
- PERT part 1
- PERT part 2
- PERT part 3 Cumulative Probability graph
- Elapsed time example for a task
- Roles and responsibilities
- Responsibilities and resources
- The Gantt chart
- Constraints resource
- Critical path part 1
- Critical path part 2 choosing one
- Criticalpath part 3 eliminating one
- Critical path part 4 reducing durations
Control – part 21 - Project completion
Is the customer satisfied?
You may well have produced your product to the correct specification, on time, within budget and to the right performance
and quality criteria but is the customer happy with it?
You would hope so, but only the customer will tell you … find out by asking.
If he or she isn’t, find out why and review the issues.
It could be that there has been some serious breakdown in communication along the way.
Keep the customer informed and make sure there is no margin for ambiguity in any of the agreed documentation.
Serious problems should not arise if communication with the customer has been good and continuous.
Project closure is not just about handing over the product to the customer.
When a product is transferred there are many other aspects that must be addressed.
For example:
SupportThe product may be fine at handover but the customer will likely want support to make sure that it works in the field for a reasonable time without problems.
There may be customer staff training to consider.
There may be long term support for parts, training (less likely) and general repairs.
These aspects must be considered an allowed for.
Conduct a project review
As well as the product the project process must be wound down and finished in a controlled manner.
This would entail a project review that would cover:
It is advisable for the project management team to carry out a post mortem to try to measure the success of the project.
Assuming the products and reports are out of the way, how else do you measure success?
Customer feedback is vital for the product itself.
In addition, there will be business measures.
Has the project met all of the criteria as set out in the Business Case as for PRINCE2®?
This would include overall costs which may have been influenced by any delays.
Are there any other areas of work to complete?
This would include identifying and recording all support work.
It would also include the completion of all reports or staff issues etc.
What lessons has the project learnt?
This could cover:
- For future projects
- Other projects still running
- General business issues
- The processes used
- The skill set of personnel
- Training plans etc
Project closure is covered under PRINCE2 [see ‘The Complete Project Management plus PRINCE2’] within the process ‘Closing a Project (CP)’.
PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
Non - PRINCE2 information
Non – PRINCE2
Project review [see Project review – part 1 - The benefits]
Control
Areas of review [see Control – part 17 - Areas of review]
Assessing the situation [see Control – part 14 - Assessing the situation]
Contingency [see Control – part 16 - Contingency]
Controlling change – part 1 [see Control – part 18 - Controlling change – part 1]
Controlling change – part 2 [see Control – part 19 - Controlling change – part 2]
Cost - cash flow [see Control – part 9 - Cost - cash flow]
Cost - common terms [see Control – part 7 - Cost - common terms]
Cost - overspend [see Control – part 8 - Cost - overspend]
Cost [see Control – part 6 - Cost]
Document control procedures [see Control – part 20 - Document control procedures]
General [see Control – part 3 - General]
Monitoring [see Control – part 2 - Monitoring]
Progress reporting - general [see Control – part 10 - Progress reporting - general]
Progress reporting - Project Board [see Control – part 11 - Progress reporting - Project Board]
Progress reporting - what data? [see Control – part 12 - Progress reporting - what data?]
Resolving issues and problems [see Control – part 15 - Resolving issues and problems]
Taking action - what does this entail? [see Control – part 13 - Taking action - what does this entail?]
Time [see Control – part 5 - Time]
What? - scope [see Control – part 4 - What? - scope]
Why? What can go wrong? [see Control – part 1 - Why? What can go wrong?]
PRINCE2 2005
Introduction
Definition [see Introduction part 1]
Terminology [see Introduction part 2]
What is a project? Scope [see Introduction part 3]
The processes [see Introduction part 4]
Introduction to processes [see Introduction to processes]
59The components [see The components]
Business Case [see Business Case - part 1]
Closing a Project [see Closing a Project (CP) - part 1]
Confirming Project Closure [see Directing a Project (DP) - part 6]
Designing a Project Management Team [see Starting up a Project (SU) - part 3]
Plans - benefits [see Plans - part 1]
Quality in a Project Environment [see Quality in a Project Environment]
PRINCE2 2009
Introduction
Foreword [see Foreword]
Purpose [see Introduction part 1]
What does a project manager do? [see Introduction part 2a]
What is it we wish to control? [see Introduction part 2b]
The structure of PRINCE2 [see Introduction part 2c]
What PRINCE2 does not provide [see Introduction part 3]
Acceptance records [see Quality - The PRINCE2 approach - Quality planning - Acceptance records]
Approval records [see Quality - The PRINCE2 approach - Quality planning - Approval records]
Dealing with changes to the project management team [see Organization - The PRINCE2 approach - The project management team – Dealing with changes to the project management team]
Product Descriptions [see Quality - The PRINCE2 approach - Quality planning - Product Descriptions]
Project Board [see Organization - The PRINCE2 approach - The project management team - Project Board]
Project management team structure [see Organization - The PRINCE2 approach - The project management team]
Project Product Description [see Quality - The PRINCE2 approach - Quality planning - The Project Product Description]
Quality control [see Quality - The PRINCE2 approach - Quality control]
Quality defined [see Quality - Quality defined]
Quality methods [see Quality - The PRINCE2 approach - Quality control - Quality methods]
Quality purpose [see Quality - Purpose]
Quality records [see Quality - The PRINCE2 approach - Quality control - Quality records]
Quality Register [see Quality - The PRINCE2 approach - Quality planning - The Quality Register]
Quality The PRINCE2 approach [see Quality - The PRINCE2 approach]
Size of the Project Board [see Organization - The PRINCE2 approach - The project management team - Size of the Project Board]
The Quality Management Strategy [see Quality - The PRINCE2 approach - Quality planning - The Quality Management Strategy]
Plans
Activities [see Plans - The PRINCE2 approach - Identify activities and dependencies - Activities]
Analyse the risks [see Plans - The PRINCE2 approach - Analyse the risks]
Create the product breakdown structure [see Plans - The PRINCE2 approach - Prerequisites for planning – design the plan - Create the product breakdown structure]
Create the product flow diagram [see Plans - The PRINCE2 approach - Prerequisites for planning – design the plan - Create the product flow diagram]
Dependencies [see Plans - The PRINCE2 approach - Identify activities and dependencies - Dependencies]
Design the plan - Write the Project Product Description [see Plans - The PRINCE2 approach - Prerequisites for planning – design the plan - Write the Project Product Description]
Document the plan [see Plans - The PRINCE2 approach - Document the plan]
Exception Plans [see Plans - Plans defined - Exception Plans]
Levels of plan [see Plans - Plans defined - Levels of plan]
Plans - Define and analyse the products [see Plans - The PRINCE2 approach - Define and analyse the products]
Plans - Philosophy [see Plans - The PRINCE2 approach - Philosophy]
Plans - Purpose [see Plans - Purpose]
Prepare estimates [see Plans - The PRINCE2 approach - Prepare estimates]
Prepare the schedule - Agree control points [see Plans - The PRINCE2 approach - Prepare the schedule - Agree control points]
Prepare the schedule - Assess resource availability [see Plans - The PRINCE2 approach - Prepare the schedule - Assess resource availability]
Prepare the schedule - Assign resources [see Plans - The PRINCE2 approach - Prepare the schedule - Assign resources]
Prepare the schedule - Calculate total resource requirements and costs [see Plans - The PRINCE2 approach - Prepare the schedule - Calculate total resource requirements and costs]
Prepare the schedule - Define activity sequence [see Plans - The PRINCE2 approach - Prepare the schedule - Define activity sequence]
Prepare the schedule - Define milestones [see Plans - The PRINCE2 approach - Prepare the schedule - Define milestones]
Prepare the schedule - Level resource usage [see Plans - The PRINCE2 approach - Prepare the schedule - Level resource usage]
Prepare the schedule [see Plans - The PRINCE2 approach - Prepare the schedule]
Prerequisites for planning – design the plan [see Plans - The PRINCE2 approach - Prerequisites for planning – design the plan]
Project Plan [see Plans - Plans defined - The Project Plan]
Stage Plans [see Plans - Plans defined - Stage Plans]
Team Plans [see Plans - Plans defined - Team Plans]
What is a plan? [see Plans - Plans defined - What is a plan?]
What is planning? [see Plans - Plans defined - What is planning?]
Write the Product Descriptions [see Plans - The PRINCE2 approach - Prerequisites for planning – design the plan - Write the Product Descriptions]
Risk
Assess [see Risk - Risk management procedure - Assess]
Communicate [see Risk - Risk management procedure - Communicate]
Identify – part 1 [see Risk - Risk management procedure - Identify – part 1]
Implement [see Risk - Risk management procedure - Implement]
Plan [see Risk - Risk management procedure - Plan]
Risk management in projects [see Risk - Risk management in projects]
Risk management procedure [see Risk - Risk management procedure]
Risk Management Strategy [see Risk - Risk Management Strategy]
Risk Register [see Risk - Risk Register]
What is a risk? [see Risk - Risk defined - What is a risk?]
What is at risk? [see Risk - Risk defined - What is at risk?]
What is risk management? [see Risk - Risk defined - What is risk management?]
Change
Capture [see Change - The PRINCE2 approach - Issue and change control procedure - Capture]
Configuration Item Records [see Change - The PRINCE2 approach - Establish controls - Configuration Item Records]
Configuration management [see Change - Change defined - Configuration management]
Configuration management procedure [see Change - The PRINCE2 approach - Configuration management procedure]
Configuration Management Strategy [see Change - The PRINCE2 approach - Establish controls - Configuration Management Strategy]
Daily Log [see Change - The PRINCE2 approach - Establish controls - Daily Log]
Decide [see Change - The PRINCE2 approach - Issue and change control procedure - Decide]
Establish controls [see Change - The PRINCE2 approach - Establish controls]
Examine [see Change - The PRINCE2 approach - Issue and change control procedure - Examine]
Implement [see Change - The PRINCE2 approach - Issue and change control procedure - Implement]
Issue and change control [see Change - Change defined - Issue and change control]
Issue and change control procedure [see Change - The PRINCE2 approach - Issue and change control procedure]
Issue Register [see Change - The PRINCE2 approach - Establish controls - Issue Register]
Issue Report [see Change - The PRINCE2 approach - Establish controls - Issue Report]
Issues [see Change - Change defined - Issues]
Product Status Account [see Change - The PRINCE2 approach - Establish controls - Product Status Account]
Propose [see Change - The PRINCE2 approach - Issue and change control procedure - Propose]
Types of issue [see Change - Change defined - Types of issue]
Process
Final delivery stage [see Introduction to processes - The PRINCE2 journey - Final delivery stage]
Initiation stage [see Introduction to processes - The PRINCE2 journey - Initiation stage]
Pre-project [see Introduction to processes - The PRINCE2 journey - Pre-project]
Subsequent delivery stages [see Introduction to processes - The PRINCE2 journey - Subsequent delivery stages]
Project
Appoint the Executive and the Project Manager [see Starting up a project – Activities - Appoint the Executive and the Project Manager]
Assemble the Project Initiation Documentation [see Initiating a project – Activities - Assemble the Project Initiation Documentation]
Authorize a Stage or Exception Plan [see Directing a project – Activities - Authorize a Stage or Exception Plan]
Authorize initiation [see Directing a project – Activities - Authorize initiation]
Authorize project closure [see Directing a project – Activities - Authorize project closure]
Authorize the project [see Directing a project – Activities - Authorize the project]
Capture previous lessons [see Starting up a project – Activities - Capture previous lessons]
Closing a Project - Purpose [see Closing a Project - Purpose]
Create the Project Plan [see Initiating a project – Activities - Create the Project Plan]
Design and appoint the project management team [see Starting up a project – Activities - Design and appoint the project management team]
Directing a project - Purpose [see Directing a project - Purpose]
Evaluate the project [see Closing a Project - Activities - Evaluate the project]
Give ad hoc direction [see Directing a project – Activities - Give ad hoc direction]
Hand over products [see Closing a Project - Activities - Hand over products]
Initiating a project - Purpose [see Initiating a project - Purpose]
Objective [see Closing a Project - Objective]
Objective [see Directing a project - Objective]
Objective [see Initiating a project - Objective]
Objective [see Starting up a project - Objective]
Plan the initiation stage [see Starting up a project – Activities - Plan the initiation stage]
Prepare planned closure [see Closing a Project - Activities - Prepare planned closure]
Prepare premature closure [see Closing a Project - Activities - Prepare premature closure]
Prepare the Communication Management Strategy [see Initiating a project – Activities - Prepare the Communication Management Strategy]
Prepare the Configuration Management Strategy [see Initiating a project – Activities - Prepare the Configuration Management Strategy]
Prepare the outline Business Case [see Starting up a project – Activities - Prepare the outline Business Case]
Prepare the Quality Management Strategy [see Initiating a project – Activities - Prepare the Quality Management Strategy]
Prepare the Risk Management Strategy [see Initiating a project – Activities - Prepare the Risk Management Strategy]
Recommend project closure [see Closing a Project - Activities - Recommend project closure]
Refine the Business Case [see Initiating a project – Activities - Refine the Business Case]
Select the project approach and assemble the Project Brief [see Starting up a project – Activities - Select the project approach and assemble the Project Brief]
Set up the project controls [see Initiating a project – Activities - Set up the project controls]
Starting up a project - Purpose [see Starting up a project - Purpose]
Time management
Introduction
Resources [see Resources]
Workaholic [see Workaholic]
What is time management? [see What is time management? Problem Time solving]
What is time management? [see What is time management? General]
Key time destroyers
Key Time Destroyers [see Key Time Destroyers]
Action chasing [see Action chasing]
Being disorganised [see Being disorganised]
Cant say 'No' [see Cant say 'No']
Crisis management [see Crisis management]
Desktop management [see Desktop management]
Friends [see Friends]
Large reports [see Large reports]
Low energy levels [see Low energy levels]
Meetings 1 [see Meetings 1]
Meetings 2 [see Meetings 2]
Multiple tasks [see Multiple tasks]
Others errors [see Others errors]
Other's jobs [see Other's jobs]
Paperwork [see Paperwork]
Perfection [see Perfection]
Poor communication [see Poor communication]
Poor control and reporting [see Poor control and reporting]
Poor delegation [see Poor delegation]
Poor information [see Poor information]
Poor leadership [see Poor leadership]
Poor planning [see Poor planning]
Poor preparation [see Poor preparation]
Poor self discipline [see Poor self discipline]
Putting things off [see Putting things off]
Resource issues [see Resource issues]
Responsibility, accountability and authority [see Responsibility, accountability and authority]
Socialising [see Socialising]
Staff issues [see Staff issues]
The boss [see The boss]
The telephone 1 [see The telephone 1]
The telephone 2 [see The telephone 2]
Travel time [see Travel time]
Unfinished tasks [see Unfinished tasks]
Unwanted callers [see Unwanted callers]
Work overload [see Work overload]
Your own errors [see Your own errors]
Risk management
Introduction
What is risk? [see What is risk?]
6 questions to define the project [see 6 questions to define the project]
The key areas of concern [see The key areas of concern]
What should risk analysis provide? [see What should risk analysis provide?]
3 Ways to view risk management [see 3 Ways to view risk management]
General comments on risk assessment [see General comments on risk assessment]
Accountability [see Accountability]
General comments on planning [see General comments on planning]
What are the core process steps to assess a risk? [see What are the core process steps to assess a risk?]
Simple process outline [see Simple process outline]
What are the basic overall process steps? [see What are the basic overall process steps?]
Stakeholders [see Stakeholders]
Success measures [see Success measures]
Why carry out Risk Assessment? [see Why carry out Risk Assessment?]
Business forecast
Business forecast [see Business forecast]
Business schedule risk [see Business schedule risk]
Business revenue and profit risk [see Business revenue and profit risk]
Business revenue and profit risk 2 [see Business revenue and profit risk 2]
Business profit simulation [see Business profit simulation]
Leadership
Introduction
Definition of leadership [see Definition of leadership]
Leadership and effectiveness [see Leadership and effectiveness]
Leadership qualities [see Leadership qualities]
Leadership functions [see Leadership functions]
Influence
Influence [see Influence]
Influence position [see Influence position]
Influence leadership styles for learning [see Influence leadership styles for learning]
Influence - who? [see Influence - who?]
Influence - how? [see Influence - how?]
Influence - Personal traits [see Influence - Personal traits]
Influence - Selling [see Influence - Selling]
The emerging leader
Emerging leaders [see Emerging leaders]
The boss [see The boss]
Training
Training [see Training]
Training selection [see Training selection]
Training opportunity [see Training opportunity]
Follow the leader [see Follow the leader]
Follow the leader - adverse behaviour [see Follow the leader - adverse behaviour]
Chess the middle game [see Chess the middle game]
Standards [see Standards]
At the top
Letting go [see Letting go]
Continuity [see Continuity]
Top of the ladder [see Top of the ladder]
Loneliness at the top part 1 [see Loneliness at the top part 1]
Loneliness at the top part 2 [see Loneliness at the top part 2]
The Top team [see The Top team]
Communication
Open questions [see Open questions]
Meetings [see Meetings]
Agenda [see Agenda]
General
Structure [see Structure]
Life transitions [see Life transitions]
Balance [see Balance]
Open questions [see Open questions]
CEO [see CEO]
Chairman [see Chairman]
Mergers and acquisitions [see Mergers and acquisitions]
Leaders and managers [see Leaders and managers]
Useful word derivation [see Useful word derivation]
Summary [see Summary]
other sites of interest in the series
- PRINCE2 2009PRINCE2 2009 updates PRINCE2 2005 and covers the principles, the themes -
business case, organisation, quality, plans, risk, change and progress.
The processes – starting up a project, directing a project, initiating a project, controlling a stage,
managing product delivery, managing a stage boundary, closing a project and tailoring PRINCE2 2009 and more... - PRINCE2 2005PRINCE2 2005 covers definition, terminology, the processes - Starting up a Project (SU), Initiating a Project (IP),
Directing a Project (DP), Controlling a Stage (CS), Managing Product Delivery (MP), Managing Stage Boundaries (SB),
Closing a Project (CP) and Planning (PL). The components – Business case, Management of risk,
Quality in a project environment, Configuration management Change control, Organisation, Plans and Controls.
Also, Product-based planning, change control technique and quality review technique and more... - Risk managementRisk management covers proactive and reactive planning, triggers, monitoring and control, risk combination,
what is risk, core process steps, project life cycle, terminology, cumulative probability graph, modifying plans,
plan types, identifying risk issues, assessing risk, cost model, Monte Carlo distribution, probability density function (PDF), uncertain events, correlated events, budget versus contingency, simple networks, Markov chain and more... - Time managementTime management covers goals, objectives, time logs, filing, delegation, planning, key time destroyers,
prioritising, urgent versus important, typical process, strategies, positive thinking,
mind maps, monochronic and polychronic time, culture,
convergent and divergent thinking, assertiveness, stress and more... - LeadershipLeadership covers definition, the vision, influencing, change, confidence, motivation,
strategy, personality indicators, trust and integrity, empowerment, prioritising, proactivity,
SWOT analysis, strategy, insight, personal direction, the three C’s, being positive, self discipline,
leadership training, meetings and agendas, styles and more... - MotivationMotivation covers performance management, empowerment, relations and needs, integrity and trust,
consequences, positive and negative reinforcement, measurement, feedback, goals, rewards,
appraisals, creativity and labelling, communication, coaching and mentoring, teamwork and self motivation,
insight, intuition, foresight, inspiration and influence and more... - Problem solvingProblem solving covers identifying a problem, the use of brain storming and the Pareto rule.
Also, cause and effect diagrams, the six word system, TRIZ,
the Gen′ichi Taguchi method, assessing a problem, planning,
implementing and monitoring solutions with feedback for further action and more...
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