| How do you know that your project that seemed to | | | | are accepted upon. This initial plan is provided to the |
| have started well will end well? How can you be sure | | | | stakeholders to see that they are in consensus with |
| that your project won't go off course on transit? | | | | the dates. The stakeholders need to be apprised of |
| The manager has to be very much aware of how his | | | | all the developments through various media such as |
| her plan is progressing. Once it begins, so many | | | | presentations, etc. |
| people are involved that the person in charge must | | | | Keeping an eye on the project! |
| be very careful, to not let the overall control get | | | | The manager should be ever alert in assessing the |
| away from them. | | | | overall progress. Several documents are prepared in |
| In this article, an attempt is made to describe the | | | | which the status and progress of the project are |
| project management process which is put to use by | | | | noted. The cost predictions are compared with the |
| many organizations to vest the control of the | | | | actual cost incurred. The effectiveness of the job |
| development with the manager at all times. | | | | can be measured by earned value, or activity float |
| Asking the right questions! | | | | statistics. |
| The requirements of the customers should be | | | | Then the project manager sits down and considers |
| communicated to the project team without any | | | | the areas of potential concern to the plan. These |
| ambiguity. To ensure this, all the stake holders of the | | | | areas are analyzed and the findings along with the |
| assignment are convened for a joint sitting. The | | | | solutions are added to the reports prepared earlier. |
| manager and team leaders must ask the right | | | | An exit phase check list is made and is reviewed. |
| questions to the customers to get their priorities and | | | | Remake and reschedule plans! |
| requirements straight. The customers on the other | | | | To cope with any potential risk factors and areas of |
| hand are expected to understand what exactly can | | | | concerns the project plan needs to be revisited. The |
| be achieved by the project team, again by asking | | | | manager is now entrusted with the task of adjusting |
| the right questions! | | | | and modifying the plans and schedules to overcome |
| Can we make it? | | | | the problems that exist and those that are |
| Now the project team is convened. They discuss | | | | forecasted. |
| about the requirements gathered and accept on the | | | | Project termination! |
| goals that must be achieved to satisfy the customer. | | | | When the manager reviews the project and checks |
| Then the scope of the job and the feasibility of it | | | | the deliverables to approve them as a successful |
| are studied and documented. If the team concludes | | | | outcome, the assignment is officially concluded. Now |
| that the plan is a worthwhile venture, they mention it | | | | the team members must take the pains to complete |
| in the document. A part of the document goes to all | | | | the documentations that were maintained throughout |
| the stakeholders to understand the scope of the | | | | the assignment not because failing to do so will make |
| project. | | | | their employer kick them out, but it forms an |
| What is the way to go? | | | | effective guideline for future projects. |
| Once the project scope and goals are defined, it is | | | | The important issue with an effective project |
| time to divide the plan into tasks and sub tasks. A | | | | management process is the ability to be dynamic in |
| project schedule is drawn up to allocate work for | | | | rescheduling while keeping to the deadline without |
| each person and the deadlines for each of the tasks | | | | compromise. |