Agile Project Management – The Process of Project Management
This is the third article in a series covering all the aspects of project management. In this article I will talk about the planning phase of a project and outlining the necessary procedures to follow to put the plan into action. In the first article of the series I covered the techniques of successful project planning. Here I will go over the procedures in putting the plan into action. An Agile PM course and training can really help with this.
Plans are of two types: WHAT and HOW. The WHAT section is the plan you develop for your project. This will generally include a description of the project, the items that will be produced or manufactured or the quality standards required to achieve the ends of the completion of the project. The HOW section of the plan is how the project is to be accomplished. This includes the plans for the presentation and outreach of your plan. The WHAT section contains the details in how your plan is intended to be carried out. The HOW section is contingent upon the HOW you have presented the plan.
No two plans are alike. In order to have a project that is successful, you must have two or more different plans running back and forth between the manager and the team member. In the planning phase of your project, clarify with the other person what each aspect of the project will consist of. Compile all the relevant and detailed information and lay it out on paper. Make a list of those aspects or details that need to be recorded and then organize the list into the order of importance. These lists should go back and forth before implementing the plan.
The best time to sit down and come up with your project plan is right after you have designed the project your first time around. You’ll know where you want to have the project end in your mind. Take your time, really think about it, you’ll be forced to take concrete steps to achieve the desired result.
When you are building the project plan remember this rule: The difference between the predictor and the predicts or the control charts and the inferences drawn from them are the things that are in your control. In other words we need to know the indicators which will tell us how our projects will perform. Projects often are driven either by the manager or the project team. It is those indicators which are in our control that are the greater the control of these projects. If we’re impacted either by the progress of the project or someone, an outside source, we need to be aware of that as an indicator. If we do not have a plan in place to track how this will impact our project and we are not tracking this, this will inevitably be an indicator to us that we have an issue with this project.
We must be aware of what is in our control space; this is where a project manager’s key responsibility is built. You must be monitoring indicators, even if you lack momentum or danger in which you are monitoring those indicators, you will be aware that there might be an issue around the project. Always question your entities because it is their functions, strengths and weaknesses that are affecting the success of the project.
The primary function of a project manager is to monitor all the tools, instruments, and resources in which these projects are utilizing to make the project successful. You must maintain the records of these. You must also be aware of who is supplying who to the project and agree with the cost on these, and the ROI on projects. It is the job of the project manager to monitor all of these co-operation. The goals cannot be met without the usage of the resources the project is to utilize. If your project team is going to learn strategies and ways to better their resourceBehind the undertaking. This is where X-references will come in. You will be implementing the project to the resources the team is currently utilizing and also with new resources, and this is positive for the project and the team as a whole: a higher efficiency per project.
A beneficial ingredient to knowing about resource usage is pacing. If your team is not progressing in the way that you would like you must find out why you are not gaining the progress you had forecasted. Although you may be aware of issues around the project you may not be picking up the real reasons behind these issues. Pacing will help you discover the cause of nutrient cosmic interdependencies or mis dependencies between the project stakeholders. Any causal influence must be claimed into the project as you only can prevent it from becoming fatal. A secondary objective underlying pacing is to provide the understanding of the “what” and why for resource usage to discuss an easy to read version of your resource usage calendar where you can discuss the incremental strategies which will keep you from incurring those resource stalls and other black-spots.
To lead a successful project you must possess the expertise to solve the organization’s problems.
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