Understanding PRINCE2 Project Management
In today’s economy and business environment, corrosive competitive pressures are driving businesses to minimize costs and use their resources wisely. Meetings take place across all industries, functions, processes, and employees. Projects are managed across all functions, locations, departments, etc. across all geographic areas. All employees contribute to the success and profitability of their department and of the whole company. There is a constant need to improve the input of information from the employees within those departments and across the company to the departments across the company to the output for which they are paid to execute their roles and responsibilities. Since the complexity of the projects requiring management approaches and skills are increasing, project managers are challenged to stay on top of the many details involved in the projects within their area of responsibility. As on a PRINCE2 practitioner Course with exams.
Projects: Introduction to Project Management
The need for projects stems from the realization that the world moves forward so faster than before. This realization has caused a greater demand for knowledge, expertise, and experience within all fields of business. It also has impacted on the need for projects to complete real goals, which are usually found to be quality related, within an extended time frame, and to support the business targets. The need for projects also stems from the need for the decision makers within the organization to change the way they do business to implement a new set of behaviors. Many new initiatives for obtaining business results result in new policies and requirements.
Project selection is a complex and important exercise which involves the life cycle of the new initiative, project selection process which calls for the identification of the internal driving forces that will support the implementation of the new initiative, and the project planning in which the project plan is implemented for the given time schedule. All project managers, both experienced and inexperienced, need to be able to complete this complex exercise in order to be successful.
What makes a project viable?
All projects have three key characteristics: Quality or output, Cost, and Time. Quality can be defined as the how a project will meet the needs of the organization at the budgeted and projected cost, and time can be defined as the project timeline to achieve these goals. The reality of projects within the corporate environment is that costs can exceed the allocated time frame, and often this includes unacceptable work practices, within the scope of the requirements of the output or quality that is expected for the delivery of this project. For example, a deadline is set for a large capital engineering project, when the large engineering team member estimates that he will be able to finish the project in less than the estimated time scheduled for the project. The consequences of this mistake are substantial because the engineer is not leading and his deadline has not been respected (time missed equals cost overrun).
The results of a lack of quality, quality is also assured through consistent deliverables and not just must be “on top of the list.” This usually results in the complete extraction of all the deliverables and end-user support on-time and within budget. For example, a major computer system has been implemented yet the data network is not ready and waited for implementation, which are really outside the scope of the intended use of the computer system and a significant effort will be needed to both implement and configure the data system to these new requirements.
Quality Assurance is critical to all projects. Two of the key areas of performance and quality assurance are the planning and control of the schedule and the 4-S program. Often, quality assurance is ignored by all too often prefer them at the end of the process. The best way to assure a quality controlled process is to have effort at the beginning of an initiative that clearly defines targets and has a process for measuring.
A major key to quality is to catch problems before they start to eat up you person data causing your processes to need another cycle of development.
You may have seen other professional’s work around a computer system trying to improve quality. Your systems have known to have faults as they have not been properly developed. When a computer system is up and running and there are data errors, the data will go unstable because of wear-out. The data is captured on-line and then there is a large amount of re-work that is required to bring these components and data to optimal performance. The issues are that these errors can be made without a diagnosis and the process is not performing, often a large amount of time is spent trying correct and iron-clad data.
The main areas missed in this process needs to be taken into account when planning and implementing any system. This is where any substantial review of these issues must occur. Risks can be lessened by working with others to develop and refine the process to remove the errors from the program and your systems like is described in the 4-S program.
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