This manual was developed to guide project managers through corporate project management methodology. The project life cycle consists of four major phases: Initiation, Project Planning,
Project Execution & Control, and Project Closeout. Documents and Templates supporting the project management process have been tailored to meet the need of having a “Basic Toolkit” of pre-designed forms. Forms and sample reports are included in Appendix B and referenced throughout this manual. Hyperlinks are provided to take you directly to the tools if you are using an electronic copy of this manual.
This manual presents a framework for managing projects using basic tools needed for success. The framework should be modified for each individual project as it applies to the given effort. This model provides a methodical approach to conducting projects so that they meet the needs of the project sponsors successfully and consistently. A Glossary (Appendix A) of common project management terms is included to help standardize terminology throughout the organization.
1.2. An Overview of the Project Management Philosophy and Mission
In today’s business environment, two factors have become common: change and complexity. The nature of business has incorporated these factors into our everyday lives. We work in an environment of constant change and increasing complexity, and must be competitive, productive, customer-focused, and profitable.
Much has been written about change in the business community. Indeed, we all know the one constant is the existence of change. Marketing strategies, manufacturing strategies, service strategies - all must accept the realization that as soon as the details are spelled out, factors in the marketplace will demand that the strategy be revisited. Managing change has become a key ingredient for today’s successful business.
Business has also become extremely complicated. This complexity is related to the number of factors involved in the effort, the global scope of markets, and the sheer size of the efforts being undertaken. Even small decisions often involve the interplay of hundreds of variables.
Project management is both an art and a science. The processes presented in this document illustrate the science of project management. The science consists of a systematic approach using a standard methodology. The art consists of “soft skills” including leadership, trust, credibility, problem solving, and managing expectations. The art of project management is developed through experience, practice, and intuition. A project manager who is skilled in the art instinctively knows how and when to react to
project problems. Project management is equally divided between the art and science and a successful project manager utilizes and refines both skill sets to effectively manage projects.
1.2.1. The PMO’s Mission
The Project Management Office (PMO) will ensure effective implementation of corporate strategic objectives by providing leadership and oversight of projects and programs. The PMO will utilize industry recognized project management processes and disciplines to become a center of excellence offering project management resources, consultation, tools, training, support, and planning to any organization or individual within the organization.
1.2.2. What Is A Project?
Projects have become the new way of accomplishing and managing business activities. Projects are the temporary assemblage of key personnel designed to accomplish specific business objectives with identifiable customers in mind. A project has a beginning and an end. The project team dissolves once the objectives are met. It is fluid and driven by the specific needs of that business. The project approach to managing business activities embraces change and complexity.
Projects can be defined in many different ways. However, there are some traits that all projects have in common. Typically, these traits are used to identify what a project is. The most distinguishing feature is a specific time frame. All projects have a beginning and an end. Many efforts are called “projects” but actually become programs as they extend indefinitely and cover broader, less specific business objectives. Projects must have a clear, definitive goal or objective. The objective is specific, identifiable, and can be accomplished. A project usually involves varied activities, which produce quantifiable and qualifiable deliverables that when added together, accomplish the overall objective.
Key Characteristics of Projects
A project has boundaries, so its extent is defined.
A project is a one-time effort, usually requiring finite resources.
There are distinct start and end dates for projects.
You know when you have reached the end of the project.
1.2.3. What Is Project Management?
Project Management is the process of achieving project objectives (schedule, budget and performance) through a set of activities that start and end at certain points in time and produce quantifiable and qualifiable deliverables.
Successful project management is the art of bringing together the tasks, resources and people necessary to accomplish the business goals and objectives within the specified time constraints and within the monetary allowance. Projects and Programs are linked directly to the strategic goals and initiatives of the organization supported.
1.2.4. What Is A Project Management Life Cycle?
The process each manager follows during the life of a project is called the Project Management Life Cycle. A proven methodical life cycle is necessary to repeatedly implement and manage projects successfully.
During the life cycle of any project, proven and tested project management processes or best practices are should be initiated. The types and extent of processes initiated depend on the nature of the project, i.e. size, probability of failure and consequences of failure. Strong and effective leaders apply process to protect all projects.
The Project Management Institute (PMI) provides guidance for project management in the Project Management Body of Knowledge (PMBOK). Every project has a life cycle, with a beginning, a life and an end (defined by accomplishing the objective). The following defines a typical project life cycle and shows the relationship between PMBOK Life Cycle Phases and our Life Cycle Phases:
PMBOK Phases
Our Methodology Phases
Initiation
Initiation
Planning
Planning
Executing
Controlling
Execution and Control
Closing
Close-out
There are 9 major knowledge areas of project management that PMBOK describes as required expertise for all project managers. They are:
Scope Management
Communications Management
Risk Management
Human Resources Management
Procurement Management
Time Management
Cost Management
Quality Management
Integration Management
Each of these management areas consists of processes, tools and techniques that are produced and/or applied to some degree during the course of any project. The following set of illustrations depict the project management life cycle, knowledge areas, and processes used:
City of Chandler PM0.0.0-PMMethodology-GDE.doc
Project Management Methodology Guidebook Project Management Overview
Project Management Methodology Guidebook Project Management Overview
