PRINCE2 Project Management in Construction
This is the first in a series of articles to help Construction, Management and Project (PM) professionals become more efficient at project management. As a professional would learn on a PRINCE2 Manchester Course.
The first characteristic of a project is that it has a start and an end, which are defined radially. Since a project manager needs to know this at the outset, project planning will be useful. Some issues to bear in mind are:
– Which issues demand a proactive approach to problem solving
– Which issues mandate the use of standard and pre-defined standard tools
– Which issues shall we call a routine activity? How can standard tools be adopted to carry out routine activities?
– Which issues are operations problems? These involve
– The need to focus on the integral processes and activities instead of considering them as artifacts
Often the project will be required to work on business change. An important aspect of project planning is project control. Management is responsible for the effective control of resources to ensure maximum rate and quality. The project design and control process should ensure that this control is in keeping with the business processes.
Project management is the preparation, implementation and control of essential processes and activities in order in order to produce the goal of a project. These processes and activities are called the project portfolio. A deliverable could be identified depending on the nature of the activities involved, it could be a service or it could be a product
Note: Although business process management is a business methodology the focus of a project management practitioner is the organization’s business processes.
It is very typical for project management to be in the process of its roll-up during the planning stage. This is where a project manager will be assisted by the project team. In the case of a software project, where passive testing has been carried out by the software provider, it is often assumed that software bug filtering is included.
It is rare for a project to look beyond software development and be formally managed. Project management people do not have the same formal accountability as operational managers for projects which do not use software.
Project managers probably come from many different industries, University results have made a link between project and procurement as one of the biggest areas of reduction and related savings.
Most people are aware of project review and closure. It is very common for a project to have quality control measures in place, and these will get a flurry of activity at the completion of a project. It is the time it takes between requirements to defined to roll-up that is the real challenge to efficiency.
The customer, and possibly customer authorities and all the affected parties will be stakeholders.
No project is a panacea. There will be a need to deliver business-critical applications or gadgets.
Projects will take anywhere from a few days to a few months to complete. There are often tight and re-defined release dates. If these briefs are not followed, significant cost and schedule overruns, schedule delays and quality issues will occur.
Unmanaged or not, it is unlikely that any new data collecting data base will be available prior to the end of term for which the project is scheduled.
It can be seen that different areas of work from individual projects need to be treated as discrete units (not as exploitables).
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