User : 56826864 - MEGAN KELLEY

Course : Diploma in Project Management

Notes :
OVERVIEW
The Project Management Institute (PMI) defines a project as a temporary endeavor
to create a unique product, service, etc.
Project management requires the appropriate organization of people, equipment, and
procedures to complete a project within a set timeframe and budget. A Project
Manager is responsible for coordinating all these resources to achieve the project
objective.

CONSTRAINTS
Cost: the projects budget, including the expenses needed for developing the
project. Many projects that receive funds or grants have contract clauses with a use
it or lose it approach. You will lose all the funds given if you dont use them.
Projects cant go over budget without eventually requiring corrective action.

Scope: The scope is what the project is trying to achieve, or one could say the
scope is the reason and purpose of the project.

Quality: the project must meet the standards, specifications, and requirements.

Risk: the events that will/can occur and the impact on the project

Resources: the people, requirements, and materials available for the project. Time
and budget could also be considered resources.

Time is the time it takes to complete the project, whether the amount of time it
takes or the amount of time set out for the project to be completed.

TRIPLE CONSTRAINT
These primary constraints include schedule, scope, and cost, which is why the
triangle of constraints is called the triple constraint.

TYPES
agile techniques use short development cycles(sprints) to deliver the
must-have/essential features first and then over cycles(sprints) to add, improve,
replace, and overall update the working product/software.
The agile cycles are called sprints and typically last about 2 to 3 weeks for each
one

GANTT
Developed by Henry Gantt in the 1910s, it is a type of bar chart that
illustrates a project schedule and can show the various phases and activities of the
project. Gantt charts were employed in many infrastructure projects in the United
States, including Hoover Dam and later the Manhattan Project.

CPM, PERT
Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT).
These three tools form the basis for documenting and managing project progress.
These tools produce graphical representations of projects; all current project
management software includes these components.
The program evaluation and review technique (PERT) was developed for the United
States Navy’s Polaris missile submarine program.
The critical path method (CPM) was developed for managing plant maintenance
projects.

QUESTION ANSWERED WRONG IN INTERVIEWS

Q. What type of person makes an exceptional Project Manager?

A. The best Project Managers I have encountered like to take a complex problem and
break it down into smaller, manageable components. They are highly organized and
usually quite logical in their outlook on problems. Most project Managers have a can
do approach; they understand that all problems have solutions.

Q. What project management tools do you use to coordinate projects?

A. GANTT charts are the most helpful tool for coordinating projects, but I also
track spreadsheet information.

PHASES (LIFE CYCLE)

Investigation or Initiation Phase

Planning and Design Phase

Production or Execution Phase

Closing or Monitoring and Evaluation Phase.

PHASE 1: INVESTIGATION (INITIATION)

This phase involves:
The initial commissioning of the project

A feasibility study of the initial aim and goals

An investigation into the possible ways the project could be completed

Identification of significant deliverables and workgroups involved.

This phase is undertaken by top-level management or strategic planners who provide a

project brief to the project team or project manager before they move into the
planning phase.

PHASE 2: PLANNING AND DESIGN

This phase is important as it provides the foundation for the following phases.
The aim of this step is to ensure that the objectives can and will be met within the
set time and budgetary constraints. This phase involves:

Defining the exact purpose of the project and clearly defining the objectives to be
achieved

Breaking the project into tasks or activities and defining the purpose of each

Estimating the shortest and longest possible time required for each activity

Identifying milestones and key time markers in the project that keep the project on
schedule

Prepare a budget for the project by running a cost estimate of the time and
resources involved.

A risk assessment of the project to identify any roadblocks that could prevent the
completion of the project. This is also an excellent time to identify all
stakeholders in the project.

Determining the sequence of activities and any constraints affecting the sequence.
For example, some tasks must be completed before others can start, or particular
resources might be required for the activity.

This also includes:

• Deciding which activities should be completed before others can commence.
• Identifying activities that can be done simultaneously or must be done at the same
time.
• Assigning resources, people, materials and equipment to activities.
• Estimating the cost of resources.
• Drawing up a calendar of events.
Document a quality plan to outline standards, control measures,

PHASE 2: DELIVERABLES
The deliverables or final output of this phase could include:
A project plan for management review
A GANTT chart
A PERT diagram, including a critical path or a network diagram

PHASE 3: PRODUCTION
During this phase, the plan is put into operation. It should provide a completed
project ready to be handed over to clients. Alternatively, it may end in a full
implementation, i.e. at the end of an internal organizational project.

Implementation of Project Plan: The project plan is actively executed, and the tasks
outlined within it are performed.
Monitoring and Control: Continuous monitoring, controlling and recording the
progress of the project of progress is essential with the project. The project
manager adjusts the plan based on variances from the initial plan.

Corrective Actions: Ensuring the project stays aligned with the original plan. If
deviations occur, the first step is to realign the project with the original plan.
If realignment is not possible, variations are documented, and modifications to the
plan are made and communicated.
Communication: Regular updates should be provided to project sponsors and key
stakeholders according to previously agreed-upon schedules and formats.

Status Reports: These reports focus on the anticipated outcomes concerning cost,
schedule, and quality of deliverables. They are critical for informing all
stakeholders of the projects direction and expected endpoint.

Quality Review and Acceptance: Each deliverable is reviewed against predefined

acceptance criteria to ensure quality. Once the customer produces and accepts all
deliverables, the project moves towards closure.

Project Closure: After all deliverables are accepted, the project is considered
complete and ready for formal closure.

PHASE 4: CLOSING PHASE (HANDOVER)

At this point, the management will also assess the projects success. This
assessment is based on the elements of efficiency and effectiveness:

Quality: How well it has met the objectives? What is the final quality of the
product?

Cost: Did the project stay within the budget specified and proposed use of
resources?

Time: Did the project finish on or before the specified date? Was it the shortest
possible time for the project?

Timeliness: Was the project completed in time for the information to be of use?

Accuracy: Are there any errors in the product?

Relevance: Does the project/product include only the clients required elements?

Completeness: Does the client have everything they need to do their work and make
decisions?