A proposed or completed project is a time and resource-consuming exercise which requires a combination of expertise, experience and a high standard of expertise. It is an invaluable exercise to be undertaken in order for organizations to maximize their profits and known utilization of capital. A PRINCE2 Courses Glasgow can help learn this.
Projects should be run by teams led by a Project Manager, whose responsibility is to ensure that all required resources are committed to the task, to ensure standards of competence and utilization of the several available resources.
All projects, especially those which are either complex or risk-laden, require some organization and control. Tailor to the organization and control definition may change as the scope of the project expands or it becomes clearer what is required.
This is particularly important with more complex or threatening or disturbing projects, such as the transition of an organization to a different and expanded market or service, or the introduction of new, innovative technology.
There are many tools that can be used to manage a project, including scheduling packages,features of scheduling erase- Root cause analysis, Gantt analysis and Interim management. If you are considering or running a complex project, these tools should be incorporated.
Understanding is the first step in having a successful project. If a clear and unambiguous understanding of the scope is not available, then the sensible conclusion is to be avoided.
The scope must be precise. The scope must be realistic and this can only be done by an examination of the problem as it is standing and a plan which decisions can be based upon. This is an important step as the scope of a project can, and often should, be changed during the course of the project
Within resources, it is essential to understand the exact needs to bring a project to successful completion. This is also an important step as if the resources are not sufficient to deliver all that is required, the project will of course be complex, padded with additional resources.
Organizations have an idea in steel of what they are trying to deliver and may have a fairly good idea of the problems they will face. However, any objective assessment of how far this is the case will bring with it certain issues, which being changed and adjusted as conditions warrant, is the other key issue. This can be similar to point number 6, but on an ‘even keel’ basis before it starts to become a problem.
A clear statement of the project scope is necessary to provide a measure of certainty to decisions to benefit from money, time and effort saved.
Free of the body, a project benefits from proper planning, as all plans need a detailed and succinct description on how resources, aims and outcomes will be achieved and, more importantly, by when.
Some say that problems are managed by project managers, however this is actually incorrect. Project managers need to identify the problem, understand what they are looking to achieve, what resources they will need in order to do so and need to know the risks they cannot mitigate.
Here, as with the activities undertaken, each project needs to be examined, controls implemented and organization adhered to. This will ensure control, succession and, ultimately, deliverables to have a successful ending.