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Plans are developed so that you can achieve your end result successfully. Unless yuu
monitor your progress, you cannot be sure you will succeed. It would be like having a
road map to destination but not monitoring the highway signs. Of course, if a
deviation from the plan is discovered, you must ask what must be done to get back
on track, or-if that seems impossible-how the plan should be modified to reflect the
new realities.
CLOSE THE PROJECT
Once the destination has been reached, the project is finished, but you should take
one final step. Some people call it an audit, others a postmortem (sounds a bit
morbid, doesn´ t it?). whatever you call it, the point is to learn something from what
you just did. Note the way the questions are phrased: What was done well? What
should be improved? What else did we learn? We can always improve on what we
have done. However, asking What did we do wrong? Is likely to make people a bit
defensive, so the focus should be on improvement, not on placing blame. More on this The Project Management Body of Knowledge (PMBOK)
The project Management institute has attempted to determinate a minimum body of
knowledge that a project manager needs in order to be effective. At present, PMI
identifies nine general areas of knowledge, which I summarize here. If you want a
complete document, you can get one by visiting the PMI Web site: www.pmi.org
The nine areas of knowledge are these:
1. project integration management. Project integration management
ensures
that the project is properly planned, executed, and controlled. It includes
the exercise of formal project change control.
2. project scope management. Changes to project scope are often the
factors that kill a project. Scope management includes authorizing the
job, developing a scope statement that defines the boundaries of the
project, subdividing the work into manageable components whit
deliverables, verifying that scope planned has been achieved, and
implementing scope change control procedures.
3. project time management. I consider this a bad choice of terms, since
time management implies personal efforts to manage one´ s time. For
projects, this amounts to developing a schedule that can be met, then
controlling work to ensure that it is! It´ s that simple.
4. project cost management. This is exactly what it sounds like. It involves
estimating the cost of resources, including people, equipment, materials,
and items such as travel and other support details. After this is done,
cost are budgeted and tracked to keep the project within that budget.
5. project quality management. As I have commented earlier, one cause of
project failure is the tendency to overlook or sacrifice quality in order to
meet a tight deadline. It is not very helpful to complete a project on
time, only to discover that the thing delivered won´ t work properly!
Quality management includes both quality assurance (planning to meet
quality requirements.)
6. project human resources management. Managing human resources is
often overlooked in projects. It involves identifying the people needed to
do the job; defining their roles, responsibilities, and reporting
relationships; acquiring those people; and them managing them as the
project is executed.
7. Project communications management. As the title implies,
communication management involves planning, executing, and
controlling the acquisition and dissemination of all information relevant to
needs of all project stakeholders. This information includes project
status, accomplishments, events that may affect other stakeholders or
projects, and so on.
8. Project risk management. Risk management is the systematic process of
identifying, analyzing, and responding to project risk. It includes
maximizing the probability and consequences of positive events and
minimizing the probability and consequences of adverse events to project
objectives.
9. project procurement management. Procurement of necessary goods and
services for the project is the logistics aspect of management a job. It
involves deciding what must be procured, issuing request for bids or
quotations, selecting vendors, administering contracts, and closing them
when the job is finished.
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