HOW TO MANAGE NEW PROJECT

Step 1: Get the Vision

The first thing you need to do is to sit down with your Project Sponsor and agree on what needs to be delivered and by when. You need a hard and fast project end date. You need to understand why this end date is important to the business and the impact if you go past it. Only then, will you have a solid stake in the ground, against which you can measure progress.

Step 2: Hire the Best

Great teams deliver great projects. So it's critical that you hire the best people you can afford to bring on board. Try and "borrow" experts from within the business, and "beg" your Sponsor for more cash to recruit the best in the market. Don't fall for lesser skilled people that you can find more easily. It always takes time to find top people, but they will deliver better results in a faster period of time. And they will be easy to manage!

To hire the best, make sure you've clearly specified the roles first. Then advertise the roles widely within and outside the organization. Keep the initial interviews short (30 minutes) and interview as many people as possible. Put less than 5 people through to a second interview and only 2 on your shortlist, before selecting your final candidate.

Step 3: Set the Scope

With a great team and a clear delivery date, the next step is to define what it is that the project has to deliver. This is called the "project scope" and it needs to be documented in depth!

List every project deliverable and describe it in as much detail as possible. You need to work closely with your customer (or the business) with this, because the deliverables need to meet their requirements and deliver the stated business benefits.

Step 4: Determine if it's Feasible

Now you need to know if you can produce the deliverables with the timeframe and resource available. In short, you need to know if the project is "feasible" or not.

To determine this, you need to work out how long each deliverable will take to produce and how much resource is required to produce it. You then need to add up all of the timeframes and all of the resource hours and check that they fit in with your resource budget and project delivery date. If they don't, then you have 3 options: Get more time, find more resource or reduce the scope of the project. It's that simple!

Step 5: Take Control and run with it

If your project passes the feasibility test, then you're ready to go! You need to plan your project and manage it day-to-day.
Type rest of the post here

THE 5 GOLDEN RULES OF PROJECT MANAGEMENT

The 5 Golden Rules of Project Management

Rule 1: Time Management is Critical

To deliver your project on time, you need to manage time carefully. To do this, make sure every task is listed in a Project Plan and that they are scheduled to occur precisely when they need to.

Every week, update your plan with the time spent completing tasks and identify whether each task is ahead or behind schedule. Track the % complete of each task and if it's behind schedule, then get it back on track by assigning more resource or reducing the scope of the task. Don't let tasks slip. Be vigilant.

Rule 2: Track Costs and Manage Finances

Every element of your project incurs a cost. You need to identify all of the planned costs upfront and get them approved by your manager.

Then record every expense as it occurs - including people, equipment and materials. Check that your actual expenditure does not exceed your planned expenditure. And if it does, then you need to cut back. If you're running over budget, tell your Project Sponsor early.

Rule 3: Ensure Quality Targets are Set

You need to specify upfront exactly what it is that the project will deliver (i.e. the "deliverables"). Then set targets for the quality of these deliverables. Get your quality targets agreed by your customer.

Then every week, review the quality of each deliverable produced by the project. If it's not up to standard, fix it immediately. Never wait until the end of the project before fixing up quality issues.

Rule 4: Control Scope at the Micro Level

Your scope is defined as "the set of deliverables that need to be produced by the project". So make sure that you know what your scope is, try not to let anyone change it.

Check every week that your team is working on "just" the set of deliverables agreed, and nothing more. Check that every deliverable being produced exactly matches the specification you've defined for it. Note: An increase in the scope of your project will make it harder to deliver.

Rule 5: Resolve Issues Early

If issues arise during the project, then resolve them early. Pounce on every issue before it delays your project. Record it formally and then track it until it's resolved. Unresolved issues lead to delays which lead to project failure. Stay safe – resolve issues early.

To help you implement these 5 Golden Rules for Projects, use this set of Project Management Templates. It includes all of the documents you need to follow these rules and achieve project success.
Type rest of the post here

HOW TO IMPLEMENT A "CHANGE MANAGEMENT PROCESS"

Change Management is the process of monitoring and controlling changes within a project. By managing the implementation of change, you can:

* Reduce the impact of changes to the project
* Identify new issues and risks as a result of changes raised
* Ensure that changes do not affect the project's ability to achieve its desired objectives
* Control the cost of change within the project

Change Management is comprised of the following processes:

Step 1: Identify Change: The first step in the change process is to identify the need for change. Any team member can suggest a change to the project, if he or she believes it is needed to keep the project producing deliverables to the customer's specified requirements. After identifying a need for change, the team member records relevant information on a Change Request Form (commonly called a CRF), describing the change, and identifying drivers, benefits, costs and likely impact of the change on the project. The CRF is forwarded to the Project Manager for review and approval.

Step 2: Review Change: The Project Manager investigates the change to identify the reason for it and its impact. Then he or she decides whether it is critical to the successful delivery of the project. Changes which are not critical to project delivery should be avoided whenever possible to prevent "scope creep" (i.e. the gradual increase in scope throughout the Project Lifecycle).

If the change is deemed critical to success, the Project Manager either approves the request or seeks approval for the CRF raised. In some cases, the Project Manager has the direct authority to approval minor change requests; however, in most cases the Project Manager needs to seek CRF approval from the Project Board.

Step 3: Approve Change: The Project Board reviews the details in the CRF to determine whether or not the change should be implemented. Based on the level of risk, impact, benefits and cost to the project, it may decide to decline, delay or approve the change request.

Step 4: Implement Change: The Project Manager approves all changes, which are then are scheduled and implemented accordingly. After implementation, the Project Manager reviews the effects of the change on the project to ensure that it achieved the desired outcome, when the change is then closed in the Change Register.

Throughout the Change Management Process, the Project Manager can monitor and control changes to the project by keeping this Change Register up-to-date.

There you have it. By completing these 4 steps, you can carefully monitor and control project changes, to increase your likelihood of success.



Type rest of the post here

CHANGE MANAGEMENT IN PROJECT

How to implement a "Change Management Process"

Change Management is the process of monitoring and controlling changes within a project. By managing the implementation of change, you can:

* Reduce the impact of changes to the project
* Identify new issues and risks as a result of changes raised
* Ensure that changes do not affect the project's ability to achieve its desired objectives
* Control the cost of change within the project

Change Management is comprised of the following processes:

Step 1: Identify Change: The first step in the change process is to identify the need for change. Any team member can suggest a change to the project, if he or she believes it is needed to keep the project producing deliverables to the customer's specified requirements. After identifying a need for change, the team member records relevant information on a Change Request Form (commonly called a CRF), describing the change, and identifying drivers, benefits, costs and likely impact of the change on the project. The CRF is forwarded to the Project Manager for review and approval.

Step 2: Review Change: The Project Manager investigates the change to identify the reason for it and its impact. Then he or she decides whether it is critical to the successful delivery of the project. Changes which are not critical to project delivery should be avoided whenever possible to prevent "scope creep" (i.e. the gradual increase in scope throughout the Project Lifecycle).

If the change is deemed critical to success, the Project Manager either approves the request or seeks approval for the CRF raised. In some cases, the Project Manager has the direct authority to approval minor change requests; however, in most cases the Project Manager needs to seek CRF approval from the Project Board.

Step 3: Approve Change: The Project Board reviews the details in the CRF to determine whether or not the change should be implemented. Based on the level of risk, impact, benefits and cost to the project, it may decide to decline, delay or approve the change request.

Step 4: Implement Change: The Project Manager approves all changes, which are then are scheduled and implemented accordingly. After implementation, the Project Manager reviews the effects of the change on the project to ensure that it achieved the desired outcome, when the change is then closed in the Change Register.

Throughout the Change Management Process, the Project Manager can monitor and control changes to the project by keeping this Change Register up-to-date.

There you have it. By completing these 4 steps, you can carefully monitor and control project changes, to increase your likelihood of success.

Type rest of the post here

SIKLUS PROYEK

Proyek adalah suatu kegiatan unik untuk menghasilkan produk atau jasa dalam batas waktu tertentu.

Method123 Project Management Methodology telah memberikan pendekatan praktis dalam mengelola proyek yang dikelompokan ke dalam beberapa terdapat fase. Dalam setiap fase terdapat serangkaian aktivitas dan tugas tertentu yang perlu dikerjakan oleh setiap pelaksana proyek.

Pemahaman dasar terhadap fase siklus manajemen proyek sangatlah penting, agar pelaksana proyek dapat melakukan pengelolaan proyek dengan baik. Fase siklus proyek dapat dibedakan menjadi fase : inisiasi proyek, perencanaan proyek, fase pelaksanaan, pengawasan dan pengendalian, serta fase penutupan proyek.


Type rest of the post here
Project Initiation
Beberapa kegiatan dalam fase inisiasi :

mengidentifikasi masalah ataupun peluang bisnis yang muncul. Tujuannya adalah untuk mendefinisikan masalah/peluang tersebut secara terperinci, mempertimbangkan berbagai alternatif yang ada, kemudian memilih solusi yang terbaik lalu merancang implementasi.

melakukan studi kelayakan, untuk mencari tahu apakah proyek tersebut layak diimplementasikan, baik secara teknikal, maupun finansial.

menentukan TOR (terms of reference), yang mendefinisikan visi,tujuan, hingga ruang lingkup dari proyek baru tersebut. Selain itu TOR juga mendeskripsikan struktur organisasi, aktivitas, sumber daya, pendanaan, risiko, berbagai asumsi, hingga isu-isu lainnya terkait proyek.

menunjuk tim yang tergabung dalam proyek. Biasanya ketua tim ditentukan terlebih dulu, menentukan deskripsi pekerjaan tiap orang, kemudian merekrut orang sesuai dengan skill dan pengalaman yang dibutuhkan dalam proyek tersebut.

membentuk kantor dari proyek, mulai dari lokasi fisik (gedung), perlengkapan yang dibutuhkan, infrastruktur komunikasi, dokumentasi, hingga perangkat lainnya.

mengevaluasi tahap-tahap yang telah terjadi sebelumnya.


Project Initiation
Beberapa kegiatan dalam fase inisiasi :

mengidentifikasi masalah ataupun peluang bisnis yang muncul. Tujuannya adalah untuk mendefinisikan masalah/peluang tersebut secara terperinci, mempertimbangkan berbagai alternatif yang ada, kemudian memilih solusi yang terbaik lalu merancang implementasi.

melakukan studi kelayakan, untuk mencari tahu apakah proyek tersebut layak diimplementasikan, baik secara teknikal, maupun finansial.

menentukan TOR (terms of reference), yang mendefinisikan visi,tujuan, hingga ruang lingkup dari proyek baru tersebut. Selain itu TOR juga mendeskripsikan struktur organisasi, aktivitas, sumber daya, pendanaan, risiko, berbagai asumsi, hingga isu-isu lainnya terkait proyek.

menunjuk tim yang tergabung dalam proyek. Biasanya ketua tim ditentukan terlebih dulu, menentukan deskripsi pekerjaan tiap orang, kemudian merekrut orang sesuai dengan skill dan pengalaman yang dibutuhkan dalam proyek tersebut.

membentuk kantor dari proyek, mulai dari lokasi fisik (gedung), perlengkapan yang dibutuhkan, infrastruktur komunikasi, dokumentasi, hingga perangkat lainnya.

mengevaluasi tahap-tahap yang telah terjadi sebelumnya.

Project Planning
Beberapa kegiatan pada fase planning :

Project plan, yakni mendokumentasikan sejumlah aktivitas dan tugas, kemudian mengukur seberapa besar usaha yang dibutuhkan, supaya kemudian bisa menentukan alokasi sumber daya dan membuat jadwal proyek.

Resource plan, yakni membuat perencanaan mengenai sumber daya yang dibutuhkan oleh suatu proyek, mulai dari tenaga kerja, perlengkapan, hingga bahan baku yang dibutuhkan,

Financial plan, yakni mengidentifikasi berapa jumlah biaya yang dibutuhkan untuk melaksanakan proyek. Anggaran kemudian akan dibandingkan dengan biaya aktual. Perencanaan finansial yang mendetail sangatlah penting dalam tahap ini.

Quality plan, yakni merancang kualitas yang akan ingin dicapai, sesuai dengan keinginan konsumen. Rencanakan aktivitas-aktivitas yang dapat mendukung pencapaian target kualitas

Risk plan, yakni mengidentifikasi risiko-risiko terkait dengan proyek, serta tindakan untuk mengatasi risiko tersebut.

Project Execution
Beberapa kegiatan dala fase eksekusi :

Membuat 'deliverable' yakni obyek berwujud maupun tak berwujud yang menjadi hasil dari implementasi dari proyek. Misalnya, melakukan pengeboran minyak, manufaktur makanan dan minuman, dan sebagainya.

Monitor dan kontrol, yakni manajer proyek melakukan monitor dan kontrol terhadap aktivitas dan proses yang dilakukan oleh tim proyek.

Time management, yakni proses pemnatauan, pencatatan, perubahan skedul proyek agar dapat diketahui berapa waktu yang dibutuhkan untuk melakukan suatu aktivitas, maka waktu tersebut dapat dikontrol.

Cost management, yakni proses dimana biaya dan beban diidentifikasi, disetujui, kemudian dibayar. Beban ini harus disetujui dulu oleh manajer proyek, baru kemudian dicatatkan.

Quality management, yakni proses dalam menjamin dan mengontrol kualitas yang dihasilkan dari proyek, sesuai dengan requirement dari pelanggan.

Change management, yakni proses dimana terdapat perubahan dalam ruang lingkup proyek, deliverable, skala waktu ataupun sumber daya proyek sesuai dengan yang telah direncanakan dan disetujui sebelum implementasi. Seorang manajer proyek harus dapat mengatur segala aspek perubahan yang terjadi pada proyek tersebut, sekaligus dampaknya.

Risk management, yakni proses dimana risiko proyek diidentifikasi, diukur kemudian dikelola. Potensi risiko diidentifikasi di tahap proyek manapun.

Issue management, yakni proses menangani isu yang terkait dengan proyek dan mempengaruhi deliverable.

Procurement management, yakni proses dalam memperoleh produk dari supplier eksternal.

Acceptance management, yakni proses dalam memperoleh penerimaan pelanggan terhadap deliverable dari proyek.

Communications management, yakni proses dalam identifikasi, membuat, mengevaluasi, serta mengkomunikasikan suatu pesan yang formal dalam suatu proyek.

Dalam tahap akhir implementasi ini juga dilakukan fase review atau evaluasi, untuk memastikan apakah proyek sudah berjalan sesuai dengan tujuan.

Project Closure
Beberapa kegiatan dalam fase penutupan proyek antara lain :

• menentukan apakah seluruh kriteria dalam penyelesaian proyek telah terpenuhi
• mengidentifikasi seluruh aktivitas proyek yang ada, risiko, serta isu-isu terkait
• menyerahkan seluruh deliverable proyek dan dokumentasinya kepada pelanggan
• memutus kontrak dengan supplier, serta melepaskan sumber daya proyek ke bisnis (misalnya working capital)
• mengkomunikasikan penyelesaian proyek ini kepada seluruh stakeholder