Tuesday, May 29, 2007

The way to a greater project management revealed


By Nyasigo Kornel


To make the entire Tanzania’s generation excel in competitive world the knowledge of project management is very crucial, knowing this Tanzania Global Development and Learning Center (TGDLC) conducts course in Project management using ICT where by tutor lectured as far as abroad.


The tutor who seen on the screen with high clearity tone started his the topic on project management where he defines what the term mean. He says that Project Management is the discipline of organizing and managing resources in such a way that these resources deliver all the work required to complete a project within defined scope, quality, time and cost constraints.


He says that the first challenge of project management is to ensure that a project is delivered within defined constraints.


He admits that the second, more ambitious challenge is the optimized allocation and integration of inputs needed to meet pre-defined objectives. A project is a carefully defined set of activities that use resources (money, people, materials, energy, space, provisions, communication, quality, risk, etc.) to meet the pre-defined objectives.


A project manager, according to him is often a client representative and has to determine and implement the exact needs of the client, based on knowledge of the firm he/she is representing. The ability to adapt to the various internal procedures of the contracting party, and to form close links with the nominated representatives, is essential in ensuring that the key issues of cost, time, quality, and above all, client satisfaction, can be realized.


In whatever field, a successful project manager must be able to envisage the entire project from start to finish and to have the ability to ensure that this vision is realized.


Like any human undertaking, projects need to be performed and delivered under certain constraints. Traditionally, these constraints have been listed as scope, time, and cost. This is also referred to as the Project Management Triangle, where each side represents a constraint.


Another approach to project management is to consider the three constraints as finance, time and human resources. If you need to finish a job in a shorter time, you can throw more people at the problem, which in turn will raise the cost of the project, unless by doing this task quicker we will reduce costs elsewhere in the project by an equal amount.


Cost to develop a project depends on several variables including (chiefly): labor rates, material rates, risk management, plant (buildings, machines, etc.), equipment, and profit. When hiring an independent consultant for a project, cost will typically be determined by the consultant's or firm's per diem rate multiplied by an estimated quantity for completion.


Requirements specified for the end result. The overall definition of what the project is supposed to accomplish, and a specific description of what the end result should be or accomplish. A major component of scope is the quality of the final product. The amount of time put into individual tasks determines the overall quality of the project. Some tasks may require a given amount of time to complete adequately, but given more time could be completed exceptionally.


Over the course of a large project, quality can have a significant impact on time and cost (or vice versa).


Together, these three constraints have given rise to the phrase "On Time, On Spec, On Budget". In this case, the term "scope" is substituted with "spec(ification)".


Project objectives define target status at the end of the project, reaching of which is considered necessary for the achievement of planned benefits. They have to be formulated as S.M.A.R.T. (Specific, with Measurable (or at least evaluable) achievement, Achievable (recently Acceptable is used regularly as well), Realistic and Time terminated(bounded).


The evaluation (measurement) occures at the project closure. However a continuous guardance on the project progress should be kept by monitoring and evaluating.


Project Management tries to gain control over variables such as risk:


Potential points of failure: Most negative risks (or potential failures) can be overcome or resolved, given enough planning capabilities, time, and resources. According to some definitions (including PMBOK Third Edition) risk can also be categorized as "positive--" meaning that there is a potential opportunity, e.g., complete the project faster than expected.

Customers (either internal or external project sponsors) and external organizations (such as government agencies and regulators) can dictate the extent of three variables: time, cost, and scope. The remaining variable (risk) is managed by the project team, ideally based on solid estimation and response planning techniques. Through a negotiation process among project stakeholders, an agreement defines the final objectives, in terms of time, cost, scope, and risk, usually in the form of a charter or contract.


To properly control these variables a good project manager has a depth of knowledge and experience in these four areas (time, cost, scope, and risk), and in six other areas as well: integration, communication, human resources, quality assurance, schedule development, and procurement.


There are several approaches that can be taken to managing project activities including agile, interactive, incremental, and phased approaches.


Regardless of the approach employed, careful consideration needs to be given to clarify surrounding project objectives, goals, and importantly, the roles and responsibilities of all participants and stakeholders.


Project control is that element of a project that keeps it on-track, on-time, and within budget. Project control begins early in the project with planning and ends late in the project with post-implementation review, having a thorough involvement of each step in the process. Each project should be assessed for the appropriate level of control needed, too much control is too time consuming, too little control is too costly. Clarifying the cost to the business if the control is not implemented in terms of errors, fixes, and additional audit fees.


Regardless of the methodology used, the project development process will have the same major stages: initiation, development, production or execution, and closing/maintenance.


The initiation stage determines the nature and scope of the development.


If this stage is not performed well, it is unlikely that the project will be successful in meeting the business’s needs. The key project controls needed here is an understanding of the business environment and making sure that all necessary controls are incorporated into the project. Any deficiencies should be reported and a recommendation should be made to fix them.


After the initiation stage, the system is designed. Occasionally, a small prototype of the final product is built and tested. Testing is generally performed by a combination of testers and end users, and can occur after the prototype is built or concurrently. Controls should be in place that ensure that the final product will meet the specifications of the project charter.


Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the files and documenting lessons learned.


Tanzania Development Learning Centre (TGDLC) is a member of the Global Development Learning Network (GDLN) with over 120 networked development communication hubs globally. Its core function is to enable decision makers and mid-level professionals and practitioners to access and share the wealth of knowledge and experiences available in the world through the global communication system including video conferencing, Internet, Video, CD-ROM and Print.

TGDLC is a public interest, non-profit organization, whose operations will in future be met from the income it generates. As such, the Centre will be driven by both social benefit analysis and cost-benefit analysis.

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