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Project / Change Management

parkwell

Our comprehensive and proven approach is based on PRINCE2 with more flexibility for project managers to apply the degree of control appropriate for the risks of each project they run.

Project Management Lifecycle: delivery vs management
Projects tend to follow a similar pattern: a stream of delivery work, supported by several ongoing streams of management work where the control is maintained. This management work covers scope, benefits, quality, stakeholders and communication, risks and issues.

The responsibility of the project manager is to adopt the tools, methods and techniques throughout the life of the project that support its delivery. This will require the following:

1. Definition of the project
A clear business case is essential so that the project is understood within the context of the business and that the anticipated project benefits are evaluated from the start and project tolerances are quantified. To support this, the project scope (and exclusions to scope) and quality criteria, acceptance criteria and project risks need to be defined.

Also project executives and key stakeholders must be identified for making key decisions.

2. Project planning
The effectiveness of project planning is entirely dependent on the quality of the definition. Planning is concerned with anticipating how the project will be produced: what are the critical deliverables and milestones; when major decisions need to be made; how limited resources will be applied to the project production; how project risks can be anticipated and avoided; who does what and when.

3. Project monitoring
Project monitoring will follow the definition and plans and tracks progress, anticipates risks and milestones, tracks the resolution of project issues and gathers information appropriate for the identified project executives and stakeholders to make the decisions necessary to keep the project moving forwards.

4. Project control
Project controlling is driven by the decisions described above. A formal basis for delegating authority and decision making in advance will enable project managers and sponsors to work most effectively and keep the project moving forwards.

5. Project closure
Project closure needs to be a formal process involving acceptance of the project (or project stage) by key stakeholders and the end of the project manager’s responsibility.

6. Post-project review
Reviewing work after it has been completed enables improvements in project standards and techniques and identifies any final actions required to realise a project’s benefits.

The Deliverables:

  • Project business case.
  • Project Initiation Document.
  • Project plans (Gantt and PERT charts, resource plans and descriptive text).
  • Project quality plan.
  • Project communications plan.
  • Project issues log.
  • Project risks log.
  • Project change log.
  • Project control documentation, such as sign-off documents and change requests.
  • Project progress reports.
  • Project closure documents.

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