Project Management lets the professionals implement effective processes in order to deal effectively with a wide array of projects. The PMBOK describes the project with project as “a temporary endeavor undertaken to create a unique product or service.” Project Management is the professional’s approach to dealing with all types of projects, from non-technical to technical. The PMBOK describes 4 processes within the PM discipline. These are planning, executing, controlling, and closing. As on a PRINCE2 Birmingham training qualification. Below in this article, we will cover Project Management with PRINCE and PMBOK.
Applying the processes regarding the planning process, the plan is designed around the project at hand. This is done through the use of the three primary components of a plan. The three primary components of a plan are:
A strategy- Detailed planning- Resource allocation
The planning process is used to establish the strategy. The PMBOK states that projects should be oriented towards the achievement of goals in the most efficient, effective, and productive manner as possible. The goals and objectives may be financial, internal, or developmental. Goal setting is the first step in the planning process. During the goal setting process, goals are usually diverse, and goals have undergone certain development. Goals are usually derived from various factors such as market competition, current and future competition, existing capabilities, as well as all other sources of competitive advantage. Goals are then established to assist the project in attaining highest value and output in a cost-effective and efficient manner. The goals and objectives are the stepping stones towards achieving the strategic mission.
The process loops necessary to control planning create meetings to identify the status or potential issues. Within each loop, there is a known trigger time to alert the management team to developing issues, problems or significant risks. Activities within the loop such as setting the applicable deadline, informing the relevant staff, as well as the return of the targeted data to leadership are common. Within the loop, management should quickly to schedule a follow-up meeting to execute consequences to reviewing the plan, addressing problems, and rectifying errors which may result from developing issues and problems as well as improper priorities and unproductive use of available resources.
The controlling process involves addressing contingencies within the plan. Once a problem or risk may produce undesirable result, there must be a process set up to ensure only the most beneficial solutions are implemented in the process. Contingencies give managers the capability to deal with unexpected problems or difficulties with the plan. Contingencies can take place within the actual plan as new inputs into the project, operations in the project itself or the management team, or any other resources provided to the project.
The closing process is for all parties to agree upon the plan and work towards achieving successful completion of the plan. The closing process is for all the components of the plan to be integrated and complete by the end of the project. The closure process is a wonderful initiative in which the management team, staff, firm, and customers are all able to use the very best processes and methodologies combined in a responsible and productive manner. This final improvement process provides metrics and other merits todegradMeThis project in order to build an excellent professional portfolio. Such a process assures that all the elements is invested into the plan using the best of solutions to achieve the desired end result.
