Context and Governance
The governance and setting of a project will heavily influence how it is managed. This section will cover topics such as:
• The difference between project and operational work
• Programme and portfolio management
• Project team roles
• The governance of a project across its life cycle
It is essential that the need for a project is identified and understood before its viability can then be judged. This may involve:
• Identifying and managing stakeholders
• Creating a business case
• Assessing project success and benefits
• Procuring resources and contract management
The definition phase is often where the project manager is most heavily involved and we look at a structured approach for planning the project – both in terms of what needs to be done and also how it will be done.
• Requirements and scope management
• Schedule and resource management
• Budgeting and cost management
Putting the plan into action will require the project manager to undertake many of the following actions.
• Project control, including cost control through earned value management
• Manage information and reports
• Risk and issue management
• Health and safety
• Quality management
• Change control and configuration management
Managing the Team
No project is successful without an engaged and committed team. This requires the project manager to utilise a number of interpersonal skills.
• Conflict management
• Build and lead the team
Project Handover and Closure
Formal closure of a project will help ensure that the deliverables are handed over in a structured manner and that the team and the organisation has reviewed and learned from the performance on the project.
• Project handover
• Project reviews
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