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Project Management - Initiation (1.0)

Archived in Business, Planning, Project Management | 1 Comment

This is part one point zero of a multi-part article on PROJECT MANAGEMENT. This part outlines some of the basic concepts of project INITIATION, and defines them as a term of reference for future articles.

1.01: Understanding your BUSINESS Case
Your initial work on project initiation involves understanding the BUSINESS case for the project itself. The BUSINESS case not only outlines the BUSINESS problem to be solved OR opportunity to be followed, but also looks at understanding the costs “spent” versus the benefits “acquired”. Commonly, this is referred to as a cost-benefit analysis.

1.02: Plotting the Project Feasibility
Understanding the feasability of the project also refers to understanding if the project will meet its intended goals. Is this solution going to satisfy the needs of the opportunity or problem? Or is there a better way to achieve the same results.

1.03 : Building your Terms of Reference
Here, commonly, the project manager defines the vision, objectives, scope, deliverables, stakeholders, roles, responsibilities and implementation plans of the project itself. These will be defined in more detail in a later article, but for now consider this to be a general “roadmap” for the project: the who, what, when, where, why and how of your overall plan.

1.04 : Project Initiation Checklist - The Shop
Materials, non-human resources, supplies, and space are only a few of often overlooked items when establishing a project plan. These items together constitute your ’shop’ and define the foundation of your project. Use a comprehensive checklist to determine if you are in want of anything before you commence your project.

1.05 : Project Initiation Checklist - Job Descriptions
A good manager understands his human resources and helps those human resources understand what they need to accomplish their roles within the context of the project. Setting out job descriptions at the beginning of any project will aleviate pressure later on when responsibilities inevitably arise.

1.06 : Stage Review - Initation
Knowing the status of the project — such as: is the project on schedule, are expenses and BUDGETS in line, how is staffing and human resources, what is the state of deliverables, what is state of risks, and are other issues arising from the project implementation — is vital for success. Working through the review of your project is important on a daily basis, but conducting a thorough phase review at each stage of the process can eliminate unexpected surprises later.

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The Haddow Press Project Management System

Archived in Business, Planning, Project Management | 2 Comments

The Haddow Press Experiment is currently constructing a PROJECT MANAGEMENT system document spread across this site. This entry will be the primary START page for those documents, linked from the sidebar at all times. Look for updates as we work through the development of this tool, complete with definitions, worksheets, and toolkits for use by your small or large project needs.

The bulk of the content here has been researched and developed by Brad K, a small BUSINESS owner and project manager by trade. The information here is based on in depth research and personal experience. If you feel that a post contains an error, omission, or otherwise please comment and we’ll endeavor to correct it.

Table of Contents

PROJECT MANAGEMENT - Initiation (1.0)

1.01: Understanding your BUSINESS Case
1.02: Plotting the Project Feasibility
1.03 : Building your Terms of Reference
1.04 : Project Initiation Checklist - The Shop
1.05 : Project Initiation Checklist - Job Descriptions
1.06 : Stage Review - Initation

PROJECT MANAGEMENT - PLANNING (2.0)

2.01 : Your Overview - Whole Project Mapping
2.02 : Drawing a Financial Map
2.03 : Drawing a Resource Map
2.04 : Drawing a RISK Map
2.05 : Drawing a Communications Map
2.06 : Drawing a Quality Map
2.07 : Drawing an Acceptance Map
2.08 : Drawing a Procurement Map
- 2.08.01 : Mapping the Tender Management Process
- 2.08.02 : Your Statement of Work
- 2.08.03 : Your Request for Information
- 2.08.04 : Your Request for Proposal (RFP)
- 2.08.05 : Your Supplier Contract
- 2.08.06 : Your Tender Register
2.09 : Stage Review - PLANNING

PROJECT MANAGEMENT - Execution (3.0)

3.01 : Process - TIME Management
- 3.01.01 : TIME Tracking (Staff)
- 3.01.02 : TIME Register (Manager)
3.02 : Process - Cost Management
- 3.02.01 : Expense Tracking (Staff)
- 3.02.02 : Expense Register (Manager)
3.03 : Process - Quality Management
- 3.03.01 : Quality Review Tracking (Staff)
- 3.03.02 : Deliverables Register (Manager)
3.04: Process - Change Management
- 3.04.01 : Change Request Tracking (Staff)
- 3.04.01 : Change Register (Manager)
3.05 : Process - RISK Management
- 3.05.01 : RISK Tracking (Staff)
- 3.05.02 : RISK Register (Manager)
3.06 : Process - Issue Management
- 3.06.01 : Issue Tracking (Staff)
- 3.06.02 : Issue Register (Manager)
3.07 : Process - Procurement Management
- 3.07.01 : Purchase Order Tracking (Staff)
- 3.07.02 : Procurement Register (Manager)
3.08 : Process - Acceptance Management
- 3.08.01 : Acceptance Tracking (Staff)
- 3.08.02 : Acceptance Register (Manager)
3.09 : Process - Communications Management
- 3.09.01 : Project Status Tracking (Staff)
- 3.09.02 : Communications Register (Manager)
3.10 : Stage Review — Execution

PROJECT MANAGEMENT - Closure (4.0)

4.01 : Reporting : Project Closure
4.02 : Stage Review - Closure

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Read more posts by Brad K (About the Author)

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Project Management - Initiation (1.0) >> This is part one point zero of a multi-part article on project management. This part outlines some of the basic concepts of project INITIATION, and defines them as a term of reference for future articles. 1.01: Understanding your Business Case Your initial work

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