Project Scope

An appropriately detailed Work breakdown structure will be developed to ensure the project scope is properly agreed and understood by all stakeholders. This also allows the complete project to be split into appropriate sub- projects and/or phases.

Construct an Initial Plan / Preliminary project plan

Once tasks of an appropriate level have been identified in the WBS, the project team into logical network diagrams, with estimated durations, will organize them. This allows the project manager to predict when activities will be complete, assess the feasibility of target dates, and identify the critical path for the project.

Deliverables : Initial work plan

Publish the Plan & design

Once the plans are agreed to, they must be effectively communicated to all stakeholders. This can be done in hard copy or via electronic media, depending on the resources available. On most projects a communications plan will be developed, and distribution of the plans will follow the guidelines laid out in the communications plan.

Deliverables: Plan published to all stakeholders.

Collect Progress Information

• Activities completed within the past two weeks
• Activities forecast for the next two weeks, with a focus on activities on the critical path
• Funds expended vs. fund expenditure forecast
• Prioritized issues report

Metrics can also be developed to measure project progress in other ways, such as earned value, or activity float statistics. If the project manager reviews the progress data and concludes that the project is complete, a phase-exit review will be performed to confirm that all the objectives have been met before moving into the final closure phase.

Deliverables: Set of progress reports, set of exception reports, metrics report, (phase- exit review checklist).

Analyze Current Status

By analyzing the progress information received, the project manager will be able to augment the above reports with information about which areas of the project are of concern, and where problems are likely to occur in the future. This allows managers to focus on the important/critical areas of the project.

Deliverables: Project evaluation report(s).

Adjust the Plan, and Manage Project Change

Based on the analysis, and with the support of the project team, the project manager will make plan adjustments to help reduce risks, accommodate scope changes, or to compensate for activities that have not occurred on schedule. Once this has happened, the plan will re-published, and the cycle repeated until the project is complete.

Deliverables: Change request forms, updated plan.

Close Project

When the objectives of the project have been achieved, the project manager will close down the project. This will involve some financial closure tasks, as well as archiving of the project materials. A lessons-learned document will be developed to benefit future projects, and if possible a project team celebration will be held.

Deliverables: Change request forms, updated plan.

Stage 1: Initiation

Once you’ve got all your tools lined up, you’re ready to start planning your Project cycle.

First up, it’s the initiation phase. This is where you work out your project’s reason for existing.

• Sterility Testing
• What is Client requirement , process.
• Feasibility study
• Scope of work and major deliverables.
• You may want to map out some SMART goals to organize structure.
• Many projects also require investment — resource commitments on financial supports or stake holders— so you’ll need to collate this data methodically, and present it as a well thought out project proposal, and then turn that info into a statement of work. It takes a lot of time up-front, but as with everything, the more you plan, the easier your project will be later on.

Stage 2: Planning

Next is the planning stage. This when you break your entire project down into chunks based on your statement of work.

You need to look at things like resources, budget, and schedules, and translate these into a schedule. You may find it helpful to create a workflow diagram for this stage, which will help give you a top-down view of all the individual tasks that make up the project, as well as the flow of information between different individuals or teams. It’ll also help you see the order in which certain tasks must be done.

• Its stage to involve your team to hearb their thoughts on capacity and timings.
• Decide whether you want to employ a bottom-up or top-down management approach — or something in-between. A good thumb is: choose a bottom-up approach if it’s a long, complex project. If you’re on a tight timeframe, then go top-down.

Here’s a ‘planning stage’ checklist:

• Create a project plan, which should include all your timings and key dates.
• Then create a workflow diagram, which should include timeframes, scope, and possible constraints.
• Create a financial plan, including investments, estimates, and estimated returns.
• Gather resources, including assembling a team and assigning roles, liaising with other departments, enlisting external help, and working out what kind of software/training you or your team need to perform tasks to the best of their ability.

Stage 3: Execution

This is the exciting bit: it’s where your project comes to lif - to manage timelines and budget and generally make sure everyone’s sticking to the plan.

Likewise, you’ll need to assign projects to your team members and brief everyone to make sure they fully understand all expectations. Good organizational communication skills are key here: make sure your instructions are accurate, easy to understand, and in-line with business objectives.