A GENERIC SEVEN-STEP APPROACH TO PROJECT MANAGEMENT

Much has been written about how to use project management in a variety of industries and specific situations. Many articles and books have proclaimed specific approaches for the best results in a given situation. Rather than dwell on a particular approach, we will present a summary discussion of a generic seven-step approach for using project management in a quality orientation for any organization. The seven steps are based on the four-phase cycle of any project.

PHASE 1. DEFINE THE PROJECT

Step 1. Describe the Project

Describing a project is not as simple as it might seem. In fact, this step may be the most difficult and time consuming. To be successful, the project description should include: simple specifications, goals, projected time frame, and responsible individuals, as well as constraints and assumptions. Capturing the essence of highly complex projects in a few words is an exercise in focus and delineation. However, we must be vigilant about avoiding becoming too simple and in the process failing to convey the scope of the project. On the other hand, a detailed, complex description may cloud the big picture. The key is clarity without an excess of volume or jargon.

Step 2. Appoint the Planning Team

After describing the project, begin to identify the right players. Too many people on a team can stifle the decision-making process and reduce the number of accomplishments. Cross-functional teams are among the most difficult to appoint. Except in the pure project organization, where the team is solely dedicated to completing the project, roles and priorities can cause conflict. In cross-functional teams the project leader must seek support from the functional managers and identify team goals.

Step 3. Define the Work

Once the planning team is in place, team members must define the work. Since each member hails from a different department, there will be many different concepts of the project's work content. There are many ways to divide the work for convenient use in planning. Two common ways are the process flow diagram and the work breakdown structure (WBS). The method should be chosen to reflect the most useful division and summarization for the situation. After all, the objective of this step is to define the tasks to be done, not the order of doing them.

PHASE 2. PLAN THE PROJECT

Step 4. Estimate Tasks

Before a project schedule is created, each task must be evaluated and assigned an estimate of duration. There are essentially two ways of looking at this process. The first way is to establish the duration of the task by estimating the time it takes to complete the task with given resources. The second way is to estimate the type and amount of resources needed and the effort in terms of resource hours that is necessary to complete the task.

Step 5. Calculate the Schedule and Budgets

The next step is to construct a network logic diagram or a performance evaluation review technique (PERT) and a budget. The focus of the logic diagram or the PERT is to develop appropriate scheduling datelines and more importantly to define the critical path. The focus of the budget is to estimate the costs of the project based on all activities. The identification of the critical path will zero in on the bottleneck areas as well as opportunities for improvement. Tasks not on the critical path may have a float that can be calculated and may be used to facilitate the efficiency and utilization of resources without affecting the project final date.

PHASE 3. IMPLEMENT THE PLAN

Step 6. Start the Project

The kick-off of the project can really make an impact on project team members' attendance, performance, and evaluation. Kick-off meetings should convey the following ideas:

This is a new project.
Project management is going to be used to manage the project.
A plan exists, open to all, which is going to be followed.
The focus will be on the starts of activities (ends cannot happen without starts).
Realistic status is needed to allow timely decisions.
The focus will always be on forecasting and preventing problems.

PHASE 4. COMPLETE THE PROJECT

Step 7. Track Progress and Finish the Project

The essence of this step is to bring the project to closure. That means that the project must be officially closed, and all deliverables must be handed over to the stakeholders ” customers. In addition, a review of the lessons learned must take place, and a thank you for the project team is the appropriate etiquette. Key questions of this step are:

Where are we?
Where should we be?
What do we have to do to get there?
Did it work?
Where are we now?
Can the process employees take over?
Can the process employees maintain the new system?
What have we learned from the successes in this project?
What have we learned from the failures in this project?
What would we have done differently? Why? Why not?