Continuing on with the specialisation on project-management this segment takes me through the key principles of project initiating and planning, which will include mapping stakeholders, the scope of work, and the project Work Breakdown Structure. It covers off similar points from my earlier post on  Fundamentals of Project Planning and Management and goes through things in more detail with a close correlation to the PMBOK (Project Management Body of Knowledge) guide.

What is a project?
A unique and temporary endeavour, with a stated beginning and end. to create (or change) a specific product or service
Constraints – a factor that may place limitations on what you do, when you do it or how you do it.
The guide to the project management body of knowledge (PMBOK guide)  Standardised knowledge on areas and processes of project management.

Three types of matrix organisation:
  • weak
  • balanced
  • strong
weak matrix organisation:
  • functional manager in change
  • he or she has all the assistance of a project coordinator
  • the coordinator helps maintain the schedule and status, but doesn’t have decision making responsibility.
balanced matrix organisation:
  • recognition that having project manager assigned will help make sure project success
  • the project manager has some decision making responsibilities
  • the project manager manages the team to stay within scope, schedule  and budget
strong matrix organisation:
  • project manager has much more authority and responsibility, but no complete authority and responsibility
  • project managers still cannot make all of the decisions
Matrix organisations:
  • works well when team members are assigned to multiple projects and other work
  • the project manager will most likely run multiple projects
Projectised Organisation:
  • project manager is king or queen
  • the team works on one project
  • project manager acts as the manager of the team
  • project manager may write performance appraisals
The PMBOK Guide: 

Developed by Project management institute: (PMI)

  • are applicable to most projects all the time
  • have widespread consensus on its applicability and usefulness
  • can enhance the success of a wide range of different projects
  • provide a glossary of terms commonly used by project managers.
The triple constraint 
A framework for balancing competing project demands
  1. Time
  2. Money
  3. Quality

Knowledge Areas:

Human Resources
The 5 process groups:
  1. Initiating – two processes, when you get started, you are creating your charter and identifying your stakeholders.
  2. Planning – most of the processes live here, a good plan will make your life so much easier
  3. Executing – the act of doing – actioning each element of the project
  4. Monitoring and Controlling – Measuring, are we meeting the plan
  5. Closing – Not just the end of your project.

To be continued..



Author: Stewart Barrett

Stewart Barrett is an agile, results oriented data driven digital strategist & business focused online marketer with over 10 years’ experience. Passionate about businesses that challenge and disrupt markets, who is inspired and fascinated by the ever-changing world of digital.

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