What Steps We Follow

Working Strategy We Follow.

First Step

Project Conception and Initiation.

The first of our project management steps is to settle on the idea of a project; to scratch out the concept and agree that it will be taken further than the drawing board. You’ll have an idea, do a little research to see how it would be completed, then pitch it to the relevant powers for examination and approval. This stage will change a lot depending on the idea which is being developed. For example, if you want to implement a new feature then you’ll need to consult the head of your development team. On top of the relevant team heads, you’ll also be consulting with your shareholders in order to keep them informed of where their money is being spent. The key with the conception stage is to examine your project for both its feasibility and value to the organization; an easy project will be useless if it does not benefit the company, and a useful project will just waste resources if you aren’t certain that it’s plausible in the first place.
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Second Step

Project Defination and Planning.

The second project management step is definition and planning. Once your project’s been given the go-ahead, it’s time to stamp out the scope, schedule, and cost of a project. This is usually done by drawing up a project plan, scope or charter, then calculating a budget, the resources needed, and a schedule. This is also the stage where you want to create a risk management plan: identify potential problems or obstacles and develop procedures to prevent them, or deal with them quickly if they do happen.

It’s worth noting that all of these items are subject to change during the project. Orders could be delayed or problems could arise, so when drawing up these plans you need to give some leeway and predict the most likely area for delays. You should also note the flexibility of the teams working on the project, as if a delay occurs you may need to divert resources in order to hit the deadline.

Two popular methods of creating goals for a project are SMART and CLEAR.

Third Step

Project Launch and Execution.

The project launch or execution phase is next, and this is where things kick into overdrive. As the title would suggest, this is where work begins on the project, although one or two tasks must be completed before your team gets stuck into the meat of the topic. First, you need to ensure that you have the deliverables of the project set in stone – you should know what needs to be completed, how it should be done, who needs to work on it, and when it has to be complete by (with some flexibility, depending on the risks you’ve identified). Once you’re sure that you have this collected and approved, the kickoff meeting will take place. The project kickoff meeting is vital. Here is where you will meet with the teams involved and distribute the necessary resources, tasks, timeline, responsibilities, and any other important information related to the project. Not only do you have to convey all that, but (going back to your CLEAR goals) you need to make sure that your team understands exactly what the project is and why they should both care and be enthusiastic about it. Yes, I’m aware of how corny that sounds.
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Fourth Step

Project Performance and Control.

The performance and control step of project management occurs over the time from the project’s launch to its completion, and serves as a method to measure and compare the status of the project compared to the original plan. This phase can require relatively little effort on the project manager’s part, or be the most stressful section of the entire undertaking, depending on how smoothly everything runs. Using the previously set out meeting times, you need to be regularly talking to everyone involved with the project (or at least the team managers) and ensuring that all is running smoothly. This is usually done through the use of KPIs (Key Performance Indicators); the quantifiable measure of progress I talked about above.
 

Last Step

Project Close.

The final of our project management steps is that of the project’s close. This is where, for all intents and purposes, the project has been completed and the outcome has been approved. If all is completed to a satisfactory standard, then business can either return to usual or move onto the next project. The first major task of this section is the evaluation of the project. The ultimate goals / plan of the project need to be compared with the actual outcome and assessed as to the quality, accuracy, and speed at which it was achieved. For example, the best outcome would be a project which was completed ahead of schedule, within or below budget, to a high quality and accuracy, with few problems. Unfortunately, that truly is a dream scenario. More likely is the situation whereby you need to assess which problems came up during the course of the project and how well they were dealt with – this includes an analysis of how and why everything that took place did so. Was your team performing so well that they beat your schedule? Were the problems which arose outside of your control or foresight? Did your team still manage to complete their work to a satisfactory standard and timeline considering the difficulties which they faced?
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