- What Exactly Is a Successful Project?
- Learning from Troubled Projects
- Learning from Successful Projects
- Essential Project Manager Toolkit
This chapter is from the book
This chapter is from the book
This chapter is from the book
Essential Project Manager Toolkit
While there are many facets of project management and many lessons to be learned from both troubled projects and successful projects, there is an essential set of tangible tools that any project manager needs to have to best manage any project. Table 3.2 lists these essential tools and why they are important.
The important principles to remember regarding project management tools are as follows:
Any planning document needs to be reviewed and agreed to by appropriate project stakeholders and team members.
Separate documents are not always needed. Smaller projects might combine relevant information (especially "plan" documents) into a single "grouped" document.
The essential tools represent the key information and thought processes that is needed to effectively manage the project.
Table 3.2 Essential Project Manager Tools
|
Tool |
Description |
Value |
Notes |
|
Project Charter |
Authorizes project and the project manager |
Provides official notice to the organization |
May not always be a formal document; At a minimum, get an email notification |
|
Project Definition Document |
Defines project purpose, objectives, success criteria, and scope statement |
Key for managing expectations, controlling scope, and completing other planning efforts |
Core tool |
|
Requirements Document |
Defines the specifications for product/output of the project |
Key for managing expectations and controlling scope |
Core tool |
|
Project Schedule |
Shows all work efforts, properly estimated, with logical dependencies, assigned to responsible resources scheduled against a calendar |
Key for directing all project team work efforts; Key for managing expectations; Allows for impact and what-if simulations when things change |
Core tool |
|
Status Reports |
Periodic reviews of actual performance versus expected performance |
Provides essential information to stakeholders; Allows for timely identification of performance variances |
See Chapter 10, "Controlling a Project," and Chapter 17, "Managing Project Communications," for more details |
|
Milestone Chart |
A summary of the detailed project schedule showing progress against key milestone |
Allows stakeholders to see high level project progress on one page |
Detailed schedule roll-ups can be difficult to read and interpret; Incorporate into Status Report |
|
Project Organization Chart |
Shows all project stakeholders and the working relationships among them |
Allows team members to get a better understanding of project project roles and organizational dynamics |
On smaller projects, may be combined with project plan or project definition document |
|
Responsibility Matrix |
Defines all project roles and indicates what responsibilities each role has |
Key for managing expectations; Establishes accountability |
On smaller projects, may be combined with project plan or project definition document |
|
Communication Plan |
Defines the how, what, when, and who regarding the flow of project information to stakeholders |
Key for managing expectations; Establishes buy-in |
On smaller projects, may be combined with project plan or project definition document |
|
Quality Management Plan |
Defines the approaches and methods that will be utilized to manage the quality levels of project processes and results |
Key for managing expectations regarding quality, performance, and regulatory compliance matters; Impacts work efforts and project schedule Establishes accountability |
On smaller projects, may be combined with project plan or project definition document |
|
Staffing Management Plan |
Lists how project resources will be acquired, when they are needed, how much they are needed, and how long they will be needed |
Key for building schedule; Key for properly managing resources |
May also include role profiles, rates, training needs; On smaller projects, may be combined with project plan or project schedule |
|
Risk Response Plan |
Lists each identified risk and the planned response strategy for each |
Communicates potential issues in advance Proactive measures help reduce impact to project |
On smaller projects, may be combined with project plan or project definition document |
|
Project Plan |
Formal, approved document that is used to manage project execution |
Includes all other supplemental planning documents; Key output of project planning |
On smaller projects, may be combined with project definition document |
|
Deliverable Summary |
Defines and lists all deliverables to be produced by the project |
Key to managing expectations; Ensures proper visibility, tracking, and reporting of targeted deliverables |
May be combined with status reports |
|
Project Log |
Captures essential information for each project risk, issue, action item, and change request |
Ensures proper visibility, tracking, and reporting of items impacting the project |
Core tool |
|
Change Request Form |
Captures essential information for any requested change that impacts scope, schedule, or budget |
Allows change item to be properly assessed and communicated before action is taken |
Core tool |
|
Project Notebook |
Used by project manager to maintain official record of important project documents and deliverables |
Part of managing project information |
Electronic and/or hardcopy versions |
The Absolute Minimum
At this point, you should have a solid understanding of the following:
What defines a successful project and why it is not always easy to measure
The common reasons why projects get in trouble and what you can do to avoid them
The key principles that serve as the foundation for most successful projects
The essential project management tools and why they are important
The map in Figure 3.1 summarizes the main points we reviewed in this chapter.
)
Figure 3.1 Essential elements for any successful project overview.