Project Management
I’ve managed projects, you’ve managed projects – we all have. Doing the shopping is a project.
More complex projects such as the office refurbishment on the next page need a more structured approach. There are many techniques, culminating in the Government’s Prince 2 methodology which allows for all sizes and complexities, but here’s a simple stage-by-stage one by asking questions:
| WHY? | Be clear about the reasons for the project, as they will keep you focused and help you resolve any choices as you go forwards |
| FOR WHOM? | Who are the “customers” for what you will produce? Whoever they are, include their needs in the planning, and get their comments before starting |
| WHAT? | This is the main focus of the project, what you will do and the expected outcomes |
| HOW? | Most of us rush straight into the “how” without gathering the important clues above, which is dangerous as we may spend a lot of time and money on the wrong approach. Cost comes in here – can you afford the approach you are proposing, where will you get extra funds if needed, will fundraising itself take time? |
| WHEN? | This is about deadlines, when does the project need to be completed, and the timing for each stage. This is when you write down how you’re going to carry out the work against a timetable. Cut the project into manageable stages – you should also look at risks to the project delivery which may delay it, or cost money to resolve, and review them regularly, don’t assume things will always go just as you planned |
| WHERE? | This is not just about the location for your project (new buildings will need a site) or delivering services (how you will reach your customers, and the needs of distribution) but also where you will keep the necessary project records as you go along and where people can find out more about your progress. |
| WHO? | Will you be the sole manager of this project, or are there others, and also a steering group of interested parties – “stakeholders” who also want to see the project finished successfully and can help through regular contact? |
| WHAT HAPPENED? | There were “SMART” outputs and outcomes you expected from the project (specific, measurable, achievable, realistic and time-related) – having noted them in advance (“What”), were they achieved? |