Strategy management helps organization achieve business excellence. It is a continuous process seeking improvement meeting to ever changing environmental challenges.
To maintain competitive edge, Evolving businesses continuously define new road map of growth. The need for improvement is tactical
(short term) or strategic (long-term) in nature. Operations and projects act
as strategic functionaries helping to serve these strategic goals.
The most challenging scenario after a good project beginning is to develop and change within the defined project objectives.
A good project management requires resourceful development and change management to sustain and efficiently manage the change, thus, least affecting the started objective.
Configuration management along with change controls help all incoming changes to be recorded, qualified, analysed, imbibed, reported and improved.
The formal nature of business is that it initiates most often the written way to introduce about itself or about a problem that needs to be solved by a capable team.
What is communicated to resolve become business requirements or for the team the scope of work to perform. The most capable team face dilution of understanding because of such communication.
Project scope management help to plan, define, and manage scope in a efficient way.
One of the greatest expected attribute from a project manager is timely completion.
Scope of work remain in paper and result as an deliverable if only when it is physically performed. Schedule is arrived by listing tasks or activities for the scope of work and resources identified.
Successful completion in the expected time frame depends on various factors. Explore to learn more about it.
One of the other greatest expected attribute from a project manager is project completion within budget.
Resources employed on project activities for the defined Scope of work determine project budget. Sometimes it is difficult to exactly pre-determined cost on scope of work as well.
Continuous cost planning, observation, reconciliation and control measure are way to a good start.
As a saying goes, 'Quality reflects attitude.'
Quality ensures that the expected deliverable and measures taken to deliver fulfils project objective. In other words, product quality and management quality should support continuously.
'To err is human', hence, the vitals - inspection, discussions, process analysis, check lists, cause effect diagram, control chart or similar tools help us to rectify upon need.
Risks are inherent of a project. The nature of uncertainty of risks frames degree a perception in humans and turns valid only when risks becomes a reality.
The analysis of risks, failure modes, effects, responses or plan of action, continuous evaluation help manage risks project better.
Risk appetite, tolerance, severity, threat, opportunity are few interesting attributes.
Simply put Purchases. In a B2B scenario, entities to safeguard business interest, employ agreements with participating entities with an intent of win-win.
Apart from make-buy decisions, severity of risks cited vary, hence, each purchases may differ in type of risks responses they wish to employ or what management call as Contract or Agreements.Documents, Tendering, Contracts, Settlement, Closure are key terms.
Project team members are lifeline to successful delivery.
Team identification, work allocation, team development are key essentials. Each human being unique, setting a common project platform or to enable members be on board becomes challenging.
Differing views may widen gaps and derail team functioning. Keeping project interest, manager set expected ethical behaviour and also recognize team efforts.
Professionals meet professionals here. Roles and responsibility can vary but bottom line everyone is human.
'Expectations either make or break relationship.' When project expectations are set and managed to the best extent, then, ethics, maturity, confidence and trust grow.
Stakeholder analysis and genuine relation building enable stakeholder to support on project activities or outcome.
Manager communications with stakeholders can be formal or informal methods.
Communication requirements are analysed, planned and actioned in all formal communication.
Manager employs appropriate channels, methods and tools to communicate based on the parties involved. Informative, supervisory, corrective, reporting, administrative are examples of the same.
Project assets are tangible and intangible things that are inherited, created, or applied for managing project.
Intangible or soft assets can be knowledge, skills, and value. Example, experience or lessons learned, skills acquired, process knowledge, functional knowledge of project undertaken.
Tangible or material assets are physical. Example, plans, document, devices, equipment, facility, infrastructure etc.