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A project is a set of tasks. Project planning is a discipline for stating how to complete a project within a certain timeframe, usually with defined stages, and with designated resources. In business planning speak that’s just another way of saying it’s a process or system. However, unlike most business systems one of its key characteristics is that it has a specific beginning and end. Most systems are permanent. Or at least have some level of permanency to them. A project, on the other hand, is conceived as a temporary endeavor. The second key characteristic of a project is that of uniqueness. The product is always unique. The specific set of tasks that make up the project, are almost always unique. The tasks may follow a pattern. The tasks may be individually common. However, the arrangement of tasks and something in the tasks will be unique to this project. So projects can include such things as: building an office building, building a house or building a bridge. But they can also include such things as designing a rocket ship or a satellite. Or it might include the development of a new drug or a new product. A business project is first of all, a project. And therefore, it shares the characteristics of uniqueness and a temporary nature. It also produces a unique product and it may use common tasks. The difference lies in the purpose of a business project versus other projects. A business project is a project specifically intended to achieve a objective. For example, an IS or IT project may have as its objective implementing a new general ledger system. Because it is intended to achieve a business objective (the new general ledger system) it is a business project. A business may decide it needs to reorganize itself. The process of reorganizing is a business project. Or a business may decide it needs to do some marketing. The design and implementation of the marketing campaign is a business project.
In contemporary business, a project is a collaborative enterprise, involving research or design that is carefully planned to achieve a particular aim. Projects can be defined as temporary rather than permanent social systems or work systems that are constituted by teams within or across organizations to accomplish particular tasks under time constraints. An ongoing project is usually called (or evolves into) a program. The word project come the Latin word projectum from the Latin verb proicere, "before an action" which in turn comes from pro-, which denotes precedence, something that comes before something else in time (paralleling the Greek πρό) and iacere, "to do". The word "project" thus actually originally meant "before an action". When the English language initially adopted the word, it referred to a plan of something, not to the act of actually carrying this plan out. Something performed in accordance with a project became known as an "object". Every project has certain phases of development. At school, educational institute and university, a project is a research assignment given to a student which generally requires a larger amount of effort and more independent work than is involved in a normal essay assignment. It requires students to undertake their own fact-finding and analysis, either from library/internet research or from gathering data empirically. The written report that comes from the project is usually in the form of a dissertation, which will contain sections on the project's inception, analysis, findings and conclusions...The project plan is one of the most important and useful documents in your toolkit, and should be referred to and updated throughout the project lifecycle. Its initial purpose is to kick-start the project by convincing the decision makers that the project is viable and will meet their needs and timeframes, budgets, expectations. If the project plan is poorly written or contains insufficient detail, the project may not even get past this first decision gate and may never actually get off the ground. Many viable projects have floundered at this stage due to poor planning and communication. Most people have witnessed what no planning or poor planning can do to a project, no matter how great an idea that project might have been initially. Poor planning often means poor employee morale can adversely affect profits and can hinder a company's ability to adequately assess the future and act accordingly. Good planning can help minimize risk and can position a company for future growth. Whether projects are big or small, proper planning is essential. Planning is a process to determine a future course of action and answers several questions relating why to take that action, how to take it and when to take it. It is generally thought of as executive action that uses the skills of anticipating, influencing and controlling the nature and direction of change. On the flip side, if you can deliver a great project plan, it establishes your credibility as a project manager, starts the project on a sound footing, and provides the team with a mandate for action and a clear direction to follow. Don't confuse a project plan with a project schedule. A schedule is merely a component of a project plan, and usually takes the form of a timeline or Gantt chart depicting tasks vs. timeline. A project schedule is a vital tool and should complement the project plan. Larger project plans contain several schedules, normally as appendices, that are referred to throughout the document. Such schedules would include an overall timeline, a test schedule, an implementation schedule, the critical path analysis, a resource allocation schedule etc.
Most people have witnessed what no planning or poor planning can do to a business project, no matter how great an idea that project might have been initially. Poor planning often means poor employee morale can adversely affect profits and can hinder a company's ability to adequately assess the future and act accordingly. Good planning can help minimize risk and can position a company for future growth. Whether business projects are big or small, proper planning is essential. Projects come with different requirements related to scope, timing, cost, number of disciplines involved, various priority lists, and other variables depending on the organization’s purposes. Every project within academia, government, industry, and not-for-profit organizations will have specific requirements. A product or process research project extending over many years will have different requirements than a marketing project designed to affect next year’s performance. What kind of project are you dealing with? Any department may have projects that range from several hours to thousands of hours. Some projects may take many hours to complete, but may not require developing any new knowledge. Others could be relatively small but include many unknowns that need to be resolved. If all projects were managed with the same rigor, the output of the group could come to a standstill. However, all projects regardless of type should be tracked to prevent some minor detail from falling through the cracks because of a lack of attention to detail. You also need to keep in mind that most projects are made up of many subprojects managed by teams. So you need to develop a tracking system that fits the organization’s needs.
There are three basic types of business project. The first is the strategic project. This type of project is focused on achieving objectives determined during the planning or strategic process. A second type is the operational project. These are projects which are initiated for reasons other than achieving a strategic objective. For example, a general ledger may have become obsolete. So a project is initiated in order to implement a new release of the general ledger. The third type is the repeating or operationalized project. These projects run so frequently that much of the regular project planning can be repeated. The business project is a consultancy-like project.
One view of project planning divides the activity into: Setting objectives (these should be measurable), Identifying deliverables; Planning the schedule; Making supporting plans. Supporting plans may include those related to: human resources, communication methods, and risk management. Computer hardware and software project planning within an enterprise is often done using a project planning guide that describes the process that the enterprise feels has been successful in the past. Tools popularly used for the scheduling part of a plan include the Gantt chart and the PERT chart. The ability to plan and execute projects is critical to an organization’s ability to bring about change. Projects, from small to mega, are required to take advantage of opportunities, to optimize operations, and to meet statutory requirements. In short, project management has become a core skill for managers at varying levels and across all disciplines. The traditional disciplines of project planning and control are covered. In addition, there is discussion on how projects exist within the organization, and what is needed for them to thrive. Thus, perspective is built that goes beyond the project itself. No matter what the project or program, it is important to explore issues from the financial justification process, through implementation, to the planned returns or benefits. The practical skills transferred will be applicable to both private and public sector, and to any type of industry. The outcome for the participant will be a greater understanding of the principles, the techniques and the strategic implication of project management, particularly for their own organizations.
Let us give you some understanding of what should be included in a project plan. Part 1: What Should be in a Project Plan? The project plan serves as a roadmap for the entire project team providing guidance on the priority of activities, the scope of work, the methodologies and governance to be used, who the stakeholders are, the broad strategy to take, how costs and people will be managed, the quality standards in the project, how the project will communicate with stakeholders, how performance and benefits will be measured etc. The main areas you need to cover in your plan include: Project Background; Objectives; Scope; Constraints; Assumptions; Dependencies & Impacts; Issues & Risks; Methodologies & Strategy; Controls: Scope, Time, Cost, Quality, Resources; Communications; Schedule of Delivery; Performance Measurement; Benefits Realization. As you can see there are many elements to a project plan, and some of the larger plans can stretch well over a hundred pages. This makes structuring your document all the more important. A consistent format with a logical order and clear headings will allow your readers to quickly navigate through the document and get to the details that are important to them. Try not to omit any of the key areas outlined above, as doing so may come back to bite you, proving costly further down the line should a misunderstanding arise. For example, if you fail to adequately document what is in and out of scope of the project, you may get in to a dispute about who is delivering what. Or you may find that the project delivers a product which you believe is satisfactory, but fails to meet the expectations of the customer as they have different quality criteria to you. These are not situations which you want to find yourself in, and they can be easily avoided by writing a thorough project plan. The more relevant information and detail you can include in your plan at this stage, the better, but there is an emphasis on relevant! Avoid the temptation to bulk out your document with unnecessary paragraphs and try not to repeat yourself. If you do need to re-emphasize a point, simply cross-reference the original section in your document (using headings), rather than repeating the whole section. Your readers will thank you for this, and it will also make editing the document far easier for you. Gauging the appropriate level of detail is difficult and comes with experience. Once you have written a few project plans you will know how to tailor each one according to the size of the project and expectations of your audience. Tailor to your audience: The project plan is often one of the first points of reference for stakeholders, whether they are new staff, executives, customers, users, suppliers or interested third parties. So when writing your plan bear in mind that it needs to be suitable for such a wide audience and could be read by someone with no prior knowledge of the project. Always ensure that you introduce the context of the project and provide some background and history behind what you are doing. Include a glossary or terms of reference to explain any abbreviations and acronyms. When referring to other documents it may be useful to include details in the appendices for the benefit of people who have not read these documents before.
Part 2: Selling the Project Plan: Writing your project plan is only the first part of the job. The equally important next step is to successfully sell the project to stakeholders, without this all of your efforts will be wasted. Whilst some project managers are in the fortunate position of already having the 'go-ahead', most projects have to compete for funding and prioritization with a realm of other priorities, whether within a program, portfolio of work, or across different functions. This makes the job of selling the project plan that much harder. Normally the business case is the main selling tool of the project, as it states WHY a project is being undertaken, listing out all of the potential benefits and costs of completing the work. However, the project plan also forms a key component of your strategy, as you have to be able to demonstrate credibility and feasibility. The decision makers need to be convinced that you're up to the job, that you know exactly how you want to deliver the project, that the project is feasible and worth doing, and that it will be delivered in accordance with their expectations. So be realistic, don't make bold claims or have overly optimistic expectations that you can't substantiate. These will come back to bite you in the future! It is far better to play it safe and include fairly conservative and realistic statements that you are confident can be delivered. Don't create a noose for your own neck!
Working with your stakeholders: Work with the decision makers and involve them early in the process if you can. It is far easier to take these people on the journey with you, than to sell it to them 'cold' at the end. Consult with them about their requirements and expectations, talk through your thoughts and review early drafts with them. Make sure that you have addressed any concerns they raise before you get to the final review, so by that stage they are entirely comfortable with what's in the document and most importantly there are no surprises. Working one-on-one with all of the key stakeholders may be time consuming, but it’s well worth the effort, especially if you haven't yet built a relationship with these people. This process will allow them to see how you work, and will help you build important allies which will be crucial as the project progresses. Getting people on-side early will make life so much easier when things get tougher later on. Taking this approach should mean that the final version of the project plan sails through the planning stage and is fully endorsed to proceed to the next stage of the project. Baseline it! Once the project plan gets approval, make sure you baseline the document and ensure there is a clear and transparent process in place for managing further changes. Note: you should have documented this in the 'Project Controls' section of your plan! It is vital to do this, as the plan must maintain its integrity as an endorsed document so that it can be referred to as a 'baseline' for the rest of the project. Every time a change is made to the plan, it is updated to a new version and re-baselined; that then becomes the latest version to refer to. Once your plan is signed off and baselined, you are ready to move on to the next stage of the project, the Execution Phase.
Do note that these above tips are given only as a guideline and would vary based on the requirement of the project. However even with these instructive steps it is not possible for most people to do a good write business project proposal, business plan project report, and so on like how our expert writers do. This is why you need the help of our company. So why wait for writing business analysis project management, business administration projects, business intelligence project management, etc? Use our help now. Read below for more details.
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