Project Management

Managing Project Expectations with Procedure

In basic algebra, once you learn the order of operations, everything else is pretty straightforward. Likewise, when you understand the order of operations in project management, you have the starter pack you need to succeed. Diana Eskander breaks down how to run a project in a post for PM Hut.

Divide and Conquer

Everything begins with defining the scope of the project. You need to know what the goal of the project is and decide how much work is required to obtain it. Failing to define scope and instead going straight into planning is like playing a hockey game without a rink or a fence—the puck could end up anywhere.

Goals identified for the project should fall into the popular SMART criteria, and they should clearly contribute to furthering company strategy. To best understand all of the ramifications, build a list of all stakeholders and have discussions with them that will enable you to see the full potential value in the project. Ultimately, a project scope statement will result that details the project’s intended deliverables, complexity, and size. This statement may not be perfect, requiring some assumptions, but it will serve as a needed foundation.

The document will likewise help with budget and time:

In terms of getting concrete data for time and schedule constraints, determine if there’s an event date, launch date or business cycle for which the results of the project are needed. Based on any constraints that you discover, certain pieces of the project will have to be shifted in priority, in order to deliver on time and on budget. To get even more information on budget, time and workload needs, talk to your stakeholders. You’ll need to establish a schedule with all the relevant information.

After that, you just have to execute the project. Work breakdown structure could be a good way to decide how to do it, but there are many more articles around here to help you with that. You can view the original post here:

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