Managing A Project

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Managing A Project

Follow these steps to manage a simple or complex project using the project management methodology:

Decide on a short and unique Project Title that is unlikely to have been used before or to be used again.
Identify the Project Manager (the responsible officer).
Contact the Project Support Centre and request a Project ID. The PSC will require you to supply the:
- Proposed project title
- Name of the proposed Project Manager
- FSMed Area/Department name
- Your name (the requester)
The PSC will record these details in the Project Register and issue you a unique Project ID. This Project ID will be shown on all your project documentation. You are also recommended to save all your project files starting with this Project ID to easily search and identify all project documentation relating to the specific project.
Identify if the project is a simple or complex project. If the project has a budget between $10,000 and $50,000; or requires 50 to 500 person hours effort it is considered a simple project. If the project has a budget greater than $50,000; or requires more than 500 person hours effort; or presents a great risk to the FSMed (as decided by the Project Sponsor where the risk warrants the rigour of a complex project) it is considered a complex project.
Formulate the Project Brief and submit it to the Project Support Centre and the Project Sponsor for endorsement. The Project Sponsor is usually the highest authority who endorses the funds and has the power to accept or cancel the project. If the project is a School project, then the Project Sponsor is likely to be the Head of School or delegate. The Project Brief is the same document regardless of whether it is a simple or complex project. The signing of the Project Brief acknowledges the permission to go into the planning phase of the project to create the Project Plan.
Once the Project Brief has been signed and endorsed, a copy should be sent to the Project Support Centre. They will update the details on the Project Register to indicate a Project Brief has been endorsed.

At this stage the methodology is different for a Simple or Complex project:

For Simple projects:

Formulate the simple Project Plan and submit it to the Project Support Centre and the Project Sponsor for endorsement. A Project Plan is normally created with the project team to ensure adequate input is given and team members have the opportunity to agree that they have the appropriate skills and can take responsibility for the tasks they are assigned. It specifies all the activities and tasks, effort and schedule of the work to be undertaken (i.e., the project scope). The signing of the Project Plan acknowledges the permission to go into the execution phase of the project.

Once the Project Plan has been signed and endorsed, a copy should be sent to the Project Support Office. They will update the details on the Project Register to indicate a Project Plan has been endorsed.

The Project Manager then executes the project, with the team (if one exists) in accordance with the Plan. A simple plan may require to use some of the other templates used for a complex project, such as a Project Progress Report, however this will depend on the project and the discretion of the Project Manager.

Once the project is fully executed and all the deliverables (outcomes) are complete, a Project Closure form is formulated and submitted to the Project Support Centre and the Project Sponsor for endorsement. For the project to be deemed complete, the Project Sponsor must accept all deliverables. The signing of the Project Closure acknowledges that the project is complete.

In the event that a project is cancelled, then a Project Closure form is formulated and submitted to the Project Support Centre and the Project Sponsor for acceptance. Reasons for the cancellation are noted on this form.

Once the Project Closure form has been signed and endorsed, a copy should be sent to the Project Support Centre. They will update the details on the Project Register to indicate a project is finished or cancelled.

Although not required of a simple project, it is recommended that the project team have a closure meeting and discuss all the lessons (good and bad) learnt during the project management process and record them on a Lessons Learnt form.

A copy of the Lessons Learnt should be sent to the PSC for filing.

At this stage, the Project Manager should collect and archive all project documentation. It is recommended that a CD of all electronic files be provided to the PSC, however this is not necessary.

Congratulations you would have successfully completed a simple project by this step.

For Complex projects:

Formulate the Project Management Plan (PMP) and submit it to the Project Support Centre and the Project Sponsor for endorsement. A PMP is normally created with the project team to ensure adequate input is given and team members have the opportunity to agree that they have the appropriate skills and take responsibility for the tasks they are assigned. It defines all the work to be undertaken (i.e., the project scope), and also includes a number of subsidiary plans (e.g., Communications Plan, Risk Management Plan, Training Plan, Quality Plan etc). The signing of the Project Management Plan acknowledges the permission to go into the execution phase of the project.

Once the Project Management Plan has been signed and endorsed, a copy should be sent to the Project Support Centre. They will update the details on the Project Register to indicate a Project Management Plan has been endorsed.

The Project Manager then executes the project, with the team (if one exists) in accordance to the Plan. During the project a number of other templates may be required:

1. Project Change Request – where a change is requested (that is likely to impact the budget, schedule or quality / specifications of the project and / or its deliverables), this form examines the justification of the change, the impacts of the change and requires the Project Support Centre and the Project Sponsor to accept or reject the change. If the change is rejected, the Project Manager must inform the requester. If the change is accepted, project management documentation may need to be updated, and the change will be implemented as approved.
2. Project Progress Report – this is a report that defines how the project is progressing. Usually this report is produced at least monthly.
3. Quality Verification Report – this is used where predefined quality tests have been executed and provides the results of the tests.

Once the project is fully executed and all the deliverables (outcomes) are complete, a Project Closure form is formulated and submitted to the Project Support Centre and the Project Sponsor for endorsement. For the project to be deemed complete, the Project Sponsor must accept all deliverables. The Project Closure is the same document independent if it is a simple or complex project. The signing of the Project Closure acknowledges that the project is complete.

In the event that a project is cancelled, then a Project Closure form is formulated and submitted to the Project Support Centre and the Project Sponsor for acceptance. Reasons for the cancellation are noted on this form.

Once the Project Closure form has been signed and endorsed, a copy should be sent to the Project Support Centre. They will update the details on the Project Register to indicate a project is finished or cancelled.

The Project Manager facilitates a closure meeting with the project team and discusses all the lessons (good and bad) learnt during the project management process and record them on a Lessons Learnt form.

A copy of the Lessons Learnt is sent to the PSC for filing.

At this stage, the Project Manager should collect and archive all project documentation. It is recommended that a CD of all electronic files be provided to the PSC, however this is not necessary.

Congratulations, you would have successfully completed a complex project by this step.