Saturday, November 21, 2015

Project Management
         Regardless of your occupation, you may need to manage complex projects. Here is a suggested framework of typical project management procedures.
         First, there are before-the-fact considerations (deciding things):
                  1. What will be done—planning, policy-making, qualitative and quantitative work objectives, service specifications, and service goals.
                  2. When it is to be done—priorities, scheduling, and programming.

                  3. Who is to do it—organization, delegation of authority, division and coordination of work, and functional relationships.
                  4. How the project is to be done—systems, procedures, methods, qualitative goals, standardization of work practices, and issuance of operating procedures.
                  5. The availability of resources needed to get it done—supply management, maintenance, professionally–trained and qualified staff, and financial management.
         Second, there are immediate considerations (doing things):
                 This is the efficient completion of what is to be done, in the way it is supposed to be done, at the time it is scheduled to be done, using resources made available for the purpose.
         Finally, there are after-completion considerations (evaluating things done):
                  1. What has been done—the evidences of results achieved: reports and statistics on project performance and costs, and the comparison of actual results against forecasts. 

                  2. How well it was done—qualitative review, end user satisfaction, work measurement, surveys, and audits.
                  3. Whether it should continue to be done—ongoing project research, analysis, and review of need.
                  4. How what was done could be done better—project redesign and reorientation; improvement in the organizational structure and the systems and procedures involved in project completion; personnel management, logistics management, financial management, and the processes used to plan and program for future projects.
         No project is complete until your work environment has been restored. Return tools, materials, and resources to their proper locations, straighten your work area, and check for unfinished business. This demonstrates good personal management, respect for others, professionalism, and your value of excellence. To borrow wilderness wisdom: leave no trace (other than your properly completed project). You then have a clean slate, and are free to dream, plan, and begin a new project.

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