The Principles of Project Management

Project Lifeecycle 7 Essentials for a Successful Initiation

Choose projects that are important to the organization
Underlying Principles
r INITIATING PLANNING
and its future. How to Plan
⚈ Doing PM right is an investment in Make sure that you have appropriate resources – Break the project down into pieces
making the “real work” matter. people, equipment, and/or budget – for your project. that are small enough to work with.
CONTROLLING EXECUTING CLOSING Include the people who are affected by and interested
⚈ People problems can’t be solved with Identify dependencies.
in your project – their input and opinions matter!
software.
Estimate how long each piece of work
Set up a Project Board with the right members at
⚈ If it doesn’t add value, it won’t get done.
the beginning of the project, not just when the
will take.

⚈ The best tool is the one that works AND
gets used.
⚈ The best way to communicate is the one
that gets you heard.
⚈ Choosing the right tools and processes is
the PM’s most important job.
difficult decisions need to be made. Add some contingency.
Hallmarks of g
good projects Create a Project Initiation Document and review it Consider the risks.
with the project team, board, and key stakeholders.
⚈ They deliver big benefits.
Represent the plan in a format that
Get your project started with a kickoff meeting
⚈ They’re strategically important to the
to ensure the team’s aligned and everyone’s
the team, board, and stakeholders will
future of the organization.
enthusiastic about the project!
understand and follow.
⚈ Sufficient resources are invested in them. Have a plan that identifies who needs to be kept
⚈ They have supporters in the organization. informed about your project’s progress, and how
you’re going to communicate with those people.

Key Tools for Executing

Project Balance Quadrant Change Control Process Successful Project Checklist
Controlling
QUA
ST
(key tools noted in brackets)
⚈ Project Schedule (usually represented as a Gather the change requests (CRs).
CO

Ensure everyone’s clear on

LIT

Gantt chart) why the project

is being undertaken. (Proj
Y

Understand the impact. ect Proposal)

BALANCE
⚈ Deliverables List (often represented as a Organize key decision mak
Communicate the impact ers into
SC

OP
E

Work Breakdown Structure) a project board. (Project Orga

TI
M

and get a decision. nization Chart)

E
⚈ Stand-up Meetings Invest early in the project
initiation process.
Communicate the decision.
(Project Initiation Documen
⚈ Issue Lists t)
Needs Based Leadership Execute the change.
Hold a kick-off meeting to
get everyone
⚈ Project Reviews involved in the project align
HIGH ed. (Project Kick-Off)
Create your initial project
SUPPORTING COACHING Closing Process
es plan, including
the schedule and risk plan
s. (Proj
SUPPORTIVE BEHAVIOUR

ect Plan)

“ Proje ct M an ag em ent 3 2 Review the project results. Hold regular stand-up mee
keep the project on track.
tings to help

is about m aking th e Agree on any remaining work.

Keep stakeholders and boar

REAL wo rk m atte r. ”
4 1
DELEGATING DIRECTING
M erri Willi a ms
LOW DIRECTIVE BEHAVIOUR
d members
Complete what has been agreed
and obtain official sign-off.
informed of project progress
(Communication Plan, Proje
.
ct Reviews/Updates)
Celebrate! Formally close the project
and celebrate what
HIGH was achieved! (Project Hand
over Pack)

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