A Guide to Project Management Fundamentals

WIP! But don't let that stop you from giving it a read! :D

This is a helpful guide to introduce you to project management, and the elements that make up a successful project.

What is a project?

A temporary endeavour that has a specific and unique goal, and usually a budget. A project has a defined beginning and an end. The trigger that a project is completed, is when it is handed over to operations.

Reasons for why projects may seem to go on continuously is likely due to not defining what the goal of the project is, and what it is aiming to accomplish.

The Project Goal

This is a unique result that could be either a product, a service, or another outcome. There are many reasons for why the project goal exists, and should be implemented. A pain point in the current process has likely been identified, and now it is up to the project manager to oversee the solution to this problem.

The Project Budget

Projects don't simply face monetary constraints, but also resource, time, legal, risk, or operational constraints.

What is project management?

The process of applying knowledge, skills, tools, and techniques to achieve objectives. We ask two questions:

1. What problem am I trying to solve?

Define exactly what the project is to accomplish to make it a success.

2. How am I going to solve this problem?

This can be defined by understanding the:

• Requirements
• Deliverables
• Scope

3. What is my plan?

We must identify:

• Work to be done in detail, how long it may take
• Resources needed and their cost
• Scheduling when work should occur
• Process for how things happpen in the project

4. How will I know when the project is done?

This is a qunatifiable measurable result that clearly states when the project is complpeted.

5. How successful was the project?

Project managers take time to review the project, finding out what went well, what didn't, and what to improve upon in the next project.

Skills

Project managers require technical, business expertise, problem-solving, interpersonal, and leadership skills.

Waterfall Project Management Lifecycle

This is a five phase strategy utilised in project management.

Initiating

Project managers must consider the definition of the project, the scope, resources needed, and identifying stateholders, and approval to proceed.

Planning

A small team of strong team members to determine how to perform the project. This answers the many questions above. Once this is completed, the team requests for approval to launch the project.

Execution

This is where the team puts the plan into action.

Manage and Control

To manage the project, first, the project is launched, the team of resources is onboarded, and the rules are outlined for how the project is run. This phase looks into checking into what is being completed, and if this is aligning with the plan. If the project is moving off track, action is taken to bring it back on track.

Closing

In this phase, the client approves the project, accepting it is complete. The team documents performance, and submits a lessons learned. This signifies the end of the contract whereby resources can be moved onto other assignments.

When does project management work?

It works when the project goal and the solution have been clearly defined, scope and deliverables are clear, as the team is aware of what needs to be done. Each stage is completed and iterated upon until completion.

The waterfall approach is simple, and is very low-risk when adequately informed. Teams who have worked on similar projects are able to be more productive as they're familiar with the work and understand how to resolve similar problems.

Agile Project Management

Some projects have quite vague solutions with ambiguous processes in building them. Agile project management introduces Sprints wherein certain features are delivered at production quality at regular intervals. Teams in these Sprints are often small, yet incredible specialised allowing them to work largely independantly given their experience. This ensures that the client is able to obtain consistent value out of the project as a much faster rate. With the incoporation of a feedback loop, the client can guide the team on features delivered, and next steps to help improve the overall solution.

Envision

Agile project management starts with envisioning the product and defining a set of initial goals. These goals are likely to change over the course of the Sprint.

Speculate

In this planning-style phase, the team creates, revises and prioritises the feature list with consideration to business and technical limitations. In this phase, effort estimates are determined, and risks are assessed.

Explore

In this phase, the team will build and deliver the features outlined in the Sprint.

Adapt

This phase reviews the results that have been delivered to the client, and lessons learned are documented. Otherwise known as a Retrospective, this review may highlight process changes, or feature rework based on feedback.

By cycling through the above four phases, a Sprint is completed

Close

When the final Sprint is over and accepted, the project is closed and lessons learned are documented.

Hybrid Project Management Lifecycle

This approach takes aspects from both the waterfall and agile methods of project management, wherein:

• The entire project utilises elements of both
• The project is segmented, such that some parts are managed using the waterfall method, and others with the agile method.

The entire project utilises elements of both

The first hybrid lifecycle integrates both methods, where aspects such as scrum meetings (small, dedicated project team producing documentation and delivering small project features) are applied to the waterfall approach. Teams will often roduct their deliverables with agile methods. That being said, project teams will assume the role of the client for individual deliverables, where they assist in providing feedback, and managing the backlog. When utilising this method, the team is able to present everything to actual clients for approval. This process often looks like:

• Drafting and obtaining approval for the project charter
• Collecting requirements
• Planning
  • Determining whether the project will consist of one deliverable or many
  • Identifying the team required to complete the project, and commitment for their participation
  • Determining the build approach (tools, facilities, equiptment, etc.)
• Building and testing
  • Teams iterate through building and testing with an internal team, often in a pre-determined sequence if there are multiple deliverables
• Reviewing the completed product with the customer, obtaining acceptance
• Closing

The project is segmented into waterfall and agile methods

A project that is broken into pieces, with some using the waterfall and others agile, has multiple life cycles. Some project deliverables may be better suited for agile, and others with waterfall. This solution uses a waterfall approach with agile components integrated.

Agile components are created using an agile lifecycle, whereby they are then delivered to the primary warefall deliverable team, who intergrate these components into the overall deliverable. Waterfall is used for the final product, which is presented to stakeholders/clients.

This approach is all about adapting and combining methods that best suit the needs of the project, and the client.

Project Management Software Tools

There are plenty of tools available to help with the project management lifecycle.

Scheduling Software

This type of software helps to build and manage the project's schedule. Some tools that you coud use include:

• Microsoft Project: Waterfall
• Oracle Primavera: Agile
• LiquidPlanner: Waterfall
• Jira: Agile
• Smartsheet: Waterfall
• Wrike: Agile
• Asana: Strong for both

Some tools are better for the waterfall or agile methodologies. I have personally used both Asana and Jira, and do feel Asana has worked best thus far. This could also be because it was set up very thoroughly when I had access. It all depends on how well the scheduling software is configured.

Word Processing Software

Word processing tools are great for all kinds of project management documentation. Templates can be made to make the process even easier, so you don't need to keep creating documents from scratch. Some tools that you could use include:

• Microsoft Word
• Google Docs

Spreadsheet Software

This is ideal for calculations and analysis, and helps analyse project risk for prioritisation.Some tools that you could use include:

• Microsoft Excel
• Google Sheets

Presentation Software

Presentation software is utilised for communicating project details at a high-level, or when you need to collate information from other types of documents. Some tools that you could use include:

• Microsoft PowerPoint
• Keynote
• Google Slides
• Prezi

Collaboration Software

Working on a project requires collaboration, and so a tool is needed to facilitate this. These tools can help teams share files, manage issues, and even manage the entire workflow. Some tools that you could use include:

• Asana
• Microsoft SharePoint

Enterprise Software

For complex projects, enterprise-level software should be considered. These tools allow teams to find resources with the skills needed, and teams can visualise which resources are available when they're needed. These types of tools can be used to track risks, issues, and even build document libraries such that team members can find information easily, when needed.

When considering which software stack to utilise, you must always consider the organisation's culture, your software budget, the organisation's current project management methodology, the number of project's that need to be managed, and their complexity.

Project Management Software Types

Most types of software tools used for project management can be divided into three categories:

• Mostly collaboration: tools that are easy to set up, are reasonably priced, offer good collaboration, and typically support agile project management. That being said, their support for traditional project management is not ideal.
• Mid-level project management: these tools offer collaboration features and support agile and traditional project management. They are simple to set up and are reasonably priced for their capabilities.
• Robust project management: some of these tools are difficult to set up and manage, while others are easier. Some focus on agile, some on traditional projects, and others on both. In general, they're pricier than tools on the former two categories.

Mostly Collaboration Capabilities

Tools in the 'mostly collaboration' category often provide:

• Communication/collaboration features including messaging, message boards, notifications, and workflows
• Work management
• Tasks, subtasks, and milestones
• Dependencies like start and due dates
• Templates
• Customisation and automation
• Integration with other software
• Support for agile project management

Although, they may lack the following:

• Scheduling features
• Resource management
• Cost management
• Risk management

Some tools with these capabilities include:

• Asana
• Trello
• ClickUp
• Basecamp

Mid-Level Project Management Capabilities

Tools in the 'mid-level project management category' category often provide:

• Communication/collaboration features including messaging, message boards, notifications, and workflows
• Multiple project views including task lists, Gantt charts, Kanban, workloads
• Tasks, subtasks, and milestones
• Dependencies like start and due dates
• Automatic date recalculation and critical path calculation (sometimes)
• Templates
• Customisation and automation
• Integration with other software
• cost management and budgets

Although, they may lack the following:

• Robust scheduling
• Robust cost management
• Risk management

Some tools with these capabilities include:

• Smartsheet
• Monday.com
• Wrike

Robust Project Management Capabilities

Tools in the 'robust project management category' category often provide:

• Robust scheduling
• Automated workflow management
• Cost management such as hourly rates, rates per person, billable rates, and non-billable time
• Portfolio and program management
• Risk management

Although, they have the following downsides:

• Can be complex to set up and configure, which may require consulting assistance
• Ongoing management requires knowledgeable admins (like scrum masters)
• Training may be needed for users
• Cost is often high

Some tools with these capabilities include:

• Teamwork
• Zoho Projects
• Jira (Agile only)
• Microsoft Project Online
• Primavera

Before Starting a Project... Initiate It!

A project must be initiated before is it started. A project manager is assigned to guide the project through its entire lifecycle. This person may be assigned after the project is approved, and if so, the person should review what was done during initiation and finalise activities that may have been skipped or left unfinished.

The client is usually the one responsible for approving the project, and so in this phase, the definition of the project and the issue that the project is solving should be clearly outlined. This involves highlighting the objectivees, requirements, deliverables, and so on.

Once the project has been clearly defined, the project charter can be prepared. This formalises the project, highlighting who is in charge of the project, as well as other key items.

Data Handling in a Project

Understandably, when working through a project, there can be a LOT of information and documentation that is crucial to the success of the project. But how can we store and organise project documents in a way that is easy to find?

Before starting a project (or if you're just wanting to restructure how you currently manage project information) you should consider doing the following:

• Identify the information you are wanting to extract from the project information system
• Assign an adminstrator to ensure consistency and accuracy in documentation

The project information system administrator is typically responsible for:

• Checking documents thoroughly, to ensure they're labelled and organised correctly
• Managing version control so outdated documents don't threaten the integrity of project information
• Monitoring requests for data or information and updating categories as required.
• Identifying keywords to increase data retrieval efficiency.
• Setting up and performing sound data backup and data security processes.
• Preparing project history packets for teams to review to improve definition and planning for new projects.

Categorising Data

Below are several approaches to categorising data to make retrieval simpler.The categories you decide on may varyu based on the data that you want to extract from the system:

• Project categories: the type of product delivered by the project
• Project lifecycle: agile, waterfall, hybrid, etc.
• Stakeholders or clients
• Risks
• Types of lessons learned

Approaches can range from simple to feature-rich and automated. Below are some approaches you may choose to consider:

• A well-organised and maintained filing system on a computer is inexpensive and is suitabl if it's maintained and the admin controls the flow of documnts. Cross-referencing and version control aren’t easy to do in this approach.
• Utilising a project management software can store and tag information electronically for quick reference and retrieval.
• Utilising a repository Management software automates version control, check-in, and check-out procedures. They're usually designed for specific types of information.

A project-aligned information system ensures the project team can find any information needed quickly. It also offers valuable information for preventing future mistakes from past projects, as well as information on successful projects.

Identifying Project Stakeholders

As a project manager, you need to know who has a stake in your project—these are your stakeholders. They include:

• The client
• Project sponsor
• Departments involved
• Team members

Understanding their expectations, influence, and interest helps you build relationships with key stakeholders and ensure project success.

Project Client

The client is the person or group with a problem to solve. For example, in a hospital scheduling project, the COO is the client. The client:

• Funds the project
• Guides project direction
• Approves deliverables

Project Sponsor

The sponsor supports the project and has authority to help it succeed, typically an executive or senior leader.

Functional or Line Manager

Functional managers run departments and are responsible for meeting departmental goals. They manage the people you may need to assign to the project.

Team Members

Team members’ work is tied to their project assignments, and their performance affects project outcomes.

Departments

Departments or groups that impact or are impacted by the project are also stakeholders. Knowing your stakeholders helps you manage expectations and maintain satisfaction.

Stakeholder Analysis Document

A stakeholder analysis document helps identify who stakeholders are, their importance, and how to engage them. This is an ongoing process during project definition. Key steps include:

1. Recording each stakeholder’s department, role, and position.
2. Identify who influences the stakeholder to guide communication strategies.
3. Note the objectives the stakeholder cares about and how they prioritise them.
4. Categorise stakeholders by influence and interest to focus your efforts.
5. Document their contributions to know what to expect and who to approach for support.

Analysing stakeholders early ensures you can manage relationships efficiently and keep them satisfied.

The Project Goal

The project goal defines the outcome the project aims to deliver. It addresses a problem or opportunity and guides all project work.

Define the Problem Statement

Start with a clear problem statement that identifies the underlying issue or opportunity. Avoid jumping straight to solutions. Asking “why” repeatedly can help uncover the core problem and refine project objectives. Once defined, the project goal should be simple and clear, guiding the team and securing stakeholder buy-in.

The Project Objectives

Once the project goal is defined, you can outline detailed objectives. Objectives help define:

• Project scope
• Chosen approach
• Success criteria

Objectives can be business-focused, supporting organisational goals, or technical.

SMART Objectives

A clear way to define objectives is the SMART framework:

• Specific: Clear and unambiguous
• Measurable: Progress and success can be tracked
• Achievable: Realistic given available resources
• Realistic: Objectives are practical and attainable
• Time-bound: Includes a clear target date

Benefit Analysis

With goals and objectives set, work with stakeholders to perform a benefit analysis. This ensures the project aligns with organisational strategy and delivers expected value.

Project Strategy

Multiple strategies may achieveno i the project goal. Start with a small group to brainstorm and evaluate options based on how well they meet the objectives. The strategy defines the approach and supports scope and success criteria.

Requirements

Requirements specify what the project must deliver. Clear, accurate requirements are critical: missing requirements can lead to dissatisfaction, while unnecessary ones can increase cost and time.

Challenges w/ Defining Requirements

Defining requirements can be difficult:

• Stakeholders may provide incomplete, inconsistent, or conflicting requirements
• Some may include “nice-to-haves”
• Non-stakeholders may try to influence requirements
• Stakeholders may be reluctant to invest time

Techniques for Gathering Requirements

There are several techniques for gathering requirements:

• Interviews: ask key stakeholders prepared questions
• Observe how people work: watch tasks being performed and validate requirements with workers
• Questionnaires and surveys: collect unbiased input from multiple sources
• Document analysis: Review existing documentation or products to identify requirements

Analyse Initial Requirements

Analyse initial requirements for gaps, conflicts, or duplicates. Clarify unclear points with stakeholders. This process may require multiple iterations.

Finally, document requirements in clear, simple language, organised by category to avoid duplication or conflict.

Project Deliverables and Success Criteria

Project deliverables are the tangible or intangible results your project produces. They define the project scope and provide a way to measure progress. To document deliverables, start by listing the end results. Intermediate deliverables can also be defined to track progress between status reports. Not all deliverables are delivered directly to the client.

Success Criteria

Success criteria define how you measure whether deliverables meet stakeholder expectations. Some are straightforward, like a signed contract or building certificate, while others are subjective. Success criteria should be clear and measurable, ensuring that deliverables meet project needs.

Project Assumptions and Risks

During project initiation, there's a good chance you won't have all the information you really need. Later when the project picture becomes clearer you can revisit your assumptions and modify them if necessary.

Assumptions

Assumptions are things you accept as true without full verification. Unspoken assumptions can cause misunderstandings or disappointment, so it’s important to clarify them early. Ask stakeholders about their expectations and visions for the project, and revisit assumptions as more information becomes available.

Risks

Risks are uncertain events that may positively or negatively impact the project. Early identification helps management decide whether to proceed or adjust the project plan. Documenting assumptions and risks upfront allows for better decision-making and risk management.

Project Scope Statement

The project scope defines the boundaries of the project—what is included and what is not. Documenting scope helps prevent scope creep and reminds stakeholders of the original agreements.

A scope statement combines all elements from project initiation: goals, objectives, deliverables, success criteria, assumptions, risks, and constraints. It should also include an “out of scope” section to clarify what the project does not cover.

Project Charter: Checklist

A project charter summarises the key elements of a project. For smaller projects, a concise version may be sufficient.

The Project Charter Content List

• Executive summary: an overview of the goals, approach and key personnel required to deliver business value
• Scope definition
  • In scope: what the project will produce
  • Out of scope: objectives or business areas the project will not address
• Project manager and sponsor responsibilities
  • Project manager authority and delegation levels
• Spending limits
• Constraints on changes that can be approved by the project manager
• Processes for managing the performance of project personnel
• Process for accessing contingency funds to address project issues
• Sponsor responsibilities
  • Meetings that the sponsor will attend
  • Process for accessing and allocating management reserve
  • Decisions reserved for the sponsor and an outline of the data that the sponsor requires for decision-making
• Project methodology
  • Waterfall, agile, or hybrid
  • Exceptions or deviations from standards
• Project control deliverables not performed: a procurement plan if no purchasing is required for the project
• Expanded project control deliverables: an enhanced risk plan if the project has many high-impact risks
• High-level communication plan
  • Who originates communication
  • What is communicated and when
  • Where is project data sourced and stored
• Assumptions
  • What are the current assumptions? What is the approach for confirming them?
• Constraints
  • Cost: the maximum project cost
  • Timeframe: the project finish date
  • Scope: the deliverables or capabilities delivered by the project
• Must haves: items that are mandatory
• Nice-to-haves: items that aren’t mandatory but would be advantageous to the business
• Regulatory items: government laws that must be complied with to continue to do business
• Resources required: key skills or individuals in the organisation that must dedicate time to the project to ensure success
• High-level risks: potential occurrences that could substantially impact the project
• Project success criteria
  • How success will be measured
  • A definition of what is acceptable to make the project successful.

A Typical 'Minimum Content' List

• Scope definition
  • In scope: what the project will produce
  • Out of scope: objectives or business areas the project will not address
• Project manager responsibilities
• Project methodology
• Assumptions
• Constraints
• Resources required
• High-level risks: potential occurrences that could substantially impact the project
• Project success criteria

Completing Project Initiation

The goal of project initiation is to provide the client or management team with the information they need to approve the project. The review can result in:

• Approval to proceed to planning
• Denial
• Sent back for rework

Approval

Once approved, the project charter is created and distributed. It typically includes:

• Project name and purpose
• Summary of goals and objectives
• High-level description (success criteria, requirements, scope, risks, assumptions, constraints)
• Milestone schedule and cost estimate
• List of stakeholders
• Project manager information: name, responsibilities, authority, and scope of work
• Formal declaration of sponsor support, which authorises the project manager to act

The charter clarifies the project manager’s authority, which exists only for the project being managed. Once distributed, all stakeholders understand the project’s scope, authority, and responsibilities, allowing planning to begin.