PROJECT MANAGEMENT

Introduction

Prior to discussing the various phases, processes and standards involved in applying this guide to project management, the guide defines what project management is and the roles involved. Upon acceptance of the definition of project management internally, organizations can develop an infrastructure to provide the knowledge, skill, tools and techniques necessary to support projects, Project Managers and project teams.

The guide provides the foundation that enables the organization to conduct projects in a disciplined, well-managed, and consistent manner so that quality products are completed on time and within budget. Throughout the guide reference will be made to the International Project Management Commission (IPMC) and the Project Management Executive Protocol Guide (PMEPG). IPMC has established the industry standards for project management and the PMEPG embodies those standards.

Chapter 1 is an introduction to Project Management Best Practices as embodied in the PMEPG as well as other best practices used in both industry and government and describes how those are integrated into the framework to create a holistic approach to managing projects. The guide does not simply restate the standards and processes defined by IPMC’s PMEPG but establishes an application of those standards to the Project Management Framework. The guide provides the methods addressing “what needs to be done” and “how it is to be done” in the execution and management of projects.

Large, complex projects require a more rigorous application of management processes than small, non-complex projects with readily achievable goals. The Project Manager assesses the project characteristics to determine how to tailor the information in the guide to that specific project and determine which project management processes will be required. This “tailoring” effort is reflected in the Project Management Plan and its associated documentation.

Additionally, the guide should be evaluated and refined over time (continuous improvement) in order to maintain the applicability, usability and acceptability of the processes and techniques defined. As the guide is implemented, lessons learned from its use will become invaluable to the continuous improvement effort.

Using this Guide

Chapter 1 provides background information and sets the context for understanding project management within the organization. Chapter 1 defines project management, discusses the difference between project and program management, and describes the IT Project Management Framework. The remaining chapters lead the reader through the IT Project Management Framework by devoting a chapter to each major step in the organizational project management process.

The guide appendices include project management forms a Project Manager would use to initiate, plan, execute, control, and close out their projects. A basis and collection of best practices for project management as defined in the PMEPG is located in the appendix as a reference.

There is also an organizational specific reference information, such as a glossary of project management terms within the context of the institution and the project management organizational governance structure, located in the appendix.