The project management process requires a specific configuration that contains the project management documentation; project plans; project management methods; information exchange’ resources for the project planning and project implementation. What follows below is the model CORETRA Ltd utilizes in consulting assignments for Organizations’ strategic plans and related assignments.
Phases, or stages, are very important for project managers. By thinking in terms of phases, you can ensure that the deliverables produced at the end of each phase meet their purpose and that the project participant is properly prepared for the next phase.
Paying attention to project phases, or stages are very important for project managers. By thinking in terms of phases, you can ensure that the deliverables produced at the end of each phase meet their purpose and that the project participant is properly prepared for the next phase. This requires a strong culture of Monitoring & Evaluation (M&E) and familiarity with the various tools utilized for the purpose of M&E.
The Work Breakdown Structure (WBS) is drafted as part of your preparation activities and then validated by the rest of the project team. At the end of each phase, someone signs off on the deliverables from that phase. Once the deliverables are approved, the phase is completed and the project team can move on to the next phase.
The phases are as follows:
The phases are as follows:
Phase 1: Project Planning
This phase is essential to the overall project as it formalizes the project scope, project objectives, specific requirements, participant roles and responsibilities, and overall project control and reporting procedures. Once this has been performed, the participants will have a clear understanding of exactly what activities are included in a project, their involvement in and accountability to the project management, as well as what will be delivered.
The deliverable arising out of this is a Project GANNT Chart document that is used as a guideline throughout the project.
Following the approach that could see the project participants address specific elements, table-specific variables, and schedule the project for execution is a winning strategy. This will ensure that planned activities are performed on time, within the budgeted time and cost constraints, and in accordance with rigorous quality standards.
Project control through continuous monitoring and management by the Project Leader and through regular reporting against agreed “deliverables”, must be effected by the relevant committee to be set up.
Setting up a steering committee that is made up of senior stakeholders or experts, responsible for project management concerns falls under this phase.
Setting up a steering committee that is made up of senior stakeholders or experts, responsible for project management concerns falls under this phase.
The project structure will be agreed upon before the commencement of the project. However, we envisage that most structures would consist of:
- The Project Steering Committee (TMT)
- The Project Team
- The Project Team Leader/Manager
- The Assistant Project Team Leader
The project planning is therefore split up into many simple roles and responsibilities that are assigned to the members of the steering committee as follows:
Project Steering Committee
- Provide project progress & feedback to stakeholders
- Monitor progress
- Discuss and gain acceptance from stakeholders
- Resolve critical issues
- Approve or reject recommendations made by the other teams, culminating in the various decisions needed.
Project team
- Delivery & facilitation of work according to the agreed project plan.
- Manage resources e.g. budget to achieve objectives.
- Communicate progress to the steering committee.
- Ensure conformance to terms of reference
- Provide guidance on change management
Project leader
- Act as a spokesperson for Steering Committee
- Schedule, convene & co-ordinate meetings
- Manage progress against plan
- Ensure conformance to terms of reference
- Ensure full involvement of stakeholders
- Keep steering committee up to date with developments
- Ensure quality & complement consultant’s work
Phase 2: Functional analysis
To ensure that the assignment is focused on the mission and strategic objectives of the client, a team of consultants has to carry out a strategic review of the Client’s organization. This involves reviewing the existing strategic plans, business plans, risk management plans, succession management plans, and related documents in order to understand the current situation facing the client and form a good idea of what ought to be (anticipated future). This will be done even for a simple training assignment.
The output from this phase is an inception report detailing the way forward.
Phase 3: Functional analysis
An organizational review aims at assessing current structures and offers solutions for establishing appropriate structures, which will provide for professionalism and ease of communication throughout the organization.
In order to effectively carry out the functional analysis, the Consultancy Team looks at the “as is” situation by reviewing the existing organizational structure to determine how the workflow is currently organized and in the process begin to see gaps.
To arrive at the “ought to be” situation we look at;
- The future directions/objectives of the organization;
- The type of manpower required to operate within the new structure;
- The tasks to be done;
- Why they need to be done;
- Their impact on the other positions within the organization;
- Reporting functions.
Once the information is obtained, we analyze it in order to:
- Group tasks into functional areas;
- List the functional areas in order of importance;
- Identify activities that lend themselves to divestiture or sub-contracting to third parties (None Core) and
- Determine the reporting functions and how the workflow in the future organization will be organized.
The output from this process will be a new organizational structure that will be aligned to the business requirements and the strategic objectives of the client. Whatever structure will be developed; it will be imperative for the client to:
- Ensure the continuing welfare of employees affected by any changes;
- Ensure the sustained provision of essential support services at the required quality level and at the best price.
The new structure may simply be a slight improvement in the existing one.
Phase 4: Job Analysis
The consultant will systematically analyze existing and or proposed positions or groups of positions within the client’s organization. Once this is done, the consultant is in a better position to develop and or update job descriptions that will provide the criteria to determine the ideal candidates to hold various jobs in the organization or candidates for training for participation in the consulting assignment.
Management will be given a full technical report, which will contain complete summaries of the jobs (and TNA) in terms of tasks performed, the responsibility factors, and the human attributes needed.
Phase 5: Process Review
Consultants such as CORETRA Consultants will then review and assess the effectiveness and efficiency of various processes undertaken at the client’s organization: These may include, financial, human resources, information technology, marketing and any other as may be agreed between the consultant and the management of the organization.
