Project management at various times in their lives

Answer

The project management process includes four main deliverables to be set out before the kick off meeting and reviewed iteratively along the work process. These are: 1) the project definition and organization, 2) the project work plan, 3) the project management processes and 4) the project management tools.r the following;

Everybody needs to know from the beginning of the project about the consortium bodies, which govern the different aspects of the project and their objectives, functions and responsibilities

A detailed work plan (subtask level) has been prepared in order to be able to exercise management control over the research project.

(c). The Nairobi Stalk Exchange internal processes.

The project management processes describe how the project will be managed effectively to coordinate the different tasks and to communicate results and incidents to the project team.

(d). The Nairobi Stalk Exchange management tools.

To facilitate the collaborative work within the Nairobi Stalk Exchange project, the use of various time and cost-saving tools and standards has been implemented.

This document is the Management Plan for the Nairobi Stalk Exchange project. Its purpose is to establish the project management organization, processes and standards that will be followed throughout the project life cycle with regards to project management.

1.1 Personal Project Experience.

The Nairobi Stalk exchange had undergone some phases for its success and implementation and include the following as discussed in details:

Nairobi Stalk exchange Project Life Cycle.

• Project Initiation.

First, Nairobi Stalk Exchange need to identify a business need, problem, or opportunity and brainstorm ways that your team can meet this need, solve this problem, or seize this opportunity. During this step, you figure out an objective for your project, determine whether the project is feasible, and identify the major deliverables for the project.

Project managers must be able to sell business leaders on the intrinsic value they offer to the business at a strategic level when they are at the table from the start of strategic planning instead of after the fact decision-making. Project managers effectiveness is drastically muted when offering a "fix-it" or "workaround" once high-level directional business decisions are made without their expertise. (Team, 2015)

Project management steps for the initiation phase.

• Undertaking a feasibility study: Identifying the primary problem your project will solve and whether your project will deliver a solution to that problem
• Identifying scope: Defining the depth and breadth of the project
• Identifying deliverables: Defining the product or service to provide
• Identifying project stakeholders: Figuring out whom the project affects and what their needs may be.
• Developing a business case: Using the above criteria to compare the potential costs and benefits for the project to determine if it moves forward
• Developing astatement of work: Documenting the project’s objectives, scope, and deliverables that Nairobi Stalk Exchange has identified previously as a working agreement between the project owner and those working on the project. (Team, 2015)

1.1.2 Nairobi Stalk Exchange project Planning.

Once the project is approved to move forward based on the business case, statement of work, or project initiation document, you move into the planning phase.

During this phase of the project management life cycle, you break down the larger project into smaller tasks, build your team, and prepare a schedule for the completion of assignments. Create smaller goals within the larger project, making sure each is achievable within the time frame. Smaller goals should have a high potential for success. (T Williams, 2006)

Project management steps for the planning phase.

Steps for the project planning phase may include the following:

• Creating a project plan:Identify the project timeline, including the phases of the project, the tasks to be performed, and possible constraints
• Creating workflow diagrams: Visualize your processes using swim lanes to make sure team members clearly understand their role in a project
• Estimating budgetand creating a financial plan: Use cost estimates to determine how much to spend on the project to get the maximum return on investment
• Gathering resources: Build your functional team from internal and external talent pools while making sure everyone has the necessary tools (software, hardware, etc.) to complete their tasks
• Anticipating risksand potential quality roadblocks: Identify issues that may cause your project to stall while planning to mitigate those risks and maintain the project’s quality and timeline
• Holding a project kickoff meeting: Bring your team on board and outline the project so they can quickly get to work.(T Williams, 2006)

1.3 Nairobi Stalk Exchange Project Execution.

You’ve received business approval, developed a plan, and built your team. Now it’s time to get to work. The execution phase turns your plan into action. The project manager’s job in this phase of the project management life cycle is to keep work on track, organize team members, manage timelines, and make sure the work is done according to the original plan. (Charvat, 2003)

Project management steps for the execution phase.

Steps for the project execution phase may include the following:

• Creating tasks and organizing workflows:Assign granular aspects of the projects to the appropriate team members, making sure team members are not overworked
• Briefing team members on tasks: Explain tasks to team members, providing necessary guidance on how they should be completed, and organizing process-related training if necessary
• Communicating with team members, clients, and upper management: Provide updates to project stakeholders at all levels
• Monitoring quality of work: Ensure that team members are meeting their time and quality goals for tasks
• Managing budget: Monitor spending and keeping the project on track in terms of assets and resources.(Charvat, 2003)

If you have a properly documented process already in place, executing the project will be much easier.

Depending on the project management methodology you follow, there are many visual tools that you can apply to see which deliverables have been completed ensure that your project remains on track. Click the Kanban board and Gantt chart templates below to learn more. (Charvat, 2003)

1.4 Nairobi Stalk Exchange Project Closure.

Once your team has completed working on a project, they enter the closure phase. In the closure phase, you provide final deliverables, release project resources, and determine the success of the project. Just because the major project work is over, that doesn’t mean the project manager’s job is done, there are still important things to do, including evaluating what did and did not work with the project. (SP Dozzi, 2010)

Project management steps for the closure phase.

Steps for the project closure phase may include the following:

• Analyzing project performance: Determine whether the project's goals were met (tasks completed, on time and on budget) and the initial problem solved using a prepared checklist.
• Analyzing team performance: Evaluate how team members performed, including whether they met their goals along with timeliness and quality of work
• Documenting project closure: Make sure that all aspects of the project are completed with no loose ends remaining and providing reports to key stakeholders
• Conducting post-implementation reviews: Conduct a final analysis of the project, taking into account lessons learned for similar projects in the future
• Accounting for used and unused budget: Allocate remaining resources for future projects(Charvat, 2003)

• Difference between a project and Operation.

The following differentiate a project and an operation:

• Projects are unique and temporary, while operations are ongoing and permanent with a repetitive output.
• Projects have a fixed budget, while operations have to earn a profit to run the business.
• Projects are executed to start a new business objective and terminated when it is achieved, while operational work does not produce anything new and is ongoing.
• Projects create a unique product, service, or result, while operations produce the same product, aim to earn a profit and keep the system running.
• There are more risks in projects as they are usually done for the first time, while in operations there are fewer risks as they are repeated many times.
• Projects are performance intensive while operations are efficiency intensive.
• Projects are managed through project management and operations require business process management.(Usmani, 2020)