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PROJECT DESCRIPTION - PROJECT MANAGEMENT CHAPTER 4

Project description in the project plan

In the project description you make clear to all those involved what the project does and does not mean, what you will realize and what not, what the effects are of the project and what you need. Much of this can be found in your project design. In the project plan, however, you have to be a lot more accurate. The project plan is a contract. If you claim that you can realize the project for € 100,000 and you need double, you have not done your job well.

You can find more about the reason, goals and results under " project design ". At this location we will look more closely at the other parts of the project description.

Delineation

Under the heading "Result" you describe specifically what you will realize. Under the heading "Demarcation" you describe specifically what you are not going to realize. Sometimes that can be very illuminating.

An example. The Organic Shop wants to develop a website. In the project plan under "Demarcation" you will find: "Not the results include the creation of an e-mail address list of potential interested parties, the promotion of the website for search programs and other sites and the promotion of the site under the current or potential customers. "

What does your client get and what does he not get? He does get a website but not the promotion, but he does get the party but not the memory of the merger that employees find the next day at their desk. Convince yourself that your client knows that.

Risks

In this section you list the risks that you are exposed to during the project. And we are not talking about the chance that a meteor will hit the company. This concerns the real risks. In a building project you can think of long-term bad weather, a client who thinks of himself four times, a subcontractor who becomes ill, an architect who makes a mistake or an unexpected merger.

Make a pleasant hour of "bears on the road" with the project team. What can happen to you? Which risks are manageable? For which risks do you need to develop an emergency scenario? It is no strange idea to develop an emergency scenario in advance for a building project for what happens if there is a considerable delay. If you have to organize a big party, you create a "bad weather" scenario. If you have to take care of new company clothing, you take into account longer delivery times. In your plans, however, you do not consider concrete that does not harden, a sudden national alcohol ban or new European regulations on the length of the skirt for workwear.

In addition to describing the real risks, you also include the emergency scenarios. What if ...? How do you reduce the risk of damage due to bad weather? For example, you might want to include in your project plan to cover the entire facade in case of prolonged rain. Instead of letting the concrete pour, you can opt for working with prefab elements. You see: thinking about the risks has another advantage. It helps you think through the project. If you do that as a project team, you also work together on a better common picture of what you will and will not do.

Risk management

An organization that wants to achieve something often has to take risks. With insight into these risks and targeted control measures you can achieve a more favorable ratio between risks and returns. Deepen in the professional approach to risk management .

Effects

"We now get a party like that every year. Would not be crazy at all. My neighbor's company organizes an annual trip to a large European city. "That's what comes of it! Whoever thinks that his employees treat one time to a fun, spectacular party can sometimes come home with a hangover. The project has succeeded, the party was a success. But an unintended effect was that employees felt that such a party should actually be organized every year. And that does not allow the budget!

You execute a project because you want to achieve a certain result. In the project planning, however, also take into account effects that you do not intend. A supermarket that wants to make it easy for its customers organizes a delivery service. The delivery service is a great success, but turnover is falling: the customers are no longer in the store. You have to take this into account in the project plan. For example, you can ensure that customers do come to the store but do not have to carry the groceries themselves.

Conditions

Under the heading "Preconditions" you will find the non-substantive conditions under which the project must be carried out. It is then about

- the budget
- the available lead time
- the number of hours available per project employee
- special employment conditions such as a parking space at work or a laptop of the case for the duration of the project.

These are points for attention that the project manager must negotiate well : it is his scope for maneuver. More time means more possibilities.


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