Key Elements in using PM project logic model by a Project Manager
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According to (Eds, 2008) the key elements that a project manager is responsible for when using a project logic model in project management (PM) is an effective planning process ensures clear understanding of the companies objectives to be achieved and the business changes in the competitive market environment that are required to achieve those objectives. Some of the key elements include the following: strategic management, governance, risk management, quality management then the project review evaluation.
ELEMENT 1: STRATEGIC MANAGEMENT
According to (Eds, 2008) in strategic management, we plan and scope a project in which the Planning and scoping of the project is not static or rather a one-off process. While initial planning and scoping occurs in the pre-project planning is a process that will occurs throughout the life cycle the project; the scope of the project will be re-examined many times over the project’s life. In theory, the more complex a project, the more time should be spent at the pre-project planning undertaking initial planning and scoping activities. These could include a detailed feasibility study, a cost-benefit analysis and/or a business case (sometimes a project in itself). However the Initial planning and scoping activities are drawn from endorsed documents such as a Project Proposal, Project Business Case, ministerial announcement or email from management , hence making it known if a project will be successful or not.
ELEMENT 2: GOVERNANCE
According to (Eds, 2008) this is a process by which the project is directed, controlled and held to account. The aim of project governance is to plan and manage the project throughout its life in order to achieve success. This is made possible by establishing a management structure for the project that identifies the specific players, their responsibilities, accountabilities and the interaction between them for the life of the project. Ultimate responsibility and accountability for the project must be clearly defined, accepted and exercised within the project governance structure by individuals who have the authority, and whose operational roles place them at an appropriately high decision-making level within the organisation. The governance structure including roles, responsibilities, accountabilities and authority must be clearly defined, agreed to and signed off by the Project Sponsor and/or Project Steering Committee as detailed in the companies’ project business Plan.
ELEMENT 3: RISK MANAGEMENT
According to (Eds, 2008) risk refers to any factor (or threat) that may adversely affect the success of a project in terms of realising the agreed Project Outcomes, delivery of Project Outputs, achievement of timeframes or meeting budgetary constraints. These factors/threats include risks to the project’s business environment that may prevent the Project Outcomes from being fully realised.
There are always risks associated with a project. Successful project managers try to resolve risks before they occur, through a systematic risk management process. Risk management describes the processes to identify, analyse and respond to project risk. It includes risk identification, risk analysis, risk evaluation, allocation of responsibility and risk treatment. The purpose of risk management is to ensure levels of risk and uncertainty are identified and then managed in a structured way, so any potential threat to the delivery of outputs (level of resourcing, time, cost and quality) and the realisation of Project Outcomes by the Business Owner(s) is appropriately managed to ensure the project is completed successfully.
ELEMENT 4: PROJECT REVIEW AND EVALUATION
According to Eds (2008), project review and evaluation are the key ways of measuring the performance and success of a project. Regardless of the size or complexity of a project, it is critical to regularly review a project’s progress at defined intervals throughout the project against well-defined and agreed criteria; and assess the success of the project at closure against well-defined and agreed criteria. Reviewing and evaluating a project is important because it justifies the return on investment, ensure the effective use of funding and effectively manage the use of resources. Effective governance and project management requires regular scrutiny of progress to ensure that projects are delivering what they are intended to achieve and what the business requires.
- All this elements are equally important since they lead to the establishment of a quality framework for the management of the project and for the development and delivery of the Project Outputs.