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i business process management
Active project managers and trainers are
often asked whether the best practices applicable to large projects can
be applied to smaller projects. This is an important question that all
project managers must face when managing small projects.
A Focus on Project Delivery
An argument against using project management methodologies is that they
are process oriented, resulting in excessive project documentation that
is not practical or desirable for small projects. Any method that
focuses on producing documentation at the expense of delivering business
benefits will be a hindrance rather than a benefit. After all, project
management should achieve business objectives, not produce reams of
documentation.
Within the software development community, there is active and ongoing
discussion about the best way to produce software on projects. Recently,
some software professionals have argued for flexible or agile methods of
producing software rather than using the traditional heavyweight methods
that focus on producing great quantities of documentation.
Flexible or agile methods focus on delivering software rather than on
excessive documentation. All project managers can learn something from
the agile methods employed in software development, as they lead to a
focus on project delivery rather than on project documentation. The
critical question project managers everywhere should ask themselves
concerns how much documentation is really necessary.
Apply Best Practices
You should only produce the essential documentation that the project
requires, no more and no less. A simple rule of thumb is that if it
helps achieve the business objectives of the project, produce it; if it
isn’t useful, don’t waste time on it. Project management best practices
should be applied. Consider each best practice in turn to determine
whether or not the overhead lost in applying it is worth the benefits
that can be gained.
Define Objectives and Scope
Even the smallest project will have objectives that must be achieved. As
a project manager, it is in your best interest to define these
objectives since you are likely to be assessed on whether the project
achieves these objectives. Ensuring that the project successfully meets
these objectives is your responsibility. As project manager, you are
accountable. The buck stops with you!
If you don't define and write down the project objectives, you’ll be at
the mercy of your boss or supervisor’s assessment. A set of defined and
documented objectives and results is your insurance policy against your
boss coming along later and saying that you didn't meet the objectives.
Another reason you should define and document the objectives on even a
small project is to satisfy the needs of the stakeholders. As project
manager, you are being paid to do this. If you don’t define the
objectives, you won’t be able to meet stakeholders’ needs regarding your
project.
Defining the scope, or boundary, of the project is equally essential. If
you don't define the scope of your project, it is likely to grow as it
progresses and become much bigger than you planned.
On even a small project, be sure to document who the stakeholders are.
By defining the stakeholders, you can make sure that you meet all of
their needs when you define the objectives, goals, and deliverables.
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