Ottawa Internet Project Manager - Ottawa Internet Marketing Methodology
Project Framework :
A structured and disciplined Web Project Management methodology
Project Managers certified by the Project Management Institute (PMI) as Project Management Professionals (PMP) follow a rigorous structured methodology that ensures project discipline, so that objectives are met within scheduling and budgetary constraints. The 20 Key Project Manager Actions below are organized according to their support of the Five Essential Project Management Processes defined within the Project Management Body of Knowledge (PMBOK) : initiating, planning, executing, controlling, and closing.
| Action |
Results of Successful Performance |
Initiating
|
| 1. Demonstrate project
need and feasibility. |
| • | A document confirming that there
is a need for the project deliverables and
describing, in broad terms: the deliverables,
means of creating the deliverables, costs of
creating and implementing the deliverables,
benefits to be obtained by implementing the
deliverables. |
|
| 2. Obtain project
authorization. |
| • | A "go/no go" decision is
made by the sponsor. |
| • | A project manager is assigned. |
| • | A "project charter" is
created which:
| Formally recognizes the
project |
| Is issued by a manager
external to the project and at a high
enough organizational level so that he or
she can meet project needs |
| Authorizes the project
manager to apply resources to project
activities |
|
|
| 3. Obtain authorization
for the phase. |
| • | A "go/no go"
decision is made by the sponsor which authorizes
the project manager to apply organizational
resources to the activities of a particular phase
|
| • | Written approval of the phase is
created which
| Formally recognizes
the existence of the phase |
| Is issued by a manager
external to the project and at a high
enough organizational level so that he or
she can meet project needs |
|
|
Planning
|
| 4. Describe project
scope. |
| • | Statement of project scope |
| • | Scope management plan |
| • | Work breakdown structure |
|
| 5. Define and sequence
project activities. |
| • | An activity list (list of all
activities that will be performed on the project)
|
| • | Updates to the work breakdown
structure (WBS) |
| • | A project network diagram |
|
| 6. Estimate durations for
activities and resources required. |
| • | Estimate of durations (time
required) for each activity and assumptions
related to each estimate |
| • | Statement of resource requirements
|
| • | Updates to activity list |
|
| 7. Develop a project
schedule. |
| • | Project schedule in the form of
Gantt charts, network diagrams, milestone charts,
or text tables |
| • | Supporting details, such as
resource usage over time, cash flow projections,
order/delivery schedules, etc. |
|
| 8. Estimate costs. |
| • | Cost estimates for completing each
activity |
| • | Supporting detail, including
assumptions and constraints |
| • | Cost management plan describing
how cost variances will be handled |
|
| 9. Build a budget and
spending plan. |
| • | A cost baseline or time-phased
budget for measuring/monitoring costs |
| • | A spending plan, telling how much
will be spent on what resources at what time |
|
| 10. Create a formal
quality plan. (optional) |
| • | Quality management plan, including
operational definitions |
| • | Quality verification checklists |
|
| 11. Create a formal
project communications plan. (optional) |
| • | A communication management plan,
including:
| Collection structure |
| Distribution structure |
| Description of information
to be disseminated |
| Schedules listing when
information will be produced |
| A method for updating the
communications plan |
|
|
| 12. Organize and acquire
staff. |
| • | Role and responsibility
assignments |
| • | Staffing plan |
| • | Organizational chart with detail
as appropriate |
| • | Project staff |
| • | Project team directory |
|
| 13. Identify risks and
plan to respond. (optional) |
| • | A document describing potential
risks, including their sources, symptoms, and
ways to address them |
|
| 14. Plan for and acquire
outside resources. (optional) |
| • | Procurement management plan
describing how contractors will be obtained |
| • | Statement of work (SOW) or
statement of requirements (SOR) describing the
item (product or service) to be procured |
| • | Bid documents, such as RFP
(request for proposal), IFB (invitation for
bid),etc. |
| • | Evaluation criteria -- means of
scoring contractor's proposals |
| • | Contract with one or more
suppliers of goods or services |
|
| 15. Organize the project
plan. |
| • | A comprehensive project plan that
pulls together all the outputs of the preceding
project planning activities |
|
| 16. Close out the project
planning phase. |
| • | A project plan that has been
approved, in writing, by the sponsor A
"green light" or okay to begin work on
the project |
|
| 17. Revisit the project
plan and replan if needed. |
| • | Confidence that the detailed plans
to execute a particular phase are still accurate
and will effectively achieve results as planned. |
|
Executing
|
| 18. Execute project
activities. |
| • | Work results (deliverables) are
created. |
| • | Change requests (i.e., based on
expanded or contracted project) are identified. |
| • | Periodic progress reports are
created. |
| • | Team performance is assessed,
guided, and improved if needed. |
| • | Bids/proposals for deliverables
are solicited, contractors (suppliers) are
chosen, and contracts are established. |
| • | Contracts are administered to
achieve desired work results. |
|
Controlling
|
| 19. Control project
activities. |
| • | Decision to accept inspected
deliverables |
| • | Corrective actions such as rework
of deliverables, adjustments to work process,
etc. |
| • | Updates to project plan and scope |
| • | List of lessons learned |
| • | Improved quality |
| • | Completed evaluation checklists
(if applicable) |
|
Closing
|
| 20. Close out project
activities. |
| • | Formal acceptance, documented in
writing, that the sponsor has accepted the
product of this phase or activity. |
| • | Formal acceptance of contractor
work products and updates to the contractor's
files. |
| • | Updated project records prepared
for archiving. |
| • | A plan for follow-up and/or
hand-off of work products |
|
� Michael Greer
|
Ottawa Project Manager PMP
A project manager defines the job, plans the work to be done, and controls the work according to plan. A project manager takes responsibility for planning and managing to deliver success on a web project. A project plan is a document that includes the starting point, the process for achieving the goal, and anything else that will help the internet project be successful. There are several things that need to be managed by a project manager in a web project:
The scope of the project, the timeline for when it will be completed, including deciding when work will start, who comes at what times and what job is done each day or hour, managing costs, how to manage human resources, implementing a plan for communication, including who needs to know what information, and how to keep track of it all. An internet project manager must also come up with contingency plans in case something comes up unexpectedly, as well as project manage the procurement process, which entails figuring out what needs to be purchased, how to handle contracts and invoices.
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