5 Steps to Starting a New Project

Step 1: Get the Vision
The first thing you need to do is to sit down with your Project Sponsor and agree on what needs to be delivered and by when. You need a hard and fast project end date. You need to understand why this end date is important to the business and the impact if you go past it. Only then, will you have a solid stake in the ground, against which you can measure progress.
Step 2: Hire the Best
Great teams deliver great projects. So it's critical that you hire the best people you can afford to bring on board. Try and "borrow" experts from within the business, and "beg" your Sponsor for more cash to recruit the best in the market. Don't fall for lesser skilled people that you can find more easily. It always takes time to find top people, but they will deliver better results in a faster period of time. And they will be easy to manage!
To hire the best, make sure you've clearly specified the roles first. Then advertise the roles widely within and outside the organization. Keep the initial interviews short (30 minutes) and interview as many people as possible. Put less than 5 people through to a second interview and only 2 on your shortlist, before selecting your final candidate.
Step 3: Set the Scope
With a great team and a clear delivery date, the next step is to define what it is that the project has to deliver. This is called the "project scope" and it needs to be documented in depth!
List every project deliverable and describe it in as much detail as possible. You need to work closely with your customer (or the business) with this, because the deliverables need to meet their requirements and deliver the stated business benefits.
Step 4: Determine if it's Feasible
Now you need to know if you can produce the deliverables with the timeframe and resource available. In short, you need to know if the project is "feasible" or not.
To determine this, you need to work out how long each deliverable will take to produce and how much resource is required to produce it. You then need to add up all of the timeframes and all of the resource hours and check that they fit in with your resource budget and project delivery date. If they don't, then you have 3 options: Get more time, find more resource or reduce the scope of the project. It's that simple!
Step 5: Take Control and run with it
If your project passes the feasibility test, then you're ready to go! You need to plan your project and manage it day-to-day.

Change Management Process

Projects are typically undertaken within changing business environments, so it's inevitable that during the life of your project, there will be some element of change required. Whether a customer requests a change to their requirements, management request a change in priority or team members request a change in roles, you will need an effective Change Management Process to minimize the resulting impact on your project. So here, we have described:

How to implement a "Change Management Process"

Change Management is the process of monitoring and controlling changes within a project. By managing the implementation of change, you can:

* Reduce the impact of changes to the project
* Identify new issues and risks as a result of changes raised
* Ensure that changes do not affect the project's ability to achieve its desired objectives
* Control the cost of change within the project

Change Management is comprised of the following processes:

Step 1: Identify Change: The first step in the change process is to identify the need for change. Any team member can suggest a change to the project, if he or she believes it is needed to keep the project producing deliverables to the customer's specified requirements. After identifying a need for change, the team member records relevant information on a Change Request Form (commonly called a CRF), describing the change, and identifying drivers, benefits, costs and likely impact of the change on the project. The CRF is forwarded to the Project Manager for review and approval.

Step 2: Review Change: The Project Manager investigates the change to identify the reason for it and its impact. Then he or she decides whether it is critical to the successful delivery of the project. Changes which are not critical to project delivery should be avoided whenever possible to prevent "scope creep" (i.e. the gradual increase in scope throughout the Project Lifecycle).

If the change is deemed critical to success, the Project Manager either approves the request or seeks approval for the CRF raised. In some cases, the Project Manager has the direct authority to approval minor change requests; however, in most cases the Project Manager needs to seek CRF approval from the Project Board.

Step 3: Approve Change: The Project Board reviews the details in the CRF to determine whether or not the change should be implemented. Based on the level of risk, impact, benefits and cost to the project, it may decide to decline, delay or approve the change request.

Step 4: Implement Change: The Project Manager approves all changes, which are then are scheduled and implemented accordingly. After implementation, the Project Manager reviews the effects of the change on the project to ensure that it achieved the desired outcome, when the change is then closed in the Change Register.

Throughout the Change Management Process, the Project Manager can monitor and control changes to the project by keeping this Change Register up-to-date.

There you have it. By completing these 4 steps, you can carefully monitor and control project changes, to increase your likelihood of success.

Schedule of Rates

CPWD SSR in pdf

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