Project Management - Kanban System by Toyota
Module: Introduction to Project Management
10th March 2012
As outlined by Wysocki (2009) any project management methodology can be split into five Process Groups. The following table displays which Process Group addresses eachfundamental question. | | Process Groups | No | Fundamental Questions | Scoping | Planning | Launching | Monitoring & Control | Closing | 1 | What business situation is being addressed? | x | | | | | 2 | What do you need to do? | x | | | | | 3 | What will you do? | x | | | | | 4 | How will you do it? | | x | | | | 5 | How will you know you did it? | x | | | | | 6 | How well did you do? | | | | | x |
Table 1: Fundamental questions versus Process Group.
The Scoping Process sets the mood for the rest of the project.
On a more fundamental level it is also important that communication between all parties is carried out professionally.It is only through proper communication that the project manager understands the client’s needs (and not wants), convey this information to his team and eventually to the senior management through the “Project Overview Statement” and obtain an approval.
The Project Overview Statement together with other documents such as “Conditions of Satisfaction”, a risk analysis and financial analysis will formulate the best possible picture for the project management team to take several crucial and influential decisions, such as which project management life cycle to adopt. Having erroneous, missing or misleading data can result in the uptake of the wrong project management life cycle, possibly effecting profits, the future justification of the project and the success of the project itself.
With a Work Breakdown Statement the project management team can then go ahead into the Planning Process and develop to deeper level issues such as cost, resource, time estimates, work sequence and risk analysis and mitigation.
Once the project is in the Closing Process one can analyse
10th March 2012
As outlined by Wysocki (2009) any project management methodology can be split into five Process Groups. The following table displays which Process Group addresses eachfundamental question. | | Process Groups | No | Fundamental Questions | Scoping | Planning | Launching | Monitoring & Control | Closing | 1 | What business situation is being addressed? | x | | | | | 2 | What do you need to do? | x | | | | | 3 | What will you do? | x | | | | | 4 | How will you do it? | | x | | | | 5 | How will you know you did it? | x | | | | | 6 | How well did you do? | | | | | x |
Table 1: Fundamental questions versus Process Group.
The Scoping Process sets the mood for the rest of the project.
On a more fundamental level it is also important that communication between all parties is carried out professionally.It is only through proper communication that the project manager understands the client’s needs (and not wants), convey this information to his team and eventually to the senior management through the “Project Overview Statement” and obtain an approval.
The Project Overview Statement together with other documents such as “Conditions of Satisfaction”, a risk analysis and financial analysis will formulate the best possible picture for the project management team to take several crucial and influential decisions, such as which project management life cycle to adopt. Having erroneous, missing or misleading data can result in the uptake of the wrong project management life cycle, possibly effecting profits, the future justification of the project and the success of the project itself.
With a Work Breakdown Statement the project management team can then go ahead into the Planning Process and develop to deeper level issues such as cost, resource, time estimates, work sequence and risk analysis and mitigation.
Once the project is in the Closing Process one can analyse