You should already know that you have a project and you can do some planning to get things done – From the previous post – Project Management 101.

Now moving swiftly along…

There are many standards and approaches available to manage projects: (From Wikipedia)

1. Phased approach
2. Lean project management
3. Iterative and incremental project management
4. Critical chain project management
5. Product-based planning
6. Process-based management
7. Project production management
8. Benefits realization management
9. Earned value management


There have been several attempts to develop project management standards, such as:

1. ISO 21500:2012 – Guidance on project management. This is the first project management ISO.
2. ISO 31000:2009 – Risk management. Risk management is 1 of the 10 knowledge areas of either ISO 21500 or PMBoK5 concept of project management.
3. ISO/IEC/IEEE 16326:2009 – Systems and Software Engineering—Life Cycle Processes—Project Management
4. Capability Maturity Model from the Software Engineering Institute.
5. GAPPS, Global Alliance for Project Performance Standards – an open source standard describing COMPETENCIES for project and program managers.
6. A Guide to the Project Management Body of Knowledge from the Project Management Institute (PMI)
7. HERMES method, Swiss general project management method, selected for use in Luxembourg and international organizations.
8. The ISO standards ISO 9000, a family of standards for quality management systems, and the ISO 10006:2003, for Quality management systems and guidelines for quality management in projects.
9. PRINCE2 (Projects in Controlled Environments).
10. Association for Project Management Body of Knowledge
11. Team Software Process (TSP) from the Software Engineering Institute.
12. Total Cost Management Framework, AACE International’s Methodology for Integrated Portfolio, Program and Project Management.
13. V-Model, an original systems development method.
14. The logical framework approach, which is popular in international development organizations.
15. Australian Institute of Project Management (AIPM) has 4 levels of certification; CPPP, CPPM, CPPD & CPPE for Certified Practicing Project … Partner, Manager, Director, and Executive.

For clarity sake, we will only delve into one of these “flavors” of project management – Project Management Institute (PMI). The most important next step in your discovery of what project management revolves around phases.

The phases are intended to allow us mortal beings to group things together logically that will allow us the greatest chance of succeeding. We have to remember that some learning and bitter experiences have contributed to the knowledge that constitutes the groupings.


You have to know a few things before you really start to attack a project. These things are absolutely vital to the success of the project.

1. What MUST the project achieve (not from the project’s view, but from the client’s view)?
2. How many funds are available to achieve what (and how will you be able to get it – what does the project have to do)?
3. Who are the people involved (probably the list of stakeholders already identified in Project Management 101)?

Get written signed approval of your understanding of what the project has to achieve (project charter).

Planning and Design

We have discussed planning before, why again now? In Project Management 101 we explained planning to give you enough detail to define the project. In this phase, you will have to plan to achieve the results… You have to plan to an “appropriate level of detail” to allow you to manage project risk by estimating the time, resources, cost and other factors that will affect the chances of delivering the project successfully. (more on project planning)


Do the work that you said that you were going to do in the planning phase. This is where the tire hits tar, things get serious and things will have to happen…

1. People will have to know who does what when, why and for how long…
2. They have to work hard (I can almost guarantee you that you will not have enough time or people to get all the stuff done),
3. They will have to be accurate and precise (cannot re-do stuff here),
4. You will have to do it cheaply (yes, I know – haha).

Monitoring and Controlling

You have to constantly evaluate what people are doing…

1. Is it in line with what has been specified?
2. How do we overcome this unanticipated problem?
3. If we lose time doing this, how do we get it back?
4. If that thing now cost more than what we were told, how do we recover the extra expenditure?
5. If we pay more for a better person, will we save enough time to make it worth our while?
6. How does the client perceive all the activity?


One of three things will cause a project to close:

1. Achieved all of the project deliverables (YAY….. )
2. Stopped due to requirements shift (the reason why the project existed has changed or disappeared)
3. Will never reach the project deliverables (many reasons within and external to project can cause this)

Remember any project you can walk away from…

To give you some idea of how projects will tax you as they move through the phases, the line drawing below is a good approximation of how most projects behave.

Phew… Glad that’s over with… So I’m a fully-fledged project manager now?

Well yes and no…

To be a project manager you have to know a little bit of each of these:

The ten knowledge areas are: (Sixth Edition)
1. Project Integration Management
2. Project Scope management
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management

We will look at this next time…

Have a fantastic day…

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Author's Bio: 

Anton excels in empowering stakeholders and mentoring teams in planning, innovation and developing solutions. Facilitates exponential business gains in internationally staffed and geographically dispersed endeavors in Broadcasting, Construction, Education, Engineering, Financial Services, Information Technology & Systems, Manufacturing, Mining, and Pharmaceuticals.
Established thought Leader with deep expertise in programme and full life cycle project life cycle management, benefits, stakeholder management, and governance. Expertise extends to business process management, information systems management, and business transformation. Lead community development, corporate social responsibility, and project management office. He is a published author, public speaker, and motivator, professional programme manager, information systems specialist, and engineer.