Light Project Management Process Guide

Introduction
This document is intended to aid Project Managers and staff through the process of light, yet structured
project management associated with a single project. This guide follows the Project Management Institute
(PMI) Project Management Body of Knowledge (PMBOK Third Edition).

It serves as a high level guide to assist and provide context around key project management processes as
they relate to completing Info-Tech’s PM Lite OptimizeIT program.

Phases of Project Management

Light project management has three phases (see Figure 1).

Figure 1. Phases of Project Management

Source: Info-Tech Research Group

A brief description of each phase is provided below:

•
Plan
Plan the Project – The business problem or opportunity is identified and a project definition

The Proj
statement is developed. Project plans are established outlining activities, estimated resource
requirements, tasks, and project deliverables.

• Manage the Project – This is where the bulk of the project work is completed. The project plan is
being executed and the project deliverables are developed. A series of management processes are
also underway to monitor and control project progress to ensure the project stays on track and that
project objectives are being met. Variances from the project plan are identified and corrective
action is taken when necessary.

• Close the Project – The project is delivered to the customer. The project is wrapped up and
project resources are disbanded. A post-implementation review is conducted to determine the level
of success of the project and to highlight key lessons learned for future projects. For example:
o Did the project deliver on time, within budget, and to scope and quality requirements?
 o Were the customer, project stakeholders, and project team members satisfied with the
project deliverables?
o Did the project achieve the expected business benefits?

Phase 1: Plan the Project

“The success of a project will depend critically upon the effort, care and skill applied in its initial
planning”
(Source: Anonymous)

Project Management Discipline: How Much is Too Much?

Determining whether or not the project necessitates a formal PM process can be tricky. The word
“process” is notoriously associated with inefficient bureaucracy, causing organizations to feel wary about
adopting a structured process. Often, the project team does not want to deal with the complex parts of
formal PM; but at the same time, a project should not be jeopardized by using too little process. Bottom
line: most projects need some level of structured and defined process in order to ensure the control that is
for success.

The project manager must evaluate the extent to which the tasks should follow a formal project
management methodology. For example:

• How large is the scope of the project? Does it warrant a formal PM process?
• Are there aggressive timelines or extensive resource needs and costs indicating that the project
would benefit from following a structured PM process?
• What are the expectations from management with regards to communication, structure, and
deliverables? Would following a structured approach to PM ensure the right level and frequency
of communication?
• How many project team members will be involved in project execution?

Assess Project Details

Determine project goals. A project is successful if and when it meets the needs of its stakeholders. A
stakeholder can be anyone directly or indirectly impacted by the project. Examples of common project
stakeholders are:
• The project manager.
• The project sponsor.
• The project team.
• The customer who requests the project or ultimately receives the project deliverable(s).
• End users of the project output.
Before the project planning can get underway it is imperative to document and understand the
stakeholders’ needs and prioritize them. From there the project team can create a project definition
statement which summarizes:
• Project goals and objectives.
• Deliverables.
• Project scope.
• Critical success factors.
• Project assumptions.
• Project risks and constraints.

Sign-off from the project manager, the project sponsor, and other key stakeholders signals that this
important part of the planning process is complete. It is now time to create the project plan.

Create a Project Plan (baseline plan)

Having decided what the project intends to accomplish, the next step is to decide what you and your team
actually need to do, and how to do it. The project manager and project team must brainstorm and develop
a list of tasks that need to be carried out in order to accomplish the deliverables established in the former
step. For each specific task, required effort must be estimated so that an accurate start and end date can be
established.

The phased approach is one of the most widely accepted practices to breaking down project tasks (see
Figure 2). Unlike the “big bang” approach to project delivery, a phased approach allows the project team
to tackle small, manageable chunks of the project at any given time. Progression from one phase to
another is based on the completion of the prior phase. Milestones and deliverables are determined at the
onset of project execution and help to guide structured project progress. Whether the organization follows
a traditional waterfall approach or agile project management, the phased approach still applies. While
phases or milestones themselves do not tend to be mutually exclusive, it is strongly advised to break the
project activities down into manageable pieces to allow for a more organized process. This phased
approach will make the start, finish, and order of each section clearer, therefore making the whole project
easier to control.

Figure 2. Phased Approach to Project Execution

Source: Info~Tech Research Group
 Plan the Project
Pr
Def

Proj
Using a project scheduling and planning tool like Microsoft Project or Info-Tech’s own PM Lite Project
Scheduling and Reporting tool can aid in this exercise. Once all tasks, durations, and deliverables have
been input, the project plan is created. It will act as a baseline against which to track, monitor, and control
the project as it progresses. To create a solid project plan:

1. Break the overall project into phases and list all the project tasks within each phase. A nice rule of
thumb is that no task should be more work than the team can complete in two weeks. Identify any
key milestones such as executive decision points, business events, or customer commitments.
2. Plot the tasks onto the plan. For each task estimate the work effort needed and likely duration.
3. Schedule the tasks/activities. Start by sequencing tasks in logical order. Adjust sequence based on
pre and post requisites. Where resources are available consider working on some tasks
concurrently. (Note: A solid project management tool will complete this step for you and display
the resulting project schedule in a Gantt chart).
Did You Know?

A common problem discovered at this point is when a project has an imposed delivery deadline from the
sponsor that is not realistic based on your estimates. If you discover that this is the case you must
contact the sponsor immediately. The options you have in this situation are:

• Renegotiate the deadline (project delay)

• Employ additional resources (increased cost)
• Reduce the scope of the project (less delivered)

Use the project schedule to justify pursuing one of these options.

(Source: “Project Planning A Step by Step Guide”, Duncan Haughey, PMP)

Phase 2: Manage the Project

“The purpose of this phase is to develop the output that the project was originally commissioned to
deliver…it is where the rubber meets the road”
(Source: NYC Project Management Guidebook)

Execute the Project Plan

The execution phase consists of the processes used to physically complete the work outlined in the project
plan from the previous stage (above). In this phase, the project team will build the physical project
deliverables. The execution phase is usually the longest phase in the project life cycle as it consumes the
most energy and resources from the project (i.e. when the majority of the project budget is expanded).

The purpose of this phase is to manage the daily activities and encompassing aspects of the project plan
as work is being carried out to make certain the project is a success. It is the role of the project manager to
manage the project plan and ensure that project work is being performed correctly and on time.

A project rarely adheres to its original plan. Unanticipated events and situations will inevitably be
encountered during the execution phase. This is because the need for change is usually discovered once
work on the project is being performed. For example:

Problem: Requirements have changed.

Solution: Determine if the requirements were not clearly defined at the onset of the project. If this is the
case, put the project on hold and go back to defining the requirements. Go back to the customer of the
project and confirm what it is they really want from the project. Make sure to be aware of how you
gathered and analyzed requirements the first time. Since the original approach didn’t work well, try to
make improvements the second time around.

If the requirements keep changing as a result of the customer constantly changing their mind, go directly
to the project sponsor. Explain to them that by not sticking to their agreement the customer risks
jeopardizing the project’s defined scope, cost and schedule estimates and expectations of quality. The
project sponsor must then consider one of the following courses of action:
1) Stop the customer from changing requirements.
2) Expand the project budget and schedule to accommodate the changes.
3) Cancel the project immediately (with small overruns) or later (with major overruns).

(Adapted from “Section 1:4 Project Execution and Control, NYS Project Management Guidebook”, New York State Office for Technology, 2003)

Be prepared! The project manager and project team will be taxed to capacity to deal with these
unexpected changes while minimizing the impact on the projects cost, scope, schedule and quality.

Monitor, Control and Report Progress

Information on project progress and completion status of deliverables is collected as part of the execution
stage and reported to key stakeholders. The project manager must keep the project on schedule by:
• Gathering status updates on a regular, continuous basis.
• Monitoring actual progress against plan estimates.
• Recognizing variances between actual progress and planned progress and taking
necessary action.
• Dealing with external changes that affect project progress.
• Completion and status reporting.

This key step observes project execution so that potential issues or risks related to the project can be
identified and mitigated. The benefit and value of this step is that project performance can be monitored
and measured regularly to identify and correct variances from the project plan. Continuous monitoring
and control provides the project team and stakeholders insight into the ongoing health of the project.
Helpful Tip

It is of [the] utmost importance for the Project Manager to take the time to analyze, understand, and
document the reason for variance every time the Project Schedule is updated… Whether positive or
negative, the Project Manager needs to understand what is causing variance and take proactive steps to
keep it under control. The Project Manager must be able to explain the cause of variance to others and
determine if corrective actions need to be taken to maintain the project’s [progress].

(Source: “Section 1:4 Project Execution and Control, NYS Project Management Guidebook”, New York State Office for Technology, 2003)

Communication with Stakeholders

Developing and adhering to a Communications Plan is a key step that must be carried out during the
process. The key when establishing this outline is to ensure communication early and often. The project
manager needs to develop a plan to define who needs to be kept informed about the project, frequency of
communication items, and methods that will be used.

For example, to ensure clear communication and expectations, set up weekly meetings between the
project manager and the project team, as well as the project manager and the project sponsor. These
structured meetings will serve as weekly checkpoints to keep progress on track and key stakeholders
informed.

Setting deadlines and milestones for communication will ensure that all stakeholders, regardless of the
level of involvement, are kept in the loop. Use a mixture of formal and informal methods to get the
message across and maintain a positive working environment. Good project communication consists of:
• Consistently scheduled meetings, as mentioned.
• Follow-up meeting notes and documentation.
• Timely and accurate progress updates.
• Change management notices.
• Continuous team involvement.
• Responding to and incorporating feedback from stakeholders.
• Quick and helpful responses to unscheduled project inquiries.
Helpful Tip

The Project Manager must emphasize to the team the importance of accurate reporting, and must be
vigilant in collecting information at a detailed level. Using the information contained in the Progress
Reports, the Project Manager tracks work done against the tasks in the Project Schedule. If the time
remaining to complete a task in the schedule differs from the estimated time, the schedule should be
updated accordingly. It is recommended that the Project Manager update the Project Schedule on a
regular basis. Frequent updates to the schedule not only save time in the long run, they also allow the
Project Manager to quickly spot potential problem areas. Small slippages on individual tasks may
combine to create significant issues with other, dependent tasks.
(Source: “Section 1:4 Project Execution and Control, NYS Project Management Guidebook”, New York State Office for Technology, 2003)

Phase 3: Close the Project

“Closing a project is the last phase of the project life cycle. It is necessary to ensure that projects
successfully deliver what was promised, as well as provide useful evaluation information for future
projects.”
(Source: IT Manager)

Wrap Up and Close Project Activities

Every project should come to a formal close. Without a formal event to signify the end, a project can
continue indefinitely. Formally closing a project is a catalyst for disbanding project resources and
reintegrating them back into normal business operations. It allows the project team to review the project
and glean important information from the experience.

The objective of closing a project is to determine its level of success and to highlight key lessons. For
example:
• Did the project deliver on time, within budget and to scope and quality requirements?
• Were the customers, project stakeholders and project team members satisfied with the project
deliverables?
• Did the project achieve the expected business benefits?

Additionally, the process provides a structured approach for the project team to:
• Assess the extent to which the project completion criteria has been met (i.e. the extent to which all
products have been handed over, and whether customer acceptance has been received).
• Identify outstanding project activities, issues, etc.
• Capture and communicate important mistakes, successes, and lessons learned.
• Communicate closure to all project stakeholders.
• Make improvements to the PM methodology and/or development/installation process.
Closing a project involves formally terminating all project tasks and activities of a project, as well as
handing off the final project deliverables. The following are steps associated with successfully wrapping
up the project:

1. Assess project outcomes against the original project plan. Evaluate and document project
successes and failures to determine the extent to which project objectives and business benefits were
achieved. These lessons learned are largely useful for future projects. Also remember that in some cases,
the target or desired project outcomes may not be realized for months or years. It is important to develop
a plan for completing the residual tasks and conducting a post-project review at a later date.
2. Complete all outstanding project tasks. Tying up loose ends is essential prior to disbanding
and reallocating project resources and team members. Ensure that all project activities have been
completed and that the quality of work is not compromised by a complacent last mile attitude. Be sure
to maintain and consistently reference a list of outstanding activities to ensure nothing (no matter how
small or large) is overlooked or forgotten.
3. Close out project financing and contracts. Ensure all costs have been paid and that all monies
associated with the project have been properly allocated and accounted for. Be sure to close out
contracts and settle the terms of the contract as the project comes to a close. Be aware that some
contracts may contain specific terms and conditions for project completion and close out.
4. Reallocate project resources. Plan to reallocate all physical resources used for the project (i.e.
office equipment, hardware, software, etc). Prepare to disband the project team and reintegrate project
team.
5. Release project deliverables. Formal project delivery should be acknowledged in the most
appropriate form. Depending on the project, this might mean a presentation, email communication,
physical delivery of work, etc. Be sure to also establish procedures for transferring the project
deliverables to production or operations.

Did You Know?

Months of successful project planning and execution during the early stages of a project can be
nullified by inadequate attention to project closure. Project closure prevents projects from lingering
or developing into new endeavors, and allows the business to be briefed on important lessons
learned for use on future projects.

(Source: Info~Tech Research Group, “Run the Last Mile Successfully with Project Closure”)

Summarize the Project Experience

One of the opportunities at the end of a project is to share the lessons learned for future project success.
Conducting a project post mortem is a crucial aspect of closing a project. Consider meeting with the
project team and project stakeholders to discuss successes and problem areas. Be sure to think about all
aspects of the project including adherence to project plan, budget and schedule, financial criteria, quality
of work, etc. For example:

• Did the project meet the planned objectives and requirements?

• Were stakeholders pleased with the final deliverable?
• Were project risks identified early and steps taken to mitigate risks?