Project Management

• Developing the project charter
• Developing the project management plan
• Directing and managing project work
• monitoring and controlling project work
• performing integrated change control
• closing the project

• Developing the project charter involves working with stakeholders to create the document that formally authorizes a project. Project charters can have different formats, but they should include basic project information and signatures of key stakeholders.
• Developing the project management plan involves coordinating all planning efforts to create a consistent, coherent document. The main purpose of project plans is to facilitate action.
• Directing and managing project work involves carrying out the project plans by performing the activities included in it. Project plan execution should require the majority of a project’s budget.
• Monitoring and controlling project work is needed to meet the performance objectives of the project. The project team should continuously monitor project performance to assess the overall health of the project.
• Performing integrated change control involves coordinating changes that affect the project’s deliverables and organizational process assets. A change control system often includes a change control board (CCB), configuration management, and a process for communicating changes.
• Closing the project or phase involves finalizing all project or phase activities. It is important to follow good procedures to ensure that all project activities are completed and that the project sponsor accepts delivery of the final products, services, or results of the project.

A project charter is a document that formally recognizes the existence of a project and provides direction on the project's objectives and management

• Project’s title
• Date of authorization
• Project managers name and contact information
• Summary schedule
  • Milestones
  • Start and finish date
• Project objectives
• Success criteria
• Summary of the planned approach for managing
• Role and responsibilities matrix
• Sing-off section for signatures and comments section

After identifying the strategic goals, the next step is to perform a financial analysis. NPV calculates the expected net monetary gain or loss from a project. It discounts all expected future cash flows. A project with a positive NPV should be considerable.

Intrinsic motivation causes people to participate in an activity for their own enjoyment (they enjoy it). 

Extrinsic motivation causes people to do something for a reward or to avoid a penalty (they get a reward or try to avoid punishment)

The processes involved are: 

• planning human resource management
• Acquiring the project team
• developing the project team
• managing the project team

Planning human resource management is about identifying and documenting project roles, responsibilities and reporting relationships.

Acquiring the project team is about getting the needed personnel assigned to the project. 

Developing the project team involves building individual and group skills to enhance project performance.

Managing the team involves keeping track of the performance of the members, movitating them, providing feedbacks and resolv conflicts.

Large projects should have a project organizational chart

When it’s important to clarify roles and responsibilities for tasks, a responsibility assignment matrix (RAM) can be helpful.

A RACI chart is a type of RAM.

RAM is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS.  A RACI clarifies who has which roles (responsibility "Who does the task?", accountability "Who signs off on the task or has authority for it?", consultation "Who has the information necessary to complete the task?", and informed "Who needs to be notified of task status and results?") on a project. 

A resource histogram shows the number of people by skill required each time period for a project.

• Competing
• Collaborating
• Compromising
• Avoiding
• Accomodating.

Competing is assertive and uncooperative, a power-oriented mode. When competing, an individual pursues his or her own concerns at the other person's expense, using whatever power seems appropriate to win his or her position. Competing might mean standing up for your rights, defending a position you believe is correct, or simply trying to win.

Collaborating is both assertive and cooperative. When collaborating, an individual attempts to work with the other person to find a solution that fully satisfies the concerns of both. It involves digging into an issue to identify the underlying concerns of the two individuals and to find an alternative that meets both sets of concerns. Collaborating between two persons might take the form of exploring a disagreement to learn from each other's insights, resolving some condition that would otherwise have them competing for resources, or confronting and trying to find a creative solution to an interpersonal problem.

Compromising is intermediate in both assertiveness and cooperativeness. When compromising, the objective is to find an expedient, mutually acceptable solution that partially satisfies both parties. Compromising falls on a middle ground between competing and accommodating, giving up more than competing but less than accommodating. Likewise, it addresses an issue more directly than avoiding but doesn't explore it in as much depth as collaborating. Compromising might mean splitting the difference, exchanging concessions, or seeking a quick middle-ground position.

Accommodating is unassertive and cooperative-the opposite of competing. When accommodating, an individual neglects his or her own concerns to satisfy the concerns of the other person; there is an element of self-sacrifice in this mode. Accommodating might take the form of selfless generosity or charity, obeying another person's order when you would prefer not to, or yielding to another's point of view.