As an expert in project management, I have the tools, skills and techniques to carry out projects successfully. Making a project a reality is not an easy task nor should it be thought of in absolute terms. In project management there is often no black or white, rather gray scales and better decisions that the project manager can make based on their knowledge and experience.
Selection and validation of projects, Planning, definition of objectives, KPIs, scope, time, costs, estimation of times, budgets, assignment of roles, sequences of activities, critical paths, project execution, risk analysis, execution and follow-up planning, monitoring, and control.
Recognize a Senior PM
- Possesses fundamentals of project management.
- Planning and execution.
- Ability to manage the phases of a project.
- Create and use PM tools.
- Business acumen.
- Knowledge of leadership.
- Some experience in the industry.
- Business analysis.
- Organization of tasks and assignment of roles.
- Professional presentation.
- Conflict resolution.
- Staff Administration.
- Team motivation.
- Program administration.
- Portfolio Management.
- Strategic decisions.
- Promotes the value of projects.
- Clear benefits in your contributions.
Know the tools I use
Beyond “following a line”, the term “alignment” is linking people with an idea and in the case of work teams, it is the effort required to jointly achieve the organization’s objectives. Therefore, the actions of our team must be constantly linked to the priorities of the organization.
An aligned team that knows the business goals and works in the right direction will undoubtedly be a better team. Alignment promotes the group of people reaching their true potential since the team’s reason for being is to achieve a common goal. In this way, the leader’s mission is to coordinate the skills and talents of all its members in pursuit of their goals and promote cohesion between individual and business interests.
Also called Project Charter, it is the document that formally authorizes the existence of the project and confers authority to the project manager.
The charter provides for well-defined project initiation and boundary, the creation of a formal record of the project, and the establishment of a direct way for senior management to formally accept and commit to the project.
It establishes a collaborative relationship between the executing organization and the requesting organization.
It is not considered one because there are no monetary considerations, commitments or exchanges in its creation. In the case of external projects, it is generally decided to establish this agreement through a formal contract.
1. Start of the project
Initiation is the first phase of the project life cycle. This is where the value and feasibility of the plan are measured. Project managers often use different evaluation tools to decide if the project will generate benefits or not.
2. Project planning
Once the project gets the green light, a solid plan is needed to guide the team, as well as get it on time and on budget. A well-written project plan provides guidance for obtaining resources, financing, and purchasing the necessary materials. The project plan gives direction to the team to produce quality results, manage risk, create buy-in, communicate benefits to stakeholders, and manage vendors.
3. Project execution
This is the phase most commonly associated with project management. Execution is about delivering results that satisfy the customer. Team leaders make this happen by allocating resources and keeping group members focused on designated tasks.
4. Supervision and control of projects
Monitoring and control are sometimes conflated with enforcement because they often occur simultaneously. As teams execute on schedule, they must constantly monitor their own progress.
To ensure project delivery, teams must monitor tasks to avoid scope loss, calculate key performance indicators, track cost variances, and allotted times. This constant vigilance helps the project run smoothly.
5. Project closure
Teams close the project when they deliver finished work to the client, communicating their completion to stakeholders and freeing up resources for other projects. This vital step in the project lifecycle allows the team to assess and document the work done and move on to the next project, using past mistakes and successes to build stronger processes and more successful teams.
The WBS is a tool used to analytically break down a project into elementary parts.
The goal is to organize the work into elements that are easy to manage and make understanding the project less complicated. All this is to communicate to all interested parties (stakeholders) the phases and activities that will be carried out to achieve the objective.
The WBS helps the project manager, especially in the definition and organization of activities in complex projects.
Therefore, with the WBS tool, the project is decomposed hierarchically into components (for example, sub-objectives, activities, and specific tasks), with a greater degree of detail, following a top-down approach, that is, from the macro areas. and then subdivide them into smaller and smaller parts.
Each level represents increasingly detailed portions of the project.
There is no defined number of levels: the decomposition depends on the complexity of the project and ends when the last level of the hierarchy has a degree of detail that: uniquely describes each work to be done
allowing the attribution of executive responsibility.
1) Project control diagrams
The project dashboard is a very useful tool that relies on budget plans and work schedules to produce a quick report on the status of the project; compares the current with the planned, calculates the variations in each of the completed subunits, and reflects the accumulated variation for the entire project.
2) The Gantt chart is another project control chart that solves the problem of scheduling activities, that is, their distribution according to a calendar, in such a way that the duration of each activity can be viewed, their dates of beginning. and completion, and the total time required for the execution of a job.
3) PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method) are currently the most widely used project scheduling methods.
4) Diagrams of important facts
The milestone chart presents a chart of a project’s work schedule and milestone dates showing key events that can be clearly identified or require your approval before the project can move forward.
5) The audit
It can be done during the course of the project or at the end. Some of the common areas subject to audit are the maintenance of the books of account, the procedures for making purchases, the maintenance procedures, and the authority to make payments.
- Adopt certain measures, policies, and communication strategies. In turn, it is always key to define the basic rules of the team, the norms of the group, define who is the leader, and plan the roles.
- Efficient communication. It is necessary to effectively convey all the objectives of the specific project, in addition to the resources to be used, the client’s profile and other details.
- Assignment of roles. An important aspect so that professionals do not have any confusion about their work and what its limits are.
- Appoint a person with leadership and authority. The project leader must be able to provide solutions and reconcile the team in any circumstance. With emotional intelligence and communication skills, their role will also be to anticipate the conflicts that arise from the personalities of the participants.
- Full understanding of the issues. Never avoid or try to solve a conflict through prohibitions, obligations, or mistreatment. It is necessary to understand the causes since they could be external and -if not managed- they would be constantly repeated.