project
management
milestone
work breakdowwn structure
risk
time
objective
aim
team
execution
lessons learned
project phases
project manager
stakeholder
monitoring
reporting
project
management
milestone
work breakdowwn structure
risk
time
objective
aim
team
execution
lessons learned
project phases
project manager
stakeholder
monitoring
reporting

initiation
planning and design
execution and construction
monitoring and controlling systems
completion

Project management is the discipline of planning, organizing, motivating, and controlling resources to achieve specific goals. A project is a temporary endeavor with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables),[1] undertaken to meet unique goals and objectives,[2] typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual (or operations),[3] which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies.

The primary challenge of project management is to achieve all of the project goals[4] and objectives while honoring the preconceived constraints.[5] The primary constraints are scope, time, quality and budget.[6] The secondary —and more ambitious— challenge is to optimize the allocation of necessary inputs and integrate them to meet pre-defined objectives.
    initiation
    planning and design
    execution and construction
    monitoring and controlling systems
    completion

Not all projects will have every stage, as projects can be terminated before they reach completion. Some projects do not follow a structured planning and/or monitoring process. And some projects will go through steps 2, 3 and 4 multiple times.

Many industries use variations of these project stages. For example, when working on a brick-and-mortar design and construction, projects will typically progress through stages like pre-planning, conceptual design, schematic design, design development, construction drawings (or contract documents), and construction administration. In software development, this approach is often known as the waterfall model,[19] i.e., one series of tasks after another in linear sequence. In software development many organizations have adapted the Rational Unified Process (RUP) to fit this methodology, although RUP does not require or explicitly recommend this practice. Waterfall development works well for small, well defined projects, but often fails in larger projects of undefined and ambiguous nature. The Cone of Uncertainty explains some of this as the planning made on the initial phase of the project suffers from a high degree of uncertainty. This becomes especially true as software development is often the realization of a new or novel product. In projects where requirements have not been finalized and can change, requirements management is used to develop an accurate and complete definition of the behavior of software that can serve as the basis for software development.[20] While the terms may differ from industry to industry, the actual stages typically follow common steps to problem solving—"defining the problem, weighing options, choosing a path, implementation and evaluation."

http://advanced-training.at/txt/PM-tags.txt