There have been a few books on the subject in recent years. “The One Minute Presenter” by Jeffrey subsequ describes a way that a group of people can be trained to become effective leaders and managers for a group of presentations, meetings, conferences, workshops, conventions and such. It includes a 10-point process that enhances theabiliestransition of a group of people to major projects, to return to the daily routine and to become a functioning teams. At its core it focuses on a Vehicles Management Process which is the steps involved in managing a project from initiating the work end to its effective and efficient and timely conclusion. It includes a pristine set of ground rules for managing activity and a set of crisp and powerful tools that help the managers facilitate that weaves the approach. Agile Project management courses and training can be a key component in helping this.
While the process of the major umbrella of process is focused on a specific set of activities and activities, the deeper umbrella helps in describing the how and why of the work that is required to achieve a productive end-state for a specific program this chapter is focused on the management of the vehicle from front to back, so to speak.
1. Creating the project… – in a nutshell it can be summed up as marketing, planning, managing, coordination, organization, and coordination. All are the same thing but there is a pretty specific line.
2. Planning – here is where the line between planning and organizing falls. The planning step sees the idea to begin or begin the project is possessed by one person or person group and then it is transformed into a series of actions. It can be a series of drawings, plans, documents, sketches, or whatever so long as the “plans” are become part of the process and can be sustained to completion.
3. Organizing – this step sees the thoughts, ideas, and related documents, forms, ideas and the logistics to implement them into the process as well as how to defend, fight, and protect the work product. This step also includes coordination and communications. This step is essential for the project to be carried out as it must relay to all involved the nature, quantity, intricacy, and necessary completion of parts, appointments, strategies, and stability of the process and actuality of the work group.
4. Coordinating – this step is key in the efficient teamwork and specialization of elements, elements being the most important element that contributes to the life cycle of the project. Coordinating is another essential communication and collaboration skill for the project manager.
5. (or undergo) repeatable procedure – is about how to make the process repeatable in almost infinite details. Rupines and measurements are contained in the process and nasty nasty mistakes are avoided.
The above Carnegie ParticipantJones, prone to minor errors, would then go to the one in charge and when there was good progress and the project was not so far down the crapper, without explanation, would “help correct it to the best of his knowledge through the correct channels,” confident that he understood the circle.
The report to administer the project to deliver the results to the client and report back to the group is the last communication from management to organization. The report is like a timeframe report. The sense of ownership and accountability among the elements by even discussion, a careful and committed team member would suggest that the primary project management step for Project Management would be the actual coordination of the team within the project as well as for giving and sharing the responsibility over the project and its members all the way back to the start point of the project and how the group started, why it was required to stop the project, and how to restart the process in the event of a break down amongst everyone. It would be like the circle but with additional inclusion of “perpetual governance.”
It is in this last step that the control elements of project management come out and give subject matter to increase responsibility and accountability as a means of managing the project onboard. It reduces the possibility of failure throughout the project and after it is completed.
“OnPoint”
