So much of this course are to models from which a manager can argue and focus decisions. Going back to the definition of project management, must be brought into a defined product in a fixed period, with a given amount of resources. The assessment of the projects, especially complex projects is difficult, so it's easy to change the circumstances have changed. Racial Abilities vary as well, and the people is planned for a project may not be for the whole duration of the project available. And get the definition of the project to be built is not a trivial task, nor one that is achieved without some errors.
This is the phase or process where these tasks are performed. Closing The closing process group is responsible for closing the overall project and delivering the “Project Deliverables” to the customers. The inputs to this process group are the “administrative and contract closeout procedures”. Project Management Tools and Techniques All the five phases explained above in project management requires some kind of project management tools and techniques in order to be executed properly, most commonly used tools include t, namely: Critical Path Analysis, Brainstorming, Fishbone Diagrams, and Gantt Charts (BusinessBalls). The tools have their strengths and specific purposes and are explained in following matrix: Information: M: Main Tool, O: Optional Tool, S: Sometimes useful B: Brainstorming, G: Gantt Charts, C: CPM, F: Fishbone diagrams B F C G Initial Aims, Concept brainstorming and aims M O Identification of all elements, hidden factors S M
Then product owner will divide it as smaller task to each member and hold daily meeting in which everyone report their status. After each iteration, the project team should do a presentation to customers and executives and a review meeting after that. Then repeat. Agile method is easy to understand but hard to implement. The most important thing of implementing a agile method is that every participants should believe in the method which may require self-learning and high-level leadership of the managers.
2.4. The project management life cycle Before progressing to the methodologies used in project management an analysis on PMLC (chapter 2.3) is necessary. A PMLC usually consists of five processes: Scoping, Planning, Launching, Monitoring and Controlling, and Closing (Wysocki, 2013). During the scoping process these actions are taken: A project manager is recruited who extract the true needs of the client and negotiates with him how these needs will be met. The description of the project is created which then must be approved by the senior management.
• For the conventional project management systems the Proactive toolthat is assisted for communication and collaborative replacement of the rigid algorithms • A central database that is provides current auniform planning information for the all project members who are working under the project– even between companies and across locations • Clearly the responsibilities which are allocated and interfaces promote the transparency and the currency of information, thus they ensuring improved planning and the reliability quality • Project management are defined by top-down planning framework by defining important milestones that are used and key data. Project members have to plan their work and the scopes independently, confirm that specified requirements that have been fulfilled, and assume that they taken direct responsibility for coordination with the help of other
Conventional project philosophies are respected as the wellspring of custom in project administration and have been being used for quite a while; their accomplishment in specific businesses is highlighted by different researchers (Whitty &Maylor, 2009). In any case, for complex projects, particularly information technology and programming ones, customary techniques can be generally incapable as prerequisites are immaterial and unpredictable. agile project management has risen with its profoundly iterative and incremental procedure, where project group and partners effectively work together to get it the space, recognize what should be manufactured, and organize
Therefore, only the processes inherent to project management will be described below. First of all, the different roles and responsibilities in the Team must be clearly defined, described and lived. Any gap or overlap in the system will quickly lead to major issues and, which is worse, frustration in the Team, and it will take a lot of time and effort to compensate for it. It is worth spending time to clearly describe who is doing what; a RASIC chart1) can help with the documentation. In any process the Team needs to implement, they should not start by worrying about tools.
• A project plan, showing phases and iterations. • A business model, if necessary. One or several prototypes . LLD (Low level design document) :a sketch of the GUI is created.  So, defining the goals, requirements and scope for the project and specifying all the involved stakeholders and group them if needed is made by collecting important data from target users by asking them questionnaire .After that, an analysis of their answers is made to extract important information from those questionnaire which is an essential step to start the next phase.
2. 2 PROJECT COST MANAGEMENT Cost performance on a construction project remains one of the main measures of the success of a construction project (Atkinson, 1999; Chan and Chan, 2004). Several reasons are vital for consistent cost estimating for example – budgeting purposes, loan applications if necessary, for estimating commercial feasibility or viability of the project. Cost management could be defined (include, consist of) as process of planning, interpretation, detailing, directing, agreement, cost control and evaluation of the construction during its preparation and constructing phases. This process is going on from throughout the building planning, projection and design, construction phases of a project until the final account is
Standardize Project artifacts: PMI methodology provides list of artifacts required in various phases and what information they contain. This makes planning more robust. Minimum client time: PMI approach does not require constant client interaction like Scrum. Hence client can concentrate on daily activities and only needs to be involved during certain planned phases. This is also one of the major criteria that clients prefer planned approach, as they need to concentrate on their daily work and cannot be involved in the projects for the entire duration.