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Light Project Management Process GuideIntroductionThis document is intended to aid Project Managers and staff through the process of light, yet structured project management associated with a single project. This guide follows the Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK Third Edition).It serves as a high level guide to assist and provide context around key project management processes as they relate to completing Info-Tech’s PM Lite OptimizeIT program.Phases of Project ManagementLight project management has three phases (see Figure 1). Figure 1. Phases of Project Management Source: Info-Tech Research GroupA brief description of each phase is provided below:•Plan the Project – The business problem or opportunity is identified and a project definition statement is developed. Project plans are established outlining activities, estimated resource requirements, tasks, and project deliverables.•Manage the Project – This is where the bulk of the project work is completed. The project plan is being executed and the project deliverables are developed. A series of management processes are also underway to monitor and control project progress to ensure the project stays on track and that project objectives are being met. Variances from the project plan are identified and corrective action is taken when necessary.•Close the Project– The project is delivered to the customer. The project is wrapped up and project resources are disbanded. A post-implementation review is conducted to determine the level of success of the project and to highlight key lessons learned for future projects. For example: oDid the project deliver on time, within budget, and to scope and quality requirements? P
oWere the customer, project stakeholders, and project team members satisfied with the project deliverables?oDid the project achieve the expected business benefits? Phase 1: Plan the Project“The success of a project will depend critically upon the effort, care and skill applied in its initial planning”(Source: Anonymous)Project Management Discipline: How Much is Too Much?Determining whether or not the project necessitates a formal PM process can be tricky. The word “process” is notoriously associated with inefficient bureaucracy, causing organizations to feel wary about adopting a structured process. Often, the project team does not want to deal with the complex parts of formal PM; but at the same time, a project should not be jeopardized by using too little process. Bottom line: most projects need some level of structured and defined process in order to ensure the control that is for success.The project manager must evaluate the extent to which the tasks should follow a formal project management methodology. For example:•How large is the scope of the project? Does it warrant a formal PM process?