Armiger International

Project Management Guidelines

The Project Management Guidelines (PMG) was created by Armiger International to provide an organizational structure and culture delivering an agreed way of conducting project management business throughout an organization, its customers and suppliers.

The PMG concept is built on a solid foundation of “Involvement Gets Commitment” and “Measurability and Verifiability" in order to deliver successful projects and their agreed results.

The PMG adheres to all recommended strategies and standards established by the Project Management Institute (PMI), the Project Management Body of Knowledge (PMBOK) and ISO 9002.

Project management is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. Meeting or exceeding stakeholder needs and expectations invariably involves balancing competing demands among:

  • Scope, time, cost and quality
  • Stakeholders with differing needs and expectations
  • Identified requirements (needs) and unidentified requirements (expectations).

Management of projects requires special attention, since many methods used to guide people and control processes during day-to-day business practices are not adequate for project-type work. The PMG clearly outlines those unique steps required to properly communicate and keep management, project teams and customers moving towards agreed project results.

TABLE OF CONTENTS

1.0 INTRODUCTION
1.1 Overview of This Manual
1.2 Elements of Project Management
1.3 Leading a Project

2.0 THE PROJECT MANAGEMENT GUIDELINE (PMG)
2.1 The Project Environment
2.2 The Project Deadline
2.3 The Project Plan
2.4 The Purpose of the Project Management Guidelines
2.5 The Project Management Process

3.0 STRUCTURING PROJECTS AND PHASES
3.1 Principal Roles and Responsibilities
3.2 Team Roles and Responsibilities

4.0 LEADERSHIP AND THE PROJECT MANAGEMENT ORGANIZATION
4.1 Scope and Definition
4.2 Project Planning

5.0 PROJECT IMPLEMENTATION TOOLS AND STEPS
5.1 Understanding As-Is Business Processes
5.2 Mapping As-Is Business Processes
5.3 Analyzing As-Is Business Process
5.4 Project Illustration Mapping
5.5 Gap Analysis on New Business Processes

6.0 RISK MANAGEMENT AND PROJECT ISSUES
6.1 Creating a Successful Meeting Environment
6.2 Project Kick-Off Meeting
6.3 Steering Committee Meetings
6.4 Stage Review Meetings
6.5 Project Progress Meetings
6.6 Meeting Documentation

7.0 CHANGE MANAGEMENT
7.1 What is a Project Announcement Letter?
7.2 RACI Charting
7.3 Communications Matrix
7.4 Taking Notes

8.0 PROJECT REPORTING
8.1 How is a Successful Project Implementation Led?
8.2 Who is Responsible for Providing Leadership for a Project Implementation?
8.3 What are the Leadership Methods Used by the Project Manager?
8.4 Why Provide Leadership in a Project Process?

9.0 PROJECT TRACKING
9.1 What is Successful Project Management for Implementing a Project?
9.2 Why is a Formal Agreement Important?
9.3 Elapsed Time and Effort
9.4 Checklists
9.5 What is Benchmarking/Process Assessment?
9.6 Planning Iterations
9.7 Project Change
9.8 Project Reporting
9.9 Project Tracking and Analysis
9.10 Project Reports, Charts and Graphs
9.11 Project Office

10.0 POST COMPLETION AUDIT AND ANALYSIS
10.1 Risk Ownership
10.2 Project Risk Assessment
10.3 Implementing Risk Assessment
10.4 Implementing Risk Management Strategies
10.5 Managing Issues
10.6 Risk Reporting
10.7 Control of Risk
10.8 Projects Office Role in Risk Management

11.0
11.1 Completing the Post Completion Analysis Report (CAR)

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