Project phases
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Project phases
An ideal type of project in central administration “goes through” the phases shown one after the other. This sequence corresponds to the theory of conventional project management. In reality, there are always detours – e.g. when the original plans have to be adapted because of new findings or challenges.
Managing stakeholders
Stakeholders are
- all people and groups
- who are directly or indirectly
- affected by / involved in / interested in
- the project / the associated processes / the results.
Identifying these (groups of) people and analysing their interest in or influence on the project is an ongoing task in the project – mainly for project management.
Based on a stakeholder analysis, project management derives measures for participation and information, which are then implemented. This is crucial for the success of the project, as it can increase acceptance of change.
As both the stakeholders themselves and their interests, influence and needs change over the course of the project, analysing and “managing” stakeholders, i.e. providing targeted support via information and inclusion, remains an ongoing task throughout the entire project.
Producing a project profile
This first phase begins with an idea or a need for change. The project is considered an appropriate way to address this idea or need for change (cf. Definition of project / major project).
The head of department and OU management then outline this idea on the basis of the binding project profile document. To this end, they liaise with each other and with the other people expected to be involved in the project in order to be able to make initial statements about the scope and effort involved. They get the IT services involved at this early stage of developing the idea.
The phase ends with the project portfolio board examining the project profile to assess whether to give it a high level of priority and whether a project proposal should be produced in the next step (> applying for the project).
The central project management checks the project profile for completeness and is also happy to advise on the initial considerations and provide methodological support in fleshing out the project.
Documents and tools in this phase:
Project application
The phase begins with a request from the project portfolio board to further develop an idea for a project. The commissioning party and designated project management expand the project profile to turn it into a project proposal*. This project proposal contains a more detailed resource plan that has been agreed with those involved.
Main tasks and milestones are drawn up for the project proposal. The need for personnel resources is then determined as a rough approximation based on the main tasks. It has proved useful to outline with the experts how much time in person days (1 PD = 8 hours of work) they expect to need. It is not yet necessary to name specific individuals for the potential project team. Personnel requirements can be specified by role, e.g. “Assistant from department XYZ”, "Expert for the process ‘Inventory depletion’”. The IT services submit a statement* on the project application.
The project proposal and statement are then submitted to the Vice President for Administration and Finance Project Portfolio Board via the CPM. The phase ends with the vote of the project portfolio board. If the Vice President for Administration and Finance Project Portfolio Board approves the project based on the proposal, it is included in the project portfolio of the central administration and service areas. The commissioning party and project management can undertake detailed planning in the next phase.
The central project management can advise on drafting the project proposal.
Documents and tools in this phase:
- Project profile*
- Project proposal* incl. rough plan of the main tasks / milestones
- Objectives matrix
- W-questions
- Stakeholder analysis
- Process analysis
Project planning
Planning was already carried out in the previous phase in order to progressively develop an initial intent for change, steering it towards achievable tasks. In the “project planning” phase, project management together with the newly established project organisation undertake detailed planning of the project, both with regard to the content and the required resources.
This is done as precisely as possible at this time. This often means that details only become gradually really clear during the “project implementation” phase. At the end of the “project planning” phase, all those involved should in any case be able to answer the questions of what, who, by when and how in terms of tasks – instead of somehow “muddling through” the ongoing project. A project plan* and milestones are therefore drawn up – based on the assumption that new findings in the project will make it necessary to adapt the plans.
Based on this, project management details the required person days, agrees these with the colleagues involved and reaches a binding agreement on the final resource planning with the supervisors of the project team members. In some cases, it may be helpful to determine the expected scope of involvement at this stage on the basis of a work package description.
The required person days are agreed between project management, the experts in the project team and their supervisors and must be covered accordingly. Project management is informed of any deviations from this as early on as possible so that plans can be adjusted without harming the project.
The planning effort involved should also be in proportion to the size and significance of the project.
The steering committee approves the project plan for major projects. Once this has been done, the project can be carried out in the next phase. Projects can start as soon as the planning details have been agreed with the project team and commissioning party. The “project start checklist” contains further suggestions.
The central project management can advise project management, e.g. also moderates kick-off meetings based on a joint concept or provides methodological support in producing the project plan.
Documents and tools in this phase:
Project implementation
In the “project implementation” phase, the members of the project organisation are responsible for various tasks to carry out the project based on the plans, to check on progress and make adjustments thereto. So, what are you waiting for? do – check – adjust – do – check – adjust... This will also gradually put flesh on the previous plans. In other words, the closer you get, the more detailed it becomes! Work package descriptions can help to break down the tasks from the project plan even more precisely and make them manageable.
New findings in the project may also have an impact on stakeholders. It is therefore very important to regularly update the stakeholder analysis and measures. This may also have an impact on previous plans / timelines. Project management then agrees an adjustment with the commissioning party and informs all those involved, including the CPM, about the status report* for the Vice President for Administration and Finance Project Portfolio Board.
It is important that all those involved know exactly at the start of this phase what they have to do and when and what their roles and responsibilities involve. A kick-off meeting is therefore arranged when transitioning from the planning to the implementation phase. This meeting lasts around 90 minutes and aims to bring the project team and commissioning party as well as the steering committee, if there is one, “on board the project” (cf. kick-off meeting agenda).
It has proven useful for project management / project coordinators to draw up an “activity list", which project team members can use to keep track of what is due and when, and also to identify what they have already achieved.
It is also useful for project managers to establish the “record of lessons learnt" document as early on as possible and regularly fill it in, i.e. continuously compile the experiences of those involved in the project. On the one hand, this provides the opportunity to make adjustments directly during project operation, e.g. to the forms of collaboration or communication. On the other hand, it enables a more comprehensive review of experiences over the entire duration of the project, which is requested in the “final project report”. And colleagues in subsequent projects benefit from the applicable “lessons learnt”, which the CPM can provide.
When carrying out the project, bear in mind how and where the results of the project will be rooted in everyday life.
The CPM can advise project management and the project team in the “project implementation” phase in a variety of ways.
Documents and tools in this phase:
Project completion
In this phase, a project is brought to an end and the project results are documented. A key element is the mandatory “final project report” produced by project management and the project team. Organise a feedback session and celebrate your success together!
Based on the final report, the commissioning party relieves the project team and project management of their duties and the steering committee confirms the completion of the project.
The Vice President for Administration and Finance Project Portfolio Board rounds things off: once the project has been declared completed, it is added to the project portfolio archive.
Hand over important documents and findings to the departments that work with the project results in line operation.
NB: Projects are sometimes completed or terminated prematurely for a variety of different reasons. It is also important in such cases to document what was worked on and achieved during the project, what experience was gained and why the project was not pursued further before the objectives were achieved.
Documents and tools in this phase: