Project control is a series of processes and steps that a project manager in cooperation with other management staff carries out to control the project in terms of progress, quality, changes, products, commitments and other critical concerns. The ultimate purpose of project control is to manage project work during each stage of the implementation lifecycle and to prepare the project for the next stage. In this article you will find out how to control a project in 5 steps.
No doubt the process of auditing a project is one of the major activities that define success of the project management process. In this article we talk about the general steps of the process. First we explain what project audit means; then we give the audit checklist.
The need for project prioritization appears when an organization has two or more either independent or dependent (portfolio) projects that are performed in parallel. How to identify the most preferable projects for implementation at the given point of time? Finally, how to be sure that the right projects are being performed? In this article we are going to answer all these critical questions.
Managing records on a project is an essential activity that makes it possible to handle and use project documentation in the way that ensure smooth capturing of documents and papers by seniors, team members, and other stakeholders. Being a part of overall project document management, records management allows a project manager to direct and control document flows throughout the project lifecycle while ensuring that every single document or record serves the operational needs and helps teams capture and retrieve necessary information. It creates a framework for running project activities and procedures and paves the way for analysis, lessons learned, historical reviews, etc.
Managing project procurements and acquisitions requires the project manager to efficiently collaborate with the purchasing department on the process of planning and managing procurements. Project procurement management is a section of the implementation plan to determine how “the ordered products necessary for producing deliverables can be delivered on time and within the allocated budget”. Note that the “Procurement Management” section of the implementation plan will be necessary only for projects that have to deal with substantial buy-in of expertise or capital items. For any other projects where there is no high level of procurement expenditure it is enough to include a procurement item list and a vendors list in the project implementation plan