This is the last in a series of four articles about maintaining control in software project management. Here we look at mechanisms useful for exercising control. No matter how well the project is planned, it will not succeed if it is not well controlled.
Monitoring and Controlling the Project
In PMBOK’s phases of project management, the third phase (Execution) and the fourth phase (Monitoring and Controlling) often feel as though they are one and the same. But, make no mistake – they are not, no matter what methodology you are using.
Although, they are tied extremely close together. In fact, it’s sometimes necessary when you reach Phase four to return to Phase two and begin planning again. However, it’s probably more realistic to look at phase three and four this way:
In Phase three, you execute your original project plan. But, it’s pretty rare that all of your project tasks are happening simultaneously. So, it’s quite possible that while you’re executing Task 2 (Phase 3), you’re monitoring Task 1 (Phase 4) to make sure the work is going according to the project plan (Phase 2).
In order to successfully manage any software project, monitor and control are essential. What does the control process really entail? This is the first of four articles about the topic of maintaining control in software project management.
Beginning project management professionals often dive right into tasks, confident that a project team will keep things moving. However, as veterans of any project cycle have experienced, maintaining accountability often requires keeping diligent notes and tracking approval.
A good system development life cycle methodology depends on good documentation of the system. An approach that works well is discussed.
The definition of global project management emphasizes the need for company leaders to recognize the cultural implications of mixing skilled workers from many nations, along with the tactical steps required for teams to collaborate effectively.