Internal Projects Management

Internal projects management is crucial to every organization’s and project’s success. Projects are defined as a unique venture with a beginning and end, carried out to fulfill predetermined objectives within the constraints of budget, time, and quality. It can also mean taking on a short-term project to develop a unique product or service. Every organization should treat internal projects the same as external projects; and thus designate a project manager, an owner, and team members.

First things first!

The project goals, benefits, and business case should all be defined first. In a following step, we will need to decide on the project’s scope of work, choose a project manager, identify the stakeholders, define the team, establish a timeline, and specify the project’s type (Agile, Waterfall or Hybrid) etc. Next, the project manager should call a launch meeting to introduce the project and its team to the stakeholders (Whether they are external or internal).  Last but not least, the project manager has to create a project charter that includes high-level details about the team members, stakeholders, project length, and scope of work.

The project manager should also specify at the outset if the project is Agile, Waterfall or Hybrid. Agile project management: The creation of new software or applications, as well as projects that allow for trial and error due to its iterative nature (which allows for project path modifications and corrections through subsequent iterations), are the typical applications for agile project management. Iterations last between three and four weeks, and at the start of each one, the most significant and high-value jobs are prioritized in the backlog. The project team members gather for a retrospective meeting at the end of each iteration to discuss lessons learnt. Here, you may steer clear of the mistakes that occurred in current iterations and avoid them in the future.

The waterfall method: The conventional approach to project management is another name for waterfall method. This approach is typically employed in building projects, when it is generally not possible to alter or rectify the project course. The project will require significant time and financial resources for corrections and adjustments, which are seldom possible. If they are, the project may be deemed failed due to budget and schedule overruns.

The hybrid approach combines the best features of both approaches (Agile & Waterfall). It is often applied to waterfall projects, while there are rare instances in which agile can be employed. Every project management style has its own processes, documentation, and methods. The project manager should specify if the project is Agile, whether it is Scrum or Kanban. If the project is using Scrum, the project manager has to confirm how long each iteration will last and how many iterations will be needed to finish it. Considerate Product Owners for Project Owners, Scrum Masters for Project Managers, and Development Teams for Project Team Members are the appropriate ways to identify the members of the project team.

Dealing with the customer or end user to understand their needs and setting the project scope of work and budget falls within the purview of the project owner, also known as the product owner. The role of the project manager, sometimes referred to as the scrum master or servant leader, is to facilitate the work of the project team members and serve as a liaison between them and the product owner by attending all meetings. The members of the development team, or project team, should be cross-functional and in charge of deciding which tasks to complete in each iteration. If the project is kanban, you should have at least three areas on the kanban board (To-Do, In-Progress, and Done). Based on the projects, you may also add dividends to the kanban board. Kanban is a Japanese word enclosing two words (Kan: Sign/Visual) (Ban: Board/Signal). It also operates as a pull system because you pull the tasks from phase to phase and it is best used to visualize the project progress.

What if it’s a traditional type of project?

The project manager should ensure that the project management strategy is prepared at the outset of a waterfall (traditional) project. The project scope of work, schedule management plan, risk management plan, and other documents are included in the project management plan. The project begins with the creation of the kick-off meeting and project charter. As soon as the project begins, the project manager should assume full responsibility for coordinating with stakeholders and team members. Ensuring that the project stays under budget and on schedule is a constant responsibility of the project manager. Additionally, the project manager must constantly monitor the scope of work to ensure that stakeholders and team members are not taking on unnecessary tasks.

In conclusion, regardless of the project management approach, there are three key components to a project’s success. The first step is to properly launch the project by holding the kickoff meeting, project charter, and other events as specified. The second component is effectively managing the project by completing the deliverables within the allocated budget, timeline, and scope of work. The third phase involves accurately wrapping up the project by completing all deliverables on time, under budget, and in accordance with the project’s goals. In order to accomplish the project’s goal, timeline, and budget, the project manager should evaluate all available project management tools and techniques, regardless of whether the project is internal or external.

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