
A project can be described as anything that has a finite lifecycle and requires its own standalone plan. Projects can be any size, from a one-off workshop to a national series of events and accompanying resources. Whatever the scope, careful project management entails the planning and mobilisation of resources to achieve specific objectives. The following page covers some of the basics of traditional approaches to project management.
Project Executive - ultimately responsible for the project (has the final say in terms of how a project will run e.g. principal funding applicant).
Project Manager - the person overseeing the delivery of the project, including day-to-day control and management.
Project Team - responsible for the day-to-day running of the project.
Advisory Group - further specialist expertise may be required to help guide the content and context of the project, so it might be appropriate to set up a group of suitable advisors.
The basics of project management
To maintain a good quality project three key constraints, often referred to as the ‘Project Management Triangle’, need to be constantly managed:- Cost - the budgeted amount available to run the project
- Time - the amount of time available to complete a project, and
- Scope - what must be done to achieve the desired end result(s) of the project
Start-up
Setting aims and objectives
Before starting any project you need to have a clear idea about what your goal is, so it is very important to define the:- Need for the project and how it relates to what is currently happening in public engagement. This should have formed the basis of your successful funding application!
- Aims of the project. What are the reasons for the project, and what do you want to achieve?
- Objectives of the project. What do you need to do to achieve your aims? Using SMART objectives (Specific, Measurable, Achievable, Relevant and Time-bound) will help you to evaluate and reflect on how successfully you are achieving these aims during the lifetime of the project.
- Roles, responsibilities, needs and expectations of all project stakeholders.
Producing a project plan
In these initial stages it is extremely important to produce a detailed project plan. This will ensure that the project is delivered successfully, e.g., on time, on budget and achieving the aims of the project. There are a number of useful project planning checklists and templates that are freely available online.Establishing project roles
Careful management of all project partners and stakeholders is vital. Whilst partners roles will emerge as a project develops, it is good practice to establish a framework for working with project partners from the outset. Typical roles you might consider creating on larger projects include:Project Executive - ultimately responsible for the project (has the final say in terms of how a project will run e.g. principal funding applicant).
Project Manager - the person overseeing the delivery of the project, including day-to-day control and management.
Project Team - responsible for the day-to-day running of the project.
Advisory Group - further specialist expertise may be required to help guide the content and context of the project, so it might be appropriate to set up a group of suitable advisors.