PRSL - Perform Project Management Method

Synergism

"If the team does not communicate effectively, it will not perform at its potential"

Synergism occurs when the knowledge and understanding of a team is normalized thus producing a more positive effect than any one person could achieve. It cannot be dictated, managed or measured. It is realized through empathetic communications.

Quality

"If the work is not verified, it has not been done"

Quality is not an event - it is a process which must be executed for each outcome via quality plans and quality reviews. Each outcome must be verified based on the quality plan, ensuring that it meets the requirements set by the team.

Knowledge

"If it cannot be explained, it cannot be done"

Outstanding performance is seeded by having each team member explain how each outcome will be achieved, secures input from the team about how best to achieve it, and formulates a quality plan to evaluate the results.

Perform
Project Management Method

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Accountabilities

A good project manager focuses on the right objective, measuring progress and success, facilitating team understanding of client needs, and delivering those needs. It is no accident that the Perform Method is based on Peter Drucker's timeless management principles.

PPJM Processes		Management Focus
Initiate		The business rationale, scope, schedule and budget are defined as the baseline for the project.
	Plan	Prepare the detailed charter, work schedule, implementation approach and, most importantly, acceptance processes.
	Organize	Determine the organization, infrastructure, delivery standards, configuration management, and quality management processes.
	Resource	Identify and secure the people, work environment, and technological resources needed to deliver the project.
	Direct	Provide leadership and manage resources allocated to the project, including methods, practices and standards needed to deliver the project within the parameters outlined in the project charter.
	Control	Manage issues and risks and determine approaches to their resolution and mitigation. Collect information and report status of the project to the stakeholders.
Close		Plan and coordinate completion of the project, the relocation of resources, and the lessons that may be used in other projects.

Context

Although methods and tools vary by project and problem, a project manager must always navigate the team through the following major stages:

Stages		Outcomes
	Visioning	Organizational directions are identified that imply a high level set of expectations and conditions for project acceptance. Basic resources and a schedule are documented. Outcome: Project Charter & Acceptance Criteria.
	Discovery	The project team determines the business requirements, organizational strengths and weaknesses, business processes, and support systems that will serve as the foundation for project outcomes. Outcome: Business Requirements & SWOT Analysis.
	Conceptualize	Based on the directional statements (where you want to be) and the SWOT analysis (where you are today), project scope and delivery alternatives and benefits are examined to provide management with the basis to commit to a course of action. Outcome: Alternatives Cost-Benefit Analysis.
	Architect	The selected implementation alternatives are documented in detail to confirm initial assumptions and finalize the resource requirements needed to execute the project. Outcome: Detailed Business Requirements.
	Plan	The detailed business requirements are used as the basis for formulating the project implementation plan that outlines the milestones, detailed work breakdown structure and associated resources, deliverables, and timelines. Outcome: Project Implementation, Quality Management, and Acceptance Plans
	Execute	Best practices are applied to manage the execution of the activities and tasks outlined in the project implementation plan. Outcome: Deliverables Stakeholders Approval.
	Transition	Transitioning the organization to the new state usually starts in concert with the execution stage. Outcome: Organizational Change.
	Assess	The ongoing process of evaluating key performance indicators (KPIs) used by management to track progress and to ensure that the project meets evolving organizational expectations. Outcome: Management Status Reports.

Best Practices

Best practices capture the hard-won wisdom of the industry. The most competent project managers and consultants are those who take the best practices the world has to offer and apply them to the problem at hand. Continuous research and learning, which is what PRSL is all about, provides solutions to real problems based on experience, knowledge, and practical vision.