Here are help tips to build successful project teams:

Team Selection: During selection of the project team, first select the team leader. Which is necessary for a project Team? Team leader must have the full knowledge about the project, knowledge about the various functions that are to be performed in the project. Team leader must be an expert person who knows the tact for facing and solving any type of problem in a project. Team Leader must know the way of how to manage his team member for the competition of the project.

Check the calibre of the team members for the project. They must have the knowledge about the required domain or field. Based on the skill level of the team member, place him or her in the relevant position in the team hierarchy.

Attitude of team members must be positive about the company and project. If they have a positive attitude, they can solve any type of problem in a project and work towards the achievement of goals for the project success.

Whenever a new team member joins the project, first help him understand the goal of the project. When, he or she understands why this product or software is being build, team member can add more value to the development.

Communication: For the successful project team it is necessary to give time to all the team members in which they can communicate with each other. So it is the responsibility of the project manager to set the spare time for communication at the time of project scheduling.

Performance Evaluation: Define frequency & criteria for performance evaluation of team members. It should be transparent. Give a fair feedback to each team member and suggest areas of improvement in a positive way in a one-2-one meeting. For performing members, give rewards – financial or non-financial.

Induction: When any new member comes in a team, it is the responsibility of the project manager to arrange induction program. Give the knowledge about the company, about the project. For new team members, arrange KT of the project well on time. Avoid for making the pressure on a new member.

Apart from these points, also plan some team building exercises and team trainings etc.

Project Life Cycle is a sequence of Activities which are bind together to achieve the goal or target. It is also a responsibility of the project Manager to arrange the resources which are required for the completion of the Project. The whole requirement of the Project is to produce in the first phase of the specific product. At the end stage of the project it issue quality, delivery and completeness. Project Life Cycle in Consist of four of phases which are helpful for the completion of project and give the specific output. In the Project Life Cycle each Phase has their specific goal.

Project Life Cycle consists of following phases which are defined as follows:

Initiation: In the first phase, called initial or initiation stage, in this phase project are defined. As for the successful of the Project, project Manager & project team has a great role. So according to the requirement of the Project well experienced person who has a complete knowledge about the handling of the project is appointed as a Project Manager. So, it is the duty of the Project Manager to select the Project Team Members according to the requirement of the project. The Scope of the Project is also defined in this phase and also defines the complete approach to get the required output.

Planning: In the Second Phase of a Project Life Cycle all the planning is done which is required for the Project achieve the target goal. In this planning phase all the task are assigned to particular team member according to his calibre. As the Planning of the work is done before it’s starting, so all the process running smoothly and complete at a fix time.

Execution: In the first two phases project has been defined and all the planning related to the Project is done for getting a specific output. In the third Phase of a Project Life Cycle, the entire tasks are being executed according to the given input. Controlling of whole the process is also done in this phase.

Closure: In the last Phase of Life Cycle, Project reach at their end point or we can say that Project will move towards its completion stage. In this phase after the completion of the Project a report is written in form of documentation about the Project. It involves releasing the final deliverables to the customer, handing over the documentation to operations team, closure of supplier contracts, release of resources etc.

There are different types of management like Project Management, planning Management, Program Management, portfolio Management etc.

The Portfolio Management is a combination of different assets. The main target of portfolio management is to decrease the risk of the stakeholders and maximize the profit of all stakeholders. If an organization invests his money into different projects of different natures, then portfolio management comes into picture and a manager is appointed for this. There are number of investors who invest in a financial instrument like shares, debentures, fixed deposits, mutual fund units. By making the investment in different field risk of the investor is covered by use this technique called Portfolio Management. Portfolio management is the centralized management of multiple projects, programs and possibly portfolios.

Responsibilities of a portfolio manager include:

1. To make the best use of all kind of resources
2. Removal of low value and non-profit projects from the portfolio
3. To make sure all projects under him are aligned with organization’s mission and goal.
4. To present the deep understanding of profit/lost/mission/goal of all the projects
5. Creates a methodology to develop project charter & for the selection of new projects and evaluation of existing projects
6. Ensures balance between cost, schedule, complexity and risks associated with the projects.

Program is a group of same type of projects. There is a Program manager who is totally responsible for the program management. Main task of the program manager is to completely focus on achieving objective and benefits of the integrated program. If we are talking about the railway online system that is also programs which consist of number of project like cancelation of ticket, buying the ticket etc. These projects are of same type and grouped together to form a program. All these small projects of online railway system are managed by a Program manager using a formal project management approach.

There are certain difference between Portfolio Management and Program Management such as:

1. Portfolio management deal with the collection of assets but the Program Management deals with the collection of projects which are combined together to make a program.
2. Portfolio Management focuses on a long term value of stakeholders – especially of the investing company as compared to the Program Management.
3. For the Portfolio Management manager must have analysis and decision making skills. But in a Program Management there is a requirement of leadership skills.
4. Portfolio Management implemented for minimization of the risks. As Program Management deals with the Management of a Program. No risk has been involved in Project Management

It is best described in the below snapshot from “http://blogs.pmbestpractices.com/tag/program-management/” (Thanks to its creator)

Project management deals with organizing, planning and managing the resources which are required for the project to achieve the specific target. Competitions of the project in a specific time and with in a given budget is only done if the project is manage with a good way. In an organization it is the responsibility of the project manager to manage the project by using good and effective project management methodologies.

A pleasurable project manager must manage basic elements of the project for achieving the goal like time, money, scope and the resources. These are all important project elements that are necessary for a good project management and these elements are interrelated with each other.

Timelines: To get a successful Project Management it is necessary to fix the deadline of the project or we can say that starting time and completion time of the project should be fixed and the project must be complete in a given time.

Budget: Budget associated with the resources and materials needed to accomplish the project’s deliverables. Budget is an also essential part of the successful project management. Loss and profit of the project has a direct link with the budget. So it is necessary to fix the budget of the project before it starts and complete the project within a fixed budget.

Project Goal/Objective: Aim of the project must be clear, indicates what you want to achieve with the project and with whom.

Project Management methods: For effective project management, methodology to follow for the execution of project must be defined & declared at organization level. A comprehensive, logically structured and clearly written process must be in place for good Project Management which declares that who will be doing what at what time with whom to achieve the project objectives and deliverables.

WBS: Building blocks of the work breakdown structure must be there that allows the project manager to define the steps necessary for the completion of the work can be thought of as sub-projects, which, when combined, form the completed project. There must a best utilization of the resources, which are required to complete of the Project.

Project success depends on the quality of planning. A good project plan is a basis for effectiveness in follow-up, evaluation, visibility and sustainability of outcomes. It is the responsibility of the PM to manage these components in a parallel way to get a success in a Project Management.

Before Writing the PRD, the product owner organization must have to know about the views about the similar products available in the market and take a feedback specially about the type of problems customers or end users face while using the product. This is done my hiring domain experts & subject matter experts & conducting surveys. All these inputs goes to PRD. If the PRD part is done well, half job is done.

Here are some points which can guide new business analysts on writing a better Product Requirement Document: (Sometimes, a new project manager can play the role of a business analyst – he or she might be new to this)

1. PRD must clear that how whole process will be done and all steps of the process must be clear.
2. PRD must contain a well defined purpose of the product.
3. It is important to clear the technical, procedural and business risks and constraints that may affect the project in the PRD.
4. A good product requirement document must specify about the need of the customer and also clear that what are the factors that can make negative effect on the success of the product.
5. PRD must specifies that how to evaluate the quality of the product.
6. PRD must specify the persons who have an interest in project. The list of interested persons contains those people who want positive outcome. Examples of persons contains project managers, member of development team, customers etc.
7. PRD must contain all the information about the environmental, budget or resource constraints that must be considered during planning the project.
8. PRD must also contain the market size and potential market acceptance so that the development team knows the likely volume to design to. As the product which have large market size have different PRD as compared to the market which have a small size.
9. PRD should also contain the information about the solution of the market problem related to the product.
10. It is important that each requirement be well defined in specific measureable terms.  A measure of minimum and maximum should be used wherever possible. The product requirements section describes how each aspect, notable condition, feature or function the product must possess.  The requirements can include function, usability, environmental, interacting and interfacing requirements.

Best idea would be to stick with some good template of a PRD, it will guide you automatically.

Below is the basic info for these 9 knowledge areas:

1. Project Scope Management: Processes under this knowledge area are related to two phases of project life cycle – Planning & Monitoring. It contains total of 5 processes: Collect Requirements, Define Scope, Create WBS, Verify Scope & Control Scope.
2. Project Time Management: This area talks about the processes for two phases: Planning & Monitoring. It contains total of 5 processes: Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule and Control Schedule.
3. Project Cost Management: It covers total of three processes related to Planning & Monitoring. These processes are: Estimate Costs, Determine Budget and Control Cost.
4. Project Quality Management: Three processes are covered under this knowledge area. These processes are related to Planning, Executing & Monitoring. Processes are: Plan Quality, Perform Quality Assurance and Perform Quality Control.
5. Project Human Resource Management: This knowledge area talks about two phases of the project: Planning & Executing. Four processes covered under this knowledge area are: Develop Human Resource Plan, Acquire Project Team, Develop Project Team, and Manage Project Team.
6. Project Communication Management: Five processes under this area talks about all project phases except closing. Five process are: Identify Stack holders, Plan Communications, Distribute Information, Manage Stack holders expectations, Report Performance.
7. Project Risk Management: It contains 6 processes related to planning phase & 1 process related to monitoring phase. These processes are: Plan Risk Management, Identify Risks, Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses, and Monitor & Control Risks.
8. Project Procurement Management: Four processes in this knowledge area are related to all phases except for Initiating. These Processes are Plan Procurements, Conduct Procurements, Administer Procurements and Close Procurements.

1. Metrics provides objective information throughout the software organization. This reduces the ambiguity that often surrounds complex and constrained software projects.
2. Measurement helps managers to identify, prioritize, track and communicate project issues at all levels within the organization.
3. Metrics can accurately describe the status of software project processes and products. It is key to objectively representing the progress of project activities and the quality of associated software products across the project life cycle. Metrics helps to answer questions such as “Is the project on schedule?” or “is the software ready to be delivered to the user?” etc.
4. Project metrics facilitates a proactive management strategy. Potential problems are objectively identified as risks to be assesses and managed. Existing problems can be better evaluated and prioritized. Metrics fosters the early discovery and correction of technical and management problems that can be more difficult or costly to resolve later.
5. Software Project Managers can use metrics as a resource to anticipate problems and to avoid being forced into a reactive, fix \on fail approach.
6. Metrics help the decision maker to assess the impacts of decisions objectively and make informed trade-offs to best meet project objectives and to optimize software project and product performance.
7. Metrics provides an effective rationale for selecting the best alternatives. For example, the current software and IT business environments demand successful project performance. Business, technical and project managers must be able to defend the basis of their estimates and plans with historical performance data. Then, they must be able to justify changes to plans with current performance data.

Analysis of metrics can give the following benefits:

1. Increase return on investments
2. Pinpoints opportunities for improvement
3. Manage workloads
4. Reduce Overtime
5. Reduce cost

1. Contribution to Quality

2. Risks Associated

3. Context of adoption

Model Name: Waterfall Model

Contribution to Quality: Phase End Checks

Risks Associated: Expects a task to be well done in the first go

Context of adoption: When the requirements are structured and competence is high

Model Name: Software Development Lie Cycle Model (ETVX Model)

Contribution to Quality: Entry task verification exit definition and quality control through feedback.

Risks Associated: Final Product available only after the complete cycle

Context of adoption: When the requirements are quite structured, but scale is large. One may need to go back for rework if required.

Model Name: Prototype Model

Contribution to Quality: 1. Seeing is believing. 2. Go iterative and involve customer. 3. Produce working models to give faster delivery and have concrete feedback.

Risks Associated: The scrap may go uncontrollable

Context of adoption: When needs to try out things before making a commitment to deliver.

Model Name: Spiral Model

Contribution to Quality: 1. Avoid scrap as well as rework – do right the first time. 2. Analyze risks before undertaking the next enhancement.

Risks Associated: Inadequate experience and subjective method of risk management

Context of adoption: When the scale is large and planned; passed development would give confidence to move ahead or stop as suited.

Model Name: V-Model

Contribution to Quality: Plan for testing of artifacts much before their actual completion

Risks Associated: Testing techniques applied may remain subjective

Context of adoption: It is a philosophy that can be applied with any other models you choose.

Model Name: Unified Process Model

Contribution to Quality: 1. Iterative evolutionary use case centric development. 2. Defines workflows and milestones for better project management.

Risks Associated: Identification of phases needs experience.

Context of adoption: When the scale of project is large.

Model Name: Agile Models

Contribution to Quality: Anytime delivery through flexible design, limited scope and quick reviews.

Risks Associated: Flexible design techniques not well established. The designers lack an understanding of business need for agility.

Context of adoption: When business needs are dynamic and need to be fulfilled immediately.

A project in business and science is a temporary endeavor undertaken to create a unique product, service, or result. Basically, it is planned to achieve a particular aim. The aim of a project is to attain its objective and then terminate. Some of the reasons to start a project can be:

1. A customer request or market demand
2. An organizational need
3. A customer request
4. A technological advance
5. A legal requirement

Projects and operations differ primarily in that operations are ongoing and repetitive, while projects are temporary and unique. Generally, a project is a means of organizing some activities that cannot be addressed within the normal operational limits.

Project characteristics:

1. It is temporary – temporary means that every project has a definite beginning and a definite end. Project always has a definitive time frame.
2. A project creates unique deliverables, which are products, services, or results.
3. A project creates a capability to perform a service.
4. Project is always developed in steps and continuing by increments – Progressive Elaboration.

Project Management: Project management is the application / use of knowledge, skills, tools and techniques to project activities to meet project goals and objectives. Generally, Project Management includes the accomplished through the application of the following process:

1. Project Initiation
2. Project Planning
3. Integration Management
4. Scope Management
5. Time and Cost Management
6. Quality Management
7. Staffing Management
8. Procurement Management
9. Communication Management
10. Risk Management
11. Project Execution
12. Project Tracking, Monitoring and controlling
13. Project Closure

For managing a project, a Project Manager is responsible for identifying requirements, goals, objectives and maintaining a balance between quality, scope, time and cost.