These four phases are called a project lifecycle. This all sounds very complicated and business-like, so let me explain what it means in real terms.
If you need to replace your kitchen you may need the agreement of your partner. Assuming your partner agrees then congratulations, you have just initiated a project (and achieved the buyin of a key stakeholder!)
Next stage is the planning stage where you will probably first decide your budget. Then chances are you will want to decide what kind of units you want so you may go to a kitchen supplier to provide the whole lot, or you may go to individual suppliers for the units, cooker, fridge, electrics, plastering, tiling etc. A schedule and price should be agreed which should be checked against your budget – and sometimes this will need a replan. The order that you want your suppliers to come onsite must also be decided – you will want the electrician to come before the plasterer. This stage will probably take the most time (it’s all in the planning!)
Next you will enter the execution stage – which is where all your suppliers will perform their part of the project at the specified time to the specified budget (!and your kitchen is complete.
And finally, you will want to close the project. You need to make sure all suppliers deliver to their scope, quality and budget and bring it together in an overall cost model…… simple, eh?
Whether you are aware of it or not, you have project managed the installation of your new kitchen and in doing so you have invoked some simple project management processes – the obvious ones are planning, budgeting, supplier management, but you may have also unconsciously invoked others. For instance you may have done some risk management (say if the kitchen is not completed on time), communications or stakeholder management (who needs to know that the kitchen is out of action and when will it be completed?), contracts management (agreeing the size and scope and payment terms of the work to be performed ), change management (what happens if you change your mind, or you are forced to change your mind by unforeseen circumstances). Wittingly or not, you will most likely have invoked some or all (or more) of these processes and more in the management of your fairly simple kitchen installation project.
But what if the project was a house, or a supermarket, or a factory? These would be far more complicated to implement. There will be more suppliers involved, more money at stake, a greater likelihood that things could go wrong and therefore greater risk. There are likely to be more stakeholders, more lines of communication. A project management methodology will manage processes, schedules, documentation in order to achieve the final goal. Standard processes and methodologies will ensure consistency.
And this is what a Project Manager does, and is where Project Management Methodologies and Tools come in. A good Project Methodology will provide all the tools, all the processes so that you can document and manage your project, whatever its size and scope. If you work for a medium or large company chances are it uses a project methodology to standardise the process. There are processes and methodologies available on the internet to download and implement straight away.
