What are the main challenges for production companies when managing projects and how can they best be addressed?

In this article, we will try to frame and summarise the internal management issues affecting the manufacturing industry sector and see how to face them.

Production companies represent a vitally important sector, and at the same time a large and diverse one, with companies of various sizes, disparate structures, different geographical location and context.

Therefore, it is not easy to make a synthesis that links all the various instances together, but we have tried to find patterns that we will explore here.

Finally, we will provide practical examples to manage the most complex projects involving production companies.

Foreword: the need for coordinated actions

Production companies are usually larger than others and consist of different departments, such as the sales department, purchasing, administration, logistics and actual production.

Project managers working in this key area need specific skills and techniques for project planning and management.

An experienced project manager who implements the right strategies will be able to speed up production time, streamline work, and reduce the time between conception and production.

We will now look in detail at the main needs of production companies, which we have divided into two macro-areas:

1. the management of complex and multi-layered projects
2. the management of large and diverse teams

In order to make project management as efficient as possible, it will be useful to implement some coordinated measures and actions, which we will explore in detail.

1. Challenges in projects of production companies: managing complex projects

Complex projects involving several departments can be a factor in the wastage of energy within production companies.

To avoid this risk, it is first of all useful to plan each project phase carefully and thoroughly from the outset.

There are several planning methods involving the design of project phases.

In any case, it is always useful to divide the project into phases and sub-phases, i.e. to set up a Work Breakdown Structure (WBS), as a first step. Breaking down a large project into smaller pieces with a hierarchical structure will be a way to approach it analytically and will be useful throughout the project execution.

1.1. Gantt work schedule with flexible dependencies

Once the project has been divided into phases, it will be possible to determine the timeframe. If there is a final deadline, all intermediate stages must be set to meet the deadline.

An efficient work schedule requires a little initial effort, but once we gain experience, it will be an essential tool for anyone who directs and coordinates projects, but also for the whole team together.

We often rely on non-specialised tools, such as classic spreadsheets. But we know that creating a Gantt chart with Excel has major limitations, such as its static nature, the lack of specific functions, and the inability to collaborate in real time.

But if, on the other hand, we use a specific software to perform this task, we will obtain a truly effective operational tool at all stages of the project.

For instance, Twproject‘s Gantt chart was created to connect the initial design phase with the production phase and to represent the execution of work in a realistic manner.

In particular, Twproject’s Gantt offers the possibility of linking phases and sub-phases in an elastic manner that is not necessarily consecutive and linear. We can in fact have:

• Finish to Start relationship, in which activity A must end before activity B begins;
• Finish to Finish relationship, in which activity B cannot end before activity A has also ended;
• Start to Start relationship, in which activity B cannot begin until A has itself begun;
• Start to Finish relationship, in which activity B cannot end until A has begun.

The latter scenario described occurs, for example, during a shift change in a production plant. Therefore, a manufacturing company should ideally have a Gantt chart that offers this possibility if it wants to plan accurately and adherently to reality.

The Gantt chart in Twproject is highly functional for this purpose and also offers numerous interactions with all the other tools in the software, enabling the rescheduling of times, assignments and other elements in the execution phase.

1.2. Iterative projects

When projects are complex, it is inevitable that some predictions made during the start-up phase may be called into question during the execution of the project. The important thing is to realise this in good time and identify the change and the reason for it.

Reviewing a problem in the production process is an operation that allows us to gain experience for future projects.

Production companies often find themselves repeating very similar projects from year to year, and it is therefore important to be able to learn from previous planning errors.

The timeline is a tool in the Gantt chart that allows you to review these errors, or changes, that occurred in the past and use them to better plan in the next time.

In addition, when repeating similar projects, it is convenient to use tools that make it easy to export previously used models and apply them to current projects.

Software such as Twproject makes it possible to clone fully or partially completed projects, which is very useful for companies that carry out repeated and predictive activities, such as the projects of manufacturing companies.

This will save a lot of time, especially if we can also clone allocations and budgets and thus have a model to follow and learn lessons from for future project management.

1.3. Unified cost management

When projects are large and complex, keeping the budget under control is one of the biggest challenges.

Keeping track of direct and indirect costs, making informed estimates, planning income and expenditure, and finally comparing the planned budget with the actual budget is a complex operation, especially if proper tools are not in use.

Once again, the use of handmade spreadsheets is not a good solution for structured companies. There are many digital tools that can be used to record expenses and keep the budget under control, but in our opinion it is good that the tool used can be integrated with project management software.

In the case of software such as Twproject, data integration is total. In fact, this project management tool has cost management functionality already built-in.

Twproject allows effortless cost and time calculations through procedures that speed up data entry and with the additional possibility of creating reports and statistics that are always updated in real time.

Its alert system in case of budget overruns in individual phases is also very useful to realise, within complex projects, where the criticalities lie.

2. Challenges in projects of production companies: managing resources across departments

Production companies are often large organisations comprising several departments, with very different requirements and compositions.

This leads to two problems that affect the complexity of project management in this type of company:

• the difficulty in finding management methods that meet the needs of different work areas
• the scattering of information among departments

Let us see in detail how to deal with these problems.

2.1. Coordination among different departments

Production companies are often faced with different work settings for different departments.

Let us take the example of organisations in which production, administration, human resources, sales departments etc. coexist, or the case of companies with foreign subsidiaries.

Working hours will, of course, be different for different offices, just as closing days or holidays will not necessarily coincide.

A tool that takes into account this multiple working hours is therefore indispensable to better manage the resource load of a project and to produce realistic estimates of delivery times.

Twproject‘s multiple calendars are an example of how flexibility can be managed: in addition to a default calendar, the software allows several calendars to be set, either on individual projects or on resources or entire departments.

The calculation of resource hours is based on the reference calendar for the given project and resource and automatically sets up time estimates, helping the project manager to make accurate and judicious planning.

2.2. Transparency

Another consequence of a complex structure in resource work management is the potential lack of transparency.

In the case of company projects, it is important that the project manager always keeps an overview of the work progress and resource load.

At the same time, however, the whole team needs to be clear about the project time schedule; that is why it is essential to use a shared management tool, within which everyone can consult the information essential to their job role.

It is also important for anyone to be able to mark the hours worked accurately and also in different ways as required.

An optimal tool makes it easy to track work time in a variety of ways (with classic timesheets, but also by setting a stopwatch and through task descriptions). Everyone will have their own method: the crucial thing is to keep track of personal and other people’s work carefully.

Having a clear and up-to-date status of the work performed will increase transparency but also the involvement of all team members in the project activities.

2.3. Communication

Lastly, let’s look at what is perhaps the main obstacle encountered when managing complex projects such as those of production companies, namely the difficulty in communication.

In large companies, it is crucial to prevent information from being scattered between one department and another.

And contrary to common belief, this is not done by increasing the number of e-mails or messages, but instead by trying to reduce the load of it.

Within large projects, there are a number of small information and requests which, if included in a continuous and exhausting exchange of e-mails, can get lost and remain unnoticed.

If, on the contrary, these are turned into ToDo’s, the most convenient tool for assigning timely tasks, it will be much easier to keep track of them.

Twproject’s ToDo’s are integrated within projects and their sub-phases, and are the collaborative tool par excellence as they allow, among other things, to attach documents, add comments and notifications.

This helps improving communication and coordination internally but also across departments, allowing work to be distributed very clearly among the various assignees.

As they are part of project phases, they can also be visualised in the Gantt diagram, and of course also in the very useful kanban visual board.

Every action performed on the ToDo is linked to the notification system in real time, allowing for a smooth yet non-invasive flow of communication.

Twproject: a single solution to the challenges faced by production companies in managing projects

Although large companies are the ones where it is most difficult to introduce new methodologies and tools, once the initial hurdle is overcome, they are ultimately the ones that benefit the most.

In a structured company it is easier for all the functions of a rich and flexible software like Twproject to be exploited in their entirety.

Large companies are the ones that make most use of training courses for the use of management tools and thus learn new skills in project management at the same time.

Twproject is a tool that is enthusiastically welcomed in companies in the production sector, because it solves huge problems such as those seen in this article and avoids wasting energy.

With Twproject, we help companies centralise project management, plan, monitor and improve communication.

If you are also willing to try out Twproject free of charge for 15 days and start managing projects as a whole with this tool, our support team will help you to set it up properly.

Just like many companies in the industry, we are confident that your organisation will optimise its project management!

Project management is a complex discipline that involves accurate organization and planning of diverse activities and resources.

Taxonomy helps clarify the work by classifying things orderly into groups and subgroups based on their similarities and relationships.

Particularly in project management, taxonomy is like a map that guides the project manager through all project phases and activities, ensuring that nothing is overlooked and that all resources are used efficiently.

Let’s take a closer look at taxonomy and how it can improve project management.

What is project taxonomy?

Taxonomy is literally the discipline that deals with the hierarchical classification of not only inanimate but also living elements.

Objects or concepts are sorted into categories based on shared properties.

In project management, taxonomy focuses on classifying project activities, resources, risks, and objectives.

This categorization then helps project managers maintain control over the project by providing smooth communication among team members.

This way, everyone uses the same language and understands the terms and categories, reducing the chances of misunderstandings.

How taxonomy relates to project management

Project managers must lay the foundation efficiently and effectively to implement taxonomy in project management.

Here are the key steps to take to ensure a solid base:

1. Define categories: Identify the main categories that will be used to classify project activities, resources, risks, and objectives. This involves a deep understanding of the project, its scope, and its components. Some questions can help at this stage, such as: What objectives are you trying to accomplish? Yet another key consideration is to determine the project’s scope by clearly identifying the domains, topics, and content areas it will cover.
2. Carry out research and understand business needs: Conduct adequate research to understand the domain or subject area and confirm its relevance before delving into the taxonomy development project. Existing business taxonomies will be an excellent starting point, and identifying common terminologies, concepts, and relationships may influence the design of your taxonomy. 
3. Create a hierarchical structure: At this stage, you should organize the categories into a hierarchical structure that reflects the relationships between the project’s different parts. This can be done using tools such as the Work Breakdown Structure (WBS).
4. Document the taxonomy: This must be carried out in a clear and comprehensive form, ensuring all team members can access this documentation. This will facilitate everyone involved in the project’s understanding and adoption of the categories and hierarchical structure.
5. Training: This means training team members on the taxonomy and its use in project management. This will ensure that everyone understands the importance of the hierarchical structure and knows how to apply it to daily work. 
6. Integrate taxonomy with risk management: A well-structured taxonomy can also improve risk management across your project. By systematically classifying risks and associating them with specific activities, resources, or objectives, project managers can better identify areas with potential hazards and develop more effective mitigation strategies. This proactive approach to risk management helps prevent problems before they can negatively affect your project.

The taxonomy project does not end after these steps.

Your company’s organization should iterate and continually refine the taxonomy based on user feedback and following business changes.

Implementing a clear and well-defined taxonomy requires some effort, but the long-term benefits in terms of project efficiency and success will be tangible.

Twproject’s importance in project management taxonomy

We know how, in project management, efficiency and organization are key factors for success.

Taxonomy provides the means to achieve an orderly and consistent management level, but proper management requires good project management software.

Therefore, a tool such as Twproject becomes critical to ensuring efficiency and improving productivity and the quality of results.

With this tool you can create a clear and detailed hierarchical structure, simplifying the division of activities into tasks, subtasks and milestones. Dependencies and deadlines will then be instantly identifiable.

Resource management is another crucial aspect that Twproject‘s advanced features will make it possible to optimize and monitor as best as possible.

Furthermore, thanks to its in-depth and customizable reports, you can maintain control over the project’s progress by making timely adjustments.

These highly customizable reports allow managers to identify any delays or problems and proactively take action quickly.

This degree of control and transparency is crucial to keeping a project on schedule and on budget and ensuring the quality of the end result.

Ultimately, Twproject promotes a culture of continuous improvement within project teams. By supporting feedback-based iterations and updates, the software can be refined over time to meet evolving best practices and changes in business needs.

This dynamic approach to project management ensures that businesses can adapt quickly to new contexts and challenges while maintaining a high level of efficiency and organization.

Are there any good strategies for optimising processes and workflows for IT teams?

In this article, we will focus on the main problems IT companies face daily in project management and look at some solutions to solve them.

Twproject is well acquainted with workflow issues in projects, both through feedback from its users and through internal experience of its team.

This is why we believe we can share some useful strategies for dealing with the main issues and the best tools to handle them.

Foreword: the most relevant requirements for the IT sector

Before getting to know these tools, let’s start with the basics: how does the IT world approach process optimisation tools? How do IT project managers evaluate and choose tools?

This is a sector that is certainly open to new developments in technology and where the desire to optimise and speed up processes dominates.

Efficiency in project execution is certainly one of the most important goals in an IT company, and we will now see how it can be achieved.

The different instances of workflow management in IT teams

Let us now look at the specific challenges IT teams face every day, and at the same time see the main issues and tools that can help them change course.

IT departments highly value improved internal efficiency and corporate reputation, so we are confident that these strategies will prove useful.

It is always important to bear in mind that the whole team must be able to reap the benefits of using management tools. This will help to reduce the start-up phase and will immediately lead to an improvement in flows.

1. Co-existence of projects with different course and type

The first effort that IT project managers make every day concerns delivery times that are not always easy to meet.

Time schedules planned at the beginning are often postponed due to a non-linear workflow that gets jammed easily.

The main cause that in our opinion risks slowing down workflows in IT teams is the coexistence of projects of different natures.

In IT companies, in fact, it is very common for staff to deal with various types of projects at the same time in their daily work.

• There are the actual projects, with a beginning, a duration and an end, the load of which accumulate over the next days if not done on time.
  
• Then there is the maintenance activity that takes place on a more or less regular basis during the course of the year and that must also be counted in the operator’s load.
  
• Finally, there are the ‘tickets’, i.e. those activities that do not have a start and end date but represent micro-activities, such as bug fixes or small occasional requests.

The latter in particular can be a major cause of delays and bottlenecks as they interrupt the regular workflow.

As a matter of fact, each of these activities is inherently different and should not be treated in the same way.

There are strategies and tools designed specifically to manage this difference in projects and which greatly help to plan work by calculating how much time each of these activities requires from the project team.

1.1. Operator load calculation

The first problem caused by these different activities is that they affect the workload of the operators differently.

For example, in some cases these activities will accumulate over the next few days if not carried out promptly, and increase the daily work rate until the project deadline. In other cases they may be postponed, but it is always important to calculate their incidence in the team load.

Managing operator load is not an easy task and therefore it can be useful to use workload management software in projects that allows for detailed planning, taking into account the differences among projects, as seen so far.

Twproject, for example, allows each project to be assigned a different value from the three listed above and thus weight the workload of the operators, taking into account the fact that each project behaves differently depending on its type.

This helps to avoid overloading of team members and to optimise workflows in IT teams at an early stage of planning.

In fact, if we plan more carefully, taking into account this threefold task of team members, delivery times can be better met and the work as a whole will become smoother.

1.2. Integration with cost management

In addition, another reason for segmenting the different types of projects is the better reporting accuracy we will achieve.

For a company with many projects underway, of different types and trends, work reporting and invoicing can be a daunting task.

A good solution may be to use a work planning system with integrated cost management, which automatically records the work done by the team, but at the same time allows all incidental expenses to be recorded.

Using a comprehensive platform such as Twproject, the data will be updated automatically and a comparative analysis between estimated and actual work can be carried out.

Unlike many other project management software, Twproject offers timely and accurate work tracking, allowing you to stay up-to-date on internal costs, resource work and margins, providing transparency internally and to the customer.

2. Managing workflows and bottlenecks

Moving on to issues concerning project execution, we identified as a second problem the lack of focus on the sequencing of work phases.

As we have seen, a non-fluent work organisation can lead to the bottleneck phenomenon.

This is an annoying slippage in the time schedule for project execution. Causes of interruptions in the execution process on planned projects can be tickets to be processed, a technical urgency to be handled, and so on.

It is often difficult to pinpoint the exact point in the workflow where this blockage occurs; it may therefore make sense to equip oneself with tools that visually show the process steps and thus highlight the critical points.

The best example of these tools is the Gantt chart.

Once used as a simple initial planning schedule, today this tool has become much more dynamic and follows us for the entire project duration.

It is because of this interactivity that the Gantt diagram is now a recommended tool for all project teams, even the most agile ones such as IT teams.

2.1. Dependencies

A good Gantt chart allows us to link the different project phases together and set up their different types of dependencies.

First of all, we have to list the project activities and set up our WBS (Work Breakdown Structure), which as the name implies divides the project into hierarchically ordered work blocks.

Subsequently, our WBS can be visualised as a Gantt chart that will allow us to easily link activities together.

The more accurate and realistic the correlation between the phases and sub-phases, the more we will be able to identify problems causing delays, blockages or overruns.

If we use project management software such as Twproject, the Gantt chart can be created in just a few minutes: thanks to it, it is easy to realise how the work is organised and to easily assign tasks to the various assignees.

2.2. The timeline

When the work starts and it is therefore necessary to monitor and analyse workflows, the Gantt chart is particularly well suited to perform this analysis.

With Twproject, you can use the Project Timeline, a tool within the Gantt as well as on the statistics page, which allows you to easily identify the causes of project delays.

The Timeline represents the historical memory of the project, which records everything that was initially planned in the start-up phase.

Subsequently, the Timeline keeps track of all project variances automatically, without the project manager having to explicitly note them down.

If, for example, a delivery date is changed, this shift will be recorded in the timeline and at the end of the project it will be possible to review the exact moment when the timeline changed.

In the IT world, it is very easy for this to happen, especially due to the coexistence of several ongoing projects, as we have seen.

Knowing the causes of delays is very useful to plan more accurately in the future and helps to avoid the notorious bottlenecks we often run into if not wisely managed.

Agility in workflow management thanks to ToDo’s

So, after having carefully calculated the workload of operators and planned the work steps accurately, let’s finally see what is the last step to improve workflows in the execution phase.

One of the most difficult tasks during this phase is the optimisation in the distribution of deliveries and tasks, which if not done effectively can negatively affect the productivity of the team.

Often when embarking on a new project, the amount of information that needs to be communicated to the project team may seem overwhelming.

But if you break down all activities into small, precise tasks, not only do you communicate effectively with the team, but you get a clearer picture for the whole team.

IT teams usually like agile ways of managin workflows, and in this Twproject has several solutions that are highly appreciated by them.

Its ToDo’s are very flexible because they can contain a lot of information such as assignee, tag, type, attachments, etc.

We can add comments to them, mentioning the recipient. We can filter them in multiple ways and organise them by priority. In short, they have everything that can be useful to an agile team that needs an efficient and fast communication tool.

They can also be managed via the Twproject Kanban visual board, which contains some special functions such as the column sorting method. Not only priority, but also sorting by project, by assignee, by status and type.

ToDo’s are functional for any type of work, be it related to classic projects, maintenance or ticketing.

Twproject: the ideal tool for optimising workflows in IT teams

To sum up, we know that IT companies are those most attentive to new technological developments and those most inclined to adopt software tools to improve internal processes.

However, it is just as likely that IT companies will decide to make handmade systems, being software producers themselves.

But as we know today there is an increasing segmentation in the software industry and therefore the choice to internalise the development of business management systems is not always successful and can divert attention away from more profitable projects.

That is why it is best to turn to those who have decades of experience in the field and know how to anticipate and solve the needs of IT companies in project management.

Our customers working in the IT sector have no doubt: Twproject has everything they need to simplify IT project management.

In addition to what we have seen so far, Twproject has many other functionalities that can simplify the workflow within an IT team.

From the ability to manage staff, customers and suppliers on a single platform for more effective and immediate communication, to the combined waterfall and agile mode, and the very high flexibility and customisation of the system.

All you have to do is try it out free of charge for 15 days and develop your first IT projects with Twproject, with the help of our support team that will guide you through customisation.

Just like our current customers, we are sure you will never go back!

The MoSCoW method can be a successful way to get everyone aligned on project priorities.

Collaborating with cross-functional teams and key stakeholders to prioritize effectively is challenging, yet it is a critical step in product development.

In this article, we will explore what the MoSCoW method is and how it helps prioritize activities.

What is the MoSCoW method?

Developed in 1994 by Oracle Dai Clegg, the MoSCoW method is a simple yet powerful solution for prioritizing.

Easy to set up and exceptionally useful for managing projects with limited time or resources, the MoSCoW method helps the development team classify product functionality and features into four key areas:

M = “Must have”

These characteristics must necessarily be implemented to meet basic user expectations or exceed the primary constraints of product safety or reliability.

S = “Should have”

These attributes set a new product apart from competitors’ offerings. Although these features provide clear value to the end user, they are not essential to launching a product and, therefore, are less urgent to implement in the short term.

C = “Could have”

These features can significantly impact a product’s commercial success and should be implemented, although only if the development team has time to work on them without affecting other essential functionality. For example, if a project is running late, these features can be sacrificed in the short term to ensure timely delivery of a less complete product version.

W = “Won’t have”

These are not essential features in the short term and could be addressed in future product iterations. Should product or user needs evolve, these features could easily move up the priority order at any time.

How does the MoSCoW method work?

The MoSCoW method ranks all potential features according to what needs to happen now and what might happen in the future.

Below are the three critical steps in practice:

1.  Identify activities to be accomplished

The product team meets to brainstorm all activities related to the successful delivery of a new product. They do not need to prioritize them at this time—the focus at this stage is simply to ensure that all the features researched and activities are identified.

2. Prioritize activities

Having listed all the tasks to be completed, it is time to prioritize them in one of the four categories mentioned above:

• What features are essential to launch a functional and appealing product?
• What features are essential but less urgent at the moment?
• What features can be developed only when time permits?
• What features can be put on hold for now and redefined later?

A consensus must be reached on what is needed to launch a product version that meets users’ primary needs and expectations.

3. Validate the prioritization

 It is very easy to identify many activities as essential, particularly when considering the different objectives and priorities of different stakeholders. Still, the goal should always be to get a list of essential activities as concise as possible. This requires complete alignment of the team and all stakeholders.

Pros of MoSCoW method

• Easy to manage: This method is based on elementary and easy-to-understand principles, so you won’t need to do much basic research before getting started.
• It helps set priorities and sort them into a hierarchy. This way, there will never be confusion about which elements are more or less important than others.
• Helpful for group discussions: The MoSCoW method can be an excellent way for team members to open up about their ideas.
• Helps achieve stakeholder consensus: The MoSCoW method can be a sound way to reach an agreement on priorities when used among stakeholders. When stakeholders participate during the categorization process, their understanding of the project is improved.
• Can prevent scope creep: Scope creep occurs when unintended changes occur during project execution. It can be prevented by setting clear and fixed priorities at the beginning.

An example of the MoSCoW method

Let’s consider a startup developing a Web app to help busy employees manage their inboxes more effectively. This new company wants to launch a core product as quickly as possible.

Here is how they might use the MoSCoW method:

Must have

• Automatic e-mail sorting and organization
• Clear search feature
• Built-in calendar to automatically schedule meetings and events based on inbox content

These core features help users easily manage their inboxes and operate the product.

 Should have

• Option to manage multiple mailboxes within a single dashboard.
• Postponement and reminder functionality for follow-up e-mails.
• E-mail templates for common scenarios.

These are critical features and should be prioritized, although they are not essential to the product’s functionality.

 Could have

• AI e-mail writer or suggestions based on the user’s previous communications.
• Workflow automation rules to automate repetitive e-mail tasks.
• Automated e-mail follow-ups.

These are all nice initiatives to have and could be a priority later, yet they are not necessary or essential for the current release. Users will still get much value from the product without them, and their absence does not affect functionality.

 Won’t have

• Talk-to-text functionality for writing and replying to e-mails.
• Offline mode.
• Desktop version (this team is focusing on a Web app first).

None of these features suit the product’s main vision at its current stage, and none of them are currently needed or impact the product’s functionality.

Implementing the MoSCoW method in Twproject

Twproject is a project management software especially suited for task and priority management.

One of Twproject‘s most appreciated features is the option to display tasks and their priorities visually through various visualization tools, such as Gantt charts, Kanban Boards, and to-do lists.

These tools help teams maintain a clear view of deadlines and responsibilities, thus leading to more efficient priority management.

Its user-friendly interface and various features allow prioritization of tasks using highly customizable matrices and templates.

Furthermore, Twproject streamlines sharing tasks and priorities with stakeholders and other team members to ensure everyone’s alignment.

Managing a project is no easy feat; design phases and methods are required steps regardless of the size and scope of a project.

A lot can go wrong, from planning minor details to managing ever-changing customer demands to timely shipping results.

When you divide a project, whether complex or not, into more manageable phases, each with its own goals and results, it’s easier to control the quality of output and the success of a project.

The best-known method of project management is the Project Management Cycle – PMC, which consists of 4 phases:

1. Start-up phase
2. Definition and planning phase
3. Execution phase
4. Evaluation and closure phase

So let’s see in this article the design steps and methods in detail.

The 4 project phases

This is referred to as the project cycle because these phases are progressive, meaning that you cannot begin the next stage if the previous one has not been completed.

The PMC is not a static method but can be adapted to the needs of various contexts even if the cycle’s structure does not change.

1. Startup Phase

During the discovery phase of a project, the purpose is to identify and understand the project’s goals and then to transform an abstract idea into something more meaningful.

At this stage, you need to develop a business case and define the project at a general level, its functions, deadlines, tasks, and characteristics.

Also, if the project requires a feasibility study, now is the time to do it. This study allows you to see if the project is feasible by considering the economic, legal, operational, and technical aspects.

Identifying any critical issues will help analyze whether they can be resolved with appropriate solutions.

At the end of this phase, a project plan is drafted to be accepted by the stakeholders, and here, a project manager is officially appointed who will take control of the project.

2. Definition and planning phase

The planning phase is where the project solution is further developed in as much detail as possible, and the steps necessary to achieve the project goal are planned.

This is where all the work to be done is identified with timelines and milestones.

In addition, a project budget is prepared, providing estimates of labor, equipment, and material costs.

Once the activities have been identified, the schedule has been prepared, and the costs have been estimated, the three basic components of the planning phase are completed.

This is an excellent time to identify and address anything that could threaten successful project completion, known as risk management.

In risk management, potential problems, according to varying degrees of threat, are identified along with the action that must be taken to reduce the likelihood of the issue occurring and reduce the negative impact on the project should it happen.

Finally, you will want to set quality goals, assurance, and control measures, along with an acceptable plan, listing the criteria that must be met to gain customer acceptance.

The planning phase of the project requires complete diligence as it defines the project schedule.

Unless you opt for a modern project management methodology such as Agile management, this second phase of the project cycle should take almost half of the entire project time frame.

3. Project execution phase

During this third phase, the execution phase, the project plan is set in motion, and the work is done – in practice.

In any project, a project manager spends most of their time in this phase, and their job is to establish efficient workflows and closely monitor the team‘s progress.

Another responsibility of the project manager during this stage is to maintain effective collaboration among project stakeholders consistently.

This ensures that everyone stays on the same page and that the project works and moves forward smoothly.

At this stage, using good project management software can largely help manage the activities and the project team, improving efficiency and increasing productivity.

The success of the execution phase of a project is closely dependent on how effectively the planning phase has been executed.

Project status reports should always emphasize the expected endpoint cost, schedule, and quality of results.

Each project deliverable produced should be reviewed and measured against the acceptance criteria established in the planning phase.

Once all outputs have been produced, the project is ready for the last phase, the closing phase.

4. Evaluation and closure phase

With much time and effort invested in project planning, it is often forgotten that the final phase of the project life cycle is just as important.

Before the closing phase itself, an evaluation phase takes place, which can be more or less considered as part of the last step.

In this case, the quality of the output is assessed against the requirements initially established, and it is noted whether these have been met in full, in part, or the result has not been satisfactorily achieved.

During the actual closeout phase or completion phase, the emphasis is on releasing final results to the client, delivering project documentation to the company, terminating vendor contracts, releasing project resources, and communicating project closeout to all stakeholders.

The last remaining step is to analyze what went well and what didn’t and to identify best practices.

In this way, the wisdom of the experience is transferred to the organization and can help teams working on future projects.

It is important to note that the closure phase does not occur only when a project is completed successfully; it must also happen when a project has failed to understand why and avoid the same mistakes in the future.

Project characteristics

A project commonly has the following characteristics:

• In the beginning, cost and staffing levels are low and peak when the work is in progress. When the project is reaching completion, these again begin to drop rapidly.
• The typical cost and staffing curve does not apply to all projects. Substantial expenditures secure essential resources at the beginning of the project.
• Risk and uncertainty are at their peak at the beginning of the project. These factors are reduced during the project life cycle and especially when the final results are accepted.
• The ability to influence the project’s final product without drastically affecting costs is most significant at the beginning and decreases as the project progresses toward completion. Clearly, the cost of making new changes and correcting errors increases as the project approaches completion.

These features are present in almost every type of project, albeit in different ways or degrees.

Project phases and design methods: monitoring and efficiency

Bottom line, regardless of the type of project, it is essential to understand the cycle, design phases and methods.

This will allow you to manage your project more efficiently by correctly identifying problems, tasks, resources, and alternative solutions.

Twproject, a flexible and intuitive project management platform, simplifies the management of design methods and project phases.

It is possible to track the progress of activities in real time, monitoring resources, time and costs.

Advanced reporting tools and automated notifications help to identify critical issues quickly, enabling timely action to optimise performance.

Twproject makes overall project management more efficient, improving collaboration between teams and ensuring that objectives and deadlines are met.

Would you like to try it out? Start now and create your free account.

Earned Value is a popular method of monitoring a project’s progress with a quantifiable figure.

This helps project managers to ensure they meet their project’s budget and finish on time.

This article will explore how Earned Value works and how to make the most out of it.

What is Earned Value (EV) in project management?

Simply put, Earned Value helps to understand – in numbers – how well a project is running.

It involves considering three important factors:

1. What was planned
2. What was actually accomplished
3. How much was spent

Here is the calculation of Earned Value, broken down into three parts:

• Planned Value (PV): This is what is expected to be spent on the planned work.
• Actual Cost (AC): This metric represents the amount of money spent on the work done so far.
• Earned Value (EV): It is calculated starting from the PV and multiplying it by the percentage of project completion.

A practical example: You are planning a party with a budget of 500 euros. After a week of planning, half of the activities worth 200 euros were accomplished, but 150 euros were spent.

PV: 500 euro (initial budget)

EV: 200 euro (value of what has been accomplished)

AC: 150 euro (what was actually spent).

Formula: EV = % of work completed * PV

In this case, tasks were 50% completed and the planned value is €500, so EV = 0.5 * €500 = €250.

Benefits of using Earned Value in project management

1. Risk forecasting and timely action

A major perk of using EV is that it helps project managers foresee risks and take timely action. This benefit is crucial in ensuring that emerging problems do not jeopardize the project’s success.

For example, a risk of cost overruns can be identified through this method.

Let’s take a look at how Earned Value facilitates this process.

Risk Identification: The Earned Value method provides a thorough and quantifiable overview of project status through three key metrics: Planned Value (PV), Actual Cost (AC), and Earned Value (EV).

The combination of these indicators helps calculate various performance indices, such as the Cost Performance Index (CPI) and Schedule Performance Index (SPI), which help identify potential risks.

• Cost Performance Index (CPI): This indicator measures the cost efficiency of a project. It is calculated by dividing the EV by AC (CPI = EV / AC). A CPI below 1 suggests that costs exceed the planned budget, indicating a risk of cost overshooting.
• Schedule Performance Index (SPI): This indicator measures the efficiency of a schedule. It is calculated by dividing the EV by PV (SPI = EV / PV). An SPI less than 1 indicates that the project is behind schedule, signaling a risk of delays.

Trend analysis: Project managers can constantly monitor these indices to spot negative trends over time.

If, for example, the CPI begins to fall below the acceptable threshold, it is a sign that costs are becoming an issue. Likewise, a falling SPI may indicate that the project is not meeting the schedule.

Timely action: With this information, you can take early action to mitigate risks before they become problematic.

Actions that can be taken include:

1. Budget reevaluation: If cost overruns are observed, the project manager can revise the budget, reduce unnecessary expenses, and reallocate resources to improve efficiency.
2. Planning review: If the project is running behind schedule, the project manager can revise the schedule to expedite critical activities, optimize resources, and reorganize priorities.
3. Communication with stakeholders: Proactive risk analysis allows stakeholders to be informed timely about potential problems and corrective measures, maintaining transparency and trust.
4. Adoption of corrective measures: Based on the Earned Value data, specific strategies can be implemented to tackle the issues identified. These may include adjustments in resource management, changes in work processes, or introducing new technologies.

2. Efficiency and ROI

EV helps project managers spot discrepancies and correct them, improving project efficiency and return on investment (ROI).

For example, if a project’s EV is significantly higher than the AC, this indicates high efficiency and positive ROI.

3. Realistic planning of the project

This method allows project managers to plan realistically and set a reasonable budget and time frame.

For example, suppose a project is expected to cost $100,000 and run for six months. In that case, EV can help monitor whether the project effectively meets these parameters and ensure accuracy in budget planning.

4. Performance measurement

EV provides an objective framework for monitoring and measuring a project’s progress. It also helps to gauge work progress against a baseline plan by relating technical, time, and cost performance.

Performance indicators derived from Earned Value provide a clear view of the areas where the project is excelling or suffering.

When is it important to use Earned Value?

Here are some situations in which the use of Earned Value becomes key:

 · When it is necessary to request more funding: Earned value analysis can be a valuable tool to support a request for additional funding. Showing how much work has been successfully completed and how much money has already been spent provides evidence of the need for additional funding to complete the project.

· When it is necessary to show progress to stakeholders: Sometimes, stakeholders prefer to measure projects in terms of earned value. In this case, Earned Value is the best method of showing progress. By proving how much work has been completed and how much value has been generated, it is possible to show that the project is on track and achieving its goals.

· When troublesome areas must be identified, EV analysis can help pinpoint troublesome areas that are falling further behind the project forecast. By examining the difference between planned and actual value, areas, where activities are suffering, can be identified. This information can then be used to revise the project plan to improve performance.

· When it is necessary to implement changes to the project plan: If the project is not progressing as planned, Earned Value analysis can help adjust the project plan. By comparing planned value to actual value, it is possible to identify areas where work needs to be accelerated or slowed down to meet goals.

· When it is necessary to conduct an accurate project cost forecast: Earned Value analysis can be a convenient tool for generating an accurate forecast of project costs.

This allows a more accurate estimate of future expenditures to be obtained. This information can then be used to decide how best to allocate resources within the project.

Measuring Earned Value with Twproject

We examined how performance calculation is critical to keeping projects on time and budget, but how can it be done correctly?

Using a spreadsheet might be one solution, but collecting all the data and calculating each equation could become a cumbersome endeavor. Therefore, project management software such as Twproject is the best solution.

Twproject offers a system that can automatically process data in real-time to provide the necessary information and monitor the performance of any kind of project.

Whenever a team member updates their status, the data is modified and shared, allowing the project manager to make decisions based on actual performance easily.

To examine the data more deeply, Twproject allows you to quickly generate reports on any variable: cost, time, workload, and more. These reports can be easily shared with stakeholders, keeping everyone up to date.

Thanks to Twproject, it will be possible to calculate Earned Value and monitor planned and total costs, as well as plan and schedule a project in all its individual elements.

Having Smart goals or, if preferred, a Smart approach to a project, is becoming more and more crucial, in the planning made by the project manager, for the success of the project itself.

Let’s try to analyze why.

The goals of a project: the premises that lead to SMART

A crucial element in project management is the definition of objectives.

A project goal describes the desired outcomes of a project, which are often tangible elements.

Goals can be used by companies, government agencies, non-profit organizations and even by private people for personal use for project planning.

A project can have a single goal, many parallel goals or different goals that must be achieved sequentially.

Goals must be settled at the beginning of the project life cycle, ie in the planning phase, in order to achieve maximum benefit.

A well-written goal is fundamental, because it can have an influence on every phase of the project life cycle.

When a specific goal is created and communicated, the project team has a greater chance to achieve it, because the collaborators know exactly on what they are working.

Every kind of effort can benefit from the goals.

As an individual, it is possible to use a goal in order to choose exactly what and how to plan.

Regardless of the type of project, the models can simplify the work, from the development of the goals to the planning of the project.

The importance of goal monitoring

Defining SMART goals is only the first step to a successful project. However, without an effective monitoring and review system, even the best formulated goals can be ineffective.

Goal monitoring makes it possible to identify any deviations from the initial plan at an early stage and to make the necessary corrections.

The use of Project Management tools, such as task management software, Gantt charts and progress reports, helps to track progress and ensure that the team remains focused on its goals.

The periodic review of objectives, with follow-up and update meetings, makes it possible to assess the effectiveness of the strategies adopted and to redefine priorities according to new project needs.

The project manager must be able to balance flexibility and rigour in managing objectives, adapting to changes without losing sight of the expected end result.

SMART goals: what they are and why they are important

Identifying a clear goal can be very difficult.

The difficulty is due to the many variables that each project presents.

Fortunately, there are many ways to simplify this process.

First, we have to take into consideration that the goals will contain key performance indicators.

They will be specific to the company or area of interest.

The fundamental questions are:

• how can we be sure that the project was successful?
• What has to be achieved?
• What change do we want to see as a result of the project?

An easy way to make sure that sufficient details are included in the goal – or in the different goals – is to follow the SMART approach.

SMART goals are:

1. specific;
2. measurable;
3. achievable;
4. relevant;
5. with a deadline.

1. SMART goals: are specific

The word “specific” means to clearly defines the goals, in detail, without leaving room for wrong interpretations.

Consider the so-called Five Ws, where the five W stand for the following questions:
Who? What? When? Where? Why?

Specific means, for instance, that you must be able to answer all these five questions.

Being specific requires commitment. It means preparing and activating an in-depth research on the problem you want to tackle.

General statements should be absolutely avoided, like for example: “this project will improve the employment of young people”.

There is the need to be specific, for example, what is the unemployment rate among young people and why is the situation like this, what strategies have already been implemented, why they have not worked and why the new project should be able to solve the problem.

Moreover, we recommend that you use a bullet list for the goals, which is easy to structure and visualize.

2. SMART goals: are measurable

The goals to be SMART must be measurable.

The word “measurable” refers to the measures and specifications of the performances that will determine if the goal has been achieved.

Everyone needs to know how to evaluate the success of the project.

For this reason the goals must allow to monitor the progress of the project and evaluate the final results.

A point of reference or a standard for success is something which measure progresses.

Measurable goals answer questions like “How much?” or “How many?”

In the previous example, this would mean to indicate “how many unemployed young people will be able to find a job within the end of the project”.

3. SMART goals: are achievable

The word “achievable” refers to the fact that the team has a reasonable expectation of completion with success.

Every project manager should give achievable goals to his collaborators.

If they work on extremely difficult jobs, their productivity can be reduced and this could have a negative effect on motivation.

If team members perceive that the goal is not achievable, the project goal may fail.

The feeling of never being able to achieve the project goal within the deadline can bring the project to failure.

4. SMART goals: are relevant

A goal is “relevant” when it is in line with group or business goals.

If the goal of the project has no relevance to the general vision, it is practically useless and can not be defined as a SMART goal.

5. SMART goals: have a deadline

The last feature of a SMART goal is “having a deadline”.

It is necessary to include a project deadline or the specific period within which the goals has to be achieved.

A deadline helps to create the needed urgency.

It solicits the action and helps the responsibles to focuse on the commitments they have made.

This comes from the fact that they have a specific time frame within which to complete the task. It is not possible to go beyond this deadline or the performance will be lower.

This also is used to measure the efficiency of a team in achieving a particular goal.

Not having a deadline reduces the motivation and urgency of collaborators.

A big mistake for a project manager.

Suggestions for writing successful project goals

Analyzing results from similar projects and looking at what happens in the company or in the community in general can be a big help.

It can be a great advantage, for example, when we decide how long it will take to complete a task.

It is also necessary to consider all the individual steps to do, as well as consider potential events that could transform into an obstacle and not allow to achieve the goals in time.

Here are some useful suggestions to write successful project goals:

• Identify and write the goal, or goals, before starting the project;
• A goal can not be written in isolation. If the team does not believe in the goal, it will not work according to it. If the stakeholders do not agree, they will not provide resources. If the stakeholders do not agree with the goal, it is necessary to work with them until a vision that everyone shares is reached;
• Be short; so the goals can be read and understood;
• Be clear; do not provide a list of options. Just ask for what you need and what you expect;
• Use a simple language so that everyone can understand the goal and there is no misunderstanding;
• Goals should be controlled, make sure that your goals allow to do this.

A goal without an appropriate planning is nothing but a desire.

Clearly, this attitude is unacceptable in the business, because only thanks to a necessay planning, it is possible to win.

SMART goals exist to ensure that project results are achieved in an organized and caring manner, which offers a great competitive advantage.

In conclusion, life is unpredictable, and so are the projects.

Therefore, it is important that goals are flexible and negotiable.

However, this does not mean that they must be vague or general.

The goals must be extremely precise and detailed, but must also transmit the idea that, during the development of the project, the project manager will continuously work to make changes and corrections if and when necessary.

To support the team in managing objectives and improve project monitoring, tools such as Twproject can make a difference.

With its intuitive interface and advanced functionalities, Twproject helps to maintain control over activities, assign tasks and track project progress, making it easier to achieve SMART goals.

How to carry out a project? It can be a tough task to deal with. The quote “If you fail at planning you are planning for failure” when it comes to project management couldn’t be any truer.

When you have to carry out a project, there are all sorts of variables to take into account: scope, budget, stakeholders, communication, resources, tools, etc.

Keeping everything in balance throughout the project’s lifecycle so that everything ends up being successful requires great forward planning.

In this article we will share 10 tips to help you get it right when it comes to project implementation.

How to carry out a project: 10 tips

1. How to carry out a project: Define your project scope

To start a project, the first thing to do is to define the objectives of the project clearly and in detail. Without a specific objective, the risk of losing direction is very high.

To avoid misunderstandings, it is necessary to establish from the outset the expected results and the metrics to measure them.

Once these aspects have been defined, it will be easier to maintain focus and work effectively.

Define the scope of your project, or in other words: start with the goal in mind.

This means going through the objectives to make sure what the end result should look like and the benefits it should provide.

When managing any type of project, it is crucial to understand the overall mission before diving deep into the many tasks required to complete it.

2. How to carry out a project: Define your timeline

Determining your project timeline is a critical step: when should the deliverables be delivered? How much time should be allocated to each phase?

The timeline for each activity can be defined later on, but the project deadline is generally set and generally does not change.

It is the deadline that will drive the schedule for the different phases of the project.

A useful tool for time planning, for example, is the Gantt chart, which allows all project activities to be visualised in a structured and detailed manner.

3. How to carry out a project: Consider your available resources

Determining what resources are available will help you prepare to begin your project.

Assessing your available human resources, investments, machinery and equipment is necessary to pinpoint any bottlenecks in project execution from the very start.

4. How to carry out a project: Define your milestones

The success of a project depends on identifying key milestones throughout its development.

These milestones, are strong indicators of the work that is done during a project.

In fact, having mini-goals along the way is easier to manage than having one big goal at the end of the project.

This way, you can also better manage risks and monitor your project’s progress.

With Twproject you can do all this easily.

5. How to carry out a project: Don’t forget how important communication is

In order for a project to run smoothly, communication between stakeholders must be coherent, consistent, and effective.

Specifically, the line of communication between the project manager and team members must always be open.

This way, anyone will have the chance to voice opinions, concerns and new ideas without hesitation.

Ineffective communication is one of the main causes of failure in many projects.

Therefore, it is very important to ensure that everyone is given the updates and information they need to make decisions, for example, through project status reports.

6. How to carry out a project: Assess your team members’ strengths and weaknesses

It is well known that team members play a major role in a project’s success.

This is why it is necessary for the project manager to know their team members’ strengths and weaknesses in order to allocate work in the most appropriate and efficient manner.

In a well-constructed team, the weakness of one employee is the strength of another.

Assigning the right tasks to team members with the right knowledge will enable faster completion of tasks and quality results.

7. How to carry out a project: Use a project management tool

A project management software is an extremely useful tool for a project manager.

This system works as a big centralized platform that holds all the relevant information about the project.

From the creation of the project with all its phases and timing, to the management of resources with their respective loads, without forgetting about communication, time management and daily activities.

Twproject can do all of these, it is a tool that enables teams to collaborate and deliver extraordinary projects.

8. How to carry out a project: Manage potential risks

Risk management is central to project success.

These potential threats can sneak in at any time and can threaten the entire progress of your project.

To ensure that your project will be successful, potential risks must therefore be pinpointed in advance so that effective measures can be taken if necessary.

By having experience with similar projects, if any, it will be possible to predict when the risk is imminent and when corrective measures need to be taken.

9. How to carry out a project: Think about your project

Conducting regular analysis contributes to gain a more thorough understanding of project specs.

A successful project relies on many different factors, such as collaboration, time management, skills, etc., that may or may not work.

So, by thinking about and reviewing your project, especially at the end, to understand what went well and what needs improvement, you can learn lessons that will improve your future work.

Particularly in the case of similar projects, you will be able to know from the outset where the major risks lie and what the potential solutions are.

10. How to carry out a project: Keep learning

The modern world is extremely dynamic and business sectors are no exception.

New opportunities and unprecedented risks pop up constantly; therefore, your approach to project management needs to be flexible.

That’s why it is worth to keep an eye on industry news on a regular basis to discover any promising developments or new risks.

Bottom line, project management is not the last resort to fight poor or unexecuted planning.

On the contrary, project management is the key to how to successfully carry out an effective project.

Failing to leverage project management within an organization, regardless of size, will only lead to subpar performance.

Working on good planning, choosing good project management software, and following the 10 tips offered in this article are steps that will only lead to successful projects.

How does a project originate? How can you tell what it should achieve? How can you tell what approach is required? How can you tell if it will be successful or not?

Before the work can begin, there must be a common understanding of the project: purpose, objectives, scope, sponsorship, funding and mission. Without such understanding, the project should never be accepted by a reputable Project Manager.

The project, particularly its purpose, must therefore be clearly defined before the project manager accepts personal responsibility for its success. The first step, after accepting the mandate, should then be to share the project’s purpose with the Project Team and with all stakeholders.

Project Purpose: Why does the project exist?

A project’s purpose explains the reason for its existence, the meaning of what is done, the ambition or dream pursued by the project or the direction it takes and maintains.

The definition of this is essential at three levels: for the project and for all stakeholders.

The scope is to ensure that all actions taken follow this guideline, it is therefore a strategic decision-making tool and a lever of innovation that allows the ambition behind the project to be kept in mind at all times.

For stakeholders, the purpose is first and foremost a driver of motivation and consistency over time.

At a time when the search for the meaning of their work is strongly present, purpose allows team members, for example, to know what they are involved in and give them a good reason to get up every morning.

For an investor, it is also particularly important to ensure a coherent development that not only serves his or her own personal interests.

So, how do you define a project’s purpose?

The following steps can help to effectively define a project scope:

Identify project needs

When you can clearly identify the needs of a project, you are more likely to set a sound point of reference from the outset.

Here are the steps involved:
– Identifying all project stakeholders, internal and external, and understanding their expectations and requirements. This can be done through interviews, surveys or workshops.
– Establish what the stakeholders’ needs and wishes are. It is important to document everything in detail to avoid future misunderstandings.
– Not all requirements have the same importance. Ranking requirements according to their priority helps to focus resources on the most critical aspects.
– Check with stakeholders that the requirements gathered are correct and complete. This helps to ensure that the project will meet everyone’s expectations.
– Requirements must be clearly and precisely defined. Use techniques such as the SMART model (Specific, Measurable, Attainable, Realistic, Time bound) to ensure that each requirement is well understood.

Understanding the “what and why” of a project will allow you to set specific objectives and also establishes the basics for which activities should be followed and how they should be carried out.

Confirm project objectives

The baseline of the project scope should be that the objectives are those that follow a SMART guideline, that is, they must be specific, measurable and achievable.

In addition, they should also be realistic and completed within a given time period and within the deadlines.

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Description of project’s purpose

The project manager must be clear about the features and operation required for the product or service that will be the final result of the project.

In other words, it must be clear what certain qualities will necessarily be required for the project to be considered successful.

Each project must have a clear and detailed description of its scope, to avoid misunderstandings and changes along the way.

Expectations and approval

Successful projects are those that factor in end-user satisfaction. If these are satisfied, the customer will accept the product, service or process derived from the project.

The end users may be customers outside the organization, but in some cases, also the team or other internal departments.

Ultimately, the scope of the project is what should be in tune with the best results to anyone who can be your end users.

Identify constraints

There are always blocks or obstacles in the project that come into play on the way to the finish line.

The awareness of the possible limitations can contribute to minimize the problems that could delay or limit the ability to achieve the objectives of the project.

These limitations can be caused by dynamic environmental conditions (internal and external), technological problems and/or lack of resources.

Communicating such problems to your team in a timely manner and taking steps to overcome these obstacles will reduce delays in project completion and keep expenses within budget. (Read more about How to keep project expenses under control).

Whether based on hypothesis or uncertainty, the analysis of their impact along the time sequence of projects further reduces the risk of failure.

Identify necessary changes

It is always best to avoid re-elaborating the scope of the project, as it means investing more time, money and resources. However, sometimes these changes are unavoidable and necessary.

In such cases, it is important to limit the changes as much as possible, involving all stakeholders and thus minimizing disagreements on new solutions.

A sound project management, not only as a result of adjustments, but generally, it takes into account the following considerations:

• An agreement regarding the acceptable level of quality of the project output.
• A budget for the costs that should be sustained (and not exceeded) to deliver the project. (Read more about How to make a project budget).
• An acceptable time frame during which the project should be completed.

The three aspects are all interconnected and as such are indicated at the beginning of the project and are monitored throughout the project life cycle.

Every time one of the three elements is affected, it inevitably impacts the other two.

For this reason, these three fundamental aspects of the project should be defined at the beginning and, ideally, no longer be “touched”.

Define and describe a project’s purpose: Conclusions

Ultimately, the project scope is a bit like the top of the mountain that is observed at the beginning of an alpine expedition.

If everyone identifies and is motivated by the idea of reaching the peak, then it will be possible to make everyone move in the same direction.

You may not know exactly how to climb the mountain in detail or you will have to choose alternative routes along the way, but the whole team will have a good image of the summit and will be determined to reach it, whatever it takes.

This allows the expedition (the project) to remain consistent over time, the team (parties involved) to remain motivated and the leader (the rope leader) able to take a regular step back to ensure that the expedition is consistent with the original project’s purpose.

The project start-up can be the most delicate phase, where the foundations for a successful project are established. From a project management perspective, it is crucial to ensure that all project components are well defined and that all team members understand their role clearly.

The expected products, services or results of the project must be precisely outlined to avoid future misunderstandings and to ensure that the project can proceed smoothly.

Each project must be managed with the utmost care, always bearing in mind that the success of the project depends on the ability to manage resources effectively and to respond promptly to any request for change.

To facilitate this, project management tools such as Twproject can be of great help. Twproject offers a comprehensive project management platform, helping teams to plan, monitor and complete projects efficiently.