In the past, large projects would be often managed by the company implementing the project. For example, a construction project would be managed by an architect or construction company responsible for designing or building the project.
However, partly due to the complexity of many modern projects and partly due to the expertise developed by some project management services, many projects are supervised by a business specifically concerned with providing project consulting services. For example, the American construction industry employed over eight million people in 2017. Industrial construction projects can encompass many people and fields, such as building construction, electronic communication and security, data services, and procurement and installation of machinery and equipment. When coordinating so many different services and service providers, it is often a full-time job to just manage the project. Here is a brief overview of five steps used in project management services:
Initiation
A project is initiated by setting out the end goal of the project and determining its feasibility. By defining the ends of the project, a plan to reach those ends can be laid out. The project proposal also sets out the project budget and project schedule. Moreover, a project proposal outlines the responsibilities for various tasks in planning, executing, documenting, and monitoring the project.
For example, the project proposal may include such high-level plans as the location and size of the factory, as well as the equipment and machinery to be outfitted in the factory. The project proposal may establish that the factory will cost $X million and be completed within 14 months. At this early stage of the project, any further details often have yet to be developed.
Planning
Project planning is the stage where the high-level goals from the project proposal are refined down to specific tasks, schedules, budgets, and who will complete each one. In projects that involve third parties, bids may be solicited and contracts may be negotiated and signed. While planning is an essential stage in project management between initiation and execution, it is also repeated iteratively as the project progresses and additional steps, needs, or problems are encountered.
For example, the project plan may designate a specific person or department within a business to handle soliciting construction bids and negotiating construction contracts. While the project plan may set out the budget and schedule used in those negotiations, it may also set out the procurement and installation schedule and budget for outfitting the factory with machinery and equipment.
Execution
If a project is well planned, the execution of the plan is relatively straightforward. However, even though following the plan is relatively straightforward, execution is not necessarily easy.
For example, executing on a plan to construct a factory includes coordinating the construction of facilities, installation of utilities and services, procurement of equipment and machinery, and installation of equipment and machinery. Moreover, this aspect of project management must prevent these tasks from interfering with each other or the ultimate goal. For example, if machinery and equipment are delivered before construction is completed, the machinery and equipment must be stored or sit on an uncompleted construction site.
Documentation
While not directly related to execution, documenting a project is important for a number of reasons. Documentation exists…
- To ensure the goals of the project proposal and project plan are met.
- To ensure all the deliverables within the contract are fulfilled.
- To provide instruction on how to use, maintain, and repair the facilities.
- To provide a road map for other facilities or future projects.
Monitoring
Project management is not a linear process. Rather, it is iterative, with the quality of the project dependent on monitoring the project to identify problems and potential issues, planning how to address those problems and potential issues, and executing on the plan to resolve those problems and potential issues.
When you want a project management group you can trust, rely on The Project Group Consulting today.
Pamela began her professional career in the broadcast industry while attending Tarleton State University. After graduating with a B.S. in Speech Communication in 1997, she worked at several radio stations in management roles focusing on continuity, music and production as well as serving as an on-air talent continuously for more than ten years. In 2010, Pamela accepted a position as the Assistant Marketing and Development Director for the Eisemann Center in Richardson, TX. Helping to promote, market and develop the City of Richardson’s performing arts center, she succeeded in implementing and managing all social media marketing as well as creating and directing a first-ever student art exhibit, further strengthening her marketing and organizational talents.
Jason Krueger is the Director of Ranch and Real Estate Development for The Project Group Consulting, LLC. Jason has been managing and developing ranches for greater than 14 years, and has extensive sales management experience in the construction industry dating back to the late 90s. He is also a Wildlife Biologist/Ecologist with a B.S. in Wildlife Ecology from Texas A&M University in College Station.
Bryant began his career at Crepaco warehouse in parts distribution and pump assembly. Then he progressed to field installation for process and ammonia systems where he oversaw welding and fitting both sanitary tubing and ammonia piping systems.He then moved to San Antonio, spent a year as a contract fabricator with H-E-B Foods working for Sanitary Welding Services. At the end of his contract he returned to the DFW area with Alloy Equipment doing installation, crew management, and scheduling. There he remained through the buyout by Statco Fabrication and Engineering, which resulted in his 25 combined years with them moving into engineering and sales departments.
With more than 25 years in the food and beverage industry and extensive experience as a project manager, Tony has planned and led multi-million dollar projects relating to system upgrades, equipment installation, water quality, validations and process improvements. Some of his areas of expertise include project planning, quality assurance, process analysis, manufacturing systems, process design and problem resolution.
Tim is an electrical and control systems engineer with more than ten years of experience in a wide variety of industries. Project experience includes working with clients in the water/wastewater fields, pharmaceutical, cosmetics and food and beverage industries. Prior to his engineering work, Tim was a licensed water treatment plant operator in Texas. Tim’s strengths are process engineering, control system design, conveyor system design, and project management. He received his B. S. in Electrical Engineering from the University of Texas at Arlington. In his spare time, Tim enjoys working on cars, golfing, and billiards.
Michael has thirty-five years of diversified experience in project management and engineering, equipment and systems design, and manufacturing and production. Michael holds a Bachelor of Science degree in Mechanical Engineering from Texas A&M University.