Project management process:

1.  Agree precise specification for the project - 'Terms of Reference'
2.  Plan the project - time, team, activities, resources, financials - using suitable project management tools.
3. Communicate the project plan to your project team - and to any other interested people and groups.
4. Agree and delegate project actions.
5. Manage and motivate - inform, encourage, enable the project team.
6.  Check, measure, monitor, review project progress - adjust project plans, and inform the project team and others.
7. Complete project - review and report on project performance; give praise and thanks to the project team.
8.   Project follow-up - train, support, measure and report results and benefits.

 Project management tools:

1. Project plan covering project scope, project strategy i.e. approach, which of project plan, resource allocation
2. Milestone checklist: simple excel template to track project progress. Update it once/ twice a week
3. Gantt Chart: project schedule and inter-dependencies of each activity
4. PERT: Program Evaluation Review Technique (PERT) a planning and control tool used for defining and controlling the tasks necessary to complete a project.
5. MS project
6. Project reviews: In project reviews, the project progress and the adherence to the process standards are mainly considered. Usually, project reviews are accompanied by a project audits by a 3rd party (internal or external).
7. Scorecard: performance of project team.

Things project manager must look into:

1. Dividing project into task
2. Resource plan
3. Time estimates
4. Project standard and procedures
5. Identifying and assessing risk
6. Preliminary budget
7. Developing a statement of work. This document will list the work to be done and the expected outcome of the project.
8. Setting a baseline project plan. This should provide an estimate of the project's tasks and resource requirements.

PERT CHART:

PERT charts and Critical Path Method (CPM) charts are often used interchangeably; the only difference is how task times are computed. Both charts display the total project with all scheduled tasks shown in sequence. The displayed tasks show which ones are in parallel, those tasks that can be performed at the same time.[3] A graphic representation called a "Project Network" or "CPM Diagram" is used to portray graphically the interrelationships of the elements of a project and to show the order in which the activities must be performed.

PERT planning involves the following steps:

1.         Identify the specific activities and milestones. The activities are the tasks of the project. The milestones are the events that mark the beginning and the end of one or more activities.
2.         Determine the proper sequence of activities. This step may be combined with #1 above since the activity sequence is evident for some tasks. Other tasks may require some analysis to determine the exact order in which they should be performed.
3.         Construct a network diagram. Using the activity sequence information, a network diagram can be drawn showing the sequence of the successive and parallel activities. Arrowed lines represent the activities and circles or "bubbles" represent milestones.
4.         Estimate the time required for each activity. Weeks are a commonly used unit of time for activity completion, but any consistent unit of time can be used. A distinguishing feature of PERT is its ability to deal with uncertainty in activity completion times. For each activity, the model usually includes three time estimates:

-          Optimistic time - the shortest time in which the activity can be completed.

-          Most likely time - the completion time having the highest probability.

-          Pessimistic time - the longest time that an activity may take.

From this, the expected time for each activity can be calculated using the following weighted average:

Expected Time = (Optimistic + 4 x Most Likely + Pessimistic) / 6

This helps to bias time estimates away from the unrealistically short timescales normally assumed.

5.       Determine the critical path. The critical path is determined by adding the times for the activities in each sequence and determining the longest path in the project. The critical path determines the total calendar time required for the project. The amount of time that a non-critical path activity can be delayed without delaying the project is referred to as slack time.

If the critical path is not immediately obvious, it may be helpful to determine the following four times for each activity:

-          ES - Earliest Start time

-          EF - Earliest Finish time

-          LS - Latest Start time

-          LF - Latest Finish time

             6. Update the PERT chart as the project progresses. As the project unfolds, the estimated times can be replaced with actual times. In cases where there are delays, additional resources may be needed to stay on schedule and the PERT chart may be modified to reflect the new situation. An example of a PERT chart is provided below:

Benefits to using a PERT chart or the Critical Path Method include:[6],[7]

1. Improved planning and scheduling of activities.
2. Improved forecasting of resource requirements.
3. Identification of repetitive planning patterns which can be followed in other projects, thus simplifying the planning process.
4. Ability to see and thus reschedule activities to reflect inter-project dependencies and resource limitations following know priority rules.
5. It also provides the following: expected project completion time, probability of completion before a specified date, the critical path activities that impact completion time, the activities that have slack time and that can lend resources to critical path activities, and activity start and end dates.

GANTT CHART

1. They are used to show calendar time task assignments in days, weeks or months. The tool uses graphic representations to show start, elapsed, and completion times of each task within a project. Gantt charts are ideal for tracking progress. This information helps target potential timeline slippage or failure points. These charts serve as a valuable budgeting tool and can show dollars allocated versus dollars spent.
2. List all activities in the plan. For each task, show the earliest start date, estimated length of time it will take, and whether it is parallel or sequential. If tasks are sequential, show which stages they depend on.
3. Head up graph paper with the days or weeks through completion.
4. Plot tasks onto graph paper. Show each task starting on the earliest possible date. Draw it as a bar, with the length of the bar being the length of the task. Above the task bars, mark the time taken to complete them.
5. Schedule activities. Schedule them in such a way that sequential actions are carried out in the required sequence. Ensure that dependent activities do not start until the activities they depend on have been completed. Where possible, schedule parallel tasks so that they do not interfere with sequential actions on the critical path. While scheduling, ensure that you make best use of the resources you have available, and do not over-commit resources. Also, allow some slack time in the schedule for holdups, overruns, failures, etc.
6. Presenting the analysis. In the final version of your Gantt chart, combine your draft analysis (#3 above) with your scheduling and analysis of resources (#4 above). This chart will show when you anticipate that jobs should start and finish.

Benefits of using a Gantt chart include:

1. Gives an easy to understand visual display of the scheduled time of a task or activity.
2. Makes it easy to develop "what if" scenarios.
3. Enables better project control by promoting clearer communication.
4. Becomes a tool for negotiations.
5. Shows the actual progress against the planned schedule.
6. Can report results at appropriate levels.
7.  Allows comparison of multiple projects to determine risk or resource allocation.
8. Rewards the project manager with more visibility and control over the project.