In the world of small business development, we are all familiar with marketing plans, business plans and organizational planning directed to organizational and procedural alignment of a company. But, project management is an organizational tool most people assume is reserved for big business. That simply could not be further from the truth. I tend to believe major corporations use the process out of a keen awareness for the developmental, procedural and budgeting process that goes into any realignment of a company.

The fact of the matter is project management, properly implemented, will greatly reduce the likelihood of cost overruns, organizational confusion and low morale that can arise with any major company project not properly organized and implemented.

Project management is the process of defining procedure, budget, timelines and quality control oversight for the start-up, implementation and integrated completion of a major project. Examples would be the expansion of a manufacturing facility, opening a new branch office or the reorganization and/or expansion of office facilities. Unlike marketing and business plans, which are ongoing, "living" documents, project management has a beginning and an end, culminating in the completion of the project.

It is appropriate, in the process of implementing a project, that the overall responsibility for implementation of the plan be placed in the hands of a single individual who can insure a coordinated process.

The elements of the project management process include:

• Defining the project.

• Appointing members to the project management team.

• Defining the procedure for implementing the project.

• Establishing the budget.

• Defining the quality standards.

• Establishing timelines.

Defining the project means more than just giving it a name. For example, if you are expanding the manufacturing plant, define the reason for expansion and how it is consistent with the mission statement, goals and objectives of the business enterprise. If that cannot be done, then upper management and ownership needs to reconsider the reasons for implementing the project.

Ownership and upper management should assign overall responsibility for the project to a single individual who is then charged with overseeing the project team that will participate in implementing the program. A project management team, just like a department or division in a company, will have difficulty answering to two or more bosses. Secondly, the team members should represent the expertise and levels of responsibility consistent with the needs to fulfill the specific project. For example, if you are expanding to a new branch office the office manager of the present or new facility should be included. Given the fact a budget is involved, having a member of bookkeeping or accounting on the team appears only logical. In a manufacturing environment a floor supervisor and/or plant manager would clearly be a candidate for the project management team.

In particular, the project manager should demonstrate managerial and people skills. He or she needs to be an organized person who is able to handle more than one project at a time. The manager needs to be an assertive individual who is not afraid to make decisions, and can accommodate to change as needed on a moment's notice. Furthermore, it should be the inherent obligation of upper management and ownership to enlighten the project manager as to the level of leverage and leeway allowed in making decisions.

Defining the set of procedures incorporates common sense and the typical sequence of processes that would be consistent with the nature of the project. For example, where facility expansion is involved you would expect that architectural and engineering services, drawings, construction equipment and supplies would be among the first of procedures. The delivery, installation and start-up of manufacturing equipment would be among the latter procedures to implement.

Budgeting is so very important to the process. The project manager must know the budget and the distribution of funds by category. The manager must constantly monitor the expenditure of funds and warn upper management if and when on the verge of encountering cost overruns.

Timelines are a key element in the budget process and the overall need to complete the project in a timeframe that allows its incorporation into the total company operation. Remember that the project will not simply start up with the push of the "on" button. All other elements of the company's operations and procedures must be prepared to incorporate the new project once it goes online. So timelines must be constantly monitored.

Throughout, there is the matter of quality control. This refers to the quality of work performed, quality of materials and supplies, and quality of any fixed assets purchased and installed.

The project team assists the manager in overseeing the timely implementation of the project, monitoring timelines and quality. The manager insures team performance, staying within budget and insuring the project is completed in a timely fashion to insure smooth integration into the total company operation.

Finally, there are some software applications commonly used in project management. The more commercial brands include Microsoft's Project and Primavera's SureTrak. They typically retail for between $250 and $300. If that's a little steep for your budget, there is a very popular off-brand called Project Manager Pro by Softkey, a product line of the Learning Company. It is most often found at the popular auction sites like eBay and can be bought with wining bids of $8.00 to $15.00. Personal experience has taught me it is not as sophisticated as Project and SureTrak, but provides an excellent graphical guide for the project management process.

© 2000, Carroll Stephen Windhaus